post-disaster redevelopment plan
TRANSCRIPT
Post-Disaster Redevelopment Plan
TABLE OF CONTENTS 1Introduction1
11 What is a Post-Disaster Redevelopment Plan 1 12 Goals 2 13 Interaction with Other Plans 2
2Vulnerability 4 21 Hazards Addressed 4 22 Analysis Sources 7 23 Social Vulnerability 8 24 Land Use Vulnerability 13 25 Economic Vulnerability 16 26 Critical and Essential Facilities Vulnerability 20 27 Sea Level Rise (SLR) 26
3Institutional Capacity 33 31 Local Plans Policies and Ordinances 33 32 Coordinating with Stakeholders 38 33 Recommendations for Enhancing Capacity 39
4Implementation 42 41 Authority 42 42 Type and Level of Disaster 44 43 Disaster Phases 45 44 Operational Structure 45 45 Timeframe and Transitions 49 46 Plan Maintenance and Updating 53 47 Training 54 48 Continued Public Involvement 55
5Housing and Planning56 51 Housing Recovery Goal 57 52 Housing Recovery Focus Areas 57 53 Planning Goal 59 54 Planning Focus Areas 59 55 Planning Mechanisms for Redevelopment 60 56 Comprehensive Plan Evaluation Appraisal Report Recommendations 63
6Infrastructure Public Facilities and Public Safety65 61 Infrastructure Public Facilities and Public Safety Goal 65 62 Infrastructure Focus Areas 65 63 Public Facilities Focus Areas 66 64 Public Safety Focus Areas 66
7Economic Redevelopment 68 71 Economic Redevelopment Goal 69 72 Economic Redevelopment Focus Areas 69
8Environmental Restoration71 81 Environmental Restoration Planning and Response 73 82 Environmental Restoration Goals 73 83 Environmental Restoration Focus Areas 74
9Communication and Public Outreach Plan76 91 Coordination Capacity 76 92 Outreach Methods 76 93 Outreach Materials 79 94 Public Participation and Communication 79 95 Marketing and Tourism 81 96 Communication to the Business Community 82 97 Transparency in Recovery Decisions 83 98 Method of Evaluating Progress 84
10 Financing86 101 Predicting Revenue Shortfalls 86 102 Coordination of Public and Private Funding 89 103 Coordination of Non-governmental (or Non-profit) and Volunteer Assistance 91 104 Monitoring and Encouraging Equitable Disaster Assistance 92 105 Managing Debt and Retaining High Bond Ratings 93
Appendix A -- Definitions and Acronyms94 A1 Definitions of Terms 94 A2 Acronyms 97
Appendix B -- PDRP Development Process 98 B1 Phase 1 - Stakeholders Working Group 98 B2 Phase 2 - ReviseFinalize for Adoption 98
Appendix C -- Relevant Comprehensive Plan Policies 100
Appendix D ndash Regulations 111 D1 State Requirements for PDRP Development 111 D2 Emergency Powers 111 D3 Local Authority to Develop a PDRP 111
Post‐Disaster Redevelopment Plan
1 INTRODUCTION
The record-setting hurricane seasons of 2004 and 2005 underscored the need for Florida communities to be prepared to face the tremendous wide-ranging challenge of rebuilding after a disaster Natural disasters are recurring events as Floridians know all too well Unfortunately Sarasota County can expect to face disasters in the coming years To become more disaster-resilient our local governments must plan for what happens after rescue and recovery operations have finished to bring the community back to normalcy and perhaps rebuild an even better community In pursuit of a sustainable resilient community the development of a Post-Disaster Redevelopment Plan (PDRP) creates a long-term recovery and redevelopment strategy to implement pre- and post-disaster
11 WHAT IS A POST‐DISASTER
REDEVELOPMENT PLAN A PDRP is recommended for all Florida coastal counties and municipalities and is encouraged
for inland communities The plan identifies
policies operational strategies and roles and
responsibilities for implementation that will guide decisions that affect long‐term recovery
and redevelopment of the community after a
disaster The plan emphasizes seizing
opportunities for hazard mitigation and
community improvement consistent with the
goals of the local comprehensive plan and with
full participation of the citizens Recovery topics
addressed in the plan include business
resumption and economic redevelopment housing repair and reconstruction infrastructure restoration and mitigation short‐term recovery actions that affect long‐term
redevelopment sustainable land use environmental restoration and financial considerations as well as other long‐term
recovery issues identified by the community Definitions and acronyms for terms used in this
plan can be found in Appendix A
Types and Levels of Disaster PDRPs ideally address all types and levels of disaster risk that a community may encounter whether natural or human‐caused While much
of the PDRP is geared toward preparing for and
responding to a hurricane many of these same
policies programs and approaches may also be
successfully employed in other disaster situations (eg wildfires flooding and
tornadoes) The flexibility of a PDRPrsquos
framework enables it to be used for multiple
hazards The PDRPrsquos scope is maximized when
used for a major disaster affecting the whole
community however components can also be
used in small or localized events
1
Post‐Disaster Redevelopment Plan
Timeframe The intent of all PDRP activities is to improve
the communityrsquos ability for long‐term recovery
and redevelopment Implementation of these
activities however may occur pre‐disaster during the short‐term recovery phase or during
the long‐term redevelopment phase
Jurisdictions The PDRP is a countywide document similar to
the Local Mitigation Strategy and
Comprehensive Emergency Management Plan Disasters can affect entire regions so
intergovernmental coordination is essential to
the goals of the PDRP Implementation of the
PDRP is structured for coordination between
the county and municipalities The
municipalities are encouraged to adopt this
plan within their jurisdictions Annexes specific
to each municipality may be developed to
address the unique needs and character of each
city or town
Dynamic Plan The purpose of this plan is to provide a
framework for considering long‐term
redevelopment issues and responding to them
either pre‐disaster through preparatory
measures or post‐disaster Holistic community
recovery from a disaster is a complex subject in
which new research and lessons learned are
being developed each year
Further planning will be needed to address
other types of disaster the county may be
vulnerable to such as wildfire and sea‐level rise There will always be room for improvement with this plan and it will take
many update cycles before all disaster scenarios
have been planned for and actions developed
to address potential redevelopment issues
12 GOALS The goal of the Sarasota County PDRP is to
enable a more rapid and sustainable
countywide recovery and redevelopment after a disaster The redevelopment process should
encourage public participation and maximize
the efficient and smart use of public funds Specific goals are outlined for Housing and
Planning Economic Redevelopment and
Environmental Restoration in greater depth in
each of those chapters
13 INTERACTION WITH OTHER
PLANS The intent of the Post‐Disaster Redevelopment Plan is to guide the redevelopment decision‐making process following a disaster in a manner consistent with the local comprehensive plans
(especially the Coastal Element) Local Mitigation Strategy (LMS) Comprehensive
Emergency Management Plan (CEMP) and other relevant plans or codes such as the Long‐Range
Transportation Plan land development regulations and economic development plans Each of these plans has pre‐existing policies or procedures that affect post‐disaster redevelopment For instance the
comprehensive plan has many policies that determine where and to what extent redevelopment can occur The PDRP can act as
a guide to utilizing the policies and procedures
found in various documents when making post‐disaster redevelopment decisions To avoid
duplication or conflicts between similar policies
in different plans the PDRP identifies the
overlap by providing an analysis of existing
plans As shown by Table 11 there are many
post‐disaster redevelopment issues that are
addressed by more than one plan
2
Post‐Disaster Redevelopment Plan
Table 11 Post-Disaster-Related Issues and Local Plans
Example Issues CEMP LMS Comprehensive Plan (Coastal) PDRP
Provide hazard assessment information bull bull bull
Define procedures for providing evacuation and sheltering services bull
Define policies for maintaining and enhancing evacuation clearance times
bull bull bull
Define capital expenditure priorities for enhancing evacuation and sheltering capacities
bull bull
Define policies and capital expenditure priorities for making the environment less hazardous
bull bull
Define policies for making structures more resistant to natural hazard forces
bull bull bull
Define capital expenditure priorities for making public facilities more resistant to natural hazard forces
bull bull
Define policies for managing the pre-disaster development and redevelopment of land exposed to natural hazards
bull bull
Define operational procedures for post-disaster recovery and redevelopment bull bull
Define policies for governing post-disaster recovery and redevelopment actions
bull bull bull
Source Florida Department of Community Affairs 2006
CEMP = Comprehensive Emergency Management Plan LMS = Local Mitigation Strategy PDRP = Post-Disaster Redevelopment Plan
3
I ~ 25 mile Buffer
Hurricane Tracks
-- Hurricanes
Tro ical Storms
Post‐Disaster Redevelopment Plan
2 VULNERABILITY This Chapter discusses Sarasota Countyrsquos vulnerabilities to disaster impacts Vulnerability is assessed by examining social characteristics land use economic indicators essential and critical facilities and environmental resources Hurricane storm surge and sea level rise are examined in detail due to the magnitude of risk from these hazards and the ability to spatially analyze expected impacts
21 HAZARDS ADDRESSED The hazards of highest risk to Sarasota County as identified in the CEMP and the LMS are high winds storm surge flooding severe windstorms and wild land fire Since the PDRP focuses on redevelopment after a hurricane mdash
the most likely disaster to strike our area mdash the vulnerability discussion focuses on those expected impacts Throughout the implementation of the PDRP and other efforts it is important that community planners address
risks comprehensively For example flooding high winds storm surge and gradual sea level rise present different but related risks and
Figure 21 Tropical Storms and Hurricanes within 25 Miles of Sarasota County 1928-2013
4
mitigation and adaptation measures can serve
to address multiple threats
History Since 1995 16 hurricanes and tropical storms are reported to have impacted Sarasota County (National Oceanic and Atmospheric Administration [NOAA] National Climatic Data Center 2013) (Figure 21) Major impacts that have been felt by these storms include beach erosion flooding from storm surge inland flooding in low-lying areas and wind-gust damage (NOAA National Climatic Data Center
2013) The county has not had a direct hit since
Tropical Storm Gabrielle in
2001 and has not been directly hit by a major hurricane in 65 years mdash a Category 3 hurricane in 1944 followed by a
Category 1 hurricane in
1946 (ICAT Damage Estimator 2013) While Sarasota County has had a long respite from widespread hurricane
damages recent major disasters in Florida and
A
Contemporary Storm Surge
Cate~ry 1
- Cate~ry2
- Cate~ry3
- Cate~ry4 - Cate~ry5
Friwerot al 2013
I Legend
1--T---t--------_ _ _J -- Evacuation Routes
Evacuation Zones
- ZoneA
Post‐Disaster Redevelopment Plan
throughout the Gulf Coast are
reminders that Sarasota County
is also vulnerable
Storm Surge and Erosion Sarasota County is most vulnerable to storm surge flooding and related shoreline erosion during large storm events County evacuation zone designations are based on estimated storm surge flooding extents (Figures 22 and 23) As Figure 22 shows the most vulnerable locations to storm surge are the barrier islands and areas along the Myakka River in the southern portion of the county This often occurs because these areas are closest to the coast or are located along inland waterways and low-elevation areas Despite the county having escaped direct hurricane hits for many years there has been reported storm surge and beach erosion from several recent storms that passed close to the area In 1995 Hurricane Opal produced major beach erosion (NOAA 2013) Hurricane Earl followed in 1998 causing severe erosion near Venice and street flooding of 1 to 2 feet along the countyrsquos coastal roads (NOAA 2013) In 2000 Hurricane Gordon caused coastal flooding over roads on Longboat Siesta and Casey keys That storm surge and wave action caused nearly $11 million in beach erosion in
Figure 22 Sarasota County Contemporary Storm Surge Zones
Figure 23 Sarasota County Evacuation Zones
5
Rainfall scenarios
2 inches of rainfall
- 4 inches of rainfall
- 5 Inches of rainfall
- 7 inches of rainfall
Frazier er a
Post‐Disaster Redevelopment Plan
Sarasota County (NOAA 2013) The Figure 24 Sarasota County Inland Precipitation from Historical Hurricane Rainfall Venice Municipal Fishing Pier was Scenarios
hit with 8-foot-high waves that destroyed a 20-foot section of the pier and three 50-foot concrete pilings causing $600000 in
property damage (NOAA 2013)
The storm surge zone inland precipitation and sea level rise model projections discussed later in this chapter are intended to characterize the countyrsquos general vulnerability to these types of threats They were developed to frame potential risk and demonstrate the need for the development of a Post-Disaster Redevelopment Plan Given that these illustrations were developed based on a model actual conditions may vary and these
maps do not predict what will happen but what may happen under the circumstances considered in the creation of the model Overall these projections demonstrate that Sarasota County is vulnerable to different types and scales of a natural disaster and that considering them is necessary in good pre-disaster planning
The following is provided by Frazier et al 2010 regarding the development of the storm surge model
Storm surge modeling is based on the Sea Lake and Overland Surges from Hurricanes (SLOSH) model provided by the US National Hurricane
Center (NHC) National Oceanic and
Atmospheric Administration (NOAA) NHC modelers perform multiple hurricane
simulations using various SaffirndashSimpson
categories and a broad range of forward
Note Future updates to the PDRP will include complete rainfall data originally unavailable at the time of this analysis
speeds landfall directions and landfall locations Each simulation generates envelopes of water reflecting the maximum surge height obtained in each grid cell and a Composite
Maximum Envelopes of Water (MEOWs) is calculated upon completion of the suite of model runs Each MEOW contains maximum
surge heights for each grid cell that correlate
with various hurricane storm intensities and tracks The maximum surge height for each cell for any hurricane regardless of storm track land-falling direction or SaffirndashSimpson category is also calculated by SLOSH and is
referred to as the Maximum of MEOWs (MOM) (National Hurricane Center 2006 National Weather Service 2006)
For SLOSH application to Sarasota County we
use the maximum surge height for hurricanes of each SaffirndashSimpson category based on grid
6
Post‐Disaster Redevelopment Plan
cells calculated using high-tide SLOSH model runs (ie MOMs) We separate SLOSH model outputs for hurricanes of SaffirndashSimpson categories 1 2 and 3 but combine outputs for categories 4 and 5 to follow Sarasota County
procedures and maximize the local use of research results Model outputs are then
converted using geographic information system
(GIS) tools into four raster grids that summarize
storm-surge hazard zones for categories 1 2 3 and 45 Grid cells were then compared to
elevation values for Sarasota County by
matching the vertical datum (National Geodetic
Vertical Datum 1929 or NGVD29) of the SLOSH
model to a 10-m Digital Elevation Model (DEM) with approximately 1 m vertical accuracy
(unpublished data Florida Fish and Wildlife
Commission) For each hurricane category we
delineated zones where storm-surge heights
exceeded DEM bare-earth elevation values except in cases where areas that were
surrounded by higher non-flooded land Available SLOSH output from NOAA is based on
the National Geodetic Vertical Datum of 1929
(NGVD29) and not on the more accurate NAD83
datum therefore maximum surge height estimates are likely lower than they would be if SLOSH model runs were based on the NAD83
datum This work presents conservative estimates of maximum surge heights because
the model results do not account for the effect of wind-driven waves which tend to magnify
the effective height of a storm surge (Mastenbroek Burgers amp Janssen 1993) In addition when applied to specific large-scale
locations SLOSH model outputs are considered
80 accurate due to generalizations concerning several of its empirical coefficients (eg wind
drag eddy viscosity and bottom slip) and to
generalizations that enable national applicability but may misrepresent local conditions (Frazier et al 2010)
The storm surge categories and associated
model output while similar to the countyrsquos
published evacuation zones (Figure 23) are slightly different They were both created using
much of the same data We recognize that many in the emergency management field favor using the evacuation zones as a point of reference and we will explore utilizing them as
the baseline data set for model projections in
future updates of the PDRP
Inland Precipitation Earlier modeling included storm surge
projections but did not include the role of inland precipitation on local flooding To
provide a more accurate projection inland
precipitation has been incorporated into this modeling effort Thompson and Frazier (2013) developed four rainfall scenarios 2 inches 4
inches 5 inches and 7 inches of rainfall during
24 hours over a three-day period (Figure 24)
7
Scenarios Cat 1 Base amp 2 in
Ill Cat 2 + 30cm amp 4 in
- Cat 3 + 60cm amp 5 in
Ill Cat 4 + 90cm amp 5 in
Ill Cat 5 + 120cm amp 7 in
Frazier et al 2013
Post‐Disaster Redevelopment Plan
Figure 25 Sarasota County Combined Storm Surge and Inland Precipitation Zones
These scenarios reflect inundation patterns
found in historical hurricane precipitation data gathered from the Hydrometeorological Prediction Center (2012) The data shows the average rainfall that Florida has received over the last 50 years This study focused on a 3-day
period of rainfall because hurricanes often
move quickly over the terrain (Hyndman and Hyndman 2006 Hydrometeorological Prediction Center 2012) As seen in Figure 24 inland precipitation occurs throughout the
county even in hurricane scenarios with lighter amounts of rainfall Inundation from inland
precipitation is also highly evident along the
Myakka River and other tributaries In the lower scenarios flooding is mostly located along the
river systems and areas along the coast As rainfall increases the inundation spreads to areas further inland The center of the county and areas furthest from the Myakka River and the coast experience some flooding from the 2-inch precipitation scenario but those inundation areas multiply as the number of inches of rainfall increases
When both the inundation impacts of inland precipitation and storm surge are combined the resulting extents show greater exposure to
hurricane inundation (Figure 25) Storm surge
is not the only hurricane impact that causes inundation to occur within Sarasota County so
modeling the two impacts simultaneously
8
Post‐Disaster Redevelopment Plan
Table 21 Countywide Population at Risk from Hurricane Storm Surge
Storm Surge Zones Persons In Zone Percent of Total Population
Category 1 18141 478
Category 2 71226 1877
Category 3 170898 4504
Category 4 250061 6590
Category 5 281541 7420
provides a more holistic representation of where hurricane inundation may occur
22 ANALYSIS SOURCES The vulnerability analysis presented in this Chapter was generated using data provided by
a team of researchers from the University of Idaho That team was led by Dr Tim G Frazier and Courtney Thompson with funding through
the National Science Foundation (NSF) Idaho
Experimental Program to Simulate Competitive Research (EPSCoR) The publication of this
research is currently in progress Permission
was granted to utilize some of the data generated through their research as a basis for the PDRP planning effort
23 SOCIAL VULNERABILITY Demographic Profile Sarasota Countyrsquos population increased from 2010 to 2014 The University of Floridarsquos Bureau
of Economic and Business Research (BEBR) estimates that the January 2014 county population estimate was 387140 after a 19
increase from 2010 (BEBR 2015)
Sarasota County is comprised of a population
that is 917 white 5 black and 86 persons
of Hispanic or Latino origin The median household income of the county is $49052 and the population below poverty is 122 The
Source Frazier et al 2013
over-65 age group makes up 333 of the county population (US Census Bureau QuickFacts Beta 20 2015)
Storm Surge Vulnerability Table 21 shows the percentage of people that reside within storm surge zones mdash74 of the countyrsquos population lives within a storm surge
zone However 29 of the population lives
outside of the Category 3 zone within the Category 4 or Category 5 zone or has a lower risk of storm surge impacts given the infrequency of Category 4 or 5 hurricanes Of particular note is that over 18000 people live
within a Category 1 storm surge zone which
has a higher frequency of occurrence
9
bull I I I
Bee Ridge __ _
Desoto Lakes -shyEnglewood
Fruitville ~ ~f~1+ _________ _ Gulf Gate Estates ===r== r_=-=-=-=------~----_l ___ _-l------1
Kensington Park bull __
Lake Sarasota - Laurel
--~--~-------------1--1--1--Longboat Key
Manasota Key
Nokomis North Port - - t - - 1 - - - - - - - - - - - - 1- -1- - 1 - -
North Sarasota bull - -Osprey
--r--r--r----------r-1-- 1 -shyPlantation
Ridge Wood Heights iL1====~-_~-_ t -- -- ----------
Sarasota =-=-=r=-=-=r=-=-~~=-=-~-=-=-~----_L_-_- 1 Sarasota Springs i=$== ~-~
Siesta Key
South Gate Ridge 1-- -1-shy- - t - -
South Sarasota =__ r __r__1_~_ _~__~___~__~J South Venice bull
Southgate r r J
The Meadows _ --Va~o =__r __r__r__________~~7 - ==-~~J
Venice ==============-l-~ r r r 7 Venice Gardens ==-=--=-=r=-=-=r=-=-=________=1 ___ 1 _____ 1_-_J
Warm Mineral Springs
0 10 20 30 40 50 60 70 80 90 100 Percent Population at Risk
bull Category5
Category 4
bull Category3
Category 2
Category 1
Frazier et al 2013
Post‐Disaster Redevelopment Plan
Figure 26 Population at Risk from Hurricane Storm Surge by Place
Figure 26 illustrates the population at risk from
hurricane storm surge by area of the county The most vulnerable locations of the county to
a Category 1 storm surge are Siesta Key and Longboat Key in which 75 and 46 of the
barrier islandsrsquo population would be affected More than 50 of the population in Laurel Nokomis and Warm Mineral Springs would be
impacted by a Category 2 hurricane storm
surge
10
Post‐Disaster Redevelopment Plan
Table 22 Population over 65 Years of Age at Risk from Storm Surge
Storm Surge Zones Persons over 65 In Zone Percent of Persons over 65
in Zone Percent of Total Population
in Zone
Category 1 8798 744 232
Category 2 30776 2603 811
Category 3 67535 5712 1780
Category 4 88119 7453 2322
Category 5 95675 8092 2521
Source Frazier et al 2013
Table 23 Occupied Houses at Risk from Hurricane Storm Surge
Storm Surge Zones Occupied Houses
in Zone Percent of Occupied Houses
in Zone
Category 1 17757 777
Category 2 56181 2460
Category 3 117539 5146
Category 4 161036 7050
Category 5 177719 7781
Sarasota County has a high percentage of elderly persons Table 22 reveals that those older than 65 comprise a large proportion of the population at risk from storm surge Of the population at risk from Category 3 storm surge almost 20 are over 65
Housing Census statistics on housing were used to determine estimates of total occupied housing and renter-occupied housing at risk from storm surge (Tables 23 and 24) The percentages of occupied housing in the storm surge zones mirrors the percentage of population at risk but the housing numbers are slightly higher
Source Frazier et al 2013
This could be due in part to tourists and part-time retirees who use housing units near the coast Renter-occupied housing in the Category 1 storm surge zone makes up about 10 of all housing in that zone
11
- -
1814
Post‐Disaster Redevelopment Plan
Further analysis using property appraiser data flood zone regulations requiring elevation could determine which of the homes in storm This sort of analysis might be considered surge zones are more likely to be vulnerable by for the next PDRP update examining whether they were built to current
Table 24 Renter-Occupied Housing at Risk from Hurricane Storm Surge
Storm Surge Zones Renter Occupied Houses
In Zone Percent of Renter Occupied
Houses in Zone Percent of Total Houses
in Zone
Category 1 1685 383 949
Category 2 7162 1628 1275
Category 3 17628 4008 1500
Category 4 27048 6149 1680
Category 5 32243 7330 Source Frazier et al 2013
Dependent Populations Dependent population facilities include medical facilities emergency services facilities adult residential care centers schools child day care centers correctional facilities and religious
organizations Evacuating these populations can
be difficult as they require specific needs (Wood et al 2007 Frazier et al 2010) The
elderly and children take more time to move
because they require more assistance Emergency service facilities in hazardous areas
are more likely to be incapacitated in a hazard
event resulting in fewer emergency services available to people in need and less backup for those within those facilities Table 28 depicts
dependent population exposure to storm surge
Table 25 shows that 24 of hospitals and mental health facilities and more than 30 of child care centers and adult care centers are within a Category 3 storm surge zone In addition over 70 of areas that house overnight tourists would be impacted by Category 3 storm surge
12
Post‐Disaster Redevelopment Plan
Table 25 Dependent Populations at Risk from Storm Surge
Dependent Populations
Category 1 In Zone In Zone Category 4 In Zone In Zone
Adult residential care 1 125 Adult residential care 57 7125
Child day care 0 000 Child day care 43 5375
Correctional facilities 0 000 Correctional Facilities 2 3333
Hospitals and mental health 0 000 Hospitals and mental health 13 5200
Outpatient care centers 9 163 Outpatient care centers 369 6685
Overnight tourists 42 3387 Overnight tourists 96 7742
Public venues 14 373 Public venues 237 6320
Schools 4 364 Schools 50 4545
Category 2 In Zone in Zone Category 5 In Zone In Zone
Adult residential care 15 1875 Adult residential care 63 7875
Child day care 7 875 Child day care 55 6875
Correctional facilities 0 000 Correctional Facilities 5 8333
Hospitals and mental health 2 800 Hospitals and mental health 19 7600
Outpatient care centers 67 1214 Outpatient care centers 429 7772
Overnight tourists 67 5403 Overnight tourists 118 9516
Public venues 74 1973 Public venues 267 7120
Schools 11 1000 Schools 62 5636
Category 3 In Zone In Zone Source Frazier et al 2013
Adult residential care 33 4125
Child day care 25 3125
Correctional Facilities 2 3333
Hospitals and mental health 6 2400
Outpatient care centers 241 4366
Overnight tourists 88 7097
Public venues 181 4827
Schools 34 3091
13
Post‐Disaster Redevelopment Plan
Table 26 Transportation and Utility Land Use at Risk from Storm Surge Source Frazier et al 2013
Storm Surge Category
Bridges In Zone
(miles)
Percent Bridges In
Zone
Roads In Zone
(miles)
Percent Roads In Zone
Transportation Facilities In Zone
Percent Transportation
Facilities in Zone
Category 1 086 1370 21375 605 0 000
Category 2 215 3431 80688 2285 3 3750
Category 3 372 5944 192259 5445 5 6250
Category 4 457 7303 255224 7228 7 8750
Category 5 491 7838 277369 7855 8 10000
24 LAND USE VULNERABILITY The vulnerability of existing land uses to storm
surge reveals the major property impacts that might be realized in Sarasota County by
differing intensities of hurricanes Hurricane
wind damage will to some degree affect all structures in the county except those built to
2001 Florida Building Code standards or higher and even those could experience minor damage Storm surge is a much more location-specific hazard than hurricane-force winds and
the spatial distribution of land uses can be adjusted to minimize the risk to a particular land use Knowing how much of a residential or commercial land use is in a storm surge zone
can inform stakeholders to the extent of redevelopment after a hurricane
Transportation and Utilities Table 26 shows the percentage of roads and bridges that fall within different hurricane storm surge zones The table shows that almost 15 of bridges could be affected by a Category 1 hurricane while 78 are at risk from a Category 5 hurricane storm surge The table also shows that almost 54 of roads could be affected by a Category 3 hurricane and 72 are at risk from a Category 4 or 5 hurricane storm surge In addition about 40 of transportation
