EDA Regional Disaster Recovery Plan - Mo-Kan Regional Council

This Report was prepared under an Economic Development Administration Investment Award from the U.S. Department of Commerce Economic Development Administration

EDA

MO-KAN REGIONAL COUNCIL

224 N. 7TH ST.,

SAINT JOSEPH, MO 64501

(816)233-3144

WWW.MO-KAN.ORG

Regional DISASTER RECOVERY PLAN


This publication was prepared by Mo-Kan Regional Council. The statement, findings, conclusions, and recommendations are those of the author(s) and do not necessarily reflect the views of the U.S. Department of Commerce Economic Development Administration.

Chapter 1-Executive Summary 6 Disaster Recovery Area 6 Summary of Scope of Work 8 Element One: Review County Disaster Recovery Plans 9 Element Two: Infrastructure and Vulnerability Assessment 10 Element Three: Provide Disaster Recovery/Mitigation Education/Training 14 Element Four: Provide Business and Community Financial Assistance 17 Element Five: Develop Recovery Plan 18 Element Six: Establish Partnerships 19 Element Seven: Reporting 20

Chapter 2-Disaster Impact Analysis 21 Federal Emergency Management Agency (FEMA) Presidential Disaster Declarations 21 Average Annualized Loss 23 Impact on Jobs by Industry Sectors 25 Impact on Unemployment Rate 26 Impact on Job Centers 26 HAZUS Program-Estimate Disaster Impact 28

Chapter 3-Pre-Disaster Preparedness and Mitigation 33 Emergency Transportation System (ETS) 33 Levee Program 36 Region H Outdoor Warning Siren Activation Guidelines 40

Chapter 4-Post-Disaster Recovery Efforts 41 Building a Regional Disaster Recovery Commission (RDRC) 41 Local Emergency Planning Committees (LEPCs) 42 Regional Workshops for Public Education 43 Recovery Strategies-Goals, Objectives, Actions 47

Chapter 5-Economic Resiliency 52 Critical Infrastructure Geo-Database Program 52 Business Continuity Plan (BCP) Template 56 Regional Economic Disaster 58

Chapter 6-Appendix 60 Appendix A: Informational Brochures 60 Appendix B: Maps of Regional Economic Anchors 65 Appendix C: Business Financing Resources 81

Contents

Chapter 1-Executive Summary

Disaster Recovery Area

Mo-Kan Regional Council (Mo-Kan) is an economic and community development organization serving county and municipal governments in four Missouri counties and two Kansas counties: Andrew, Buchanan, Clinton, and DeKalb counties in Missouri; Atchison and Doniphan counties in Kansas.

In 2011, two-thirds of the Mo-Kan region was impacted by the Missouri River flooding. These areas included Andrew and Buchanan counties in Missouri; Atchison and Doniphan counties in Kansas. Please see the recovery area1 map in Figure 1.1.1 Recovery areas in this report include Andrew and Bu-chanan counties in Missouri and Atchison and Doniphan counties in Kansas.

The recovery area supports a population of 131,361 (U.S. Census, 2010), and covers approximately 1,665 square miles of land. It has a diversified economy including agricultural processing, construction, manufacturing, retail trade, insurance and financial services, waste management and remediation, technical support/educational services, health care and social assistance and accommodation and food services. The recovery area also contains the St. Joseph metropolitan area and Missouri Western State University (MWSU), one of the largest public universities in northwest Missouri, as well as Benedictine College and Highland Community College, which are located in northeast Kansas. These circumstances have allowed the region to enjoy economic stability and population growth.

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Regional Disaster Recovery Plan

FIGURE 1.1: DISASTER RECOVERY AREA IN MO-KAN REGION

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Summary of Scope of Work

On June 20, 2012, Mo-Kan was awarded $150,000 from Economic Development Administration (EDA) for the purpose of completing a Regional Disaster Recovery Plan. The intent of this document is to assess losses; diagnose needs and provide disaster recovery assistance to local governments, communities and businesses in their efforts to recover from the flooding of the Missouri River in 2011, as well as other potential future natural disasters. The flood impacted northwest Missouri and northeast Kansas in three main ways: interrupting income, reducing personal assets and destroying essential public infrastructure. The risk of disaster arises when hazards interact with physical, social, economic and environmental vulnerabilities. The focus of these efforts has been to:

• Review county disaster recovery plans;

• Complete an infrastructure and vulnerability assessment;

• Provide disaster recovery/mitigation education/training;

• Provide business and community financial assistance;

• Develop a recovery plan;• Establish partnerships; and• Reporting

While facilitating economic recovery will continue to be a significant activity, Mo-Kan created a scope of work to assist with long-term response and recovery efforts, and further develop additional strategies and actions in disaster preparedness and economic sustainability. These activities will continue to concentrate on the areas of transportation, social communications, economic development, livability, planning and environmental protection.

The following section of this report summarizes Mo-Kan’s activities during the past two years in meeting its contractual obligations as defined by the agreement’s Scope of Work.

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Element One: Review County Disaster Recovery Plans

Goal: Mo-Kan staff will undertake activities to review existing hazard mitigation plans and other relevant documents as means to improve the local and regional responses to future disasters.

A: Evaluate existing county/city disaster recovery plans for disaster impacted communities identified in FEMA declarations. Modify these plans as necessary to reflect needed FEMA updates.

Accomplishments• Requested and reviewed the most recent county hazard mitigation plans (HMPs). Assisted in updating HMPs and continued sending monthly progress reports to State Emergency Management Agency (SEMA).• Evaluated Andrew and Buchanan

counties’ Local Emergency Operations Plans; City Of St. Joseph’s Emergency Operations Plan.

Difficulties• Andrew and Buchanan counties’ hazard mitigation plans were drafted by Mo-Kan, whereas Atchison and Doniphan counties’ hazard mitigation plans were drafted by E-Fm Consulting, LLC. Each state used its own vulnerability assessment tools.

Solutions and Quantified Deliverables• Mo-Kan worked with Regional Homeland Security Oversight Committee (RHSOC) and researched on Threat and Hazard Identification and Risk Assessment (THIRA) tool to develop a risk assessment model for the disaster recovery region. Please see Figure 1.2. The model has four steps and each step contains two or more tasks:

o Step One-Identify Disasters o Step Two-Profile Disaster-Impacted Areas o Step Three-Vulnerability Assessmento Step Four-Estimate Losses (This step is conducted in HAZUS. Please see details on page 28.)

FIGURE 1.2: RISK ASSESSMENT MODEL

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B. Meet with officials from cities and counties to identify and prioritize specific long-term goals and action items within each Hazard Mitigation Plan (HMP) that can be addressed.

Accomplishments• Met with Andrew, Buchanan, Atchison and Doniphan county commissioners and city staff to discuss the long-term goals for disaster recovery: Andrew County’s concern of repetitive flooding along Nodaway River and Missouri River; Buchanan County’s MRLS 448-443-L/Halls Levee Emergency Evacuation Plan; Atchison County’s need of updating the Flood Insurance Rate Map (FIRM); Doniphan County’s flooding concerns for cities located along Missouri River, such as Elwood, Wathena and White Cloud. • Coordinated with other regional planning commissions (RPCs) and met in Jefferson City to discuss Hazard Mitigation Plans (HMPs) progress and standardization of procedures with State Emergency Management Agency (SEMA).

Difficulties• None to state.

Solutions and Quantified Deliverables• Mo-Kan purchased 2013 aerial photography for Buchanan County, Missouri. • Mo-Kan purchased the flyover for areas along the Missouri River in southwest Andrew County and northeast Doniphan County for a flooding study.

Element Two: Infrastructure and Vulnerability Assessment

Goal: Develop plan to evaluate and assess vulnerability of existing local and regional infrastructure.

A: Identify and develop a database of cities within the counties that have been affected by disaster events.

Accomplishments• Developed a GIS database for Andrew, Buchanan, Atchison and Doniphan counties, including data for transportation systems, levee systems, population distribution, race distribution, area density, housing characteristics, family income and poverty and employment characteristics. • Updated the database with the most recent data of parcels from Buchanan County Treasurer’s Office.

Difficulties• Each jurisdiction has its own GIS database and it is created and operated by different companies or organizations, some of which is proprietary.

Solutions and Quantified Deliverables• Mo-Kan created and shared a regional GIS database to support mapping needs in the member communities.

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B: Assess and identify infrastructure needs, for development or repair, to assist with recovery and subsequently work to overcome damage.

Accomplishments• Modified Buchanan County’s GIS infrastructure footprints. • Mo-Kan conducted a study on critical infrastructure data for Andrew, Buchanan, Atchison and Doniphan counties. The project team is a collaboration of University of Missouri-Columbia Missouri Spatial Data Information Service (MSDIS) staff and undergraduate students, the targeted regional planning commissions: Northwest Missouri Regional Council of Governments (NWRCOG) and Mo-Kan Regional Council (Mo-Kan), and Missouri Department of Public Safety personnel.


Solutions and Quantified Deliverables• The study on critical infrastructure data created a GIS database including every single building/construction in the entire region. Determined by function, there were 16 types of critical infrastructure: Agriculture, Food and Livestock; Banking and Finance; Building General; Commercial and Retail; Education; Emergency Response and Law Enforcement; Energy; Government and Military; Health and Medical; Industry; Information and Communication; Mail and Shipping; Public Attractions and Landmark Buildings; Transportation Facilities; Water Supply and Treatment; and Weather. The study listed a total of 3,952 buildings that are located within the 100-year floodplain. Please see a summary

of the study on page 18.• Mo-Kan completed a survey of broadband services in each community anchor institution in Andrew and Buchanan counties. Collected information of each facility’s contact information, web address, technology (cable, fiber, satellite, wireless, air card, etc.), availability of public WIFI, broadband provider and actual upload/download speed.

C: Couple HMP suggestions and identified potential areas of vulnerability as they relate to possible infrastructure damage in future disasters and work to resolve the vulnerable areas.

Accomplishments• Reviewed levee systems stated in HMPs. Visited levees in Buchanan County. Identified damaged levee system, which resulted from Missouri River flooding in Buchanan County. Talked to Andrew, Atchison and Doniphan County Commissioners about their concern of private levees with flooding issues.• Mo-Kan worked with three rural electric cooperatives (Northwest Electric Power Cooperative (G&T), Platte-Clay Electric Cooperative Inc. and United Electric Cooperative Inc.) to complete their chapters in a Statewide Multi-Jurisdictional Hazard Mitigation Plan.


Solutions and Quantified Deliverables• Mo-Kan successfully applied for and administered a Community Development Block Grant (CDBG) of $349,992 to repair the damages to the Rushville-Sugar Lake levee. Please see details on page 36. • As of November 2012, the statewide

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Rural Electric Cooperative hazard mitigation plan is now complete and has been approved by FEMA and Missouri SEMA. The plan can be reviewed at: www.mo-kan.org.

D: Develop GIS application of businesses and critical infrastructure in floodplain/floodway.

Accomplishments• Developed a map of critical infrastructure in the 100-year floodplain. Please see Figure 5.2.• Developed a map of private Levee District Five in Andrew County.• Helped Atchison update the digital 100-year floodplain map.

