Regional Florida Catastrophic Planning: Focus on South Florida, including the Herbert Hoover Dike Region April 5, 2007

Regional Florida Catastrophic Planning:Focus on South Florida, including the

Herbert Hoover Dike Region

April 5, 2007

Welcome• Carla Boyce, Information and Planning Chief,

Florida Division of Emergency Management• Rand Napoli, Lead Planner, IEM

Overview

Florida Catastrophic Planning Project Goals Phase 1: To develop a regional response and recovery

plan for the counties and communities surrounding Lake Okeechobee in the event of a Herbert Hoover Dike (HHD) failure.

Phase 2: To develop a regional response and recovery plan, along w/decision making tools/matrices for a catastrophic hurricane impacting South Florida.

Scenario-Driven Planning Workshops

Scenario-Driven Planning

The scenario sets a “catastrophic bar” to establish the necessary capacity of the plans.

Participants at all levels of government contribute to the planning solutions.

Operational knowledge and experience make the resulting plans more viable for response and recovery activities.

Overview of Florida Catastrophic Planning

Project Purpose Planning Team will assist the State in a host of

planning activities• Direct technical assistance to target counties• Conduct workshops, meetings & research• Coordinate w/State, local, tribal, federal, private

enterprise, non-profit and Federal stakeholders

Ensure a “local up” approach that results in regionally sound, comprehensive and cohesive planning efforts

Overview of Florida Catastrophic Planning

Project Purpose Develop decision matrices & identify resource

shortfalls that can focus additional planning activities

Examine policies and procedures to identify challenges to coordinated response and recovery activities

Comprehensive & Cohesive Planning

County Annexes• Comprehensive Emergency Management Plans• Herbert Hoover Dike Annexes• Catastrophic Plan Annexes

Regional Annexes• HHD Annex• Catastrophic Annex

Regional Evacuation Studies• Behavioral Studies• Vulnerability Assessment

Statewide Sheltering Plans

Up Next - Rand Napoli, Lead Planner

Local Planning Begun

Tribal

Plans

Tribal CEMP


Technical Assistance

2 member FEMA team

1 Technical Lead

7 member Florida team• 3 working w/Tallahassee• 4 assigned to South Florida

Workshops & Exercises

November 2006 – HHD Kickoff

February 2007 – Regional Workshop joining Phase 1 and Phase 2

March 15, 2007– Agency Head & Emergency Coordinating Officer Project Orientation

April 2007 – State-Level Workshop

Workshops & Exercises

May 2007 – Statewide Hurricane Exercise

June 2007 – Regional Workshop in Miami-Dade (local focus)

Fall 2007 – State-Federal Workshop

Winter 2007/2008 – Second Regional Workshop

Spring 2008 – Target Completion & Preparation for Statewide Exercise in May of ‘08

Up Next – Carla Boyce, Plans Chief – FDEM

The Scenario – Hurricane OnoCoordinated Research, Realistic, Comprehensive

Planning Scenario – Path of Hurricane Ono

Concerns

Inland Flooding from high rainfall totals

Storm Surge

Cities of Okeechobee, Pahokee, Belle Glade, South Bay, Moore Haven, Clewiston, Brighton Indian Reservation

Canal and River Flooding

Port Mayaca, St. Lucie Canal, Kissimmee River, Caloosahatchee River

Herbert Hoover Dike Breaches

Projected ConsequencesCoordinated Analysis,

Guided by Subject Matter Experts

Herbert Hoover Dike Consequences

The damage in this discussion results only from breaches of the Herbert Hoover Dike (HHD). This discussion does not consider the damage caused by wind, which is covered in the section on The Broader South Florida Scenario, or the affects of lake surge or precipitation

Approximately 130 homes are flooded and some 600 more are surrounded by water as a result of the failure of the S80 structure in Martin County. The latter homes are cut off from normal access routes, making access to supplies or emergency services more difficult.

Herbert Hoover Dike & S80 Consequences

From Breaches and Structure Failure ONLY

In Reach 1 (Palm Beach County), the residences of approximately 4,700 households are flooded to a depth of five to thirteen feet.

In Reach 2 (Glades, Hendry, and Palm Beach County), the homes of approximately 4,800 households are within the area that would be covered by one to six feet of water.