facilities (helipads and airports) are vulnerable to a Category 2 or higher storm surge
ResidentialCommercial This analysis used the Coastal Change Analysis
Program (C-CAP) land cover dataset to determine residential and commercial risk to
storm surge These land use types are described
by four main categories
bull Developed Open Space bull Developed Low Intensity bull Developed Medium Intensity bull Developed High Intensity
Developed Open Space includes large-lot single-family housing units parks golf courses and vegetation planted in developed settings
for recreation erosion control or aesthetic
purposes
Developed Low Intensity areas most commonly include single-family housing units
Developed Medium Intensity areas most commonly include single-family housing units
Developed High Intensity includes highly developed areas where people reside or work in high numbers Examples include apartment complexes row houses and commercialindustrial (NOAA 2013)
14
N
A
j ~ r
--
middot bullr
Residential Commercial Land Use In Zone
- Category 1
Category 2
- Category3
- Category4
- Category5
Frazier et al 2013
Post‐Disaster Redevelopment Plan
Table 27 reveals that about 75 of all land the Category 1 storm surge zone Figure 27 used for residential purposes countywide is presents the spatial distribution of residential within a storm surge zone Six percent of all uses by storm surge zone throughout the residential land is particularly at risk within county
Table 27 Residential Land Use at risk from Storm Surge
Storm Surge Category Residential Land Use In Zone (km2) Percent in Zone
Category 1 26096 638
Category 2 91250 2231
Category 3 20433 4996
Category 4 27870 6815
Category 5 30609 7485
Source Frazier et al 2013
Figure 27 Residential Land Use at Risk from Hurricane Storm Surge
15
a ~ Q) gt 0 u
O c tO
_J
Developed High Intensity
Developed Medium Intensity
Developed Low Intensity
Developed Open Space
category5
0 category4
category3
0 category2
category 1
0 10 20 30 40 50 60 70 80 90 100
Percent Landcover At Risk Frazier et al 2013
Post‐Disaster Redevelopment Plan
Figure 28 shows the countywide percentage (as in condominiums) than on the mainland of low medium and high intensity residential Medium and high intensity residential property at risk from storm surge Low- housing is particularly vulnerable to a intensity residential land use has a much Category 3 hurricane storm surge while smaller risk for each category of hurricane low-intensity residential housing would not This may be due to higher coastal property be at significant risk until a Category 4-5 values that make residential land more dense hurricane
Figure 28 Percentage of Residential Land Uses at Risk from Storm Surge
16
Post‐Disaster Redevelopment Plan
Agricultural The percentage of land used for agricultural activities at risk from storm surge is shown in Table 28 Since most agricultural property is found in the eastern area of the county a majority of land used for agricultural activities is outside of the Category 1 and 2 storm surge zones Only a small amount of agricultural lands are within a storm surge zone
25 ECONOMIC VULNERABILITY A disaster can bring significant economic consequences to businesses employees and the overall financial stability of a county which in turn affects the speed and quality of recovery These factors can be intensified and worsened by an existing challenging economic climate
The economic recession pushed Sarasota Countyrsquos traditionally low unemployment rate to nearly 70 (US Bureau of Labor Statistics for Sarasota County Florida July 2013) This is due primarily to the regionrsquos concentration of construction and manufacturing local and retail services and office occupation ndash all of which are affected by the national economy According to Sarasotarsquos 2008 Economic Assessment the countyrsquos higher than average employment in tourism hospitality and retail and lower than average skilled health services means that the
Table 28 Agricultural Land Uses at Risk from Storm Surge
Storm Surge Category
Agricultural Land Use In Zone
(km2)
Percent in Zone
Category 1 042891 021
Category 2 71928 345
Category 3 31791 1523
Category 4 69384 3324
Category 5 87654 4199
Source Frazier et al 2013
average wage of a job for residents is far lower than the national average
These factors make Sarasota Countyrsquos economy
particularly vulnerable to a natural disaster but during redevelopment industries like
construction might find themselves in high demand for those skills
Business Exposure to Storm Surge Figure 29 shows countywide business exposure to hurricane storm surge The graph broadly illustrates that significant impacts from a hurricane would not be experienced by businesses in terms of sales volume and number of employees until a Category 3 hurricane However concerns over the taxable value of property would surface during a Category 2 storm which would impact more than 25 of businesses
17
0 -u Q)
Cf)
en en Q) C en
ca
Sales Volume
Employees
Businesses
Taxable Value of Property
0 10 20 30 40 50 60 70 80 90 100
Percent At Risk
Category 5
O category4
Category 3
O category2
Category 1
Frazier et al 2013
Post‐Disaster Redevelopment Plan
Figure 29 Countywide Business Sector Exposure to Hurricane Storm Surge
18
u cu
a
RuralUnincorporated ~
Bee Ridge W Desoto Lakes [ - _ ~ __
Englewood
Fruitville ~~===--- _ _ _ _ _ _ _ _ _ _ _ _ _ _ r
Gulf Gate Estates
Kensington Park
Lake Sarasota --=-=- - ----------
Laurel l T r
Longboat Key r I l
Nokomis r r
North Port r 1 1
- - - -North Sarasota 1111----
L Osprey ~~~~~~~~~~~~==i==l
Plantation ~ f r l l T f
Ridge Wood Heights ~ - - I - - - - - - - - - -
Siesta Key
South Gate Ridge (l~ - l llltI-___ -- ----------South Sarasota ==~ ~~J-~-~_
- r r South Venice
___ r--r---------- ----Southgate ~~~~- ~- ~- ~- ~- ~- =__=_=_~~===1=-l-
The Meadows ~ - -- ----------
Varno _____ - - r - - r - T - - - - - - - r -7 - - 1- -
Venice tr - - r - T - - - - - - - 1 - - - -
Venice Gardens - r r 1 1
Warm Mineral Springs r
01o 10 20 30 40 50 60 70 80 90 100
Percent Businesses At Risk
Category 5
O category4
Category3
D caegory2
Category1
Frazier et al 2013
Post‐Disaster Redevelopment Plan
Figure 210 shows business exposure to
hurricane storm surge by location Both Longboat Key and Siesta Key are highly
vulnerable with 100 of businesses at risk from
a Category 1-5 storm surge These are both barrier islands that are built upon tourism and
Figure 210 Businesses at Risk to Storm Surge by Place
would have the most difficult long-term
recovery challenges in terms of repairing their businesses and regaining tourism revenue Englewood Laurel Nokomis and Warm
Mineral Springs are areas where businesses are
over 50 at risk
19
rporated -
Bee Ridge i--shy
Desoto Lakes
I
--~-------------
--shyEnglewood --r--------------
-- r -- ----------------Fruitville ~ ~ ~ 1~ ~ - r-- --- --- - ---- - -
Gulf Gate Estates
Kensington Park ~- _
Lake Sarasota ~ __ ___ ___ ______ _ _____ Laurel =-= - - r- -~ - - - --- - ----- -7 - -7 --1--
LongboatKey =-1 Manasota Key
-------------------Nokomis =- --r--r-- r ---------- ~--North Port =======~~~~-I
North Sarasota ~- _ _ _ __________ __
Osprey c~d Plantation ===r11l
Ridge Wood Heights __i-__ _ _ ~-- ~---- - _ _ _ _t_ll_ll_lilI_ _ ___ _~
Sarasota ----------------Sar as o ta Springs ~~[ - e r I -= -Siesta Key
South Gate Ridge _ - - - r -- -------------South Sarasota
-- r --r-- _------------- -r--r-- r ---------- 7-shy
South Venice r r r
Southgate =========l-1-L-The Meadows ~ ~~~
Varno - ~ -r--r-- ---------- --
Venice ==~~~~ Venice Gardens - - r - - r - - r - - - - - - - - - - 7 - -7 - - l- -
f - - r - - r - -- - - - - -- - l - - l - - l - -
Warm Mineral Springs ~
0 10 20 30 40 50 60 70 80 90 100
Percent Taxable Parcels At Risk
Category5
Category 4
Category3
Category 2
Category 1
Frazier et at 2013
Post‐Disaster Redevelopment Plan
Property Tax Vulnerability Figure 211 presents the countywide tax parcels that are affected by hurricane storm surge This
information can provide insight for potential county and city revenue impacts after a
Figure 211 Tax Parcels by Place at Risk from Storm Surge
hurricane More than 25 of the tax parcels in Laurel Nokomis and City of Sarasota would be impacted by a Category 1 storm surge while more than 90 of tax parcels would be at risk in Siesta and Longboat keys
20
Post‐Disaster Redevelopment Plan
26 CRITICAL AND ESSENTIAL FACILITIES VULNERABILITY Infrastructure public facility and service
restoration will need to be addressed during
both immediate response and short-term recovery phases Critical and essential facilities
are defined as those structures that provide services and functions for victim survival continuation of public safety actions and
disaster recovery (Florida Division of Emergency
Management 2009) Response plans should be in place to address both public safety provisions
and critical infrastructure and public facilities
Table 29 Essential Facilities at Risk from Storm Surge
Essential Facilities In Zone
Percent In Zone
Category 1
Banks and credit unions 8 452
Courts and legal counsel 0 000
Gas stations 2 408
Government offices 1 075
International affairs offices 0 000
Retail grocers 1 1042
US Post Offices 2 1000
Category 2
Banks and credit unions 24 1356
Courts and legal counsel 0 000
Gas stations 8 1633
Government offices 10 2174
International affairs offices 0 000
Retail grocers 9 1875
US Post Offices 6 3000
Category 3 Banks and credit unions 69 3898
Courts and legal counsel 4 3333
Gas stations 16 3265
Government offices 52 3881
International affairs offices 0 000
Retail grocers 22 4583
US Post Offices 10 5000
repair however the speed of long-term redevelopment may be impacted by how long it takes to restore essential and critical facilities
Essential Facilities Table 29 lists the major essential facilities that fall within a storm surge zone A Category 3 4 or 5 hurricane would significantly impact banks and credit unions as well as retail grocers and gas stations which in turn would impact the arearsquos economic viability
Essential Facilities In Zone
Percent In Zone
Category 4
Banks and credit unions 105 5932
Courts and legal counsel 4 3333
Gas stations 23 4994
Government offices 76 5672
International affairs offices 0 000
Retail grocers 37 7708
US Post Offices 15 8824
Category 5
Banks and credit unions 139 7853
Courts and legal counsel 10 8333
Gas stations 31 6327
Government offices 104 7761
International affairs offices 1 10000
Retail grocers 37 7708
US Post Offices 18 9000
Source Frazier et al 2013
21
Post‐Disaster Redevelopment Plan
Critical Facilities Subset In Percent In Zone Zone
In Percent In Zone Zone
In Percent In Zone Zone
Category Category 1 Category 2 Category 3
Hospitals Medical Services
0 000 1 075 2 2222
Outpatient care centers 0 000 5 1000 23 4600
Physician offices 13 181 87 1213 324 4519
Civil defense
Public Order
0 000 0 000 1 10000
Fire stations 1 1250 3 3750 6 7500
National security 0 000 0 000 1 10000
Police stations 1 667 1 667 4 2667
Electric companies
Utilities
0 000 1 833 2 3333
Public works 0 000 0 000 2 2857
Radio and TV broadcasting 0 000 1 1111 3 3333
Wastewater treatment 1 2500 1 2500 3 7500
Water and sewage company 0 000 0 000 0 000
Tables 210 through 214 present the main
classifications of critical facilities within the county that fall within Category 1-5 storm surge
zones Critical facilities would not be severely
impacted until a Category 3 Category 4 or
Table 210 Critical Facilities In Zone
Critical Facilities
Category
Subset In Percent In Zone Zone
Category 4
In Percent In Zone Zone
Category 5
Hospitals Medical Services
6 6667 7 7778
Outpatient care centers 31 6200 39 7800
Physician offices 491 6848 580 8089
Civil defense
Public Order
1 10000 1 10000
Fire stations 6 7500 6 7500
National security 1 1250 1 10000
Police stations 5 070 14 9333
Electric companies
Utilities
2 3333 3 5000
Public works 2 1333 3 4286
Radio and TV broadcasting 8 8889 9 10000
Wastewater treatment 3 7500 3 7500
Water and sewage company 0 000 3 5000
Category 5 storm surge scenario With a Category 3 storm surge more than 24 of utility facilities 46 of public order facilities and 45 of medical service facilities would be
impacted
Source Frazier et al 2013
22
-
Post‐Disaster Redevelopment Plan
To provide additional context on the categories and evacuation zones Sarasota vulnerability of critical facilities and County Geographic Information Systems (GIS) infrastructure Tables 211 212 and 213 show staff compiled this information with assistance
the public safety health and public utility from municipal staff This also allows for facilities that are in the different storm surge comparison between the categories and zones
Table 211 Public Safety Facilities In Storm Surge Category and Evacuation Zone PUBLIC SAFETY INFRASTRUCTURE STORM SURGE CATEGORIES EVACUATION ZONES
Storm Surge Category or Evacuation Zone 1 2 3 4 5 A B C D E
Bridge Features 46 21 24 18 11 39 18 18 16 16 Community Facilities 9 37 90 55 23 11 55 84 35 29 Education 1 6 28 28 15 2 14 28 17 20 Emergency Response 1 8 9 9 1 3 9 11 4 1 Energy 0 2 12 3 2 0 4 9 4 3 Government Facilities 0 2 13 9 6 0 4 14 7 7 Health Medical Facilities 2 10 36 40 19 4 17 37 29 20 Information Communication 11 31 56 80 35 16 44 75 58 22 Law Enforcement 1 0 5 5 1 1 1 8 1 1 Shelters 0 0 3 8 5 0 0 7 6 5 Total 71 117 276 255 118 76 166 291 177 124
Table 212 Public Health and Vulnerable Facilities In Storm Surge Category and Evacuation Zone PUBLIC HEALTH INFRASTRUCTURE STORM SURGE CATEGORIES EVACUATION ZONES
Storm Surge Category or Evacuation Zone 1 2 3 4 5 A B C D E
Hospitals and Mental Health Facilities 1 4 10 10 4 1 4 9 8 8 Outpatient Care Facilities 3 9 28 31 15 4 15 24 25 17 Adult Residential Care Facilities 6 14 34 30 12 7 21 31 20 17 Child Day Care Facilities 2 19 47 43 18 4 20 46 31 26 School Facilities 12 27 50 40 26 17 24 52 35 25
Hospice Facilities 5 8 20 16 5 6 11 15 8 14 Mobile Home RV Park 1 18 31 17 6 4 8 16 3 1 Total 30 99 220 187 86 43 103 193 130 108
Table 213 Utility Facilities In Storm Surge Category and Evacuation Zone UTILITY INFRASTRUCTURE SARASOTA COUNTY STORM SURGE CATEGORIES EVACUATION ZONES
Storm Surge Category or Evacuation Zone 1 2 3 4 5 A B C D E
Wastewater treatment plants (sewage) 1 5 12 5 1 2 8 11 1 2 Water treatment facilities (potable water) 1 1 4 2 2 3 1 5 1 2 Public wells (potable water supply) 1 7 20 12 1 1 8 21 5 23 Injection wells (disposal and storagerecovery) 0 0 1 0 0 0 0 1 0 0
Master lift stations (sewage) 4 5 16 8 3 4 5 17 5 5 Total 7 18 53 27 7 10 22 55 12 32
23
-
-
-
-
Post‐Disaster Redevelopment Plan
Table 213 Utility Facilities In Storm Surge Category and Evacuation Zone (CONTINUED) UTILITY INFRASTRUCTURE CITY OF SARASOTA STORM SURGE CATEGORIES EVACUATION ZONES
Storm Surge Category or Evacuation Zone 1 2 3 4 5 A B C D E
Wastewater treatment plants (sewage) 0 0 0 0 1 0 0 0 0 1 Water treatment facilities (potable water) 0 0 0 1 0 0 0 0 0 1 Injection wells (disposal and storagerecovery) 0 0 0 0 0 0 0 0 0 0 Lift Stations (91 total) 28 17 8 16 12 27 17 7 6 24 Total 28 17 8 17 13 27 17 7 6 26
UTILITY INFRASTRUCTURE CITY OF VENICE STORM SURGE CATEGORIES EVACUATION ZONES
Storm Surge Category or Evacuation Zone 1 2 3 4 5 A B C D E
Wastewater treatment plants (sewage) 0 0 0 1 0 0 0 1 0 0 Water treatment facilities (potable water) 0 0 0 0 0 0 0 0 0 0 Injection wells (disposal and storagerecovery) 0 0 0 0 0 0 0 0 0 0 Lift Stations (93 Total) 12 26 45 10 0 14 26 49 4 0 Total 0 0 0 1 0 0 0 1 0 0 UTILITY INFRASTRUCTURE CITY OF NORTH PORT STORM SURGE CATEGORIES EVACUATION ZONES
Storm Surge Category or Evacuation Zone 1 2 3 4 5 A B C D E
Wastewater treatment plants (sewage) 0 1 0 0 0 0 1 0 0 0 Water treatment facilities (potable water) 0 1 0 0 0 0 1 0 0 0 Injection wells (disposal and storagerecovery) 0 1 0 0 0 1 0 0 0 0
Lift Stations (101 Total) 5 42 28 25 1 6 48 28 19 0 Booster Stations 0 1 1 0 0 0 2 1 0 0 Total 5 45 29 25 1 7 52 29 19 0
UTILITY INFRASTRUCTURE LONGBOAT KEY STORM SURGE CATEGORIES EVACUATION ZONES
Storm Surge Category or Evacuation Zone 1 2 3 4 5 A B C D E
Water treatment facilities (potable water) 1 0 0 0 0 1 0 0 0 0 Lift Stations 15 5 0 0 0 20 0 0 0 0
Total 16 5 0 0 0 21 0 0 0 0 facilities located in Sarasota County
24
Post‐Disaster Redevelopment Plan
Table 214 Critical Facilities In Zone By Type
Category 1 In Zone Percent In Zone
Medical services 13 168
Public order 2 833
Utilities 1 345
Category 2 In Zone Percent In Zone
Medical services 93 1198
Public order 4 1667
Utilities 3 1034
Category 3 In Zone Percent In Zone
Medical services 349 4497
Public order 12 5000
Utilities 10 3448
Category 4 In Zone Percent In Zone
Medical services 528 6804
Public order 13 5417
Utilities 15 5172
Category 5 In Zone Percent In Zone
Medical services 626 8067
Public order 22 9167
Utilities 21 7241
Source Frazier et al 2013
Transportation An essential activity during redevelopment will be to return roads and bridges to normal operational levels Figure 212 shows roads
and bridges affected by hurricane storm surge according to location within the county Longboat and Siesta Key have
80 or higher transportation within the Category 1 storm surge zones Nokomis also has a high percentage of transportation at risk from a Category 2 storm surge and is 90 at risk from a Category 3 storm surge or higher
25
I
Rural ======~~~ - -- -- - -- -----Bee Ridge ~
Desoto Lakes ~ -------------
Englewood r===============I Fruitville L-=-t - - r -- --------------- r--r--
Gulf Gate Estates ============~~=~-I Kensington Park i_
-------------Lake Sarasota
=====-Laure I t-~J --~-- ~-------- ----~--~-- --Longboat Key
Manasota Key J 1 r Nokomis
North Port - - t - - r --r ----------1 - - l - - 1 - -
North Sarasota g r Osprey =-=-=r=-=-==- _ r=-=-=-=-=-=-=-=-=-=-=1=-=-=1=-=-=1=_=1_
Plantation =====J Port Charlotte - - - f - - r --r -------------
Ridge Wood Heights t -=-= r- -~ r-=-1=_=__=__J _____ J ____ J_-- _- J_J ----r------------shy
sarasota ~~~~~~
Sarasota Springs ~ J [ _~ Siesta Key
South Gate Ridge
--~-- --~-------------
~-~-~r~-~-~~r-- -------------South Sarasota r========~J~-1--J--1 - ~r-----------------
South Venice =bull=====---i Southgate - - r - - r - - r - - - - - - - - - - 7 - -1 - -
The Meadows _
------- ----- -- --
Vamo t~ - ~r r r 7 7
Venice t_ _r=-=-==r- _ r=- _ _ _ _ _ _ _ __1=-=-=1=-=-==1=-=-_ I Venice Gardens =============================--i -- ~- - ~- -- -- ---- --- - -- -- --
Warm Mineral Springs
0 10 20 30 40 50 60 70 80 90 100
Percent Roads and Bridges At Risk
Category5
Category4
Category3
Category 2
Category1
Frazier et al 201 3
Post‐Disaster Redevelopment Plan
Figure 212 Transportation at Risk from Storm Surge by Place
26
Post‐Disaster Redevelopment Plan
27 SEA LEVEL RISE (SLR) Considerable research demonstrates sea level rise is occurring The PDRP is a useful plan in which to begin considering the potential impacts of accelerated sea level rise since
opportunities for cost-effective adaptation may reduce impacts of future disasters and could be
incorporated into post-disaster redevelopment
The recent Special Report on Managing the Risks of Extreme Events and Disasters to Advance Climate Change Adaptation (SREX) published by the Intergovernmental Panel on Climate Change (IPCC) suggests that the global mean sea level has risen at an average rate of about 31 mm yr-1 from 1993 to 2003 (Murray and Ebi 2012) Past IPCC reports have projected that sea level will increase by 018 cm to 059 cm by year 2100 (Parry and IPCC 2007) Table 215 represents the relationship between metric centimeters and the US units of measurement
Table 215 Conversion from Metric Units to US Units
Metric Units (cm) US units (in) US units (ft)
02 cm 008 001
30 cm 1181 098
60 cm 2362 197
80 cm 315 263
90 cm 3543 295
120 cm 4724 394
190 cm 748 623
Some studies however suggest that the 2007 IPCC report might underestimate SLR due to the current rate of ice sheet melting The most current SREX report suggests that SLR could range from 047 m to 190 m by the year 2100 depending on which SRES model scenario is employed (Murray and Ebi 2012) There are
competing scientific opinions on the range of SLR Pfeffer et al (2008) suggests that 2 m of SLR by the year 2100 is implausible but an increase of about 08 m by 2100 is likely In contrast Cazenave and Llovel (2010) and Church et al (2011) suggest that these scenarios may underestimate the amount of SLR because larger physical dynamics such as groundwater depletion and ice sheet dynamics are not taken into account (Murray and Ebi 2012) Based on this information we chose to use the range from 30 cm 60 cm 90 cm and 120cm to represent the estimated low to the estimated high height of sea level rise
Other research considers the possible effect of sea level rise on the flood extent of storm surge from hurricanes and tropical storms to model how SLR might change the flood extents of both hazards (Flather and Williams 2000 Frazier et al 2010 Mousavi et al 2011 Thompson and
Frazier 2013) Over the coming decades it is expected that much of coastal Florida will face
increased coastal erosion flooding of low-lying
areas and more severe storm surge resulting from rising sea levels (Lausche 2009) Sarasota County is particularly vulnerable to the threat of SLR due to the countyrsquos extensive urban development in low-lying areas and along the
coastlines the economic importance of tourism its unique ecosystems and its reliance
on groundwater (as shown in Figure 28)
Predictions on the rate of sea level rise that coastal areas will experience over the next several decades are still uncertain Predictions depend on global factors as well as the type of shoreline For example sandy beaches are likely to erode more quickly than hardened shorelines (both natural and man-made) What is certain is that there is enough evidence to show that the
27
Level Rise Scenarios
SLR 30 cm
- SLR 60cm
- SLR 90cm
- SLR 120cm
Frazier et al 2013
Post‐Disaster Redevelopment Plan
sea level is rising and it will continue to rise for many years despite efforts to mitigate greenhouse gases There also is evidence that natural shoreline habitats are disappearing as a
result
Both the US Climate Change Science Program
and the Florida Oceans and Coastal Council published reports in January 2009 identifying
the key expected effects of sea level rise on coastal areas in the United States Key findings from this report identify the following potential effects from sea level rise inundation of currently dry land increased erosion on the
Figure 213 Four Scenarios of Sea Level Rise
barrier islands and sandy shore environments loss of the nationrsquos tidal wetlands movement of more habitats inland and a threat to coastal ecosystems due to a loss of tidal marshes
(Lausche 2009)
Coastline Vulnerability Increased by Sea Level Rise Future sea level rise is a concern for many coastal communities because as sea levels rise enhanced storm surge can potentially result in greater hurricane exposure in the future Hurricanes are infrequent but sea level rise can cause tidal patterns to change creating more
28
Category 1 and SLR
Contemporary
- Cat 1 +30cm
- Cat 1 +60cm
I r Cat 1 bull90cm L Cat 1 bull 120cm
Frazier et al 2013
Post‐Disaster Redevelopment Plan
frequent extreme tides on a regular basis Sea level rise is continual and impacts every part of the coastline to some degree
This is a concern for many coastal communities
because a great deal of their infrastructure is
often located along or near the coast Based on previous research sea level rise could
potentially impact storm drainage system
efficiency destroy or damage existing infrastructure (such as roads or housing
foundations) along the coastline and could completely overtake barrier islands and
beaches
Figures 213 presents the potential effect of a 30- 60- 90- or 120cm sea level rise on the
Sarasota County coastline The scenarios are
based on current literature and data from a project that was led by the University of Idaho with support from the US Geological Survey and NOAA
Storm Surge Vulnerability Increased by Sea Level Rise Figures 214 through Figure 218 present the potential effect of different levels of storm surge with an associated 30- 60- 90- or 120cm sea level rise for Sarasota County The scenarios are based on current literature and data from a project that was led by the University of Idaho with support from the US Geological Survey and NOAA
Figure 214 Category 1 Storm Surge with Four Scenarios of Sea Level Rise
29
A
Category 2 and SLR
Contemporary
- Cat2+30cm
- Cat2+60cm
- Cat2+90cm
- cat 2 + 120cm
Category 3 and SLR
Frazier et al 2013
Contemporary
- Cat3+30cm
- Cat3+60cm
- Cat3+90cm
- cat3+ 120cm
Frazier et al 2013
Post‐Disaster Redevelopment Plan
Figure 215 Category 2 Storm Surge with Four Scenarios of Sea Level Rise
Figure 216 Category 3 Storm Surge with Four Scenarios of Sea Level Rise
30
Category 4 and SLR
Contemporary
- Cat4+30cm
- Cat4+60cm
- Cat4+90cm
- Cat4+120cm
Category 5 and SLR
Fraicret at 2013
Contemporary
- Cat5+30cm
- Cat5+60cm
- Cat5+90cm
- Cat 5 + 120cm
Frazier et oi 2013
Post‐Disaster Redevelopment Plan
Figure 217 Category 4 Storm Surge with Four Scenarios of Sea Level Rise
Figure 218 Category 5 Storm Surge with Four Scenarios of Sea Level Rise
31
Post‐Disaster Redevelopment Plan
Table 216 shows the potential effect of different levels of storm surge with an associated 30- 60- 90- or 120 cm sea level rise The percent population within storm surge zones increases based on the rise in sea level In addition lower category storms (1-3) experience a higher percent increase in
inundation when sea level rise is added For Category 1 storm surge there is almost a 39 increase between current storm surge zone and storm surge zone with an associated 30 cm rise in sea level A Category 3 storm surge has almost a 12 increase with a sea level rise of 30 cm
Table 216 Total Population Impacted by Current Storm Surge and Storm Surge Increased by Sea Level Rise
Storm Surge Zones Persons In Zone Percent of Total Population
Percent Increase from Base Category
Category 1 18141 478 -
Category 1 + 30 cm 25202 664 3892
Category 1 + 60 cm 31575 832 7405
Category 1 + 90 cm 38921 1026 11455
Category 1 + 120 cm 47864 1261 16384
Category 2 71226 1877 -
Category 2 + 30 cm 88498 2332 2425
Category 2 + 60 cm 108358 2856 5213
Category 2 + 90 cm 130564 3441 8331
Category 2 + 120 cm 152752 4026 11446
Category 3 170898 4504 -
Category 3 + 30 cm 191056 5035 1180
Category 3 + 60 cm 208169 5486 2181
Category 3 + 90 cm 223516 5891 3079
Category 3 + 120 cm 238053 6274 3930
Category 4 250061 6590 -
Category 4 + 30 cm 259957 6851 396
Category 4 + 60 cm 268364 7072 732
Category 4 + 90 cm 275607 7263 1022
Category 4 + 120 cm 282212 7437 1286
Category 5 281541 7420 -
Category 5 + 30 cm 288067 7592 232
Category 5 + 60 cm 295150 7778 483
Category 5 + 90 cm 303411 7996 777
Category 5 + 120 cm 312544 8237 1101
32
Post‐Disaster Redevelopment Plan
3 INSTITUTIONAL CAPACITY
The purpose of assessing Sarasota Countyrsquos institutional capacity is to gauge the current ability of the county to implement long-term redevelopment strategies identify potential opportunities for establishing or enhancing specific recoveryredevelopment policies programs or procedures and identify mechanisms and programs that help mitigate hazards Careful examination of local capacity will detect any existing gaps shortfalls or weaknesses with ongoing government activities that could improve the communityrsquos ability to withstand a disaster or hinder post-disaster recoveryredevelopment efforts A capacity assessment also highlights the positive steps that have already been taken by local government
This capacity assessment has four primary components
1 An inventory of the county and local jurisdictionsrsquo relevant plans policies and ordinances already in
place and analysis of their potential impact on post-disaster redevelopment 2 An inventory of the programs and procedures being implemented locally relevant to long-term
redevelopment 3 An inventory of local organizations agencies and departments that are active in Sarasota County
and should be involved in the decision-making process 4 Recommendations to enhance capacity
31 LOCAL PLANS POLICIES AND ORDINANCES
The intent of the PDRP is to implement pre- and the everyday decision-making processes with post-disaster action strategies that are regard to economic development land use consistent with the existing county and transportation mitigation and emergency municipal plans in order to create a more management disaster-resilient community We need to
ensure that our plans and programs can guide For this assessment the following plans and us through what must happen after rescue and ordinances were reviewed Descriptions of each recovery operations Through the PDRP the documentrsquos relevance to post-disaster community can collectively create a long-term redevelopment are discussed recovery and redevelopment strategy to return
to normal or perhaps rebuild a more bull Sarasota County Comprehensive Plan
sustainable community Sarasota County has bull Sarasota County Code of Ordinances many different planning documents that guide (including the Coastal Setback Code and the
