Post Disaster Redevelopment Plan 2014 by Sarasota County Government

Post-Disaster Redevelopment Plan

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Acknowledgments The following individuals were members of the 2008 – 2009 Sarasota County Stakeholders Working Group and played an integral part in the development of the Sarasota County Post-Disaster Redevelopment Plan.

COUNTY REPRESENTATIVES

MANAGEMENT

Crystal Allred, Sarasota County Planning and Development Services

Tom Maroney, Sarasota County Mobility

Gary Bennett, Sarasota County Solid Waste Robert Bennett, Sarasota County Sheriff’s Department

Judy O’Brien, Sarasota County Communications Department

Terry Boswell, Sarasota County Land Development Services

David Pearce, Sarasota County Office of the County Attorney

Lorrie Muldowney, Sarasota County History Center

D E AT

Larry Cardinal, Sarasota County Environmental Services Crystal Pruitt, Sarasota County Communications Department Des Companion, Sarasota County Planning and Regulatory

D P U

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Tina Crawford, Sarasota County Zoning Administration Warren Davis, Sarasota County Planning and Regulatory

Lois Rose, Sarasota County Hazardous Waste Gary Schroeder, Sarasota County Office of Financial Planning Gary Spraggins, Sarasota County, Public Works

Tony Dawood, Sarasota County Environmental Services

Mike Suarez, Sarasota County Emergency Services

Efrain Duque, Sarasota County Traffic Engineering and Operations

George Tatge, Sarasota County Parks and Recreation

Gene Engman, Sarasota County Planning and Development Luana Guio, Sarasota County Natural Resources David Hannon, Access Sarasota TV Theresa Haugh, Sarasota County Communications Department Mary Beth Humphreys, Sarasota County Community Housing Todd Kerkering, Sarasota County Emergency Management

Donna Thompson, Sarasota County Planning and Development Cliff Truitt, Sarasota County Coastal Advisory Committee Anthony Vallone, Sarasota County Long Range Planning Laird Wreford, Sarasota County Coastal Natural Resources

MUNICIPAL REPRESENTATIVES

James L. Ley, Sarasota County Administrator

Richard Berman, City of North Port Emergency Management

Weiqi Lin, Sarasota County Coastal Resources

Glen Bliss, City of Sarasota Building Department

Rick Marrow, Sarasota County Damage Assessment Demetra McBride, Sarasota County Forestry

Don Caillouette, City of Venice Planning and Zoning Department

Scott Montgomery, Sarasota County Emergency

Alan Devaney, City of Sarasota Police Department _i

Acknowledgement Gilbert Fernandez, City of Sarasota Public Works

Gretchen Miscik, Maple Tronics Computers

Bill Hallisey, City of Sarasota Public Works

Dana Oâ&#x20AC;&#x2122;Mara, Mote Marine Laboratories

Mikel Hollaway, City of Sarasota Police Department

Dale Parks, Siebert Architects

Douglas Jeffcoat, City of Sarasota Solid Waste

Felix Power, Siesta Key Chamber of Commerce

Al Lane, City of North Port Economic Development Department

Lourdes Ramirez, Siesta Key Association

David Smith, City of Sarasota Long Range Planning

Carole Salgado, Comcast Communications

LOCAL AND REGIONAL ORGANIZATIONS AND COMPANIES

B O T

Carla Bristol, Verizon

Terri Britton, Florida Power and Light

D E AT

Daniel Trescott, Southwest Florida Regional Planning Council

D P EU

Mark Alderson, Sarasota Bay Estuary Program Paul Alley, Verizon

John Ryan, Venice Area Chamber of Commerce

Pamela Truitt, Truitt Consulting

Nancy R. Wilson, Siesta Key Association Michael Winkel, North Manasota Key Association Natalia Wolter, PGT Industries

Bill Coyne, North Manasota Key Home Owners Association Dick Davis, Casey Key Association

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Rae Dowling, Florida Power & Light

Bob Eaton, Comcast Communications

Mireya Eavey, Sarasota County Economic Development Corporation Carolyn Griffin, Manatee Community College Small Business Development Center Jim Haberman, Siesta Key Chamber Virginia Haley, Sarasota Convention and Visitors Bureau Jim Hesemann, Sarasota Memorial Hospital Samuel Holladay, Siebert Architects Ann Kaplan, Siesta Key Association Lee Kermode, Verizon Barbara Lausche, Marine Policy Institute Joe Lesmerises, Verizon Jay Leverone, Sarasota Bay Estuary Program Chuck Listowski, West Coast Inland Navigation District David Macrae, Casey Key Association Juergen Matt, Manasota Key Association Joel May, American Institute of Architects Bob Metzger, Casey Key Association ii _

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Table of Contents Acknowledgments.............................................................................................................................................................i 1.

Introduction...............................................................................................................................................................1 1.1 What is a Post-Disaster Redevelopment Plan? .......................................................................................1 1.2 Goals.........................................................................................................................................................................2 1.3 Interaction with Other Plans..........................................................................................................................2

Vulnerability..............................................................................................................................................................5 2.1 Hazards Addressed.............................................................................................................................................5 2.2 Analysis Sources..................................................................................................................................................9 2.3 Social Vulnerability............................................................................................................................................9 2.4 Land Use Vulnerability................................................................................................................................... 13 2.5 Economic Vulnerability.................................................................................................................................. 16 2.6 Critical and Essential Facilities Vulnerability........................................................................................ 20 2.7 Sea Level Rise (SLR)......................................................................................................................................... 24

Institutional Capacity........................................................................................................................................ 31 3.1 Local Plans, Policies, and Ordinances...................................................................................................... 31 3.2 Coordinating with Stakeholders................................................................................................................ 36 3.3 Recommendations for Enhancing Capacity........................................................................................... 38

Implementation.................................................................................................................................................... 41 4.1 Authority............................................................................................................................................................. 41 4.2 Type and Level of Disaster............................................................................................................................ 42 4.3 Disaster Phases ................................................................................................................................................ 43 4.4 Organizational Structure.............................................................................................................................. 44 4.5 Timeframe and Transitions.......................................................................................................................... 48 4.6 Plan Maintenance and Updating............................................................................................................... 51 4.7 Training................................................................................................................................................................ 52 4.8 Continued Public Involvement................................................................................................................... 53

Housing and Planning...................................................................................................................................... 55 5.1 Housing................................................................................................................................................................ 56 5.2 Housing Action Plan........................................................................................................................................ 58 5.3 Planning............................................................................................................................................................... 60 5.4 Planning Action Plan...................................................................................................................................... 64

Infrastructure, Public Facilities, and Public Safety.......................................................................... 67 6.1 Infrastructure, Public Facilities, and Public Safety Goal.................................................................. .67 6.2 Infrastructure, Public Facilities, and Public Safety Pre-Disaster Actions................................... 69 6.3 Infrastructure, Public Facilities, and Public Safety Post-Disaster Actions................................. 73

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Acknowledgement 7.

Economic Redevelopment.............................................................................................................................. 79 7.1 Economic Redevelopment Goal................................................................................................................. 79 7.2 Economic Redevelopment Issues.............................................................................................................. 79 7.3 Economic Redevelopment Pre-Disaster Actions.................................................................................. 81 7.4 Economic Redevelopment Post-Disaster Actions............................................................................... 92

Environmental Restoration........................................................................................................................... 97 8.1 Environmental Restoration Planning And Response........................................................................ 98 8.2 Environmental Restoration Goals............................................................................................................. 99 8.3 Environmental Restoration Issues............................................................................................................ 99 8.4 Environmental Restoration Actions Plan............................................................................................. 100

9. Communication and Public Outreach Plan......................................................................................... 103 9.1 Coordination Capacity................................................................................................................................. 103 9.2 Outreach Methods........................................................................................................................................ 103 9.3 Outreach Materials....................................................................................................................................... 105 9.4 Public Participation and Communication............................................................................................ 105 9.5 Marketing and Tourism.............................................................................................................................. 107 9.6 Communication to the Business Community..................................................................................... 108 9.7 Transparency in Recovery Decisions..................................................................................................... 108

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10. Financing................................................................................................................................................................ 111 0.1 Predicting Revenue Shortfalls................................................................................................................ 111 1 10.2 Coordination of Public and Private Funding.................................................................................... 114 1 0.3 CoordinatIon of Non-governmental (or Non-profit) and Volunteer Assistance................. 116 0.4 Monitoring and Encouraging Equitable Disaster Assistance..................................................... 116 1 1 0.5 Managing Debt and Retaining High Bond Ratings........................................................................ 117 Appendix A. Definitions and Acronyms A.1 Definitions of Terms..................................................................................................................................... 119 A.2 Acronyms..........................................................................................................................................................121 Appendix B. PDRP Development Process B. This section will be added before the document is finalized................................................................ 125 Appendix C. Relevant Comprehensive Plan Policies......................................................................................................... 127 Appendix D. Regulations D.1 State Requirements for PDRP Development...................................................................................... 137 D.2 Emergency Powers........................................................................................................................................ 138 D.3 Local Authority to Developa PDRP......................................................................................................... 138

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1 Introduction The record-setting hurricane seasons of 2004 and 2005 underscored the need for Florida communities to be prepared to face the tremendous, wide-ranging challenge of rebuilding after a disaster. Natural disasters are recurring events, as Floridians know all too well. Unfortunately, Sarasota County can expect to face disasters in the coming years. To become more disaster-resilient, our local governments must plan for what must happen after rescue and recovery operations have finished, to bring the community back to normalcy a perhaps rebuild an even better community. Through the development of a Post-Disaster Redevelopment Plan (PDRP), Sarasota County has created a long-term recovery and redevelopment strategy to implement during the pre- and post-disaster periods in pursuit of a sustainable community. 1.1 WHAT IS A POST-DISASTER REDEVELOPMENT PLAN?

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A PDRP is a requirement of all Florida coastal counties and municipalities and is encouraged for inland communities. The plan identifies policies, operational strategies, and roles and responsibilities for implementation that will guide decisions that affect long-term recovery and redevelopment of the community after a disaster. The plan emphasizes seizing opportunities for hazard mitigation and community improvement consistent with the goals of the local comprehensive plan and with full participation of the citizens. Recovery topics addressed in the plan include business resumption and economic redevelopment; housing repair and reconstruction; infrastructure restoration and mitigation; short-term recovery actions that affect long-term redevelopment; sustainable land use; environmental restoration; and financial considerations, as well as other long-term recovery issues identified by the community. Definitions and acronyms for terms used in this plan can be found in Appendix A.

Types and Levels of Disaster PDRPs ideally address all types and levels of disaster that a community is at risk to — whether natural or human-caused. While much of the PDRP is geared toward preparing for and responding to a hurricane, many of these same policies, programs, and approaches may also be successfully employed in other disaster situations (e.g., wildfires, flooding and tornadoes). The flexibility of a PDRP’s framework enables it to be used for multiple hazards. The PDRP’s scope is maximized when used for a major disaster affecting the whole community; however, components can also be used in small or localized events.

Timeframe The intent of all PDRP activities is to improve the community’s ability for long-term recovery and redevelopment. Implementation of these activities, however, may occur pre-disaster, during the shortterm recovery phase, or during the long-term redevelopment phase.

1_Introduction Jurisdictions The PDRP is a countywide document similar to the Local Mitigation Strategy and Comprehensive Emergency Management Plan. Disasters can affect entire regions so intergovernmental coordination is essential to the goals of the PDRP. Implementation of the PDRP is structured for coordination between the county and municipalities. The municipalities are encouraged to adopt this plan

Dynamic Plan TThe purpose of this plan is to provide a framework for considering long-term redevelopment issues and responding to them either pre-disaster through preparatory measures or post-disaster. Holistic community recovery from a disaster is a complex subject in which new research and lessons learned are being developed each year. Further planning will be needed to address other types of disaster the county may be vulnerable to, such as wildfire and sea-level rise. There will always be room for improvement with this plan and it will take many update cycles before all disaster scenarios have been planned for and actions developed to address potential redevelopment issues.

maximize the efficient and smart use of public funds. Specific goals are outlined for housing and planning, economic redevelopment and environmental restoration in greater depth in each those chapters

1.3 INTERACTION WITH OTHER PLANS The intent of the Post-Disaster Redevelopment Plan is to guide the redevelopment decision-making process following a disaster in a manner consistent with the local comprehensive plans (especially the Coastal Element), Local Mitigation Strategy (LMS), Comprehensive Emergency Management Plan (CEMP) and other relevant plans or codes such as the Long-Range Transportation Plan, land development regulations, and economic development plans. Each of these plans, and possibly others, has pre-existing policies or procedures that affect post-disaster redevelopment. For instance, the comprehensive plan has many policies that determine where and to what extent redevelopment can occur. The PDRP can act as a guide to utilizing these policies and procedures found in various documents when making post-disaster redevelopment decisions. To avoid duplication or conflicts between similar policies in different plans, the PDRP identifies the overlap by providing an analysis of existing plans. As shown by Table 1.1 below, there are many post-disaster redevelopment issues that are addressed by more than one plan.

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1.2 GOALS The goal of the Sarasota County PDRP is to enable a more rapid and sustainable countywide recovery and redevelopment after a disaster. The redevelopment process should encourage public participation and

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Table 1.1 Post-Disaster-Related Issues and Local Plans

Example Issues

Comprehensive Plan PDRP (Coastal)

CEMP

LMS

Provide hazard assessment information

✔

Define procedures for providing evacuation and sheltering services

✔

Define policies for maintaining and enhancing evacuation clearance times

✔

Define capital expenditure priorities for enhancing evacuation and sheltering capacities

✔

Define policies and capital expenditure priorities for making the environment less hazardous

✔

Define policies for making structures more resistant to natural hazard forces

✔

Define capital expenditure priorities for making public facilities more resistant to natural hazard forces

✔

Define policies for managing the pre-disaster development and redevelopment of land exposed to natural hazards

✔

Define operational procedures for post-disaster recovery and redevelopment Define policies for governing post-disaster recovery and redevelopment actions

✔

✔ ✔

✔

Source: Florida Department of Community Affairs, 2006

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CEMP = Comprehensive Emergency Management Plan LMS = Local Mitigation Strategy PDRP = Post-Disaster Redevelopment Plan.

1_Introduction

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2 Vulnerability This section discusses Sarasota Countyâ&#x20AC;&#x2122;s vulnerabilities to disaster impacts. County vulnerability is assessed by examining social characteristics, land use, economic indicators, essential and critical facilities, and environmental resources. Hurricane storm surge and sea level rise are examined in detail due to the magnitude of risk from these hazards and the ability to spatially analyze expected impacts. 2.1 HAZARDS ADDRESSED The hazards of highest risk to Sarasota County as identified in the CEMP and the LMS are high winds, storm surge, flooding, severe windstorms and wild land fire. Since the PDRP is focused on redevelopment after a hurricane, the vulnerability discussion focuses on those expected impacts. Throughout the implementation of the PDRP and other efforts, it is important that community planners address risks comprehensively. For example, flooding, high winds, storm surge and gradual sea level rise present different but related risks, and mitigation and adaptation measures can serve to address multiple threats.

History Since 1995, 16 hurricanes and tropical storms are reported to have impacted Sarasota County (National Oceanic and Atmospheric Administration [NOAA] National Climatic Data Center, 2013) (see Figure 2.1). Major impacts that have been felt by these storms include beach erosion, flooding from storm surge, inland flooding in low lying areas and wind gust damage (NOAA National Climatic Data Center, 2013). The county has not had a direct hit since Tropical Storm Gabrielle in 2001 and has not been directly hit by a major hurricane in 65 years â&#x20AC;&#x201D; a Category 3 hurricane in 1944 followed by a Category 1 hurricane in 1946 (ICAT Damage Estimator, 2013). While Sarasota County has had a long respite from widespread hurricane damages, recent major disasters in Florida and throughout the Gulf Coast over the past 10 years are reminders that Sarasota County is also vulnerable.

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Figure 2.1 Tropical Storms and Hurricanes within 25 Miles of Sarasota County, 1928-2013

2_Vulnerability Storm Surge and Erosion Sarasota County is most vulnerable to storm surge flooding and related shoreline erosion during large storm events. County evacuation zone designations are based on estimated storm surge flooding extents (Figures 2.2 and 2.3). As Figure 2.2 shows, the most vulnerable locations to storm surge are the barrier islands and areas along the Myakka River in the southern portion of the county. This often occurs because these areas are most proximal to the coast and are located along inland waterways and low-elevation areas. These areas often lack natural barriers that would normally impede the ability of storm surge to penetrate further inland. Despite the county having escaped direct hurricane hits for many years, there have been reported storm surge and beach erosion from several recent storms that passed close to

the area. In 1995, Hurricane Opal produced major beach erosion (NOAA, 2013). Hurricane Earl followed in 1998, causing severe erosion near Venice and street flooding of 1 to 2 feet along the countyâ&#x20AC;&#x2122;s coastal roads (NOAA, 2013). In 2000, Hurricane Gordon caused coastal flooding over roads on Longboat, Siesta and Casey keys. That storm surge and wave action caused nearly $1.1 million in beach erosion in Sarasota County (NOAA, 2013). The Venice Municipal Fishing Pier was hit with 8-foot high waves that ripped out a 20-foot section of the pier and three 50-foot concrete pilings, causing $600,000 in property damage (NOAA, 2013).

Figure 2.2 Sarasota County Contemporary Storm Surge Zones

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Figure 2.3 Sarasota County Evacuation Zones

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Figure 2.4 Sarasota County Inland Precipitation from Historical Hurricane Rainfall Scenarios

2_Vulnerability Inland Precipitation Earlier modeling included storm surge projections, but did not include the role of inland precipitation on local flooding. To provide a more accurate projection, inland precipitation has been incorporated into this modeling effort. Thompson and Frazier (2013) developed four rainfall scenarios: 2 inches, 4 inches, 5 inches and 7 inches of rainfall during 24 hours over a three-day period (Figure 2.4). These scenarios reflect inundation patterns found in historical hurricane precipitation data gathered from the Hydrometeorological Prediction Center (2012). The data shows the average rainfall that Florida has received over the last 50 years. This study focused on a 3-day period of rainfall, because hurricanes often move quickly over the terrain (Hyndman and Hyndman, 2006; Hydrometeorological Prediction Center, 2012). As seen in Figure 2.4, inland precipitation occurs throughout the county, even in hurricane scenarios with lighter amounts of rainfall. Inundation from inland precipitation

is also highly evident along the Myakka River and other tributaries. In the lower scenarios, flooding is mostly located along the river systems and areas along the coast. As rainfall increases, the inundation spreads to areas further inland. The center of the county and areas furthest from the Myakka River and the coast experience some flooding from the 2-inch precipitation scenario, but those inundation areas multiply as the number of inches of rainfall increases. When both the inundation impacts of inland precipitation and storm surge are combined, the resulting extents show greater exposure to hurricane inundation (Figure 2.5). Storm surge is not the only hurricane impact that causes inundation to occur within Sarasota County, so modeling the two impacts simultaneously provides a more holistic representation of where hurricane inundation may occur.

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Figure 2.5 Sarasota County Combined Storm Surge and Inland Precipitation Zones

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2.2 ANALYSIS SOURCES The vulnerability analysis presented in this section was generated using data provided by a team of researchers from the University of Idaho. That team was led by Dr. Tim G. Frazier and Courtney Thompson with funding through the National Science Foundation (NSF) Idaho Experimental Program to Simulate Competitive Research (EPSCoR). The publication of this research is currently in progress. Permission was granted to utilize some of the data generated through their research as a basis for the PDRP planning effort.

2.3 SOCIAL VULNERABILITY Demographic Profile Sarasota County’s population increased from 2010 to 2012. The University of Florida’s Bureau of Economic and Business Research (BEBR) estimates that the 2012 county population estimate was 383,664 after a 1.1% increase from 2010 (BEBR, 2012). These are the most recent numbers available.

Sarasota County is comprised of a population that is 91.9% white, 5% black and 8.2% persons of Hispanic or Latino origin (Census Quickfacts, 2012). The median household income, of the county is $49,388, and the population below poverty is 10.5% (Census Quickfacts 2012). The over-65 age group makes up 31.7% of the county (Census Quickfacts, 2012). Storm Surge Vulnerability Table 2.1 shows the percentage of people that reside within storm surge zones —74% of the county’s population lives within a storm surge zone. However, 29% of the population lives outside of the Category 3 zone, within the Category 4 or Category 5 zone, or has a lower risk of storm surge impacts given the infrequency of Category 4 or 5 hurricanes. Of particular note is that 18,141 people live within a Category 1 storm surge zone, which has a higher frequency of occurrence.

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Table 2.1 Countywide Population at Risk from Hurricane Storm Surge

Storm Surge Zones

Persons In Zone

Percent of Total Population

Category 1

18,141

4.78%

Category 2

71,226

18.77%

Category 3

170,898

45.04%

Category 4

250,061

65.90%

Category 5

281,541

74.20% Source: Frazier et al., 2013

2_Vulnerability Figure 2.6 Population at Risk from Hurricane Storm Surge by Place

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Figure 2.6 illustrates the population at risk from hurricane storm surge by area of the county. The most vulnerable locations of the county to a Category 1 storm surge are Siesta Key andLongboat Key, in which 75% 10 _

and 46% of the barrier islandsâ&#x20AC;&#x2122; population would be affected. More than 50% of the population in Laurel, Nokomis andWarm Mineral Springs would be impacted by a Category 2 hurricane storm surge.

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Sarasota County has a high percentage of the elderly persons who are drawn to its retirement environment. Table 2.2 reveals that those older than 65 comprises

Post-Disaster Redevelopement Plan

a large proportion of the population at risk from storm surge. Of the population at risk from Category 3 storm surge, almost 20% are over 65.

Table 2.2 Population over 65 Years of Age at Risk from Storm Surge

Storm Surge Zones

Persons over 65 In Zone

Percent of Persons over 65 in Zone

Percent of Total Population in Zone

Category 1 Category 2 Category 3 Category 4 Category 5

8,798 30,776 67,535 88,119 95,675

7.44% 26.03% 57.12% 74.53% 80.92%

2.32% 8.11% 17.80% 23.22% 25.21%

Housing Census statistics on housing were used to determine estimates of total occupied housing and renter-occupied housing at risk from storm surge (Tables 2.3 and 2.4). The percentages of occupied housing in the storm surge zones mirrors the percentage of population at risk, but the housing numbers are slightly higher. This could be due in part to tourists and part-time retirees who use housing units near the coast. Renter-occupied housing in the Category 1 storm surge zone makes up about 10% of all housing in that zone.

Further analysis using property appraiser data could determine which of the homes in storm surge zones are more likely to be vulnerable by examining whether they were built to current flood zone regulations requiring elevation. This sort of analysis might be considered for the next PDRP update.

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Table 2.3 Occupied Houses at Risk from Hurricane Storm Surge

Storm Surge Zones

Occupied Houses in Zone

Percent of Occupied Houses in Zone

Category 1

17,757

7.77%

Category 2

56,181

24.60%

Category 3

117,539

51.46%

Category 4

161,036

70.50%

Category 5

177,719

77.81%

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2_Vulnerability Table 2.4 Renter-occupied Housing at Risk from Hurricane Storm Surge

Storm Surge Zones

Renter-Occupied Houses In Zone

Percent of Renter-Occupied Houses in Zone

Percent of Total Houses in Zone

Category 1

1,685

3.83%

9.49%

Category 2

7,162

16.28%

12.75%

Category 3

17,628

40.08%

15.00%

Category 4

27,048

61.49%

16.80%

Category 5

32,243

73.30%

18.14%

Dependent Populations Dependent population facilities include medical facilities, emergency services facilities, adult residential care centers, schools, child day care centers, correctional facilities and religious organizations. Evacuating these populations can be difficult, as they require specific needs (Wood et al., 2007; Frazier et al., 2010). The elderly

and children take more time to move because they require more assistance. Emergency service facilities in hazardous areas are more likely to be incapacitated in a hazard event, resulting in fewer emergency services available to people in need and less backup for those within those facilities. Table 2.8 depicts dependent population exposure to storm surge.

Table 2.5 Dependent Populations at Risk from Storm Surge Dependent Populations Category 1 Adult residential care Child day care Correctional facilities

In Zone

% In Zone

1.25%

Category 5

In Zone

% In Zone

Adult residential care

78.75%

0.00%

Child day care

68.75%

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0.00%

Correctional Facilities

83.33%

Hospitals and mental health

0.00%

Hospitals and mental health

76.00%

Outpatient care centers

1.63%

Outpatient care centers

429

77.72%

Overnight tourists

33.87%

Overnight tourists

118

95.16%

Public venues

3.47%

Public venues

266

70.93%

Schools

3.64%

Schools

56.36%

In Zone

% in Zone

In Zone

% In Zone

18.75%

Adult residential care

71.25%

Category 2 Adult residential care

Category 4

Child day care

8.75%

Child day care

53.75%

Correctional facilities

0.00%

Correctional Facilities

33.33%

Hospitals and mental health

8.00%

Hospitals and mental health

52.00%

Outpatient care centers

12.14%

Outpatient care centers

369

66.85%

Overnight tourists

54.03%

Overnight tourists

77.42%

Public venues

19.47%

Public venues

236

62.93%

Schools

10.00%

Schools

45.45%

In Zone

% In Zone

Adult residential care

41.25%

Child day care

31.25%

Correctional Facilities

33.33%

Hospitals and mental health

24.00%

Category 3

Outpatient care centers

241

43.66%

Overnight tourists

70.97%

Public venues

181

48.27%

Schools

30.91%

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Source: Frazier et al., 2013

Table 2.5 shows that 24% of hospitals and mental health facilities, and more than 30% of child care centers and adult care centers are within a Category 3 storm surge zone. In addition, over 70% of areas that house overnight tourists would be impacted by Category 3 storm surge.

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2.4 LAND USE VULNERABILITY The vulnerability of existing land uses to storm surge reveals the major property impacts that might be realized in Sarasota County by differing intensities of hurricanes. Hurricane wind damage will to some degree affect all structures in the county except those built to 2001 Florida Building Code standards or higher, and even those could experience minor damage. Storm surge is a much more location-specific hazard than hurricane-force winds, and the spatial distribution of land uses can be adjusted to minimize the risk a particular land use. Knowing how much of a residential or commercial land use is in a storm surge zone can inform stakeholders to the extent of redevelopment after a hurricane.

Transportation and Utilities Table 2.6 shows the percentage of roads and bridges that fall within different hurricane storm surge zones. The table shows that almost 15% of bridges could be affected by a Category 1 hurricane, while 78% are at risk from a Category 5 hurricane storm surge. The table also shows that almost 54% of roads could be affected by a Category 3 hurricane and 72% are at risk from a Category 4 or 5 hurricane storm surge. In addition, about 40% of transportation facilities (helipads and airports) are vulnerable to a Category 2 storm or higher storm surge.

Table 2.6 Transportation and Utility Land Use at Risk from Storm Surge

Storm Surge Category

Bridges In Zone (miles)

Percent Bridges In Zone

Roads In Zone (miles)

Percent Roads In Zone

Transportation Facilities In Zone

Percent Transportation Facilities in Zone

Category 1

0.86

13.70%

213.75

6.05%

0.00%

2.15

34.31%

806.88

22.85%

37.50%

Category 3

DRAFT 3.72

59.44%

1,922.59

54.45%

62.50%

Category 4

4.57

73.03%

2,552.24

72.28%

87.50%

Category 5

4.91

78.38%

2,773.69

78.55%

100.00%

Category 2

Residential/ Commercial This analysis used the Coastal Change Analysis Program (C-CAP) land cover dataset to determine residential and commercial risk to storm surge. These land use types are described by four main categories: • Developed, Open Space • Developed, Low Intensity • Developed, Medium Intensity • Developed, High Intensity Developed, Open Space includes large-lot, single-family housing units; parks; golf courses; and vegetation

planted in developed settings for recreation, erosion control or aesthetic purposes. Developed, Low Intensity areas most commonly include single-family housing units. Developed, Medium Intensity areas most commonly include single-family housing units. Developed, High Intensity includes highly developed areas where people reside or work in high numbers. Examples include apartment complexes, row houses and commercial/industrial (NOAA, 2013).

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2_Vulnerability Table 2.7 reveals that 58% of all land used for residential purposes countywide is within a storm surge zone. Eight percent of all residential land is particularly

at risk within the Category 1 storm surge zone. Figure 2.7 presents the spatial distribution of residential uses by storm surge zone throughout the county.

Table 2.7 Residential Land Use at risk from Storm Surge

Storm Surge Category

Residential Land Use In Zone (km2)

Percent in Zone

Category 1

26.096

6.38%

Category 2

91.250

22.31%

Category 3

204.33

49.96%

Category 4

278.70

68.15%

Category 5

306.09

74.85%

Figure 2.7 Residential Land Use at Risk from Hurricane Storm Surge

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Figure 2.8 shows the countywide percentage of low, medium and high intensity residential property at risk from storm surge. Low-intensity residential land use has a much smaller risk for each category of hurricane. This may be due to higher coastal property values that make residential land more dense (as in condominiums) than

Post-Disaster Redevelopement Plan

on the mainland. Medium and high intensity residential housing is particularly vulnerable to a Category 3 hurricane storm surge, while low-intensity residential housing would not be at significant risk until a Category 4-5 hurricane.

Figure 2.8 Percentage of Residential Land Uses at Risk from Storm Surge

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2_Vulnerability Agricultural The percentage of land used for business, industrial or agricultural economic activities at risk from storm surge is shown in Table 2.8. A majority of the land used for economic activities in the county are outside of the Category 1 and 2 storm surge zones. This does not necessarily mean that the percentage of businesses or sales in these zones is low, just that the amount of land used for this purpose is smaller but could be more intensely used. More details on business risk are included in the next section. Since most agricultural property is found in the eastern section of the county, a very small proportion of those lands are within a storm surge zone.

Table 2.8 Agricultural Land Uses at Risk from Storm Surge

Storm Surge Category

Agricultural Land Use In Zone (km2)

Percent in Zone

Category 1

0.42891

0.21%

Category 2

7.1928

3.45%

Category 3

31.791

15.23%

Category 4

69.384

33.24%

Category 5

87.654

41.99%

2.5 ECONOMIC VULNERABILITY A natural disaster can bring significant economic consequences to businesses, employees and the overall financial stability of a county, which in turn affects the speed and quality of recovery. These factors can be intensified and worsened by an existing challenging economic climate.

of which have been affected by the current national economy. According to Sarasota’s most recent Economic Assessment (2008), the county’s higher than average employment in tourism, hospitality and retail and lower than average skilled health services means that the average wage of a job for residents is far lower than the national average.

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The economic recession has pushed Sarasota County’s traditionally low unemployment rate to nearly 7.0% (U.S. Bureau of Labor Statistics for Sarasota County, Florida, July 2013). This is due primarily to the region’s concentration of construction and manufacturing, local and retail services and office occupation – all

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These factors make Sarasota County’s economy particularly vulnerable to a natural disaster, but during redevelopment, industries like construction might find themselves in high demand for their skills.

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Business Exposure to Storm Surge Figure 2.9 shows countywide business exposure to hurricane storm surge. The graph broadly illustrates that significant impacts from a hurricane would not be experienced by businesses in terms of sales

Post-Disaster Redevelopement Plan

volume and number of employees until a Category 3 hurricane. However, concerns over the taxable value of property would surface during a Category 2 storm which would impact more than 25% of businesses.

Figure 2.9 Countywide Business Sector Exposure to Hurricane Storm Surge

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2_Vulnerability Figure 2.10 shows business exposure to hurricane storm surge by location. Both Longboat Key and Siesta Key are highly vulnerable with 100% of businesses at risk from a Category 1-5 storm surge. These are both barrier islands that are built upon tourism and would have the

most difficult long-term recovery challenges in terms of repairing their businesses and regaining tourism revenue. Englewood, Laurel, Nokomis, and Warm Mineral Springs are areas where businesses are over 50% at risk.

Figure 2.10 Businesses at Risk to Storm Surge by Place

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Property Tax Vulnerability Figure 2.11 presents the countywide tax parcels that are affected by hurricane storm surge. This information can provide insight for potential county and city revenue impacts after a hurricane. More than

Post-Disaster Redevelopement Plan

25% of the tax parcels in Laurel, Nokomis, and City of Sarasota would be impacted by a Category 1 storm surge, while more than 90% of tax parcels would be at risk in Siesta and Longboat keys.

Figure 2.11 Tax Parcels by Place at Risk from Storm Surge

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2_Vulnerability 2.6 CRITICAL AND ESSENTIAL FACILITIES VULNERABILITY Infrastructure, public facility and service restoration will need to be addressed during both immediate response and short-term recovery phases. Critical and essential facilities are defined as those structures that provide services and functions for victim survival, continuation of public safety actions and disaster recovery (Florida Division of Emergency Management, 2009). Response plans should be in place to address both public safety provisions and critical infrastructure and public facilities repair; however, the speed of long-term redevelopment may be impacted by how long it takes to restore essential and critical facilities.

Essential Facilities Table 2.9 lists the major essential facilities that fall within a storm surge zone. A Category 3, 4 or 5 Hurricane would significantly impact banks and credit unions, as well as retail grocers and gas stations, which in turn would impact the areaâ&#x20AC;&#x2122;s economic viability.

Table 2.9 Essential Facilities at Risk from Storm Surge

Essential Facilities Category 1 Banks and credit unions Courts and legal counsel Gas stations Government offices International affairs offices Retail grocers U.S. Post Offices Category 2 Banks and credit unions Courts and legal counsel Gas stations Government offices International affairs offices Retail grocers U.S. Post Offices Category 3 Banks and credit unions Courts and legal counsel Gas stations Government offices International affairs offices Retail grocers U.S. Post Offices

In Zone

Percent In Zone

6 0 0 1 0 4 2

3.45% 0.00% 0.00% 0.75% 0.00% 8.89% 10.00%

21 0 5 10 0 7 6

12.07% 0.00% 71.43% 21.74% 0.00% 15.56% 30.00%

Essential Facilities Category 4 Banks and credit unions Courts and legal counsel Gas stations Government offices International affairs offices Retail grocers U.S. Post Offices Category 5 Banks and credit unions Courts and legal counsel Gas stations Government offices International affairs offices Retail grocers U.S. Post Offices

In Zone

Percent In Zone

102 4 20 76 0 34 15

58.62% 33.33% 43.48% 56.72% 0.00% 11.07% 88.24%

136 10 28 104 1 34 18

78.16% 83.33% 60.87% 77.61% 100.00% 75.56% 90.00%

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Source: Frazier et al., 2013

66 4 13 52 0 19 10

37.93% 33.33% 28.26% 38.81% 0.00% 42.22% 50.00%

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Table 2.10 and 2.11 present three main classifications of critical facilities within the county that fall within Category 1-5 storm surge zones. Critical facilities would not be severely impacted until a Category 3, Category

Post-Disaster Redevelopement Plan

4 or Category 5 storm surge scenarios. With a Category 3 storm surge, more than 24% of utility facilities, 46% of public order facilities, and 45% of medical service facilities would be impacted.