Agency Location Depth in (ft)

Belle Glade Police Department Belle Glade 4–5

Clewiston Police Department Clewiston 4–5

Hendry Co. Sheriff Sub-Office Clewiston 1

Pahokee Police Department Pahokee 4–5

Royal Palm Beach Police Department Royal Palm Beach 4–5

Law Enforcement Facilities


Fire Departments

Name Location Depth in (ft)

Clewiston Volunteer F.D. Clewiston 1

Pahokee F.D. Pahokee 4–5

Fire Station 71, PBC Palm Beach Co. 4–5

Royal Palm Beach F.D. Royal Palm Beach 4–5


Utilities (Gas/Electric)

Name Location Depth in (ft)

Glades Gas and Electric Belle Glade 4–5

Clewiston Substation Clewiston 1

Clewiston Switching Station Clewiston 1

Gator Generating Pahokee 4–5

Osceola Co-generation Pahokee 4–5

Planning Scenario – Path of Hurricane Ono

Consequence Projections

CountyPercent with No Damage

Percent with Minor

Damage

Percent with

Moderate Damage

Percent with

Severe Damage

PercentDestroyed

Percent with Any Damage

Broward 0.08% 1.36% 8.56% 36.05% 53.95% 99.92%

Collier 94.96% 3.87% 1.04% 0.10% 0.03% 5.04%

Glades 4.33% 9.98% 22.40% 23.75% 39.54% 95.67%

Hendry 8.72% 14.74% 21.13% 19.74% 35.66% 91.28%

Lee 90.82% 7.55% 1.45% 0.14% 0.04% 9.18%

Martin 32.32% 32.61% 22.24% 8.73% 4.10% 67.68%

Miami-Dade 1.78% 5.87% 14.47% 36.28% 41.60% 98.22%

Monroe 96.95% 2.56% 0.46% 0.03% 0.01% 3.05%

Okeechobee 16.45% 17.24% 22.58% 16.82% 26.90% 83.55%

Palm Beach 0.30% 2.46% 9.57% 33.47% 54.20% 99.70%

Total 18.72% 4.91% 9.81% 27.88% 38.68% 81.28%

Percent of Building Stock by Wind Damage Category


Number of Buildings by Wind Damage Category

CountyNumber of Structures in County

Total Structures Affected

Number of Structures

with No Damage

Number of Structures with Minor Damage


with Moderate Damage


with Severe Damage

Number of Structures Destroyed

Broward 464,079 463,711 368 6,330 39,702 167,294 250,384

Collier 92,935 4,686 88,249 3,595 968 95 29

Glades 5,279 5,051 228 527 1,182 1,254 2,087

Hendry 11,599 10,588 1,011 1,710 2,451 2,290 4,137

Lee 193,979 17,802 176,177 14,652 2,813 265 71

Martin 53,274 36,055 17,219 17,373 11,847 4,651 2,183

Miami-Dade 531,131 521,667 9,464 31,188 76,840 192,677 220,962

Monroe 43,366 1,324 42,042 1,109 200 12 3

Okeechobee 14,526 12,136 2,390 2,505 3,280 2,443 3,908

Palm Beach 397,425 396,227 1,198 9,776 38,022 133,020 215,409

Total 1,807,593 1,469,245 338,348 88,766 177,305 504,002 699,173


CountyPercent with No Damage

Percent with Minor

Damage

Percent with

Moderate Damage

Percent with

Severe Damage

PercentDestroyed

Percent with Any Damage

Broward 8% 0% 2% 37% 52% 92%

Collier 88% 7% 4% 1% 0% 12%

Glades 1% 2% 11% 45% 42% 99%

Hendry 2% 4% 14% 44% 36% 98%

Lee 78% 14% 6% 2% 0% 22%

Martin 14% 16% 27% 34% 11% 89%

Miami-Dade 7% 1% 3% 38% 51% 93%

Monroe 90% 6% 3% 1% 0% 10%

Okeechobee 7% 11% 22% 37% 23% 93%

Palm Beach 7% 0% 2% 35% 55% 93%

Percent of Building Stock by Wind Damage Category



CountyNumber of

Structures in County


Number of Structures with

No Damage

Number of Structures with Minor

Damage



Number of Structures with Severe

Damage


Broward 463,866 463,849 17 796 11,665 111,965 339,636

Collier 92,888 9,844 83,044 7,023 2,323 406 139

Glades 5,273 5,230 43 184 657 1,260 3,135

Hendry 11,603 11,335 268 830 1,911 2,655 5,935

Lee 193,905 36,436 157,469 27,059 7,740 1,302 409