Difficulties• There was no record of private levees in either the county assessor’s office or U.S. Department of Agriculture (USDA).

However, there were flooding issues that occurred because of private levees, such as constructions along the Nodaway River in Andrew County. Without permission, it was hard to access private properties to collect data.

Solutions and Quantified Deliverables• Mo-Kan mapped tentative Levee District Five in Andrew County. Levee District Five is a private levee that was generated from a list of parcels with levee taxes along the Nodaway River. First, the parcels which were taxed for the levee construction was mapped. Then, based on the flyover, a line representing a potential levee was mapped between the Nodaway River and the parcels. The levee map was not accurate, but could offer a reference for geocoding flooding issues. Please see Figure 1.3.

FIGURE 1.3: PRIVATE/UNKNOWN LEVEES IN ANDREW COUNTY, MISSOURI

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E: Identify affected/vulnerable transportation corridors.

Accomplishments• Identified a series of transportation corridors/highways that are located in hazardous areas.


Solutions and Quantified Deliverables• Classified roads into three categories based on their emergency use. Created an emergency road network. Please see page 33.• Created a map of emergency roads located in 100-year floodplain. Please see Figure 35.

F: Develop an inventory of key industries/businesses and employment centers affected by disaster events.

Accomplishments• Identified top employers in the disaster recovery area.• Created a job density map illustrating job centers and relations with the 100-year floodplain. Please see page 27.• Estimated the average annualized loss per capita of Andrew, Buchanan, Atchison and Doniphan counties. Please see page 24.


Solutions and Quantified Deliverables• Added a disaster recovery chapter to Mo-Kan Comprehensive Economic Development Strategy (CEDS).

G: Map natural disaster threats (HAZUS data) in the disaster impacted counties.

Accomplishments• Created the 100-year floodplain in Andrew, Buchanan, Atchison and Doniphan counties.• Estimated losses in HAZUS program. Please see pages 30-32.

Difficulties• The calculation of various types of losses is generated from HAZUS-MH, which is an ideal planning model. The results are hypothetic numbers and can offer a good sense of economic loss from flooding for each county and the entire region; however, they are not real numbers.

Solutions and Quantified Deliverables• Mo-Kan worked with Shanna Michael, the GIS Specialist of AECOM to update the HAZUS-MH software to the most recent edition and improve the quality of the input data.

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Element Three: Provide Disaster Recovery/Mitigation Education/Training

Goal: Ensure that local businesses, communities and counties are pro-vided disaster recovery and hazard mitigation training.

A: Provide a minimum of four (4) trainings about the importance of including disaster considerations when making decisions about purchasing equipment, developing new facilities, adding services or building infrastructure.

Accomplishments• Mo-Kan teamed with the Green Hills Regional Planning Commission and the National Weather Service to host a workshop to get local communities “StormReady”1 in November 2012.• Mo-Kan held a one-day training of two joint workshops in June 2013. One session was discussing GIS use in disaster recovery and the other session was about land use planning theories to help build a resilient community.• Mo-Kan teamed with Northwest Missouri Regional Council of Government (NWMORCOG) and the American Red Cross to host a business resiliency and recovery workshop for

1 NWS (National Weather Service) designed Storm-Ready to help communities better prepare for and mitigate effects of extreme weather-related events. StormReady also helps establish a commitment to creating an infrastructure and systems that will save lives and protect property. Receiving StormReady recognition does not mean that a community is storm proof, but StormReady communities will be better prepared when severe weather strikes.

the fifteen county region in northwest Missouri and northeast Kansas in May 2014.• Mo-Kan participated in creating Region H Outdoor Warning Siren Activation Guidelines (OWS). The purpose of this standardization protocol is to offer the public an established common guideline for the activation of Outdoor Warning Sirens (OWS) throughout Region H.

Difficulties• It is difficult to reach businesses to attend public workshops or meetings. First, many business leaders have very limited time to consider attending trainings for disaster recovery. Second, unless an event directly impacts them, training is not a priority.• It is difficult to ensure people will attend workshops even when they are registered.

Solutions and Quantified Deliverables• The workshops were posted on Mo-Kan website and newsletters as well as local chamber of commerce newsletters.• For the “Building a Resilient Community” workshop, we charged a small fee for attending. The purpose of doing this was to ensure attendance. This did encourage participation.• Region H Outdoor Warning Siren Activation Guidelines (OWS) are available on Mo-Kan’s website.

B: Provide resource assistance to individuals, communities and businesses about available long-term disaster recovery and mitigation programs and services.

Accomplishments• For the long-term recovery goal, Mo-Kan identified a prioritized infrastructure project of one bridge in rural Andrew County and two bridges in rural Buchanan

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County.• For the long-term recovery goal, Mo-Kan suggested a prioritized infrastructure project of a community safe room in the region. • In 2012, Mo-Kan wrote a Community Development Block Grant (CDBG) to help Rushville-Sugar Lake Levee Association improve levees. Please see page 36.• Mo-Kan helped Buchanan County create the Halls Levee Emergency Evacuation Plan. Please see page 38.


Solutions and Quantified Deliverables• Mo-Kan discussed with county/city officials about the conditions and applicable solutions for the potential projects of prioritized infrastructure.

C: Craft four (4) informational brochures for the list of properties identified in Goal Four, Activity C. These brochures will include information regarding steps for disaster mitigation as well as other relevant data.

Accomplishments• Created four informational brochures for business owners, employees, schools and families. Please see Appendix A: Informational Brochures.


Solutions and Quantified Deliverables• Created a brochure of “Create Your Business Continuity Plan”, providing business owners with step-by-step guidance in order to create their own business continuity plan.• Created a brochure of “Find Disaster Assistance That Meets your Business Needs”, listing the major financial

assistance regarding to disaster recovery. This brochure is mostly valuable for small business owners.• Created a brochure of “Get a Survival Kit for an Emergency” to help families get ready for various types of emergencies.• Created a brochure of “What to Do When it Snows…”, offering businesses information of activities that need to be taken during a snow day.

D: Maintain a database of recovery support, emergency response procedures, and information of local, state and federal programs available to assist communities and businesses.

Accomplishments• Listed five major grant programs: the Hazard Mitigation Grant Program (HMGP), the Pre-Disaster Mitigation (PDM), the Flood Mitigation Assistance (FMA), the Repetitive Flood Claims (RFC) and the Severe Repetitive Loss (SRL). • Listed various local, state and federal programs available to assist communities and businesses. Please see details in Appendix C: Business Financing Resources.


Solutions and Quantified Deliverables• Provided program information of eligible applicants and the cost share requirements to city/county governments as well as businesses and non-profit organizations. Please see Figures 1.4 and 1.5.

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Source: Federal Emergency Management Agency (FEMA) Hazard Mitiga-tion Assistance (HMA) programs Unified Guidance

FIGURE 1.4: ELIGIBLE APPLICANTS

FIGURE 1.5: COST SHARE REQUIREMENTS

E: Explore possibility of making resource collection web-based. If feasible, then include with Goal Two, Activity D.

Accomplishments• Mo-Kan created and maintained a website for Hazard Mitigation Plans (HMPs) for each county.• Mo-Kan created “Resilient Community” website in order to post workshop information and public training sessions.• Mo-Kan listed resources, loan programs and success stories for borrowers and lenders on Mo-Kan website.

Difficulties• Mo-Kan tried to develop a web-based mapping tool; however, it was not cost-effective for the organization and there was no budget for ongoing maintenance.

Solutions and Quantified Deliverables

• Hazard Mitigation Plans (HMPs) for Andrew, Buchanan, Atchison and Doniphan counties are available on Mo-Kan’s website.• Missouri Electric Cooperatives Plan was approved and is available on Mo-Kan’s website.• “MoBroadbandNow” project’s description and business surveys are available on Mo-Kan’s website.• Region H Outdoor Warning Siren Activation Guidelines and the group information flyer are available on Mo-Kan’s website.

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Element Four: Provide Business and Community Financial Assistance

Goal: Provide direct assistance to jurisdictions and small businesses and entrepreneurs.

A: Apply for funding assistance on behalf of affected cities/counties.

Accomplishments• Mo-Kan successfully applied for and administered a Community Development Block Grant (CDBG) of $349,992 to repair the damages to the Rushville-Sugar Lake levee.• Mo-Kan assisted “Buyout” program to mitigate residential and commercial properties located within the 100-year floodplain in Buchanan County, Atchison County and Doniphan County.• Mo-Kan helped the Village of Agency (in Buchanan County) identify its needs according to the Platte River flooding issues. Mo-Kan identified the Missouri Department of Natural Resource (DNR) Recreational Trails Program (RTP) and Land and Water Conservation Fund (LWCF).

Difficulties• The “Buyout” program required local match. Many communities could not afford the match.

Solutions and Quantified Deliverables• Mo-Kan contacted SEMA office

to identify more grants and loan opportunities as well as encouraging community volunteers and donations.

B: Assess businesses’ needs as they relate to disaster recovery.

Accomplishments• Mo-Kan conducted a confidential phone survey of top employers in the disaster recovery region to collect information. The total number of job and profit losses offered a realistic sense of the disaster impact and provided practical information for creating a regional disaster implementation strategy.


Solutions and Quantified Deliverables• A list of top employers in the disaster recovery region.

C: Provide affected businesses with information about recovery resources available.

Accomplishments• Mo-Kan invited local business to the “StormReady” Workshop. Offered free presentation and application assistance services for them to prepare for disasters.• Mo-Kan cooperated with Northwest Missouri Regional Council of Governments (NWMORCOG) and American Red Cross to hold a “Business Resiliency and Recovery” workshop on May 13, 2014. This workshop offered participants the opportunity to complete free “Ready Rating” program training.• Mo-Kan followed up with the business owners who were involved in the “Ready Rating” program. Provided one-on-one

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instruction and assistance over phone to evaluate and improve business resiliency and recovery abilities.


Solutions and Quantified Deliverables• Please see Appendix A: Informational Brochures.

D: Assist businesses with financing needs as necessary.

Accomplishments• Northwest Missouri Workforce Investment Board (WIB) applied and administrated a National Emergency Grant (NEG) to conduct the NW Missouri flood Disaster Recovery Jobs (DRJ) program. This program got individuals who were affected by the flooding/disasters back to work and utilizing their skills to assist in the clean-up process. The City of St. Joseph and Buchanan County utilized the program to help with remediation following the flood.


Solutions and Quantified Deliverables• NW Missouri flood Disaster Recovery Jobs Program. A video at: https://www.youtube.com/watch?v=M-Y5q4Shl9o

Element Five: Develop Recovery Plan

Goal: Structure a regional recovery plan for governmental units and businesses with relevant federal and state information.

A: Work with business assistance programs and support affected businesses with the update/development of disaster recovery strategies. Encourage these businesses to incorporate the recovery/restoration procedures into their business procedures.

Accomplishments• Listed loans and grants in Appendix C-Business Financing Resources.


Solutions and Quantified Deliverables• Drafted a Business Continuity Plan (BCP) template to provide a toolkit for resilient businesses in the communities.• “Ready Rating” Program.

B: Create a sample disaster recovery strategy format for area businesses. This standardized design will be made available on-line.