Table 2.10 Critical Facilities In Zone

Critical Facilities

Subset

Category

Hospitals Outpatient care centers Physician offices

Medical Services

Civil defense Fire stations National security Police stations Electric companies Public works Radio and TV broadcasting Wastewater treatment Water and sewage company

In Percent Zone In Zone Category 1 0.00% 0 0 0.00% 13 1.81%

In Percent Zone In Zone Category 2 1 0.75% 5 10.00% 87 12.13%

In Percent Zone In Zone Category 3 2 22.22% 23 46.00% 324 45.19%

Public Order

0 0 0 1

0.00% 0.00% 0.00% 6.67%

0 2 0 1

0.00% 33.33% 0.00% 6.67%

1 5 1 4

100.00% 71.43% 100.00% 26.67%

Utilities

0 0 0 0 0

0.00% 0.00% 0.00% 0.00% 0.00%

1 0 1 0 0

8.33% 0.00% 11.11% 0.00% 0.00%

2 2 3 0 0

33.33% 28.57% 33.33% 0.00% 0.00%

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Critical Facilities

Subset

Category Hospitals Outpatient care centers Physician offices

Civil defense Fire stations National security Police stations Electric companies Public works Radio and TV broadcasting Wastewater treatment Water and sewage company

Medical Services

In Percent Zone In Zone Category 4 6 66.67% 31 62.00% 491 68.48%

In Percent Zone In Zone Category 5 7 77.78% 39 78.00% 580 80.89%

Public Order

1 5 1 5

100.00% 71.43% 12.50% 0.70%

1 5 1 14

100.00% 71.43% 100.00% 93.33%

Utilities

2 2 8 2 0

33.33% 13.33% 88.89% 33.33% 0.00%

3 3 9 1 3

50.00% 42.86% 100.00% 100.00% 50.00%

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2_Vulnerability Table 2.11 Critical Facilities In Zone By Type

Category 1

In Zone

Percent In Zone

Medical services

1.68%

Public order

4.17%

Utilities

0.00%

In Zone

Percent In Zone

Medical services

11.98%

Public order

12.50%

Utilities

6.90%

In Zone

Percent In Zone

349

44.97%

Public order

45.83%

Utilities

24.14%

In Zone

Percent In Zone

Medical services

528

68.04%

Public order

50.00%

Category 2

Category 3 Medical services

Category 4

Utilities Category 5 Medical services Public order Utilities

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48.28%

In Zone

Percent In Zone

626

80.67%

87.50%

65.52%

Transportation An essential activity during redevelopment will be to return roads and bridges to normal operational levels. Figure 2.12 shows roads and bridges affected by hurricane storm surge according to location within the county. Longboat and Siesta Key have 80% or higher transportation within the Category 1 storm surge zones. Nokomis also has a high percentage of transportation at risk from a Category 2 storm surge and is 90% at risk from a Category 3 storm surge or higher.

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Post-Disaster Redevelopement Plan

Figure 2.12 Transportation at Risk from Storm Surge by Place

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2_Vulnerability 2.7 SEA LEVEL RISE (SLR) Considerable research demonstrates sea level rise is occurring. The PDRP is a useful plan in which to begin considering the potential impacts of accelerated sea level rise, since opportunities for cost-effective adaptation may reduce impacts of future disasters and could be incorporated into post-disaster redevelopment. The recent Special Report on Managing the Risks of Extreme Events and Disasters to Advance Climate Change Adaptation (SREX) published by the Intergovernmental Panel on Climate Change (IPCC) suggests that the global mean sea level has risen at an average rate of about 3.1 mm yr-1 from 1993 to 2003 (Murray and Ebi, 2012). Past IPCC reports have projected that sea level will increase by 0.18 cm to 0.59 cm by year 2100 (Parry and IPCC, 2007). The following table represents the relationship between metric centimeters and the U.S. units of measurement.

Other research considers the possible effect of sea level rise on the flood extent of storm surge from hurricanes and tropical storms to model how SLR might change the flood extents of both hazards (Flather and Williams, 2000; Frazier et al., 2010; Mousavi et al., 2011; Thompson and Frazier, 2013). Over the coming decades, it is expected that much of coastal Florida will face increased coastal erosion, flooding of low-lying areas and more severe storm surge resulting from rising sea levels (Lausche, 2009). Sarasota County is particularly vulnerable to the threat of SLR due to the countyâ&#x20AC;&#x2122;s extensive urban development in low-lying areas and along the coastlines, the economic importance of tourism, its unique ecosystems and its reliance on groundwater (as shown in Figure 2.8).

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Table 2.12 Conversion from the metric system to U.S. units

Metric Units (cm)

U.S. units (in.)

U.S. units (ft.)

0.2 cm 30 cm 60 cm 80 cm 90 cm 120 cm 190 cm

0.08 11.81 23.62 31.5 35.43 47.24 74.8

0.01 0.98 1.97 2.63 2.95 3.94 6.23

Some studies, however, suggest that the 2007 IPCC report might underestimate SLR due to the current rate of ice sheet melting. The most current SREX report suggests that SLR could range from 0.47m to 1.90 m by the year 2100, depending on which SRES model scenario isemployed (Murray and Ebi, 2012). There are competing scientific opinions on the range of SLR. Pfeffer et al. (2008) suggests that 2 m of SLR by the year 2100 is implausible, but an increase of about 0.8 m by 2100 is likely. In contrast, Cazenave and Llovel (2010) and Church et al. (2011) suggest that these scenarios may underestimate the amount of SLR because larger physical dynamics, such as groundwater depletion and 24 _

ice sheet dynamics, are not taken into account (Murray and Ebi, 2012). Based on this information, we chose to use the range from 30cm, 60cm, 90cm and 120cm to represent the estimated low to the estimated high height of sea level rise.

Predictions on the rate of sea level rise that coastal areas will experience over the next several decades are still uncertain. Predictions depend on global factors as well as the type of shoreline. For example, sandy beaches are likely to erode more quickly than hardened shorelines (both natural and man-made). What is certain, is that there is enough evidence to show that the sea level is rising and it will continue to rise for many years despite efforts to mitigate greenhouse gases. There also is evidence that natural shoreline habitats are disappearing as a result. Both the U.S. Climate Change Science Program and the Florida Oceans and Coastal Council published reports in January 2009 identified the key expected effects of sea level rise on coastal areas in the United States. Key findings from this report identify the following potential effects from sea level rise: inundation of currently dry land; increased erosion on the barrier islands and sandy shore environments; loss of the nationâ&#x20AC;&#x2122;s tidal wetlands; movement of more habitats inland; and a threat to coastal ecosystems due to a loss of tidal marshes (Lausche, 2009).

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Coastline Vulnerability Increased by Sea Level Rise Future sea level rise is a concern for many coastal communities because, as sea level rise, enhanced storm surge can potentially result in greater hurricane exposure in the future. Hurricanes are infrequent, but sea level rise can cause tidal patterns to change, creating more frequent extreme tides on a regular basis. Sea level rise continual and impacts every part of the coastline to some degree.

Post-Disaster Redevelopement Plan

This is a concern for many coastal communities because a great deal of their infrastructure isoften located along or near the coast. Based on previous research, sea level rise could potentially impact storm drainage system efficiency, destroy or damage existing infrastructure (such as roads or housing foundations) along the coastline and could completely overtake barrier islands and beaches.

Figure 2.13 Four Scenarios of Sea Level Rise

DRAFT Figures 2.13 presents the potential effect of a 30-, 60-, 90or 120-cm sea level rise on the Sarasota County coastline. The scenarios are based on current literature and data from a project that was led by University of Idaho with support from the U.S. Geological Survey and NOAA.

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2_Vulnerability Storm Surge Vulnerability Increased by Sea Level Rise Figures 2.14 through Figure 2.18 present the potential effect of different levels of storm surge with an associated 30-, 60-, 90- or 120-cm sea level rise for Sarasota County. The scenarios are based on

current literature and data from a project that was led by University of Idaho with support from the U.S. Geological Survey and NOAA.

Figure 2.14 Category 1 Storm Surge with Four Scenarios of Sea Level Rise

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Post-Disaster Redevelopement Plan

Figure 2.15 Category 2 Storm Surge with Four Scenarios of Sea Level Rise

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Figure 2.16 Category 3 Storm Surge with Four Scenarios of Sea Level Rise

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2_Vulnerability Figure 2.17 Category 4 Storm Surge with Four Scenarios of Sea Level Rise

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Figure 2.18 Category 5 Storm Surge with Four Scenarios of Sea Level Rise

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Table 2.13 shows the potential effect of different levels of storm surge with an associated 30-, 60-, 90- or 120cm sea level rise. The percent population within storm surge zones increases based on the rise in sea level. In addition, lower category storms (1-3) experience a higher percent increase in inundation when sea level

Post-Disaster Redevelopement Plan

rise is added. For Category 1 storm surge, there is almost a 39% increase between current storm surge zone and storm surge zone with an associated 30-cm rise in sea level. A Category 3 storm surge has almost a 12% increase with a sea level rise of 30 cm.

Table 2.13 Total Population Impacted by Current Storm Surge and Storm Surge Increased by Sea Level Rise

Storm Surge Zones

Persons In Zone

Percent of Total Population

Percent Increase from Base Category

Category 1

18,141

4.78%

Category 1 + 30 cm

25,202

6.64%

38.92%

Category 1 + 60 cm

31,575

8.32%

74.05%

Category 1 + 90 cm

38,921

10.26%

114.55%

Category 1 + 120 cm

47,864

12.61%

163.84%

Category 2

71,226

18.77%

Category 2 + 30 cm

88,498

23.32%

24.25%

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Category 2 + 60 cm

108,358

28.56%

52.13%

Category 2 + 90 cm

130,564

34.41%

83.31%

Category 2 + 120 cm

152,752

40.26%

114.46%

Category 3

170,898

45.04%

Category 3 + 30 cm

191,056

50.35%

11.80%

Category 3 + 60 cm

208,169

54.86%

21.81%

Category 3 + 90 cm

223,516

58.91%

30.79%

Category 3 + 120 cm

238,053

62.74%

39.30%

Category 4

250,061

65.90%

Category 4 + 30 cm

259,957

68.51%

3.96%

Category 4 + 60 cm

268,364

70.72%

7.32%

Category 4 + 90 cm

275,607

72.63%

10.22%

Category 4 + 120 cm

282,212

74.37%

12.86%

Category 5

281,541

74.20%

Category 5 + 30 cm

288,067

75.92%

2.32%

Category 5 + 60 cm

295,150

77.78%

4.83%

Category 5 + 90 cm

303,411

79.96%

7.77%

Category 5 + 120 cm

312,544

82.37%

11.01%

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2_Vulnerability REFERENCES Bureau of Economic and Business Research. (2013) Population Change from 2010 to 2012 - Sarasota County. University of Florida: University of Florida - College of Liberal Arts and Sciences. Bureau of Labor Statistics. (2013). Local Area Unemployment Statistics Map - Florida. from U.S. Department of Labor http://data.bls.gov/map/MapToolServlet?survey=la&map=county&seasonal=u&datatype=unemployment &year=2013&period=M07&state=12 Cazenave A, L. W. (2010). Contemporary sea level rise. Annual Review of Marine Science, 2(1), 145-173. Church, J. W. S. W. P. A. T. (2007). Understanding sea level rise and variability. EOST Eos, Transactions American Geophysical Union, 88(4), 43. Frazier, T. G., Wood, N., Yarnal, B., & Bauer, D. H. (2010). Influence of potential sea level rise on societal vulnerability to hurricane storm-surge hazards, Sarasota County, Florida. Applied Geography Applied Geography, 30 (4), 490-505. Hyndman, D. W., & Hyndman, D. W. (2006). Natural hazards and disasters. Southbank, Vic., Australia; Belmont, CA, USA: Thomson Brooks/Cole. ICAT. (2013). ICAT Damage Estimator. www.icatdamageestimator.com/viewdata Lausche, B. (2009). Policy Tools for Local Adaptation to Sea Level Rise: Mote Marine Laboratory.

DRAFT

Mousavi, M. E., Irish, J. L., Frey, A. E., Edge, B. L., & Edge, B. L. (2011). Global warming and hurricanes: the potential impact of hurricane intensification and sea level rise on coastal flooding. Climatic Change, 104(3-4), 3-4. Murray, V., & Ebi, K. L. (2012). IPCC Special Report on Managing the Risks of Extreme Events and Disasters to Advance Climate Change Adaptation (SREX). Journal of epidemiology and community health, 66(9), 759-760. NOAA National Climatic Data Center. (2013). Severe Weather Data - Storm Events Database. Severe Weather Data, from National Oceanic and Atmospheric Administration (NOAA) www.ncdc.noaa.gov/data-access/severe-weather Parry, M. L., & Intergovernmental Panel on Climate Change. (2007). Climate change 2007 : impacts, adaptation and vulnerability : contribution of Working Group II to the fourth assessment report of the Intergovernmental Panel on Climate Change. Cambridge, U.K.; New York: Cambridge University Press. Pfeffer, W. T., Harper, J. T., & Oâ&#x20AC;&#x2122;Neel, S. (2008). Kinematic Constraints on Glacier Contributions to 21st-Century Sea-Level Rise. Science Science, 321(5894), 1340-1343. Roth, D. (2012). Tropical Cyclone Point Maxima Table. Hydrometeorological Prediction Center, NOAA. Retrieved from www.hpc.ncep.noaa.gov/tropical/rain/tcrainfall.html Thompson, C., & Frazier, T. G. (2013). Under review. Deterministic and Probabilistic Flood Modeling for Contemporary and Future Coastal and Inland Precipitation Inundation. Applied Geography. U. S Census Bureau. (2012). State and county Quickfacts: Sarasota County, F.L. Retrieved October 10, 2012. http://quickfacts.census.gov Wood, N., Hawaii. Civil Defense, D., Hawaii. Dept. of Business, E. D., Tourism, Pacific Disaster, C., & Geological, S. (2007). Variations in community exposure and sensitivity to tsunami hazards in the state of Hawai`i. from http://purl.access.gpo.gov/GPO/LPS91222

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Post-Disaster Redevelopement Plan

3 Institutional Capacity The purpose of assessing Sarasota Countyâ&#x20AC;&#x2122;s institutional capacity is to gauge the current ability of the county to implement long-term redevelopment strategies, identify potential opportunities for establishing or enhancing specific recovery/ redevelopment policies, programs, or procedures, and identify mechanisms and programs that help mitigate hazards. Careful examination of local capacity will detect any existing gaps, shortfalls or weaknesses with ongoing government activities that could improve the communityâ&#x20AC;&#x2122;s ability to withstand a disaster or hinder post-disaster recovery/redevelopment efforts. A capacity assessment also highlights the positive steps that have already been taken by local government. This capacity assessment has four primary components:

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1. An inventory of the county and local jurisdictionsâ&#x20AC;&#x2122; relevant plans, policies and ordinances already in place and analysis of their potential impact on postdisaster redevelopment. 2. An inventory of the programs and procedures being implemented locally that are relevant to long-term redevelopment. 3. An inventory of local organizations, agencies and departments that are active in Sarasota County and should be involved in the decision-making process. 4. Recommendations to enhance capacity.

3.1 LOCAL PLANS, POLICIES, AND ORDINANCES The intent of the PDRP is to implement pre- and postdisaster action strategies that are consistent with the existing county and municipal plans in order to create a more disaster-resilient community. We need to ensure that our plans and programs can guide us through what must happen after rescue and recovery operations. Through the PDRP, the community can collectively create a long-term recovery and redevelopment

strategy to return to normal or perhaps rebuild a more sustainable community. Sarasota County has many different planning documents that guide the everyday decision-making process with regard to economic development, land use, transportation, mitigation and emergencymanagement.

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3_Institutional Capacity For this assessment, the following plans and ordinances were reviewed. Descriptions of each document’s relevance to post disaster redevelopment are discussed. • Sarasota County Comprehensive Plan • Sarasota County Code of Ordinances (including the Coastal Setback Code and the Sarasota County Flood Damage Prevention Ordinance) • Sarasota County Economic Development Strategic Plan • Sarasota County Unified Local Mitigation Strategy (LMS) (2010) • Sarasota County Comprehensive Emergency Management Plan (CEMP) • Sarasota / Manatee Metropolitan Planning Organization (MPO); • 2035 Long Range Transportation Plan (LRTP) • Strategic Beach Management Plan for the Southwest Gulf Coast Region

not in policy: Rebuild to Present Density and Rebuild at Lower Density. Rebuilding to existing density within the Coastal Hazards Area (CHA) would put the same number of residents as before at future risk and may result in repeated storm damage. Rebuilding at Lower Density will decrease the number of people put at future risk to storm damage and lessen other impacts associated with development, but can be highly controversial and will depend on multiple factors. Other policies specifically address limiting development in susceptible areas, such as the barrier islands and flood-prone areas, rebuilding, reconstruction and relocation. Chapter 9, Future Land Use, specifies that density and intensity cannot exceed current zoning, and the rezoning of additional lands to commercial or offices uses is prohibited on the barrier islands. Additionally, land use intensification is discouraged within Hurricane Vulnerability Zones 1 and 2. The chapter also specifies conditions by which residential structures in the CHHA must conform to during rebuilding. Chapter 6, Transportation, discourages the expansion of facilities on the barrier islands. Chapter 5, Public Buildings and Facilities, and Chapter 12, Public Schools, have policies that encourage schools and public facilities be designed to provide emergency shelters.

DRAFT

Sarasota County Comprehensive Plan

The Sarasota County Comprehensive Plan brings together the goals, objectives and policies that serve as the strategic and legal foundation for the government’s land use planning, land use regulations and land use decisions. This Plan is adopted by the Board of County Commissioners.

There are many policies that address post-disaster redevelopment and recovery within the Comprehensive Plan. Of particular relevance is Section 2 of Chapter 2, Environment, entitled Coastal Zone Management – Coastal Disaster Planning This section focuses on coastal hazards and mitigation planning, primarily for a hurricane event. It addresses the need for both shortterm emergency management planning and long-term post-disaster redevelopment planning. Chapter 2, Section 2 policies include the creation of Special High Hazard Area taxing zones (ENV Policy 5.3.3.) to help pay for the relocation landward of the Coastal High Hazard Area. It also includes policies concerning the reconstruction and/or protection of storm-damaged public infrastructure and facilities and the construction of shelters to ensure public health and safety. In addition, Chapter 2, Section 2 presents two post-disaster redevelopment alternatives in its support materials, but 32 _

For a complete list of policies that relate to pre- and post-disaster recovery topics, refer to Appendix C.

Sarasota County Code of Ordinances The Sarasota County Code of Ordinances is the implementing mechanism for the Comprehensive Plan. It establishes regulations, standards and procedures to implement the goals and objectives set forth in the Comprehensive Plan. Redevelopment must respect regulations and ordinances designed to direct rebuilding, environmental protection and coastal development. Current zoning regulations allow any residential structure or structures in any residential zoning district to be rebuilt after destruction to the same height and density of units per acre regardless of the percentage of destruction, except when the destruction has occurred by the voluntary act of the owner. (Code of Ordinances, Appendix A: Zoning Regulations, Article 8.3: Nonconforming Structures).

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Coastal Setback Code Chapter 54, Article XXII (Coastal Setback Code) of the Sarasota County Code of Ordinances places prohibits, with minor exceptions, Gulf-front development proposed seaward of a county-adopted Gulf beach setback line (GBSL). The restrictions are also applied to construction located waterward of a county-adopted barrier island pass 20-Year hazard line (PHL) in areas along Big Sarasota Pass. The objective of this ordinance is to protect the unincorporated coastal areas of Sarasota County that are directly exposed to the Gulf of Mexico and protect those areas along the barrier island passes from erosion and flooding, which can be exacerbated by imprudent construction. The ordinance aims to achieve a number of post-disaster recovery planning purposes: (1) protect public health, safety and welfare; (2) reduce and minimize future public expenditures for flood and erosion control measures; (3) reduce and minimize future public expenditures for relief and restoration of projects following natural disaster or gradual erosion; (4) ensure public access along the public beaches of the Gulf of Mexico and barrier island passes; (5) avoid erosion damage to adjacent property resulting from manmade structures; and (6) protect beaches, beachfront dunes, beachfront bluffs and beachfront vegetation necessary for maintaining shoreline stability.

Post-Disaster Redevelopement Plan

pertaining to the established SFHA for all proposed construction, new and/or existing development, and substantial improvements to existing structures. These regulations tie in directly with post-disaster redevelopment to reduce vulnerability to flooding and ensure future resiliency for new construction. Property owners must also adhere to the Substantial Damage/Improvement Rule (also known as the 50% rule). The National Flood Insurance Program (NFIP) records all structures built before a community joined the insurance program. Those structures are called pre-FIRM (flood insurance rate map) structures. When damage repair costs or improvements equal or exceed 50% or more of the structure’s market value, the 50% rule goes into effect. Under this rule, the structure must be brought into compliance with current floodplain management standards. This could mean raising the elevation of the existing structure, reconstruction, or taking other measures to bring the structure into compliance.

DRAFT

Sarasota County Flood Damage Prevention Ordinance Sarasota County has established Special Flood Hazard Areas (SFHA), which are areas designated within the jurisdiction of unincorporated Sarasota County subject to periodic inundation of flood water that results in loss of life and property, health and safety hazards, disruption of commerce and governmental services, extraordinary public expenditures for flood protection and relief, and impairment of the tax base, all of which adversely affect the public health, safety and general welfare.

If the cost necessary to repair a non-conforming structure to at least its pre-damaged condition is equal to or greater than 50% of the structures’ market value before damages occurred , then the structure must be elevated (or floodproofed if it is non-residential) to or above the base flood, and to meet all other applicable requirements. Market value means the replacement value of a building or structure, less the value of all forms of depreciation, vacant land value, accessory structures, and pools, pool cages, detached garages and any other unattached structure. For the purpose of determining market value, the applicant may use the Sarasota County Property Appraiser’s Office assessed value of improvement plus 20%, or an appraisal prepared by a state of Floridacertified residential appraiser or state of Floridacertified general appraiser. Per Standards Rule 1-2 of Uniform Standards of Professional Appraisal Practice (USPAP), the applicant’s appraiser must identify all intended users of the appraisal, including the Building Official, and the intended use as ensuring compliance with this ordinance.

SFHAs, including floodways, are regulated by Article XVI, Flood-prone Areas of Chapter 54 Environment The City of Sarasota, City of Venice, and the Town of and Natural Resources in the Sarasota County Code of Longboat Key all have flood control ordinances and Ordinances. These regulations include specifications for lowest floor elevations and land development regulations participate in the National Flood Insurance Program.

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3_Institutional Capacity Sarasota County Economic Development Strategic Plan This plan focuses on the growth of existing businesses and enhancement of the business community through the use of an industry cluster development model, an innovation and entrepreneurial development strategy and comprehensive implementation framework. The plan seeks to identify the current strengths and weaknesses of economic development in the county. It contains an economic development vision for the county as well as a set of goals to accomplish this vision, and links economic development and quality of life in the county through public outreach, integrated policies and regional planning programs. The plan recognizes the contribution of the county’s manufacturing industry and the need for affordable housing, and proposes ways to accomplish this goal. The strategies and economic vision described in the Economic Development Strategic Plan address similar issues as discussed in Section 7, Economic Redevelopment, of the PDRP. The actions in that section should support the economic development vision outlined in the strategic plan.

Section 159.06 Authority delegated to town manager in the event of a disaster – If there There is a need to expend funds not otherwise authorized by the budget or to take other actions for which the Town Manager is not explicitly authorized, the Town Manager or his designee shall make every reasonable effort to have an emergency meeting of the Town Commission at a suitable time and location owing to the nature and circumstances of the disaster. Section 159.07 Post-disaster debris clearance and disposal strategies – The post-disaster debris clearance and disposal strategies This section of the plan discusses a process that the Town can use to evaluate and, if necessary, remove or relocate debris from: along the curb or privately owned streets, roadways, and other private property. This would be in the event of an immediate threat to life, public health, safety, and welfare after a significant disaster.

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Section 159.09 Moratoria – Contained within the Longboat Key Ordinance is a section on declaring moratoria in order to prioritize repair and reconstruction of damaged critical public facilities that are needed for public health, safety, and welfare purposes. Conditions by which moratoria can be called include:

Town of Longboat Key Longboat Key Ordinance 06-30 The purpose of the Ordinance is to provide a coordinated • The town is declared disaster areas by either the method for determining damage within the Town Governor of the State of Florida or the President of the that is caused by a disaster as well as post-disaster United States; redevelopment priorities. The Ordinance also provides • A finding has been made by the Town Commission a framework for addressing the restoration of essential that a state of local emergency exists; services within the Town and the protection of the health, safety, and welfare of the citizens and property owners of • Fifty or more structures have received major damage or have been destroyed as determined by the Building the Town while the purposes are accomplished. Official; and Section 159.04 Post-disaster redevelopment priorities • The town is unable to maintain minimum acceptable – The post-disaster redevelopment priorities include: levels of service expected during non-emergency reestablishing services that meet the physical health situations as provided for by the Capital Improvement and safety needs of the community; reestablishing Element of the Town’s Comprehensive Plan. infrastructure necessary for reconstruction of the Town; restoring the town’s economic base per accepted Section 159.10 Emergency repairs and emergency econometric practices and principles; and improving the permitting – Emergency repairs to structures necessary Town’s ability to withstand the effects of future major or for safety and welfare of life and property will not be catastrophic disaster. subject to the temporary moratoria and shall not require individual building permits. Emergency repairs include but are limited to temporary roof repairs, covering 34 _

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Post-Disaster Redevelopement Plan

exterior wall openings with plywood or plastic sheeting, temporary repairs to interior ceilings and walls to make the buildings habitable or to drain accumulated floodwaters, and temporary stabilization methods to avoid imminent structure collapse.

Sarasota County Comprehensive Emergency Management Plan (CEMP)

Section 159.12 Guidelines for acquiring damaged property – If it is determined to be in the public interest, he town commission may enter into negotiation with property owners whose improved real estate property has been damaged for the purpose of acquiring such buildings and associated land if the building structure has been damaged beyond repair or if the building has been abandoned by its owner. Property acquired under these conditions must be dedicated as open space or uses consistent with disaster cleanup.

(1) Basic Plan; (2) Annex I: Recovery Functions; (3) Annex II Mitigation Functions; (4) Annex III Emergency Support Functions; and (5) Appendices. All or part of the CEMP may be activated during emergencies or disasters depending on the type, magnitude and duration of the event.

Sarasota County Unified Local Mitigation Strategy (LMS) 2010 The Sarasota County Unified Local Mitigation Strategy 2010 plan was developed as a multi-jurisdictional, multi-hazard strategy to assess the county’s natural and potential manmade hazards. Representatives from Sarasota County; Sarasota Memorial Hospital; the cities of North Port, Sarasota and Venice; and the Town of Longboat Key developed a community-wide mitigation plan that addresses potential natural hazards, including hurricanes, floods, tornadoes, wind, fire and lighting. The plan contains annexes for the Floodplain Management Plans of the jurisdictions participating in the NFIP as well as language on public outreach and involvement that aims to increase mitigation awareness through videos, brochures and a repository of past successful mitigation projects. Appendices within the plan contain the combined project list, organizational by-laws and relevant data to support the vulnerability assessments. The vulnerability assessment included in the plan outlines the natural hazards relevant to Sarasota County and discusses the vulnerability of the population and structures. The information in this assessment is related to Section 2, Vulnerability, of the PDRP and provides a useful resource for reference during the implementation of this plan.

The Sarasota County CEMP is an all-hazard disaster plan developed using State of Florida guidelines. The CEMP is organized into five essential elements:

The CEMP addresses the four phases of emergency management (preparedness, response, recovery, and mitigation). It parallels state activities outlined in the State of Florida CEMP, federal activities set forth in the National Response Framework (NRF), and describes how local, state, and federal resources will be coordinated to supplement local response and recovery capability. The CEMP also contains a section on the National Flood Insurance Program.

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The purpose of this plan includes the following: • Reduce loss of life, injury, and property damage and loss resulting from natural or man-made emergencies

• Prepare for prompt and efficient response and recovery activities to protect lives and property impacted by emergencies • Respond to emergencies with the effective use of all relevant plans and resources deemed appropriate • Recover from emergencies by providing rapid and orderly implementation of restoration and rehabilitation programs for people and properties affected by emergencies • Assist in the awareness, prevention and mitigation of emergencies that may be caused or aggravated by inadequate planning for and regulation of public and private facilities and land use

Sarasota/Manatee Metropolitan Planning Organization 2035 Long Range Transportation Plan The Sarasota/Manatee 2035 Long Range Transportation Plan (LRTP and also known as Mobility 2035) is a strategic document for multimodal transportation strategies and investments to support and strengthen _ 35

3_Institutional Capacity the region’s economic vitality, livability and environment. The plan contains a Needs Plan and a Financially Feasible Plan. The Needs Plan charts a strategic direction for how the MPO, its member agencies and partners will achieve important mobility and accessibility goals over the next 25 years. The Financially Feasible Plan, approved on Dec. 13, 2010, identifies priority transportation projects and their associated costs. The LRTP must meet established federal requirements to maintain the MPO’s eligibility to receive federal transportation funding. The LRTP is the foundation of the MPO’s continuing comprehensive and coordinated transportation planning process, and provides a vision for regional mobility to address Sarasota/Manatee’s needs and priorities over the next two decades. The resulting 2035 Financially Feasible Plan includes a balanced array of projects that provide the best possible mobility and accessibility for the region’s people and goods in the most cost-efficient manner. Key projects include a select number of critical highway and transit capacity expansion projects supported by a broad array of multi-modal strategies to improve traffic and transit operations.

Other Programs and Procedures There are a number of local programs and procedures that are currently being implemented in Sarasota County and/or the local municipalities that are relevant to long-term recovery and redevelopment, but are not included in the plans assessments mentioned above. These plans and programs may have allocated staff and funding, so they may be a source of local fiscal resources that support the implementation of the PDRP.

3.2 COORDINATING WITH STAKEHOLDERS Sarasota County has a wide spectrum of county and municipal agencies and departments, nonprofit organizations, local businesses, and community organizations that can provide expertise on particular aspects or issues relevant to long-term redevelopment. The PDRP should include these partners in the StakeholdersWorking Group and subgroups. Section 4, Implementation, describes the roles and responsibilities of the PDRP Stakeholders Working Group in more detail.

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Strategic Beach Management Plan for the Southwest Gulf Coast Region

This plan builds off of the 2003 Sarasota and Charlotte County Beach Restoration Study that discussed the nature and extent of Gulf shoreline erosion. In addition, it examines the technical, regulatory and financial feasibility of large-scale erosion control actions.

Housing and Planning Subgroup Participants The purpose of this subgroup is to provide expertise and assistance regarding temporary and transitional housing, rehabilitation and repairs to existing housing, and redevelopment of commercial and employment areas. Representatives from the following organizations can be invited to participate.

Local governments (cities of North Port, Venice and Sarasota; Town of Longboat Key; Sarasota County) This report is organized by sub-region and includes: • Planning and Zoning Pinellas Barriers; Sarasota Barriers, North Reach; Sarasota • Building and Code Enforcement Barriers, South Reach; Manasota Barriers; Charlotte • Historical Resources Harbor Complex; Estero Barriers; Naples Coast; and • Emergency Management Southern Barriers. • Attorney’s Office Within each sub-region is a discussion of each area followed by a strategy to prevent future erosion. There is Special interest organizations • Coastal Management also a section on regional strategies for beach and inlet management, and maps of each sub-region’s study areas. • Affordable Housing • Red Cross, United Way, Salvation Army

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National, regional and state government organizations • Regional Planning Council • National Flood Insurance Program Area homeowners associations • Council of Neighborhood Associations • Siesta, Manasota, Casey, Longboat Key associations Development and construction organizations • Homebuilders associations • Association of Realtors • Institute of Architects

Post-Disaster Redevelopement Plan

• Wastewater • Communications/data Safety and health – public and private • Hospitals • Health Department • Sheriff and Police • Fire • Coast Guard • Non-governmental organizations

Economic Redevelopment Subgroup Participants

The purpose of this subgroup is to provide expertise and assistance to ensure that commerce returns to areas damaged by an event. Issues would involve workforce, The purpose of this subgroup is to provide expertise and damaged buildings, transport of goods and services assistance for ensuring the infrastructure networks, such and tourism. Representatives from the following as roads and utilities, are operational after an event. This organizations can be invited to participate. subgroup also provides assistance with public safety and health issues for the local citizens. Representatives from Local governments (cities of North Port, Venice and the following organizations can be invited to participate. Sarasota; Town of Longboat Key; Sarasota County) • Chambers of Commerce Local governments (cities of North Port, Venice and • Downtown organizations Sarasota; Town of Longboat Key; Sarasota County) • Economic Development • Land Development • Public Works National, regional and state • Engineering government organizations • Facilities • FEMA • Solid Waste • Florida Division of Emergency Management • Transportation Major non-government employers • Transit • Publix • Stormwater • PGT Industries • Animal Control • Sun Hydraulics National, regional and state • FCCI government organizations • Others • Tampa Area Regional Transportation Authority Tourism (TBARTA) • Visit Sarasota (Convention and Visitors Bureau) • Sarasota Manatee Metropolitan Organization (MPO) • Tampa Bay Partnership • Sarasota Bradenton International Airport Business assistance • West Coast Inland Navigational District (WCIND) • SCORE Utility providers – public and private • Insurance • Electric • Banking • Gas • Suncoast Workforce • Water

Infrastructure, Public Facilities and Public Safety Subgroup Participants

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3_Institutional Capacity Environmental Restoration Subgroup Participants The purpose of this subgroup is to provide expertise and assistance regarding the restoration of local parks and natural resources including coastal areas, after a storm event. Representatives from the following organizations can be invited to participate. Local governments (cities of North Port, Venice and Sarasota; Town of Longboat Key; Sarasota County) • Environmental Services • Resource Management • Parks and Recreation Regional and state government organizations • West Coast Inland Navigation District • Sarasota Bay Estuary Program • Conservation Foundation of the Gulf Coast • Mote Marine Laboratories • Myakka and Oscar Scherer State Parks

Before a disaster, county agencies and each of the municipalities can conduct an analysis of their administrative capabilities. Any foreseen staffing issues should be discussed among agencies to see if there are possibilities for temporary consolidation of services or a need for assistance agreements. The county and municipalities can create a plan including mutual aid agreements, contracting, fast-tracking of new hires and training programs, and other potential solutions to prevent staff shortages. Agencies charged with key recovery actions may need to recruit senior staff with specific expertise for recovery, but should also consider hiring temporary or consultant personnel that can be used across agencies as staffing needs change. The county and municipalities may want to consider hiring temporary staff to cover some regular staff’s typical responsibilities while they are focused on recovery.

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3.3 RECOMMENDATIONS FOR ENHANCING CAPACITY Staffing

delay in reconstruction and redevelopment activities.

Carrying out the action plans in Sections 5 through 8 will take a substantial commitment of staff time from the county and municipalities. Many of the action items are pre-disaster, to improve or develop new policies or programs. The county and municipalities should assess their staff levels to determine if they have adequate personnel to carry out the predisaster actions and maintain existing services. Grant opportunities may exist to fund additional resources if needed (see Section 10, Financing).