33
Post‐Disaster Redevelopment Plan
Sarasota County Flood Damage Prevention
Ordinance) bull Sarasota County Economic Development
Strategic Plan
bull Sarasota County Unified Local Mitigation Strategy (LMS) (2010)
bull Sarasota County Comprehensive Emergency Management Plan (CEMP)
bull SarasotaManatee Metropolitan Planning
Organization (MPO) bull 2035 Long-Range Transportation Plan
(LRTP) bull Strategic Beach Management Plan for the
Southwest Gulf Coast Region
Sarasota County Comprehensive Plan The Sarasota County Comprehensive Plan brings together the goals objectives and policies that serve as the strategic and legal foundation for the governmentrsquos land use planning land use regulations and land use decisions This plan is
adopted by the Board of County
Commissioners
There are many policies that address post-disaster redevelopment and recovery within the Comprehensive Plan Of particular relevance is
Chapter 2 Environment entitled Coastal Zone
Management ndash Coastal Disaster Planning This chapter focuses on coastal hazards and
mitigation planning primarily for a hurricane
event It addresses the need for both short-term emergency management planning and
long-term post-disaster redevelopment planning Chapter 2 policies include the creation of Special High Hazard Area taxing
zones (ENV Policy 533) to help pay for the
relocation landward of the Coastal High Hazard Area It also includes policies concerning the
reconstruction andor protection of storm-damaged public infrastructure and facilities and the construction of shelters to ensure public
health and safety In addition Chapter 2 presents two post-disaster redevelopment alternatives in its support materials but not in policy Rebuild to Present Density and Rebuild at Lower Density Rebuilding to existing density within the Coastal Hazards Area (CHA) would put the same number of residents as before at future risk and may result in repeated storm damage Rebuilding at Lower Density will decrease the number of people put at future risk to storm damage and lessen other impacts associated with development but can be highly controversial and will depend on multiple factors
Other policies specifically address limiting development in susceptible areas such as the barrier islands and flood-prone areas rebuilding reconstruction and relocation Chapter 9 Future Land Use specifies that density and intensity cannot exceed current zoning and the rezoning of additional lands to commercial or offices uses is prohibited on the barrier islands Additionally land use intensification is discouraged within Hurricane Vulnerability Zones 1 and 2 The chapter also specifies conditions by which residential structures in the CHHA must conform to during rebuilding Chapter 6 Transportation discourages the expansion of facilities on the barrier islands Chapter 5 Public Buildings and Facilities and Chapter 12 Public Schools have policies that encourage schools and public facilities be designed to provide emergency shelters
For a complete list of policies that relate to pre- and post-disaster recovery topics refer to Appendix C
Sarasota County Code of Ordinances The Sarasota County Code of Ordinances is the implementing mechanism for the
34
Post‐Disaster Redevelopment Plan
Comprehensive Plan It establishes regulations standards and procedures to implement the goals and objectives set forth in the Comprehensive Plan Redevelopment must respect regulations and ordinances designed to direct rebuilding environmental protection and coastal development Current zoning regulations allow any residential structure or structures in any residential zoning district to be rebuilt after destruction to the same height and density of units per acre regardless of the percentage of destruction except when the destruction has occurred by the voluntary act of the owner (Code of Ordinances Appendix A Zoning Regulations Article 83 Nonconforming Structures) Redevelopment will be required to be consistent with applicable regulations at all levels of government in place at the time of the disaster To the extent that there is a conflict between regulations the more restrictive shall govern
Coastal Setback Code Chapter 54 Article XXII (Coastal Setback Code) of the Sarasota County Code of Ordinances
prohibits with minor exceptions Gulf-front development proposed seaward of a county-adopted Gulf beach setback line (GBSL) The restrictions are also applied to construction located waterward of a county-adopted barrier island pass 20-Year hazard line (PHL) in areas
along Big Sarasota Pass
The objective of this ordinance is to protect the unincorporated coastal areas of Sarasota County that are directly exposed to the Gulf of Mexico and protect those areas along the barrier island passes from erosion and flooding which can be exacerbated by imprudent construction The ordinance aims to achieve a
number of post-disaster recovery planning purposes (1) protect public health safety and welfare (2) reduce and minimize future public
expenditures for flood and erosion control measures (3) reduce and minimize future public expenditures for relief and restoration of projects following natural disaster or gradual erosion (4) ensure public access along the public beaches of the Gulf of Mexico and barrier island passes (5) avoid erosion damage to adjacent property resulting from manmade structures and (6) protect beaches beachfront dunes beachfront bluffs and beachfront vegetation necessary for maintaining shoreline stability
Sarasota County Flood Damage Prevention Ordinance Sarasota County has established Special Flood Hazard Areas (SFHA) which are areas designated within the jurisdiction of unincorporated Sarasota County subject to periodic inundation of flood water that results in loss of life and property health and safety hazards disruption of commerce and governmental services extraordinary public expenditures for flood protection and relief and impairment of the tax base all of which adversely affect the public health safety and general welfare
Chapter 54 Article XVI (Flood-prone Areas Code) of the Sarasota County Code of Ordinances regulates SFHAs including floodways These regulations include specifications for lowest floor elevations and land development regulations pertaining to the established SFHA for all proposed construction new andor existing development and substantial improvements to existing structures These regulations tie in directly with post-disaster redevelopment to reduce vulnerability to flooding and ensure future resiliency for new construction
35
Post‐Disaster Redevelopment Plan
Property owners must also adhere to the Substantial DamageImprovement Rule (also known as the 50 rule) The National Flood
Insurance Program (NFIP) records all structures
built before a community joined the insurance program Those structures are called pre-FIRM (flood insurance rate map) structures When
damage repair costs or improvements equal or exceed 50 or more of the structurersquos market value the 50 rule goes into effect Under this
rule the structure must be brought into
compliance with current floodplain management standards This could mean raising
the elevation of the existing structure reconstruction or taking other measures to
bring the structure into compliance
If the cost necessary to repair a non-conforming structure to at least its pre-damaged condition
is equal to or greater than 50 of the
structuresrsquo market value before damages occurred then the structure must be elevated (or flood-proofed if it is non-residential) to or above the base flood elevation and to meet all other applicable requirements
Market value means the replacement value of a
building or structure less the value of all forms of depreciation vacant land value accessory
structures and pools pool cages detached
garages and any other unattached structure
For the purpose of determining market value the applicant may use the Sarasota County
Property Appraiserrsquos Office assessed value of improvement plus 20 or an appraisal prepared by a State of Florida-certified residential appraiser or State of Florida-certified general appraiser
Per Standards Rule 1-2 of Uniform Standards of Professional Appraisal Practice (USPAP) the applicantrsquos appraiser must identify all intended
users of the appraisal including the Building
Official and the intended use as ensuring
compliance with this ordinance
Sarasota County Economic Development Strategic Plan This plan focuses on the growth of existing businesses and enhancement of the business community through the use of an industry cluster development model an innovation and entrepreneurial development strategy and comprehensive implementation framework The plan seeks to identify the current strengths and weaknesses of economic development in the county It contains an economic development vision for the county as well as a set of goals to accomplish this vision and links economic development and quality of life in the county through public outreach integrated policies and regional planning programs The plan recognizes the contribution of the countyrsquos manufacturing industry and the need for affordable housing and proposes ways to accomplish this goal The strategies and economic vision described in the Economic Development Strategic Plan address similar issues as discussed in Chapter 7 Economic Redevelopment of the PDRP Actions associated with that chapter should support the economic development vision outlined in the strategic plan
Sarasota County Unified Local Mitigation Strategy (LMS) 2010 The Sarasota County Unified Local Mitigation
Strategy 2010 plan was developed as a multi-jurisdictional multi-hazard strategy to assess
the countyrsquos natural and potential manmade
hazards Representatives from Sarasota County Sarasota Memorial Hospital the cities of North Port Sarasota and Venice and the Town of Longboat Key developed a community-wide
36
Post‐Disaster Redevelopment Plan
mitigation plan that addresses potential natural hazards including hurricanes floods tornadoes wind fire and lightning The plan contains annexes for the Floodplain
Management Plans of the jurisdictions
participating in the NFIP as well as language on
public outreach and involvement that aims to
increase mitigation awareness through videos brochures and a repository of past successful mitigation projects Appendices within the plan
contain the combined project list organizational by-laws and relevant data to
support the vulnerability assessments The
vulnerability assessment included in the plan
outlines the natural hazards relevant to
Sarasota County and discusses the vulnerability
of the population and structures The
information in this assessment is related to Chapter 2 Vulnerability of the PDRP and provides a useful resource for reference during
the implementation of this plan
Sarasota County Comprehensive Emergency Management Plan (CEMP) The Sarasota County CEMP is an all-hazard
disaster plan developed using State of Florida guidelines The CEMP is organized into five
essential elements
(1) Basic Plan (2) Annex I Recovery Functions (3) Annex II Mitigation Functions (4) Annex III Emergency Support Functions and (5) Appendices All or part of the CEMP may be
activated during emergencies or disasters depending on the type magnitude and duration
of the event
The CEMP addresses the four phases of emergency management (preparedness response recovery and mitigation) It parallels
state activities outlined in the State of Florida CEMP federal activities set forth in the National Response Framework (NRF) and describes how
local state and federal resources will be
coordinated to supplement local response and recovery capability The CEMP also contains a Chapter on the National Flood Insurance
Program
The purpose of this plan includes the following
bull Reduce loss of life injury and property damage and loss resulting from natural or man-made emergencies
bull Prepare for prompt and efficient response
and recovery activities to protect lives and
property impacted by emergencies bull Respond to emergencies with the effective
use of all relevant plans and resources
deemed appropriate bull Recover from emergencies by providing
rapid and orderly implementation of restoration and rehabilitation programs for people and properties affected by
emergencies bull Assist in the awareness prevention and
mitigation of emergencies that may be caused or aggravated by inadequate planning for and regulation of public and
private facilities and land use
SarasotaManatee Metropolitan Planning Organization 2035 Long-Range Transportation Plan The SarasotaManatee 2035 Long-Range Transportation Plan (LRTP and also known as Mobility 2035) is a strategic document for multimodal transportation strategies and investments to support and strengthen the regionrsquos economic vitality livability and environment The plan contains a Needs Plan and a Financially Feasible Plan The Needs Plan charts a strategic direction for how the MPO its member agencies and partners will achieve important mobility and accessibility goals over
37
Post‐Disaster Redevelopment Plan
the next 25 years The Financially Feasible Plan approved on Dec 13 2010 identifies priority transportation projects and their associated costs The LRTP must meet established federal requirements to maintain the MPOrsquos eligibility to receive federal transportation funding
The LRTP is the foundation of the MPOrsquos continuing comprehensive and coordinated
transportation planning process and provides a
vision for regional mobility to address SarasotaManateersquos needs and priorities over the next two decades The resulting 2035
Financially Feasible Plan includes a balanced
array of projects that provide the best possible mobility and accessibility for the regionrsquos people
and goods in the most cost-efficient manner Key projects include a select number of critical highway and transit capacity expansion projects
supported by a broad array of multi-modal strategies to improve traffic and transit operations
Strategic Beach Management Plan for the Southwest Gulf Coast Region This plan builds off of the 2003 Sarasota and Charlotte County Beach Restoration Study that discussed the nature and extent of Gulf shoreline erosion In addition it examines the technical regulatory and financial feasibility of large-scale erosion control actions
This report is organized by sub-region and
includes Pinellas Barriers Sarasota Barriers North Reach Sarasota Barriers South Reach Manasota Barriers Charlotte Harbor Complex Estero Barriers Naples Coast and Southern
Barriers
Within each sub-region is a discussion of each
area followed by a strategy to prevent future
erosion There is also a chapter on regional strategies for beach and inlet management and
maps of each sub-regionrsquos study areas
Other Programs and Procedures There are a number of local programs and procedures that are currently being
implemented in Sarasota County andor the
local municipalities that are relevant to long-term recovery and redevelopment but are not included in the plans assessments mentioned
above These plans and programs may have allocated staff and funding so they may be a
source of local fiscal resources that support the
implementation of the PDRP
32 COORDINATING WITH STAKEHOLDERS Sarasota County has a wide spectrum of county and municipal agencies and departments nonprofit organizations local businesses and
community organizations whose expertise is vital to specific aspects or issues relevant to
long-term redevelopment With these contributors and with assistance from the
relevant state and federal agencies a comprehensive planning document was
developed The PDRP was established along the
following four functional areas Housing and Planning Infrastructure Public Facilities and
Public Safety Economic Redevelopment Environmental Restoration
Stakeholder subgroups organized around the
functional areas provided valuable input toward
development of the draft PDRP and their continuing involvement will be essential for ongoing development and implementation of the action items
Housing and Planning Subgroup This subgroup provided expertise and assistance regarding temporary and transitional housing rehabilitation and repairs to existing housing and redevelopment of commercial and employment areas Representatives included federal state and local government agencies
38
Post‐Disaster Redevelopment Plan
and departments development and
construction organizations homeowners associations and community groups and special interest organizations
Infrastructure Public Facilities and Public Safety Subgroup This subgroup provided expertise and assistance for ensuring the infrastructure networks such as roads and utilities are operational after an event This subgroup also provided assistance with public safety and health issues for the local citizens Representatives included federal state regional and local government organizations and agencies utility providers and life safety agencies and organizations
Economic Redevelopment Subgroup This subgroup provided expertise and assistance to ensure that commerce returns to areas damaged by an event They addressed issues that involved workforce damaged buildings transport of goods and services and tourism Representatives included federal state regional and local government organizations and agencies major non-government employers and business organizations and travel and tourism agencies and organizations
Environmental Restoration Subgroup This subgroup provided expertise and
assistance regarding the restoration of local parks and natural resources including coastal areas and inland areas after a storm event Representatives included federal state regional and local government organizations
and agencies state and regional government agencies and organizations and local experts
33 RECOMMENDATIONS FOR ENHANCING CAPACITY Staffing Carrying out actions to address the issues outlined in Chapters 5 through 8 will take a substantial commitment of staff time from the county and municipalities Many of the action items are pre-disaster to improve or develop new policies or programs The county and municipalities should assess their staff levels to determine if they have adequate personnel to carry out the pre-disaster actions and maintain existing services Grant opportunities may exist to fund additional resources if needed (see Chapter 10 Financing)
After a disaster there are several agencies that will need to increase staff levels immediately to meet the increase in demand of services Local government entities should be aware of their existing staff levels and capabilities to manage grants and loans County and municipalities will likely receive an influx of state and federal funding following a major disaster which should be allocated and spent in a quick yet efficient manner These grants and loans will each have a different set of regulations and requirements for tracking and reporting Having adequate staff to manage these tasks can prevent a delay in reconstruction and redevelopment activities
Before a disaster county agencies and each of the municipalities can conduct an analysis of their administrative capabilities Any foreseen
staffing issues should be discussed among agencies to see if there are possibilities for temporary consolidation of services or a need
for assistance agreements The county and municipalities can create a plan including
mutual aid agreements contracting fast-tracking of new hires and training programs
39
Post‐Disaster Redevelopment Plan
and other potential solutions to prevent staff shortages
Agencies charged with key recovery actions may need to recruit senior staff with specific
expertise for recovery but should also consider hiring temporary or consultant personnel that can be used across agencies as staffing needs
change The county and municipalities may
want to consider hiring temporary staff to cover some regular staffrsquos typical responsibilities
while they are focused on recovery
The county is also going to experience a high
demand for damage assessments inspections
and permitting and will most likely need to increase its number of staff to meet that demand The county can utilize mutual aid agreements with surrounding communities but may also want to employ local qualified citizens in need of work after the disaster to satisfy long-term staffing needs The county may consider increasing the amount of trained staff available to inspect and assess damage to infrastructure and critical public facilities so that plans can be made immediately to reconstruct or relocate structures
Volunteers Volunteers can play a significant role in meeting the needs of a community after a disaster In many instances this support lasts only during short-term recovery even though the need may still be high through long-term redevelopment ESF 15 is responsible for unmet needs coordination in Sarasota County during long-term recovery
It can work with the Sarasota County Communications Department to develop a long-term redevelopment volunteer marketing campaign to increase recruitment They can reach out to volunteer organizations such as Volunteer Florida Volunteer Match Operation
Giving Back Operation Hope Convoy of Hope Volunteer Community Connections Medical Reserve Corps of Sarasota and Disaster Relief International to fill any projected service gaps within county departments The county and local non-governmental organizations that anticipate staff or volunteer scarcities post-disaster should consider putting memorandums of understanding (MOUs) in place pre-disaster with non-local agencies to prevent any delays in the aftermath The MOUs can specify that volunteer contracts are desired to extend past short-term recovery
Procedure and Processes The county and municipalities can also increase capacity to implement long-term
redevelopment strategies by streamlining the procedures and processes that will be used
post-disaster This streamlining process can take place before a disaster so that established
systems become effective immediately after a
disaster For additional information about streamlined permitting see Chapter 5 Housing and Planning The county and municipalities can
review and modify the permitting and demolition process for simplicity and
consistency among jurisdictions to prevent confusion and complications The county and municipalities (besides Town of Longboat Key) can also consider adopting phased moratoria to
be activated with the declaration of a disaster to ensure that there is time to prioritize
reconstruction needs
Another useful action would be to develop an expedited process for licensing out-of-county contractors This would allow the county to welcome contractors from other areas which will prevent a shortage of skilled workers during reconstruction It will also protect county residents against credential fraud
40
Post‐Disaster Redevelopment Plan
Insurance A way for the county to gauge the cost of reconstruction is to know to what extent infrastructure and public facilities are covered
by insurance policies This will give the county and municipalities an idea of how to prioritize
spending on mitigation projects and where to
increase insurance The county and municipalities can launch a comprehensive assessment of their insurance policies to determine what structures are covered and to what extent They can use this assessment to make decisions about any increases in coverage and plans to pay for damages to any ununder-insured structures They can also determine whether mitigation enhancements would be covered under current policies and public assistance or whether additional funding would be needed
41
Post‐Disaster Redevelopment Plan
4 IMPLEMENTATION
This chapter describes implementation of the PDRP for use in the pre-disaster and post-disaster periods The structure and organization for implementing the PDRP is designed to provide for ease of transition from disaster response and short-term operations to long-term recovery and redevelopment while coordinating holistic community recovery Existing county organizational structures and functions are utilized as appropriate and where necessary the County Administrator has the authority to assign specific roles and responsibilities associated with the implementation of the PDRP
41 AUTHORITY Florida Statutes require that all coastal jurisdictions include in their comprehensive
planrsquos Coastal Management Element a ldquoredevelopment component which outlines the principles which shall be used to eliminate
inappropriate and unsafe development in the coastal areas when opportunities ariserdquo
(sect1633178(2)(f) FS) More details on
regulations pertaining to PDRPs can be found in Appendix D The county Comprehensive Plan
states its intent to meet this requirement with a
policy to develop and implement a long-term post-hurricane disaster recovery plan (ENV
Policy 512) The county Comprehensive Plan
also includes a narrative on post-disaster planning and redevelopment alternatives that serves as background to support redevelopment policies being incorporated into
the PDRP
Another source of authority is founded in the emergency powers of the county (sect25238 FS) Post-disaster long-term recovery and redevelopment is partially a continuation of the
emergency management functions of short-term recovery and hazard mitigation found in
the Comprehensive Emergency Management Plan (CEMP) and much of the long-term
recovery work will begin during the disaster declaration period when emergency powers are invoked Much of the focus of the PDRP however goes beyond the scope of traditional emergency management activities and federal disaster programs especially in the case of a major or catastrophic disaster While founded
in an emergency and pertaining to some of the same authorities that establish the Emergency
Operations Center (EOC) procedures the PDRP
also transitions its use to community development issues where the authority is
derived from the Comprehensive Plan The
CEMP places responsibility for coordinating all disaster-related programs including recovery
and mitigation with Sarasota County
Emergency Management Sarasota County Emergency Management will lead the transition
from response and short-term recovery
operations to long-term recovery and
redevelopment activities and continue the role
42
Post‐Disaster Redevelopment Plan
of coordination as authorized by the emergency
powers and CEMP roles and responsibilities
Plan Integration In addition to the plan adoption references to
the PDRP will be included in the CEMP Local Mitigation Strategy (LMS) and county Comprehensive Plan Specific components of the PDRP should also be integrated into other planning documents as follows
bull Particular roles and responsibilities for long-term redevelopment should be included in
the Recovery Annex of the CEMP during its
next update bull Redevelopment policies consistent with the
PDRP should be amended into the county
Comprehensive Plan during the next amendment cycle as well as participating
municipalitiesrsquo comprehensive plans bull Mitigation projects as identified through
the PDRP planning and updating processes
should be added to the LMS Project List for consideration of mitigation funding at least annually
bull Transportation mitigation and redevelopment considerations should be incorporated into the next update of the SarasotaManatee Metropolitan Planning
Organizationrsquos Long-Range Transportation
Plan bull Economic recovery activities should be
included in the next update of the Sarasota
County Economic Development Strategic
Plan
Jurisdiction The Sarasota County PDRP is intended to be a
countywide plan to coordinate long-term
recovery and redevelopment across jurisdictional boundaries The cities of Sarasota North Port and Venice and the Town of Longboat Key are encouraged to adopt annexes
to the plan in order to ensure cross-jurisdictional implementation The PDRP acts as a guide to decision-making for each jurisdiction similar to how the Sarasota County LMS guides
countywide mitigation planning efforts PDRP
issues are general and can be applied
countywide whereas actions and associated
support for action items may be specific to a particular jurisdiction
Each municipality may adopt the PDRP and jurisdiction-specific annexes at their discretion The current MOUs between Sarasota County Emergency Management and the municipalities could be amended to address long-term redevelopment through the PDRP This plan also extends beyond traditional local government jurisdiction to encourage private sector participation In the future private-sector participation could be formalized through a public-private partnership
Pre- and Post-disaster Action Items Pre- and post-disaster items have been developed relating to each core group Housing and Planning Infrastructure Public Facilities and Public Safety Economic Redevelopment and Environmental Restoration Within each core group action items relate to the different focus areas
To be effective the PDRP must remain a
dynamic document The Action Plan has