Martin 53,251 47,952 5,299 11,861 15,565 12,272 8,277

Miami-Dade 530,920 529,657 1,263 5,052 24,254 142,045 358,517

Monroe 43,366 3,602 39,764 2,507 888 156 51

Okeechobee 14,524 13,427 1,097 1,620 2,679 2,935 6,195

Palm Beach 397,232 397,182 50 1,155 10,731 89,395 296,094

Total 1,806,828 1,518,514 288,314 58,087 78,412 364,392 1,018,387



CountyNumber of

Structures in County


Number of Structures with

No Damage

Number of Structures with Minor

Damage



Number of Structures with Severe

Damage


Broward 463,866 463,849 17 796 11,665 111,965 339,636

Collier 92,888 9,844 83,044 7,023 2,323 406 139

Glades 5,273 5,230 43 184 657 1,260 3,135

Hendry 11,603 11,335 268 830 1,911 2,655 5,935

Lee 193,905 36,436 157,469 27,059 7,740 1,302 409

Martin 53,251 47,952 5,299 11,861 15,565 12,272 8,277

Miami-Dade 530,920 529,657 1,263 5,052 24,254 142,045 358,517

Monroe 43,366 3,602 39,764 2,507 888 156 51

Okeechobee 14,524 13,427 1,097 1,620 2,679 2,935 6,195

Palm Beach 397,232 397,182 50 1,155 10,731 89,395 296,094

Total 1,806,828 1,518,514 288,314 58,087 78,412 364,392 1,018,387

Up Next – Rand Napoli, Lead Planner

South Florida Catastrophic PlanningWorkshops

Regional Catastrophic Planning Workshop

June 2007 Regional Workshop• Involve local, tribal, state, federal, private

industry, and other non-governmental members of the emergency management community.

• Continue the process of developing consistent regional plans for a catastrophic hurricane event in South Florida, including a significant breach of the Herbert Hoover Dike.

Workshop Structure

Scenario-driven planning workshop• not an exercise• Worked toward consistent planning assumptions, issues and

constraints

Continuous breakout rooms Planning Team Unified Command

• Provided clarification, addressed conflicts, identified common threads & gaps to bring back to State level workshop

Morning plenary briefings• Allowed visibility to all participants on common issues & needs• Allowed input across disciplines• Identified need for additional participation from other

disciplines/stakeholders

Up Next – Carla Boyce

Decision Matrices & Resource Shortfalls


Assess required capabilities based on Catastrophic Scenario• What do we need to do?

Develop scalable and adaptable methods, formulas, or matrices that indicate the quantity and type of assets needed to meet the capability• What do we need to do it?


Determine available resources within local, regional or States inventories, including pre-disaster contracts• What do we already have?

Establish protocols & policies that clearly articulate how to meet both required capabilities and fill gaps and identify resource limitations• How are we going to get our hands on what

we have, and how will we get more?


Integrate with other scenario-based resource planning schemes across disciplines• What does this mean for the rest of the

response and recovery activities?

Sustain the planning process to facilitate updates and changes

The Word Problem

SF impacted by a Category 5 Hurricane making landfall 35mi N of Miami producing upwards of 22” of rainfall in and north of Lake Okeechobee. Winds and surge damage or destroy nearly 700,000 structures. Note: this doesn’t include the Counties to the North West of Lake Okeechobee where the storm exits FL as a Category 2.