The county is also going to experience a high demand for damage assessments, inspections and permitting, and will most likely need to increase its number of staff to meet demand. The county can utilize mutual aid agreements with surrounding communities, but may also want to employ local qualified citizens in need of work after the disaster to satisfy long-term staffing needs. The county may consider increasing the amount of trained staff available to inspect and assess damage to infrastructure and critical public facilities so that plans can be made immediately to reconstruct or relocate structures.

Volunteers

Volunteers can play a significant role in meeting After a disaster, there are several agencies that will need the needs of a community after a disaster. In many to increase staff levels immediately to meet the increase instances, this support lasts only during shortin demand of services. Local government entities should term recovery, even though the need may still be high through long-term redevelopment. ESF 15 is be aware of their existing staff levels and capabilities to manage grants and loans. County and municipalities responsible for unmet needs coordination in Sarasota County during long-term recovery. will likely receive an influx of state and federal funding following a major disaster, which should be allocated It can work with the Sarasota County Communications and spent in a quick yet efficient manner. These grants Department to develop along-term redevelopment and loans will each have a different set of regulations volunteer marketing campaign to increase recruitment. and requirements for tracking and reporting. Having They can reach out to volunteer organizations such as adequate staff to manage these tasks can prevent a Volunteer Florida, Volunteer Match, Operation Giving 38 _

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Back, Operation Hope, Convoy of Hope and Disaster Relief International to fill any projected service gaps within county departments. The county and local non-governmental organizations that anticipate staff or volunteer scarcities post-disaster should consider putting MOUs in place pre-disaster with non-local agencies to prevent any delays in the aftermath. The MOUs can specify that volunteer contracts are desired to extend past short-term recovery.

Procedure and Processes The county and municipalities can also increase capacity to implement long-term redevelopment strategies by streamlining the procedures and processes that will be used post-disaster. This streamlining process can take place before a disaster so that established systems become effective immediately after a disaster. For additional information about streamlined permitting, see Chapter 5, Housing and Planning. The county and municipalities can review and modify the permitting and demolition process for simplicity and consistency among jurisdictions to prevent confusion and complications. The county and municipalities (besides Town of Longboat Key) can also consider adopting phased moratoria to be activated with the declaration of a disaster to ensure that there is time to prioritize reconstruction needs.

Post-Disaster Redevelopement Plan

Another useful action would be to develop an expedited process for licensing out-of-county contractors. This would allow the county to welcome contractors from other areas, which will prevent a shortage of skilled workers during reconstruction. It will also protect county residents against credential fraud.

Insurance A way for the county to gauge the cost of reconstruction is to know to what extent infrastructure and public facilities are covered by insurance policies. This will give the county and municipalities an idea of how to prioritize spending on mitigation projects and where to increase insurance. The county and municipalities can launch a comprehensive assessment of their insurance policies to determine what structures are covered and to what extent. They can use this assessment to make decisions about any increases in coverage and plans to pay for damages to any un/underinsured structures. They can also determine whether mitigation enhancements would be covered under current policies and public assistance or whether additional funding would be needed.

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3_Institutional Capacity

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Post-Disaster Redevelopement Plan

4 Implementation This section describes the implementation framework of the PDRP for use in the predisaster and post-disaster periods. The structure and organization for implementing the PDRP was designed to provide for ease of transition from disaster response and shortterm operations to long-term recovery and redevelopment while coordinating holistic community recovery. Existing county organizational structures and functions were exploited to reduce the staff and budget capacities needed for pre- and post-disaster implementation and plan maintenance. 4.1 AUTHORITY Florida Statutes require that all coastal jurisdictions include in their comprehensive plan’s Coastal Management Element a “redevelopment component which outlines the principles which shall be used to eliminate inappropriate and unsafe development in the coastal areas when opportunities arise” (§163.3178(2) (f) F.S.). More details on regulations pertaining to PDRPs can be found in Appendix D. The county Comprehensive Plan states its intent to meet this requirement with a policy to develop and implement a long-term posthurricane disaster recovery plan (ENV Policy 5.1.2). The county Comprehensive Plan also includes a narrative on post-disaster planning and redevelopment alternatives that serves as background to support redevelopment policies being incorporated into the PDRP.

an emergency and pertaining to some of the same authorities that establish the Emergency Operations Center (EOC) procedures, the PDRP also transitions its use to community development issues where the authority is derived from the Comprehensive Plan. The CEMP places responsibility for coordinating all disasterrelated programs, including recovery and mitigation, with Sarasota County Emergency Management. Sarasota County Emergency Management will lead the transition from response and short-term recovery operations to long-term recovery and redevelopment activities and continue the role of coordination as authorized by the emergency powers and CEMP roles and responsibilities.

Another source of authority is founded in the emergency powers of the county (§252.38 F.S.). Postdisaster long-term recovery and redevelopment is partially a continuation of the emergency management functions of short-term recovery and hazard mitigation found in the Comprehensive Emergency Management Plan (CEMP), and much of the long-term recovery work will begin during the disaster declaration period when emergency powers are invoked. Much of the focus of the PDRP, however, goes beyond the scope of traditional emergency management activities and federal disaster programs, especially in the case of a major or catastrophic disaster. So while founded in

The PDRP is to be adopted by resolution of the Sarasota County Commission. It will be readopted every five years after major plan updates as discussed later in this Section. Adoption by municipalities is discussed below.

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Plan Integration In addition to the plan being adopted by resolution, references to the PDRP will be included in the CEMP, Local Mitigation Strategy (LMS), and county Comprehensive Plan. Specific components of the PDRP should also be integrated into other planning documents as follows:

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4_Implementation 

Particular roles and responsibilities for long-term redevelopment should be included in the Recovery Annex of the CEMP during its next update.

include private sector participation. In the future, private-sector participation could be formalized through a public-private partnership.

Redevelopment policies consistent with the PDRP should be amended into the county Comprehensive 4.2 TYPE AND LEVEL OF DISASTER Plan during the next amendment cycle as well as Type of Disaster participating municipalities’ comprehensive plans. The initial planning process for the PDRP focused on disaster scenarios resulting from a hurricane. The  Mitigation projects as identified through the current intent is to address any disaster regardless of PDRP planning and updating processes should be the hazard, as long as the damage will require longadded to the LMS Project List for consideration of term redevelopment. Future updates to the plan will mitigation funding at least annually. work to ensure that the PDRP encompass all types of  Transportation mitigation and redevelopment disasters. Additional issues may be added and additional considerations should be incorporated into the actions will be needed. Hazards to be incorporated next update of the Sarasota/Manatee Metropolitan into this plan in the future include: wildfire, severe Planning Organization’s Long Range Transportation coastal erosion and accelerated sea level rise. While Plan. sea level rise is not considered a disaster in the typical  Economic recovery activities should be included in sense of an emergency event, its impacts are predicted the next update of the Sarasota County Economic to be disastrous for existing development patterns. Development Strategic Plan. Rebuilding from a more typical disaster, such as a hurricane, should include mitigation to increase the Jurisdiction community’s resilience to future sea level rise. The Sarasota County PDRP is a countywide plan to coordinate long-term recovery and redevelopment Defined Levels of Disaster across jurisdictional boundaries. Each jurisdiction within The State of Florida defines disaster and the levels of Sarasota County is responsible for implementation disaster as: of the plan within its own boundaries, as well as Any natural, technological or civil emergency that collaboration on implementation that crosses causes damage of sufficient severity and magnitude boundaries. The PDRP acts as a guide to decisionmaking for each jurisdiction, similar to how the Sarasota to result in a declaration of a state of emergency by a county, the Governor, or the President of the United County LMS guides countywide mitigation planning States. Disasters shall be identified by the severity of efforts. PDRP issues are general in nature and can be resulting damage, as follows: applied countywide, whereas actions that fall under each Issue may be specific to a particular jurisdiction. a. "Catastrophic disaster" means a disaster that 

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Each municipality is being asked to adopt this plan by resolution or by entering into an agreement with Sarasota County that specifies their degree of collaboration. The current memorandums of understanding between Sarasota County Emergency Management and the municipalities could be amended to address long-term redevelopment through the PDRP. The municipalities may draft an annex to this plan specific to their jurisdiction. This plan also extends beyond traditional local government jurisdiction to 42 _

will require massive state and federal assistance, including immediate military involvement. b. "Major disaster" means a disaster that will likely exceed local capabilities and require a broad range of state and federal assistance. c. "Minor disaster" means a disaster that is likely to be within the response capabilities of local government and to result in only a minimal need for state or federal assistance.

(F.S. § 252.34, 2008)

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It is the intent that the Sarasota County PDRP be used to the extent necessary for all levels of disaster. The PDRP will be most useful in the event of a widespread, major or catastrophic disaster (instances in which CEMP Level I Full Sarasota County Activation occurs); however, particular components of the plan and certain actions, such as acquisition of damaged properties, could also occur in a minor or localized disaster (consistent with CEMP Level II Partial Hazard Specific Activation). A minor disaster may be an excellent time to exercise the plan and practice implementation of post-disaster actions.

Post-Disaster Redevelopement Plan

4.3 DISASTER PHASES The PDRP has an implementation role in both the pre-disaster and post-disaster phases, but the intent of all PDRP implementation activities is to improve the communityâ&#x20AC;&#x2122;s ability for long-term recovery and redevelopment. Figure 4.1 shows the PDRP is active during the blue pre-disaster phase of the cycle; the orange phase represents short-term recovery or the transition between response and post-disaster redevelopment; and the yellow phase represents longterm post-disaster recovery and redevelopment. It shares some of these phases with the implementation of other plans (i.e., the LMS and CEMP). Transitions between phases are discussed later in this section.

Figure 4.1 Phases of Implementation for a Disaster

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4_Implementation Pre-disaster Phase – Preparatory activities detailed in the plan should be implemented on an ongoing basis during normal operations sometimes referred to as “blue skies.” The PDRP should also be exercised prior to a disaster event so that all stakeholders with a post-disaster implementation role are familiar with their responsibilities.

4.4 ORGANIZATIONAL STRUCTURE Pre-disaster Implementation The organizational structure of pre-disaster implementation of the PDRP is illustrated in Figure 4.2 and described below.

Decision-making The Sarasota County Commission (SCC) serves as the Short-term Recovery Phase – The PDRP has a role prime decision-making authority for the PDRP as it relates during short-term recovery to begin organizing for to disaster-recovery coordination and redevelopment long-term redevelopment activities and guiding of the unincorporated portion of the county. The SCC short-term recovery decisions that may have long-term will be responsible for adopting the plan and approving implications (e.g., placement of temporary housing). The plan updates. The Coastal Advisory Committee may be short-term recovery phase will begin as the response directed by the SCC to review the plan and its updates phase winds down, and will continue until critical prior to adoption by the SCC. services are restored. The length of time for this phase Secondary decision-making authority for the PDRP will depend on the severity of the disaster and the level falls to each of the municipalities’ governing bodies of preparedness of the community; it could range from who adopt or enter into an agreement with the several weeks to a year. county to collaborate on implementation. Municipal Long-term Recovery and Redevelopment Phase – The governing bodies will be responsible for making all PDRP is most active during this phase. The phase begins redevelopment policy decisions regarding land use as short-term recovery activities are accomplished, and within incorporated jurisdictions, but the PDRP and the can last from a couple of years for a minor disaster to county’s redevelopment policies can act as a guide for five or more years for a major or catastrophic disaster. that decision-making.

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Figure 4.2 Pre-disaster Implementation Organizational Structure

Coastal Advisory Committee

Emergency Management

Board of County Commissioners

County Administrator

Municipal Governing Board City Manager or municipal designee

Communications Financial Planning

PDRP Coordinator PDRP Chapter Core Groups

Functional Liaison Positions

Institutional Capacity

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Housing & Planning Subgroup

Economic Redevelopment Subgroup

Infrastructure, Facilities & Public Safety Subgroup

Environmental Restoration Subgroup

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Post-Disaster Redevelopement Plan

Staff The county administrator is responsible for overseeing staff implementation of the plan and for assigning a PDRP coordinator. The PDRP coordinator will facilitate both preand post-disaster implementation. During pre-disaster implementation, this position will be a part-time duty ideally given to staff with related job duties, such as coastal management or hazard mitigation.

sought in conjunction with hurricane preparedness activities conducted prior to the start of the hurricane season each year. An Office of Financial Management liaison is also recommended for assisting the PDRP coordinator in identifying resources for pre-disaster implementation and training staff for post-disaster grant management.

Pre-disaster responsibilities include:

PDRP Chapter Core Groups

 



Monitoring PDRP implementation. Coordinating PDRP pre-disaster activities with the hazard mitigation activities of the Sarasota County Emergency Management and LMS Work Group. Reviewing and approving periodic plan updates and revisions developed by county staff or local government agencies. Compiling an annual status report documenting completed actions, actions in progress and actions planned for the next year.

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Presenting the annual status report to the Coastal Advisory Committee and SCC as well as assisting municipal representatives with presentations to their elected officials.



Practicing implementation of the PDRP as part of a disaster exercise.



Leading the 5-year major plan update.



Maintaining communication with the public concerning PDRP updates and overseeing all PDRP public outreach efforts in collaboration with the Communications team. Ensuring local government and public institution staff are knowledgeable regarding the PDRP and providing training opportunities as appropriate.



The PDRP Chapter Core Groups are comprised of local government staff and community leaders who provide subject matter expertise and input to the PDRP coordinator on plan revisions. A core group is assigned to each of the PDRP chapters, with the makeup of each group corresponding to the subject matter of a particular chapter, in terms of background and experience. Each core group will have a team leader who will work closely with the PDRP coordinator in implementing and revising the PDRP. The team leaders are nominated by the PDRP coordinator and approved by their department director. Team leader pre-disaster responsibilities include: 

Ensuring that all relevant county and local municipality agencies and organizations are represented in the core group membership.



Organizing core groupmeetings. Communicating implementation progress to the PDRP coordinator.



Working with other core groups on overlapping issues.



Recommending priorities and timeframes for implementation of action items.



Ensuring that organization directors who serve as decision-makers after a disaster are informed of the content and implementation structure of the PDRP.



Other duties as directed by the county

administrator or SCC. Additional staff may be assigned PDRP pre-disaster duties by the county administrator as requested by the PDRP coordinator. This includes assigning a Communications and an Emergency Management liaison to assist the PDRP coordinator with staff training and public outreach. These duties will be particularly _ 45

4_Implementation Post-disaster Implementation The organizational structure of post-disaster implementation of the PDRP is illustrated in Figure 4.3 and described below.

• County Engineer • EmergencyManagement Chief

Upon activation of the PDRP, the PDRP Executive Team will be instated to provide additional guidance to the Executive Policy Group during short-term Decision-making recovery operations regarding decisions affecting The Executive Policy Group is instated in the aftermath of a disaster under the Reference and Authorities section long-term redevelopment. of the CEMP Basic Plan. During the implementation The PDRP Executive Team will continue functioning of the CEMP, the group’s role is to provide policy and into the long-term redevelopment phase to provide operational guidance and make recommendations to guidance to the SCC once the Executive Policy Group has the Sarasota County Commission Chair. The group will completed their work. Many of the members of the PDRP decide whether the disaster merits activating the PDRP. Executive Team are also members of the Executive Policy The Executive Policy Group includes the following individuals: • County Administrator • County Commission Chair • County Attorney • Sheriff • Property Appraiser • Superintendent of Schools • Supervisor of Elections • Tax Collector • Fire Chief • Clerk of the Circuit Court

Group that acts to ensure a smooth transition in decisionmaking. The PDRP Executive Team includes top-level managers from county departments most relevant to community redevelopment as well as city and economic development representation. This team will be familiar with the content of the PDRP and capable of making difficult recommendations to the SCC and city governing bodies on priorities for use of redevelopment resources and guidance on redevelopment policy implementation. The team will also provide management and leadership to the core groups who will be directly implementing post disaster actions.

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Figure 4.3 Post-disaster Implementation Organizational Structure Board of County Commissioners

Municipal Governing Board

Executive Policy Group

County Administrator Emergency Management Chief County Attorney

Planning & Dev. Director PDRP Coordinator

Chief Financial Planning Oﬃcer Communications Liaison

City Manager or municipal designee

Natural Resources Director Public Works Director

PDRP Executive Team

Economic Dev. Corp. Director

PDRP Stakeholder Core Groups

Institutional Capacity

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Housing & Planning Subgroup

Economic Redevelopment Subgroup

Infrastructure, Facilities & Public Safety Subgroup

Environmental Restoration Subgroup

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The PDRP Executive Team includes the following individuals: • CountyAdministrator* • County Commission Chair • PDRP Coordinator • City Manager of the City of Sarasota or designee • Town Manager of Longboat Key or designee • City Manager of Venice or designee • City Manager of North Port or designee • County Emergency Management Chief* • County Attorney* • County Chief Financial Planning Officer* • County Planning and Development Services Director • County Natural Resources Director • County PublicWorks Director • Economic Development Corporation President and CEO • County Communications liaison

Post-Disaster Redevelopement Plan

Staff The PDRP coordinator will oversee and facilitate the PDRP’s implementation after a disaster. Because of additional responsibilities required during the activation period of the PDRP, the coordinator’s role will become full-time. His or her other job responsibilities must therefore be suspended during the activation period. During plan activation, the PDRP Coordinator will facilitate the PDRP Executive Team’s activities and share redevelopment decision-making and implementation oversight with them. The PDRP coordinator will be the member of the team most directly responsible for management of the post-disaster action implementation. This will include coordination with the agencies responsible for action implementation and facilitation of core group meetings. The PDRP coordinator will also be a spokesperson for the redevelopment progress and will prepare status reports for the SCC.

PDRP Core Groups The PDRP core groups will perform a support role to Post-disaster responsibilities of the PDRP the PDRP Executive Team after a disaster. This is to Executive Team include the following: ensure that redevelopment decisions are made quickly  Reviewing short-term recovery decisions for and efficiently, which would not be possible through potential impacts to long-term redevelopment. a volunteer, working-group structure. The core group  Recommending a redevelopment work plan of postmembers, being local government staff and community disaster actions with resources for implementation organization leaders, will still be responsible for much to the SCC and periodic updates to this work plan. of the direct implementation of the post-disaster  Providing guidance to the SCC and city governing actions. They also will provide a service of community bodies on redevelopment policy decisions. outreach concerning their knowledge of the PDRP and redevelopment issues to assist in better communication  Monitoring the enforcement of redevelopment policy with residents and the business community. Team decisions made during the pre-disaster period. leaders will play a vital role in monitoring post-disaster  Helping identify mitigation and community implementation process in their fields of expertise and improvement opportunities and Resources. reporting problems and successes to the PDRP Executive  Coordinating with appropriate governmental Team. It is expected that the core groups will meet officials and decision-makers at alllevels on periodically throughout the plan’s activation to evaluate the resolution of post-disaster recovery and the progress of implementation and judge whether redevelopment issues. changes to priorities, time frames or the work plan are needed. Any suggested changes will be forwarded to the  Ensuring that countywide interests are addressed PDRP Executive Team for its approval. fairly and equitably in the plan’s implementation.

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

Working to ensure that needed resources and staffing are provided toachieve recovery and redevelopment actions.

*Individuals who also reside in the Executive Policy Group. _ 47

4_Implementation 4.5 TIMEFRAME AND TRANSITIONS Post-disaster Activation In the event of a disaster, the Executive Policy Group will decide whether activation of the PDRP is necessary, and recommend activation as appropriate to the SCC and city governing bodies. Activation decisions should be made after immediate response operations concerning life and safety have been completed. Activation of the PDRP will most likely be necessary if the Emergency Operations Center (EOC) has been fully activated (Level I Activation) and preliminary damage assessment reports reveal widespread damages throughout the county. Partial activation of the PDRP may be necessary even with small disaster events or those that require partial activation of the EOC (Level II Activation). Partial activation of the PDRP may mean that the PDRP coordinator assumes full-time responsibilities for a short time and that the core groups meet more frequently. There also could be instances in which only a portion of the county is impacted or only certain redevelopment issues are relevant (i.e., a coastal storm could cause severe erosion of the barrier islands while leaving the remainder of the county without major damages). Due to the unknown aspects of disaster impacts, the activation procedures for this plan are purposely flexible.

Triggers and Milestones for Transitioning Between Recovery Periods The length of time of the various post-disaster phases will vary with each disaster. This may be due to the variations between disaster impacts or the circumstances of the community at the time if a disaster. For instance, during an economic recession, a physical disaster would take a longer time to recover from than if the economy was very strong at the time of the disaster. In addition, the phases overlap each other, and there is no clear distinction when one phase ends and another begins (see Figure 4.4). This is especially the case when one is in the midst of recovery efforts. Many activities associated with the PDRP must be prepared for or considered in the early months after a disaster occurs, or opportunities could be lost for long-term redevelopment. Even within the long-term redevelopment phase there are going to be transitions that should be identified, because they demonstrate progress toward a return to normalcy. The following defines the different phases and gives examples of milestones within each phase.

DRAFT

Figure 4.3 Post-disaster Implementation Organizational Structure

48 _

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Emergency Response The emergency response period includes activities that address the immediate and short-term effects of an emergency or disaster. Response activities are contained within the Emergency Support Functions of the CEMP and include immediate actions to save lives; protect property; meet basic human needs; and begin to restore water, sewer and other essential services. Milestones that typically mark the end of the emergency response period include: • Major streets are cleared of debris. • Reentry is allowed or at least temporary reentry of the public to assess damage to personal property. • Curfews are reduced or lifted (if a minor disaster). During the emergency response period, the PDRP will play no role other than a determination if it should be activated.

Post-Disaster Redevelopement Plan

• Most of the road network and traffic signalization is operational.

Long-term Redevelopment There are three major components to the long-term redevelopment period: 1. Reconstruction – The long-term process of rebuilding a community’s destroyed or damaged housing stock, commercial and industrial buildings, public facilities, and infrastructure to similar pre-disaster levels and standards. 2. Holistic long-term recovery – The recovery of the economy and quality of life factors within the community, including: employment opportunities; social networks; cultural events; environmental quality; and educational and recreational opportunities.

3. Community enhancement – The process of going beyond restoring all aspects of the community The short-term recovery period encompasses such to normal functions by creating conditions that activities as damage assessments, public information, are better than those that existed before the transition from shelters to temporary housing, disaster. Community enhancement is characterized utility restoration and debris clearance. Short-term by implementing hazard mitigation projects recovery does not include the redevelopment of the during rebuilding, strengthening building codes, built environment, economic sector or normal social changing land use and zoning designations, networks. Emergency repairs and minor reconstruction improving transportation corridors, building more will occur during this phase as well as decisions that affordable housing, and developing new economic may affect long-term redevelopment. Long-term opportunities. implications are where the PDRP plays an important role The PDRP plays an integral role in all of these during short-term recovery. Many of the decisions that components and is the lead document for guiding will shape how long-term redevelopment occurs must these efforts. be made during this period.

Short-term Recovery

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Milestones that may show a successful completion of A short-term recovery milestone that is important for the PDRP will be the availability of the results of damage the long-term redevelopment period include: assessments. The PDRP Executive Team and core groups • Replacement of housing stock adequate for the should review these damage assessments to decide how post-disaster population resulting in the ability to to proceed with their actions. remove temporary housing. Milestones that may mark the end of the • Economic indicators that show unemployment short-term recovery period include: has stabilized at a rate near pre-disaster levels or • Building moratoria are lifted, at least for comparative to other similar locations. most areas of the county. • 70% or more of businesses have reopened, • Power and water is restored to all but the remained in business for at least three months, or destroyed structures. have been replaced. • Schools are reopened. _ 49

4_Implementation • Percent of population dependent on disaster Team and core groups. Programs such as FEMA’s assistance and social assistance programs decreased Emergency Support Function (ESF) #14, long-term to near pre-disaster levels. community recovery, and mitigation are intended to further local goals, but past experiences have shown Short-term and Long-term Implementation that the plans developed from these efforts are not The period of post-disaster implementation for the always realistic and may mislead the public. Good plan will begin during the early short-term recovery coordination between the PDRP Executive Team and the stage and continue through long-term recovery and federal and state representatives who are trying to assist redevelopment. While the PDRP is activated, other can most likely solve these problems. recovery efforts may also be operating. Most notably, the EOC will be operating under the CEMP during the response and short-term recovery phases described above. Should any conflict arise between simultaneous implementation of these plans, the CEMP will take precedence over the PDRP until the end of the shortterm recovery phase. The county administrator is responsible for the overall coordination of recovery efforts. Emergency Management will have the lead role in monitoring recovery activities throughout the process. Long-term recovery efforts focus on community redevelopment and restoring the economic viability of the disaster area. The long-term redevelopment phase requires a substantial commitment of time and resources by both governmental and nongovernmental organizations. Much of this commitment, which is covered by the PDRP, is beyond the scope of traditional emergency management activities and federal disaster programs. Such activities are most often the results of a catastrophic event that has caused substantial, longterm damages over a very large area.

Coordination also must be successful since much of the funding for redevelopment originates from the federal government. The various rules for using this funding do not always make sense for the community trying to recover, so good dialog with the funding agencies is necessary to obtain considerations for exceptions to the rules. Federal funding agencies that provide a majority of the recovery funding include FEMA, the U.S. Small Business Administration (SBA) and the U.S. Department of Housing and Urban Development (HUD). Staff familiar with the funding mechanisms provided by these agencies should assist the PDRP Executive Team in making decisions regarding what to include in the post-disaster work plan. Many grants come directly from orthrough the state; therefore, coordination with state funding personnel should be a high priority for the PDRP Executive Team.

DRAFT

All actions specify whether they are to be implemented during short-term or long-term recovery phases. Some actions may be started or planned for in the short-term period and implemented throughout the long-term period. Regional, State, and Federal Coordination An important component of post-disaster implementation is coordination with other government agencies, particularly vertical coordination. One of the major reasons for developing and adopting a PDRP is to retain local control over long-term redevelopment decisions to maintain the community’s vision. Federal Emergency Management Agency (FEMA) and state technical assistance should be structured so they complement the local efforts of the PDRP Executive 50 _

Horizontal or regional coordination is another area that could greatly impact the speed and quality of long-term recovery in Sarasota County. It is likely that if the county is hit by a major hurricane, its regional counterparts will be hit as well. During the initial planning process, the PDRP coordinator should have been actively engaged with other communities in the area developing PDRPs. Coordination between neighboring counties should continue so that in a post-disaster situation all counties are familiar with everyone’s plans and can work together on regional recovery issues. Once these regional recovery issues and procedures have been developed, this section should be updated to reflect the coordination that will be necessary post-disaster.

Post-disaster Deactivation The PDRP Executive Team will recommend plan deactivation to the SCC based on their combined

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expertise and training pertaining to redevelopment and the ongoing evaluation of redevelopment progress with which they are charged. The length of time for which plan activation is needed will depend on the level of the disaster. The PDRP Executive Team should consider whether the actions included in this plan for post-disaster implementation, or new ones determined after the event, have been accomplished satisfactorily or if redevelopment has reached an acceptable milestone and may be continued without the oversight of the PDRP Executive Team.

Pre-disaster Implementation The purpose of the plan is to prepare the community for a more successful disaster recovery. While having a plan in place for implementation after a disaster occurs is a valuable asset for the county, ongoing pre-disaster preparations to build disaster resiliency will determine the success and speed of Sarasota County’s recovery.

Post-Disaster Redevelopement Plan

• Review core group membership and team leader assignments and update as needed. • Document actions that have been completed, and remove them from PDRP action tables. • Include new actions as recommended by the core groups and approved by the PDRP coordinator. • Determine if priorities need readjusting, and review the actions scheduled for implementation over the next year. Adjust implementation timeframe of actions accordingly. • The PDRP coordinator will compile a brief report of accomplishments from the previous year and update a PDRP annual work plan for presentation to the Coastal Advisory Committee (CAC) and Sarasota County Commission. Municipal PDRP participants may also want to adapt this for presentation to their city councils. The PDRP Annual Review should occur prior to the county’s annual budget development so that resources needed to implement the actions can be included in the budget requests. Resource allocation will ensure that pre-disaster implementation continues to be an ongoing effort.

DRAFT

Pre-disaster implementation will prepare the county for recovery implementation after a disaster by putting procedures and policies in place for recovery as well as keeping community leaders and staff familiar with the plan. Also, some pre-disaster actions may build resiliency through hazard mitigation and preclude the need for a particular recovery action.

It is recommended that efficiencies in pre-disaster implementation be pursued through connecting the PDRP’s pre-disaster implementation with implementation of the LMS where appropriate. The PDRP core groups and the LMS work group may wish to combine planning efforts and other activities such as public outreach where the topics complement each other.

4.6 PLAN MAINTENANCE AND UPDATING Annual Monitoring and Reporting The PDRP is a continually evolving plan, and many of its components will need ongoing maintenance to prepare the community for a disaster. The PDRP coordinator and core group team leaders will be essential to maintaining the plan and documenting implementation. The following components should be addressed on an annual basis:

It is suggested that the annual reporting process and work plan compilation be completed in the spring and that presentation to the Sarasota County Commission occur by June of each year in preparation for the beginning of the hurricane season as well as the budget cycle. Prior to presentation to the Commission/councils, it is recommended that annual progress presentations be made to the CAC and county and city department directors. Some of these presentations can be made jointly with progress reports on the LMS.

Major 5-Year Update A major update of the plan should be performed on a 5-year schedule. The update should be planned to coincide with the LMS update for efficiency of staff time by holding joint meetings to create synergy between the plans. A public participation program that encompasses both plan updates should be used throughout the PDRP major update process. _ 51

4_Implementation The following will be performed for the PDRP in the 5-year update: 1. Research to determine if there is new guidance on PDRP planning or new lessons learned from recent disasters in other communities that could be used to enhance the plan. 2. Update vulnerability analysis if relevant new data is available. 3. Update institutional capacity and plans assessments. 4. Research and update potential funding sources. 5. Review and revise issues if necessary. 6. Reprioritize issues based on current assessments. 7. Update and add additional actions if applicable. 8. Document the joint PDRP-LMS planning process, including public participation. The 5-year update should also take into consideration updates that have been or will be made to the CEMP and the LMS. All three plans have approximately the same 5-year update cycle. The vulnerability analysis among the PDRP, CEMP and LMS should be consistent. The recovery section of the CEMP should be consistent with the PDRP. The PDRP update should also be used in the Comprehensive Plan’s Evaluation and Reporting (EAR) update process so that these plans are consistent and that policy recommendations from the PDRP process that have not been made during annual amendments can be considered for inclusion during the EAR..

strengths and weaknesses of the PDRP. Approximately one year after a disaster, the core groups should discuss the success and shortcomings of the PDRP up to this point. At three years after the event, or whenever recovery implementation has been satisfactorily accomplished and the PDRP is being deactivated, a PDRP “after-action” report should be compiled by the PDRP coordinator and PDRP Executive Team with input from the core groups. This will most likely include forming new actions and reexamining issues and priorities. Plan updates should be made based on this report shortly after it has been presented to the CAC, county commission and city councils.

4.7 TRAINING An important component of pre-disaster implementation involves exercising the plan and training staff for their post-disaster roles. Communities that are better prepared recover faster. The roles and responsibilities that many will have to assume after a disaster may be vastly different from their usual jobs and will most likely require special knowledge. An annual exercise coupled with specific job training will help keep the plan familiar to those who will need to implement it during the stressful post-disaster environment. The goal of the PDRP Executive Team and core groups should be to know their particular role in the PDRP so well that this planning document acts as a checklist.

DRAFT

Post-disaster Update Updating the plan to address lessons learned from a disaster is an additional update process that may go above and beyond a typical annual update and may not coincide with a regularly scheduled 5-year update. During post-disaster implementation of the PDRP, it will be the responsibility of the PDRP Executive Team and core groups to take notice of anything that should become a lesson learned. Lessons learned would include something that becomes a necessary part of recovery implementation but was not included in the PDRP, and any other gaps in information that the PDRP could include to make it a better tool for recovery. A set of redevelopment progress indicators described in Chapter 9 may also be a useful tool for analyzing the 52 _

Annual Exercise The annual exercise should be held in conjunction with the EOC’s hurricane exercise to examine the transitions between the different recovery phases and how PDRP activities can successfully overlap with CEMP efforts. The exercise should focus on determining whether the post-disaster actions included in the plan are adequate to cover all of the predicted needs. The after-action report from the exercise should identify gaps so that the core groups can develop actions to fill them over the following year’s pre-disaster meetings. The exercise should also include sequencing of events to determine if resources will be adequate for all of the actions that will need to be implemented simultaneously.

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Post-Disaster Redevelopement Plan

Staff Training In addition to an annual exercise, county and city staff should pursue training opportunities relevant to post-disaster tasks that affect long-term recovery and redevelopment. The Emergency Management staff may already have such training in place, but each county and city department with some role in post-disaster redevelopment should review its staff’s current training.

Public outreach efforts will be imperative in keeping the community aware of the recovery and redevelopment progress. Chapter 9 includes considerations for PDRP progress indicators that can be tracked to evaluate recovery progress and used as a tool to assess public satisfaction with the long-term recovery process.

Training may be necessary for the following tasks:  Public assistance and other disaster grant and loan requirements. Expedited permitting procedures.



Substantial damage determination.



Hazard mitigation construction techniques for assisting interested citizens.



Disaster housing assistance programs and local temporary housing plans.



Business continuity planning and business assistance programs.



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4.8 CONTINUED PUBLIC INVOLVEMENT

Public participation is integral to the PDRP planning process and should be continued as this plan evolves over time. The PDRP coordinator and the Communications liaison share responsibility for maintaining communication with the public as implementation and maintenance of the PDRP continues. Specific public outreach is addressed in Chapter 9. Opportunities for public awareness and involvement during the pre-disaster period include outreach during the annual plan review and through annual hurricane preparedness activities, as well as more thorough outreach efforts during the 5-year plan update. The joint PDRP-LMS update process should include a public involvement component as required by FEMA for the LMS, similar to the level of public involvement sought during the initial PDRP planning process. In addition to public involvement during pre-disaster plan implementation and maintenance, a public involvement strategy for the long-term post-disaster period is essential. Chapter 9 goes into more details on methods and ideas for public involvement post-disaster.

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4_Implementation

DRAFT

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Post-Disaster Redevelopement Plan

5 Housing and Planning The goal of housing recovery is to enable Sarasota County and its municipalities to quickly move its impacted residents out of emergency shelters and into safe and accessible transitional housing while assisting in the repair and replacement of the damaged housing stock in a timely and efficient manner. Many residents will require assistance with issues, such as locating temporary housing, understanding disaster assistance programs, wading through insurance claims, finding reputable contractors, understanding their renterâ&#x20AC;&#x2122;s rights, and making decisions on whether to rebuild their home. All residents will need clear guidance from local government on the processes and methods for rebuilding; this is also an opportunity to promote inclusion of hazard mitigation. Decisions made about rebuilding housing can directly affect the neighborhood fabric of the community and therefore should be made in compliance with future land use, zoning and building codes in place at the time of the disaster, as well as the local comprehensive plan. Restoring normalcy after a disaster is essential to the economic recovery of residents and local businesses to ensure a reliable tax base. One of the most important elements reflected in the PDRP is clear understanding of options available post-disaster.