therefore been appended to the PDRP as the Action Plan Annex so it can be implemented administratively Pre- and post-disaster actions will be prioritized and presented to the Sarasota
County Commission for consideration during
the annual budget process others may be incorporated into existing programs processes and budgeting An active team of core group stakeholders facilitated by the PDRP
43
KEY
Mi
Re5tllra1ion
WarningEvacuation
roviding mmediate
Assistan~e
Post‐Disaster Redevelopment Plan
Coordinator will participate in this ongoing
process
The list of action items is on file in the office of the County Administrator or designee Action
items will be reviewed and discussed annually
as described in Section 46 Plan Maintenance
and Updating
42 TYPE AND LEVEL OF DISASTER Type of Disaster The initial planning process for the PDRP focused on disaster scenarios resulting from a hurricane The current intent is to address any disaster regardless of the hazard as long as the damage will require long-term redevelopment Future updates to the plan will work to ensure that the PDRP encompass all types of disasters Additional issues may be added and additional actions will be needed Hazards to be incorporated into this plan in the future include wildfire severe coastal erosion and accelerated sea level rise While sea level rise is not considered a disaster in the typical sense of an emergency event its impacts are predicted to be disastrous for existing development patterns
Figure 41 Phases of Implementation for a Disaster
44
Rebuilding from a more typical disaster such as a hurricane should include mitigation to increase the communityrsquos resilience to future sea level rise
Defined Levels of Disaster The State of Florida defines disaster and the levels of disaster as
Any natural technological or civil emergency
that causes damage of sufficient severity and magnitude to result in a declaration of a state of emergency by a county the Governor or the President of the United States Disasters shall be identified by the severity of resulting
damage as follows
a) Catastrophic disaster means a disaster that will require massive state and federal assistance including immediate military
involvement b) Major disaster means a disaster that will
likely exceed local capabilities and require a
broad range of state and federal assistance
c) Minor disaster means a disaster that is
likely to be within the response capabilities
of local government and to result in only a minimal need for state or federal assistance
(FS sect 25234 2008)
It is the intent that the Sarasota County PDRP be used to the extent necessary for all levels of disaster The PDRP will be most useful in the event of a widespread major or catastrophic disaster (instances in which CEMP
Post‐Disaster Redevelopment Plan
Level I Full Sarasota County Activation occurs) however particular components of the plan and certain actions such as acquisition of damaged properties could also occur in a minor or localized disaster (consistent with CEMP Level II Partial Hazard Specific Activation) A minor disaster may be an excellent time to exercise the plan and practice implementation of post-disaster actions
43 DISASTER PHASES The PDRP has an implementation role in both the pre-disaster and post-disaster phases but the intent of all PDRP implementation activities is to improve the communityrsquos ability for long-term recovery and redevelopment Figure 41 shows the PDRP is active during the blue pre-disaster phase of the cycle the orange phase represents short-term recovery or the transition between response and post-disaster redevelopment and the yellow phase represents long-term post-disaster recovery and redevelopment It shares some of these phases with the implementation of other plans (ie the LMS and CEMP) Transitions between phases are discussed later in this Chapter
Pre-Disaster Phase Preparatory activities detailed in the list of action items should be implemented on an ongoing basis during normal operations sometimes referred to as ldquoblue skiesrdquo The PDRP should also be exercised prior to a
disaster event so that all stakeholders with a
post-disaster implementation role are familiar with their responsibilities
Short-term Recovery Phase ndash The PDRP has a role during short-term recovery to begin
organizing for long-term redevelopment activities and guiding short-term recovery
decisions that may have long-term implications
(eg placement of temporary housing) The short-term recovery phase will begin as the
response phase winds down and will continue
until critical services are restored The length of time for this phase will depend on the severity
of the disaster and the level of preparedness of the community it could range from several weeks to a year
Long-Term Recovery and Redevelopment Phase The PDRP is most active during this phase The phase begins as short-term recovery activities are accomplished and can last from a couple of years for a minor disaster to five or more years for a major or catastrophic disaster
44 OPERATIONAL STRUCTURE Pre-disaster Implementation The purpose of the plan is to prepare the
community for a more successful disaster recovery While having a plan in place for implementation after a disaster occurs is a valuable asset for the county ongoing pre-disaster preparations to build disaster resiliency
will determine the success and speed of Sarasota Countyrsquos recovery
Pre-disaster implementation will prepare the county for recovery implementation after a disaster by putting procedures and policies in
place for recovery as well as keeping
community leaders and staff familiar with the plan Also some pre-disaster actions may build
resiliency through hazard mitigation and
preclude the need for a particular recovery
action
It is recommended that efficiencies in pre-disaster implementation be pursued through
connecting the PDRPrsquos pre-disaster implementation with implementation of the
45
Post‐Disaster Redevelopment Plan
LMS where appropriate The PDRP core groups
and the LMS work group may wish to combine planning efforts and other activities such as
public outreach where the topics complement each other
Decision-Making The Sarasota County Commission serves as the prime decision-making authority for the PDRP as it relates to disaster-recovery coordination and redevelopment of the unincorporated portion of the county The commission is responsible for adopting the plan and approving plan updates
Within municipal boundaries decision-making
authority for the PDRP falls to each of the
municipalitiesrsquo governing bodies Municipal governing bodies will be responsible for making
all redevelopment policy decisions regarding
land use within incorporated jurisdictions but the PDRP and the countyrsquos redevelopment policies can act as a guide for that decision-making
Staff The county administrator is responsible for overseeing staff implementation of the plan and for assigning a PDRP coordinator The PDRP coordinator will facilitate both pre- and post-disaster implementation
Although subject to change according to specific circumstances it is anticipated that pre-disaster responsibilities of the coordinator will include
bull Monitoring PDRP implementation bull Coordinating PDRP pre-disaster activities
with the hazard mitigation activities of the
Sarasota County Emergency Management and LMS Work Group
bull Coordinating periodic plan updates with
input of county staff local government agencies and other agencies
bull Compiling an annual status report documenting completed actions actions in
progress and actions planned for the next year
bull Presenting the annual status report to the Sarasota County Commission as well as
assisting municipal representatives with presentations to their elected officials
bull Practicing implementation of the PDRP as
part of a disaster exercise bull Leading the 5-year major plan update bull Maintaining communication with the
public concerning PDRP updates and overseeing all PDRP public outreach efforts in collaboration with the Communications team
bull Ensuring local government and public
institution staff are knowledgeable regarding the PDRP and providing training
opportunities as appropriate bull Other duties as directed by the county
administrator
Additional staff may be assigned PDRP pre-disaster duties as deemed appropriate by the
County Administrator or designee
PDRP Core Groups The PDRP Chapter Core Groups are comprised of local government staff and community leaders who provide subject matter expertise and input to the PDRP coordinator on plan revisions A core group is assigned to each of the PDRP chapters with the makeup of each group corresponding to the subject matter of a particular chapter in terms of background and experience Each core group will have a team leader who will work closely with the PDRP coordinator in implementing and revising the
46
Post‐Disaster Redevelopment Plan
PDRP The team leaders are nominated by the PDRP coordinator and approved by their department director
Team leader pre-disaster responsibilities include
bull Ensuring that all relevant county and local municipality agencies and organizations are represented in the core group membership
bull Organizing core group meetings bull Communicating implementation progress to
the PDRP coordinator bull Working with other core groups on
overlapping issues bull Recommending priorities and timeframes
for implementation of action items bull Ensuring that organization directors who
serve as decision-makers after a disaster are informed of the content and
implementation structure of the PDRP
Post-Disaster Implementation The operational structure for post-disaster implementation of the PDRP is described below and the county administrator may make adjustments as needed
Decision-making The county administrator will convene the
Executive Policy Group a team of elected and
appointed officials in the post-disaster period The Executive Policy Group is instated in the aftermath of a disaster under the Reference
and Authorities Chapter of the CEMP Basic Plan During the implementation of the CEMP the grouprsquos role is to provide policy and operational guidance and make recommendations to the
Sarasota County Commission The group will decide whether the disaster merits activating
the PDRP
The Executive Policy Group includes but is not limited to the following individuals
bull County Administrator bull County Commission Chair bull County Attorney
bull Sheriff bull Property Appraiser bull Superintendent of Schools
bull Supervisor of Elections
bull Tax Collector bull Fire Chief bull Clerk of the Circuit Court bull County Engineer bull Emergency Management Chief
Upon activation of the PDRP the PDRP Executive Team will be instated to provide
additional guidance to the Executive Policy
Group during short-term recovery operations regarding decisions affecting long-term
redevelopment
The PDRP Executive Team will continue
functioning into the long-term redevelopment phase to provide guidance to the Sarasota County Commission once the Executive Policy
Group has completed their work Many of the
members of the PDRP Executive Team are also members of the Executive Policy Group that acts to ensure a smooth transition in decision-making The PDRP Executive Team includes top-level managers from county departments most relevant to community redevelopment as well as city and economic development representation This team will be familiar with
the content of the PDRP and capable of making difficult recommendations to the commission and city governing bodies on priorities for use
of redevelopment resources and guidance on
redevelopment policy implementation The team will also provide management and
47
Post‐Disaster Redevelopment Plan
leadership to the core groups who will be directly implementing post-disaster actions
The PDRP Executive Team may include but is not limited to the following individuals
bull County Administrator or designee
bull County Commission Chair bull PDRP Coordinator bull City Manager of the City of Sarasota or
designee
bull Town Manager of Longboat Key or designee
bull City Manager of Venice or designee
bull City Manager of North Port or designee
bull County Emergency Management Chief
bull County Attorney
bull County Chief Financial Planning Officer
bull County Planning and Development Services Director
bull County Parks Recreation and Natural Resources Director
bull County Public Works Director bull Economic Development Corporation
President and CEO
bull County Communications liaison
Individuals who also reside in the Executive Policy Group
Post-disaster responsibilities of the PDRP Executive Team include the following
bull Reviewing short-term recovery decisions for potential impacts to long-term
redevelopment bull Recommending a redevelopment work plan
of post-disaster actions with resources for implementation to the Sarasota County
Commission and periodic updates to this
work plan bull Providing guidance to the Sarasota County
Commission and city governing bodies on
redevelopment policy decisions
bull Monitoring the enforcement of redevelopment policy decisions made
during the pre-disaster period bull Helping identify mitigation and community
improvement opportunities and resources bull Coordinating with appropriate
governmental officials and decision-makers at all levels on the resolution of post-disaster recovery and redevelopment issues
bull Ensuring that countywide interests are
addressed fairly and equitably in the planrsquos
implementation bull Working to ensure that needed resources
and staffing are provided to achieve
recovery and redevelopment actions
Staff The PDRP coordinator will oversee and facilitate
the PDRPrsquos implementation after a disaster During plan activation the PDRP coordinator will facilitate the PDRP Executive Teamrsquos activities and share redevelopment decision-making and implementation oversight with them The PDRP coordinator will be the member of the team most directly responsible for management of the post-disaster action implementation This will include coordination with the agencies responsible for action implementation and facilitation of core group meetings The PDRP coordinator will also be a spokesperson for the redevelopment progress and will prepare status reports for the Sarasota County Commission
PDRP Core Groups The PDRP core groups will perform a support role to the PDRP Executive Team after a disaster This is to ensure that redevelopment decisions are made quickly and efficiently The core group members being local government staff and community organization leaders will
4848
h
0
Low
middot
middot
S rt-term R o ry
3mo
Post‐Disaster Redevelopment Plan
still be responsible for much of the direct implementation of the post-disaster actions They also will provide a service of community outreach concerning their knowledge of the PDRP and redevelopment issues to assist in better communication with residents and the business community Team leaders will play a vital role in monitoring post-disaster implementation process in their fields of expertise and reporting problems and successes to the PDRP Executive Team It is expected that the core groups will meet periodically throughout the planrsquos activation to evaluate the progress of implementation and judge whether changes to priorities time frames or the work plan are needed Any suggested changes will be forwarded to the PDRP Executive Team for its approval
45 TIMEFRAME AND TRANSITIONS Post-Disaster Activation In the event of a disaster the Executive Policy Group will decide whether activation of the PDRP is necessary and recommend activation
Figure 42 Post-disaster Implementation Timeline
as appropriate to the Sarasota County
Commission and municipal governing bodies Activation decisions should be made after immediate response operations concerning life
and safety have been completed Activation of the PDRP will most likely be necessary if the
Emergency Operations Center (EOC) has been fully activated (Level I Activation) and preliminary damage assessment reports reveal widespread damages throughout the county Partial activation of the PDRP may be necessary even with small disaster events or those that require partial activation of the EOC (Level II Activation) Partial activation of the PDRP may mean that the PDRP coordinator assumes full-time responsibilities for a short time and that the core groups meet more frequently There also could be instances in which only a portion of the county is impacted or only certain redevelopment issues are relevant (ie a coastal storm could cause severe erosion of the barrier islands while leaving the remainder of the county without major damages) Due to the
49
Post‐Disaster Redevelopment Plan
unknown aspects of disaster impacts the activation procedures for this plan are
purposely flexible
Triggers and Milestones for Transitioning Between Recovery Periods The length of time of the various post-disaster phases will vary with each disaster This may be due to the variations between disaster impacts or the circumstances of the community at the time of a disaster For instance during an economic recession a physical disaster would take a longer time to recover from than if the economy was very strong at the time of the disaster In addition the phases overlap each other and there is no clear distinction when one phase ends and another begins (see Figure 42 on previous page) This is especially the case when one is in the midst of recovery efforts
Many activities associated with the PDRP must be prepared for or considered in the early
months after a disaster occurs or opportunities
could be lost for long-term redevelopment Even within the long-term redevelopment phase there are going to be transitions that should be identified because they demonstrate
progress toward a return to normalcy The following defines the different phases and gives
examples of milestones within each phase
Emergency Response The emergency response period includes activities that address the immediate and short-term effects of an emergency or disaster Response activities are contained within the Emergency Support Functions of the CEMP and
include immediate actions to save lives protect property meet basic human needs and begin to restore water sewer and other essential services Milestones that typically mark the end
of the emergency response period include
bull Major streets are cleared of debris bull Reentry is allowed or at least temporary
reentry of the public to assess damage to
personal property bull Curfews are reduced or lifted (if a minor
disaster)
During the emergency response period the PDRP will play no role other than a determination if it should be activated
Short-term Recovery The short-term recovery period encompasses
such activities as damage assessments public information transition from shelters to
temporary housing utility restoration and
debris clearance Short-term recovery does not include the redevelopment of the built environment economic sector or normal social networks Emergency repairs and minor reconstruction will occur during this phase as
well as decisions that may affect long-term
redevelopment Long-term implications are
where the PDRP plays an important role during short-term recovery Many of the decisions that will shape how long-term redevelopment occurs must be made during this period
A short-term recovery milestone that is important for the PDRP will be the availability of the results of damage assessments The PDRP
Executive Team and core groups should review these damage assessments to decide how to
proceed with their actions
Milestones that may mark the end of the short-term recovery period include bull Building moratoria are lifted at least for
most areas of the county bull Power and water is restored to all but the
destroyed structures bull Schools are reopened
50
Post‐Disaster Redevelopment Plan
bull Most of the road network and traffic
signalization is operational
Long-Term Redevelopment There are three major components to the long-term redevelopment period
1 Reconstruction ndash The long-term process of rebuilding a communityrsquos destroyed or damaged housing stock commercial and
industrial buildings public facilities and
infrastructure to similar pre-disaster levels and standards
2 Holistic long-term recovery ndash The recovery
of the economy and quality of life factors within the community including employment opportunities social networks cultural events environmental quality and educational and recreational opportunities
3 Community enhancement ndash The process of going beyond restoring all aspects of the community to normal functions by creating
conditions that are better than those that existed before the disaster Community enhancement is characterized by
implementing hazard mitigation projects
during rebuilding strengthening building
codes changing land use and zoning designations improving transportation
corridors building more affordable housing and developing new economic
opportunities
The PDRP plays an integral role in all of these
components and is the lead document for guiding these efforts
Milestones that may show a successful completion of the long-term redevelopment period include
bull Replacement of housing stock adequate for the post-disaster population resulting in the ability to remove temporary housing
bull Economic indicators that show unemployment has stabilized at a rate near pre-disaster levels or comparative to other similar locations
bull 70 or more of businesses have reopened remained in business for at least three
months or have been replaced bull Percent of population dependent on
disaster assistance and social assistance
programs decreased to near pre-disaster levels
Short-Term and Long-Term Implementation The period of post-disaster implementation for the plan will begin during the early short-term recovery stage and continue through long-term recovery and redevelopment While the PDRP is activated other recovery efforts may also be operating Most notably the EOC will be operating under the CEMP during the response and short-term recovery phases described above Should any conflict arise between simultaneous implementation of these plans the CEMP will take precedence over the PDRP until the end of the short-term recovery phase The county administrator is responsible for the overall coordination of recovery efforts Emergency Management will have the lead role in monitoring recovery activities throughout the process
Long-term recovery efforts focus on community redevelopment and restoring the economic viability of the disaster area The long-term redevelopment phase requires a substantial commitment of time and resources by both governmental and nongovernmental organizations Much of this commitment which is covered by the PDRP is beyond the scope of traditional emergency
51
Post‐Disaster Redevelopment Plan
management activities and federal disaster programs Such activities are most often the results of a catastrophic event that has caused substantial long-term damages over a very large area
All actions specify whether they are to be implemented during short-term or long-term
recovery phases Some actions may be started
or planned for in the short-term period and
implemented throughout the long-term period
Regional State and Federal Coordination An important component of post-disaster implementation is coordination with other government agencies particularly vertical coordination One of the major reasons for developing and adopting a PDRP is to retain local control over long-term redevelopment decisions to maintain the communityrsquos vision Federal Emergency Management Agency
(FEMA) and state technical assistance should be structured so they complement the local efforts
of the PDRP Executive Team and core groups Programs such as FEMArsquos Emergency Support Function (ESF) 14 long-term community
recovery and mitigation are intended to further local goals but past experiences have shown that the plans developed from these efforts are
not always realistic and may mislead the public Good coordination between the PDRP Executive Team and the federal and state representatives
who are trying to assist can most likely solve
these problems
Coordination also must be successful since much of the funding for redevelopment originates from the federal government The
various rules for using this funding do not always make sense for the community trying to
recover so good dialog with the funding agencies is necessary to obtain considerations
for exceptions to the rules Federal funding
agencies that provide a majority of the recovery
funding include FEMA the US Small Business Administration (SBA) and the US Department of Housing and Urban Development (HUD) Staff familiar with the funding mechanisms provided by these agencies should assist the
PDRP Executive Team in making decisions
regarding what to include in the post-disaster work plan Many grants come directly from or through the state therefore coordination with
state funding personnel should be a high
priority for the PDRP Executive Team
Horizontal or regional coordination is another area that could greatly impact the speed and
quality of long-term recovery in Sarasota County It is likely that if the county is hit by a major hurricane its regional counterparts will be hit as well During the initial planning
process the PDRP coordinator should have been actively engaged with other communities
in the area developing PDRPs Coordination
between neighboring counties should continue so that in a post-disaster situation all counties
are familiar with everyonersquos plans and can work
together on regional recovery issues Once these regional recovery issues and procedures
have been developed this Chapter should be
updated to reflect the coordination that will be
necessary post-disaster
Post-Disaster Deactivation The PDRP Executive Team will recommend plan deactivation to the Sarasota County Commission based on their combined expertise and training pertaining to redevelopment and the ongoing evaluation of redevelopment progress with which they are charged The length of time for which plan activation is needed will depend on the level of the disaster The PDRP Executive Team should consider whether the actions included in this plan for
52
Post‐Disaster Redevelopment Plan
post-disaster implementation or new ones
determined after the event have been accomplished satisfactorily or if redevelopment has reached an acceptable milestone and may
be continued without the oversight of the PDRP
Executive Team
46 PLAN MAINTENANCE AND UPDATING Annual Monitoring and Reporting The PDRP is a continually evolving plan and many of its components will need ongoing maintenance to prepare the community for a disaster The PDRP coordinator and core group team leaders will be essential to maintaining the plan and documenting implementation The following components should be addressed on an annual basis
bull Review core group membership and team leader assignments and update as needed
bull Document actions that have been
completed and remove them from PDRP action tables
bull Include new actions as recommended by
the core groups and approved by the PDRP coordinator
bull Determine if priorities need readjusting and review the actions scheduled for implementation over the next year Adjust implementation timeframe of actions
accordingly bull The PDRP coordinator will compile a brief
report of accomplishments from the previous year and update a PDRP annual work plan for presentation to the Sarasota
County Commission
Municipal PDRP participants may also want to
adapt this for presentation to their city councils
The PDRP Annual Review should occur prior to the countyrsquos annual budget development so
that resources needed to implement the actions
can be included in the budget requests Resource allocation will ensure that pre-disaster implementation continues to be an ongoing effort
It is suggested that the annual reporting process
and work plan compilation be completed in the
spring and that presentation to the Sarasota
County Commission occur by April or May of each year in preparation for the beginning of the hurricane season as well as the budget cycle Prior to presentation to the commission
councils it is recommended that annual progress presentations be made to the county and city department directors Some of these presentations can be made jointly with progress reports on the LMS
Major 5-Year Update A major update of the plan should be
performed on a 5-year schedule The update should be planned to coincide with the LMS
update for efficiency of staff time by holding
joint meetings to create synergy between the plans A public participation program that encompasses both plan updates should be used
throughout the PDRP major update process
The following will be performed for the PDRP in the 5-year update
1 Research to determine if there is new
guidance on PDRP planning or new lessons
learned from recent disasters in other communities that could be used to enhance
the plan 2 Update vulnerability analysis if relevant
new data is available 3 Update institutional capacity and plans