Winds from the storm leave large amounts of debris in canals used by SFWMD to control water movement in South Florida making it difficult to impossible to reduce flood waters impacting the environment, economy, citizens and visitors. Flood waters are expected to remain for as many as 22 days – or more

Key Assumptions

Estimated Population – 6,358,934

2,867,295 people are projected to evacuate in advance of the storm

796,214 people are expected to seek public shelter (10’s of miles)

3,826,822 homes will be destroyed

Up to 3,000,000 customers will be w/o power from Miami-Dade to Indian River on the East and Manatee/Sarasota on the West

Pick ONE – Break It Down

Pick ONE decision point and break it down• Clearly identify the GOAL• Identify the CRITICAL criteria/information

needed on which to base a decision• Document what you know from past

experience• Calculate/Adjust/Recalculate/Cross Check• Repeat as necessary• Don’t forget LOGISTICAL support for your

staff, mutual aid assets, volunteers



Pick ONE decision point and break it down• Clearly identify the GOAL

• Complete Primary Search & Rescue in 24 Hrs

• Identify the CRITICAL criteria/information needed on which to base a decision

• # Strike Teams• # of hours/day – operational period• # of structures damaged or destroyed


• Document what you know from past experience

• Can’t safely search at night• How many workers to safely search a structure• How much time to safely search a structure• Deployment time – (notification to operational)

• Calculate/Adjust/Recalculate/Cross Check• Repeat as necessary• Don’t forget LOGISTICAL support for your


Example – Search and Rescue

Structures per Strike Teams per Op Period 500 County Structures

Strike Teams

Personnel

Hours per Day 12 Miami-Dade 352,332 940 18,800

Structures per Strike Team per Day 500 Broward 335,252 895 17,900

Palm Beach 293,881 784 15,680

Hours Allowed 24 Martin 8,368 23 460

Deployment Time 6 Okeechobee 6,185 17 340

Hours Available 18 Hendry 5,916 16 320

Glades 3,134 9 180

Lee 408 2 40

Monroe 50 1 20

7.2 Total 1,005,526 2,687 53,740

Examples - SAR

Structures per Strike Teams per Op Period 500 County Structures Strike Teams Personnel

Hours per Day 12 Miami-Dade 352,332 257 5,140

Structures per Strike Team per Day 500 Broward 335,252 244 4,880

Palm Beach 293,881 214 4,280

Hours Allowed 72 Martin 8,368 7 140

Deployment Time 6Okeechobe

e 6,185 5 100

Hours Available 66 Hendry 5,916 5 100

Glades 3,134 3 60

Lee 408 1 20

Monroe 50 1 20

7.2 Total 1,005,526 737 14,740


Pick ONE decision point and break it down• Clearly identify the GOAL

• Provide 3 Hot Meals/day for survivors in impacted area

• Identify the CRITICAL criteria/information needed on which to base a decision

• How many survivors remained in the area– Approximately 4.3 Million

• Quantity of food/meal• How many staff required to prepare/deliver


• Document what you know from past experience

• Operational Period• Deployment time – (notification to operational)• Staff required to prepare X number meals

• Adjust/Recalculate/Cross Check/ - Repeat• Don’t forget LOGISTICAL support for your


Meal count estimation formula

How to estimate meal counts for the first 14 days• Category 1 – Population X 15%• Category 2 – Population X 33%• Category 3 – Population X 90%• Category 4 – Population X 350%

For estimates past 14 days use actual reported meals counts for Day 1 through Day 7

# Meals = # resources required

Examples - LE

Intersection Control

Critical IntersectionsNumber of Intersections Manpower Needed

PersonnelRequired

Major (>6 lanes) 6 6 36

Minor (<=6 lanes) 3 3 9

Railroad Crossings 1 1 1

Total 0

Number of Shifts 3

Total Personnel Required 138

Examples - Law Enforcement/Security

Roadway Security

Access TypeMiles of Critical

Road Miles of CoveragePersonnel Required

Low 5 .5 10

Medium 15 1 15

High 25 2 50

Total 75

Number of Shifts 3

Total Personnel Required 225

Examples – Law Enforcement/Security

Facility/Infrastructure Type Number Officers per FacilityPersonnel

Required

Shelter 25 1 25

Hospital 5 4 20

Banks 25 2 50

PODs 10 2 20

Consumer-Related Facilities 20 1 20

Governmental Facilities 25 1 25

Public Utilities 15 1 15

Total for Infrastructure/Facilities 175

Total Personnel per Shift 525

Up Next – Carla Boyce, Plans Chief - FDEM

Gap Gap

Special medical needs evacuees who will need shelter (unit: people)