DRAFT

Comprehensive planning is a critical component of post-disaster recovery and redevelopment. Identifying changes in future land use and future zoning prior to a disaster can be one of the most effective ways to reduce future risk in highly vulnerable areas â&#x20AC;&#x201D; especially residential areas. Decisions to rebuild a more resilient community will inevitably involve controversial issues such as land use, density, private property rights, public access and environmental protection. These decisions will likely require much discussion and buy-in from multiple stakeholders. Therefore, it is important to address the topic of planning and rebuilding in the pre-disaster period to allow ample time for thoughtful actions. Ideally, any discussion on the topic of planning for and rebuilding from a natural hazard should reflect the community input and integrate Sarasota Countyâ&#x20AC;&#x2122;s Comprehensive Plan goals and other community documents as appropriate. The development of the PDRP to this point has used this approach and future conversations should continue to do so. _ 55

5_Housing and Planning 5.1 HOUSING Housing Recovery Goal Sarasota County will assist residents rebuild their homes to be more resilient to future disasters while providing displaced residents with safe, temporary accommodations until they can return to a permanent dwelling.

Housing Recovery Focus Areas

b. Sarasota County ESF 18 has information on hotel/ motel rooms that could serve as short-term housing. Additionally, ESF 18 works with local realtors on information on rental locations. 2. Rapid repair permitting; phased approach to rebuilding (RR) – Current permitting processes in Sarasota County will be temporarily modified to speed rebuilding. Areas that are severely impacted may be best redeveloped through a phased approach of permitting.

Recovering the housing is critical to the successful rebuilding of the community. Housing recovery issues identified in the PDRP are described herein. Ultimately, the Action Plan for the Housing Recovery section of the plan details how each issue will be addressed. Programs currently in place: Some of the items in the Action Plan are currently ongoing or already in place, while others will require the a. Sarasota County’s Building Department utilizes an development of new projects, processes, or approaches in onsite permitting process to begin minor repairs order to implement them. We commit to implement the of residential structures. Action Plan with PDRP adoption. b. Sarasota County is developing a matrix and outreach materials for homeowners to assist them 1. Temporary housing siting criteria and in expediting the permit process. regulations (TH) – Establishing a site for temporary housing can require a large investment 3. Contractor licensing (CL) – Rebuilding after a disaster in infrastructure, including roads, sewer and water provides an opportunity to mitigate future hazard treatment and electric distribution. Although impacts and build back a more resilient community. temporary in nature, these sites may be active for Building code enforcement will ensure that housing is two or more years. Potential sites should ideally be rebuilt to current standards. After a disaster, there also pre-selected, located near employment centers, and could be an influx of contractors into the county, who have access to public transportation. Temporary may or may not be licensed. housing also can be placed on residential individual Programs currently in place: lots post-catastrophe and during reconstruction, if regulations are in place before the disaster. Planning a. Sarasota County Emergency Management and the and Development Services has explored a temporary Sarasota County Health Department have Volunteer housing ordinance that would allow for temporary Reception Centers for the purpose of identifying, structures (i.e. mobile homes, travel trailers) to be verifying, and credentialing of contractors coming placed on the property so homeowners can oversee into our community after a disaster. repairs of their homes. b. Sarasota County Communications through the Programs currently in place: EOC will broadcast messages for Sarasota County citizens in identifying licensed contractors. a. Sarasota County Emergency Management has

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identified county-owned properties that can be used for temporary housing sites. Included in these sites are utilities, public transportation, shopping, and schools so citizens can be in close proximity to their neighborhood. These sites are also out of storm surge areas. 56 _

c. Sarasota County Emergency Management has in place a “Re-Entry” program designated for areas that sustain damage after a disaster. The “Re-Entry” program is designed in three (3) phases for the protection of county residents and their property.

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Post-Disaster Redevelopement Plan

4. Funding assistance and under-insured problems character, particularly if they are on the U.S. Register (FA) – Many residents will not be financially able of Historic Places. to rebuild or relocate within the county without Programs currently in place: government assistance. FEMA Individual Assistance a. Sarasota County Historical Services has created a and Small Business Administration loans will cover map of historic structures in Sarasota County. This most of those in need, but some may need additional listing is available to county debris haulers to ensure assistance with understanding the process and proper disposal due to items such as asbestos. eligibility requirements. Many homeowners may find they are underinsured and do not have coverage 7. Abandoned homes (AH) – After a disaster, some for all of the damage that has occurred. Efforts to community members may choose not to return to address funding and insurance can occur both pretheir homes or may not have the means to repair and post- disaster. them, which could result in sporadic blight throughout the county. The majority of a neighborhood may Programs currently in place: rebuild, but a few individual homes may not. a. Sarasota County Emergency Management has Programs currently in place: established a plan to set up “Disaster Recovery Centers” at locations throughout the county a. Sarasota County Planning and Development for citizens and homeowners to meet with Services have processes in place to demolish or representatives of FEMA, Red Cross, Small secure unfit/unsafe homes based on health and Business Administration and insurance companies safety concerns. Case managers assigned these in an effort to gain information and loans to assist families by the VOAD can assist as well as the them while rebuilding. Disaster Recovery Center organizations.

DRAFT

b. FEMA will send field representatives into the field to meet with homeowners in affected areas to gain information/offer information on available assistance. c. Depending on the size of the disaster, our Sarasota County Volunteer Organizations Active in Disasters (VOAD) will assist this effort.

5. Hazard mitigation during rebuilding (HM) – After a disaster, there may be a rush to rebuild, as people wish to return to normalcy. Often in the rush, they bypass opportunities to include hazard mitigation so that the same destruction does not happen again. Some residents may forgo hazard mitigation improvements due to extra cost or lack of information but this may not be in the best interest of the community as a whole. The county will encourage residents in mitigating future damage. 6. Historic structures restoration (HS) – Historic structures can be particularly vulnerable to damage due to their age, and repair of these structures must meet certain requirements to maintain their _ 57

5_Housing and Planning

Key (note color of row) Pre-Disaster Action Post-Disaster ActionBoth Pre/Post Disaster

5.2 HOUSING ACTION PLAN

Action #

TH1

RR1

RR2

CL1

58 _

Focus Area Addressed

Proposed Action

Implementation Mechanism

Temporary Housing

With Board approval, draft language for code changes that will allow for homeowners of residential lots to utilize temporary housing/trailers on their properties after a catastrophe and during rebuild.

Rapid Repair Permitting

Evaluate county rapid permitting guidelines and prioritization process and look for opportunities to streamline and standardize.

Estimated Time to Address

Lead Agency

Resource Required

New program

Sarasota County Planning & Development Services

Staff time

Process review

Sarasota County Planning & Development Services

Staff time

Complete

DRAFT

Rapid Repair Permitting

Launch public outreach campaign to educate the public about ways to prepare to re-build quickly.

Contractor Licensing

Launch public outreach campaign to educate public about tips on hiring a licensed contractor, how to determine whether or not a contractor is licensed and insured, and the pitfalls of hiring an unlicensed contractor.

New program

Existing Program

Ongoing

Planning & Development Building Department, Communications

Staff time

Ongoing

Sarasota County Planning and Development Services

Staff time

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Action #

HM1

HM2

HM3

Focus Area Addressed

Proposed Action

Hazard Mitigation During Rebuilding

Create policy to incentivize incorporating green building techniques and mitigation into new construction.

Hazard Mitigation During Rebuilding

Contract for emergency building inspection services prior to an event.

Hazard Mitigation During Rebuilding

Develop public outreach campaign to educate residents and builders as the techniques, best practices and the benefits of including mitigation even if not required by code.

Implementation Mechanism

Existing Program

New program

Estimated Time to Address

Post-Disaster Redevelopement Plan

Lead Agency

Complete

Sarasota County Planning and Development Services

Staff Time

Complete

Sarasota County Planning and Development Services

Staff Time

Ongoing

Sarasota County Planning and Development Services

Staff Time

DRAFT Launch outreach campaign to educate residents on exemptions provided to historically designated structures.

HS1

Historic Structures Restoration

AH1

Launch public outreach campaign to educate public Abandoned Homes about tips on County Code for Unfit/ Unsafe Homes.

AH2

Create a contact list of property owners likely to be affected from a disaster in order to Abandoned Homes contact them once their property has been assessed and inspected postdisaster

AH3

Conduct a damage assessment of affected properties; Abandoned Homes convey results of assessment to property owners and explain their options.

New program

Existing Program

Resource Required

Ongoing

Sarasota County Planning and Development Services

Staff Time

Ongoing

Sarasota County Planning and Development Services

Staff Time

Ongoing

Sarasota County Planning and Development Services

Staff Time

Ongoing

Sarasota County Planning and Development Services

Staff Time

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5_Housing and Planning 5.3 PLANNING Planning Goal hazard locations and reduce vulnerability through Sarasota County will guide long-term post-disaster better design and development in hazardous areas. redevelopment to ensure that the county is more resilient However, recognizing the economic importance of and sustainable in the future and that land is being the high hazard areas, the county places priority on utilized in a smart and mutually beneficial manner. its redevelopment while looking for opportunities to Planning Focus Areas increase resiliency when possible. Disaster planning is the backbone of the PDRP. Several 4. Workforce and affordable housing redevelopment time and spatial scales associated with planning are opportunities (WH) – Often after a disaster, the addressed in this chapter and throughout the PDRP. affordable housing stock is the hardest hit since it is Ultimately, the Action Plan for the Housing Recovery often older homes that are not built to current code section of the plan details how each issue will be requirements. Redevelopment efforts will need to addressed. Some of the items in the Action Plan are include affordable or workforce housing to provide for currently ongoing or already in place, while others will a well-balanced community once recovery is complete. require the development of new projects, processes or approaches in order to implement them. We commit to 5. Property acquisition to reduce vulnerability (PA) – One way to reduce future vulnerability is through implement the Action Plan with PDRP adoption. post-disaster acquisition programs that target highly 1. Non-conforming structures/substantial damage vulnerable areas or repetitive flood loss homes, and regulations (NC) – Structures in the 100-year use these acquired properties for conservation and floodplain that are substantially damaged (50% or passive recreation. Through advanced planning, more of pre-disaster value) are required to meet properties that are candidates for both habitat current building code requirements in order to rebuild restoration and vulnerability reduction could be according to the National Flood Insurance Program. prioritized so that limited funds can be wisely used. Use of substantial damage and non-conforming structure rules can increase the community’s resiliency 6. Neighborhood preservation and redevelopment (NP) – If a neighborhood is severely damaged to future disasters during rebuilding. during a storm, it is possible that the current 2. Redevelopment areas (RD) – An important question character of the neighborhood could get lost is: if an area is severely damaged in a disaster, can during reconstruction. Post-disaster redevelopment redevelopment occur that is better? In order to efforts must collaborate with neighborhood groups address this question, it is best to identify areas to envision and plan for their rebuilding. susceptible to disaster, based on age of buildings, infrastructure and susceptibility to flooding and to Planning Mechanisms for Redevelopment develop possible redevelopment scenarios through Understanding the available tools and programs by public outreach efforts prior to a disaster. After a which pre- and post-disaster planning issues can be disaster, redevelopment should proceed according to addressed will help stakeholders and the public discuss the plans in effect before the disaster occurred. This options regarding the above planning issues. Different would include any of the identified redevelopment planning options and techniques include: scenarios adopted as policy pre-disaster. • Visioning, charrettes, public workshops and 3. Alternative future use consideration for high hazard redevelopment plans areas (HH) – Intense development is not best suited • Financial incentives for areas that are highly vulnerable to disaster impacts. The best way to build resiliency to disasters • Zoning regulations and design standards is to direct future development to lower • Hazard mitigation grant programs

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60 _

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• Public acquisition programs • Transfer of development rights/conservation easements • Deed restrictions and covenants • Education and public outreach programs Several of these are discussed in detail in Sarasota County’s Comprehensive Plan. For the purposes of better understanding, a discussion has been included below regarding planning options and programs that already exist or could be initiated as they relate to postdisaster recover planning issues. Visioning, Charrettes, Public Workshops and Redevelopment Plans Prior to a disaster, visioning and public workshops can be effective tools to develop rebuilding plans for areas that are more susceptible to disasters. Data needs to be gathered on age of structures, provision of utilities (water and sewer), susceptibility to flooding and sea level rise, and intensity of uses to highlight areas that may be more susceptible to disasters. Visioning and planning for various scenarios could better prepare the county, citizens and property owners to help guide rebuilding should a disaster occur.

Post-Disaster Redevelopement Plan

Zoning Regulations and Design Standards Similar to other landowner incentives, zoning regulations mandate compliance with current standards for setbacks, height, lot and impervious coverage, daylight plane, number of dwelling units, etc. where non-conformities existed previously. Doing so may decrease future risk to residents. Regulatory approaches have the advantage of being specific, but sometimes lack the flexibility that both the county and property owners may need when working in a post-disaster atmosphere. Hazard Mitigation Grant Program The Hazard Mitigation Grant Program (HMGP) provides grants to states and local governments to implement longterm hazard mitigation measures after a major disaster declaration. The purpose of the HMGP is to reduce the loss of life and property due to natural disasters and to enable mitigation measures to be implemented during the immediate recovery from a disaster. The HMGP is authorized under Section 404 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act.

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Financial Incentives Incentives such as tax relief, gap financing or streamlined permits can be used to encourage rebuilding. Gap financing and expedited permits can be used for homeowners or developers who intend to rebuild using best practices for energy-efficient, green and disaster-resistant housing construction (exceeding those requirements of the building code).

Other alternative redevelopment funding mechanisms named in the Future Land Use Element of Sarasota County’s Comprehensive Plan (FLU Policy 4.2.3.) could also be pursued as part of planning and rebuilding. These include, but are not limited to, the Capital Improvement Plan (CIP); Neighborhood Matching Grants Program; special financing mechanisms such as improvement taxing districts; Municipal Service Benefit Units (MSBU); Municipal Service Tax Units (MSTU); Community Development Districts (CDD); state funding such as Community Development Block Grants (CDBG); private –public partnerships; or establishing a dedicated redevelopment fund.

Public Acquisition Programs Two Sarasota County programs could be considered in acquisition of property under different postdisaster rebuilding alternatives. Sarasota County's Environmentally Sensitive Lands Protection Program (ESLPP) and Neighborhood Parkland Program are voter-approved and taxpayer-funded. These programs are designed to acquire and protect natural lands and parklands. In March 1999, voters approved the ESLPP to protect native habitats with designated funding from a 0.25 mil ad valorem tax collected through 2019. In November 2005, voters approved a second referendum extending the program funding through 2029 and expanding the county’s land protection efforts to include parkland acquisitions. To be considered under the Environmentally Sensitive or Neighborhood Parkland Programs a property must have a willing seller. Priority sites under the ESLPP are ranked on environmental criteria including connectivity, water quality benefits, habitat rarity, land quality and manageability. Acquired lands are being protected and managed. Appropriate preserves have public access for nature-based recreation. The criteria for considering parkland acquisitions include _ 61

5_Housing and Planning location, broad community access, proximity and connectedness, natural features, cultural features, compatible community needs and water access. The Land Nomination form may be used for either program and contains more details. As part of the pre-disaster planning, the county should consider expanding the criteria to target lands that would be acquired for the purposes of conservation to reduce future risk and vulnerability. For example, the county could evaluate the costs of acquiring privately owned, developed properties, for which the county provides infrastructure that has been severely or repetitively damaged by tropical storms, hurricanes, floods or other natural disasters. The acquisition cost could then be compared against the costs associated with rebuilding the required infrastructure for that property or rebuilding of the property. This planning would be done in advance of a disaster to determine the most cost-effective options for addressing loss, mitigation or prevention.

provided in the agreement that conveys the easement. Silviculture, hunting, low-intensity agriculture and ecotourism are examples of the uses that may be allowed under the conservation easement agreement. The county is already using both of these methods to protect ecologically significant lands. As is suggested with the acquisition programs, TDRs and conservation easements could also be aligned with this PDRP by targeting highly vulnerable areas. Considerations of these programs should include cost and public access, which can vary greatly. Fee-simple acquisition is generally more expensive than purchase of conservation easements or development rights. Fee-simple purchase gives the government entity control of the property, restricted only by constraints imposed by funding sources and any agreements that were obligated by the purchase. Public access could be allowed. The government agency given responsibility for the property sustains costs of management. This usually involves providing security, exotic pest control, and, for many habitats, prescribed burning. When land remains in private ownership, public access is usually limited, but the private owner may assume management costs.

DRAFT

After a disaster, the Federal Hazard Mitigation Grant Program can be a major source of acquisition funding, especially for repetitively damaged properties. Grant funds are eligible for acquisition of real property from willing sellers and demolition or relocation of buildings to convert the property to open-space use. Determining pre-disaster what repetitively damaged or extremely vulnerable properties, if substantially damaged, would be high priorities for post-disaster acquisition would facilitate post-disaster mitigation decisions. Transfer of Development Rights/ Conservation Easements With the purchase of development rights, ownership of the land remains with the property owner, but development rights of the property are constrained as provided in the contract agreement. Under the Sarasota County Transfer of Development Rights (TDR) ordinance, a property owner may file for a Residential Sending Zone (RSZ) designation and a Transfer Permit. This provides for the transfer of some or all of the development rights of a piece of property to another area of the county that can better accommodate development. Similarly, land that is under a conservation easement is privately owned, but the owner has agreed to preserve its natural character as 62 _

Deed Restrictions and Covenants Real estate deed restrictions place limitations on the use of the property. Restrictive covenants are an example of deed restrictions. Restrictive covenants are not zoning or governmental regulations. Deed restrictions are usually initiated by the developers â&#x20AC;&#x201D; those who determined what the land would be used for, divided the land into plots, and built homes, office buildings or retail buildings on it. Deed restrictions come with the property and usually cannot be changed or removed by subsequent owners. Restrictions give a development a more consistent appearance, and control some of the activities that take place within its boundaries. Restrictive covenants nearly always stipulate the minimum size residence allowed, how many homes may be built on one lot, and what type of construction the homes must (or must not) be. Other restrictive covenants may include setbacks, easements, fees for road maintenance or amenities, rules on tree-cutting, pets, fencing and paint colors.

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Covenants can be considered as a means for addressing resiliency and redevelopment standards. If a community finds that their neighborhood has been damaged, or has considered ways in which building and design standards could be improved to reduce future hurricane and other hazard risks, amending their current restrictions may be an opportunity for improvement.

– The PDRP should be integrated into the updated Comprehensive Plan. The PDRP can be referenced and kept as a standalone document, be included as a post-disaster element, or integrated into each element as necessary. Regardless of its method of inclusion, Comprehensive Plan policies should be aligned with the issues and actions addressed in this PDRP.

Education and Public Outreach Programs Prior to a disaster, education programs can also be an effective means for discussing and/or implementing planning issues. Community buy-in and support for issues regarding changes to zoning regulations or other property issues addressed in this PDRP will require a thorough understanding of the facts, risks and rationale. Public meetings allow community members to discuss and collaborate on ways in which programs can be most effectively implemented.

– When revisions to the Future Land Use Map are made, they should include recommendations from PDRP, such as identifying redevelopment opportunity areas or alternative future use considerations for high-hazard areas.

Comprehensive Plan Evaluation Appraisal Report Recommendations

– The Comprehensive Plan provides a thorough discussion on coastal hazardous areas. Further identification and discussion of other vulnerable areas should be included, such as older building stock, and how sea level rise could affect existing developments, infrastructure and public facilities. – Identify and ensure that new linkages between appropriate implementation agencies are established to facilitate the PDRP pre-disaster planning process. This would ideally be addressed in the Intergovernmental Coordination element.

DRAFT

Florida Statutes requires each local government to assess its comprehensive plan and update it to reflect changes in law. The ensuing report is called the Evaluation and Appraisal Report, or EAR. The report evaluates how successful a community has been in addressing major community land use planning issues through implementation of its comprehensive plan. Based on this evaluation, the report suggests how the plan should be revised to better address community objectives, changing conditions and trends affecting the community, and changes in state requirements. The EAR is not a comprehensive plan amendment, but it does serve as a work scope for EAR-based comprehensive plan amendments.

• The next EAR is due to the state in 2014 and is focused only on statutory changes. As part of the subsequent major Comprehensive Plan Update, which is expected to begin in 2014/2015, opportunities to integrate with the PDRP as well as policy guidelines to aid in the direction of post disaster activities should be included. As part of the next major update:

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5_Housing and Planning

Key (note color of row) Pre-Disaster Action Post-Disaster Action Both Pre/Post Disaster

5.4 PLANNING ACTION PLAN

Action #

Proposed Action

Implementation Mechanism

Time to Address

Lead Agency

Resource Required

Staff time

NC1

Non-conforming structures, Substantial damage regulations

Review substantial damage regulations and building code requirements to ensure consistency and look for opportunities to streamline.

Policy/regulation review

6 mo

Sarasota County Planning and Development Services

NC2

Non-conforming structures, Substantial damage regulations

Ensure that county flood maps are kept up-to-date and property owners are regularly informed about NFIP regarding substantial improvements or substantial damage.

Data/map review and amendments; public outreach

ongoing

County GIS

Staff time

Redevelopment Areas

Evaluate areas within the Urban Service Boundary that may be ideal for redevelopment. Policy, Assess their vulnerability regulation and/ to disasters based on or map review flooding, proximity to water, sea level rise, age of structures and intensity of use.

2 years

Sarasota County Planning and Development Services

Staff time

1 year

Sarasota County Planning and Development Services

Staff time

2 years

Sarasota County Planning and Development Services

Staff time

Sarasota County Planning and Development Services

Staff time

Sarasota County Planning and Development Services

Staff time

ongoing

Sarasota County Public Works

Staff time

RD1

RD2

RD3

RD4

RD5

RD6

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Issue Addressed

DRAFT

Redevelopment Areas

Develop criteria to determine redevelopment Policy/regulation priority areas. Take into review consideration various planning scenarios.

Redevelopment Areas

Utilize public outreach efforts, such as visioning, charrettes and workshops to assist with develop Procedure redevelopment criteria, planning scenarios and priority areas.

Redevelopment Areas

Review damage assessment and coordinate rebuilding in accordance with plans/ rules established predisaster.

Redevelopment Areas

Consider establishing a temporary moratorium on rebuilding to allow for repair and rebuilding of damaged infrastructure necessary to support rebuilding.

Redevelopment Areas

Seek opportunities for redevelopment projects to connect to the central water and sewer systems Procedure within the central service districts consistent with the Comprehensive Plan.

Procedure

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Proposed Action

Implementation Mechanism

HH1

Alternative future use considerations for high hazard areas

Analyze density and land use in conjunction with the county's risk and vulnerability assessment to determine those areas most suitable for alternative uses to lower future risk. Coordinate with RP1.

Policy, regulation and/ or map review

HH2

Alternative future use considerations for high hazard areas

Develop criteria to dictate parameters of building back in highhazard areas if they are greatly damaged in a disaster.

Policy, regulation and/ or map review

HH3

Alternative future use considerations for high hazard areas

Implement post-disaster zoning allowances for temporary housing with a set time limit that can be extended as necessary.

HH4

Alternative future use considerations for high hazard areas

Identify conservation easements or eligible sites for the TDR program to seek ways in which development may be restricted to avoid future repetitive losses or damage.

WH1

Affordable and workforce housing redevelopment opportunities

Consider zoning regulation modifications to allow temporary housing after a disaster.

Policy/regulation review

WH2

Affordable and workforce housing redevelopment opportunities

Review existing comprehensive plan policies and code to ensure that affordable and workforce housing will be addressed in post disaster redevelopment.

PA1

Property acquisition to reduce vulnerability

Determine the value of prioritized properties for acquisition under the ESLPP program.

Property acquisition to reduce vulnerability

Research the Lands for Public Trust Acquisition Program to determine if identified areas within Sarasota County can be purchased through this program, to preserve open space for flood hazard mitigation or other hazard mitigation programs.

Action #

PA2

Issue Addressed

Post-Disaster Redevelopement Plan

Time to Address

Lead Agency

Resource Required

2 years

Sarasota County Planning and Development Services

Staff time

2 years

Sarasota County Planning and Development Services

Staff time

1 year

Sarasota County Planning and Development Services

Staff time

Sarasota County Natural Resources

Staff time

1 year

Sarasota County Planning and Development Services

Staff time

Policy/regulation review

1 year

Sarasota County Planning and Development Services

Staff time

Procedure

2 years

Sarasota County Real Property

Staff time

1 year

Sarasota County Natural Resources

Staff time

Procedure

DRAFT Policy, regulation and/ or map review

Procedure

ongoing

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Proposed Action

Implementation Mechanism

PA3

Property acquisition to reduce vulnerability

Research tax benefits and other financial incentives associated with land donation in a post-disaster scenario.

Procedure

1 year

Sarasota County Finance

Staff time

PA4

Property acquisition to reduce vulnerability

Research the possibility of using rolling easements.

Procedure

1 year

Sarasota County Finance

Staff time

PA5

Property acquisition to reduce vulnerability

Create criteria to identify properties to target for post-disaster acquisition.

1 year

Sarasota County Planning and Development Services

Staff time

PA6

Property acquisition to reduce vulnerability

Implement the ESLPP Program and the Trust for Public Lands Program for funding purposes and land buy-out.

1 year

Sarasota County Natural Resources

Staff time

PA7

Property acquisition to reduce vulnerability

Action #

NP1

NP2

66 _

Issue Addressed

Policy/regulation review

Procedure

Time to Address

Lead Agency

DRAFT If there are land donation options, notify the public and property owners of tax credit benefits and options.

Procedure

Neighborhood Preservation

Ensure that existing plans and policies address neighborhood preservation to ensure rebuilding addresses neighborhood character and cohesion.

Neighborhood Preservation

Work with neighborhood groups to determine if existing covenants support the goals of this PDRP. Look for ways in that resiliency can be increased through rebuilding methods while respecting community character.

Resource Required

1 year

Sarasota County Finance

Staff time

Policy/regulation review

2 year

Sarasota County Planning and Development Services

Staff time

Public outreach

ongoing

Sarasota County Neighborhood Services

Staff time

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6 Infrastructure, Public

Facilities and Public Safety In the aftermath of a disaster, the restoration of infrastructure and public facilities and services must be addressed during both the immediate response and short-term recovery phases, but decisions made may have long-term recovery implications. There are already response plans in place that should include public safety provisions and the immediate repair of critical infrastructure and public facilities. There are also long-term redevelopment considerations for infrastructure restoration that have not been planned for and should be considered in conjunction with land use, environment and economic redevelopment issues. Taking advantage of opportunities to upgrade, mitigate or even relocate infrastructure or public facilities during repairs are items that can be addressed in a post-disaster redevelopment plan I-10 Bridge damaged by Hurricane Ivan (PDRP). Advanced planning allows the community to make deliberate decisions about redevelopment that they may be unable to do after a disaster, during the rush to rebuild. Pre-planning for long-term recovery also can ensure that public safety concerns that may continue past the short-term recovery stages are not overlooked.

DRAFT

6.1 INFRASTRUCTURE,PUBLIC ACILITIES AND PUBLIC SAFETY GOAL Sarasota County will strive to manage debris, restore utilities, and repair infrastructure efficiently while considering mitigation during the long-term redevelopment of infrastructure in order to avoid future damages. The county will maintain a constant level of public safety before and after a disaster as well as throughout the redevelopment process.

Infrastructure Issues 1. Transportation repair/mitigation/improvement â&#x20AC;&#x201C; The repair of roads, bridges, airports, traffic control devices and railroads is essential to establishing normal operations within a community. The repair of these and other types of infrastructure is often necessary for other redevelopment efforts to take _ 67

6_Infrastructure, Public Facilities and Public Safety place. Post-disaster redevelopment can be used as an be rebuilt to current building codes. Above-code opportunity to make modifications, improvements hazard mitigation also may be a good investment, and additions to existing transportation networks. and post-disaster funding sources typically allow Incorporating hazard mitigation into the repair and these expenditures. Some public facilities in highly reconstruction of transportation facilities can ensure hazardous areas also could be targeted for relocation that when disaster strikes again, the infrastructure is during pre-disaster planning. better able to handle the impacts. 3. Public transit restoration, adaptation to new needs – After a disaster, changes in the locations 2. Potablewater, sewer, stormwater systems repair/ of housing and employment centers (temporary or mitigation/improvement – Damage to potable permanent) may alter a community’s public transit water, sewer and stormwater infrastructure can needs, or the population dependent on public transit debilitate a community’s ability to recover. The may increase. Post-disaster redevelopment projects community can take the opportunity to include also may present opportunities to expand existing hazard mitigation or other improvements during transit capabilities. repairs. In cases of severe damage to infrastructure in highly hazardous locations, relocation could be considered. These opportunities may be missed if pre-planning is not conducted.

Public Safety Issues

1. Public safety services levels reestablished throughout the county – It is imperative that public 3. Coordination with power, natural gas and safety service levels are quickly reestablished after a telecom company restoration – Recovery from a disaster and sustained despite the fact that revenue hurricane cannot begin until major utilities, especially losses may strain the availability of resources and electricity, are restored. Each utility company funding for public safety during long-term recovery. should have their own restoration plan; however, coordination and communication are critical to 2. Location of public safety facilities – Some of the directing redevelopment opportunities. public safety facilities in Sarasota County are located

DRAFT

Public Facilities Issues

in areas that may make them vulnerable to suffer severe damage during a disaster event. The county may want to reconsider the location of public safety facilities and look for opportunities after a disaster to permanently move them if they are temporarily unable to operate them.

1. Debris management – Debris removal is generally considered to be one of the first steps to redevelopment, yet current debris management plans often do not have the capacity to handle the debris loads created by a major disaster. These plans 3. Special needs long-term assistance - In Sarasota also often have not made all the decisions that could County, there is a large population of disabled and facilitate rapid debris removal. The major long-term elderly that may require special accommodations consideration for debris management is the siting following a disaster. Many of these residents are of temporary disposal and transfer sites so that registered with the Emergency Management People environmental and community impacts are minimized. with Special Needs program to receive assistance Another major debris issue for Sarasota County will be during immediate response and short-term recovery. removal of debris from the multitude of waterways. There may be many, registered or not, that will need long-term assistance to deal with traumatic changes 2. Public facility structure repair/mitigation – and getting back to normal circumstances in which Rebuilding after a disaster provides an opportunity they do not need special assistance. to mitigate future hazard impacts and build back a more resilient community. Public facilities, such as schools, libraries and government offices must 68 _

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6.2 INFRASTRUCTURE, PUBLIC FACILITIES AND PUBLIC SAFETY PRE-DISASTERACTIONS ACTION PLAN Pre-Disaster Action

Estimated Mechanism for Timeframe Implementation Start Duration

Lead Implementing Agency

Potential Resources or Funding

Infrastructure Issue #1: Transportation Repair/Mitigation/Improvement 1) Regional collaboration between Metropolitan Planning Organizations, Florida Department of Transportation and the Tampa Bay Area Regional Transportation Authority to discuss issues of pre-disaster mitigation and plan forlong-term redevelopment.

Ongoing

New procedure

• Sarasota/Manatee MPO • TBARTA • FDOT

Staff time to participate in periodic meetings.

2) Assess construction methods of bridges, roads and other major infrastructure to determine level of current risk; research other types of mitigation to improve resiliency against disasters (e.g., secondary casing on pipes, road restoration, etc.).

6 months

New procedure

• Sarasota County Government

Staff time to develop assessment criteria and perform assessments; mitigation projects can be included in CIP project list; FEMA pre-disaster mitigation grants.

3) Perform cost-benefit analysis of road segments that have been identified as highly vulnerable based on previous risk analysis to determine prioritized rebuilding.

3 months

New procedure

• Sarasota County Government

Staff time to perform costbenefit analysis; GIS analysis; FEMA predisaster mitigation grants.

4) Update project prioritization evaluation criteria for MPO Transportation Improvement Projects to include a category for hazard mitigation.

3 months

New procedure

• Sarasota/Manatee MPO

Staff time

5) Meet with Florida Department of Transportation to make decisions about rebuilding/ relocating bridges in the case that they are severely damaged during a disaster event. Look into what changes to bridge location may have on development patterns.

6 months

New procedure

• FDOT • Sarasota/Manatee MPO

Staff time; GIS to analyze development patterns.

DRAFT

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Pre-Disaster Action

Estimated Mechanism for Timeframe Implementation Start Duration

Potential Resources or Funding

Lead Implementing Agency

Infrastructure Issue #2: Potable Water, Sewer, Stormwater Systems Repair/Mitigation/Improvement 1) Identify any high priority infrastructure for repair/ mitigation/improvement and create a timeline of whether these actions will be pre- or post-disaster.

6 months

New procedure

• Sarasota County Government

Staff time to conduct assessments; mitigation projects can be included in CIP project list; FEMA pre-disaster mitigation grants.

2) Assess stormwater drainage capacity for different levels of storm surge and flooding.

6 months

New procedure

• Sarasota County Government

Staff time to conduct assessments.

Issue #3: Coordination with Power, Natural Gas, and Telecom Company Restoration 1) Meet with the local power, natural gas and telecom companies to assist each with developing a recovery plan that includes long-term redevelopment. Include a plan to cover projected drop in fees for utilities after a disaster due to low levels of service and displaced populations.

1 year

New procedure

• FPL • TECO • Comcast Communications • Verizon Communications • Sarasota County Government

Staff time

DRAFT 3 months

Existing procedure

• FPL • Sarasota County Government

Staff time

3) Assess hazard risk levels of above ground power and telecom lines and look for opportunities to bury lines to minimize storm and high wind damage.

2 years

New procedure

• Sarasota County Government • FPL • Comcast Communications • Verizon Communications

Electric franchise fees; communications service tax.

4) Coordinate an annual meeting before the start of hurricane season between local power, natural gas and telecom companies to discuss any changes to their recovery/ redevelopment plans.

Ongoing

New procedure

• Sarasota County Government

Staff time

2) Evaluate right-of-way maintenance procedure to ensure that they are being kept clear of any debris and vegetation that can damage power or telecom lines.

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Estimated Mechanism for Timeframe Implementation Start Duration

Pre-Disaster Action

Post-Disaster Redevelopement Plan

Lead Implementing Agency

Potential Resources or Funding

Public Facilities Issue #1: Debris Management 1) Create Debris Management plan that includes garbage, recyclables, white-goods, construction debris, waterways and livestock.

Ongoing

Existing procedure

• Sarasota County Government

Staff time

Issue #2: Public Facility Structure Repair/Mitigation 1) Launch an assessment of insurance policies to determine what public facilities are covered and for what extent of damage.

3 months

New procedure

• Sarasota County Government

2) Determine which public facilities can be relocated based on the vulnerability, age and location of the structures so that they do not experience repetitive damage.

6 months

New procedure

• Sarasota County Government Staff time to conduct

3) Conduct an assessment of reconstruction cost estimates for publicly-owned infrastructure to serve as estimates of the cost of rebuilding after a major event.

6 months

New procedure

• Sarasota County Government

Staff time

4) Consider rewording the building codes for future public facilities if the utilities are going to remain in that location.