Accomplishments• Created a Business Continuity Plan (BCP) template and a step-by-step guidance brochure. These are available at www.mo-kan.org.• Offered one-on-one training of “Ready Rating” program for business resiliency assessment.

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Difficulties• The disaster region includes a large area of rural communities and does not have a strong root for planning. Most of the small cities and townships do not have zoning ordinances or other types of plans for future development. The lack of planning resulted in a large loss and inefficient response and recovery when facing the 2011 Missouri River flood.• Some municipalities did not have a full-time, professional educated Emergency Management Director (EMD) to correctly tablulate disaster related damage and loss. This maybe a reason why Clinton and DeKalb counties (in Mo-Kan service area) were not included in the 2011 FEMA Presidential Disaster Declarations.

Solutions and Quantified Deliverables• Business Continuity Plan (BCP) template and a step-by-step guidance brochure.

Element Six: Establish Partnerships

Goal: Develop a network of partner-ships to ensure all regional needs are addressed.

A: Participate in regional quarterly meetings of Emergency Management Coordinators; discuss disaster recovery and prepare for future disasters.

Accomplishments• Attended Andrew and Buchanan counties LEPC meetings routinely.• Mo-Kan held RHSOC meetings routinely.• Attended the statewide hazard mitigation plan meetings.

Difficulties• Lack of continuity in recovery roles.

Solutions and Quantified Deliverables• Built an ideal model of Regional Disaster Recovery Commission (RDRC). This disaster recovery and mitigation team should be led by a regional coordinator for disaster mitigation and recovery. Please see details in page 41.

B: Create reciprocal agreements between governmental entities and emergency response jurisdictions to gain assistance in case of future disasters.

Accomplishments• Mo-Kan helped Buchanan County Emergency Management Director (EMD) develop the Halls Levee Emergency Evacuation Plan. • Mo-Kan joined county/city EMDs and 911 responders in the RHSOC meetings.• Governmental entities and EMDs were invited to workshops and trainings.


Solutions and Quantified Deliverables• None to state.

C: Work with respective state emergency management agencies.

Accomplishments• Mo-Kan Disaster Recovery Planner

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attended SEMA trainings and webinars routinely.• Sent HMP progress reports to SEMA routinely. • SEMA participated in RHSOC meetings.• Mo-Kan participated in SEMA area coordinator and Threat and Hazard Identification and Risk Assessment (THIRA) meetings.


Solutions and Quantified Deliverables• None to state.

D: Identify other partners, which might include universities, regional groups, chambers of commerce, Workforce Investment Boards (WIB), and others.

Accomplishments• Completed a contact list of schools, including school districts, community colleges and universities.• Discussed projects and regional training opportunities with other RPCs.• Contacted St. Joseph Chamber of Commerce, Savannah Chamber of Commerce and Atchison Chamber of Commerce to assess the business losses during the flood event and to identify business needs for recovery.


Solutions and Quantified Deliverables• Worked with the Missouri Career Center to develop an Economic Disaster Recovery Plan. Please see pages 58-59.

Element Seven: Reporting

Goal: Upon completion of Scope of Work, report to EDA.

A: Complete a planned Disaster Recovery Strategy which addresses items identified in the included Scope of Work.

Accomplishments• Draft Final Report was completed on May 15, 2014.• Final Report of the Regional Disaster Recovery Plan was completed and submitted on December 31, 2014.

Difficulties• None to State.

Solutions and Quantified Deliverables• Regional Disaster Recovery Plan.

B: Submit to EDA the completed Disaster Recovery Strategy.

Accomplishments• One Final Report of the Regional Disaster Recovery Plan.

Difficulties• None to State.

Solutions and Quantified Deliverables• Progress Report was completed and submitted on December 28, 2012.• Progress Report was completed and submitted on December 31, 2013.• Mid-Point Progress Report was completed and submitted on June 30, 2013.• Draft Final Report was completed and submitted on May 15, 2014.• Final Report will be completed and submitted on December 31, 2014.

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Chapter 2-Disaster Impact Analysis

Along the Missouri River, there is rich agricultural land, a large number of

residential houses, community institutions, meat processing plants, commercial retail stores and beautiful open spaces. These places are population and employment centers of the region. In the 2011 Missouri River flood, several of them had significant damage, such as Triumph Foods, Frontier Casino, Remington Nature Center, Benedictine College, etc. This led to a negative impact on the regional economy.

Federal Emergency Management Agency (FEMA) Presidential Disaster Declarations

On September 23, 2011, Andrew and Buchanan counties in Missouri, and Atchison and

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FIGURE 2.1: FEMA-DR-4012, MISSOURI

Doniphan counties in Kansas, respectively, were identified in Federal Emergency Management Agency (FEMA) Presidential Disaster Declarations as FEMA-DR-4012 (please see Figure 2.1) and FEMA-DR-4035 (please see Figure 2.2). The declarations

extended disaster recovery benefits to include Public Assistance (PA), making the aforementioned counties within Mo-Kan’s service area eligible for assistance under the Stafford Act.

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FIGURE 2.2: FEMA-DR-4035, KANSAS

Average Annualized Loss

Northwest Missouri and northeast Kansas are no strangers to flooding. For example, Rosendale in Andrew County, Missouri suffers from annual flooding seasons since 1965, when it had a record-breaking flood. In 1993 and 2007, Rosendale was struck by two other record-breaking floods. Another example is

Sugar Lake and Rushville in Buchanan County, Missouri, where large areas of agricultural land and numerous residential neighborhoods were flooded in 1984, 1993 and 2011. Learning from historical lessons, riverine flooding poses one of the greatest risks to human life and properties in the Mo-Kan region. It is essential to be aware of the average annualized loss of flooding in order to generate interest in flood recovery and mitigation. In this document, the average annualized loss was calculated by adding the population decline, building

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damage/loss, property value decline and business interruption.

The four-county area sustained a total of $19.7 million in the average annualized loss. One way to show the average annual loss is to summarize all types of losses by county. For example, Buchanan County had the highest

loss of $7.7 million; Doniphan County had a loss of $7.3 million; Atchison County lost $2.7 million and Andrew County lost $2.1 million. Another way to estimate the average annual loss is to divide it by population. According to the 2010 Census population data, Doniphan County sustained the most severe loss of $913 per capita (Please see Figure 2.3).

Source: Data is collected from FEMA’s Hazus Annualized Loss Viewer

FIGURE 2.3: TOTAL AVERAGE ANNUALIZED LOSS PER CAPITA CAUSED BY NATURAL DISASTERS

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Impact on Jobs by Industry Sectors

The affected four-county region supported a total of 57,467 jobs before the flooding, according to the 2010 census. In 2011, following the disaster, there was a one percent decline in the total jobs. However, the flood brought large changes to particular NAICS industry sectors. Please see Table 2.1 for details.

The flood damaged over 250 square miles of crop and other agricultural land in the recovery region. It also encroached on a large amount of manufacturing and industrial land along the Missouri River.

One sector specifically affected was Accommodation and Food Services. St. Joseph is the home of summer training camp for the Kansas City Chiefs. The flood led to a very sharp decline in visitors, which lead to fewer hotel and motel stays and out-of-area dollars being spent in the region.

Over 40 local retail business owners experienced losses to some extent in the flood. Retail trade sectors lost nearly 500 jobs in the recovery area, while the real estate market lost close to 100 jobs. Many other local employment sectors were also impacted, such as agriculture, construction, transportation, finance, educational services and health care.

However, after the flood, the region created temporary labor forces related to debris cleaning, fixing utility lines, enhancing social media networks and restoring

TABLE 2.1: THE CHANGE OF EMPLOYMENT DYNAMICS IN AREAS IMPACTED BY THE FLOODING

entertainment sites. Therefore, the region had a short-term significant growth of jobs in utilities, information, professional, scientific and technical services, as well as in arts, entertainment and recreation.

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Impact on Job Centers

By June 2011, the Missouri River had been rising for weeks due to heavy rains and snow melt along the river’s headwaters. This forced the U.S. Army Corps of Engineers to open flood gates, which sent water flowing downstream at 160,000 cubic feet per second into the Mo-Kan region.

In northeast Kansas and northwest Missouri, residents voluntarily evacuated their homes. Rising waters along the Missouri River also forced Kansas and Missouri officials to close portions of interstate and state highways and bridges. In Doniphan County, a portion of K 7 Highway from north of Sparks to the Nebraska border was closed for several days due to the high water over the roadways. Portions of Interstate 29, Interstate 229, US 36 and US 59 that connected Kansas and Missouri were also closed. Roadblocks were set up on the Amelia Earhart Memorial Bridge leading into Atchison; and also on the Pony Express Bridge which leads to Elwood and Wathena. The only river crossing bridge that was open was the Centennial Bridge crossing in Leavenworth, which is roughly 40 miles south of St. Joseph.

The closing of highways and bridges prevented many commuters from crossing the Missouri River to the job centers. In the recovery region, the major job centers are centered along Business 71 in east St. Joseph, Interstate 29 in west St. Joseph, US 36 in Wathena and US 59 in Atchison. The minor centers are located in cities like Savannah, Highland, Elwood and Rushville. These job centers are mainly connected by Interstate Highway 29, Interstate Highway 229, US Highway 36 and US Highway 59 (Please see Figure 2.5).

Impact on Unemployment Rate

Another factor that helped to describe the economic impacts of the 2011 flood was the unemployment rate. Impacted by the nation-wide recession which began in October 2007, unemployment rates across the four-county region increased from 2007 to 2009. Starting in 2010, the region’s economy began to turn the corner and was headed for recovery. This led to a steady decrease of unemployment rates prior to the flood.

After January 2011, the unemployment rates continued to decline. However, all four counties experienced a bump in economic recovery due to the flood. Please see Figure 2.4.

Overall, Andrew County had the lowest unemployment rate, while Atchison County had the highest.

FIGURE 2.4: UNEMPLOYMENT FROM JANUARY 2011 TO DECEMBER 2011

Source: Census 2011

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FIGURE 2.5: JOB DISTRIBUTION AND DENSITY IN AREAS IMPACTED BY THE FLOODING IN YEAR 2011

Source: Created in Arc GIS 10.1

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HAZUS Program-Estimate Disaster Impact

HAZUS-MH is a regional multi-hazard loss estimation model developed by the Federal Emergency Management Agency (FEMA) and the National Institute of Building Sciences (NIBS). The primary purpose of HAZUS-MH is to provide a methodology and software application to calculate multi-hazard losses at a regional scale. These loss estimates would be used primarily by local, state and regional officials to plan and stimulate efforts to reduce risks from multi-hazards and to prepare for emergency response and recovery.

HAZUS-MH combines science, engineering and mathematical modeling with GIS technology to estimate economic losses. HAZUS-MH estimates impacts to the physical, social and economic vitality of a community from earthquakes, hurricane winds and floods. In this report, due to the frequency of disasters and the available model, HAZUS-MH is only applied for flood and levee failure. The flood loss estimates provided in this section are based on a region that includes Andrew, Buchanan, Atchison and Doniphan counties. Please see Figure 2.6 for details of the model.