Qualified staff identified to staff special medical needs shelters (unit: medical staff/shelter staff)

Increase in people seeking medical care following the event (unit: people)

Medical supplies to support surge and critical operations (unit: days)

Qualified staff to staff special medical needs shelters (unit: medical staff/shelter staff)

Medical surge capacity


<<<insert Local Jurisdiction name here>>>

MEDICAL

Mission Scope: Injured or ill from the event are rapidly and appropriately cared for. Continuity of care is maintained for non-incident related illness or injury. For this worksheet, a healthcare facility (HCF) is an acute care hospital, a nursing home, a group home or a long-term care facility; a special medical needs evacuee can be defined as requiring care that cannot be provided in a general population shelter but not requiring hospitalization.

Readiness Indicators


Qualified staff to staff special medical needs shelters (unit: medical staff/shelter staff)




Medical supplies available to support surge and critical operations (unit: days)

Special medical needs shelter capacity (unit: people)


Yes No

Do all HCFs* have evacuation plans in place?

Are shelters identified to support special medical needs** populations?

Does the jurisdiction have an evacuation plan that coordinates medical transportation resources? Yes No

Capability Over Time

Target Capability at D+7 Capability at D+30

Notes


Asset Assessment

Gap


Response

Yes No

Special medical needs shelter capacity (unit: people)

Medical supplies available to support surge and critical operations (unit: days)

Target Capability



Increase in people seeking medical care following the event (unit: people) Medical surge capacity


Indicator

Yes No Does the jurisdiction have a mass fatality plan?

Has the jurisdiction identified HCFs in evacuation zones?

Does the jurisdiction have an up-to-date written communications plan with HCFs?

Has the jurisdiction surveyed HCFs for back-up power and emergency supply needs? Yes No

Yes No

Yes No

Next Steps – April 16th & 17th

Preparation/Assignments

2007 Workshop Objectives

Bring State & Federal stakeholders to the table• Agency heads• Support agencies/partners• Private enterprise, faith-based and non-profit partners

Continue cohesive planning across agencies

Focused on realistic needs/resource shortfalls of the locals

2007 Workshop Objectives

Assess required capabilities based on Catastrophic Scenario (State Perspective).

Develop scalable and adaptable methods, formulas, or matrices that indicate the quantity and type of assets needed to meet the capability (tools of the trade).

Determine available resources within regional or States inventories, including pre-disaster contracts.


Identify resource limitations.

Establish plans, protocols & policies that clearly articulate how to meet both required capabilities and fill gaps.

Sustain the planning process to facilitate updates and changes.

In Preparation – Food for Thought

Making the workshops effective.

Based on things identified at the local focused workshop.

Support of decision makers, municipalities, other ECOs, and Agency Heads.

ESF18 – Economic Damage Assessment (HHD)

One of the most significant impacts of the scenario will be the damages to agricultural interests in the Lake Okeechobee area.

This translates into significant economic impacts, locally, statewide and even nationally.

Preparation will make the breakout sessions at the April workshop more effective.

Infrastructure – Debris clearing in waterways

Though the focus is “local up” this particular issue crosses multiple jurisdictional lines.

Planning for this issue will require strong support from the State level to coordinate and identify local impacts.

Preparation will not only make the breakout sessions at the April workshop more effective, but will assist planning efforts at the local level.

ESF2 - Communications

Common throughout ALL breakout sessions was interoperable communications.

Emergency management personnel and responders alike seemed unfamiliar withthe State Communications plan.

All are seeking information & training on assets like MARC units, EDICS, FIN, & EDWARDS.

Assignment – ESF17

Disposal of livestock in large quantities.

Care of surviving livestock in flooded areas.

Animal control and rescue.

Updated Info

www.floridacatastrophicplanning.com

www.FloridaDisaster.org/CatastrophicPlanning

http://www.floridacatastrophicplanning.com/

http://www.floridadisaster.org/CatastrophicPlanning

Documents

Regional Florida Catastrophic Planning: Focus on South Florida, including the Herbert Hoover Dike Region April 5, 2007