6 months

Existing policy

• Sarasota County Government

Staff time

5) Identify electrical equipment for infrastructure and facilities that is vulnerable to flooding. Ensure that this equipment gets listed on the Capital Improvement Program project list and that pre-disaster mitigation funds are pursued.

6 months

Existing program

DRAFT

Staff time

assessments; mitigation projects can be included in CIP project list; FEMA pre-disaster mitigation grants.

• Sarasota County Government Staff time to conduct

assessments; mitigation projects can be included in CIP project list; FEMA pre-disaster mitigation grants.

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Pre-Disaster Action

Estimated Mechanism for Timeframe Implementation Start Duration

Potential Resources or Funding

Lead Implementing Agency

Issue #3: Public Transit Restoration, Adaptation to New Needs 1) SCAT to ensure that their recovery plans include long-term redevelopment.

3 months

New procedure

• Sarasota County Government

2) Determine populations that would require public transit following a disaster and identify potential alternate routes and means for supplying uninterrupted services.

6 months

New procedure

• Sarasota County Government Staff time; GIS analysis of

Staff time

county demographics.

Public Safety Issue #1: Public Safety Services Levels Reestablished Throughout County 1) Maintain mutual aid agreements, operations plans, continuity of operations plans and continuity of government plans.

Ongoing

Existing program

• Sarasota County School Board • Sarasota County Government • City of North Port • City of Sarasota • City of Venice • Town of Longboat Key

Staff time

DRAFT Issue #2: Location of Public Safety Facilities

1) Develop a plan to either relocate Sarasota Memorial Hospital if it is severely damaged during a disaster event or to rebuild the structure to a higher standard so that it does not experience repetitive damage.

1 year

New procedure

• Sarasota Memorial Hospital Staff time; may need to • Sarasota County Government hire architect or engineer to develop designs.

Issue #3: Special Needs Long-term Assistance 1) Develop contingency plans to support extended special needs long-term assistance.

Ongoing

CIP = Capital Improvement Program EOC = Emergency Operations Center ESF = Emergency Support Function; FDOT = Florida Department of Transportation FEMA = Federal Emergency Management Agency FPL = Florida Power & Light GIS = geographic information system

72 _

Existing policy

• Sarasota County Government

Staff time

HMGP = Hazard Mitigation Grant Program LMS = Local Mitigation Strategy MPO = Metropolitan Planning Organization SCAT = Sarasota County Area Transit TBARTA = Tampa Bay Area Regional Transportation Authority TBD = to be determined.

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6.3 INFRASTRUCTURE, PUBLIC FACILITIES AND PUBLIC SAFETY POST-DISASTER ACTION PLAN

Pre-Disaster Action

Estimated Timeframe

Mechanism for Implementation

Lead Implementing Agency

Potential Resources or Funding

Infrastructure Issue #1: Transportation Repair/Mitigation/Improvement 1) In any major redevelopment of streets after a disaster, consider opportunities for making the streets more pedestrian and alternative transportation-friendly.

New procedure

• Sarasota County Government • Sarasota/Manatee MPO • TBARTA • FDOT

Staff time

2) Incorporate mitigation techniques into reconstruction designs. Identify road network improvements. Coordinate with LMS projects to elevate evacuation routes. Create secondary parallel to major arterials as alternatives.

New procedure

• Sarasota County Government

HMGP

3) Include Solid Waste and Emergency Services/Public Safety Agencies in discussions concerning the redevelopment of roadways to better accommodate garbage collection vehicles.

New procedure

• Sarasota County Government

Staff time

DRAFT

4) Based on damage assessment prioritize short and long term infrastructure improvements and determine which capital improvement projects have been interrupted and need to be attended to immediately.

Short term disaster Event (30 days – 2 years)

Existing procedure

• Sarasota/Manatee MPO

Staff time

Issue #2: Potable Water, Sewer, Stormwater Systems Repair/Mitigation/Improvement 1) Adopt a sequence of priorities to determine which infrastr ucture in which locations will be repaired first.

Short term disaster Event (30 days – 2 years)

New procedure

• Sarasota County Government

Staff time

Issue #3: Coordination with Power, Natural Gas, and Telecom Company Restoration 1) In any major redevelopment of streets after a disaster, consider opportunities for making the streets more pedestrian and alternative transportation-friendly. 2) Plan to bury power and telecom lines where appropriate.

Short term disaster Event (30 days – 2 years)

New procedure

• Sarasota County Government

Staff time; location; supplies

New procedure

• FPL • Comcast Communications • Verizon Communications • Sarasota County Government

HMGP

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Post-Disaster Action

Estimated Timeframe

Mechanism for Implementation

Lead Implementing Agency

Potential Resources or Funding

Public Facilities Issue #1: Debris Management 1) Work with Environmental Subgroup during debris removal process to ensure that debris in local waterways does not have lasting environmental affects.

New procedure

• Sarasota County Government

Staff time

2) Identify debris staging/reduction sites. Avoid sitting near environmentally sensitive areas or areas where debris operations could hamper other redevelopment measures, such as, but not limited to, temporary housing sites.

Short term disaster event to 30 days

Existing procedure

• Sarasota County Government

Staff time

3) Coordinate with debris removal contractors to ensure that damage to historic properties and archaeological sites are avoided and incorporate information gained into the county debris management plan.

Short term disaster Event (30 days to 2 years)

Existing procedure

• Sarasota County Government

Staff time

4) Promote recycling of surplus materials from reconstruction activities. Ensure extra construction materials are not put in with debris and adequate recycling facilities are part of the post-disaster debris removal.

Ongoing, no end date

Existing procedure

• Sarasota County Government

Staff time

5) Debris assessment.

Short term disaster event to 30 days

Existing procedure

• Sarasota County Government within unincorporated areas

Contractor and in-house staff

6) urisdictions coordinate with respective commissions and FEMA for direction and approval for public/private road debris removal.

Short term disaster event (30 days to 1 year)

Existing policy Existing procedure

• Sarasota County Government

In-house staff

7) Temporary debris management site locations/permitting - selection and opening of sites.

Short term disaster event (30 days to 1 year)

Existing procedure

• Sarasota County Government

Contractor and in-house staff

8) Deployment of debris removal contractors and debris monitors.

Notified prior to incident/event. Operations begin as soon as possible

Existing policy Existing program Existing procedure

• Sarasota County Government

Contractor and in-house staff

DRAFT

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Post-Disaster Action

Estimated Timeframe

Mechanism for Implementation

Post-Disaster Redevelopement Plan

Lead Implementing Agency

Potential Resources or Funding

Issue #1: Debris Management Continued from page 68 9) Final disposal locations and closure procedures.

Short term disaster event (30 days to 1 year)

Existing policy Existing procedure

• Sarasota County Government

Contractor and in-house staff

10) Update jurisdiction’s debris management plan to reflect changes in policy, procedure.

Ongoing, no end date

Existing policy Existing procedure

• Sarasota County Government

Staff time, district budget

11) Work with the Florida Department of Environmental Protection to "preapprove" potential temporary debris storage and reduction sites.

Ongoing, no end date

Existing policy Existing procedure

• Sarasota County Government

Staff time, district budget

12) Renew the contracts with the debris removal and debris monitoring companies prior to expiration.

Ongoing, no end date

Existing policy Existing procedure

• Sarasota County Government

Staff time, district budget

13) Accurately capture all debris clearance and removal documentation to ensure the ability to recover all eligible expenses under the disaster declaration.

Short term disaster event (30 days to 1 year)

Existing procedure

• Sarasota County Government

Public Assistance Program

14) Obtain right-of-way access authorizations in gated communities and privately owned roads.

Ongoing, no end date

Existing policy Existing procedure

• Sarasota County Government

Staff time, district budget

15) Identify and work with appropriate state and federal agencies to recover expenses incurred in debris removal from navigable and other waterways.

Ongoing, no end date

Existing policy Existing procedure

• Sarasota County Government

Staff time, district budget

DRAFT

within unincorporated areas

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Post-Disaster Action

Estimated Timeframe

Mechanism for Implementation

Lead Implementing Agency

Potential Resources or Funding

Issue #2: Public Facility Structure Repair/Mitigation 1) Consider relocating damaged facilities to less vulnerable locations to avoid repetitive damage.

New procedure

• Sarasota County Government Staff time; HMGP;

2) Look for opportunities to incorporate mitigation techniques when rebuilding facilities in their current locations.

New procedure

• Sarasota County Government Staff time; HMGP;

Flood Mitigation Assistance Program; Public Assistance Grant Program. Flood Mitigation Assistance Program; Public Assistance Grant Program.

3) Rebuild facilities to greater than minimum code requirements.

Ongoing, no end date

Existing procedure

4) Identify locations outside of FEMA high hazard or storm surge zones for reconstruction eitherpost-disaster, or as facilities are replaced; or elevate structure above base flood level.

Ongoing, no end date to 2 years

Existing policy

5) Examine opportunities for expanding occupancy use at new facilities(i.e., colocating city departments, sharing space with county/state/federal agencies).

Ongoing, no end date

Existing procedure

• Sarasota County Government

Staff time

Short term disaster event 30 days to 2 years

New procedure

• Sarasota County Government

Staff time

Flood Mitigation Assistance Program; Public Assistance Grant Program.

• Sarasota County Government

DRAFT

6) Modify zoning to allow temporary housing to be sited near infrastructure facilities for employees and transient workers that may be recruited during redevelopment (see related action in Chapter 5).

76 _

Staff time

_ 2014

Post-Disaster Action

Estimated Timeframe

Mechanism for Implementation

Post-Disaster Redevelopement Plan

Lead Implementing Agency

Potential Resources or Funding

Issue #3: Public Transit Restoration, Adaptation to New Needs 1) Incorporate changes into reconstruction plans that make roads better suited for public transportation.

Short term disaster event 30 days to 5 years

New procedure

• Sarasota County Government

Staff time

2) Realign bus routes to account for shift in population and/or newly constructed temporary housing complexes.

Short term disaster event 30 days to 2 years

New procedure

• Sarasota County Government

Staff time

3) Increase public transit fleet to account for increased usage due to lack of personal vehicles damaged/destroyed during storm, increased ridership.

Short term disaster event 30 days to 2 years

Resource Request to State • Sarasota County Government Staff time, Public Assistance Program.

DRAFT

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6_Infrastructure, Public Facilities and Public Safety

Post-Disaster Action

Estimated Timeframe

Mechanism for Implementation

Lead Implementing Agency

Potential Resources or Funding

Public Safety Issue #1: Public Safety Services Levels Reestablished Throughout County 1) Work with emergency equipment manufacturers and vendors to expedite replacement vehicles and equipment.

Short term disaster event 30 days to 1 year

Ongoing

• Sarasota County Government

Staff time

2) Adjust response assignments to compensate for reduced number of apparatus available for emergencies.

Short term disaster event to 30 days

Existing procedure

• Sarasota County Government

Staff time

Issue #2: Location of Public Safety Facilities 1) Consider relocating damaged facilities to less vulnerable locations to avoid repetitive damage.

New procedure

• Sarasota County Government Staff time; HMGP;

Flood Mitigation Assistance Program; Public Assistance Grant Program.

Issue #3: Special Needs Long-term Assistance

DRAFT

1) Launch public outreach campaign focused on re-entry and long-term disaster issues pertinent to senior citizens and other special needs populations.

Ongoing, no end date

EOC = Emergency Operations Center ESF = Emergency Support Function FDOT = Florida Department of Transportation Florida Power & Light FPL = HMGP = Hazard Mitigation Grant Program MPO = Metropolitan Planning Organization TBARTA = Tampa Bay Area Regional Transportation Authority.

78 _

New procedure

• Sarasota County Government Staff time; marketing materials.

_ 2014

Post-Disaster Redevelopement Plan

7 Economic Redevelopment The ability of a community’s economy to rebound after a disaster will shape its entire recovery efforts and be a major determinant in the time it takes for the community to redevelop. Punta Gorda experienced problems with economic recovery following Hurricane Charley in 2004. Its unemployment rate spiked after the hurricane – This downtown structure in Punta Gorda suffered major damage during Hurricane Charley. (Photo by MarkWolfe, FEMA.) increasing 2.2 percentage points a month after the disaster and slowly decreasing back to pre-hurricane rates over the following year. Lee County experienced a $14-million loss in tourism due to Hurricane Charley (Neal, 2005). Sarasota County’s economy is highly vulnerable to a disaster, with its concentration of tourism-related jobs and businesses. The return of jobs, tourism and other indicators of economic health is intertwined with housing recovery, infrastructure restoration and public service provision. Economic recovery and redevelopment is a complicated issue that is not easily conducted through traditional government action. It requires participation from the private sector. Consideration must be given to the different obstacles to recovery that small businesses will have, the decisions large employers must make about possibly relocating, and opportunities to recruit new jobs to fit the changed workforce and market conditions after a major disaster. For example, reestablishing lost lodging units post-disaster is a priority given importance of the tourism industry to Sarasota County.

DRAFT

7.1 ECONOMIC REDEVELOPMENT GOAL

7.2 ECONOMIC REDEVELOPMENT ISSUES

Sarasota County will support the local business community, work to restore tourism and the industries that provide a high quality of life for residents, and develop new sustainable economic opportunities to adjust to changing circumstances after a disaster.

1. Business resumption and retention – Resumption of existing local businesses is key to the county’s economic recovery. As with residents, if businesses do not feel a sense of connection to the community or fear recovery will not be successful, they could relocate their business elsewhere after a disaster.

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7_Economic Redevelopment Small businesses, which compose a majority of those in Sarasota County, are more likely than large businesses to either never reopen after a major disaster or fail shortly after reopening. The county can work with the private sector to assist in retaining healthy businesses through actions such as pre-planning communication, business continuity planning education, facilitate financial assistance when available and temporary business space.

period reopening neighborhood doctor offices and clinics and maintaining hospital operations with reduced staff and inadequate financial assistance.

5. Opportunities to sustainably restore economic vitality – Inevitably, some large and small businesses that receive a significant amount of damage are going to fail or choose to relocate after a major disaster. It is possible that the market and workforce for certain businesses may decrease or disappear 2. Identification of most vulnerable industries/ due to financial troubles and population changes. employers and prioritization for recovery – Some Some residents may not return, and those who major industries, such as tourism, are particularly replace them may not have the same occupational vulnerable to disasters. Some vulnerable industries skills or background. Ideally, a community would also may be a keystone to the local economy, have a diverse spectrum of businesses so that if one affecting businesses that were not directly impacted industry is severely impacted by a disaster, it will by the disaster. The decline of vulnerable major not affect the majority of the workforce. Efforts to employers, even if temporary, could cause a high diversify the local economy with industries that are rate of unemployment and economic turmoil. By not as vulnerable to disasters can be integrated into attempting to project which industries will be hardest ongoing economic development activities. Current hit and what interdependencies of recovery are tied economic development plans have identified key up with these industries, the county and its partners sectors as targets for diversification efforts and those can better prepare for potential economic impacts should be analyzed for their vulnerability. and prioritize methods of assistance. Given the importance of mobility to economic vitality,

DRAFT

3. Workforce retention – Population return to the county is important for retaining the workforce that supports those businesses. Actions such as ensuring that schools reopen and childcare is available, allowing temporary onsite housing for employees, and communication of the county’s post-disaster plan can assist in getting employees back to jobs as soon as businesses reopen.

4. Assistance to hospitals and healthcare providers for rapid reopening – A key economic sector for recovery efforts that may need special attention is the number of healthcare providers. These local businesses provide a much needed public service after a disaster but often have trouble meeting payroll and keeping up with demand while also dealing with repairs and rebuilding. Even during normal times, retaining quality healthcare professionals can be difficult. After Hurricane Katrina, many communities, most notably New Orleans, had an extremely difficult time in the early recovery 80 _

priority will be given to restoring major transportation infrastructure, such as Sarasota-Bradenton International Airport, Interstate 75 and area bridges. Economic recovery will also require the restoration of data, networking and communications infrastructure.

6. Tourism renewal/image marketing – One in five jobs in Sarasota County is supported by tourism. It is likely that tourists will be apprehensive about planning vacations in Sarasota County after hearing about the destruction of a disaster. Residents and businesses also may be concerned about returning depending on the degree of damage. Many communities that have experienced disasters have turned to marketing campaigns to build public confidence in the recovery efforts and advertise the community as it opens back up for business. These marketing campaigns will require, in particular, the restoration of iconic tourism destinations.

_ 2014

Post-Disaster Redevelopement Plan

7.3 ECONOMIC REDEVELOPMENT PRE-DISASTER ACTIONS PLAN

Pre-Disaster Action

Estimated Mechanism for Timeframe Implementation Start Duration

Lead Implementing Agency

Potential Resources or Funding

Issue #1: Business Resumption and Retention Continued 1) Conduct a survey of county businesses to gauge the level of preparedness and determine that businesses have continuity plans, information technology back-up, and adequate insurance, including interruption insurance. Use survey to advertise upcoming business continuity assistance.

6 months

Existing program

2) Set up a business credentialing program that would allow a trained member of a business to re-enter a damaged area prior to the general public in order to assess damage and gauge timing of business resumption. The credentialing program could include training on assessing building safety. Other counties in Florida have been working on such efforts (Palm Beach and Miami-Dade could provide information). EDC has damage assessment form for business to report to ESF 18.

8 months

New policy – CEMP New procedure

3) Business continuity planning – provide professional assistance through distribution of how-to materials,workshops and a business mentoring program. Use disaster scenarios (work with county Emergency Management) to help businesses judge what damage they might face and whether they are prepared. Advise businesses on options for reopening and if their services may not be needed after a disaster, consider options to keep their business from failing. Outreach should be targeted based on assessment of high risk locations and sectors.

Ongoing program

• Sarasota County EDC • Chambers of Commerce

• County Emergency Management

• County Office of Business and Economic Development

DRAFT New program

• COBA • Greater Sarasota Chamber • Englewood Chamber • Longboat Key Chamber • Northport Chamber • Siesta Key Chamber • Venice Area Chamber

Staff time

Businesses could pay a fee for each employee they want to be credentialed. There also may be small grants through DHS that could be used for program setup costs.

Chambers of Commerce can coordinate volunteers through COBA; EDC, TBRPC, and other organizations might provide materials and technical assistance. SCORE might assist in advising businesses and holding workshops.

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7_Economic Redevelopment

Pre-Disaster Action

Estimated Mechanism for Timeframe Implementation Start Duration

Lead Implementing Agency

Potential Resources or Funding

Issue #1: Business Resumption and Retention Continued 4) Encourage the creation of on-site employee disaster housing at major employers by creating procedures for temporary permitting and criteria for approval of employee on-site temporary housing that can be adopted intocounty and city codes.

1 year

New policy – LDR New procedure

• Sarasota County Planning

Staff time

and Development Services

• City of Sarasota

Neighborhood and Development Services

• City of Venice Planning and

Zoning Department; City of North Port Planning, Zoning and Engineering Department

• Town of Longboat Key

Planning and Zoning Division

5) Provide temporary space colocated as business recovery centers for insurance adjusters, loan agents, business counselors, real estate agents, local government permitting staff and other business resumption/ recovery service providers. This will provide businesses with a one-stop shop, and those providing services with an immediate venue.Pre-disaster component: secure agreement with organizations and companies that would provide the services where they will operate in county-provided business recovery centers.

4 months

6) Continue outreach to let Sarasota County businesses know their needs are represented in the EOC after a disaster by County Office of Business and Economic Development staff. Develop communications procedures for businesses to share information with County Office of Business and Economic Development and vice versa.

Ongoing program

New policy – CEMP New procedure

• County Emergency

Management • County Office of Business and Economic Development

Staff time to secure an agreement. Donations from office supply companies may be sought to help with supplies for temporary centers.

DRAFT

82 _

Existing program

• County Emergency

Management • County Office of Business and Economic Development

Existing outreach outlets from various groups can be used (newsletters). Post-disaster communication procedures can be advertised via Twitter or email (ESF#18@scgov.net).

_ 2014

Pre-Disaster Action

Estimated Mechanism for Timeframe Implementation Start Duration

Post-Disaster Redevelopement Plan

Lead Implementing Agency

Potential Resources or Funding

Issue #1: Business Resumption and Retention Continued 7) Look for grants or loan programs to assist businesses in minimizing business interruption losses by installing a generator. Consider application of renewable energy to supplement or replace fossil fuel generators. Counsel businesses so that only those that can appropriately reopen quickly after a storm are investing in generators. Businesses located in structures that will be flooded or with services that are not needed during short-term recovery should not be eligible for this assistance.

1 year

8) Work with the PDRP Infrastructure Subgroup to determine if business centers can be a high priority in sequencing of infrastructure restoration, repairs and mitigation projects.

1 year

9) Determine whether higher education institutions are prepared with plans for class resumption under various disaster scenarios. Timing students’ return will be important for some businesses in the county. Encourage development of disaster-resilient university plans (see FEMA guidance).

1 year

New program

• EDC and County and City

Economic Development staff to provide information on opportunities to businesses not associated with local chambers

Staff time

• Chambers to assist member businesses

New policy – CEMP

• County Emergency Management

DRAFT New policy – LMS

• County Emergency

Management through LMS Working Group to reach out to area educational institutions

Staff time to secure an agreement. Donations from office supply companies may be sought to help with supplies for temporary centers. FEMA Pre-Disaster Mitigation Grants can be applied for to develop hazard mitigation plans for universities and colleges.

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7_Economic Redevelopment Estimated Mechanism for Timeframe Implementation Start Duration

Pre-Disaster Action

Lead Implementing Agency

Potential Resources or Funding

Issue #1: Business Resumption and Retention 10) Look for funding sources that could be used to pay for an Economic Recovery Coordinator position that would transition business recovery assistance when the ESF 18 is deactivated.

6 months

New procedure

11) Expedited permitting processes can be put in place for businesses to rebuild damaged facilities as appropriate (see Chapter 5 for additional information). Consider whether commercial and industry permit applications could be rushed or handled separately from home repairs. For example, rebuilding lodging units and tourism icons could be critical for the tourism industry.

1 year

New policy – CEMP

12) Look into ability to permit companies in low-risk areas to provide temporary comfort services to their employees duringshort-term recovery to allow for easier business resumption (provide temporary trailer hookups so that showers or other victim needs can be met during electrical and other utility outages).

1 year

• County Office of Business and

FEMA and SBA may assist in locating eligible funding sources for a temporary recovery position.

• County Emergency

Staff time to secure an agreement. Donations from office supply companies may be sought to help with supplies for temporary centers.

Economic Development

Management

DRAFT

84 _

New policy – LMS

• County Emergency

FEMA Management through LMS Pre-Disaster Working Group to reach out to Mitigation Grants area educational institutions can be applied for to develop hazard mitigation plans for universities and colleges.

_ 2014

Pre-Disaster Action

Estimated Mechanism for Timeframe Implementation Start Duration

Post-Disaster Redevelopement Plan

Lead Implementing Agency

Potential Resources or Funding

Issue #2: Identification of Most Vulnerable Industries and Priority Industries/Employers for Recovery 1) Look into setting up a predisaster business assessment to pre-qualify businesses that are apriority for recovery (those that other businesses depend on, are a major employer or contributor to the local economy, or provide a necessary service to the community during recovery). Approach these businesses to determine what kind of assistance they might need from local government (pre-approval of plans to rebuild buildings that are likely to be damaged, streamlined permitting, etc.).

1 year

New procedure

• Economic Development

2) Conduct a study of industry vulnerability in Sarasota County to determine the percent of workforce that will be severely impacted by disaster.

6 months

New procedure

• Economic Development

Corporation of Sarasota County • County and City Economic Development staff

Corporation of Sarasota County • Suncoast Workforce Board

DRAFT

Pre-Disaster Action

Estimated Mechanism for Timeframe Implementation Start Duration

Lead Implementing Agency

Staff time

Staff time; a current study being conducted by Tampa Bay Partnership may assist in this assessment.

Potential Resources or Funding

Issue #3: Workforce Retention 1) Work with area community colleges and vocational schools (including nearby counties in case of severe damage to Sarasota County) to plan postdisaster training programs, like the Florida Rebuilds Initiative, for construction trades and other jobs that will be available during recovery. Plans should include an outreach strategy, funding sources, and ways to connect trainees to employers efficiently. County residents who find themselves unemployed after the disaster would be given first opportunity to enroll in the training programs.

2 years

New program

• Suncoast Workforce

Staff time to reach out to area vocational schools.

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7_Economic Redevelopment

Pre-Disaster Action

Estimated Mechanism for Timeframe Implementation Start Duration

Lead Implementing Agency

Potential Resources or Funding

Issue #3: Workforce Retention continued 1) Work with area community colleges and vocational schools (including nearby counties in case of severe damage to Sarasota County) to plan postdisaster training programs, like the Florida Rebuilds Initiative, for construction trades and other jobs that will be available during recovery. Plans should include an outreach strategy, funding sources, and ways to connect trainees to employers efficiently. County residents who find themselves unemployed after the disaster would be given first opportunity to enroll in the training programs.

2 years

New program

• Suncoast Workforce

Staff time to reach out to area vocational schools.

DRAFT

2) Set up procedures for businesses that will be delayed in reopening so they may loan their employees to companies with increased staffing needs post-disaster. Managers of these companies could be prepared pre-disaster with employee information needed by temp agencies or Suncoast Workforce to place employees in temporary positions so that they are first in line for temporary reemployment. Overwhelmed local government offices may provide information on skills needed for temporary staff increases to speed matching of temp staff after a disaster.

1 year

New procedure

• Suncoast Workforce

Staff time

3) Assess locations of school and childcare facilities and identify highest-risk providers as well as those with extra capacity in low-risk locations. Develop a plan to provide adequate daycare and after school programs post-disaster.

1 year

New program

• Sarasota County School

Staff time

86 _

District

• Early Learning Coalition

_ 2014

Pre-Disaster Action

Estimated Mechanism for Timeframe Implementation Start Duration

Post-Disaster Redevelopement Plan

Lead Implementing Agency

Potential Resources or Funding

Issue #3: Workforce Retention 4) Establish an approved, centralized donation and volunteer management online system in advance that would enable quick response with volunteers (requests and offers) and financial and other types of donations.

Pre-Disaster Action

1 year

New program

Estimated Mechanism for Timeframe Implementation Start Duration

Staff time

Lead Implementing Agency

Potential Resources or Funding

Issue #4: Assistance to Hospitals and Healthcare Providers for Rapid Reopening 1) Develop permitting procedures for temporary medical facilities to set up on the property or at nearby walk-in clinics and healthcare centers.

3 months

New procedure

• Sarasota County Health Department

Staff time

• Sarasota County Planning

DRAFT and Development Services

• City of Sarasota

Neighborhood and Development Services

• City of Venice Planning and Zoning Department

• City of North Port Planning, Zoning, and Engineering Department

2) Assist healthcare businesses in developing continuity plans specific to their services and the increased need that may result after a disaster.

Ongoing

New program

• Sarasota County Health Department

• COBA

The Health Department, members of SCORE with healthcare experience, and other healthcare providers in the region can be asked to volunteer time to advise clinics, medical offices and pharmacies.

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7_Economic Redevelopment

Pre-Disaster Action

Estimated Mechanism for Timeframe Implementation Start Duration

Lead Implementing Agency

Potential Resources or Funding

Issue #4: Assistance to Hospitals and Healthcare Providers for Rapid Reopening 3) Establish a coalition of professional organizations to devise a strategy to organize and increase recruitment efforts of medical and healthcare personnel after a disaster.

6 months

New procedure

• Sarasota County Health

Staff time

4) Assess healthcare businesses to determine those most capable to rapidly reopen. Create mutual aid agreements so that medical professionals who work in offices damaged by the disaster or that will be less in need can augment staff at medical facilities that are most likely to rapidly reopen.

Ongoing

New procedure

• Sarasota County Health

Assessments and agreements should be revisited on an annual basis before hurricane season begins. Use business continuity planning guidance. Healthcare businesses could be asked to do selfassessments.

Department

DRAFT Pre-Disaster Action

Estimated Mechanism for Timeframe Implementation Start Duration

Lead Implementing Agency

Potential Resources or Funding

Issue #5: Opportunities to Sustainably Restore Economic Vitality continued 1) Provide focused outreach on the PDRP to the business community so that they understand its purpose. Workshops rolling out the PDRP can be combined with business continuity informational workshops presented by local Chambers but open to all businesses. The roll-out should clearly explain roles and responsibilities between public and private participants in the plan.

88 _

1 year

New program

• COBA • Greater Sarasota Chamber • Englewood Chamber • Longboat Key Chamber • Northport Chamber • Siesta Key Chamber • Venice Area Chamber • Economic Development Corporation of Sarasota County

Staff time, grants, or donations for workshop materials could be pursued.

_ 2014

Pre-Disaster Action

Estimated Mechanism for Timeframe Implementation Start Duration

Post-Disaster Redevelopement Plan

Lead Implementing Agency

Potential Resources or Funding

Issue #5: Opportunities to Sustainably Restore Economic Vitality 2) Work with the county and city planning departments and county Emergency Management to determine if adequate space for commercial and industrial land use is available in low-risk areas of the county (outside high-return probability storm surge, flood zones and projected sea level rise areas). Begin encouraging companies that are locating to the county to take advantage of low-risk locations or to include hazard mitigation techniques in structures in highrisk zones.

1 year

New policy

• Economic Development

Staff time

3) Organize a task force to explore the feasibility of attracting businesses to the county that will not be severely impacted by a disaster. Include disasterresilient industries in the next update to the economic development strategic plan. Analyze existing target industries (EDC 5-year plan platforms and county priority sectors) for their vulnerability as well as for their potential to help respond.

1 year

New policy

• Economic Development

Staff time

4) Explore incentives for companies wishing to relocate within the county to lower risk locations.

1 year

Corporation of Sarasota County

DRAFT

5) Review existing incentive strategies for their impact on risk. Consider strategies such as tiered incentives to encourage locating in places that are at less risk.

• County and City Economic Development staff

New policy

• Economic Development

Staff time, grants or other funding allocation.

• County and City Economic

Staff time, grants or other funding allocation

Corporation of Sarasota County

Development staff, Economic Development Corporation of Sarasota County

• County and City Planning staff

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7_Economic Redevelopment

Pre-Disaster Action

Estimated Mechanism for Timeframe Implementation Start Duration

Lead Implementing Agency

Potential Resources or Funding

Issue #6: Tourism Renewal/Image Marketing 1) Identify the bed capacity of condos used for tourism accommodations in high-risk areas and any other tourism businesses that may be affected by rebuilding policies after a disaster. Develop policies addressing those vulnerable lodging units, recognizing the importance of the tourism industry.

6 months

2) Identify a strategy for businesses that are substantially damaged from a storm and would not be able to rebuild. Determine if these businesses could be compensated. Examples include waivers on limited nonsafety related building regulations, through transfer of development rights or other appropriate means. Work with specific businesses, such as condo associations providing tourism accommodations.

1 year

Existing policy

• Sarasota County Tax Collector • Sarasota County Coastal

Staff time

• Visit Sarasota • Sarasota County Planning

Staff time

Resources

Existing policy

and Development Services

• City of Sarasota

Neighborhood and Development Services

• City of Venice Planning and

Zoning Department; City of North Port Planning, Zoning, and Engineering Department

DRAFT • Town of Longboat Key

Planning and Zoning Division

3) Regularly update the tourism crisis communication and advertising plans that have been developed by Visit Sarasota County. Review the advertising options developed in 2009 to ensure they are current with the overall tourism brand. Research successful publicity campaigns were used in other locations to attract tourism after a major disaster.

6 months

Existing program

4) Map tourism icons (including accommodations that serve them) that deserve priority attention during redevelopment to bring tourists back in to the area as soon as possible (the French Quarter was still viable for tourism despite slow recovery in the rest of New Orleans). Work toward restoring tourism icons with a goal that they are welcoming visitors by the 1-year anniversary of the disaster. Develop specific recovery plans for these areas, which may include downtown Sarasota, downtown Venice, Ringling Museum, St. Armands Circle, Lido Key, Siesta Key Village and all public beaches.

2 years

New policy

90 _

• Visit Sarasota

• Visit Sarasota • County and City Economic Development staff

• Chambers and/or Community Redevelopment Agencies in these areas

Staff time

Staff time and grant opportunities can be researched.

_ 2014

Post-Disaster Redevelopement Plan

Economic Redevelopment Pre-Disaster Action Plan CEMP COBA

= Comprehensive Emergency Management Program; = Coalition of Business Associations;

DHS EDC

= Department of Homeland Security; = Economic Development Corporation;

EM EOC

= Emergency Management; = Emergency Operations Center;

ESF

= Emergency Support Function;

FEMA

= Federal Emergency Management Agency;

FL EMPA = Florida Emergency Management Preparedness Assistance; LDR = Land Development Regulations; LMS

= Local Mitigation Strategy;

PDRP SBA

= Post-Disaster Redevelopment Plan; = Small Business Association;

SCORE TBRPC

= Volunteer business counseling; and = Tampa Bay Regional Planning Council

DRAFT

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7_Economic Redevelopment 7.4 ECONOMIC REDEVELOPMENT POST-DISASTER ACTION PLAN Post-Disaster Action

Estimated Timeframe

Mechanism for Implementation

Lead Implementing Agency

Potential Resources or Funding

Issue #1: Business Resumption and Retention 1) Open up business recovery centers after a disaster to provide aid to local businesses and the unemployed. Provide temporary office space colocated as business recovery centers for insurance adjusters, loan agents, business counselors, real estate agents, local government permitting staff and other business resumption/ recovery service providers so that businesses have a one-stop shop, and those providing services have an immediate venue.

Short term disaster event 30 days to 1 year

New procedure

2) Counsel businesses on when they should reopen. Studies have shown that many small businesses use up reserves and personal credit by opening before the customer base or need for their service/product has returned. Business Recovery Centers can offer counseling services to aid in judging when they should reopen or if alternative services/products can be offered during the recovery period as an interim business. Volunteers counseling the businesses would have access to recovery progress statistics through County Office of Business and Economic Development. See also Workforce Retention action on temporary re-employment

Short term disaster event 30 days to 1 year

New Program

3) Provide vacant office/warehouse space for struggling businesses whose structures were severely damaged at a subsidized cost for a limited time during recovery. Prioritize businesses that are given this assistance – criteria can include: if business service is applicable in the post-disaster period; job retention in the community; dependency of other local businesses on that business; degree of hardship; and eligibility for loans or other assistance.

Short term disaster event 30 days to 5 year

New Program

• County Emergency Management,

• County Office of Business

and Economic Development

• Suncoast Workforce • Career Edge

• COBA or SCORE • Volunteers, EDC, and

Suncoast Workforce has a number of one-stop shop locations that could be used. Chambers may also provide space already regionally distributed. Additional locations could be obtained in vacant retail or business park space by working with real estate agencies

Staff and volunteer time.

Chambers staff would provide counseling services. • County and city economic development staff.

DRAFT

92 _

• EDC in coordination with

County Office of Business and Economic Development

EDC already works with realtors to locate temporary business space through annual agreements. Small Business Administration or private donations may be options for funding subsidies on rent. Local property managers may provide discounts on vacant space for limited periods in exchange for advertising that would come from helping the community's recovery.