100-Year Floodplain Map Flooding and levee failure are two of the most common disasters occurring in Andrew, Buchanan, Atchison and Doniphan counties along the Missouri River. The economic losses of flooding damage were assessed by using HAZUS-MH for each county. It drew out

FIGURE 2.6: HAZUS-MH WORKING MODEL

Source: https://www.fema.gov/hazus-software

and calculated losses based on the 100-year floodplain (Please see the 100-year floodplain map in Figure 2.7).

Since not every county has a digital or the most recent Flood Insurance Rate Map (FIRM)1, for this report, the 100-year floodplain map of the four county region was generated from HAZUS software.

1 The FIRM is the basis for floodplain management, mitigation and insurance activities for the National Flood Insurance Program (NFIP). Insurance applications include enforcement of the mandatory purchase requirement of the Flood Disaster Protection Act which “…requires the purchase of flood insurance by property owners who are assisted by Federal pro-grams or by Federally supervised, regulated or insured agencies or institutions in the acquisition or improvement of land facilities located or to be located in identified areas having special flood hazards” (Section 2 (b) (4) of the 1973 Flood Disaster Protection Act). In addition to the identification of Special Flood Hazard Areas, the risk zones shown on the FIRMs are the basis for the establishment of premium rates for flood coverage offered through the NFIP.

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FIGURE 2.7: THE 100-YEAR FLOODPLAIN MAP OF ANDREW, BUCHANAN, ATCHISON AND DONIPHAN COUNTIES


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Within the 100-year floodplain, HAZUS used its flooding model to calculate

regional population and building value, expected building damage by occupancy and building type, building-related economic loss estimates and shelter requirements.

Regional Population and Building Value

The estimated population for the four-county region is 127,513, with an estimated 58,188 buildings in the disaster recovery area. The total building replacement value (excluding contents) of this inventory is $9.6 billion. Approximately 68 percent of the building value was associated with residential housing. Please see details in Table 2.2.

Expected Building Damage by Occu-pancy and Building Type

HAZUS estimated that 289 buildings were damaged. The definition of the “Damage Level” was divided into six categories: 1-10 percent, 11-20 percent, 21-30 percent, 31-40

percent, 41-50 percent and over 50 percent (substantially). It also estimated that 173 buildings were completely destroyed (over 50 percent of the building was damaged); 65 buildings received moderate damage (31 percent-50 percent of the building was damaged); and 50 buildings sustained minor damage (1 percent-30 percent of the building was damaged).

Many of the buildings located by rivers were either residential, industrial or commercial. Most of commercial and industrial buildings suffered from light damage, while a large amount of residential houses experienced substantial damage. Table 2.3 summarizes the expected damage by general occupancy for the buildings in the region.

Additionally, the severity of damage was further determined by construction materials. Buildings constructed of concrete are typically more resilient than buildings constructed of wood. Concrete buildings only counted for 0.7 percent, while wood building counted for 43.7 percent of the total loss. Buildings made by clay counted for 49.3 percent; masonry buildings counted for 3.9 percent; steel buildings counted for 2.5 percent of the total loss. Table 2.4 summarized the expected damage by construction materials.

TABLE 2.2: REGIONAL POPULATION AND BUILDING VALUE DATA

Source: HAZUS Program

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TABLE 2.3: EXPECTED BUILDING DAMAGE BY OCCUPANCY

TABLE 2.4: EXPECTED BUILDING DAMAGE BY CONSTRUCTION MATERIALS



A PHOTO OF ST JOSEPH FRONTIER CASINO/TERRIBLES CASINO DURING THE 2011 MISSOURI RIVER FLOOD

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Building-Related Economic Loss Estimates

The total building-related economic losses were $197 million in the four-county region. The losses were broken into two categories: direct building loss or business interruption loss. Direct building loss is the estimated costs to repair or replace the damage caused to the building and its contents. Direct building loss also contains building damage, content loss and inventory loss. Business interruption loss is the loss associated with the inability to operate a business because of damage sustained during the flood. The business interruption loss included income loss, relocation expenses, rental income loss and temporary wage loss. Table 2.5 below provided a summary of loss associated with the building damage.

The essential loss was direct building loss. It made up 99 percent of the total loss. Regarding direct building loss, commercial buildings suffered from the largest damage of near $78 million. Residential buildings had the second largest amount of damage which was approximately $56 million. Industrial buildings experienced $44 million in damage.

Business interruption loss was a very small

part compared to the direct building loss. Residential houses are not considered as part of business interruption loss. Commercial stores lost over $500,000 mostly in business income and wages impacted by the flood. Industrial plants also spent $20,000 in relocation of labor and machines.

Shelter Requirements

Beyond economic loss, HAZUS estimated the number of households expected to be displaced from their homes due to the flood and the associated potential evacuation. Additionally, HAZUS approximated the number of displaced people that will require accommodations in temporary public shelters. The model calculated a total of 1,329 households was displaced due to the flood (122 in Andrew County, 486 in Buchanan County, 244 in Atchison County and 477 in Doniphan County). Displacement includes households evacuated from within or very near to the inundated area. From the impacted households, 1,953 people (59 in Andrew County, 880 in Buchanan County, 256 in Atchison County and 758 in Doniphan County) sought temporary assistance in public shelters.

TABLE 2.5: BUILDING-RELATED ECONOMIC LOSS ESTIMATES (MILLIONS OF DOLLARS)

Source: HAZUS Program32


Chapter 3-Pre-Disaster Preparedness and Mitigation

Emergency Transportation System (ETS)

General emergency road service is provided by car insurance companies, focusing on roadside assistance for emergency car issues. However, this is not the topic of planning for an Emergency Transportation System (ETS). After an emergency is identified and/or announced, an evacuation or rescue takes place immediately. Typically, evacuation or

rescue activities include two parts in a spatial distribution analysis:

• Emergency road network• Emergency roads located in hazardous areas

Emergency Road Network

Above all, an emergency road network is a foundation for operating a smooth evacuation/rescue. The network is planned upon cooperation between road ownerships, such as the county and city roads. In this plan, a unified emergency road system includes three classes of roads.

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The first class is interstate highways. They are the widest, fastest roads with the best physical conditions. The second class is US highways and state highways with lower speed limits. These roads often intersect with the city streets network. The third class is lettered routes, such as A, AC, T, etc. In Andrew and Buchanan counties, the third class roads are often used in rural areas to connect small cities and townships with farms. Please see pictures of these three types of emergency roads in Figure 3.1.

When planning for a smooth evacuation/rescue process, big cities and townships should create an emergency road plan for at least the first and second class roads. Small cities and townships should consider second class roads as the main emergency routes. Moreover, third class roads should be used as backup roads to first and second class roads. Thus, a regional emergency road network is shaped.

Emergency Roads in Hazardous Areas

Figure 3.2 shows transportation corridors and highways that are located in hazardous areas. In southwest St. Joseph, US 59 was underwater when the Missouri River flooded in 2011. Other major transportation corridors/highways located in hazardous areas also include:

• Parts of Interstate Highway 229 by the Missouri River in Andrew and Buchanan counties• Parts of US Highway 59 in Atchison and Buchanan counties • Parts of US Highway 36 through Elwood in Doniphan County• Parts of Missouri State Highway 48 by the 102 River and the Platte River in

Andrew County• Parts of US Highway 169 and 36 by the Platte River in Buchanan County• Parts of State Highway 45 and 116 by Sugar Creek in Buchanan County

FIGURE 3.1: THREE CLASSES OF EMERGENCY ROADS

Source: Google Image

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FIGURE 3.2: EMERGENCY ROADS LOCATED IN HAZARDOUS AREAS


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Levee Program

“A levee system is a flood protection system that consists of a levee, or levees, and associated structures, such as closure and drainage devices, which are constructed and operated in accordance with sound engineering practices. A levee is a manmade structure, usually an earthen embankment, designed and constructed in accordance with sound engineering practices to contain, control or divert the flow of water so as to provide protection from temporary flooding.” -FEMA

US Army Corps of Engineers (USACE) levees include two categories: Program Levees and Non-Program Levees. Each jurisdiction’s responsibility depends on the type of levee. Program Levees are federally-owned and directly managed by USACE. In other words, USACE handles all construction themselves, and continues to provide maintenance directly to their standards of flood protection for that area. Non-Program Levees are built by states or localities and are maintained to certain standards set by USACE. However, private parties or associations/levee districts may do the actual maintenance work. These levees are inspected by USACE and if they meet the requirements they can be eligible for funding (USACE pays 80 percent, local match pays 20 percent) if repairs are required. Please see Figure 3.3 for locations of the levees in the four-county region.

Rushville-Sugar Lake Levee

Lewis & Clark Village, population 132, is completely within the Rushville-Sugar

Lake levee protected area. Winthrop, an unincorporated community, is also within the protected area. Rushville, population 303, is directly to the east of the levee protected area’s northernmost tip, and Rushville-area residents benefit directly from the levee protection. The protected area also contains approximately 3.5 east/west miles of US Highway 59. Immediately to the west of the district, across the river in Kansas, 11,021 Atchison residents depend on this route as their primary transportation into Missouri. The total area protected by the levee system encompasses approximately 8,000 acres, including 6,000 acres in Buchanan County and 2,000 acres in Platte County. The Rushville-Sugar Lake levee structure sustained systemic damage as a result of the protracted and continuous load of floodwaters during the summer 2011 flood on the Missouri River. One of the concerns was the loss of quality sod coverage throughout large segments of the levee. Without the dense sod cover afforded by fine lawn grades, the levee structure is not impervious to erosion and scour from future flood waters. Crown erosion is another key concern. Selected areas of overtopping caused significant crown erosion and in some cases, slope erosion on the inland side of the levee. In at least six places, the engineering report identified levee breaches. The breaches are of utmost consequence, as they represent the most severe degradation to flood protection. Mo-Kan successfully applied for and administered a Community Development Block Grant (CDBG) of $349,992 to repair the damages to the Rushville-Sugar Lake levee. Please see Figure 3.4. This included repairing the various breaches and crown erosions throughout the length of the approximately ten-river-mile structure. The area addressed by

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this project was bounded by US Highway 59 and State Highway 45 on the east, the Missouri River on the west, Halls Levee on the north and the Bean Lake Levee on the south. The project benefited a total population of 89,201.

Impacts of the 2011 Missouri River flood are still being felt in certain levee districts.

Following repairs, the USACE did not complete essential follow-up maintenance activities. As a result, debris has accumulated and trees have grown along the levee. In addition, trees that were alive during the flood have since died due to over exposure to water. The result is several trees that may topple onto the levee.

FIGURE 3.3: US ARMY CORPS OF ENGINEERS (USACE) LEVEE MAP


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Gov. Jay Nixon announced $3,316,925 in Community Development Block Grant (CDBG) to assist seven levee districts along the Missouri River with costs associated with repairing and rebuilding levees damaged by last year’s floods. The Rushville-Sugar Lake Levee was included.