assessments 4 Research and update potential funding
sources
53
Post‐Disaster Redevelopment Plan
5 Review and revise issues if necessary 6 Reprioritize issues based on current
assessments 7 Update and add additional actions if
applicable 8 Document the joint PDRP-LMS planning
process including public participation
The 5-year update should also take into
consideration updates that have been or will be made to the CEMP and the LMS All three plans
have approximately the same 5-year update
cycle The vulnerability analysis among the
PDRP CEMP and LMS should be consistent The recovery Chapter of the CEMP should be
consistent with the PDRP The PDRP update
should also be used in the Comprehensive Planrsquos Evaluation and Reporting (EAR) update
process so that these plans are consistent and
that policy recommendations from the PDRP process that have not been made during annual amendments can be considered for inclusion
during the EAR
Post-disaster Update Updating the plan to address lessons learned
from a disaster is an additional update process
that may go above and beyond a typical annual update and may not coincide with a regularly
scheduled 5-year update During post-disaster implementation of the PDRP it will be the responsibility of the PDRP Executive Team and
core groups to take notice of anything that should become a lesson learned Lessons learned would include something that becomes
a necessary part of recovery implementation
but was not included in the PDRP and any other gaps in information that the PDRP could
include to make it a better tool for recovery A
set of redevelopment progress indicators
described in Chapter 9 may also be a useful tool for analyzing the strengths and weaknesses of
the PDRP Approximately one year after a disaster the core groups should discuss the success and shortcomings of the PDRP up to this point At three years after the event or whenever recovery implementation has been satisfactorily accomplished and the PDRP is being deactivated a PDRP ldquoafter-actionrdquo report should be compiled by the PDRP coordinator and PDRP Executive Team with input from the core groups This will most likely include forming new actions and reexamining issues and priorities Plan updates should be made based on this report shortly after it has been presented to the county commission and city councils
47 TRAINING An important component of pre-disaster implementation involves exercising the plan and training staff for their post-disaster roles Communities that are better prepared recover faster The roles and responsibilities that many will have to assume after a disaster may be vastly different from their usual jobs and will most likely require special knowledge An annual exercise coupled with specific job training will help keep the plan familiar to those who will need to implement it during the stressful post-disaster environment The goal of the PDRP Executive Team and core groups should be to know their particular role in the PDRP so well that this planning document acts as a checklist
Annual Exercise The annual exercise should be held in
conjunction with the EOCrsquos hurricane exercise
to examine the transitions between the different recovery phases and how PDRP
activities can successfully overlap with CEMP
efforts The exercise should focus on
determining whether the post-disaster actions
54
Post‐Disaster Redevelopment Plan
included in the plan are adequate to cover all of the predicted needs The after-action report from the exercise should identify gaps so that the core groups can develop actions to fill them
over the following yearrsquos pre-disaster meetings The exercise should also include sequencing of events to determine if resources will be adequate for all of the actions that will need to
be implemented simultaneously
Staff Training In addition to an annual exercise county and city staff should pursue training opportunities relevant to post-disaster tasks that affect long-term recovery and redevelopment The Emergency Management staff may already have such training in place but each county and city department with some role in post-disaster redevelopment should review its staffrsquos current training
Training may be necessary for the following tasks
bull Public assistance and other disaster grant and loan requirements
bull Expedited permitting procedures bull Substantial damage determination bull Hazard mitigation construction techniques
for assisting interested citizens bull Disaster housing assistance programs and
local temporary housing plans bull Business continuity planning and business
assistance programs
48 CONTINUED PUBLIC INVOLVEMENT Public participation is integral to the PDRP planning process and should be continued as
this plan evolves over time The PDRP
coordinator and the Communications liaison share responsibility for maintaining
communication with the public as
implementation and maintenance of the PDRP
continues
Specific public outreach is addressed in Chapter 9 Opportunities for public awareness and
involvement during the pre-disaster period
include outreach during the annual plan review and through annual hurricane preparedness
activities as well as more thorough outreach
efforts during the 5-year plan update The joint PDRP-LMS update process should include a
public involvement component as required by
FEMA for the LMS similar to the level of public
involvement sought during the initial PDRP
planning process
In addition to public involvement during pre-disaster plan implementation and maintenance a public involvement strategy for the long-term
post-disaster period is essential Chapter 9 goes into more detail on methods and ideas for public involvement post-disaster Public
outreach efforts will be imperative in keeping
the community aware of the recovery and
redevelopment progress Chapter 9 includes
considerations for PDRP progress indicators
that can be tracked to evaluate recovery
progress and used as a tool to assess public
satisfaction with the long-term recovery
process
55
Post‐Disaster Redevelopment Plan
5 HOUSING AND PLANNING
The goal of housing recovery is to enable Sarasota County and its municipalitie s to quickly move its impacted residents out of emergency shelters and into safe and accessible transitional housing while assisting in the repair and replacement of the damaged housing stock in a timely and efficient manner in accordance with adopted ordinances and regulations effective at the time of permit plan submittal Homes damaged in the disaster may be rebuilt if the lot remains buildable and as long as the damaged structures are repaired or rebuilt in conformance with the Florida Building Code the county zoning regulations FEMA regulations and all other applicable local state and federal regulations in effect at the time of permit application
Many residents will require assistance with issues such as locating temporary housing understanding disaster assistance programs wading through insurance claims finding reputable contractors understanding their renterrsquos rights and making decisions on whether to rebuild their home All residents will need clear guidance from local government on the processes and methods for rebuilding this is also an opportunity to promote inclusion of hazard mitigation Decisions made about rebuilding housing can directly affect the neighborhood fabric of the community and therefore should be made in compliance with future land use zoning and building codes in place at the time of the disaster as well as the local comprehensive plan Restoring normalcy after a disaster is essential to the economic recovery of residents and local businesses to ensure a reliable tax base One of the most important elements reflected in the PDRP is clear understanding of options available post-disaster
Comprehensive planning is a critical component of post-disaster recovery and redevelopment Identifying changes in future land use and future zoning prior to a disaster can be one of the most effective ways to reduce future risk in highly vulnerable areas mdash especially residential areas Decisions to rebuild a more resilient community will inevitably involve controversial issues such as land use density private property rights public access and environmental protection These decisions will likely require much discussion and buy-in from multiple stakeholders Therefore it is important to address the topic of planning and rebuilding in the pre-disaster period to allow ample time for thoughtful actions Ideally any discussion on the topic of planning for and rebuilding from a natural hazard should reflect the community input and integrate Sarasota Countyrsquos Comprehensive Plan goals and other community documents as appropriate The development of the PDRP to this point has used this approach and future conversations should continue to do so
56
Post‐Disaster Redevelopment Plan
51 HOUSING RECOVERY GOAL Sarasota County will assist residents to rebuild
their homes to be more resilient to future disasters while providing displaced residents
with safe temporary accommodations until they can return to a permanent dwelling
52 HOUSING RECOVERY FOCUS AREAS Recovering the housing stock is critical to the successful rebuilding of the community Housing recovery issues identified in the PDRP
are described herein Ultimately the action plan for the Housing and Planning Chapter of the
plan details how each issue will be addressed
through projects policies or other initiatives Some of the items are currently ongoing or already in place while others will require the
development of new projects processes or approaches in order to implement them
1 Temporary housing siting criteria and regulations ndash Establishing a site for temporary housing can require a large
investment in infrastructure including roads sewer and water treatment and
electric distribution Although temporary in
nature these sites may be active for two or more years Potential sites should ideally be
pre-selected located near employment centers and have access to public transportation Temporary housing also can
be placed on residential individual lots post-catastrophe and during reconstruction if regulations are in place before the disaster Planning and Development Services has
explored a temporary housing ordinance
that would allow for temporary structures (ie mobile homes travel trailers) to be
placed on the property so homeowners can
oversee repairs of their homes
Programs currently in place a) Sarasota County Emergency
Management has identified county-owned properties that can be used for temporary housing sites Included in
these sites are utilities public transportation shopping and schools
so citizens can be in close proximity to
their neighborhood These sites are also out of storm surge areas
b) Sarasota County ESF 18 has information
on hotelmotel rooms that could serve as short-term housing Additionally ESF
18 works with local realtors on
information on rental locations
2 Rapid repair permitting phased approach to rebuilding ndash Current permitting
processes in Sarasota County will be temporarily modified to speed rebuilding Areas that are severely impacted may be
best redeveloped through a phased
approach of permitting
Programs currently in place a) Sarasota Countyrsquos Building Department
utilizes an onsite permitting process to
begin minor repairs of residential structures
b) Sarasota County has developed a
decision-making guidance document and outreach materials for homeowners to assist them in
expediting the permit process This
information will be available on the countyrsquos website
3 Contractor licensing ndash Rebuilding after a disaster provides an opportunity to mitigate
future hazard impacts and build back a
more resilient community Building code enforcement will ensure that housing is
57
Post‐Disaster Redevelopment Plan
rebuilt to current standards After a
disaster there also could be an influx of contractors into the county who may or may not be licensed
Programs currently in place a) Sarasota County Communications
through the EOC will broadcast messages for Sarasota County citizens
in identifying licensed contractors b) Sarasota County Emergency
Management has in place a ldquoRe-Entryrdquo
program designated for areas that sustain damage after a disaster The ldquoRe-Entryrdquo program is designed in three
(3) phases for the protection of county
residents and their property
4 Funding assistance and under-insured problems ndash Many residents will not be
financially able to rebuild or relocate within the county without government assistance FEMA Individual Assistance and Small Business Administration loans will cover most of those in need but some may need
additional assistance with understanding
the process and eligibility requirements Many homeowners may find they are underinsured and do not have coverage for all of the damage that has occurred Efforts
to address funding and insurance can occur both pre- and post- disaster
Programs currently in place a) Sarasota County Emergency
Management has established a plan to
set up ldquoDisaster Recovery Centersrdquo at locations throughout the county for citizens and homeowners to meet with
representatives of FEMA Red Cross Small Business Administration and
insurance companies in an effort to gain
information and loans to assist them
while rebuilding b) FEMA will send field representatives
into the field to meet with homeowners
in affected areas to gain informationoffer information on
available assistance c) Depending on the size of the disaster
the Sarasota County Volunteer Organizations Active in Disasters
(COAD) will assist this effort
5 Hazard mitigation during rebuilding ndash After a disaster there may be a rush to rebuild as people wish to return to normalcy Often in the rush they bypass opportunities to
include hazard mitigation so that the same
destruction does not happen again Some residents may forgo hazard mitigation
improvements due to extra cost or lack of information but this may not be in the best interest of the community as a whole The county will encourage residents in
mitigating future damage
6 Historic structures restoration ndash Historic
structures can be particularly vulnerable to
damage due to their age and repair of these structures must meet certain requirements to maintain their character particularly if they are on the US Register of Historic Places
Programs currently in place a) Sarasota County Historical Services has
created a map of historic structures in
Sarasota County This listing is available
to county debris haulers to ensure proper disposal due to items such as
asbestos
58
Post‐Disaster Redevelopment Plan
7 Abandoned homes ndash After a disaster some damaged (50 or more of pre-disaster community members may choose not to value) are required to meet current building return to their homes or may not have the code requirements in order to rebuild
means to repair them which could result in according to the National Flood Insurance
sporadic blight throughout the county The Program Use of substantial damage and majority of a neighborhood may rebuild non-conforming structure rules can
but a few individual homes may not increase the communityrsquos resiliency to
Programs currently in place future disasters during rebuilding
a) Sarasota County Planning and 2 Redevelopment areas ndash An important Development Services have processes question is If an area is severely damaged in place to demolish or secure in a disaster can redevelopment occur that unfitunsafe homes based on health is better In order to address this question and safety concerns Case managers it is best to identify areas susceptible to assigned these families by the COAD disaster based on age of buildings can assist as well as the Disaster infrastructure and susceptibility to flooding Recovery Center organizations and to develop possible redevelopment
53 PLANNING GOAL Sarasota County will guide future development and long-term post-disaster redevelopment to
ensure that the county is more resilient and
sustainable in the future and that land is being utilized in a smart and mutually beneficial
scenarios through public outreach efforts prior to a disaster After a disaster redevelopment should proceed according to the plans in effect before the disaster occurred This would include any of the identified redevelopment scenarios adopted as policy pre-disaster
manner 3 Alternative future use consideration for
54 PLANNING FOCUS AREAS Disaster high-hazard areas ndash Intense development is planning is the backbone of the PDRP Several not best suited for areas that are highly time and spatial scales associated with vulnerable to disaster impacts The best planning are addressed in this chapter and way to build resiliency to disasters throughout the PDRP Ultimately the action is to direct future development to lower plan for the Housing and Planning Chapter of hazard locations and reduce vulnerability the plan details how each issue will be through better design and development in addressed through projects policies or other hazardous areas However recognizing the initiatives Some of the items are currently economic importance of the high hazard ongoing or already in place while others will areas the county places priority on its require the development of new projects redevelopment while looking for processes or approaches in order to opportunities to increase resiliency when implement them possible and in consideration of the
1 Non-conforming structuressubstantial infrastructure to support these areas
damage regulations ndash Structures in the 100- 4 Workforce and affordable housing year floodplain that are substantially redevelopment opportunities ndash Often after
59
Post‐Disaster Redevelopment Plan
a disaster the affordable housing stock is
the hardest hit since it is often older homes that are not built to current code
requirements Redevelopment efforts will need to include affordable or workforce housing to provide for a well-balanced
community once recovery is complete
5 Property acquisition to reduce vulnerability ndash One way to reduce future vulnerability is through post-disaster acquisition programs that target highly
vulnerable areas or repetitive flood loss
homes and use these acquired properties for conservation and passive recreation Through advanced planning properties that are candidates for both habitat restoration and vulnerability reduction could be
prioritized so that limited funds can be
wisely used
6 Neighborhood preservation and redevelopment ndash If a neighborhood is
severely damaged during a storm it is
possible that the current character of the neighborhood could get lost during
reconstruction Post-disaster redevelopment efforts must collaborate with neighborhood groups to envision and
plan for their rebuilding Ideally that collaboration and planning should take
place prior to a disaster occurring
55 PLANNING MECHANISMS FOR REDEVELOPMENT Understanding the available tools and programs by which pre- and post-disaster planning issues can be addressed will help stakeholders and the public discuss options regarding the above planning issues Different planning options and techniques include
bull Visioning charrettes public workshops and
redevelopment plans
bull Financial incentives
bull Zoning regulations and design standards
bull Hazard mitigation grant programs
bull Public acquisition programs
bull Transfer of development rightsconservation easements
bull Deed restrictions and covenants
bull Education and public outreach programs
Several of these are discussed in detail in Sarasota Countyrsquos Comprehensive Plan For the purposes of better understanding a discussion has been included below regarding planning options and programs that already exist or could be initiated as they relate to post-disaster recover planning issues
Visioning Charrettes Public Workshops and Redevelopment Plans Prior to a disaster visioning and public workshops can be effective tools to develop rebuilding plans for areas that are more susceptible to disasters Data needs to be gathered on age of structures provision of utilities (water and sewer) susceptibility to flooding and sea level rise and intensity of uses to highlight areas that may be more susceptible to disasters Visioning and planning for various scenarios could better prepare the county citizens and property owners to help guide rebuilding should a disaster occur
Financial Incentives Incentives such as tax relief gap financing or streamlined permits can be used to encourage rebuilding Gap financing and expedited permits can be used for homeowners or developers who intend to rebuild using best practices for energy-efficient green and disaster-resistant housing construction (exceeding those requirements of the building code)
60
Post‐Disaster Redevelopment Plan
Other alternative redevelopment funding mechanisms named in the Future Land Use
Element of Sarasota Countyrsquos Comprehensive
Plan (FLU Policy 423) could also be pursued as part of planning and rebuilding These include but are not limited to the Capital Improvement Plan (CIP) Neighborhood Matching Grants Program special financing mechanisms such as
improvement taxing districts Municipal Service
Benefit Units (MSBU) Municipal Service Tax
Units (MSTU) Community Development Districts (CDD) state funding such as
Community Development Block Grants (CDBG) private ndashpublic partnerships or establishing a dedicated redevelopment fund
Zoning Regulations and Design Standards Zoning regulations mandate compliance with
current standards for setbacks height lot and impervious coverage daylight plane number of dwelling units etc Regulatory approaches have
the advantage of being specific but sometimes lack the flexibility that both the county and
property owners may need when working in a
post-disaster atmosphere Rebuilding of structures found to be non-conforming with
respect to required Zoning setbacks may
require a variance from the Board of Zoning Appeals in accordance with Article 831b of the Zoning Regulations
Hazard Mitigation Grant Program The Hazard Mitigation Grant Program (HMGP) provides grants to state and local governments to implement long-term hazard mitigation measures after a major disaster declaration The purpose of the HMGP is to reduce the loss of life and property due to natural disasters and to enable mitigation measures to be implemented during the immediate recovery from a disaster The HMGP is authorized under Chapter 404 of the Robert T Stafford Disaster Relief and Emergency Assistance Act
Public Acquisition Programs Two Sarasota County programs could be considered in acquisition of property under different post-disaster rebuilding alternatives Sarasota Countys Environmentally Sensitive Lands Protection Program (ESLPP) and Neighborhood Parkland Program are voter-approved and taxpayer-funded These programs
are designed to acquire and protect natural lands and parklands In March 1999 voters approved the ESLPP to protect native habitats with designated funding from a 025 mil ad valorem tax collected through 2019 In November 2005 voters approved a second referendum extending the program funding through 2029 and expanding the countyrsquos land protection efforts to include parkland acquisitions
To be considered under the Environmentally Sensitive or Neighborhood Parkland programs a property must have a willing seller Priority sites
under the ESLPP are ranked on environmental criteria including connectivity water quality
benefits habitat rarity land quality and
manageability Acquired lands are being
protected and managed Appropriate preserves
have public access for nature-based recreation The criteria for considering parkland
acquisitions include location broad community
access proximity and connectedness natural features cultural features compatible
community needs and water access The Land
Nomination form may be used for either program and contains more details
As part of the pre-disaster planning the county should consider expanding the willing seller acquisition program criteria to target lands that would be acquired for the purposes of conservation to reduce future risk and vulnerability For example the county could evaluate the costs of acquiring privately
61
Post‐Disaster Redevelopment Plan
owned developed properties for which the county provides infrastructure that has been severely or repetitively damaged by tropical storms hurricanes floods or other natural disasters The acquisition cost could then be compared against the costs associated with rebuilding the required infrastructure for that property or rebuilding of the property This planning would be done in advance of a disaster to determine the most cost-effective options for addressing loss mitigation or prevention
After a disaster the Federal Hazard Mitigation
Grant Program can be a major source of acquisition funding especially for repetitively
damaged properties Grant funds are eligible for acquisition of real property from willing sellers
and demolition or relocation of buildings to
convert the property to open-space use Determining pre-disaster what repetitively
damaged or extremely vulnerable properties if substantially damaged would be high priorities
for post-disaster acquisition would facilitate
post-disaster mitigation decisions
Transfer of Development RightsConservation Easements With the purchase of development rights ownership of the land remains with the property owner but development rights of the property are constrained as provided in the contract agreement Under the Sarasota County Transfer of Development Rights (TDR) ordinance a property owner may file for a Residential Sending Zone (RSZ) designation and a Transfer Permit This provides for the transfer of some or all of the development rights of a piece of property to another area of the county that can better accommodate development Similarly land that is under a conservation easement is privately owned but the owner
has agreed to preserve its natural character as provided in the agreement that conveys the easement Silviculture hunting low-intensity agriculture and ecotourism are examples of the uses that may be allowed under the conservation easement agreement
The county is already using both of these
methods to protect ecologically significant lands As is suggested with the acquisition programs TDRs and conservation easements could also be aligned with this PDRP by targeting highly
vulnerable areas Considerations of these
programs should include cost and public access which can vary greatly Fee-simple acquisition is
generally more expensive than purchase of conservation easements or development rights Fee-simple purchase gives the government entity
control of the property restricted only by
constraints imposed by funding sources and any agreements that were obligated by the purchase Public access could be allowed The government agency given responsibility for the property sustains costs of management This usually
involves providing security exotic pest control and for many habitats prescribed burning When land remains in private ownership public
access is usually limited but the private owner may assume management costs
Deed Restrictions and Covenants Real estate deed restrictions place limitations on the use of the property Restrictive covenants are an example of deed restrictions Restrictive covenants are not zoning or governmental regulations Deed restrictions are usually initiated by the developers mdash those who determined what the land would be used for divided the land into plots and built homes office buildings or retail buildings on it Deed restrictions come with the property and usually cannot be changed or removed by subsequent owners
62
Post‐Disaster Redevelopment Plan
Restrictions give a development a more
consistent appearance and control some of the
activities that take place within its boundaries Restrictive covenants nearly always stipulate
the minimum size residence allowed how many
homes may be built on one lot and what type of construction the homes must (or must not) be Other restrictive covenants may include
setbacks easements fees for road maintenance or amenities rules on tree-cutting pets fencing and paint colors
Covenants can be considered as a means for addressing resiliency and redevelopment standards If a community finds that their neighborhood has been damaged or has
considered ways in which building and design
standards could be improved to reduce future hurricane and other hazard risks amending
their current restrictions may be an opportunity
for improvement
Education and Public Outreach Programs Prior to a disaster education programs can also
be an effective means for discussing andor implementing planning issues Community buy-in and support for issues regarding changes to
zoning regulations or other property issues
addressed in this PDRP will require a thorough understanding of the facts risks and rationale Public meetings allow community members to
discuss and collaborate on ways in which
programs can be most effectively implemented
56 COMPREHENSIVE PLAN EVALUATION APPRAISAL REPORT RECOMMENDATIONS Florida Statutes requires each local government to assess its comprehensive plan and update it to reflect changes in law The ensuing report is called the Evaluation and Appraisal Report or