_ 2014

Post-Disaster Action

Estimated Timeframe

Mechanism for Implementation

Post-Disaster Redevelopement Plan

Lead Implementing Agency

Potential Resources or Funding

Issue #1: Business Resumption and Retention 4) Staff an Economic Recovery Coordinator position to transition business recovery assistance when ESF 18 is deactivated.

1 year to 5 years

New program

• Economic Development Corporation of Sarasota County

Funding to be determined for temporary position.

• OBED

Issue #2: Identification of Most Vulnerable Industries and Priority Industries/Employers for Recovery 1) Concentrate efforts on implementing redevelopment efforts on priority industries and employers as identified pre-disaster. Hold workshops to address issues pertinent to particularly vulnerable industries.

Short term disaster event 30 days to 2 years

New program

• Sarasota County Emergency Management

Staff time and contractual services and media funding

Issue #3: Workforce Retention 1) Work with school and childcare systems to ensure provision of adequate day care and after-school programs for working parents as soon as possible after an event. Provide assistance to facilities that typically provide this service so they can quickly recover from damages.

Short term disaster event 30 days to 1 year

New Program

2) Work with the PDRP Infrastructure Subgroup and SCAT to ensure that public transportation is available along routes of temporary housing, intact neighborhoods and business centers. Closed roads and rebuilding congestion may make travel by car more difficult during the first year or two of recovery. Financial hardship from the storm may make more working individuals dependent on public transportation. Also consider workforce needs from surrounding counties (Charlotte County) and coordinate with regional MPOs.

Short term disaster event 30 days to 1 year

Existing policy

• Sarasota County School District

Staff time.

• County Emergency

DRAFT Management

• SCAT

Funding may be needed to provide additional routes and extended schedules.

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7_Economic Redevelopment

Post-Disaster Action

Estimated Timeframe

Mechanism for Implementation

Lead Implementing Agency

Potential Resources or Funding

Issue #3: Workforce Retention 3) Work with local employers to determine skill sets needed for open positions and help match unemployed residents to local available work. The workforce and available work after a disaster may be mismatched for a number of reasons, including fewer workers due to evacuated businesses not being viable in the post-disaster economy, and an increase in construction-related work caused by rebuilding that was otherwise decreasing in recent years.

Short term disaster event 30 days to 5 year

Existing program

4) Develop an outreach campaign to reassure residents that it is safe to return to the county when repopulation is appropriate, and keep them informed of progress being made on quality-of-life indicators. Efforts should be made to ensure that the reasons residents like to live in the county are part of the recovery efforts (parks, beaches, cultural events, etc.).

Short term disaster event 30 days to 5 year

New Program

• Suncoast Workforce

• Sarasota County

Communications • Visit Sarasota can share its tourism campaign with the county to adapt for use for residents

DRAFT

Staff time.

Staff time, contractual services and media funding

Issue #4: Assistance to Hospitals and Healthcare Providers for Rapid Reopening 1) Ask healthcare providers who officers were not damaged to offer temporary space for neighborhood medical centers if the hospital and clinics are over capacity.

Short term disaster event 30 days to 1 year

New policy

• Sarasota County Health

2) Funnel additional resources, labor and funding that will be coming into the county after a disaster to indigenous providers. This will provide the opportunity to enhance capabilities during recovery, which will hopefully lead to permanent improvements and temporary service increases or satellite locations..

Short term disaster event 30 days to 5 year

New policy New procedure

• Sarasota County Health

94 _

Department

Mutual aid agreements between doctor offices and associations could be negotiated if there is a need.

Staff time.

_ 2014

Post-Disaster Action

Estimated Timeframe

Mechanism for Implementation

Post-Disaster Redevelopement Plan

Lead Implementing Agency

Potential Resources or Funding

Issue #5: Opportunities to Sustainably Restore Economic Vitality 1) Provide business incubators and entrepreneurial support in areas of the county that do not sustain damage and are low risk for any natural hazards. Offer these incubators to any business that would be a disasterresilient addition to the local economy.

Disaster event 2 to 5 years

New program

• Economic Development Corporation of Sarasota County

• Sarasota County Technical Institute (SCTI

Local or state economic development funding redirected to focus on recruitment that will be sustainable. SCTI already has some incubator office space.

2) Offer incentives to disaster-resilient businesses to relocate to Sarasota County.

Ongoing, no end date

• Economic Development

Local or state economic development funding redirected to focus on recruitment that will be sustainable considering hazard risks in the county.

3) Give priority to restoring major transportation infrastructure and data, networking and communications infrastructure.

Ongoing, no end date

• FDOT, Sarasota County,

Staff time and capital costs from various sources. .

Corporation of Sarasota County

Sarasota-Bradenton Airport Authority

• Private data and

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Issue #6: Tourism Renewal/Image Marketing

1) Immediately begin tourism messaging as outlined in VSC Disaster Plan and Crisis Communication Plan.

Ongoing, no end date

Existing program.

• Visit Sarasota • Sarasota County

Communications Department

Staff time; marketing materials coordinating with Visit Sarasota.

Work Cited Neal, Robert. Impacts of Hurricane Charley on the Southwest Florida Coastline Focusing on Lee County. Publication. Ft. Myers, FL: Lee County

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8 Environmental Restoration Sarasota County’s environment is one of its greatest resources. Under routine circumstances, the county’s natural systems provide us with access to landscapes, waters and wildlife for our appreciation and recreation. While our community has consistently demonstrated a strong environmental ethic, many people are unaware of the broad range of benefits we get from the environment, and why it is necessary to protect it in times of calm and ensure its recovery after emergent events. Natural systems in the environment provide a suite of benefits to people termed “ecosystem services” (Figure 1). Intact, healthy Regulating Services Cultural Services Provisioning Services and functional natural systems do Products optained Nonmaterial Products optained from regulation of benifits obtained from ecosystems a better job than impacted or ecosystem processes from ecosystems  Food Fresh water Climate regulation    Food degraded systems at providing  Fiber  Disease regulation  Fresh water  Biochemicals  Water regulation  Fiber human benefit and supporting  Genetic resources  Water purification  Biochemicals  Pollination  Genetic resources wildlife. They are also more durable and require less maintenance than Supporting Services Services necessary for the production of all other ecosystem services engineered solutions designed to  Soil formation  Nutrient cycling  Primary productions provide similar functions (i.e., Figure 1: Ecosystem Services provided by natural systems (http://www.unep.org/ maweb/documents/document.300.aspx.pdf) stormwater management).

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People are generally familiar with ecosystem services relative to the role of plants and trees in cleaning our air and the filtering of water by our wetlands. Shoreline vegetation provides nursery habitat for a variety of sea life and fish, rookeries for birds and a measure of privacy to waterfront homes. The Millennium Ecosystem Assessment identified the scope of ecosystem services, and below is an excerpt that includes those most relevant to the scope of a PDRP:

• Water regulation: The timing and magnitude of runoff, flooding and aquifer recharge can be strongly influenced by changes in land cover, including alterations that change the water storage potential of the system, such as wetland conversion or the replacement of forests with croplands or croplands with urban areas. • Erosion control: Vegetative cover retains soil and prevents landslides.

• Water purification and waste treatment: Ecosystems can be a source of impurities in fresh water, but they • Climate regulation: Ecosystems influence climate both also help filter out and decompose organic wastes. locally and globally. On a local scale, changes in land cover can affect both temperature and precipitation. • Storm protection: Mangroves and coral reefs can On the global scale, ecosystems either sequester or dramatically reduce the damage caused by hurricanes emit greenhouse gases. or large waves. _ 97

8_Environmental Restoration • Aesthetic values: Many people find beauty or aesthetic value in various aspects of ecosystems, as reflected in the support for parks, “scenic drives” and the selection of housing locations. • Sense of place: Many people value the “sense of place” associated with recognized features of their environment, including aspects of the ecosystem. • Cultural heritage values: Many societies place high value on the maintenance of either historically important (cultural) landscapes or culturally significant species. • Recreation and ecotourism: People often base where they spend their leisure time on the characteristics of the natural or cultivated landscapes in a particular area.

chemicals, fuel or oil can also affect the environment and require a response from an ecological restoration standpoint. The bulk of this chapter pertains to a storm event, but environmental condition assessments and pre-event protection measures would provide value in other emergent situations. Pre-event condition assessments include an inventory of the current status and physical form and functions of environmental systems and provide insights into determining potential vulnerabilities. They provide a frame of reference for assessing damage post-event. Interventions, both pre-event and post-event, may be needed to ensure the ecosystem services provided by natural resources are protected and preserved in a disaster.

The same resources that provide these ecosystem services in times of calm play a critical role in times of emergency, 8.1 ENVIRONMENTAL RESTORATION potentially helping to protect real property and lessening PLANNING AND RESPONSE the damage experienced in our community. A Post-Disaster Redevelopment Plan (PDRP) can Shoreline vegetation dissipates wave energy and provides address the impacts of a disaster to ensure that critical shielding of homes. Post-storm assessments indicate that environmental restoration issues are not overlooked in property with a natural mangrove shoreline experience the post-event flurry of activity and efforts to rebuild. It better outcomes than hardened or un-vegetated can also provide a framework for addressing proactive shorelines (FDEP 2012). Coastal and inland marshes and environmental protection actions. As such, an important wetlands mitigate heavy rains and storm surge by storing objective of planning for ecological restoration in the water that would otherwise flood our streets and homes. PDRP is to determine how to increase the resilience of Extreme events leave natural landscapes and environmental assets so they may resist the impacts of ecosystems vulnerable to damage from which they may a disaster or recover more quickly post-event. Resilience be unable to quickly recover on their own. Restoration is most often considered the ability of a system to work may be required. We know that storm surge return to its original state after a disturbance. It is from a major hurricane could devastate parts of the important to determine what actions and policies can barrier islands, causing severe erosion and inundating be developed/implemented pre-disaster to increase coastal wetlands and marshes. Hurricane-force environmental resilience and minimize susceptibility of winds can tear through preserves and urban forests critical resources to the impacts of a disaster so they may and down neighborhood trees. Debris, particularly support our community. hazardous materials debris, can pollute the waterways, Direct restoration and recovery of impacted natural compromising water quality and harming aquatic areas and associated amenities will be required to wildlife and plants. Recent disasters like Hurricane Ike achieve these community benefits post-event. The have affected other Gulf Coast communities, and have recovery and restoration efforts associated with occurred to a lesser extent in Sarasota County as well. environmental systems will require some degree of

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There is a tendency to limit the scope of what we perceive as a disaster threat to tropical storms and hurricanes. As the Deep Water Horizon oil spill in 2010 demonstrated, other events such as wildfire, flooding, and environmental contamination by 98 _

capital investment to expedite the community benefit of the ecosystem services they provide. An illustration of the areas where funding may be needed can be found in the Federal Disaster Relief Appropriations Act of 2013, which appropriated $829.2 million for the Department

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of the Interior to address its funding needs relating to response, recovery and mitigation of damages caused by Hurricane Sandy, including $68.2 million for the Fish and Wildlife Service for response and recovery for clean‐ up of storm debris and repairs to refuges, fish hatcheries and other FWS facilities, lands and habitat along the eastern seaboard. While direct impacts from emergent events on natural systems will need to be addressed, environmental impacts may also occur in our response to a storm and meeting other needs within our community. Enacting policies to minimize the long-term environmental impacts of activities required to support public health and safety (i.e., stockpiling of debris or establishing temporary housing sites) is also important to facilitate recovery efforts.

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implementations; interagency coordination; public outreach and engagement and fiscal planning. Erosion of beaches and dunes – Storm surge from coastal storms, such as hurricanes, can cause extensive erosion to the beach and dune systems that provide natural protection from coastal flooding, particularly on the barrier islands. Erosion is a natural process, and barrier islands are dynamic systems. However, development impairs the natural ability of beach and dune systems to recover. Acceleration of sea level rise over the coming years will exacerbate beach erosion from coastal storms, increasing the vulnerability of coastal development and damaging the environmental and recreational benefits of the beaches and dunes.

Wetland restoration – Tidal wetlands make up a The economic influence of the environment cannot be significant portion of Sarasota County’s coast and may be understated. There is a clear link between the condition heavily impacted from coastal storms. Wave action and of the local environment and our economic vitality, erosion of sediment may undermine wetland vegetation and it is important to keep in mind that environmental and weaken its ability to recover. Wetlands provide many restoration is interconnected with other recovery needs environmental services to bay water quality, act as a such as economic redevelopment and housing and buffer for coastal flooding, and provide prime habitat planning. Beach erosion, pollution of natural systems for many important bird and estuarine species. Debris and restoration of recreation areas can affect economic and pollution from coastal storms also may degrade vitality and residents’ safety and quality of life. this important ecosystem. Accelerated sea level rise will further threaten wetland ecosystems through inundation 8.2 ENVIRONMENTAL RESTORATION GOALS and increased exposure to storm surge. Restoration of urban forests – Urban forests are • Strategies and policies to increase the resilience of a valuable asset to a community, and after a major environmental systems. wind or fire event they could be severely damaged. • Restoration of the natural system functions of Air quality, urban heat effects, the health of the native habitats (i.e., wetlands, beaches, forests, community, and the aesthetic quality of the urban etc.), conservation lands or open space damaged areas of Sarasota County would be impacted by a during a disaster. massive loss of mature trees. Restoring the urban • Restoration of public access to these assets. canopy will be an important symbol of recovery and return to normalcy for residents and tourists. • Maintenance of a high quality of life for residents.

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Habitat restoration on conservation lands – The county 8.3 ENVIRONMENTAL RESTORATION ISSUES comprehensive plan and county regulations include initiatives to conserve the delicate habitats of numerous The environmental restoration issues for associated with endangered and threatened species. Many conservation the PDRP fall into six primary categories, described in this lands also provide passive recreation and environmental section. Noted with each category are examples of key education opportunities for county residents. A natural pre-event mitigation strategies and post-event response disaster can devastate these areas, and public land and recovery strategies. The strategies are elaborated in managers will need to determine potential restoration section 8.8. The primary action areas are: assessments activities in advance of an event and be prepared to and data collection; project plan development; project _ 99

8_Environmental Restoration mobilize to recover critical natural system functions. Restoration of recreational and cultural activities – An important part of the long-term recovery process is restoring the quality of life to which Sarasota County residents have become accustomed and which has attracted larger numbers of tourists. This includes resuming recreational activities through public access to parks, natural lands, beaches and supporting cultural activities. Soil and water pollution – A major storm can cause severe pollution by compromising hazardous materials storage facilities and scattering contaminated debris. With Sarasota County’s abundant water bodies, water pollution could be a large-scale problem affecting human health, threatening animal and plant species, and hindering the ability of the tourism industry to rebound. There also could be site-specific soil contamination that could impede redevelopment efforts in those locations. Environmental impacts of temporary disaster recovery sites – After a disaster, sites are often needed for temporary housing, business, debris and other recovery staging activities. These temporary uses will leave varying degrees of impacts on the sites that can be planned for and mitigated. For instance, temporary housing sites will need water, sewer and power facility hookups. Debris management sites can require clearing an area for temporary storage of debris during transport or processing. Depending on the type of debris being handled at a particular site, there could be issues of soil contamination. Often, many of the sites available for temporary use after a disaster are vacant public landholdings or recreational properties. Through advanced planning, the long-term environmental impacts of these temporary uses may be managed and negative impacts minimized.

if recovery is a slow. The major contributor to postdisaster health issues is mold, which can quickly grow to unhealthy levels in a home, business, or public building with flood damage. Other postdisaster health-related pollution can occur from handling debris or coming into contact with contaminated water or soil, as discussed in the soil and water pollution issue.

8.4 ENVIRONMENTAL RESTORATION ACTION PLAN • Action #1: Establish the condition and vulnerabilities of existing environmental systems – Scope = Pre-event assessments of conditions and predictable impacts of different types of emergent events (specific to environmental systems) – Includes:  What assessment should be conducted or updated?  What would it take to conduct them, regardless of subject matter issue they relate to?  Who are our potential partners or outside data sources?

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• Debris recycling – A massive amount of debris will need to be cleared after a major storm. Landfill capacity is limited, and incineration can cause air pollution. Other options for debris may be available through recycling and reuse, where practical and appropriate, if these programs are established prior to the disaster. • Health-related pollution – Indirect impacts from a major storm can cause indoor and air pollution, which could endanger county residents, particularly 100 _

• Action #2: Implement projects to increase the resiliency of environmental systems – Scope = Develop a menu of pre-event projects to minimize the vulnerabilities identified in the preceding chapter. – Includes:  Process steps for identifying them.  Known projects and steps for proceeding.

• Action #3: Communicate environmental vulnerabilities and safeguards within the organization and community. – Scope = Outline a communication plan designed to increase awareness, support and action regarding all phases of the issues related to environmental restoration – Includes:  Outreach items listed in the current plan and maybe others.

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• Action #4: Determine the actual impact on environmental systems and loss of ecological functions/ecosystem services – Post-event condition assessments – Includes  Known ones that occur now (beach condition, preserve land damage assessment)  Additional ones contingent of the impact experienced (inundation of coastal wetlands with salt water) • Action #5: Restore ecosystem services and environmental functions

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• Action #6: Develop Funding Plan – For pre-event actions  Theoretically cost  Potential eligible, known funding sources  Potential phasing based on likelihood of impact and available resources – For post-event actions  Theoretically cost  Potential eligible, known funding sources  Prioritization of “need” or urgency in context of funding • Action #7: Address outstanding policy questions – What are they? – Why are they important? – Who are the stakeholders? – Timeframe in which they need to be addressed?

– Scope = Projects that would address specific impacts or issues – Includes:  Process steps for identifying them  Possible known projects and steps for proceeding. "Mangroves." Mangroves. Florida Department of Environmental Protection, 25 May 2012. Web. 26 Feb. 2014.

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9 Communication

and Public Outreach Effective communication is one of the most significant roles of government after a disaster; especially during long-term redevelopment when media focus has decreased, but the public still needs information. The purpose of this section is to indentify methods, materials and strategies that will guide Sarasota County’s ability to effectively communicate with its citizens, businesses and visitors during postdisaster redevelopment. 9.1 COORDINATION CAPACITY Immediately following a disaster and during shortterm recovery, communication and public outreach responsibilities are coordinated by Emergency Support Function (ESF) 14, Public Information, as detailed in the Sarasota County Comprehensive Emergency Management Plan (CEMP). ESF 14 is charged with disseminating emergency information to the general public through the news media, the county government access television station, the county website, an Emergency Information Center call center, and other appropriate means. ESF 14 also establishes a Joint Information Center (JIC)— a facility where public information staff performs crisis communications, public affairs functions and other critical emergency information services. As short-term recovery ends, ESF 14 staff will shift back to communicating with the public and coordinating among local, state and federal agencies on redevelopment issues.

These efforts could be coordinated with ESF 18, Disaster Recovery for Business, which is responsible for establishing businesses’ recovery stations.

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The county could transition the JIC and the DRC(s) to long-term outreach centers. This would maintain a central location for communications and public outreach personnel to keep the public abreast of updates and decisions affecting recovery. It would also establish a place where people can continue receiving assistance from skilled specialists throughout redevelopment.

As residents’ needs change, the county may invite different agencies to provide information to the public. Strategically locating these centers in areas wherethey can remain in a longer-term capacity will be an important factor in their original designation, and will require coordination and planning in the response phase.

9.2 OUTREACH METHODS Short-term methods include emergency alert systems, radio and news channels, telephone hotlines, Internet sites, social media, flier distribution and other outreach methods as coordinated through ESF 14. Long-term outreach methods should focus on media and tools that reach out to displaced residents, aid business and economic redevelopment, and reconstruct the county’s image to potential visitors. The following communication and public outreach methods can be used in pre- and/or post-disaster redevelopment planning.

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9_Communication and Public Outreach Public Meetings and Charrettes Public meetings inform residents about ongoing recovery efforts and foster participation in long-term redevelopment decisions. They also allow discussion on topics that may require in-depth explanation, such as the grant-application process for homeowners or small business owners with damaged or affected properties. Holding a series of charrettes or other interactive meetings can solicit valuable public feedback and allow residents to provide input on rebuilding efforts that affect their futures. The New South Dade Planning Charrette was initiated following Hurricane Andrew in 1992. The charrette was sponsored by “WeWill Rebuild” and led by local universities, government agencies, nonprofit organizations and professional associations. Three hundred residents convened over a 3-week period just two months after the hurricane. The group’s mission was to plan a sustainable rebuilding strategy for the communities of South Dade. The result was 16 projects where multi-disciplinary teams of local residents and business owners addressed urban planning, transportation, historic preservation and natural resources. Other teams focused on site-specific neighborhood revitalization plans. Many of these plans served as the basis for the redevelopment of neighborhoods and future regionalscale recommendations related to water management, transportation-oriented development along the US-1 corridor, and the preservation of buildings and open space. This effort also led to the creation of the Center for Urban and Community Design (CUCD). The CUCD continued long-term recovery efforts by supporting public/private partnerships that would catalyze rebuilding efforts.

Successful public meetings and charrettes also require appropriate venues, trained facilitators, and professionals who understand the long-term goals of the county for post-disaster planning and rebuilding. Consultants could be interviewed pre-disaster to determine who might be available and best-suited for the county. Other technical resources for conducting charrettes include the FEMA-led Federal ESF 14 for Longterm Recovery, and nonprofit planning or university groups who offer valuable assistance in reaching out to the community to help make redevelopment decisions. Consider venue selection in advance, particularly in the case of catastrophic disasters when public meetings may need to be held in venues outside of the county.

Internet and Social Media Website Websites provide information to help citizens better prepare for disasters and serve as a primary and reliable source of information both immediately following a disaster and during long-term recovery.

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Whereas Miami residents had to “start from scratch” in their redevelopment, Sarasota County and municipalities can use this PDRP to guide public meetings and charrettes. Conducting public meetings and charrettes can be challenging if normal media channels are disrupted or residents are displaced. Obtaining contact information in advance can aid this process. Key information to collect includes contact names for neighborhood-association representatives, Chambers of Commerce, and civic associations that could later act as liaisons for their organizations or groups to disseminate information quickly. 104 _

Sarasota County’s website currently includes a PostDisaster Redevelopment Planning page. This page presents information on the PDRP process, public meetings, stakeholder information, and related documents and other applicable information (www. scgov.net/pdrp). TheWeb page should be kept up-todate as pre-disaster actions are implemented and new information is released regarding rebuilding or other policies that may affect the community in the future. In the wake of a disaster, features should be added to the website to keep residents informed of the recovery process. For example, following Hurricane Ike in September 2008, a website for the people of Galveston and surrounding communities was established to provide comprehensive information during the rebuilding and recovery process. The website continues to provide extensive and ongoing coverage of the recovery process. It includes hurricane statistics, contact information, news releases, individual links for residential, business and volunteer site users, donation information, application forms, damage assessment maps, public meeting presentations, reports and more (http://recoverygalveston.org). The website is managed

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by the city’s Recovery Committee Communications Work Group. “New” and Social Media New and social media allows citizens to play a role in information dissemination. This can either support or hinder recovery efforts, depending on the sources and type of information being disseminated. Personal websites, blogs and other posts can act as helpful information fact checks, share authentic stories and provide local knowledge tips. They can also distribute subjective and false content without accountability. There is no way to stop the transmittal of rumors, but there are ways to prevent widespread misinformation by monitoring active sites to stay abreast of published information.

Post-Disaster Redevelopement Plan

a disaster. This can include educating the media on current pre- and post-disaster programs.

9.3 OUTREACH MATERIALS

The pre-disaster period is the most strategic time to gather or create any essential informational materials that should be made available to the community regarding redevelopment and recovery. Groups to consider for providing such materials include FEMA, other federal and state agencies involved in disaster recovery, community organizations such as UnitedWay or Citizen Corps, disaster preparedness organizations, and communities that have been periodically affected by disasters. Collecting best practices tips, handouts and other information in advance of a storm will reduce the amount of research Positively engaging existing networks in the pre-disaster and staff time necessary post-disaster to produce the phase can also prove useful during short- or long-term large volume of public information needed. This material recovery. ESF 18 (Disaster Recovery for Business) maintains should include information on rebuilding policies, home a Twitter account “recoversarasota.” and business hazard mitigation techniques from FEMA guides, and hotline or other contact information to assist News Media and Radio Although social media networks can offer instant updates in dealing with insurance claims. to citizens, overreliance on this technology may ignore Informational materials must meet any federal or groups with less access or knowledge of such media. Use state laws and promote inclusion by all sectors of traditional media outlets like news channels, newspapers the community, including those with limited English and radio stations to ensure all audiences are informed of proficiency or with speech or sensory impairments. important long-term redevelopment topics. Examples of alternate formats include large print,

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Television documentaries, news columns and radio programs can provide in-depth coverage on the recovery process. Following the December 2004 tsunami, a regional media project tracked the recovery stories of eight affected families in four Asian countries. This provided personalized stories beyond general news and current affairs coverage. Similarly, National Public Radio continued coverage of issues facing the Gulf Coast recovery following the 2005 hurricanes well beyond the short-term recovery phase. News stories regarding housing, economic, social and environmental issues were delivered on a regular basis for months. A major media challenge for community officials leading a post-disaster recovery can be the type of coverage that gets delivered to audiences. Avoid coverage of media stories that misrepresent facts by developing meaningful relationships with news anchors, radio program hosts and journalists prior to

Braille, information on CD/DVDs, audiotapes, use of websites in accessible formatting, pictographs, and information translated into Spanish and other languages spoken in Sarasota County.

9.4 PUBLIC PARTICIPATION AND COMMUNICATION The public should be informed well in advance of a disaster about any redevelopment policies that relate to their neighborhood and community. Waiting until the recovery phase to introduce the public to redevelopment policies can lead to lengthy, emotionally charged public reaction or protest.

Pre-disaster Communications and Outreach Strategies As the county and municipalities implement the PDRP action plan, regulations, codes, and policies will be _ 105

9_Communication and Public Outreach developed that will affect the public after a major disaster. The county should develop ways to inform and educate the public about these changes before a disaster so that any public dissent can be discussed pre-disaster. The entire community will benefit if issues can be resolved during “blue skies” while there is time to hear all sides of the debate. Pre-disaster outreach can include posting redevelopment policies on the county’s PDRP website, holding public meetings, and sending out neighborhood flyers to create interest and awareness on redevelopment policy issues. Community education programs are another means for distributing information. Information that can be communicated to the public includes key flood-prone locations from ongoing restudies and interim flood recovery maps and information on design and construction technique to mitigate future hurricane impacts. Education programs can also target local engineers, builders and code enforcement officials to keep them apprised on the latest adopted codes in the county, which will help them plan for long-term recovery.

States. More than 1,000 participants participated in six hands-on workshops, and more than 23,000 citizens engaged in a Regional Vision Poll. The project used computer modeling to build and test the effects of different land use, transportation, storm protection and restoration scenarios for a variety of safety, livability and transportation indicators. These scenarios represented possible futures based on historic patterns, emerging trends and different policy directions. The 18-month process resulted in an action-oriented regional plan — Louisiana Speaks — that proposed a vision for sustainable recovery. The Louisiana Speaks plan was adopted by the Louisiana Recovery Authority in 2007. Public campaigns can target internal and external audiences and can highlight improvements and milestones of the recovery and redevelopment effort. This will ensure that audiences outside the area (e.g., potential tourists, businesses, the media and residents living temporarily in other areas) are aware of the improvements and take steps to return to the area or publicize the milestones. Within the community, celebrating the little successes of returning to normal will be important to improve community pride and help residents understand what services are now accessible. Efforts to restore tourism levels and attract businesses will be an important target as recovery efforts take hold.

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Participation and Feedback on Recovery Decisions

While community involvement may not be feasible in the immediate recovery stage of a disaster due to mobility, displacement and basic needs constraints, public participation in long-term recovery decisions is imperative to keep community ties strong and to avoid a disenfranchised citizenry in the future.

Communicating with Displaced Residents

Maintaining communication with displaced and seasonal residents during recovery is essential for keeping them informed of decisions and recovery status. This will require coordination with other agencies to Giving the public opportunities to provide feedback identify where residents are temporarily living and their concerning decisions and activities during redevelopment current community. Public meetings can be videotaped allows the county to gauge the community’s general and made available to the public online or on nonlocal attitude towards its initiatives. Regular public meetings, public television stations. open-houses, comment cards, calling resource recovery Population return is imperative for a community and an centers and online surveys are methods that can get the economy to recover from a disaster. The county needs public involved in the redevelopment process. to promote a clear and positive message about the An example of a successful public relations campaign recovery process to encourage people to return to their was Louisiana Speaks, which was initiated after neighborhoods and feel safe in their communities. Hurricanes Katrina and Rita. Louisiana Speaks became one of the most extensive public outreach processes ever undertaken for a planning project in the United 106 _

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Post-Disaster Redevelopement Plan

9.5 MARKETING AND TOURISM

organizations are always looking for new venues Media coverage in the immediate aftermath of a disaster for annual conventions. These opportunities during recovery help establish contacts with regional or may necessitate re-branding or image correction. international counterparts. Negative images and misinformed news headlines Take advantage of a negative image. In exceptional will require extra attention to overcome public and specialized cases, a negative image can be a misperceptions. For example, although the Florida positive incentive to attract tourists. Keys experienced minimal damage from Hurricane Andrew, media coverage indicated damage from the In April 2006, the Louisiana Recovery Authority set storm. This resulted in a 5% hotel occupancy rate drop aside $30 million for tourism and convention marketing in the southernmost Keys in the first week following the strategies to overcome negative news images and hurricane. A promotional blitz —“Paradise Wasn’t Lost” coverage that persisted months after Hurricanes Katrina — was promptly launched to correct the news reports. and Rita. The New Orleans Metropolitan Convention

Image Correction and Re-branding Strategies Communities that rely on tourism for income should familiarize themselves with these general steps that have been recommended by market research for postdisaster image correction:

and Visitors Bureau (NOMCVB) used a portion of this money to “reimage and rebrand” the Ernest N. Morial Convention Center — the site of an internationally televised humanitarian crisis. Another $28.5 million in funding came from the U.S. Department of Housing and Urban Development to distribute to 17 tourism offices and organizations in Louisiana to promote their venues. This money financed a national tourism campaign similar to one used by New York City after the Sept. 11, 2001 disaster. These funds complimented the $185 million spent to repair and improve the Superdome stadium. The New Orleans Tourism and Marketing Corporation (NOTMC), whose hotel tax-dependent budget was negatively impacted, joined forces with the Louisiana Office of Tourism to launch a new branding campaign called “Fall in Love with Louisiana All Over Again.” Other novel slogans and themes were developed to reconstitute New Orleans’ brand identity.

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Capitalize on positive images of component parts. Although potential tourists may have been exposed to an overall negative image of a community following a disaster, they still may perceive certain elements to be attractive. This may include leisure activities or other unique community features. Focus initial marketing efforts on these features to re-attract tourists. Schedule mega-events. Sporting events, cultural festivals, and ethnic and food fairs or similar events hold opportunities to gain publicity and attract positive media attention. Mega events can also create a legacy of improved infrastructure, heavy private and public investments, a better tax base, new jobs and a convention center. Organize familiarization tours. Travel writers, journalists, travel agents and tour operators greatly influence tourists’ decisions. Host a select group of tourist leaders to correct misconceptions and misinformation following a disaster. Use selective promotion. Image advertising should focus on the positive aspects of a destination and downplay the least favorable attributes. Bid to host international travel and tourism conventions. International travel and tourism

The city also attracted major developers to create condominiums, restaurants, casinos and a performance arts park in downtown. The city hired a marketing firm to seek corporate sponsors for future Mardi Gras celebrations and contract with television networks to broadcast carnival parades nationwide. Promotional materials selectively focused on the French Quarter, which was largely unaffected and remained a positive image destination for tourists. Although the scale of devastation in the Gulf Coast was large enough to warrant these efforts, lessons can be applied to other communities. Sarasota County will likely tailor its marketing efforts to the recovery of key tourist destinations — primarily beaches and downtown _ 107

9_Communication and Public Outreach arts districts. Devastation from a hurricane is likely to inhibit quick recovery of beaches so marketing efforts will consider the appropriate timeframe for when to attract tourists. Such efforts should be coordinated with agencies and working groups responsible for environmental beach restoration to ensure that accurate information is used to communicate to the public.

Economic Development Corporation and Visit Sarasota — plays a central role in both pre- and post-disaster recovery efforts related to the business community. To transition ESF18’s operation into long-term economic development, it may be necessary to appoint an economic recovery coordinator.

'Voluntourism'

Section 7, Economic Redevelopment includes both pre- and post-disaster actions recommended for business recovery. These actions include establishing business recovery centers, initiating public outreach campaigns to re-attract businesses and identifying funding sources to extend ESF 18 operations into longterm recovery. Key players will include the Coalition of Business Associations, Chambers of Commerce, SuncoastWorkforce, and the Economic Development Corporation of Sarasota County.

The level of devastation will determine how much time and sensitivity is required before a location may begin marketing itself to vacationing tourists; however, humanitarian groups, or ”voluntourists,” can be a major asset to recovery efforts. These tourists are interested in assisting people in the destination to which they are traveling. Voluntourists vary in the skills they offer for assistance, ranging from medical, engineering or other professional skills to cleanup and rebuilding. The International Institute on Peace through Tourism has identified voluntourism as a growing market segment. In addition to speeding up recovery efforts by providing much needed skills, voluntourists often inject much-needed capital before other conventional tourists may be willing to return.

Business Community Actions

Other steps can be taken to ease recovery time. In the predisaster phase, this includes protection of customer data, the development of company-based emergency plans for businesses, backing up all necessary information on remote storage sites or portable computer devices, and ensuring proper insurance coverage.

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Marketing and Tourism Actions Sarasota County has already identified a number of actions to take as part of its broader tourism redevelopment planning strategy, listed in Section 7, Economic Redevelopment. Broadly, they include researching other successful publicity campaigns that can be used as models for re-attracting tourists and residents, engaging the hospitality and tourism industries on redevelopment policies, and identifying accommodation capacities prior to a disaster. The Sarasota Convention and Visitors Bureau (Visit Sarasota) will play a primary role in these actions. Future actions could identify potential funding sources in the pre-disaster stage and review current materials for image-ready information to market immediately following a disaster.

9.6 COMMUNICATION TO THE BUSINESS COMMUNITY As mentioned earlier, ESF 18 — the business recovery station of the Emergency Operations Center run by the 108 _

Short-term recovery steps will keep business owners updated on the status of conditions that may affect their businesses, such as a timeframe for recovery, infrastructure, public works, and other key factors that can help them make informed decisions.

9.7 TRANSPARENCY IN RECOVERY DECISIONS Communications and public outreach play a critical role in ensuring the transparency of decisions affecting pre- and post-disaster redevelopment. The public will be more likely to accept redevelopment decisions if they understand the decision-making and funding disbursement processes. Transparency cultivates an atmosphere of trust between the public and government officials, which contributes to a quicker, smoother and more efficient recovery process. Transparency during post-disaster recovery may require greater effort by local government actions because typical methods of communication may have changed,

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residents may be displaced or concerned with other needs, and some decisions require quick action to prevent delay of the recovery progress.