Source: http://governor.mo.gov/news/archive/gov-nixon-announces-more-33-million-assist-seven-levee-districts-along-missouri-river

FIGURE 3.4: GOVERNOR JAY NIXON SPOKE BY RUSHVILLE-SUGAR LAKE LEVEE IN 2012 TO ANNOUNCE THE CDBG FUNDING FOR THE LEVEE’S REPAIR

Halls Levee Emergency Evacuation Plan

The Buchanan County Emergency Management Agency had been asked to devise an Emergency Evacuation Action Plan for the Army Corps of Engineers Federal Levee MRLS 448-443-L, also known as the Halls Levee. The construction of the Halls Levee began in 1948 and was completed in 1952. The levee is approximately 17 miles long and is located in southwest Buchanan County. The maximum flood elevation along the levee is estimated to be from 32 to 36 feet. There are mostly homes that are protected by the Halls Levee including unincorporated Halls, Missouri. Additionally, there are thousands of acres of farm land protected by the Halls Levee. In the event of a failure of this levee in 2011, the lower part of Rushville would have been affected and needed to be evacuated.

Mo-Kan helped Bill Brinton, Buchanan County Emergency Management Director, explore the levees and develop the Halls Levee Emergency Evacuation Plan. This plan identified that the

Halls Levee Board with the assistance of the Buchanan County Emergency Management Agency, the National Weather Service, United State Army Corps of Engineers and the local media would be responsible for communicating with the people who live in the area. It would be the joint responsibility of the National Weather Service and/or the local government entity to issue a warning via radio, television, etc. Early warning, if possible, would enable those in flood hazard areas to move or safeguard their property, thus simplifying evacuation should it become eminent.

Mo-Kan also shared the GIS database of the listed buildings within the floodplain (Please see Figure 5.2) with Buchanan County Emergency Agency. The evacuation plan was created under the guidance of National Preparedness Goal (NPG)1. The following listed information for mitigation, preparedness, response and recovery of the properties located within the 100-year flood plan in Rushville and Sugar Lake:1 The National Preparedness Goal, released in Septem-ber 2011, defines what it means for the whole community to be prepared for all types of disasters and emergencies. https://www.fema.gov/national-preparedness-goal

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Mitigation• Identify the known risk areas to be evacuated and the rationale for their evacuation. • Identify population groups or facilities requiring special assistance in an evacuation and the methods to evacuate them (senior citizens, persons who are visually or mobility impaired or medically dependent, etc.).• Coordinate with the public information office to develop public information packets including evacuation routes, what evacuees should take with them, where they should go, etc. • Develop contingency plans that provide for potential impediments to evacuation (physical barrier, time, lack of transportation resources, etc.).• Develop plans to deal with vehicles with mechanical problems.

Preparedness• Analyze all developing emergencies for potential evacuation situations to include number of evacuees.• Alert reception and care of possible evacuation and obtain location of available reception centers.• Identify necessary evacuation routes and check the status and condition of each one (coordinate with Law Enforcement).• If appropriate, contact road service groups (wreckers, service stations, etc.).• Locate transportation for all persons in threatened area.• Through the Direction and Control section, alert all other emergency sections that an evacuation may be required.• Check with law enforcement to provide for security and parking in the reception area.• Inform the public of the potential evacuation to include the nature of the problem, the movement route to use and the reception area to go to.• If necessary, make plans to evacuate government and critical workers.

Response• Order evacuation when necessary.• Notify all appropriate agencies to include state and federal.• Monitor the following actions to ensure the evacuation functions smoothly including: traffic flow, reception areas and for providing security for evacuated areas.• Broadcast public information continuously during the evacuation to minimize confusion.• Coordinate with and furnish information on the situation to the other emergency services.• Assist in the transfer of necessary supplies and personnel to reception areas, especially if these areas are outside the affected jurisdiction.• As the evacuation winds down, begin planning for the return.• Designate rest areas along movement routes where evacuees can obtain fuel, water, medical aid, vehicle maintenance, information, and comfort facilities. (This would apply to evacuations that require a long distance of travel away from the affected area.)• Provide for transportation for essential workers who might have to work in or near the hazardous areas.• Make provisions for the evacuation of handicapped, elderly, and institutionalized persons.

Recovery• Initiate return when conditions will allow this to be done safely. This will include advising evacuees on what to do to re-enter the evacuated area (i.e., what return routes to use, instructing public to boil water, procedures for turning on gas, etc.).• Monitor all return activities until the return is completed.• Prepare and present after-action reports to governing authorities.

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Region H Outdoor Warning Siren Activation Guidelines

Mo-Kan cooperated with county/city emergency management directors, local media (e.g. KQTV Channel 2) and 911 directors to create a standardization protocol to educate the public. The purpose of doing this was to establish common guidelines for the activation of outdoor warning sirens (OWS) throughout Region H. Region H is composed of 15 counties and local jurisdictions in northwest and north central Missouri. The

disaster area (Andrew and Buchanan counties and jurisdictions) are included in the plan’s footprint. The intent of this guideline is to enhance decision making by citizens when outdoor warning sirens are activated. It is NOT intended to remove a jurisdiction’s obligation or responsibility to alert or warn its community if a situation falls outside of the parameters of this policy.

Outdoor warning sirens represent only one part of the public emergency notification system. Other components include: National Oceanic and Atmospheric Administration (NOAA) All-Hazards Weather Radio, National Weather Service (NWS), NWSChat, law enforcement, fire service, emergency management, text notification networks, private sector meteorologists and the broadcast media. Sirens are used to alert citizens of an imminent hazard, prompt them to take immediate action in finding shelter, and once there, seek additional information on the threat to life and property.

The ultimate goal of the plan is to develop a dynamic, open source guideline that will provide a common operating picture on when to sound outdoor warning sirens and when to test them region wide. The need for standardization of outdoor warning siren protocols is paramount in the region and the states.

More details are available online at: http://mo-kan.org/index.php?option=com_content&view=article&id=141&Itemid=290

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Chapter 4-Post-Disaster Recovery Efforts

Building a Regional Disaster Recovery Commission (RDRC)

It is important to establish partnerships between municipalities, since these areas share the Missouri River and other natural resources. They are often impacted by the same disasters and need cooperation for pre- and post-disaster activities. Thus, learned from successful

lessons, this region needs a Regional Disaster Recovery Commission (RDRC).

The RDRC should be constructed by a regional disaster recovery coordinator whose job is to identify recovery support functions to plan for and implement disaster recovery across all areas. These support functions include representatives from economic development, health and social services, natural and cultural resource protection, real estate, infrastructure and planning. The regional disaster recovery coordinator works together with partners on the RDRC board by holding meetings, events and training courses (Please see Figure 4.1).

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FIGURE 4.1: REGIONAL DISASTER RECOVERY COMMISSION BOARD

Local Emergency Planning Committees (LEPCs)

A key play in the Regional Disaster Recovery Commission (RDRC) is Local Emergency Planning Committees (LEPC). LEPCs must develop an emergency response plan, review it at least annually, and provide information about chemicals in the community to citizens. Plans are developed by Local Emergency Planning Committees (LEPCs) with stakeholder participation. There is one LEPC for each of the more than 3,000 designated local emergency planning districts. The LEPC membership must include (at a minimum):

• Elected state and local officials, • Police, fire, civil defense and public health professionals, • Environment, transportation and

hospital officials, • Facility representatives, and • Representatives from community groups and the media.

The required elements of a community emergency response plan include:

• Identification of facilities and transportation routes of extremely hazardous substances. • Description of emergency response procedures, on and off site. • Designation of a community coordinator and facility emergency coordinator(s) to implement the plan. • Outline of emergency notification procedures. • Description of how to determine the probable affected area and population by releases. • Description of local emergency equipment and facilities and the persons responsible for them. • Outline of evacuation plans. • A training program for emergency

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responders (including schedules). • Methods and schedules for exercising emergency response plans.

Please see the contact information of Andrew and Buchanan Counties LEPCs in Figure 4.2.

Regional Workshops for Public Education

The general public seems not to know that much about emergency and disaster response, and even less about disaster recovery resources and what is involved with getting federal/state/local assistance. What little they do know often comes from disaster movies and books of fiction.

The following are some basic steps that Mo-Kan took to educate the public:

• Educate elected officials of counties/cities about how the disaster response and recovery system works. What tools and techniques they can use to determine the disaster locations and estimate losses. • People need to be told about the capabilities of their local emergency response supplies. Their staffing is based on day-to-day emergencies and not for surge events that will overwhelm the capabilities of existing critical infrastructure and equipment.• The recovery speed must be accelerated with a focus on local businesses. In communities where there is a direct threat from flooding, we need to educate business owners on how to prepare for disasters by rating their readiness. • It is important to cooperate with neighboring counties and jurisdictions in order to create regional events because most neighboring jurisdictions will be dealing with the same level of damages and recovery needs.

It is a huge task to manage the public’s perceptions. Mo-Kan partnered with the

FIGURE 4.2: LEPCS’ CONTACT INFORMATION

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Federal Emergency Management Agency (FEMA), State Emergency Management Agency (SEMA), American Red Cross, Regional Planning Commissions (RPCs) and other organizations to educate the public what they can do when facing disasters.

“StormReady” Workshop

Mo-Kan hosted a workshop to get local communities “StormReady” in November 2012. Mo-Kan teamed with the Green Hills Regional Planning Commission and the National Weather Service (NWS) to present the informational workshop. The NWS described the process for getting communities, small businesses and other organizations “StormReady”.

The workshop covered the steps of the process, benefits, renewal and input from those in the region who have become “StormReady”. Through the “StormReady” workshop, the National Weather Service gave communities the skills and education needed to survive severe weather before and during the event. “StormReady” helped community leaders and emergency managers strengthen their local hazardous weather operations.

Presenters included Andy Bailey, National Weather Service, Darrell Wright, Chillicothe, Missouri and Bill Brinton, Buchanan County Emergency Management Director.

Application assistance and a recap of the National Weather Service presentation are

available on the following website: http://www.mo-kan.org/stormready

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“Building a Resilient Community” Workshop

The event was held on June 25, 2013, at Missouri Western State University in St. Joseph, Missouri. The workshop gathered government officials, emergency management directors, planners, developers and geospatial users from northwest Missouri and northeast Kansas. In response to the increasing use of GIS and land use planning in emergency management, this workshop focused on how to utilize technical and planning tools in disaster recovery and mitigation.

There were six topics presented by experts with various backgrounds. Three speakers presented in the morning. Laurie Brown, the Senior Conservation Ecologist with VIREO started the first topic—Platte County Flood Mitigation. She described how development can impact the sensitive natural resources as well as create flood risk. Mark E. Duewell, the Program Manager with Missouri Spatial Data Information System (MSDIS) introduced a project cooperated by MSDIS and Mo-Kan—the MOBroadbandNow Structures and Community Anchor Institutions for northwest Missouri and northeast Kansas. Shanna Michael, the Certified Floodplain Manager, HAZUS Trained Professional with AECOM presented the Introduction to HAZUS. HAZUS is a nationally applicable standardized methodology that contains models for estimating potential losses from earthquakes, floods and hurricanes.

At lunch time, Mo-Kan invited Barry Hokanson, AICP from New York City, to deliver the keynote speech focusing on theories and examples of disaster recovery plans, GIS, land use planning, sustainability

and partnerships. In the afternoon, Prof. Bonnie Johnson, AICP, with Urban Planning Department in the University of Kansas presented the fifth topic—How Can Communities Use Land Use Planning to Reduce Risk and Enhance Resilience. The last topic was EMSAM—the regional homeland security server, presented by Stephen L. Marsh, the GIS Manager in Mid-America Regional Council (MARC).