EAR The report evaluates how successful a community has been in addressing major community land use planning issues through implementation of its comprehensive plan Based on this evaluation the report suggests how the plan should be revised to better address community objectives changing conditions and trends affecting the community and changes in state requirements
The EAR is not a comprehensive plan amendment but it does serve as a work scope for EAR-based comprehensive plan amendments
bull The EAR was completed in 2014 with focus
on statutory changes As part of the
subsequent major Comprehensive Plan
Update which is expected to begin in
20142015 opportunities to integrate with
the PDRP as well as policy guidelines to aid
in the direction of post-disaster activities
should be included
As part of the next major update
ndash The PDRP should be integrated into the
updated Comprehensive Plan The PDRP can
be referenced and kept as a standalone
document be included as a post-disaster element or integrated into each element as
necessary Regardless of its method of inclusion Comprehensive Plan policies
should be aligned with the issues and
actions addressed in the PDRP
ndash When revisions to the Future Land Use Map
are made they should include
recommendations from PDRP such as
identifying redevelopment opportunity
areas or alternative future use
considerations for high-hazard areas
63
Post‐Disaster Redevelopment Plan
ndash The Comprehensive Plan provides a thorough discussion on coastal hazardous
areas Further identification and discussion
of other vulnerable areas should be included such as older building stock and
how sea level rise could affect existing
developments infrastructure and public facilities
ndash Identify and ensure that new linkages
between appropriate implementation
agencies are established to facilitate the
PDRP pre-disaster planning process This would ideally be addressed in the
Intergovernmental Coordination element
64
Post‐Disaster Redevelopment Plan
I-10 Bridge Damaged by Hurricane Ivan
6 INFRASTRUCTURE PUBLIC FACILITIES AND PUBLIC SAFETY
In the aftermath of a disaster the restoration of infrastructure and public facilities and services must be addressed during both the immediate response and short-term recovery phases but decisions made may have long-term recovery implications
There are already response plans in place that should include public safety provisions and the immediate repair of critical infrastructure and public facilities There are also long-term redevelopment considerations for infrastructure restoration that have not been planned for and should be considered in conjunction with land use environment and economic redevelopment issues Taking advantage of opportunities to upgrade mitigate or even relocate infrastructure or public facilities during repairs are items that can be addressed in a post-disaster redevelopment plan (PDRP) Advanced planning allows the community to make deliberate decisions about redevelopment that they may be unable to do after a disaster during the rush to rebuild Pre-planning for long-term recovery also can ensure that public safety concerns that may continue past the short-term recovery stages are not overlooked
61 INFRASTRUCTURE PUBLIC before and after a disaster as well as
FACILITIES AND PUBLIC SAFETY throughout the redevelopment process GOAL Sarasota County will strive to manage debris 62 INFRASTRUCTURE FOCUS restore utilities and repair infrastructure AREAS efficiently while considering mitigation during 1 Transportation repairmitigation the long-term redevelopment of infrastructure improvement ndash The repair of roads in order to avoid future damages The county bridges airports traffic control devices and
will maintain a constant level of public safety railroads is essential to establishing normal
65
Post‐Disaster Redevelopment Plan
operations within a community The repair of these and other types of infrastructure is often necessary for other redevelopment efforts to take place Post-disaster redevelopment can be used as an opportunity to make modifications improvements and additions to existing transportation networks Incorporating hazard mitigation into the repair and reconstruction of transportation facilities can ensure that when disaster strikes again the infrastructure is better able to handle the impacts
2 Potable water sewer stormwater systems repairmitigationimprovement ndash Damage
to potable water sewer and stormwater infrastructure can debilitate a communityrsquos
ability to recover The community can take the opportunity to include hazard mitigation or other improvements during repairs In cases of severe damage to infrastructure in highly hazardous locations relocation could be considered These opportunities may be missed if pre-planning is not conducted
3 Coordination with power natural gas and telecom company restoration ndash Recovery
from a hurricane cannot begin until major utilities especially electricity are restored Each utility company should have their own restoration plan however coordination and communication are critical to directing redevelopment opportunities
63 PUBLIC FACILITIES FOCUS AREAS 1 Debris management ndash Debris removal is
generally considered to be one of the first steps to redevelopment yet current debris
management plans often do not have the
capacity to handle the debris loads created
by a major disaster These plans also often
have not made all the decisions that could facilitate rapid debris removal The major long-term consideration for debris
management is the siting of temporary disposal and transfer sites so that environmental and community impacts are
minimized Another major debris issue for Sarasota County will be removal of debris
from the multitude of waterways
2 Public facility structure repairmitigation ndash
Rebuilding after a disaster provides an
opportunity to mitigate future hazard impacts and build back a more resilient community Public facilities such as
schools libraries and government offices must be rebuilt to current building codes Above-code hazard mitigation also may be a
good investment and post-disaster funding sources typically allow these expenditures Some public facilities in highly hazardous
areas also could be targeted for relocation
during pre-disaster planning
3 Public transit restoration adaptation to new needs ndash After a disaster changes in the locations of housing and employment centers (temporary or permanent) may alter a communityrsquos public transit needs or the population dependent on public transit may increase Post-disaster redevelopment projects also may present opportunities to expand existing transit capabilities
64 PUBLIC SAFETY FOCUS AREAS 1 Public health and safety service levels
reestablished throughout the county ndash It is imperative that public health and safety
service levels are quickly reestablished after a disaster and sustained despite the fact that revenue losses may strain the
66
Post‐Disaster Redevelopment Plan
availability of resources and funding for public health and safety during long-term
recovery
2 Location of public safety facilities ndash Some
of the public safety facilities in Sarasota
County are located in areas that may
make them vulnerable to suffer severe
damage during a disaster event The
county may want to reconsider the
location of public safety facilities and look
for opportunities after a disaster to
permanently move them if they are
temporarily unable to operate them
3 Special needs long-term assistance -In Sarasota County there is a large
population of disabled and elderly and
other vulnerable populations that may
require special accommodations following
a disaster Many of these residents are
registered with the Emergency
Management People with Special Needs
program to receive assistance during
immediate response and short-term
recovery There may be many registered
or not that will need long-term assistance
to deal with traumatic changes and getting
back to normal circumstances in which
they do not need special assistance
67
Post‐Disaster Redevelopment Plan
7 ECONOMIC REDEVELOPMENT
The ability of a communityrsquos economy to rebound after a disaster will shape its entire recovery efforts and be a major determinant in the time it takes for the community to redevelop Punta Gorda experienced problems with economic recovery following Hurricane Charley in 2004 Its unemployment rate spiked after the hurricane ndash increasing 22 percentage points a month after the disaster and slowly decreasing back to pre-hurricane rates over the following year Lee County experienced a $14-million loss in tourism due to Hurricane Charley (Neal 2005) Sarasota Countyrsquos economy is highly vulnerable to a disaster with its concentration of tourism-related jobs and businesses
The return of jobs tourism and other indicators of economic health is intertwined with housing recovery infrastructure restoration and public service provision Economic recovery and redevelopment is a complicated issue that is not easily conducted through traditional government action It requires participation from the private sector Consideration must be given to the different obstacles to recovery that small businesses will have the decisions large employers must make about possibly relocating and opportunities to recruit new jobs to fit the changed workforce and
This downtown structure in Punta Gorda suffered major damage market conditions after a during Hurricane Charley (Photo by Mark Wolfe FEMA)
major disaster For example reestablishing lost lodging units post-disaster is a priority given importance of the tourism industry to Sarasota County
68
Post‐Disaster Redevelopment Plan
71 ECONOMIC REDEVELOPMENT attempting to project which industries will GOAL be hardest hit and what interdependencies
Sarasota County will support the local business of recovery are tied up with these
community work to restore tourism and the industries the county and its partners can
industries that provide a high quality of life for better prepare for potential economic
residents and develop new sustainable impacts and prioritize methods of
economic opportunities to adjust to changing assistance
circumstances after a disaster 3 Workforce retention ndash Population return to
72 ECONOMIC REDEVELOPMENT Focus Areas 1 Business resumption and retention ndash
Resumption of existing local businesses is
key to the countyrsquos economic recovery As
with residents if businesses do not feel a
sense of connection to the community or fear recovery will not be successful they
the county is important for retaining the
workforce that supports those businesses Actions such as ensuring that schools
reopen and childcare is available allowing
temporary onsite housing for employees and communication of the countyrsquos post-disaster plan can assist in getting employees
back to jobs as soon as businesses reopen
could relocate their business elsewhere 4 Assistance to hospitals and healthcare after a disaster Small businesses which providers for rapid reopening ndash A key compose a majority of those in Sarasota economic sector for recovery efforts that County are more likely than large may need special attention is the number of businesses to either never reopen after a healthcare providers These local businesses major disaster or fail shortly after provide a much needed public service after reopening The county can work with the a disaster but often have trouble meeting private sector to assist in retaining healthy payroll and keeping up with demand while businesses through actions such as pre- also dealing with repairs and rebuilding planning communication business Even during normal times retaining quality continuity planning education facilitating healthcare professionals can be difficult financial assistance when available and After Hurricane Katrina many communities temporary business space most notably New Orleans had an
2 Identification of most vulnerable industriesemployers and prioritization for recovery ndash Some major industries such as
tourism are particularly vulnerable to
disasters Some vulnerable industries also
extremely difficult time in the early
recovery period reopening neighborhood
doctor offices and clinics and maintaining
hospital operations with reduced staff and
inadequate financial assistance
may be a keystone to the local economy 5 Opportunities to sustainably restore affecting businesses that were not directly economic vitality ndash Inevitably some large impacted by the disaster The decline of and small businesses that receive a vulnerable major employers even if significant amount of damage are going to temporary could cause a high rate of fail or choose to relocate after a major unemployment and economic turmoil By disaster It is possible that the market and
69
Post‐Disaster Redevelopment Plan
workforce for certain businesses may decrease or disappear due to financial troubles and population changes Some residents may not return and those who replace them may not have the same occupational skills or background Ideally a community would have a diverse spectrum of businesses so that if one industry is severely impacted by a disaster it will not affect the majority of the workforce Efforts to diversify the local economy with industries that are not as vulnerable to disasters can be integrated into ongoing economic development activities Current economic development plans have identified key sectors as targets for diversification efforts and those should be analyzed for their vulnerability
Given the importance of mobility to economic vitality priority will be given to restoring major transportation infrastructure such as Sarasota-Bradenton International
Airport Interstate 75 and area bridges Economic recovery will also require the restoration of data networking and communications infrastructure
6 Tourism renewalimage marketing ndash
One in five jobs in Sarasota County is
supported by tourism It is likely that tourists will be apprehensive about planning vacations in Sarasota County
after hearing about the destruction of a
disaster Residents and businesses also
may be concerned about returning
depending on the degree of damage Many communities that have
experienced disasters have turned to
marketing campaigns to build public
confidence in the recovery efforts and
advertise the community as it opens
back up for business These marketing
campaigns will require in particular the
restoration of iconic tourism destinations
70
Services Products oblained from ecosystems
bull Food bull Fresh waler bull Fuelwood bull Filer bull Biochemicals bull Genetc resources
Regulating Services 8enefils obtained from rogufation of
erosystem processes
bull Climate regulation bull Disease regulation bull Water regulation bull Water l)(JrilicaUon bull Pollination
Supporting Services
Cultural Services Nonmaferial
benets oblained from eccsystems
bull Spiritual and religious bull Recreational and
eootourism bull Aesthetic bull Inspirational bull Educational bull Soose of place bull C1Jltural heritage
Services necessaty for ths producbon of all other ecosystem services
bull Soil formation bull Nutllel1t cycling bull Pruwry producoon
Post‐Disaster Redevelopment Plan
8 ENVIRONMENTAL RESTORATION
Sarasota Countyrsquos environment is one of its greatest resources Under routine circumstances the countyrsquos natural systems provide us with access to landscapes waters and wildlife for our appreciation and recreation While our community has consistently demonstrated a strong environmental ethic many people are unaware of the broad range of benefits we get from the environment and why it is necessary to protect it in times of calm and ensure its recovery after emergent events Natural systems in the environment provide a suite of benefits to people termed ldquoecosystem servicesrdquo (Figure 1) Intact healthy and functional natural systems do a better job than impacted or degraded systems at providing human benefit and supporting wildlife They are also more durable and require less maintenance than engineered solutions designed to provide similar functions (ie stormwater management)
People are generally familiar with ecosystem scale changes in land cover can affect services relative to the role of plants and trees both temperature and precipitation On in cleaning our air and the filtering of water by the global scale ecosystems either our wetlands Shoreline vegetation provides sequester or emit greenhouse gases nursery habitat for a variety of sea life and fish bull Water regulation The timing and rookeries for birds and a measure of privacy to magnitude of runoff flooding and aquifer waterfront homes The Millennium Ecosystem recharge can be strongly influenced by Assessment identified the scope of ecosystem changes in land cover including alterations services and below is an excerpt that includes that change the water storage potential of those most relevant to the scope of a PDRP the system such as wetland conversion or bull Climate regulation Ecosystems influence the replacement of forests with croplands
climate both locally and globally On a local or croplands with urban areas
71
Post‐Disaster Redevelopment Plan
bull Erosion control Vegetative cover retains
soil and prevents landslides bull Water purification and waste treatment
Ecosystems can be a source of impurities in fresh water but they also help filter out and
decompose organic wastes bull Storm protection Mangroves and coral
reefs can dramatically reduce the damage
caused by hurricanes or large waves bull Aesthetic values Many people find beauty
or aesthetic value in various aspects of ecosystems as reflected in the support for parks ldquoscenic drivesrdquo and the selection of housing locations
bull Sense of place Many people value the
ldquosense of placerdquo associated with recognized features of their environment including
aspects of the ecosystem bull Cultural heritage values Many societies
place high value on the maintenance of either historically important (cultural) landscapes or culturally significant species
bull Recreation and ecotourism People often
base where they spend their leisure time on
the characteristics of the natural or cultivated landscapes in a particular area
The same resources that provide these ecosystem services in times of calm play a
critical role in times of emergency potentially helping to protect real property and lessening the damage experienced in our community
Shoreline vegetation dissipates wave energy
and provides shielding of homes Post-storm assessments indicate that property with a natural mangrove shoreline experience better outcomes than hardened or un-vegetated shorelines (FDEP 2012) Coastal and inland
marshes and wetlands mitigate heavy rains and
storm surge by storing water that would
otherwise flood our streets and homes
Extreme events leave natural landscapes and
ecosystems vulnerable to damage from which
they may be unable to recover quickly on their own Restoration work may be required We
know that storm surge from a major hurricane
could devastate parts of the barrier islands causing severe erosion and inundating coastal wetlands and marshes Hurricane-force winds can tear through preserves and urban forests and tear down neighborhood trees Debris particularly hazardous materials debris can
pollute the waterways compromising water quality and harming aquatic wildlife and plants Recent disasters like Hurricane Ike have
affected other Gulf Coast communities and
have occurred to a lesser extent in Sarasota
County as well
There is a tendency to limit the scope of what we perceive as a disaster threat to tropical storms and hurricanes As the Deep Water Horizon oil spill in 2010 demonstrated other events such as wildfire flooding and environmental contamination by chemicals fuel or oil can also affect the environment and
require a response from an ecological restoration standpoint The bulk of this chapter pertains to a storm event but environmental condition assessments and pre-event protection measures would provide value in other emergent situations
Pre-event condition assessments include an
inventory of the status and physical form and
functions of environmental systems and provide insights into determining potential vulnerabilities They provide a frame of reference for assessing damage post-event Interventions both pre-event and post-event may be needed to ensure the ecosystem
services provided by natural resources are
protected and preserved in a disaster
7272
Post‐Disaster Redevelopment Plan
81 ENVIRONMENTAL RESTORATION PLANNING AND RESPONSE A Post-Disaster Redevelopment Plan (PDRP) can
address the impacts of a disaster to ensure that critical environmental restoration issues are not overlooked in the post-event flurry of activity
and efforts to rebuild It can also provide a framework for addressing proactive
environmental protection actions As such an
important objective of planning for ecological restoration in the PDRP is to determine how to
increase the resilience of environmental assets
so they may resist the impacts of a disaster or recover more quickly post-event Resilience is most often considered the ability of a system to
return to its original state after a disturbance It is important to determine what actions and policies can be developedimplemented pre-disaster to increase environmental resilience
and minimize susceptibility of critical resources to the impacts of a disaster so they may support our community
Direct restoration and recovery of impacted
natural areas and associated amenities will be required to achieve these community benefits
post-event The recovery and restoration efforts
associated with environmental systems will require some degree of capital investment to
expedite the community benefit of the ecosystem services they provide An illustration of the areas where funding may be needed can
be found in the Federal Disaster Relief Appropriations Act of 2013 which appropriated
$8292 million for the Department of the Interior to address its funding needs relating to
response recovery and mitigation of damages
caused by Hurricane Sandy including $682 million for the Fish and Wildlife Service for response and recovery for clean-up of storm
debris and repairs to refuges fish hatcheries
and other FWS facilities lands and habitat along
the eastern seaboard
While direct impacts from emergent events on natural systems will need to be addressed environmental impacts may also occur in our response to a storm and meeting other needs within our community Enacting policies to
minimize the long-term environmental impacts
of activities required to support public health and safety (ie stockpiling of debris or establishing temporary housing sites) is also
important to facilitate recovery efforts
The economic influence of the environment cannot be understated There is a clear link between the condition of the local environment and our economic vitality and it is important to
keep in mind that environmental restoration is interconnected with other recovery needs such
as economic redevelopment and housing and
planning Beach erosion pollution of natural systems and restoration of recreation areas can
affect economic vitality and residentsrsquo safety
and quality of life
82 ENVIRONMENTAL RESTORATION GOALS bull Strategies and policies to increase the
resilience of environmental systems bull Restoration of the natural system functions
of native habitats (ie wetlands beaches forests etc) conservation lands or open
space damaged during a disaster bull Restoration of public access to these assets bull Maintenance of a high quality of life for
residents
73
Post‐Disaster Redevelopment Plan
83 ENVIRONMENTAL RESTORATION FOCUS AREAS 1 Erosion of beaches and dunes ndash Storm
surge from coastal storms such as
hurricanes can cause extensive erosion to
the beach and dune systems that provide
natural protection from coastal flooding particularly on the barrier islands Erosion is
a natural process and barrier islands are
dynamic systems However development impairs the natural ability of beach and
dune systems to recover Acceleration of sea level rise over the coming years will exacerbate beach erosion from coastal storms increasing the vulnerability of coastal development and damaging the
environmental and recreational benefits of the beaches and dunes
2 Wetland restoration ndash Tidal wetlands make
up a significant portion of Sarasota Countyrsquos
coast and may be heavily impacted from
coastal storms Wave action and erosion of sediment may undermine wetland
vegetation and weaken its ability to
recover Wetlands provide many
environmental services to bay water quality act as a buffer for coastal flooding and provide prime habitat for many
important bird and estuarine species Debris and pollution from coastal storms
also may degrade this important ecosystem Accelerated sea level rise will further threaten wetland ecosystems through
inundation and increased exposure to
storm surge
3 Restoration of urban forests ndash Urban
forests are a valuable asset to a community and after a major wind or fire event they
could be severely damaged Air quality urban heat effects the health of the
community and the aesthetic quality of the
urban areas of Sarasota County would be impacted by a massive loss of mature trees Restoring the urban canopy will be an
important symbol of recovery and return to
normalcy for residents and tourists
4 Habitat restoration on conservation lands ndash The county comprehensive plan and
county regulations include initiatives to conserve the delicate habitats of numerous
endangered and threatened species Many
conservation lands also provide passive
recreation and environmental education opportunities for county residents A
natural disaster can devastate these areas and public land managers will need to determine potential restoration activities in
advance of an event and be prepared to
mobilize to recover critical natural system
functions
5 Restoration of recreational and cultural activities ndash An important part of the long-term recovery process is restoring the
quality of life to which Sarasota County
residents have become accustomed and
which has attracted larger numbers of tourists This includes resuming recreational activities through public access to parks natural lands beaches and supporting
cultural activities
6 Soil and water pollution ndash A major storm
can cause severe pollution by compromising
hazardous materials storage facilities and
scattering contaminated debris With
Sarasota Countyrsquos abundant water bodies water pollution could be a large-scale
problem affecting human health threatening animal and plant species and
hindering the ability of the tourism industry
to rebound There also could be site-specific
74
Post‐Disaster Redevelopment Plan
soil contamination that could impede
redevelopment efforts in those locations
7 Environmental impacts of temporary disaster recovery sites ndash After a disaster sites are often needed for temporary
housing business debris and other recovery staging activities These temporary
uses will leave varying degrees of impacts
on the sites that can be planned for and
mitigated For instance temporary housing
sites will need water sewer and power facility hookups Debris management sites
can require clearing an area for temporary
storage of debris during transport or processing Depending on the type of debris
being handled at a particular site there
could be issues of soil contamination Often many of the sites available for temporary use after a disaster are vacant public landholdings or recreational properties Through advanced planning the
long-term environmental impacts of these
temporary uses may be managed and
negative impacts minimized
8 Debris recycling ndash A massive amount of debris will need to be cleared after a major storm Landfill capacity is limited and
incineration can cause air pollution Other options for debris may be available through
recycling and reuse where practical and
appropriate if these programs are
established prior to the disaster
9 Health-related pollution ndash Indirect impacts
from a major storm can cause indoor air quality problems which could endanger county residents particularly if recovery is
slow The major contributor to post-disaster health issues is mold which can quickly
grow to unhealthy levels in a home business or public building with flood
damage Other post-disaster health-related
pollution can occur from handling debris or coming into contact with contaminated
water or soil as discussed in the soil and
water pollution issue
Environmental Restoration and public health actions must be developed through
interagency coordination public outreach
and engagement and fiscal planning
References
Mangroves Mangroves Florida Department of Environmental Protection 25 May 2012 Web 26 Feb 2014
75
Post‐Disaster Redevelopment Plan
9 COMMUNICATION AND PUBLIC OUTREACH