Florida Sunshine Law Florida's Sunshine law (Florida Statute section 119) governs the inspection and copying of public records. It is the policy of this state that all state, county and municipal records are open for personal inspection and copying by any person. Providing access to public records is a duty of each agency.

Florida Open Meetings Law The Florida Open Meetings Law (Florida Statute section 286) governs the extent to which public meetings are open to the public. All meetings of any governmental body where official acts will be taken are public meetings and always open to the public, and no resolution, rule or formal action shall be considered binding except as taken or made at such meeting. The body must provide reasonable notice of all meetings.

Post-Disaster Redevelopement Plan

Methods for evaluation include periodically surveying the media, community organizations and the public during the long-term redevelopment phase to ensure effective and complete communication. Surveys gather essential feedback to gauge the success of the outreach message at reaching the targeted audiences or locating any gaps in service. This information can be used to determine if messages or procedures require modification to meet the needs of affected residents. Public surveys can be performed through a phone polling process, mailed to residents, and/or made available at community meetings, local retail establishments and the county’s PDRP website.

Progress Indicators

Indicators are tools that measure what is actually happening against what was planned. The development and use of an information system to track indicators can be a helpful way to evaluate the progress of redevelopment and should result in improved datasharing and performance throughout the county. It is important that work is accomplished in a timely and Although Sarasota County and local municipalities cost effective manner and that the quality of the work currently take measures to ensure that their meets or exceeds the desired quality standards. General agencies and departments are compliant with the qualitative and quantitative indicators that can be used Sunshine Law, different strategies may need to be implemented post-disaster due to shifts in population in evaluation include: • Financial expenditure, including tracking outside location and access to the media. resources and how these funds are being used. For post-disaster actions, it is important that

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documents are available in a variety of publicly accessible locations, such as at public meetings, on websites, and in local gathering places like disaster recovery and redevelopment centers.

Methods of Evaluation and Progress Developing methods to evaluate the success of communications and outreach efforts is necessary for the county to determine if it is meeting its goals of increasing public awareness and participation. This also helps the county to identify how it can improve the quality and quantity of information provided to the public. Evaluating existing programs and tools allow the county to assess what does and does not work and take steps to better integrate tools that prepare Sarasota for pre- and post-disaster concerns.

• Performance and schedule variance from set goals or estimated timeline (that is determined after level of damage is known). • Contracting statistics — amount of local businesses, small or minority businesses. • Public participation levels — interaction and transparency statistics. • Employment resumptionmetrics. • Home occupancy and rental rates. • Accommodation occupancy rates. • Standard of living measurements to judge quality of recovery. • Number of actions and projects started and accomplished — including an estimate of the population that has benefited as a result, if possible. _ 109

9_Communication and Public Outreach These indicators help officials understand short- and long-term achievement of strategic objectives related to recovery efforts and initiatives. In the early stages of redevelopment, the PDRP Executive Team can develop a system based on the actual context of the disaster event and what can be accomplished in a realistic timeframe. The Sarasota County Communications department can work with local media to publicize this information and periodically update the public on the countyâ&#x20AC;&#x2122;s progress on meeting its indicators. The countyâ&#x20AC;&#x2122;s PDRP website is also an excellent venue for displaying these indicators to the public and updating them on progress.

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10 Financing Financing pre-disaster mitigation and post-disaster implementation is essential to ensure Sarasota County’s long-term resiliency. Identifying potential County service and revenue disruptions and discussing their implications for post-disaster redevelopment will help guide pre- and post-disaster actions concerning financial administration. Recovery and redevelopment can be expedited during the post-disaster period if issues, including alternate sources of funding, are addressed prior to a disaster. This section is intended to address long-term post-disaster financing considerations, which are also connected or in addition to those addressed in Sarasota County’s Comprehensive Emergency Management Plan (CEMP). 10.1 PREDICTING REVENUE SHORTFALLS

performed by Sarasota County emergency management Some revenue sources will temporarily decrease after personnel. This process allows more accurate a disaster. At the same time, certain budget needs are predictions of revenue loss estimates based on minor, likely to increase due to recovery and redevelopment major, and catastrophic disaster scenarios. needs. Understanding current revenue sources’ vulnerability to disaster and predicting post-disaster Assess Revenue Sources shortfalls can greatly benefit a community’s recovery In order to determine what revenue sources may be process. It allows a community to look for alternative impacted by a disaster and which ones may fund redevelopment, it is necessary to analyze current revenue and funding sources before the rush to revenue sources. Table 10.1 identifies Sarasota County rebuild. It also anticipates likely changes to services revenue sources and ranks the likely level of impact to and associated costs and helps decision-makers these revenue sources from a disaster. Many of these prioritize certain redevelopment efforts. This is best revenue sources will be disrupted following a major accomplished during the pre-disaster stage when there is adequate time to research, analyze, and plan. or catastrophic disaster. This underscores the need for decision-makers to explore alternative sources of revenue during the pre-disaster period. Some suggestions are Post-Disaster Scenario Planning offered for ways in which the County can stimulate The accuracy of predicted impacts to revenue and recovery and redevelopment through temporary tax services can be improved through financial predictions adjustments. based on disaster scenarios in accordance with those

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10_Financing Table 10.1 Sarasota County Principal Revenue Sources and Potential Impacts for Long-term Redevelopment

REVENUE SOURCE

OVERVIEW

IMPACT

Property Tax

Most funds generated by property tax are used for general county operations with the remainder earmarked for operation of the Sarasota County Mosquito Control District, the Environmentally Sensitive Lands Protection Program, and for limited ad valorem debt service on bonds issued to purchase environmentally sensitive lands. In addition, there are certain non-countywide property taxes collected to operate the Sarasota County Emergency Medical Services District, the Sarasota County Navigable Waterways Maintenance District, and the Lighting Districts. Additional revenue in this category comes from assessments for Fire/Rescue, Solid Waste and Stormwater Management.

High Tax bills are mailed in November and due by March 31st, an event that takes place during, or prior to, this period is likely to impact the billings and/or collection of this revenue. Decision-makers may consider a short-term leniency on property tax to alleviate homeownersâ&#x20AC;&#x2122; financial burden during recovery and rebuilding based on pre-determined criteria and a certified damage assessment.

User Charges for Services

A significant amount of revenue comes from water and sewer monthly rates; franchise administration fees; public transit fare-box fees; landfill tipping fees; and landfill surcharge fees for solid waste collection administration, hazardous waste management, and Central County Complex management. These user charges support the three major enterprise fund operations: County Utilities, Solid Waste Management, and Sarasota County Area Transit (SCAT) Authority.

High These charges will be disrupted following a major or catastrophic disaster. The County cannot rely on high revenues from this if many residents have experienced disrupted service.

Tourist Development Tax

The Tourist Development Tax is a 5% tax levied on overnight rental accommodations of less than 6-months duration. The tax is allocated: 34% for beach maintenance, restoration, renourishment and and erosion control; 10% for Sports Stadium and ancillary facilities; 10% for Aquatic Nature Center and ancillary facilities; 33.5% for Advertising and Promotion; 10% for Cultural and Fine Arts; and 2.5% for Tourism Activities and Attractions.

High Tourism will decrease following a major or catastrophic disaster. Sarasota County may consider a temporary repeal on this tax to encourage recovery of the tourism industry and while rental accommodations are being used for recovery workers and as temporary housing.

Impact Fees

There are 10 impact fees charged to new development for the infrastructure needed to serve that new development. The types of infrastructure are: roads, parks, libraries, fire and rescue, emergency medical services, water and wastewater, law enforcement, justice facilities, and general government. The County also has inter-local agreements with the four municipalities (City of Sarasota, City of Venice, City of North Port and the Town of Longboat Key) which allow for the collection of impact fees in accordance with the County impact fee system.

High New development is important during the initial and long-term recovery phase. The County may consider a temporary decrease to impact fees in order to incentivize and encourage new development in prioritized areas.

Half-Cent Sales Tax

99% of the Half-Cent Sales Tax goes to general county operations with the remainder to fund debt service. The tax is collected by the state and distributed to local governments and the county based on taxable sales within the county. The proceeds are shared between the city and county governments based on a population formula. The tax may be used for any lawful purpose, but a set portion of the countyâ&#x20AC;&#x2122;s proceeds must be used to provide county-wide tax relief or to finance county-wide programs.

Medium Likely to be disrupted after a major and/ or catastrophic disaster if many residents are displaced and tourism is impacted. Spending for essential goods will increase while nonessential spending may decrease. Rebuilding will spur construction materials, home furnishing, and/or auto spending.

The Infrastructure Surtax is a one-cent sales tax levied by the county for the construction, reconstruction, or improvement of public facilities.

Revenues from the Electric Franchise Fee are used for debt service, road construction, and general county operations. The fee is provided to the county by Florida Power & Light (FP&L) for the use of rights-of-way within the unincorporated area and is equal to 5.9% of FP&Lâ&#x20AC;&#x2122;s billed revenues from residential, commercial, and industrial electric sales in the unincorporated area.

Medium Services may be disrupted following a major or catastrophic disaster, interrupting revenues. This source of revenue is not as significant as others.

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Infrastructure Surtax

Electric Franchise Fees

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REVENUE SOURCE

OVERVIEW

IMPACT

Transportation Gas Taxes

Motor Fuel Tax revenues are used for transportation-related expenses including capital improvements, operations, maintenance, and debt service. There are five types of motor fuel taxes: the 2 cent Constitutional Fuel Tax imposed by the State and distributed to county governments, the (1 cent) 7th Cent County Fuel Tax also imposed by the State and distributed to county governments, the Six-Cent Local Option Fuel Tax imposed by Sarasota County Ordinance, the One-Cent County Voted Fuel Tax approved by county referendum, and the Additional Five-Cent Local Option Fuel Tax imposed by Sarasota County Ordinance.

Medium Sarasota County could consider a temporary repeal on the Additional Five-Cent Local Option Fuel Tax ordinance to alleviate business and resident financial burdens during recovery.

The Communications Services Tax may be used by the county for any public purpose, including the repayment of debt. This revenue currently goes toward general operations. The revenues are generated by a 5.42% tax on retail sales of communication services in the unincorporated area; services include phone, cable TV, and internet access (except dial-up). The tax is collected by the state and returned to the county monthly.

Medium Retail sales of communication services may be disrupted following a major or catastrophic disaster. This source of revenue is not as significant as others.

The state shares with counties and municipalities a portion of the revenues generated primarily by, state sales tax, cigarette taxes and intangible personal property taxes. The County receives a fixed amount and a fluctuating amount based on population and sales tax collections.

Low Not dependent on localized disaster.

Communications Services Tax

State Revenue Sharing

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Determine Services and Prioritize Recovery Needs

Stakeholders should also determine the principal services and levels of service necessary under each disaster scenario to meet the needs of the post-disaster actions contained in this PDRP. This includes any new services not currently provided. Analyzing and compiling this information will guide decisions that prioritize redevelopment needs. This process ensures a more objective method for determining funding and identifying services that do not require additional financing. It can also provide information on the amount of contingency funds that should be held in reserve for a disaster event and determine how many funds may be available through external assistance channels

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10_Financing 10.2 COORDINATION OF PUBLIC AND PRIVATE FUNDING Recovery from a disaster is a very expensive process that will require a substantial amount of funding from multiple sources. Establishing procedures to coordinate funding objectives in the pre-disaster phase streamlines both public and private funding later. When a disaster hits, decision makers will not be left scrambling to figure out the best way to channel financial assistance. The timing of public and private funds may not always coincide when a community needs them. In the immediate aftermath of an event, there is often a large influx of public and private funding available from federal disaster grants, donations and other private individuals and organizations. Meanwhile, grant funding approval may take a while. Donations and immediate assistance from FEMA can also trail off before redevelopment is complete. It is important to keep this funding timeline in mind as a redevelopment plan is crafted and areas are prioritized.

assistance projects, and submission to Office of Financial Management for countywide consolidation and submission to FEMA. It is the responsibility of the Clerk of the Court to acquire additional staffing to implement the public assistance program.

Municipalities The Emergency Management Chief will transmit disaster declaration, recovery assistance information and technical assistance resources to the municipalities, special taxing districts and nonprofit organizations that perform essential governmental services, as described in FEMA regulations. Emergency information will be transmitted via fax, conference calls, internet, email, web, media outlets and other communications mechanisms. Each city is responsible for identifying public assistance projects. The recovery staff for the city will coordinate with the state, the PDRP Working Group and the PDRP Executive Team to implement appropriate programs authorized by the declaration. For further information regarding the damage assessment process and the public assistance process, review the damage and mitigation sections of the CEMP.

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County Procedures

Strong familiarity with the public financial disaster assistance process and programs is necessary to ease these aspects of the long-term recovery process. Sarasota County utilizes the established process under the Stafford Act, as amended by the Disaster Mitigation Act 2002, for obtaining and administering state and federal disaster assistance. When the President issues a disaster declaration that includes Sarasota County, the county will receive notice from the state directly as well as through media coverage. The Emergency Management Chief will ensure that this information is transmitted to the Executive Policy Group, the Emergency Support Functions (ESFs), PDRP Stakeholders Working Group and the PDRP Executive Team for coordination of financial reimbursement with county agencies. This transmittal will take place while maintaining compliance procedures for financial transaction, accurate accounting, grants management, document tracking and payroll procedures. Each county agency is responsible for the collection and documentation of reimbursement information, identification of public 114 _

Non-declared Disaster During a disaster, the county recovery activities outlined in Sarasota Countyâ&#x20AC;&#x2122;s CEMP are the same for declared and non-declared disasters with the exception of available federal and/or state resources. Without a federal disaster declaration, financial assistance for victims is limited, and heavy reliance is placed on the American Red Cross, Salvation Army, charitable agencies, volunteer donations and insurers. Businesses must depend on insurance coverage or obtain loans and/or refinancing for recovery. The county and municipal governments must meet infrastructure recovery needs through existing operating funds and insurance or resort to bond issues to fund disaster recovery. The Unmet Needs Committee may be an additional source of recovery resources and will be convened to identify victimsâ&#x20AC;&#x2122; needs and possible recovery assistance.

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Major Post-Disaster Funding Sources Public financial assistance programs that are available both pre- and post-disaster include: Public Assistance Grant Program FEMAâ&#x20AC;&#x2122;s Public Assistance Grant Program provides grant assistance to states, local governments, and certain non-profit organizations for the repair, replacement, or restoration of disaster-damaged, publicly-owned facilities and certain private non-profit organizations. It is designed to alleviate suffering and hardship resulting from Presidentially-declared major disasters or emergencies. Community Development Block Grants Community Development Block Grants (CDBG) are administered through the department of Housing and Urban Development (HUD). Some disasters receive special Disaster CDBG funding. These CDBG Disaster Recovery grants are noncompetitive, nonrecurring Disaster Recovery grants as directed by statute, usually by a method that considers disaster recovery needs unmet by other federal disaster assistance programs.

Post-Disaster Redevelopement Plan

Another resource that includes both public and private funding opportunities is The Patchwork Quilt (Thomas, Bowen 2008). This resource guide outlines how agencies can receive funds from different sources to assist their redevelopment efforts, including voluntary organizations, non-governmental organizations (NGOs) or governmental agencies. Finally, another helpful resource is a 370-page resource book entitled Financial and Technical Assistance for Florida Municipalities 2008-2009. This book, produced by the Florida League of Cities, provides information on grants, loans, technical assistance and other resources available to Florida municipalities. This resource book includes information on various programs for topics such as community development and redevelopment, economic development, emergency management, capital facilities, coastal management, environmental, historic preservation, housing and infrastructure. For more information visit: www.floridaleagueofcities. com/Publications.aspx?CNID=8942

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Hazard Mitigation Grant Program (HMGP) FEMAâ&#x20AC;&#x2122;s Hazard Mitigation Grant Program (HMGP) provides grants to states, local governments and Native American tribes for long-term hazard mitigation projects following a major disaster declaration. It is designed to reduce the loss of life and property in future disasters by funding mitigation measures during the recovery phase of a natural disaster.

Seeking Private Donations

It is important to bear in mind that public funding sources such as FEMA have specific objectives. In contrast, private assistance can arrive without a specific agenda for use. With a transparent PDRP in place, private donors may be more inclined to give funds. Knowledge of available public funding sources will also determine gaps that may not be filled by public grants Florida has also developed a state program, known and loans. This is where private funding can help and as the Florida Disaster Recovery Fund, which serves should be directed. The willingness of people and or as a funding and management source for recovery entities to donate can be largely influenced by their needs that have not been met by relief organizations, perception of how well their donations will be managed. government agencies and insurance. Many corporations Establishing relationships with private donors prior to and private foundations may donate funding to a a disaster may also help speed and channel assistance program such as the Florida Disaster Recovery Fund or more quickly during the post-disaster period. other vehicles after a disaster. For more information Private donations can also take the form of land or visit: www.fladisasterrecoveryfund.org easement donations. Strategies to take advantage of

Identifying Funding Resources As part of the Florida PDRP Pilot Project, a matrix of funding resources for both pre- and post-disaster funding was prepared. This resource can be obtained online through Floridaâ&#x20AC;&#x2122;s Department of Community Affairs website: www.FloridaJobs.org/PDRP

this form of donation should be explored as part of more sustainable redevelopment. The business community may also choose to mobilize itself and donate resources that help other businesses to recover more quickly.

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10_Financing 10.3 COORDINATION OF NONGOVERNMENTAL (OR NON-PROFIT) AND VOLUNTEER ASSISTANCE Immediately following a disaster there may be an influx of volunteers and other aid agencies to support short-term recovery efforts. These agencies – known as Voluntary Organizations Active in Disaster (VOAD) – include the American Red Cross, the Salvation Army, the Mennonites, Catholic Charities, ChurchWorld Service and the Presbyterian Disaster Services. They contribute a wide range of services such as organizational skills, materials, funds and voluntary labor, especially for the poor, disadvantaged and elderly disaster survivors. VOADs may also provide the venue for agencies to coordinate, collaborate, communicate and cooperate on disaster planning, training and response. Utilizing these volunteers can be a substantial asset to the recovery process. If a volunteer effort is well organized and promoted, it could also be extended into the long-term recovery period.

10.4 MONITORING AND ENCOURAGING EQUITABLE DISASTER ASSISTANCE The Federal government has stated the intent to ensure that all relief and assistance efforts are provided in an equitable and impartial manner. For the PDRP to be effective, it must take into account that certain segments of Sarasota County will require a greater amount of assistance after a disaster than others. The perception of inequality can raise tensions in an already tense post-disaster atmosphere. Yet the needs of certain groups can easily be overlooked without proper advocacy and planning.

Stakeholder decisions should be reviewed to ensure that the needs of all groups are fully considered during the redevelopment process. A pre-disaster assessment of different neighborhoods and populations can be performed to locate elderly, low-income, minority groups and others who may be less likely to have the resources or means to prepare, evacuate and recover More information on the NVOAD can be found at from disaster. In addition, programs should be reviewed www.nvoad.org. On a local level, Sarasota County has prior to implementation to catch any unintended a Sarasota Community Organizations Active in Disaster discrimination. For example, buyout programs (Sarasota COAD). Available information can be found can appear to discriminate against low-income at www.sarasotacoad.org. neighborhoods because the policies favor acquiring Another source of assistance may come from local NGOs coastal property over inland property for conversion to public parks and to reduce risk. such as environmental groups. These organizations typically include groups whose focus is on housing or In considering the distribution of assistance from community development in non-disaster times. NGOs federal grants, a way of tracking equity is to fully often do not think of themselves as playing a large role understand who is eligible. For example, under FEMA’s in the post-disaster planning process, yet often they do Public Assistance Grant Program, only local or state play a key part. Outreach to these stakeholders is critical governmental organizations are eligible applicants, to help them understand the importance of their voice and only for reimbursement of their own eligible in pre- and post-disaster planning efforts. costs. Under the Hazard Mitigation Grant Program, only local and state governmental units and certain Establishing relationships with both NGOs and private non-profit organizations are eligible applicants, VOADs/COADs prior to a disaster can help channel but local governments with jurisdiction may apply assistance more quickly during the post-disaster on behalf of home or business owners. Under the period. It also enables these groups to grasp some Pre-disaster Mitigation (PDM) Program only state and of the potential issues associated with long-term local governments are eligible applicants, but local redevelopment and, when necessary, play an governments may apply on behalf of private-non advocacy or other appropriate role. profits, or home or business owners. As sources of disaster funding are identified, eligibility criteria should be noted so that disbursements are fairly distributed among all eligible applicants.

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10.5 MANAGING DEBT AND RETAINING HIGH BOND RATINGS It is possible that the county will need to issue bonds or other debt to fund some aspects of recovery or even to bridge gaps in revenue. Sarasota County currently maintains good bond ratings. In November of 2012, Fitch Ratings affirmed its AAA-implied General Obligation (GO) rating on Sarasota County, as well as AA ratings with a stable outlook on the majority of the county’s revenue bonds. In its affirmation, Fitch Ratings noted that the county’s financial operations are well-maintained, as evidence by abundant reserves, conservative budgeting practices and high levels of liquidity. Ratings also can reflect the strong financial management, low debt burden and above-average wealth indicators of the population, as well as the current housing market or other economic conditions that impact financial operations, capital planning and employment. It is important to recognize the level of debt that may be incurred by different disaster scenarios. In the aftermath of a disaster, federal assistance is available to help communities with repairs to damaged public facilities. FEMA’s Public Assistance Program will fund 75% of the cost of such repairs, but the community must cover the remaining 25%. Similarly, the HMGP, which provides grants to protect undamaged buildings from the impacts of future events through projects such as wind retrofits (e.g., shutters, etc.) or flood control, will also cover 75% of the cost. The remaining balance is the responsibility of the municipality or the county where the project involves their public facilities. Sarasota County must be prepared for this 25% match for both programs while also recognizing revenue impacts following a disaster.

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Appendix A: Definitions and Acronyms A.1 DEFINITIONS OF TERMS Blighted Area: An area that substantially impairs or arrests the sound growth of a municipality, retards the provision of housing accommodations, or constitutes an economic or social liability and is a menace to the public health, safety, morals, or welfare in its present condition and use. A blighted area may contain one or more of the following factors: a substantial number of slums, deteriorated or deteriorating structures, predominance of defective or inadequate street layout, faulty lot layout in relation to size, adequacy, accessibility or usefulness, unsanitary or unsafe conditions, deterioration of site or other improvements, diversity of ownership, tax or special assessment delinquency exceeding the fair value of the land, defective or unusual conditions of title, or the existence of conditions that endanger life or property by fire or other causes. Building Value: The latest total assessment of all improvements on a parcel of land recorded on the property appraiser's file before the structure was damaged. Building value for structures not yet on the rolls of the property appraiser or under construction shall be valued by an alternative method.

Comprehensive Plan: A community’s long-range vision for making land use changes; preparing capital improvement programs; and regulating the rate, timing and location of future growth. It is based on establishing long-term goals and objectives to guide the future growth of a city. Elements include economic development; environment; housing; land use; recreation and open space; and transportation. Damage Assessment: A systematic procedure for evaluating damage to public and private property, based on current replacement cost. The assessment is used to determine if the area can qualify for federal or state disaster assistance. Disaster: Any natural, technological or civil emergency that causes damage of sufficient severity and magnitude to result in a declaration of a state of emergency by a county,the governor, or the President of the United States. Disasters shall be identified by the severity of resulting damage, as follows:

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Capital Improvement Plan (CIP): A community’s plan for matching the cost of large-scale improvements— such as fixing roads, water and sewer mains—to anticipated revenues, such as taxes and bonds.

1. Catastrophic disaster – A disaster that will require massive state and federal assistance, including immediate military involvement 2. Major disaster – A disaster that will likely exceed local capabilities and require a broad range of state and federal assistance

3. Minor disaster – A disaster that is likely to be within the Community Emergency Response Team (CERT): response capabilities of local government and to result Program that educates people about disaster in only a minimal need for state or federal assistance. preparedness for hazards that may impact their area and Disaster Recovery Center (DRC): A facility established trains them in basic disaster response skills, such as fire in or near the community affected by the disaster safety, light search and rescue, team organization and designed to serve as a referral and information office for disaster medical operations. state and federal disaster assistance. Comprehensive EmergencyManagement Plan Emergency Operations Center (EOC): The central (CEMP): Operations plan required under Chapter direction and control facility for county disaster 252.38(1), Florida Statutes, that defines the response operations. Also provides coordination of organizational structure, chain of command, and resources and services during disaster situations. operational procedure for the preparation, response and recovery and mitigation efforts associated with an emergency. Includes a basic plan as well as a recovery annex and a mitigation annex.

Emergency Support Function (ESF): A primary agency or agencies designated to facilitate coordination of disaster response and recovery activities. The Sarasota County CEMP includes details on the individual ESFs. _ 119

Appendix_A Hazard Mitigation Grant Program (HMGP): May provide funds to states, territories, Indian tribal governments, local governments, and eligible private non-profits following a Presidential major disaster declaration. Local Mitigation Strategy (LMS): Multi-jurisdictional pre-disaster hazard mitigation plan required by the Robert T. Stafford Disaster Relief and Emergency Assistance Act as a condition of federal grant assistance. The LMS is implemented by a countywide stakeholder committee.

enforces a floodplain management ordinance to reduce future flood risk to new construction in floodplains, the federal government will make flood insurance available within the community. This insurance is designed to provide an insurance alternative to disaster assistance to reduce the escalating costs of repairing damage to buildings and their contents caused by floods.

Post-Disaster Redevelopment Plan (PDRP): A plan that identifies policies, operational strategies, and roles and responsibilities for implementation that will Long-term Redevelopment: The process of going guide decisions that affect long-term recovery and beyond restoring all aspects of the community to redevelopment of the community after a disaster. normal functions by creating conditions improved The plan emphasizes seizing opportunities for hazard over those that existed before the disaster. Long-term mitigation and community improvement consistent redevelopment is characterized by activities such with the goals of the local comprehensive plan and as implementing hazard mitigation projects during rebuilding; strengthening building codes; changing land with full participation of the citizens. Recovery topics use and zoning designations; improving transportation addressed in the plan should include business resumption and economic redevelopment; housing repair and corridors; building more affordable housing; and reconstruction; infrastructure restoration and mitigation; developing new economic opportunities. short-term recovery actions that affect long-term Major Damaged Structure: A structure that can be redevelopment; sustainable land use; environmental made habitable with extensive repairs. Damage may restoration; and financial considerations, as well as other include the foundation, roof and major structural long-term recovery issues identified by the community. components. The indicator for this category is if the cost Pre-Disaster Mitigation Grant Program: Designed to to repair is greater than 20% and includes 50% of the help states, territories, Indian tribal governments and local replacement cost at the time of damage. communities implement a sustained pre-disaster natural Minor Damaged structure: A structure that can be hazard mitigation program that reduces overall risk to the made habitable in a short period of time with minimal population and structures from future hazard events, while repairs. Damages may include doors, windows, floors, reducing reliance on federal funding from future disasters. roofs, mechanical systems and other minor structural Preparedness: Pre-disaster activities that ensure people damage. The threshold in this category is if the cost to are ready for a disaster and will respond to it effectively. It repair is less than or equal to 20% of the replacement includes steps taken to decide what to do if essential services cost of the structure at the time of damage. break down, how redevelopment should occur, developing a Mitigation: Sustained actions taken to reduce or plan for contingencies, and practicing that plan. eliminate long-term risk to people and property from Public Information Officer (PIO): An emergency hazards and their effects. support position responsible for ensuring that sufficient National Flood Insurance Program (NFIP): A federal public information and education about recovery program enabling property owners in participating operations and assistance programs reaches affected communities to purchase insurance as protection citizens and entities.. against flood losses in exchange for state and Reconstruction/Long-term Recovery: The longcommunity floodplain management regulations that term process of rebuilding a communityâ&#x20AC;&#x2122;s destroyed reduce future flood damages. Participation in the NFIP or damaged housing stock, commercial and industrial is based on an agreement between communities and buildings, public facilities, and infrastructure to similar the federal government. If a community adopts and levels and standards that existed before the disaster.

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Response: Activities that address the immediate and short-term effects of an emergency or disaster. Response activities are contained within the Emergency Support Functions of the Comprehensive Emergency Management Plan and include immediate actions to save lives, protect property, meet basic human needs, and restore water, sewer and other essential services. Short-term Recovery: Includes damage assessments, public information, temporary housing, utility restoration and debris clearance. Short-term recovery does not include the redevelopment of the built environment, economic sector, or normal social networks. Emergency repairs and minor reconstruction will occur during this phase along with decisions that may affect long-term redevelopment. Substantial Damage: Damage of any origin to a structure that causes the cost of restoring the structure to equal or exceed 50% of the market value of the structure before the damage occurred. Substantial damage also means repetitive loss flood-related damages sustained by a structure on two separate

Post-Disaster Redevelopement Plan

occasions during a 10-year period, for which the cost of repairs at the time of each such flood event, on average, equals or exceeds 25% of the market value of the structure before the damage occurred. Substantial Improvements: Any reconstruction, rehabilitation, addition or other improvement of a structure taking place within a one-year period for which the cost equals or exceeds 50% of the market value of the structure before the "start of construction" of the improvement. The term includes structures that have incurred substantial damage, regardless of the actual work performed, including repetitive loss. The term does not include either: â&#x20AC;˘ Any project for improvement of a structure to correct existing violations of state or local health, sanitary or safety code specifications that have been identified by a local code enforcement official and that are the minimum necessary to assure safe living conditions â&#x20AC;˘ Any alteration of a "historic structure" that would preclude the structure's continued designation as a "historic structure."

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A.2 ACRONYMS BOCC

Board of County Commissioners

BRT

Bus Rapid Transit

CAC

Citizens Advisory Committee

CDBG

Community Development Block Grants

CDC

Centers for Disease Control

CDD

Community Development District

CEMP

Comprehensive Emergency Management Program

CERT

Community Emergency Response Team

CHA

Coastal Hazards Area

CIP

Capital Improvement Program

COAD

Community Organizations Active in Disaster

COBA

Coalition of Business Associations

CONA

Sarasota County Council of Neighborhood Associations, Inc.

COOP

Continuity of Operations Plan

COP

Certificate of Participation

CUCD

Center for Urban and Community Design

DCA

Florida Department of Community Affairs _ 121

Appendix_A DHR

Division of Historical Resources

DHS

Department of Homeland Security

DRC

Disaster Recovery Center

EAR

Evaluation and Appraisal Report

EDC

Economic Development Corporation

EmergencyManagement

EMS

Emergency Medical Services

EOC

Emergency Operations Center

ESF

Emergency Support Function

ESLPP

Environmentally Sensitive Lands Protection Program

FDOH

Florida Department of Health

FDOT

Florida Department of Transportation

FEMA

Federal Emergency Management Agency

FL EMPA

Florida EmergencyManagement Preparedness

Assistance FP&L Florida Power & Light GBSL

Gulf Beach Setback Line

GIS

Geographic Information System

general obligation

GOPs

Goals, Objectives and Policies

HIPI

High Impact Performance Incentive Grant

HMGP

Hazard Mitigation Grant Program

HOA

Homeowners Association

HUD

Housing and Urban Development

HUD U.S.

Department of Housing and Urban Development

IMS

Incident Management System

LDR

Land Development Regulations

LEED

Leadership in Energy and Environmental Design

LID

Low Impact Development

LMS

Local Mitigation Strategy

LRTP

Long Range Transportation Plan

MEC

Major Employment Center

MOU

Memorandum of Understanding

MPO

Metropolitan Planning Organization

MSBU

Municipal Service Benefit Units

MSTU

Municipal Service Tax Unit

NFIP

National Flood Insurance Program

NGO

nongovernmental organization

NOMCVB

New Orleans Metropolitan Convention and Visitors Bureau

NOTMC

New Orleans Tourism and Marketing Corporation

122 _

DRAFT

_ 2014

NRF

National Response Framework

Public Assistance

PDM

Pre-disasterMitigation

PDRP

Post-Disaster Redevelopment Plan

QTI

Qualified Target Industry

RSZ

Residential Sending Zone

SBA

Small Business Administration

SBA

Small Business Assistance

SCAT

Sarasota County Area Transit

COAD

Sarasota Community Organizations Active in Disaster

SCORE

Volunteer business counseling

SCTI

Sarasota County Technical Institute

SFHA

Special Flood Hazard Areas

SHIP

State Housing Initiative Partnership Program

SMART

Sarasota Means Action Response Team

TBARTA

Tampa Bay Area Regional Transportation Authority

TBRPC

Tampa Bay Regional Planning Council

TDC

Sarasota County Tourist Development Council

TDR

Transfer of Development Rights

USDA U.S.

Department of Agriculture

VOAD

Voluntary Organizations Active in Disaster

Post-Disaster Redevelopement Plan

DRAFT

_ 123

Appendix_A

DRAFT

124 _

_ 2014

Post-Disaster Redevelopement Plan

Appendix B: PDRP Development Process This section will be added before the document is finalized.

DRAFT

_ 125

Appendix_B

DRAFT

126 _

_ 2014

Post-Disaster Redevelopement Plan

Appendix C: Relevant Comprehensive Plan Policies The following table identifies relevant goals, objectives and policies from the Sarasota County Comprehensive Plan that relate to different elements of this Post-Disaster Redevelopment Plan. These policies were used to inform issues and actions presented in Sections 5-8, as well as the discussion on plan integration in Section 3. Sarasota County Comprehensive Plan Goals, Objectives, and Policies Related to Post-Disaster Redevelopment Planning Comprehensive Plan Section

Goal, Objective, or Policy

Page #

Category

Economic Development

Policy 1.1.2: Sarasota County will support, as appropriate, the development of education facilities and programs to meet the demands of a continuously adapting workforce.

8-33

Economic Development

Policy 1.5.1: Protect and enhance the resources of the natural environment as they positively enhance the quality of economic development.

8-39

Economic Development

8-41

Economic Development

Goal 2: Enhance the effectiveness and efficiency of overall economic development efforts Economic Development through coordination, collaboration, and cooperation with federal, state, regional, and local authorities. Economic Development

Objective 2.1: Provide a coordinated and cohesive economic development program that represents the needs and desires of Sarasota Countyâ&#x20AC;&#x2122;s citizens.

8-41

Economic Development

Goal 3: Achieve a diversified and sustainable economic base in Sarasota County to minimize the vulnerability of the local economy to economic fluctuations.

8-42

Economic Development

Goal 1: Preserve, protect and restore the integrity of the natural environment, historic and archeological resources, neighborhoods and preserve agricultural uses consistent with resource protection.

9-46

Environmental

Policy 1.1.8: Sarasota County will coordinate efforts to acquire public lands for conservation, preservation, and open space.

9-48

Environmental

Future Land Use

Policy 1.1.11: Normal management practices associated with maintaining and restoring native habitats such as controlled burning within public and private Conservation/ Preservation areas shall be permitted.

9-48

Environmental

Future Land Use

Policy 1.1.12: All development and redevelopment shall be consistent with the Primary Components of the Historic Preservation Chapter.

9-49

Environmental

Environment

Goal 1: Protect, maintain and, where deemed necessary in the public interest, restore the Barrier Island, beach, and estuarine systems of Sarasota County.