By participating in this workshop, attendees learned how to use GIS and planning tools in their daily jobs to recover and mitigate losses from natural disasters.

Details of the workshop can be found online at: http://mo-kan.org/index.php?option=com_content&view=article&id=149&Itemid=293

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“Business Resiliency and Recovery” Workshop

Mo-Kan, in cooperation with Northwest Missouri Regional Council of Governments (NWMORCOG) and American Red Cross, hosted a Business Resiliency and Recovery workshop on June 25, 2014, at Missouri Western State University. The event offered training and information for businesses and organizations regarding preparing for, responding to and recovering from a disaster. The workshop consisted of two sessions featuring experts from the field of business recovery and disaster preparedness.

Workshop presenters are recognized leaders in the fields of emergency and disaster preparedness with real-world disaster-recovery and operations experience. Rob O’ Brian, CEcD, President of the Joplin Area Chamber of Commerce, has been at the forefront of the recovery efforts by amassing resources for the business community to ensure that Joplin businesses can rebuild and thrive in the community. Danielle B. Carder is the Individual and Community Preparedness Specialist at the American Red Cross Kansas City region, who works with neighbors, community groups, businesses, churches, schools, emergency managers and non-profits to prepare for disasters.

In addition to the workshop, the American Red Cross also introduced a free program called Ready Rating. This program is a web-based and membership program designed to help businesses, organizations and schools become better prepared for disasters and could recover sooner.

More information can be found: http://www.readyrating.org

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Recovery Strategies-Goals, Objectives, Actions

Regional recovery strategies include goals, objectives and actions. They were derived from existing county hazard mitigation plans, emergency operation plans, Mo-Kan Regional Council’s Flood Buyout Program Guide of 1994, the Disaster-Resistant Jobs Strategy and the Mo-Kan Regional Council’s Comprehensive Economic Development Strategy (CEDS).

Mitigation goals and objectives are:

Goal 1: Protect the Lives, Property and Livelihoods of All Citizens.

Objective 1.1: Protect citizens’ lives and property.

Objective 1.2: Provide sufficient warning of impending disasters.

Objective 1.3: Identify the citizens most

vulnerable to disasters and plan accordingly.

Goal 2: Manage Growth in Designat-ed Hazard Areas Through Sustain-able Policies, Principles and Practic-es.

Objective 2.1: Decrease the occurrence of disasters.

Objective 2.2: Decrease the cost of the next disaster.

Objective 2.3: Increase our economic resistance to disasters.

Goal 3: Ensure Access to Informa-tion Regarding Hazards Preparation and Recovery.

Objective3.1: Increase knowledge among citizens about disaster safety.

Goal 4: Ensure Continued Opera-tion of Government and Emergency Functions in a Disaster.

Objective 4.1: Increase disaster mitigation management capability in local governments.

Objective 4.2: Strengthen critical infrastructure.

Suggested actions under each objective were reviewed according to timeline, coordinators, supporting organizations and function. Please see details in Table 4.1.

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Strategies Timeline Coordinators Supporting Organizations Function

Goal 1: Protect the Lives, Property and Livelihoods of All Citizens.

Objective 1.1: Protect citizens’ lives and property.

Action 1.1.1: Have video and audio Public Service Announcements (PSA) pre-made, delivered to the media, and are ready to be broad-cast during emergencies and disasters.

Immediate State Local government;Local media;Private sectors;Planning organizations;Etc.

S, T, En

Action 1.1.2: Encourage the incorporation and design of shelters in the construction of new public facilities like libraries, community centers, etc.

Long-term Local Federal and state government;Private sectors;Engineering organizations;Etc.

S, Ec, En

Action 1.1.3: Work with private organizations and the chambers of commerce, school districts, corporations, churches, etc. to encourage the construction of community tornado shelters in office complexes, factories, apartment complexes, schools, mobile home parks, sports stadiums and other facilities where large numbers of people live, work or congregate.

Short-term Regional Federal, state and local government;Private sectors;Non-profit organizations;Schools;Etc.

S, P, L, Ec, En

Action 1.1.4: Businesses should be encouraged to implement snow-day policies for their employees that mirror official plans. These measures may reduce the number of people on the roadways during periods of severe winter weather.

Short-term Local Local government;Private sectors;Non-profit organizations;Schools;Etc.

S, A, Ec

Action 1.1.5: Review emergency access routes and evacuation routes and mitigate any problem areas.

Intermediate Local and Regional

Federal, state and local government;Engineering organizations;Schools;Etc.

S,T, P, L, Ec

Objective 1.2: Provide sufficient warning of impending disasters.

Action 1.2.1: Require by ordinance a NOAA weather radio in contin-uous operation in all facilities offering public accommodations.

Short-term Local and Regional

local government;Private sectors;Non-profit organizations;Schools;Etc.

S,T, A

Action 1.2.2: Cities that do not already possess warning systems should purchase a system.

Intermediate Local Federal, state and local government S, T, A, P, L, En

Objective 1.3: Identify the citizens most vulnerable to disasters and plan accordingly.

Action 1.3.1: Citizens should be encouraged to know ahead of time what they should do to help elderly or disabled friends, neighbors or employees. Community organizations and local governments sponsor a program to encourage people to think of those who require special assistance, such as elderly people, infants or people with disabilities during severe weather conditions. This effort can be incorporated into Neighborhood Watch or similar programs.

Intermediate Local local government;Private sectors;Non-profit organizations;Schools;Etc.

S, P, L, Ec

TABLE 4.1: RECOVERY GOALS, OBJECTIVE AND ACTIONS

• Timeline: Immediate (within 1 year), Short-term (1-3 years), Intermediate (3-5 years), Long-term (over 5 years).• Coordinator: Federal (federal official), State (state official), Local (city/county official or school district representative), Regional (regional planning commission, regional development organization or council of governments)• Supporting Organization: Potential partnerships who need to take the action item under the coordinator’s guidance. • Function: using STAPLEE criteria: Social (S), Technical (T), Administrative (A), Political (P), Legal (L), Economic (Ec) and Environmental (En).

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Action 1.3.2: Determine how to accommodate individuals with special needs both in the emergency plan for the shelter and in the design of the shelter, including complying with the American with Disabilities Act (ADA.)

Long-term Federal and state

Federal, state and local government;Planning organizations;Engineering organizations;Non-profit organizations;Schools;Etc.

S, T, L

Action 1.3.3: Develop an inventory of facilities with generators/emergency power that can be used as shelters in the event of natural disasters.

Short-term State and local

Federal, state and local government;Planning organizations;Engineering organizations;Private sectors;Etc.

S, T, Ec

Goal 2: Manage Growth in Designated Hazard Areas Through Sustainable Policies, Principles and Practices.

Objective 2.1: Decrease the occurrence of disasters.

Action 2.1.1: Develop an ongoing buyout program for the highest risk properties located the highest-risk flood areas.

Intermediate State and local


Ec, En

Action 2.1.2: Continue to participate in the National Flood Insurance Program (NFIP).

Immediate local Local government;Planning organizations;Engineering organizations;Private sectors;Etc.

S, A, P, Ec, En

Action 2.1.3: Consider the construction of detention basins, small lakes, and greenways or riparian corridors to channel and catch storm water, thereby reducing the likelihood of flooding as part of a countywide storm water management plan.

Long-term local Local government;Engineering organizations;Private sectors;Etc.

En

Objective 2.2: Decrease the cost of the next disaster.

Action 2.2.1: Consider alternative uses for flood-prone areas, such as sports fields, parks, wildlife habitats, etc. and incorporate this in all comprehensive land use plan updates.

Long-term local Local government;Engineering organizations;Private sectors;Etc.

S, L, Ec, En

Action 2.2.2: Establish an ongoing buyout program for repetitive loss structures in flood-prone areas.

Long-term State State and local government;Planning organizations;Private sectors;Etc.

A, L, Ec

Action 2.2.3: Develop a countywide multi- jurisdiction comprehen-sive storm water management plan.

Long-term Regional State and local government;Planning organizations;Engineering organizations;Private sectors;Etc.

S, T, A, P, En

Objective 2.3: Increase our economic resistance to disasters.

Action 2.3.1: Enact ordinances prohibiting residential and commer-cial development in all high-hazard prone areas.


State and local government;Planning organizations;Engineering organizations;Private sectors;Etc.

L, Ec, En


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Action 2.3.2: Ensure all local governments have the latest copies of flood insurance rate maps, flood plain maps and similar documents.

Short-term Local State and local government;Planning organizations;Etc.

A, Ec, En

Action 2.3.3: Emergency lists should be developed with names, phone number, and duties for all employees during regular operation and off hours.

Short-term Local Local government;Planning organizations;Non-profit organizations;Private sectors;SchoolsEtc.

A, Ec

Goal 3: Ensure Access to Information Regarding Hazards Preparation and Recovery.

Objective3.1: Increase knowledge among citizens about disaster safety.

Action 3.1.1: Develop an ongoing campaign to educate the commu-nity about seasonal hazards by adopting a disaster theme for each month of the year, and coordinate this campaign with a variety of advertising resources

Long-term Regional Federal, state and local government;Planning organizations;Non-profit organizations;SchoolsEtc.

S

Action 3.1.2: Encourage the media to publish a special newspaper section or conduct periodic broadcasts with emergency information when conditions warrant. The phone numbers, websites, etc. of local emergency services offices, the American Red Cross and hospitals should be included.

Short-term Local Local government;Planning organizations;Non-profit organizations;SchoolsEtc.

S, T

Goal 4: Ensure Continued Operation of Government and Emergency Functions in a Disaster.

Objective 4.1: Increase disaster mitigation management capability in local governments.

Action 4.1.1: Maintain a publicly accessible list of names, positions, contact information, roles, and responsibilities for all public safety positions and departments.

Long-term State and Regional

Federal, state and local government;Planning organizations;Private sectors;Non-profit organizations;SchoolsEtc.

S, A

Action 4.1.2: Create a position of Regional Disaster Recovery Com-mission (RDRC) Coordinator, whose duties will include, but are not limited to, program compliance and monitoring; administration of funds; development of outreach, education and training programs; enlisting and developing business alliances including supplemental funding; act as liaison to federal, state and community agencies; organize and assist various committee and sub-committees; compile final reports into an appropriate mitigation plan; and encourage an ongoing community commitment to hazard mitigation.

Long-term Regional Federal, state and local government;Planning organizations;Private sectors;Non-profit organizations;SchoolsEtc.

S, A, P, Ec, En

Action 4.1.3: Work together to develop an accurate countywide series of Geographic Information System (GIS) maps.

Intermediate Regional Federal, state and local government;Planning organizations;Etc.

S, T

Action 4.1.4: Develop a website for the Local Emergency Planning Committee.

Short-term Local local government;Planning organizations

S, T

Action 4.1.5: Inform all city and county department heads that a disaster mitigation plan exists.

Immediate State and local

Federal, state and local government;Planning organizations;Etc.