Effective communication is one of the most significant roles of government after a disaster especially during long-term redevelopment when media focus has decreased but the public still needs information The purpose of this Chapter is to indentify methods materials and strategies that will guide Sarasota Countyrsquos ability to effectively communicate with its citizens businesses and visitors during post-disaster redevelopment
91 COORDINATION CAPACITY Immediately following a disaster and during short-term recovery communication and public outreach responsibilities are coordinated by
Emergency Support Function (ESF) 14 Public
Information as detailed in the Sarasota County Comprehensive Emergency Management Plan
(CEMP) ESF 14 is charged with disseminating
emergency information to the general public through the news media the county
government access television station the county website an Emergency Information Center call center and other appropriate
means ESF 14 also establishes a Joint Information Center (JIC)mdash a facility where public information staff performs crisis
communications public affairs functions and
other critical emergency information services As short-term recovery ends ESF 14 staff will shift back to communicating with the public and
coordinating among local state and federal agencies on redevelopment issues
The county could transition the JIC and the Disaster Recovery Center(s) (DRC) to long-term outreach centers This would maintain a central location for communications and public
outreach personnel to keep the public abreast of updates and decisions affecting recovery It would also establish a place where people can continue receiving assistance from skilled specialists throughout redevelopment
These efforts will be coordinated with ESF 18 Disaster Recovery for Business which is
responsible for establishing businessesrsquo recovery stations
As residentsrsquo needs change the county may invite different agencies to provide information
to the public Strategically locating these
centers in areas where they can remain in a longer-term capacity will be an important factor in their original designation and will require
coordination and planning in the response
phase
92 OUTREACH METHODS Short-term methods include emergency alert systems radio and news channels telephone hotlines Internet sites social media flyer distribution and other outreach methods as
coordinated through ESF 14
76
Post‐Disaster Redevelopment Plan
Long-term outreach methods should focus on
media and tools that reach out to displaced residents aid business and economic
redevelopment and reconstruct the countyrsquos
image to potential visitors The following communication and public outreach methods
can be used in pre- andor post-disaster redevelopment planning
Public Meetings and Charrettes Blue Skies public meetings inform residents about recovery efforts and foster participation in long-term redevelopment decisions They also allow discussion on topics that may require in-depth explanation such as the grant-application process for homeowners or small business owners with damaged or affected properties
Holding a series of charrettes or other interactive meetings can solicit valuable public feedback and allow residents to provide input on rebuilding efforts that affect their futures Following Hurricane Andrew in 1992 the New South Dade Planning Charrette was initiated The charrette was sponsored by ldquoWe Will Rebuildrdquo and led by local universities government agencies nonprofit organizations and professional associations Three hundred residents convened over a 3-week period just two months after the hurricane The grouprsquos mission was to plan a sustainable rebuilding strategy for the communities of South Dade The result was 16 projects where multi-disciplinary teams of local residents and business owners addressed urban planning transportation historic preservation and natural resources Other teams focused on site-specific neighborhood revitalization plans Many of these plans served as the basis for the
redevelopment of neighborhoods and future regional-scale recommendations related to water management transportation-oriented
development along the US-1 corridor and the preservation of buildings and open space This effort also led to the creation of the Center for Urban and Community Design (CUCD) The CUCD continued long-term recovery efforts by supporting publicprivate partnerships that would catalyze rebuilding efforts The City of Punta Gorda likewise used a charrette process to develop the Citizens Master Plan 2005 - AFTER Hurricane Charley
Whereas Miami residents had to ldquostart from
scratchrdquo in their redevelopment Sarasota County and municipalities can use this PDRP to guide public meetings and charrettes Conducting public meetings and charrettes can
be challenging if normal media channels are disrupted or residents are displaced Obtaining contact information in advance can aid this
process Key information to collect includes contact names for neighborhood-association
representatives Chambers of Commerce and
civic associations that could later act as liaisons for their organizations or groups to disseminate
information quickly
Successful public meetings and charrettes also require appropriate venues trained facilitators and professionals who understand the long-term goals of the county for post-disaster planning and rebuilding Consultants could be interviewed pre-disaster to determine who might be available and best-suited for the county Other technical resources for conducting charrettes include the FEMA-led Federal ESF 14 for Long-term Recovery and nonprofit planning or university groups who offer valuable assistance in reaching out to the community to help make redevelopment decisions
Consider venue selection in advance particularly in the case of catastrophic disasters
77
Post‐Disaster Redevelopment Plan
when public meetings may need to be held in
venues outside of the county
Internet and Social Media Website Websites provide information to help citizens
better prepare for disasters and serve as a primary and reliable source of information both
immediately following a disaster and during long-term recovery
Sarasota Countyrsquos website currently includes a Post-Disaster Redevelopment Planning page This page presents information on the PDRP
process public meetings stakeholder information and related documents and other applicable information (wwwscgovnetpdrp) The web page should be kept up-to-date as pre-disaster actions are implemented and new
information is released regarding rebuilding or other policies that may affect the community in
the future
In the wake of a disaster features should be
added to the website to keep residents
informed of the recovery process For example following Hurricane Ike in September 2008 a website for the people of Galveston and
surrounding communities was established to
provide comprehensive information during the
rebuilding and recovery process The website
continues to provide extensive and ongoing coverage of the recovery process It includes
hurricane statistics contact information news
releases individual links for residential business and volunteer site users donation
information application forms damage
assessment maps public meeting presentations reports and more (httpwwwcityofgalvestonorg143Long-Term-Recovery-Committee) The website is managed by the cityrsquos Recovery Committee Communications Work Group
Social Media New and social media allows citizens to play a role in information dissemination This can
either support or hinder recovery efforts depending on the sources and type of information being disseminated Personal websites blogs and other posts can act as
helpful information fact checks share authentic stories and provide local knowledge tips They
can also distribute subjective and false content without accountability There is no way to stop the transmittal of rumors but there are ways to
prevent widespread misinformation by
monitoring active sites to stay abreast of published information
Positively engaging existing networks in the pre-disaster phase can also prove useful during
short- or long-term recovery For example EFS
18 (Business and Industry) maintains a Twitter account recoversarasota
News Media Although social media networks can offer instant updates to citizens dependence upon
this technology may ignore groups with less
access or knowledge of such media Use
traditional media outlets like news channels newspapers and radio stations to ensure all audiences are informed of important long-term
redevelopment topics
Television documentaries news columns and radio programs can provide in-depth coverage on the recovery process Following the
December 2004 tsunami a regional media project tracked the recovery stories of eight affected families in four Asian countries This
provided personalized stories beyond general news and current affairs coverage Similarly National Public Radio continued coverage of issues facing the Gulf Coast recovery following the 2005 hurricanes well beyond the short-term
78
Post‐Disaster Redevelopment Plan
recovery phase News stories regarding
housing economic social and environmental issues were delivered on a regular basis for months
A major media challenge for community
officials leading a post-disaster recovery can be the type of coverage that gets delivered to
audiences Avoid coverage of media stories that misrepresent facts by developing meaningful relationships with news anchors radio program
hosts and journalists prior to a disaster This can
include educating the media on current pre-and post-disaster programs
93 OUTREACH MATERIALS The pre-disaster period is the most strategic time to gather or create any essential informational materials that should be made
available to the community regarding redevelopment and recovery Groups to
consider for providing such materials include
FEMA other federal and state agencies (such as American Red Cross Visit Sarasota County Gulf Coast Community Foundation and others) in
disaster recovery community and disaster preparedness organizations and communities
that have been affected by disasters Collecting
best practices tips handouts and other information in advance of a storm will reduce
the amount of research and staff time
necessary post-disaster to produce the large volume of public information needed This
material should include information on
rebuilding policies home and business hazard
mitigation techniques from FEMA guides and hotline or other contact information to assist in
dealing with insurance claims
Informational materials must meet any federal or state laws and promote inclusion by all sectors of the community including those with
limited English proficiency or with speech or sensory impairments Examples of alternate formats include large print Braille information
on CDDVDs audiotapes use of websites in
accessible formatting pictographs and information translated into Spanish and other languages spoken in Sarasota County
94 PUBLIC PARTICIPATION AND COMMUNICATION The public should be informed well in advance
of a disaster about any redevelopment policies that relate to their neighborhood and
community Waiting until the recovery phase to
introduce the public to redevelopment policies
can lead to lengthy emotionally charged public
reaction or protest
Pre-Disaster Communications and Outreach Strategies As the county and municipalities implement the PDRP action plan regulations codes and policies will be developed that will affect the public after a major disaster The county should develop ways to inform and educate the public about these changes before a disaster so that any public dissent can be discussed pre-disaster The entire community will benefit if issues can be resolved during Blue Skies while there is time to hear all sides of the debate
Pre-disaster outreach can include posting redevelopment policies on the countyrsquos PDRP
website holding public meetings and sending out neighborhood flyers to create interest and awareness on redevelopment policy issues Community education programs are another means for distributing information Information that can be communicated to the public
includes key flood-prone locations from
ongoing restudies and interim flood recovery maps and information on design and
79
Post‐Disaster Redevelopment Plan
construction technique to mitigate future
hurricane impacts
Education programs can also target local engineers builders and code enforcement officials to keep them apprised on the latest adopted codes in the county which will help
them plan for long-term recovery
Participation and Feedback on Recovery Decisions While community involvement may not be feasible in the immediate recovery stage of a disaster due to mobility displacement and basic
needs constraints public participation in long-term recovery decisions is imperative to keep
community ties strong and to avoid a
disenfranchised citizenry in the future
Giving the public opportunities to provide feedback concerning decisions and activities
during redevelopment allows the county to
gauge the communityrsquos general attitude towards its initiatives Regular public meetings open-houses comment cards calling resource
recovery centers and online surveys are
methods that can get the public involved in the
redevelopment process
An example of a successful public relations
campaign was Louisiana Speaks which was
initiated after Hurricanes Katrina and Rita Louisiana Speaks became one of the most extensive public outreach processes ever undertaken for a planning project in the United States More than 1000 individuals participated in six hands-on workshops and more than 23000 citizens engaged in a Regional Vision Poll The project used computer modeling to build and test the effects of different land use transportation storm protection and restoration scenarios for a variety of safety livability and transportation indicators
These scenarios represented possible futures based on historic patterns emerging trends and different policy directions The 18-month process resulted in an action-oriented regional plan mdash Louisiana Speaks mdash that proposed a vision for sustainable recovery The Louisiana Speaks plan was adopted by the Louisiana Recovery Authority in 2007
Public campaigns can target internal and
external audiences and can highlight improvements and milestones of the recovery
and redevelopment effort This will ensure that audiences outside the area (eg potential tourists businesses the media and residents
living temporarily in other areas) are aware of the improvements and take steps to return to
the area or publicize the milestones Engaging the community by celebrating the successes of returning to normal will be important to
improve community pride and help residents
understand what services are now accessible Efforts to restore tourism levels and attract businesses will be an important target as
recovery efforts take hold
Communicating with Displaced Residents Maintaining communication with displaced and seasonal residents during recovery is essential for keeping them informed of decisions and
recovery status This will require coordination with other agencies to identify where residents
are temporarily living and their current community Public meetings can be videotaped and made available to the public online or on
nonlocal public television stations
Population return is imperative for a community and an economy to recover from a disaster The county needs to promote a clear and positive message about the recovery
process to encourage people to return to their
80
Post‐Disaster Redevelopment Plan
neighborhoods and feel safe in their communities
95 MARKETING AND TOURISM Media coverage in the immediate aftermath of a disaster may necessitate re-branding or image
correction Negative images and misinformed
news headlines will require extra attention to overcome public misperceptions For example although the Florida Keys experienced minimal damage from Hurricane Andrew media coverage indicated damage from the storm This resulted in a 5 hotel occupancy rate drop
in the southernmost Keys in the first week
following the hurricane A promotional blitz mdash ldquoParadise Wasnrsquot Lostrdquo mdash was promptly
launched to correct the news reports
Image Correction and Re-branding Strategies Communities that rely on tourism for income
should familiarize themselves with these general steps that have been recommended by
market research for post-disaster image
correction
Capitalize on positive images of component parts Although potential tourists may have been exposed to an overall negative image of a
community following a disaster they still may
perceive certain elements to be attractive This may include leisure activities or other unique
community features Focus initial marketing
efforts on these features to re-attract tourists
Schedule mega-events Sporting events cultural festivals and ethnic and food fairs or similar events hold opportunities to gain
publicity and attract positive media attention Mega events can also create a legacy of improved infrastructure heavy private and
public investments a better tax base new jobs
and a convention center
Organize familiarization tours Travel writers journalists travel agents and tour operators greatly influence touristsrsquo decisions Host a select group of tourist leaders to correct misconceptions and misinformation following a disaster
Use selective promotion Image advertising
should focus on the positive aspects of a
destination and downplay the least favorable
attributes
Bid to host international travel and tourism conventions International travel and tourism
organizations are always looking for new
venues for annual conventions These opportunities during recovery help establish
contacts with regional or international counterparts
Take advantage of a negative image In exceptional and specialized cases a negative
image can be a positive incentive to attract tourists
In April 2006 the Louisiana Recovery Authority
set aside $30 million for tourism and
convention marketing strategies to overcome negative news images and coverage that persisted months after Hurricanes Katrina and
Rita The New Orleans Metropolitan Convention
and Visitors Bureau (NOMCVB) used a portion
of this money to ldquoreimage and rebrandrdquo the
Ernest N Morial Convention Center mdash the site
of an internationally televised humanitarian
crisis Another $285 million in funding came
from the US Department of Housing and
Urban Development to distribute to 17 tourism
offices and organizations in Louisiana to
promote their venues This money financed a
national tourism campaign similar to one used by New York City after the Sept 11 2001 disaster These funds complemented the $185
81
Post‐Disaster Redevelopment Plan
million spent to repair and improve the
Superdome stadium The New Orleans Tourism and Marketing Corporation (NOTMC) whose
hotel tax-dependent budget was negatively
impacted joined forces with the Louisiana Office of Tourism to launch a new branding campaign called ldquoFall in Love with Louisiana All Over Againrdquo Other novel slogans and themes were developed to reconstitute New Orleansrsquo brand identity
The city also attracted major developers to
create condominiums restaurants casinos and
a performance arts park in downtown The city hired a marketing firm to seek corporate
sponsors for future Mardi Gras celebrations and
contract with television networks to broadcast carnival parades nationwide Promotional materials selectively focused on the French
Quarter which was largely unaffected and remained a positive image destination for tourists
Although the scale of devastation in the Gulf Coast was large enough to warrant these efforts lessons can be applied to other communities Sarasota County will likely tailor its marketing efforts to the recovery of key tourist destinations mdash primarily beaches and
downtown arts districts Devastation from a
hurricane is likely to inhibit quick recovery of beaches so marketing efforts will consider the
appropriate timeframe for when to attract tourists Such efforts should be coordinated
with agencies and working groups responsible for environmental beach restoration to ensure
that accurate information is used to
communicate to the public
Voluntourism The level of devastation will determine how
much time and sensitivity is required before a
location may begin marketing itself to
vacationing tourists however humanitarian
groups or ldquovoluntouristsrdquo can be a major asset to recovery efforts These tourists are
interested in assisting people in the destination
to which they are traveling Voluntourists vary in the skills they offer for assistance ranging
from medical engineering or other professional skills to cleanup and rebuilding The International Institute on Peace through
Tourism has identified voluntourism as a
growing market segment In addition to
speeding up recovery efforts by providing much needed skills voluntourists often inject much-needed capital before other conventional tourists may be willing to return
Marketing and Tourism Actions Sarasota County has already identified a number of actions to take as part of its broader tourism redevelopment planning strategy listed in Chapter 7 Economic Redevelopment Broadly they include researching other successful publicity campaigns that can be used as models for re-attracting tourists and
residents engaging the hospitality and tourism
industries on redevelopment policies and identifying accommodation capacities prior to a disaster The Sarasota Convention and Visitors
Bureau (Visit Sarasota) will play a primary role in these actions Future actions could identify
potential funding sources in the pre-disaster stage and review current materials for image-ready information to market immediately
following a disaster
96 COMMUNICATION TO THE BUSINESS COMMUNITY As mentioned earlier ESF 18 mdash the business recovery station of the Emergency Operations Center run by the Economic Development Corporation and Visit Sarasota mdash plays a central role in both pre- and post-disaster recovery
82
Post‐Disaster Redevelopment Plan
efforts related to the business community To transition ESF 18rsquos operation into long-term economic development it may be necessary to
appoint an economic recovery coordinator
Business Community Actions Chapter 7 Economic Redevelopment identifies issues that should be addressed for business recovery with both pre- and post-disaster actions These actions include establishing business recovery centers initiating public outreach campaigns to re-attract businesses and identifying funding sources to extend ESF
18 operations into long-term recovery Key players will include the Coalition of Business
Associations Chambers of Commerce Suncoast Workforce and the Economic Development Corporation of Sarasota County
Other steps can be taken to ease recovery time In the pre-disaster phase this includes
protection of customer data the development of company-based emergency plans for businesses backing up all necessary
information on remote storage sites or portable computer devices and ensuring proper insurance coverage
Short-term recovery steps will keep business
owners updated on the status of conditions that may affect their businesses such as a
timeframe for recovery infrastructure public
works and other key factors that can help them
make informed decisions
97 TRANSPARENCY IN RECOVERY DECISIONS Communications and public outreach play a
critical role in ensuring the transparency of decisions affecting pre- and post-disaster redevelopment The public will be more likely to
accept redevelopment decisions if they
understand the decision-making and funding
disbursement processes Transparency
cultivates an atmosphere of trust between the public and government officials which
contributes to a quicker smoother and more
efficient recovery process Transparency during post-disaster recovery may require greater effort by local government actions because
typical methods of communication may have changed residents may be displaced or concerned with other needs and some
decisions require quick action to prevent delay
of the recovery progress
Florida Sunshine Law Floridas Sunshine law (Florida Statute Chapter 119) governs the inspection and copying of public records It is the policy of this state that all state county and municipal records are open
for personal inspection and copying by any
person Providing access to public records is a
duty of each agency
Florida Open Meetings Law The Florida Open Meetings Law (Florida Statute Chapter 286) governs the extent to which public
meetings are open to the public All meetings of any governmental body where official acts will be taken are public meetings and always open to the public and no resolution rule or formal action shall be considered binding except as
taken or made at such meeting The body must provide reasonable notice of all meetings
Although Sarasota County and local municipalities currently take measures to
ensure that their agencies and departments are compliant with the Sunshine Law different strategies may need to be implemented post-disaster due to shifts in population location and
access to the media
For post-disaster actions it is important that documents are available in a variety of publicly
83
Post‐Disaster Redevelopment Plan
accessible locations such as at public meetings on websites and in local gathering places like
disaster recovery and redevelopment centers
98 METHODS OF EVALUATION AND PROGRESS Developing methods to evaluate the success of communications and outreach efforts is necessary for the county to determine if it is meeting its goals of increasing public awareness and participation This also helps the county to identify how it can improve the quality and quantity of information provided to the public Evaluating existing programs and tools allow the county to assess what does and does not work and take steps to better integrate tools that prepare Sarasota for pre- and post-disaster concerns
Methods for evaluation include periodically surveying the media community organizations and the public during the long-term redevelopment phase to ensure effective and complete communication Surveys gather essential feedback to gauge the success of the outreach message at reaching the targeted audiences or locating any gaps in service This information can be used to determine if messages or procedures require modification to meet the needs of affected residents Public surveys can be performed through a phone polling process mailed to residents andor made available at community meetings local retail establishments and the countyrsquos PDRP website
Progress Indicators Indicators are tools that measure what is actually happening against what was planned The development and use of an information system to track indicators can be a helpful way
to evaluate the progress of redevelopment and should result in improved data-sharing and performance throughout the county It is important that work is accomplished in a timely and cost-effective manner and that the quality of the work meets or exceeds the desired quality standards General qualitative and quantitative indicators that can be used in evaluation include
bull Financial expenditure including tracking
outside resources and how these funds are being used
bull Performance and schedule variance from
set goals or estimated timeline (that is determined after level of damage is
known)
bull Contracting statistics mdash amount of local businesses small or minority businesses
bull Public participation levels mdash interaction and transparency statistics
bull Employment resumption metrics
bull Home occupancy and rental rates
bull Accommodation occupancy rates
bull Standard of living measurements to judge quality of recovery
bull Number of actions and projects started and
accomplished mdash including an estimate of the population that has benefited as a
result if possible
These indicators help officials understand short- and long-term achievement of strategic
objectives related to recovery efforts and
initiatives In the early stages of redevelopment the PDRP Executive Team can develop a system
based on the actual context of the disaster event and what can be accomplished in a
84
Post‐Disaster Redevelopment Plan
realistic timeframe The Sarasota County Communications department can work with local media to publicize this information and periodically update the public on the countyrsquos progress on meeting its indicators The countyrsquos PDRP website is also an excellent venue for displaying these indicators to the public and updating them on progress
85
Post‐Disaster Redevelopment Plan
10 FINANCING
Financing pre-disaster mitigation and post-disaster implementation is essential to ensure Sarasota Countyrsquos long-term resiliency Identifying potential county service and revenue disruptions and discussing their implications for post-disaster redevelopment will help guide pre- and post-disaster actions concerning financial administration Recovery and redevelopment can be expedited during the post-disaster period if issues including alternate sources of funding are addressed prior to a disaster This Chapter is intended to address long-term post-disaster financing considerations which are also connected or in addition to those addressed in Sarasota Countyrsquos Comprehensive Emergency Management Plan