2-127

Environmental

Environment

Objective 1.1: Construction activities on or off the shore of the barrier islands shall not detrimentally impact the barrier island system.

2-128

Environmental

Environment

Policy 1.1.1: Enforce Sarasota County Ordinances pertaining to construction seaward of the Countyâ&#x20AC;&#x2122;s Gulf Beach Setback Line and Barrier Island Pass Hazard Line.

2-128

Environmental

Environment

Policy 1.1.2: Hardening of Gulf beaches or passes shall be prohibited unless such hardening has been found to be in the public interest. A hardening project that is determined to be in the public interest shall not impact lateral public pedestrian access, and shall minimize adverse impacts to coastal processes and resources, neighboring properties, and the values and functions of beaches and dune systems, and provide mitigation where determined by the Board of County Commissioners to be appropriate. Permanent disruptions to natural coastal processes and long-term erosion impacts shall be considered in deliberations.

2-128

Environmental

Future Land Use

DRAFT

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Appendix_C Sarasota County Comprehensive Plan Goals, Objectives, and Policies Related to Post-Disaster Redevelopment Planning Comprehensive Plan Section

Goal, Objective, or Policy

Page #

Category

Environment

Policy 1.1.4: In order to restore barrier island coastal processes and beach habitat, existing derelict shore protection structures located seaward of a beach nourishment project's Erosion Control Line (ECL) shall be removed where practicable.

2-128

Environmental

Environment

Policy 1.1.5: Notwithstanding any other policies or principles for evaluating development proposals in this Chapter that would conflict with the construction of a County Coastal Restoration Project, the Board of County Commissioners may approve and construct a County Coastal Restoration Project, provided the Coastal Restoration Project satisfies the following criteria: 2 Impacts to environmental resources shall be minimized and mitigated in accordance with County, state and federal permitting requirements; and where these requirements conflict, the more stringent requirements shall be followed; Impacts to lower quality habitats and resources shall be considered and used in the project before impacts to higher quality habitats and resources are considered and used; For purposes of this policy, a County Coastal Restoration Project shall be a County-initiated and managed: inlet restoration, spoil island restoration, waterways maintenance, beach nourishment, or dune restoration project.

2-128

Environmental

Environment

Policy 1.2.3: By 2009, develop a Beach and Inlet Management strategy with a monitoring program for Sarasota County, incorporating regional coordination and interaction, to: • assess the nature and extent of coastal erosion; • monitor the effectiveness of beach restoration programs; • determine the effect of storm events on sand movement; • identify dominant coastal processes which would aid in evaluating permit applications and coastal decision making;• incorporate the long- term effects of sea level rise within the management policies; • identify the impacts of modified inlets on historic erosion rates; • identify beach segments with common erosion/accretion histories; • recommend beach management strategies for each segment , including maintenance; • identify potential impacts to existing environmental conditions; • identify and assess impacts to marine habitats and wildlife; • ensure beach management strategies are environmentally sound; and • develop a long term strategy for areas of chronic erosion.

2-129

Environmental

Environment

Policy 2.2.4: Utilize the County's regulatory authority to restore damaged wetlands to their natural state.

2-133

Environmental

Environment

Policy 2.2.5: The County should participate in the Gulf of Mexico Alliance discussions on the health and restoration of the Gulf, especially the eastern portions. The County shall cooperate in advancing the understanding of system dynamics and the Board of County Commissioners shall consider relevant initiatives for support.

2-133

Environmental

Environment

Policy 2.2.6: Maintain a program of coastal systems data collection and analysis to assist in the protection of natural systems and in long-range, post-disaster planning. Coordinate with existing programs to ensure appropriate ecological data is available for required data analyses.

2-133

Environmental

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Post-Disaster Redevelopement Plan

Sarasota County Comprehensive Plan Goals, Objectives, and Policies Related to Post-Disaster Redevelopment Planning Comprehensive Plan Section

Goal, Objective, or Policy

Page #

Category

Environment

Goal 4: Protect, maintain, and, where necessary, restore the natural resources of Sarasota County to ensure their continued high quality and critical value to the quality of life in the County.

2-134

Environmental

Environment

Policy 4.2.1: Utilize the Countyâ&#x20AC;&#x2122;s regulatory authority to encourage shoreline softening rather than shoreline hardening practices. Where practical, shoreline planting and enhancement projects shall be required during development orders proposing shoreline hardening in accordance with Policy 2.2.3. Require effective vegetative buffer zones for all new construction adjacent to watercourses, wetlands, and bays.

2-135

Environmental

Environment

Policy 4.5.14: The County shall implement and update, where necessary, guidelines in the Land Development Regulations (LDR), Zoning Ordinance, and/or other existing regulations which regulate development and specify the necessary design standards to protect environmentally significant/sensitive areas (for example, Barrier Islands, floodplains, watersheds, and water recharge areas) and on properties adjacent to Public Conservation/Preservation Lands.

2-144

Environmental

Environment

Policy 4.5.15: The County shall protect mangroves to the fullest extent allowed by County and State law.

2-144

Environmental

DRAFT Policy 4.5.16: Maintain and promote rural and natural resource land management practices such as prescribed burning including a requirement that all new development in the Rural area or areas adjacent to Public Conservation/Preservation Lands shall, as part of the development review process, recognize and protect existing rural and natural resource land management practices.

2-143

Environmental

Includes a section on Coastal Zone Management: Coastal Disaster Planning, that details the current way that hazard mitigation/emergency management are integrated into the LMS as well as includes an overview of the current PDR section.

2-150167

Environmental

8-39

Environmental

Future Land Use

Policy 4.2.3: The County will encourage utilization of alternative methods to fund redevelopment other than Community Redevelopment Area with Tax Increment Financing. The alternative funding tools may include, but are not limited to the Capital Improvement Plan (CIP); Neighborhood Matching Grants program; special financing mechanisms such as improvement taxing districts, Municipal Service Benefit Units (MSBU), Municipal Service Tax Unit (MSTU), and Community Development District (CDD); state funding such as Community Development Block Grants (CDBG); private â&#x20AC;&#x201C; public partnerships; or establishing a dedicated redevelopment fund.

9-82

Financial Administration

Capital Improvements

Policy 1.1.5. Proposed expenditure of public funds that subsidize or enable land development in Coastal High Hazard Areas shall be limited to those projects identified in the Environment Chapter.

10-32

Financial Administration

Environment

Policy 1.5.3: Preserve and enhance sensitive natural resources, including beaches, wetlands, Economic Development estuaries, historic resources, scenic vistas and other unique natural resources through public acquisition and/or regulatory protection.

_ 129

Appendix_C Sarasota County Comprehensive Plan Goals, Objectives, and Policies Related to Post-Disaster Redevelopment Planning Comprehensive Plan Section

Page #

Category

Policy 1.4.3. Capital improvements proposed to be added to the Five Year Schedule of Capital Improvements (Table 10-3) shall be evaluated with project selection criteria that consider, but are not limited to, the following factors: • the relationship to relevant Chapters of the Comprehensive Plan; • the elimination of public hazards; • the elimination or mitigation of existing deficiencies; Capital Improvements 10-38-39 • the impact on the annual operating and capital budgets; • location in relation to the "Future Land Use Map"; • the accommodation of new development and redevelopment facility demands; • the financial feasibility of the proposed project; and • the relationship of the improvement to the plans of State agencies and the Southwest Florida Water Management District.

Financial Administration

Environment

Goal, Objective, or Policy

The Local Comprehensive Emergency Management Plan is essential to proper hurricane evacuation and post hurricane recovery. However, the Hurricane Plan addresses only the short term aspects of post hurricane planning. A long term post hurricane disaster plan, also an important document for any coastal county to develop, should address two aspects of disaster planning: hazard mitigation and post hurricane redevelopment. Public safety, financial, and natural resource concerns need to be considered. Due to the current coastal densities and the related amounts of public investment, hurricanes pose potentially expensive costs to the community, including loss of life, damage to private structures and public infrastructure, loss of employment, tax base and shelter. A long term hurricane disaster plan provides an opportunity to avoid some of the problems associated with storm events by preparing the community in advance.

2-163

Barrier Islands are recognized as a unique land use category. Development on the Barrier Islands is of special concern due to problems associated with hurricane evacuation, potential for storm damage and the sensitive nature of coastal habitats. Previously, it was recognized that total preservation or conservation of the Barrier Islands was preferable, but development of one dwelling unit per acre was acceptable, consistent with development patterns on Manasota and Casey Key. The higher densities found on Siesta Key were recognized, yet prohibited from further increases by a 1979 Planning Department Study, and subsequent down zoning in 1982. On the Future Land Use Map, the Barrier Islands are represented as a homogenous land use classification to underscore the special considerations attendant to any future development or redevelopment. The future distribution, extent and location of generalized land uses are not portrayed for the Barrier Islands, because it is the continued policy of Sarasota County that the intensity and density of future development not exceed that allowed by existing zoning. Thus, future land uses on the Barrier Islands will remain essentially the same as the land uses shown on the “Existing Land Use Map Sarasota County - 2003" (under separate cover).

9-16

DRAFT

Future Land Use

130 _

General Mitigation & Recovery

Housing & Planning

_ 2014

Post-Disaster Redevelopement Plan

Sarasota County Comprehensive Plan Goals, Objectives, and Policies Related to Post-Disaster Redevelopment Planning Comprehensive Plan Section

Goal, Objective, or Policy

Page #

Category

Future Land Use

Concern for the future development and redevelopment of the Barrier Islands warrants special consideration, which necessitates treating the Barrier Islands differently than the urban areas. Thus, the reduction of densities on the Barrier Islands is encouraged particularly in locations where the number of platted lots of record or the underlying zoning is more intense than the existing use. There are vested rights attendant in both of these situations. The Zoning Ordinance establishes the Barrier Islands as a Sending Zone to facilitate the transfer of development rights. To date, however, there have been no rights transferred from the barrier islands.

9-17

Housing & Planning

Future Land Use

Policy 1.1.2: Barrier Islands are designated on the Future Land Use Map to recognize existing land use patterns and to provide a basis for hurricane evacuation planning and disaster mitigation efforts. The intensity and density of future development on the Barrier Islands of Sarasota shall not exceed that allowed by zoning ordinances and regulations existing as of March 13, 1989, except that with respect to lands zoned RMF as of that date and consistently so thereafter, a non- conforming duplex whose density exceeds the density restrictions of the zoning ordinances and restrictions may be rebuilt within the footprint of the structure, or a non-conforming multifamily structure may be demolished and a duplex rebuilt in its place within the prior footprint of the multi-family structure without violating this policy.

9-46

Housing & Planning

Future Land Use

Policy 1.1.3: The designated County Coastal High Hazard Area shall include the evacuation zone for a Category 1 hurricane, as established in the regional hurricane evaluation study.

9-47

Housing & Planning

Future Land Use

Policy 1.1.4: Residential development within the adopted Coastal High Hazard Area shall conform to the following: 1 In the event that a residential structure located within the adopted Coastal High Hazard Area is voluntarily destroyed, or destroyed by natural forces, the redevelopment of said property must conform to the underlying zoning in accordance with Policy 1.1.2; 2 The provisions of this Policy shall not be construed as restricting the rebuilding of a single family residence on an existing lot-of-record, provided that such property meets all requirements pertaining to construction in the Coastal High Hazard Area; 3 In the event that natural forces render a property located in the Coastal High Hazard Area unbuildable, or reduce the development potential of a property as allowed by the prior acreage and the underlying zone district, utilization of the Transfer of Development Rights concept will be encouraged. Development Rights, in such cases, shall be determined based upon pre-disaster conditions; and 4 The reduction of densities and intensities, including the vacation of platted lots of- record, shall be encouraged by the use of the Barrier Island Sending Zone for the transfer of development rights.

9-47

Future Land Use

Policy 1.1.6: No development order shall be issued which would permit development in 100 year floodplains, as designated on Federal Emergency Management Agency Flood Insurance Rate Maps or adopted County flood studies, or on floodplain associated soils, defined as Soils of Coastal Islands, Soils of the Hammocks, Soils of Depressions and Sloughs, and Soils of the Floodplains and shown in Figure 2-2, that would adversely affect the function of the floodplains or that would degrade the water quality of water bodies associated with said floodplains in violation of any local, State, or federal regulation, including water quality regulations.

9-48

DRAFT

Housing & Planning

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Appendix_C Sarasota County Comprehensive Plan Goals, Objectives, and Policies Related to Post-Disaster Redevelopment Planning Comprehensive Plan Section

132 _

Goal, Objective, or Policy

Page # Category

Future Land Use

Policy 1.1.7: Discourage the intensification of land uses within Hurricane Vulnerability Zones 1 & 2 (Figure 2-8), consistent with Future Land Use Policy 1.1.2. and Environment Policy 5.1.1.

9-48

Housing & Planning

Future Land Use

Policy 3.1.8: To address the need for Affordable housing, when the following criteria are met, residential development up to 25 dwelling units per acre may be approved by the Board of County Commissioners: 2 Thirty percent of the units qualify as Affordable housing (those making less than 100 percent of Area Median Income (AMI) as calibrated for family size) and no less than 10 percent of the total units shall be affordable to those making less than 80 percent of AMI (as calibrated for family size). 3 The development is located within Âź mile of a transit route. 4 The site is not located within a Hurricane Vulnerability Zone 1 or 2. (See Figure 2-8) 5 The development is certified as a green development. 6 The affordability of the units shall be preserved in perpetuity. 7 The request is supported by a jobs/housing balance study. 8 The parcel is not located on a barrier island. 9 The Future Land Use designation of the property is: 10 Commercial Center (excluding Neighborhood Commercial Centers) 11 Commercial Corridor 12 Major Employment Center 13 Major Government Use 14 Office/Multi-Family Residential 1. Sarasota County shall adopt an Ordinance of implementing regulations by January 2007, which shall require each parcel utilizing these provisions to be subject to a public hearing.

9-60

Housing & Planning

Future Land Use

Policy 3.2.9: The rezoning of additional lands on the Barrier Islands for commercial or office uses shall be prohibited.

9-73

Housing & Planning

Future Land Use

Policy 3.2.11: Increased residential density to create Affordable Housing may be approved by the Board of County Commissioners, pursuant to Policy 3.1.8., within Commercial Centers (excluding Neighborhood Centers) and Commercial Corridor designations.

9-73

Housing & Planning

Future Land Use

Policy 3.3.5: Increased residential density to create Affordable Housing may be approved by the Board of County Commissioners, pursuant to Policy 3.1.8., within Light Office and Office/MultiFamily Residential designations.

9-74

Housing & Planning

Future Land Use

Policy 3.4.8: Increased residential density to create Affordable Housing may be approved by the Board of County Commissioners, pursuant to Policy 3.1.8., within Major Employment Center designated areas.

9-76

Housing & Planning

Future Land Use

Objective 4.1: Encourage redevelopment opportunities, utilizing smart growth principles, to transform underutilized properties and/or properties struggling with economic viability into developments that sustain and improve the economy, community, and environment.

9-80

Housing & Planning

Future Land Use

Policy 4.2.5: The County will utilize the County Planning programs, as described in Future Land Use Goal 5 to address the adverse consequences, such as gentrification, and benefits that occur with redevelopment. Strategies should include, but are not limited to, the provision of affordable housing through mixed use developments, alternative housing types, and increased residential densities, where appropriate.

9-82

Housing & Planning

Future Land Use

Objective 5.1: Establish and implement County planning programs that will provide broad-based community involvement and conversation, address development, redevelopment, and infill opportunities and constraints, and enhance neighborhoods.

9-82

Housing & Planning

DRAFT

_ 2014

Post-Disaster Redevelopement Plan

Sarasota County Comprehensive Plan Goals, Objectives, and Policies Related to Post-Disaster Redevelopment Planning Comprehensive Plan Section

Goal, Objective, or Policy

Future Land Use

Policy 5.1.4: The Strategic Initiatives Planning Program shall be a proactive program established to allow the County to act as a catalyst and partner for development, redevelopment, and infill projects that improve the natural, social, economic and built environment of Sarasota County and the region. The Strategic Initiatives Planning Program will include the following components: 1 Leverage County resources to support the communityâ&#x20AC;&#x2122;s goals, 2 Coordinate community partnerships and resources to implement Strategic Initiatives projects, 3 Support County objectives and initiatives, including smart growth, sustainability, and healthy communities, 4 County will act as a liaison through the life cycle of the Strategic Initiatives process, and 5 Enhance community awareness of and participation in County objectives and initiatives.

9-84

Housing & Planning

Historical Preservation

Policy 1.5.1. Evaluate development proposals to avoid, minimize, or mitigate adverse impacts on historic resources within Sarasota County through the use of various techniques such as establishment of conservation easements; protective covenants, and local historic designations. Mitigation measures shall be designed to preserve, reclaim, and compensate for as many of the values of the historic resource as are adversely affected. Mitigation may also include other measures to assure preservation of significant elements of the resources disturbed, such as transfer to a public or nonprofit agency for curation purposes, and/or contribution to a special fund dedicated to historic preservation, and/or architectural salvage, and/or HABS (Historic American Building Survey) documentation, with priority given to methods that lead to saving an intact resource on site or if not feasible then off site.

1-38

Housing & Planning

Policy 1.5.4. Review applications for Construction, Alteration, and Demolition Permits, Tree Removal Permits, Water and Sewer Permits, On Site Wastewater Treatment and Disposal System Permits, Coastal Zone Setback Variances, Water, and Navigation Control Authority Major Work Permits and Right of Way Permits for significant Historic Resources in accordance with the Sarasota County Historic Protection Ordinance, for the purpose of avoiding, minimizing, or mitigating adverse impacts on the Historic Resources.

1-39

Housing & Planning

Policy 1.5.8. Create and implement a historic resource disaster plan and incorporate it as appropriate into Sarasota Countyâ&#x20AC;&#x2122;s Local Mitigation Strategy.

1-40

Housing & Planning

Housing

Goal 1: Enhance Sarasota Countyâ&#x20AC;&#x2122;s sustainability as a community by encouraging the development of affordable, safe, and sanitary housing with variety in type, density, size, tenure (rental and ownership), cost, and in various locations to accommodate the needs, preferences and financial capabilities of current and future residents.

7-23

Housing & Planning

Housing

Policy 1.1.1: Accommodate the production of a diversity of type and price housing through land use, zoning and Critical Area Plans to encourage a broad range of housing opportunities.

7-23

Housing & Planning

Housing

Policy 1.1.7: Identify land use changes that can maximize Affordable and Workforce housing opportunities. Consider appropriate sites for higher densities, greater heights and infill development along transportation corridors.

7-24

Housing & Planning

Housing

Policy 1.1.10: Actively lead and facilitate greater community participation and regional participation in helping solve the housing needs of households with income under the area median income.

7-24

Housing & Planning

Historical Preservation

DRAFT

Page # Category

_ 133

Appendix_C Sarasota County Comprehensive Plan Goals, Objectives, and Policies Related to Post-Disaster Redevelopment Planning Comprehensive Plan Section

Page # Category

Housing

Objective 1.2: Increase the supply of housing affordable for extremely low, very low, low and moderate-income future and existing residents.

7-25

Housing & Planning

Housing

Policy 1.2.2: Increase the production of affordable rental housing and ownership housing through Community and Affordable Housing amendment to the zoning ordinance which may include the opportunity to utilize a density bonus provision and requirements to preserve affordability in perpetuity in conjunction with incentives for the creation of Affordable and Community housing.

7-25

Housing & Planning

Housing

Policy 1.2.8: Facilitate the creation of developments with Community housing that provide longerterm and in-perpetuity affordability through homeownership, nonprofit ownership, resident-owned cooperatives, and land trusts.

7-26

Housing & Planning

Housing

Policy 1.2.9: Create more fully integrated neighborhoods through the development or redevelopment of mixed income and affordable in-fill housing and through the placement of Affordable housing units in neighborhoods that do not already have high levels of low-income housing.

7-26

Housing & Planning

Housing

Objective 1.3: Provide for the development of accessible housing and appropriate supportive services so that equal housing opportunities are available to special needs populations.

7-27

Housing & Planning

Housing

Policy 1.3.1: Support the development of accessible and Affordable senior rental housing in close proximity to support services.

7-27

Housing & Planning

Policy 1.3.7: Continue to fund, as feasible, emergency shelters, transitional housing, permanent supportive housing and appropriate supportive services for people who are homeless, including families, single adults and unaccompanied youth.

7-28

Housing & Planning

Policy 1.4.6: Prohibit discrimination in all aspects affecting the sale, rental, or occupancy of housing based on status or other arbitrary classification.

7-30

Housing & Planning

Housing

Policy 1.5.2: Promote the repair, improvement and rehabilitation of housing and encourage replacement of substandard housing to enhance quality of life in neighborhoods.

7-30

Housing & Planning

Housing

Policy 1.5.3: Ensure public safety and neighborhood stability by requiring owners to repair substandard housing or, as a last resort, demolish dangerous housing.

7-30

Housing & Planning

Housing

Policy 1.5.4: Coordinate code enforcement with rehabilitation and housing assistance programs.

7-30

Housing

Policy 1.5.5: Pursue prompt judicial action when needed to resolve code violations.

7-30

Housing

Policy 1.5.11: Sarasota County shall evaluate alternate sites and/or consider the redesign of federal, state or locally funded projects in order to avoid the displacement of persons from their homes or place of business.

7-31

Housing & Planning

Housing

Policy 1.5.16: Identify, preserve and retain historic structures. Support new, redeveloped, or rehabilitated neighborhoods that incorporate historically important architectural buildings, standards and details that support neighborhood heritage and sense of place. See Historic Preservation Chapter.

7-32

Housing & Planning

Housing

134 _

Goal, Objective, or Policy

DRAFT

Housing & Planning Housing & Planning

_ 2014

Post-Disaster Redevelopement Plan

Sarasota County Comprehensive Plan Goals, Objectives, and Policies Related to Post-Disaster Redevelopment Planning Comprehensive Plan Section

Goal, Objective, or Policy

Page #

Category

Housing

Policy 1.5.17:Support public and private actions that improve the physical and social environment of areas that have a concentration of low-income households or lack infrastructure.

7-32

Housing & Planning

Housing

Policy 1.5.18: Discourage the involuntary displacement of low-income residents from their community while expanding housing opportunities to create more balanced neighborhoods.

7-32

Housing & Planning

Environment

Policy 5.1.1: Development orders that adversely impact evacuation routes, critical locations, on site hurricane shelter provisions, and proximity to off-site shelter facilities within Hurricane Vulnerability Zones 1 and 2 (Figure 2-8) shall be discouraged in the County.

2-167

Housing & Planning

Environment

Policy 5.1.2: By 2007, the County shall develop and implement a long- term post hurricane disaster recovery plan that at a minimum, considers the following: • Maintain natural defenses of coastal system Avoid or minimize repetitive loss • Improve construction standards Establish redevelopment policies • Address erosion due to wave action and recession of the waters

2-167

Housing & Planning

Environment

Policy 5.2.1: New and existing manufactured home developments undergoing site changes, such as, but not limited to expansion, will establish on site sheltering for 100 percent of the development's residents, provided the shelter meets certain locational criteria. Sarasota County Emergency Management shall review and approve the development plans for shelter facility design in accordance with American Red Cross 4496 Guidelines.

2-168

Housing & Planning

Policy 5.2.3: Encourage hotel/motel development in the storm category 3, 4, and 5 zones rather than in storm category 1 and 2 zones.

2-169

Housing & Planning

Environment

Policy 5.2.4: Coordinate research and planning efforts between County Planning Services and Emergency Management, the Southwest Florida Regional Planning Council, and other appropriate agencies in order to continue to update the pertinent sections of the Sarasota County Comprehensive Emergency Management Plan and the Local Mitigation Strategy to develop a post hurricane disaster plan that addresses long term repair and redevelopment activities.

2-169

Housing & Planning

Environment

Policy 5.2.6: New County buildings, so designated by the Board of County Commissioners, shall be designed and constructed in such a way that enables them to be utilized for hurricane shelter with an increase required wind performance of 20 mph over and above the 130 mph building code requirement. Retrofit existing public buildings to increase wind resistance.

2-169

Housing & Planning

Environment

Objective 5.3: Limit additional public investment in order to restrict further concentrations of population in the Coastal High Hazard Area.

2-169

Housing & Planning

Environment

DRAFT

_ 135

Appendix_C Sarasota County Comprehensive Plan Goals, Objectives, and Policies Related to Post-Disaster Redevelopment Planning Comprehensive Plan Section

Page #

Category

Environment

Policy 4.4.15: The County shall implement and update, where necessary, guidelines in the Land Development Regulations (LDR), Zoning Ordinance, and/or other existing regulations which regulate development and specify the necessary design standards to protect environmentally significant/sensitive areas (for example, Barrier Islands, floodplains, watersheds, and water recharge areas) and on properties adjacent to Public Conservation/Preservation Lands.

2-142

Housing & Planning

Economic Development

Policy 1.4.13:The County will encourage redevelopment by establishing strategies, such as mixed use and increased densities, in the goals, objectives, and policies of the Future Land Use Element.

8-38

Housing & Planning

Housing

Policy 1.6.3: Encourage the use of environmentally sensitive development practice to minimize the effects of growth on the Countyâ&#x20AC;&#x2122;s natural resource systems.

7-33

Housing & Planning/ Environment

Housing

Policy 1.2.11: The Office of Housing and Community Development, in partnership with Planning & Development Services and the Countyâ&#x20AC;&#x2122;s Public Information Department, shall provide public education awareness programs to provide the community with a better understanding of programs that are available to encourage the production and preservation of Community housing and to meet the need for Community housing within the County.

7-26-27

Housing & Planning

Housing

Policy 1.2.14: Conduct and maintain an inventory, by June 2006, of all surplus County owned land and foreclosed properties that could be used to promote the development of Community housing.

7-27

Housing & Planning

Housing

Policy 1.2.15: Encourage the continued operation of existing manufactured home parks and subdivisions and the replacement of existing older manufactured or mobile homes with new code approved manufactured homes on site in properly zoned manufactured home or mobile home parks and subdivisions.

7-27

Housing & Planning

Housing

Policy 1.2.16: To support the creation of Affordable housing, Sarasota County shall encourage the development of Affordable housing in association with schools, parks, hospitals and places of worship through amendments to the Sarasota County Zoning Ordinance that will facilitate such joint development opportunities.

7-27

Housing & Planning

Housing

Policy 1.3.2: Provide assistance for low, very low and extremely low income seniors to maintain and improve their homes, including but not limited to financial grants and loans and referral to community-based support agencies with the objective of improving the feasibility of keeping seniors in their community.

7-28

Housing & Planning/ Financial Administration

Housing

Policy 1.4.4: The Housing Fund shall be used to promote the development, preservation, rehabilitation and purchase of Affordable housing.

7-29

Housing & Planning/ Financial Administration

Housing

Policy 1.4.7: Preserve existing Community housing inventory through rehabilitation loans and programs available to qualified homeowners through State and federal housing programs including HOME and SHIP.

7-30

Housing & Planning/ Financial Administration

Housing

Policy 1.3.3.: Enable the elderly to remain in their own neighborhoods as their needs change by supporting co-housing, shared housing, accessory dwellings, smaller homes and other assisted residential living arrangements and by informing seniors on market based options to remain in their homes.

7-28

Housing & Planning/ Infrastructure

Housing

Policy 1.3.9: Integrate special needs housing in residential and commercial environments, with access to public transit, shopping, public amenities and supportive services. The allowable density of such facilities shall be determined based on the densities as shown on the future land use map.

7-29

Housing & Planning/ Infrastructure

Environment

Policy 5.2.2: All new developments with community facilities in the storm category 1, 2, and 3 zones shall be required to meet hurricane shelter design standards. Developments with community facilities in the storm category 4 and 5 zones shall be encouraged to meet these standards.

2-169

Infrastructure & Public Facilities

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Goal, Objective, or Policy

DRAFT

_ 2014

Post-Disaster Redevelopement Plan

Sarasota County Comprehensive Plan Goals, Objectives, and Policies Related to Post-Disaster Redevelopment Planning Comprehensive Plan Section

Goal, Objective, or Policy

Page # Category

Environment

Policy 5.3.1: The construction or reconstruction of County funded facilities or infrastructure in the Coastal High Hazard Areas shall be prohibited except for passive recreation facilities and those necessary to ensure public health and safety.

2-170

Infrastructure & Public Facilities

Environment

Policy 5.3.2: Utilize the County's power of eminent domain and regulatory authority to relocate threatened and/or damaged structures and infrastructure landward of the Coastal High Hazard Area consistent with the availability of budgeted funds, purchase property for relocation.

2-170

Infrastructure & Public Facilities

Environment

Policy 5.5.3: Special High Hazard Area taxing zones, as necessary, will be created to help pay for the relocation landward of the Coastal High Hazard Area, the reconstruction, and/or protection of storm damaged public infrastructure and facilities, and shelters, to ensure public health and safety.

2-173

Infrastructure & Public Facilities

Transportation

Policy 1.1.3. All construction and maintenance of the thoroughfare system shall be consistent with the Environment Plan specifically: • to reduce where practicable the maintenance of transportation facilities in Coastal High Hazard Areas subject to repeated storm damage and consider the relocation of facilities when determined to be in the best interest of the public health, safety and welfare; and • to discourage the expansion of existing transportation facilities on or onto the urbanized Barrier Islands unless: a) the expansion will not encourage the further development on the Barrier Islands; b) the expansion will provide for the safe movement of traffic and the migration of wildlife, where appropriate; and c) the expansion will assist in the safe evacuation of the resident and seasonal population.

6-76

Infrastructure & Public Facilities

Public Schools

Policy 1.4.3. Consistent with Environment Chapter Policy 5.2.5., continue to coordinate efforts to build new school facilities, and facility rehabilitation and expansions to be designed to provide emergency shelters. Sarasota County will continue to fulfill the requirements of Section 1013.372, Florida Statutes, such that as appropriate new educational facilities will serve as public shelters for emergency management purposes.

12-19

Infrastructure & Public Facilities

Public Buildings and Facilities

Policy 3.5.3. Consistent with Environment Chapter Policy 5.2.5., continue to coordinate efforts to build new school facilities, and facility rehabilitation and expansions to be designed to provide emergency shelters.

5-58

Infrastructure & Public Facilities

Intergovernmental Coordination

Policy 1.1.5. Sarasota County shall actively seek out regional partnerships to address regional issues and to strengthen the County’s negotiating position Statewide in major issues and topics.

11-53

Public Outreach

Future Land Use

Policy 4.2.4: The County will advocate and work collaboratively with community organizations to provide community awareness and education for redevelopment strategies, such as the benefits and value of redevelopment and the principles of sustainability and smart growth.

9-82

Public Outreach

Environment

Policy 5.1.5: The Sarasota County Emergency Services Business Center shall continue its public awareness campaign relating to hurricane evacuation and mitigation, hazardous materials, fire prevention and mitigation, and the 9 1 1 Program throughout Sarasota County.

2-168

Public Outreach

DRAFT

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Appendix_C

DRAFT

138 _

_ 2014

Post-Disaster Redevelopement Plan

Appendix D. Regulations The following regulations relate to the authority to develop and implement a Post-Disaster Redevelopment Plan as described in Section 4 of this Plan.

D.1 STATE REQUIREMENTS FOR PDRP DEVELOPMENT All communities in Florida have already begun planning for pre-disaster mitigation and the immediate response in the post-disaster period through the Local Mitigation Strategy and Comprehensive Emergency Management Plan, respectively. Chapter 163 of the Florida Statutes requires that each general purpose local government with jurisdiction over coastal lands prepare a coastal management element in their Comprehensive Plan based on studies, surveys and data (Section 163.3177(6) (g) F.S.). It further requires that the coastal element contain a redevelopment component outlining the principles to be used to eliminate inappropriate and unsafe development in the coastal areas when the opportunity arises. Local governments that are not required to prepare coastal management elements are encouraged to adopt hazard mitigation/post-disaster redevelopment plans, which should, at a minimum, establish long-term policies regarding redevelopment, infrastructure, densities, nonconforming uses and future land use patterns (Sections 163.3177(7)(l) and (2), F. S.).

In addition, the plans must contain policies that: • Distinguish between immediate repair and cleanup actions needed to protect public health and safety and long-term repair and redevelopment activities (F.A.C. 9J-5.012 (3)(c)(5)) • Address the removal, relocation or structural modification of damaged infrastructure as determined appropriate by the local government but consistent with federal funding provisions and unsafe structures (F.A.C. 9J-5.012 (3)(c)(5)) • Limit redevelopment in areas of repeated damage (F.A.C. 9J-5.012 (3)(c)(5)) • Incorporate the recommendations of interagency hazard mitigation reports, as deemed appropriate by the local government, into the local government’s comprehensive plan when the plan is revised during the evaluation and appraisal process (F.A.C. 9J-5.012 (3)(c)(5))

DRAFT

Finally, the plan must include: • The identification of areas needing redevelopment, and measures to eliminate unsafe conditions and inappropriate uses within these areas as opportunities arise (F.A.C. 9J-5.012 (3)(c)(6))

Rule 9J-5 requires the preparation of post-disaster redevelopment plans to reduce or eliminate the exposure of human life and public and private property • An analysis of the potential for relocating threatened to natural hazards (Section 9J-5.012 (3)(b)(8) F.A.C.). infrastructure within the coastal high-hazard areas The plans must contain an identification of the coastal (F.A.C. 9J-5.012 (2) (e)) high-hazard areas and an inventory or analysis of natural • An analysis of measures that could be used to reduce disaster planning concerns related to post-disaster exposure to hazards in coastal areas, including redevelopment that includes: relocation, structural modification and public • An inventory within the coastal high-hazard areas acquisition (F.A.C. 9J-5.012 (2) (e)) of the existing and proposed land use including Statutory requirements do not currently identify a infrastructure and beach and dune conditions specific state agency responsible for reviewing the (F.A.C. 9J-5.012 (2) (e)) plan, nor does it state specific language to be used • An inventory of structures with a history of repeated for detailed standards. Communities may tailor their damage in coastal storms and coastal or shore PDRP to best address their hazards, recovery and protection structures (F.A.C. 9J-5.012 (2) (e)) redevelopment from potential disasters.

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Appendix_D D.2 EMERGENCY POWERS Chapter 252.38 of the Florida Statutes, emergency management powers of political subdivisions, gives counties the authority to manage emergencies countywide. It calls for the creation of an emergency management agency in each county that will be the liaison with the state and will coordinate post-disaster activities within the county, municipalities and school board. Section 3 of the chapter lays out the emergency powers granted to each county, including expending funds, invoking mutual aid, and ensuring performance of public work in an emergency.

D.3 LOCAL AUTHORITY TO DEVELOP A PDRP The Sarasota County Comprehensive Plan includes the following policy calling for the development of this plan.

ENV Policy 5.1.2.

DRAFT

By 2007, the county shall develop and implement a long-term post hurricane disaster recovery plan that at a minimum: • Maintains natural defenses of coastal system • Avoids or minimizes repetitive loss • Improves construction standards • Establishes redevelopment policies • Addresses erosion due to wave action and recession of waters

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