S, A


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Action 4.1.6: Craft new plans or update existing comprehensive land use plans to specifically address development in hazard-prone areas and recommend strategies for decreasing the jurisdiction’s vulnera-bility to hazards.

Long-term Regional and local

Local government;Planning organizations

S, A

Action 4.1.7: Promote environmentally sound watershed and storm water practices to decrease flash flooding.

Long-term Federal and state


S, En

Objective 4.2: Strengthen critical infrastructure.

Action 4.2.1: Determine the impact the loss of the most important infrastructure.

Short-term Local Local government;Planning organizations;Engineering organizations;Schools;Etc.

T, Ec

Action 4.2.2: Review, prioritize, institute and monitor needed up-grades or retrofits for critical buildings and infrastructures.


State and local government;Planning organizations;Engineering organizations;Private sectors;Etc.

T, A, Ec

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Chapter 5-Economic Resiliency

Critical Infrastructure Geo-Database Program

In order to create a GIS (Geographic Information System) database, it is essential to create a base map with the most recent aerial photographs. Therefore, Mo-Kan purchased two aerial photos. One is the updated 2012 Buchanan County aerial photograph. The other is a portion of south Andrew County. The new aerial photos showing the geographic and geomorphic conditions after the 2011 Missouri River flood. It was been used in estimating losses, generating critical infrastructure data, analyzing transportation in hazardous areas, etc. Mo-Kan also helped the Doniphan County GIS office purchase the aerial imagery for the communities of Elwood, White Cloud and Wathena.

Beyond the HAZUS loss estimations, a completed GIS database for disaster recovery should include information on critical infrastructure. These essential buildings and constructions are regional economic anchors, which have a large impact on the regional growth. Therefore, Mo-Kan cooperated with Missouri Spatial Data Information Service (MSDIS) on the “MissouriBroadbandNow”1

1 The project team is a collaboration of University of Missouri-Columbia Missouri Spatial Data Information Service (MSDIS) staff and undergraduate students, the targeted Regional Planning Commission: Northwest Missouri Regional Council of Governments (NWRCOG) and Mo-Kan Regional Council (Mo-Kan), and Missouri Department of Public Safety personnel. The Primary Investigator (PI), Mark Duewell, provides the initial training and educational elements in support of this activity. MSDIS staff and students identify and locate all structures and compile them into a spatial database.

The Critical Infrastructure Data includes nine Missouri counties (Atchison, Gentry, Holt, Nodaway and Worth in NWRCOG - in Mo-Kan, Andrew, Buchanan, Clinton, DeKalb) and two Kansas counties (Atchison and Doniphan) encompassing a corridor along the Missouri River in the northwest portion of the state. These RPCs are members of the Missouri Associated Councils of Government (MACOG, http://www.macogonline.org/rpcs.htm). This area of Missouri is at substantial risk of – and has recently experienced - major flooding and tornado activity.

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FIGURE 5.1: CRITICAL INFRASTRUCTURE AND KEY RESOURCE CATEGORIES

project and created GIS data for community anchor institutions in Andrew, Buchanan, Atchison and Doniphan counties.

Determined by the building uses, there were 16 types of critical infrastructure: Agriculture, Food, and Livestock; Banking and Finance; Residential Houses (Building General); Commercial and Retail; Education; Emergency Response and Law Enforcement; Energy; Government and Military; Health and Medical; Industry; Information and Communication; Mail and Shipping; Public Attractions and Landmark Buildings; Transportation Facilities; Water Supply and Treatment; and Weather. In order to offer a quick guidance for emergency operation resources, critical infrastructure data was grouped by two main functions: Rescue/

Evacuation Supplies and Shelter Services. Please see Figure 5.1.For Rescue/Evacuation Supplies, there were three classes according to the importance of each supply-use infrastructure. The first and most important class was Fundamental Infrastructure. The second class was Direct-Supply Infrastructure, which offered direct help during an emergency. The third class was Indirect-Supply Infrastructure.

For Shelter Services, there were two classes. The first class was Immediate Shelter. This type of shelter was used as protection immediately when a disaster strikes. The second class was Multi-Function Shelter. This type of shelter had a main function in daily routines, such as schools or churches. In

53


emergency situations, this type of shelter was easily converted into an emergency shelter, serving its surrounding areas. There were thousands of general buildings across Andrew and Buchanan counties, but not all of them could be used immediately for shelter services. Thus, the county emergency management department should make a list of priorities; contact building owners and ensure emergency access of these buildings. Moreover, health and medical buildings also played an essential role during the disaster. However, in Andrew County, there was only one critical health and medical shelter, which was located in Savannah; in Buchanan County, critical health and medical shelters were all located in St. Joseph.

Please see Appendix B— Maps of Regional Economic Anchors. They illustrated the critical infrastructure by building types in the disaster recovery region.

For existing economic anchors that are located in floodplain areas, it is important to identify them on a map. By doing this, government officials, property owners and developers can review the critical infrastructure in danger and future projects can be conducted to move or

enhance them. Please see details in Figure 5.2.As Figure 5.2 described, in sum, there were total 3,952 critical infrastructural buildings located in the floodplain area. Nearly half of them were residential houses. The remaining mainly consists of agricultural, commercial and industrial buildings. Please see details of each critical infrastructure type in Table 5.1.

Among all types of critical infrastructure, continued operation of water and sewer systems, government and military, hospitals and medical facilities, power plants and public safety facilities are essential to maintain the community resilience. Such infrastructure should be designed and sited to avoid or minimize flood impact.

New infrastructure should be located outside 100-year floodplain areas. The main reason for prohibiting critical infrastructure in floodplain areas is new infrastructure generates expansion of land use development. The newly built infrastructure located in floodplains not only poses a danger to its own operation, but also can encourage other development in hazardous locations, such as subdivisions relying on central sewage disposal plants.

TABLE 5.1: CRITICAL INFRASTRUCTURE BY CATEGORIES LOCATED IN THE 100-YEAR FLOODPLAIN



FIGURE 5.2: CRITICAL INFRASTRUCTURE LOCATED IN THE 100-YEAR FLOODPLAIN AREAS


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Business Continuity Plan (BCP) Template

Small business owners are often overly optimistic and are heavily dependent on insurance companies. However, in most cases, insurance does not cover the entire loss. After the 2011 Missouri River flood, a large number of small businesses were forced to close or relocate due to the lack of recovery funds. It is essential for businesses to better prepare themselves to assure the ability to continue the business functions following an unexpected business disruption.

The purpose of creating a BCP template is to offer guidance for disaster preparedness and recovery to businesses, particularly for small businesses. This template lists some essential steps and the life cycle of a BCP. The BCP is a process whereby businesses ensure the recovery of critical business operations, including services to customers when confronted with adverse events, not only as flooding, but also other natural disasters, technological failures, human error or other unplanned incidents. However, this is just a reference. Individual business owners should tailor the plan according to their own needs.

Goals of Creating a BCP?

• Maintain continuity of operations; stay in business• Maintain customer service• Relocate critical operations quickly• Minimize financial losses• Reduce disruptions to critical

operations• Achieve an orderly recovery• Comply with legal, contractual, audits and government regulations• Reduce reliance on key personnel• Protect assets• Increase the safety of all personnel• Minimize decision making during the recovery• Reduce delays during the recovery process• Provide a sense of security• Limit potential exposure and reduce legal liability• BCP must be an “Actionable” plan, not just an option

Phase 1: Business Initiation

• What kind of business you are• Define the BCP objectives, requirements, scope and cost• Generate the executive support• Identify BCP team assignments• Establish BCP policies

Phase 2: Discovery Functional Re-quirements

• Identify your client servicing needs and current regulation requirements• Site/Operational assessment and interviews (Business Impact Analysis)• What are the hazards/threats/vulnerabilities? (Risk Assessment)• Nominate key personnel

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Phase 3: Strategies

• Where will your business go if it requires relocation• How will you operate your business• What will you do for your employees

Phase 4: Planning

• Social media and risk notification ways• Incident response• Site/Operational recovery• IT recovery• Create a BCP for you business

Phase 5: Crisis Communication

• Who will be the one in your business who approves and publishes the messages• How will your business communicate to the media• How will you communicate with your employees• How will you communicate with your customers

Phase 6: Exercise and Testing

• How often do you test your emergency system• Who will be involved in the testing• What are the goals for each test• Follow-up and lessons learned• Potential tabletop exercise for developed plans

Phase 7: Maintaining and Updating

• Who is responsible for maintaining and updating the BCP• How often should the BCP be updated• How do you communicate changes to the BCP with your employees and customers

Phase 8: Training and Awareness

• Training your employees for preparedness at home and work• Assign your employees’ roles in business recovery• Enhance the business commitment to your employees and clients

Business Continuity Plan

Create your

Call for assistanCe1-816-233-3144

Call for assistanCe1-816-233-3144

224 north 7th streetst. JosePh, Mo 64501

tel: (816) 233-3144fax: (816) 233-8498www.Mo-kan.org

we will helP you Create your ownBusiness Continuity Plan (BCP)small business owners are often overly optimistic and are heavily dependent on insurance companies. however, in most cases, insurance does not cover the entire loss. the BCP is a solution that offer a guidance of disaster preparedness and recovery to businesses, particularly for small businesses.

stay in Business!

reloCate quiCkly!

MiniMize losses!

ProteCt staff anD assets!

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Regional Economic Disaster

What kind of impact will the re-gion experience if a major employer closed?

The impact on the economy in our region would be major. We would have numerous unemployment claims and the unemployment rate will climb drastically. If a major company closes and the number of people affected is over 50, it is considered a mass layoff. A mass layoff could be a plant closure or substantial layoff.

What is the first response to this scenario? A list of contact

information?

The first response would be to the State of Missouri Employment Transition Team Coordinator. This person will organize a team of responders to make contact with the company before it closes and try to set up a series of meetings (or conference calls) with the affected employees. During the meeting with the affected employees information is shared with the employees the types of services they qualify for and how to access these services. A list of people that may attend the meetings with employees include:

• Employment Transition Team Coordinator

Cheryl Thruston, DirectorMissouri AFL-CIO, Dislocated Worker Program227 Jefferson St.Jefferson City, MO 65101(573) 634-2115 x119

• Business Representative in the Region

Saint Joseph Chamber of Commerce3003 Frederick Ave.St. Joseph, MO 64506Phone: (816) 232-4461or (800) 748-7856

Atchison Chamber of Commerce200 S 10th St, Atchison, KS 66002Phone:(913) 367-2427 • Career Center Functional Leader

Janice SpearmanFunctional LeaderMissouri Career Center301 South 7th StreetSt Joseph, MO 64501816-236-9738Fax: [email protected]

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Atchison Workfore Center is closed permanently. Businesses and residents can contact:Shannon Yancy Lawrence Workforce Center2540 Iowa Street, Suite RLawrence, KS 66046-5754Telephone: (785)840-9675

• State of Missouri Trainers

Missouri Career Centershttp://www.mo.gov/work/training/

• Representative from U.I. (Unemployment Insurance)

Jefferson City RCC573-751-9040 Kansas City RCC816-889-3101https://www.ui.labor.mo.gov/som/

Kansas Department of LaborKansas City: (913) 596-3500http://www.dol.ks.gov/GetKansasBenefits.aspx

What funding resources are available to recovery a regional economic disaster?

Funding may vary depending on the closure or layoff. A list of available funding resources in the region include:

Federal

• WIA (Workforce Investment Act) funds for dislocated workers

In our region, the contact person for WIA funds is the WIB (Workforce Investment Board).

• Trade Act funds

Trade Act funds can be applied through the Department of Labor and Federal Trade Act Programs. Trade Act funds are allotted to states that have had businesses close in the United States, and the company has moved the work to another country.

• National Emergency Grant (NEG) funds

National Emergency Grant funds can be reached through the State of Missouri and the Department of Labor. National Emergency Grant funds are used when a national emergency has occurred which has caused a business to close its doors, due to lack of work, permanent closure, mass layoff or any substantial layoff at a plant, facility or enterprise. Each one of these programs are federally funded and money is given to states for dispersal.

Other• Local funds • Vocational Rehabilitation funds for Dislocated Workers

What companies are eligible for National Emergency Grant (NEG) funds? A list of NEG funds eligible companies in our region:

• Energizer Battery in Maryville• Filtration Group, • Climax Packaging, • Hostess Brand

A list of Trade Act eligible companies in our region:

• Energizer Battery in Maryville• Hostess Brand

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Chapter 6-AppendixAppendix A: Informational Brochures

Brochure 1: Create Your Business Continuity Plan

Brochure 2: Find Disaster Assistance That Meets Your Business Needs

Brochure 3: Get a Survival Kit for an Emergency

Brochure 4: What to Do When it Snows...

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BROCHURE 1

61


BROCHURE 2

62


BROCHURE 3

63


BROCHURE 4

64


Appendix B: Maps of Regional Economic Anchors

AGRICULTURE, FOOD, AND LIVESTOCK

65


BANKING AND FINANCE

66


COMMERCIAL AND RETAIL

67


EDUCATION

68


EMERGENCY RESPONSE AND LAW ENFORCEMENT

69


ENERGY

70


GOVERNMENT AND MILITARY

71


HEALTH AND MEDICAL

72


INDUSTRY

73


INFORMATION AND COMMUNICATION

74


MAIL AND SHIPPING

75


PUBLIC ATTRACTIONS AND LANDMARK BUILDINGS

76


RESIDENTIAL HOUSES

77


TRANSPORTATION FACILITIES

78


WATER SUPPLY AND TREATMENT

79


WEATHER

80


Appendix C: Business Financing Resources

Generally, insurance is the first and primary recourse for most businesses to recapitalize after a disaster, while grants and loans are intended to fill the gap between available insurance funds and replacement costs.

Insurance policies in effect at the time of a disaster, however, may contain provisions restricting payment in certain circumstances. Also, insurance coverage may vary for different disasters. For example, basic insurance policies often do not cover earthquake damage. Flood and tornado insurance is many times separated from basic insurance coverage. When insurance rates increase for businesses, it can lead to some amount of business relocation or closure. In regard of the risk, policies should ensure some disaster funding/grants/loans to relieve the impact on the economy. Actions to mitigate economic losses that are practical within disaster areas are critical to preserving small businesses.

Programs for General Businesses & Non-Profits

FEMA Hazard Mitigation Assistance (HMA) Program

Administered by FEMA and SEMA.

These funding include five major grant programs: the Hazard Mitigation Grant Program (HMGP), the Pre-Disaster Mitigation

(PDM), The Flood Mitigation Assistance (FMA), the Repetitive Flood Claims (RFC), and the Severe Repetitive Loss (SRL).

Information can be found at: http:// www.fema.gov/government/grant/hma/index.shtm

US Small Business Administration (SBA) Loans

Administered by the Small Business Administration.

Businesses may apply to the U.S. Small Business Administration (SBA) to help recover from the disasters. The SBA provides low-interest disaster loans for eligible homeowners, renters and non-farm businesses to cover disaster damage to real and personal property.

Information can be found at: http://www.sba.gov/category/navigation-structure/loans-grants/small-business-loans/disaster-loans

Property/Structural Acquisition (Buyouts)

Administered by local city and county governments.

Property or structural acquisition is the purchase of property from private citizens by a government entity as part of a hazard mitigation plan. Local, state or federal funds are used to buy property in areas that are at

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high risk in order to reduce or eliminate long-term risk to life and property from a hazard event, such as flooding.

Information can be found at: Contact your county/city Emergency Management Director (EMD)

Missouri Disaster Unemployment Assistance (DUA)

Administered by Missouri Department of Labor & Industrial Relations and Missouri Career Centers.

If you lose your job as a result of a natural disaster, you may be eligible for unemployment benefits. If the president declares a major disaster for your county, Disaster Unemployment Assistance (DUA), may be available. To apply for DUA, you MUST first file a regular unemployment claim to get into the system. These claims MUST be filed by calling the Regional Claims Center. Individuals who may be eligible for DUA should call 800-788-4002 for information about filing a claim.

Information can be found at: http://labor.mo.gov/disaster

Kansas Disaster Unemployment Assistance (DUA)

Administered by Kansas Department of Labor.

The DUA program provides monetary assistance to individuals unemployed as a direct result of a major disaster and who are not eligible for regular Unemployment

Compensation (UC) benefits. DUA is funded through the Federal Emergency Management Agency (FEMA).

Information can be found at: https://www.dol.ks.gov/Files/PDF/uifaqs.pdf

CDBG Disaster Recovery Assistance

Administered by HUD.

In response to disasters, Congress may appropriate additional funding for the CDBG and HOME programs as Disaster Recovery grants to rebuild the affected areas and provide crucial seed money to start the recovery process. Since CDBG Disaster Recovery assistance may fund a broad range of recovery activities, HUD can help communities and neighborhoods that otherwise might not recover due to limited resources.

Information can be found at: http://portal.hud.gov/hudportal/HUD?src=/program_offices/comm_planning/communitydevelopment/programs/drsi

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Programs for Agricultural Businesses

Emergency Conservation Program

Administered by USDA and local Farm Service Agency committees.

USDA Farm Service Agency’s (FSA) Emergency Conservation Program (ECP) provides emergency funding and technical assistance for farmers and ranchers to rehabilitate farmland damaged by natural disasters and for carrying out emergency water conservation measures in periods of severe drought.

Information can be found at: http://www.fsa.usda.gov/FSA/webapp?area=home&subject=copr&topic=ecp

Farm Service Agency Emergency Loans for Disasters


USDA’s Farm Service Agency (FSA) provides emergency loans to help producers recover from production and physical losses due to drought, flooding, other natural disasters, or quarantine.

Information can be found at: http://www.fsa.usda.gov/FSA/webapp?area=home&subject=fmlp&topic=efl

Non-insured Crop Disaster Assistance

Program (NAP)


USDA Farm Service Agency’s Non-insured Crop Disaster Assistance Program (NAP) provides financial assistance to producers of un-insurable crops when low yields, loss of inventory or prevented planting occurs due to natural disasters.

Information can be found at: http://www.fsa.usda.gov/FSA/webapp?area=home&subject=diap&topic=nap

Rural Development Disaster Assistance


In areas affected by natural disasters, USDA Rural Development can help existing Rural Development borrowers who are victims of a disaster. Rural Developments regular Business and Utilities Programs can help business owners and communities affected by natural disasters.

Information can be found at: http://www.rurdev.usda.gov/rd/disasters/disassistance.html

Emergency Watershed Protection (EWP) Program

Administered by City and county governments, flood and water control districts, and soil and water conservation districts.The program is designed to help people

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and conserve natural resources by relieving imminent hazards to life and property caused by floods, fires, wind storms, and other natural occurrences. EWP is an emergency recovery program. All projects undertaken, with the exception of the pur chase of floodplain easements, must have a project sponsor.

Information can be found at: http://www.nrcs.usda.gov/wps/portal/nrcs/main/national/programs/landscape/ewpp/

Emergency Forest Restoration Program

Administered by local FSA County Committee.

The Emergency Forest Restoration Program (EFRP) helps the owners of non-industrial private forests restore forest health damaged by natural disasters. The EFRP does this by authorizing payments to owners of private forests to restore disaster damaged forests.

Information can be found at: http://www.fsa.usda.gov/FSA/webapp?area=home&subject=diap&topic=efrp

Wetlands Reserve Program (WRP)

Administered by USDA.

The Wetlands Reserve Program (WRP) is a program to develop and implement a conservation plan for restoration of wetlands previously altered for agricultural use. Eligible land is that which has been owned for one year and that could be restored to wetland conditions.

Information can be found at: http://www.nrcs.usda.gov/wps/portal/nrcs/main/national/programs/easements/wetlands/

Loan Programs Provided by Mo-Kan Regional Council

SBA 504 Loan Program

The SBA’s 504 loan program is the cornerstone of MKDI’s efforts to provide financial assistance to area entrepreneurs. The 504 loan can be used to finance a new business start-up, to expand a current business, or to purchase an existing business.

• Loan amounts ranging from $25,000 to $5,500,000• Fixed Asset financing only• 10- or 20- year term available• No balloon payments• Fixed Interest Rate

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SBA 7(a) Loan Program

The SBA 7(a) Guarantee program stems private sector lending by providing lending institutions additional security for qualifying loans. Depending on the size of the loan, a 75% or 85% guarantee is provided to the lender through the 7(a) program. The loan to the small business is provided by a bank of choice. The bank is responsible for setting the terms and rate. However, SBA sets a ceiling on the rates and has a maximum term limit for each use of loan proceeds, which in turn is beneficial to the needs of the small business/entrepreneur.

• Guarantee provided to the bank financing your loan need• No balloon payments• Reasonable term and rate of interest

Mo-Kan RLF

Since 1990, Mo-Kan has provided gap financing for small businesses through its locally operated and managed RLF program. The RLF was originally funded through the federal Economic Development Administration (EDA) and local funds. Since its inception, this program has been able to loan out over $3 million, six times the original investment. In addition to the monies loaned directly from the RLF, the fund has leveraged over $14.5 million from private sector lenders and small business owners.

• Loan amounts ranging from $20,000 to $200,000• Variety of loan uses: real estate, building purchase, business acquisition, equipment, inventory, and working capital• Terms up to 10 years• Fixed Interest Rate for the life of the loan

RBEG RLF

Mo-Kan Regional Council was awarded a Rural Business Enterprise Grant (RBEG) from USDA in FY 2010 to create a microloan fund available to small businesses located in rural areas. The loan proceeds are available to small and emerging private business enterprises located within rural populations in the Missouri counties of Andrew, Buchanan, Clinton, and DeKalb (populations of 50,000 or less).

• Loan amounts ranging from $2,500 to $30,000• Variety of uses: equipment, inventory, refinance, and working capital• Terms up to 5 years• No balloon payments• Fixed Interest Rate for the life of the loan

Information can be found at: http://www.mo-kan.org

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This Report was prepared under an Economic Development Administration Investment Award from

the U.S. Department of Commerce Economic Development Administration

MO-KAN REGIONAL COUNCIL224 N. 7TH ST.SAINT JOSEPH, MO 64501(816)233-3144WWW.MO-KAN.ORG


Documents

EDA Regional Disaster Recovery Plan - Mo-Kan Regional Council