101 PREDICTING REVENUE SHORTFALLS Some revenue sources will temporarily decrease after a disaster At the same time certain budget needs are likely to increase due to recovery and redevelopment needs Understanding current revenue sourcesrsquo vulnerability to disaster and predicting post-disaster shortfalls can greatly benefit a communityrsquos recovery process It allows a community to look for alternative revenue and funding sources before the rush to rebuild It also anticipates likely changes to services and associated costs and helps decision-makers prioritize certain redevelopment efforts This is best accomplished during the pre-disaster stage when there is adequate time to research analyze and plan
Post-Disaster Scenario Planning The accuracy of predicted impacts to revenue and services can be improved through financial predictions based on disaster scenarios in
accordance with those performed by Sarasota
County emergency management personnel This process allows more accurate predictions of revenue loss estimates based on minor major and catastrophic disaster scenarios
Assess Revenue Sources In order to determine what revenue sources may be impacted by a disaster and which ones may fund redevelopment it is necessary to analyze current revenue sources Table 101 identifies Sarasota County revenue sources and ranks the likely level of impact to these revenue sources from a disaster Many of these revenue sources will be disrupted following a major or catastrophic disaster This underscores the need for decision-makers to explore alternative sources of revenue during the pre-disaster period
86
Post‐Disaster Redevelopment Plan
Table 101 Sarasota County Principal Revenue Sources and Potential Impacts for Long-term Redevelopment
Revenue Source Overview Impact
Property Tax Most funds generated by property tax are used for general county operations with the remainder earmarked for operation of the Sarasota County Mosquito Control District the Environmentally Sensitive Lands Protection Program and for limited ad valorem debt service on bonds issued to purchase environmentally sensitive lands In addition there are certain non-countywide property taxes collected to operate the Sarasota County Emergency Medical Services District the Sarasota County Navigable Waterways Maintenance District and the Lighting Districts Additional revenue in this category comes from assessments for FireRescue Solid Waste and Stormwater Management
High Tax bills are mailed in November and due by March 31 an event that takes place during or prior to this period is likely to impact the billings andor collection of this revenue
User Charges for A significant amount of revenue comes from water and sewer monthly High Services rates franchise administration fees public transit fare-box fees landfill
tipping fees and landfill surcharge fees for solid waste collection administration hazardous waste management and Central County Complex management These user charges support the three major enterprise fund operations County Utilities Solid Waste Management and Sarasota County Area Transit (SCAT) Authority
These charges will be disrupted following a major or catastrophic disaster The county cannot rely on high revenues from this if many residents have experienced disrupted service
Tourist Development Tax
The Tourist Development Tax is a 5 tax levied on overnight rental accommodations of less than 6-months duration The tax is allocated 34 for beach maintenance restoration renourishment and erosion control 10 for Sports Stadium and ancillary facilities 10 for Aquatic Nature Center and ancillary facilities 335 for Advertising and Promotion 10 for Cultural and Fine Arts and 25 for Tourism Activities and Attractions
High Tourism will decrease following a major or catastrophic disaster and could result in a significant decrease in this revenue source
Impact Fees There are 10 impact fees charged to new development for the infrastructure needed to serve that new development The types of infrastructure are roads parks libraries fire and rescue emergency medical services water and wastewater law enforcement justice facilities and general government The county also has inter-local agreements with the four municipalities (City of Sarasota City of Venice City of North Port and the Town of Longboat Key) which allow for the collection of impact fees in accordance with the county impact fee system
High New development could stall if the area is impacted by a major disaster and this revenue source could be impacted over a long period of time Impact fees are charged on new development but generally not on rebuilding (unless the new building increases intensity of use or dwelling units from the original building)
Half-Cent Sales Tax 99 of the Half-Cent Sales Tax goes to general county operations with the remainder to fund debt service The tax is collected by the state and distributed to local governments and the county based on taxable sales within the county The proceeds are shared between the city and county governments based on a population formula The tax may be used for any lawful purpose but a set portion of the countyrsquos proceeds must be used to provide county-wide tax relief or to finance county-wide programs
Medium Likely to be disrupted after a major andor catastrophic disaster if many residents are displaced and tourism is impacted Spending for essential goods will increase while nonessential spending may decrease Rebuilding will spur construction materials home furnishing andor auto spending
87
Post‐Disaster Redevelopment Plan
Table 101 (cont) Sarasota County Principal Revenue Sources and Potential Impacts for Long-term Redevelopment
Revenue Source Overview Impact
Infrastructure Surtax The Infrastructure Surtax is a one-cent sales tax levied by the county for the construction reconstruction or improvement of public facilities
Medium Likely to be disrupted after a major andor catastrophic disaster if many residents are displaced and tourism is impacted Spending for essential goods will increase while nonessential spending may decrease Rebuilding will spur construction materials home furnishing andor auto spending
Electric Franchise Fees Revenues from the Electric Franchise Fee are used for debt service road construction and general county operations The fee is provided to the county by Florida Power amp Light (FPL) for the use of rights-of-way within the unincorporated area and is equal to 59 of FPLrsquos billed revenues from residential commercial and industrial electric sales in the unincorporated area
Medium Services may be disrupted following a major or catastrophic disaster interrupting revenues This source of revenue is not as significant as others
Transportation Gas Taxes
Motor Fuel Tax revenues are used for transportation-related expenses including capital improvements operations maintenance and debt service There are five types of motor fuel taxes the 2 cent Constitutional Fuel Tax imposed by the State and distributed to county governments the (1 cent) 7th Cent County Fuel Tax also imposed by the State and distributed to county governments the Six-Cent Local Option Fuel Tax imposed by Sarasota County Ordinance the One-Cent County Voted Fuel Tax approved by county referendum and the Additional Five-Cent Local Option Fuel Tax imposed by Sarasota County Ordinance
Medium Sarasota County could consider a temporary repeal on the Additional Five-Cent Local Option Fuel Tax ordinance to alleviate business and resident financial burdens during recovery
Communications The Communications Services Tax may be used by the county for any Medium Services Tax public purpose including the repayment of debt This revenue currently
goes toward general operations The revenues are generated by a 542 tax on retail sales of communication services in the unincorporated area services include phone cable TV and internet access (except dial-up) The tax is collected by the state and returned to the county monthly
Retail sales of communication services may be disrupted following a major or catastrophic disaster This source of revenue is not as significant as others
State Revenue Sharing The state shares with counties and municipalities a portion of the revenues generated primarily by state sales tax cigarette taxes and intangible personal property taxes The county receives a fixed amount and a fluctuating amount based on population and sales tax collections
Low Not dependent on localized disaster
88
Post‐Disaster Redevelopment Plan
Determine Services and Prioritize Recovery Needs Stakeholders should also determine the principal services and levels of service necessary
under each disaster scenario to meet the needs of the post-disaster actions This includes any
new services not currently provided
Analyzing and compiling this information will guide decisions that prioritize redevelopment needs This process ensures a more objective
method for determining funding and identifying
services that do not require additional financing It can also provide information on the
amount of contingency funds that should be
held in reserve for a disaster event and determine how many funds may be available
through external assistance channels
Financial Reserves Sarasota County Government has adopted a Financial Reserves Policy (Resolution No 2013-125) which includes 17 separate reserves Seven of these reserves are specifically for ContingencyEmergencyDisaster Relief to be
reserved in the General Fund Emergency
Services Utility System Solid Waste Stormwater Planning and Development Funds
(the total is over $75 million) In addition the
Solid Waste Fund has a Debris Removal
reserve of $20 million to $40 million
102 COORDINATION OF PUBLIC AND PRIVATE FUNDING Recovery from a disaster is a very expensive process that will require a substantial amount of funding from multiple sources Establishing procedures to coordinate funding objectives in the pre-disaster phase streamlines both public and private funding later When a disaster hits decision makers will not be left scrambling to figure out the best way to channel financial assistance
The timing of public and private funds may not always coincide when a community needs them In the immediate aftermath of an event there is often a large influx of public and private
funding available from federal disaster grants donations and other private individuals and
organizations Meanwhile grant funding
approval may take a while Donations and immediate assistance from FEMA can also trail off before redevelopment is complete It is
important to keep this funding timeline in mind
as a redevelopment plan is crafted and areas
are prioritized
County Procedures Strong familiarity with the public financial disaster assistance process and programs is necessary to ease these aspects of the long-term recovery process Sarasota County utilizes the established process under the Stafford Act as amended by the Disaster Mitigation Act 2002 for obtaining and administering state and federal disaster assistance When the President issues a disaster declaration that includes Sarasota County the county will receive notice from the state directly as well as through media coverage The Emergency Management Chief will ensure that this information is transmitted to the Executive Policy Group the Emergency Support Functions (ESFs) PDRP Stakeholders Working Group and the PDRP Executive Team for coordination of financial reimbursement with county agencies This transmittal will take place while maintaining compliance procedures for financial transaction accurate accounting grants management document tracking and payroll procedures Each county agency is responsible for the collection and documentation of reimbursement information identification of public assistance projects and submission to Office of Financial Management for countywide consolidation and submission to
FEMA It is the responsibility of the Clerk of the
89
Post‐Disaster Redevelopment Plan
Court to acquire additional staffing to implement the public assistance program
Municipalities The Emergency Management Chief will transmit disaster declaration recovery assistance
information and technical assistance resources
to the municipalities special taxing districts and
nonprofit organizations that perform essential governmental services as described in FEMA
regulations Emergency information will be
transmitted via fax conference calls internet email web media outlets and other communications mechanisms Each city is
responsible for identifying public assistance
projects The recovery staff for the city will coordinate with the state the PDRP Working
Group and the PDRP Executive Team to
implement appropriate programs authorized by
the declaration For further information
regarding the damage assessment process and
the public assistance process review the damage and mitigation chapters of the CEMP
Non-Declared Disaster During a disaster the county recovery activities outlined in Sarasota Countyrsquos CEMP are the same for declared and non-declared disasters with the exception of available federal andor state resources Without a federal disaster declaration financial assistance for victims is limited and heavy reliance is placed on the American Red Cross Salvation Army charitable agencies volunteer donations and insurers Businesses must depend on insurance coverage or obtain loans andor refinancing for recovery The county and municipal governments must meet infrastructure recovery needs through existing operating funds and insurance or resort to bond issues to fund disaster recovery The Unmet Needs Committee may be an additional source of recovery resources and will be convened to identify victimsrsquo needs and possible recovery assistance
Major Post-Disaster Funding Sources Public financial assistance programs that are
available both pre- and post-disaster include
Public Assistance Grant Program FEMArsquos Public Assistance Grant Program provides grant assistance to states local governments and certain non-profit organizations for the repair replacement or restoration of disaster-damaged publicly-owned facilities and certain private non-profit organizations It is designed to alleviate suffering and hardship resulting from presidentially-declared major disasters or emergencies
Community Development Block Grants Community Development Block Grants (CDBG) are administered through the department of Housing and Urban Development (HUD) Some
disasters receive special Disaster CDBG funding These CDBG Disaster Recovery grants are noncompetitive nonrecurring Disaster Recovery grants as directed by statute usually
by a method that considers disaster recovery needs unmet by other federal disaster assistance programs
Hazard Mitigation Grant Program (HMGP) FEMArsquos Hazard Mitigation Grant Program (HMGP) provides grants to states local governments and Native American tribes for long-term hazard mitigation projects following a major disaster declaration It is designed to
reduce the loss of life and property in future
disasters by funding mitigation measures during
the recovery phase of a natural disaster
Florida has also developed a state program known as the Florida Disaster Recovery Fund which serves as a funding and management source for recovery needs that have not been met by relief organizations government agencies and insurance Many corporations and
90
Post‐Disaster Redevelopment Plan
private foundations may donate funding to a program such as the Florida Disaster Recovery Fund or other vehicles after a disaster For more information visit wwwfladisasterrecoveryfundorg
Identifying Funding Resources As part of the Florida PDRP Pilot Project a matrix of funding resources for both pre- and post-disaster funding was prepared This resource can be obtained online through Floridarsquos Department of Economic Opportunity or DEO website wwwFloridaJobsorgPDRP
Another resource that includes both public and
private funding opportunities is The Patchwork
Quilt (Thomas Bowen 2008) This resource guide outlines how agencies can receive funds
from different sources to assist their redevelopment efforts including voluntary organizations non-governmental organizations
(NGOs) or governmental agencies
Finally another helpful resource is a publication titled Financial and Technical Assistance for Florida Municipalities 2012-2013 This resource produced by the Florida League of Cities provides information on grants loans technical assistance and other resources available to Florida municipalities It includes information on various programs for topics such as community development and redevelopment economic development emergency management capital facilities coastal management environmental historic preservation housing and infrastructure To access the publication visit httpwwwfloridaleagueofcitiescomAssets
Files2012-13F-Tgrantsbookforwebpdf
Seeking Private Donations It is important to bear in mind that public
funding sources such as FEMA have specific
objectives In contrast private assistance can arrive without a specific agenda for use With a transparent PDRP in place private donors may
be more inclined to give funds Knowledge of available public funding sources will also
determine gaps that may not be filled by public
grants and loans This is where private funding can help and should be directed The willingness of people and or entities to donate
can be largely influenced by their perception of how well their donations will be managed Establishing relationships with private donors
prior to a disaster may also help speed and
channel assistance more quickly during the
post-disaster period
Private donations can also take the form of land
or easement donations Strategies to take advantage of this form of donation should be explored as part of more sustainable
redevelopment The business community may
also choose to mobilize itself and donate resources that help other businesses to recover more quickly
103 COORDINATION OF NON-GOVERNMENTAL (OR NON-PROFIT) AND VOLUNTEER ASSISTANCE Immediately following a disaster there may be
an influx of volunteers and other aid agencies to support short-term recovery efforts These agencies ndash known as Voluntary Organizations
Active in Disaster (VOAD) ndash include the American Red Cross the Salvation Army the
Mennonites Catholic Charities ChurchWorld
Service and the Presbyterian Disaster Services They contribute a wide range of services such as
91
Post‐Disaster Redevelopment Plan
organizational skills materials funds and
voluntary labor especially for the poor disadvantaged and elderly disaster survivors VOADs may also provide the venue for agencies
to coordinate collaborate communicate and
cooperate on disaster planning training and
response Utilizing these volunteers can be a
substantial asset to the recovery process If a volunteer effort is well-organized and promoted it could also be extended into the long-term recovery period
More information on the National VOAD can be found at wwwnvoadorg On a local level Sarasota County has a similar organization the Sarasota Community Organizations Active in Disaster (Sarasota COAD)
Another source of assistance may come from local NGOs such as environmental groups These organizations typically include groups
whose focus is on housing or community development in non-disaster times NGOs often
do not think of themselves as playing a large
role in the post-disaster planning process yet often they do play a key part Outreach to these stakeholders is critical to help them understand
the importance of their voice in pre- and post-disaster planning efforts
Establishing relationships with both NGOs and
VOADsCOADs prior to a disaster can help
channel assistance more quickly during the post-disaster period It also enables these
groups to grasp some of the potential issues
associated with long-term redevelopment and when necessary play an advocacy or other appropriate role
104 MONITORING AND ENCOURAGING EQUITABLE DISASTER ASSISTANCE The federal government has stated the intent to ensure that all relief and assistance efforts are provided in an equitable and impartial manner For the PDRP to be effective it must take into account that certain segments of Sarasota County will require a greater amount of assistance after a disaster than others The perception of inequality can raise tensions in an already tense post-disaster atmosphere Yet the needs of certain groups can easily be overlooked without proper advocacy and planning
Stakeholder decisions should be reviewed to ensure that the needs of all groups are fully considered during the redevelopment process A pre-disaster assessment of different neighborhoods and populations can be performed to locate elderly low-income minority groups and others who may be less likely to have the resources or means to prepare evacuate and recover from disaster In addition programs should be reviewed prior to implementation to catch any unintended discrimination For example buyout programs can appear to discriminate against low-income neighborhoods because the policies favor acquiring coastal property over inland property for conversion to public parks and to reduce risk
In considering the distribution of assistance
from federal grants a way of tracking equity is
to fully understand who is eligible For example under FEMArsquos Public Assistance Grant Program only local or state governmental organizations
are eligible applicants and only for reimbursement of their own eligible costs Under the Hazard Mitigation Grant Program
92
Post‐Disaster Redevelopment Plan
only local and state governmental units and certain private non-profit organizations are eligible applicants but local governments with jurisdiction may apply on behalf of home or business owners Under the Pre-disaster Mitigation (PDM) Program only state and local governments are eligible applicants but local governments may apply on behalf of private non-profits or home or business owners As sources of disaster funding are identified eligibility criteria should be noted so that disbursements are fairly distributed among all eligible applicants
105 MANAGING DEBT AND RETAINING HIGH BOND RATINGS It is possible that the county will need to issue bonds or other debt to fund some aspects of recovery or even to bridge gaps in revenue Sarasota County currently maintains good bond ratings In November of 2012 Fitch Ratings affirmed its AAA-implied General Obligation (GO) rating on Sarasota County as well as AA ratings with a stable outlook on the majority of the countyrsquos revenue bonds In its affirmation Fitch Ratings noted that the countyrsquos financial operations are well-maintained as evidenced by abundant reserves conservative budgeting practices and high levels of liquidity Ratings also can reflect the strong financial management low debt burden and above-average wealth indicators of the population as well as the current housing market or other economic conditions that impact financial operations capital planning and employment
It is important to recognize the level of debt that may be incurred by different disaster scenarios In the aftermath of a disaster federal assistance is available to help communities with repairs to damaged public facilities FEMArsquos
Public Assistance Program will fund 75 of the
cost of such repairs but the community must cover the remaining 25 Similarly the HMGP which provides grants to protect undamaged
buildings from the impacts of future events through projects such as wind retrofits (eg shutters etc) or flood control will also cover 75 of the cost The remaining balance is the
responsibility of the municipality or the county
where the project involves their public facilities Sarasota County must be prepared for this 25
match for both programs while also recognizing
revenue impacts following a disaster
93
Post‐Disaster Redevelopment Plan
APPENDICES APPENDIX A DEFINITIONS AND ACRONYMS A1 DEFINITIONS OF TERMS Capital Improvement Plan (CIP) A communityrsquos
plan for matching the cost of large-scale
improvementsmdashsuch as fixing roads water and sewer mainsmdashto anticipated revenues such as
taxes and bonds
Comprehensive Emergency Management Plan (CEMP) Operations plan required under Chapter 25238(1) Florida Statutes that defines
the organizational structure chain of command and operational procedure for the preparation response and recovery and mitigation efforts associated with an emergency Includes a basic
plan as well as a recovery annex and a
mitigation annex
Comprehensive Plan A communityrsquos long-range vision for making land use changes preparing capital improvement programs and
regulating the rate timing and location of future growth It is based on establishing long-term goals and objectives to guide the future
growth of a city Elements include economic development environment housing land use recreation and open space and transportation
Damage Assessment A systematic procedure for evaluating damage to public and private property based on current replacement cost The assessment is used to determine if the area
can qualify for federal or state disaster assistance
Disaster Any natural technological or civil emergency that causes damage of sufficient severity and magnitude to result in a declaration of a state of emergency by a county the governor or the President of the United
States Disasters shall be identified by the
severity of resulting damage as follows
1 Catastrophic disaster ndash A disaster that will require massive state and federal assistance including immediate military
involvement
2 Major disaster ndash A disaster that will likely
exceed local capabilities and require a
broad range of state and federal assistance
3 Minor disaster ndash A disaster that is likely to
be within the response capabilities of local government and to result in only a minimal need for state or federal assistance
Disaster Recovery Center (DRC) A facility
established in or near the community affected
by the disaster designed to serve as a referral and information office for state and federal disaster assistance
Emergency Operations Center (EOC) The central direction and control facility for county
disaster response operations Also provides
coordination of resources and services during disaster situations
Emergency Support Function (ESF) A primary
agency or agencies designated to facilitate coordination of disaster response and recovery
activities The Sarasota County CEMP includes
details on the individual ESFs
Hazard Mitigation Grant Program (HMGP) May provide funds to states territories Indian
tribal governments local governments and
eligible private non-profits following a presidential major disaster declaration
94
Post‐Disaster Redevelopment Plan
Local Mitigation Strategy (LMS) Multi-jurisdictional pre-disaster hazard mitigation plan required by the Robert T Stafford Disaster Relief and Emergency Assistance Act as a
condition of federal grant assistance The LMS is implemented by a countywide stakeholder committee
Long-term Redevelopment The process of going beyond restoring all aspects of the
community to normal functions by creating
conditions improved over those that existed
before the disaster Long-term redevelopment is characterized by activities such as
implementing hazard mitigation projects during
rebuilding strengthening building codes changing land use and zoning designations improving transportation corridors building
more affordable housing and developing new economic opportunities
Mitigation Sustained actions taken to reduce
or eliminate long-term risk to people and property from hazards and their effects
National Flood Insurance Program (NFIP) A
federal program enabling property owners in participating communities to purchase
insurance as protection against flood losses in
exchange for state and community floodplain management regulations that reduce future
flood damages Participation in the NFIP is
based on an agreement between communities and the federal government If a community
adopts and enforces a floodplain management ordinance to reduce future flood risk to new
construction in floodplains the federal government will make flood insurance available
within the community This insurance is
designed to provide an insurance alternative to disaster assistance to reduce the escalating
costs of repairing damage to buildings and their contents caused by floods
Post-Disaster Redevelopment Plan (PDRP) A
plan that identifies policies operational strategies and roles and responsibilities for implementation that will guide decisions that affect long-term recovery and redevelopment of the community after a disaster The plan emphasizes seizing opportunities for hazard
mitigation and community improvement consistent with the goals of the local comprehensive plan and with full participation of the citizens Recovery topics addressed in the
plan should include business resumption and
economic redevelopment housing repair and reconstruction infrastructure restoration and
mitigation short-term recovery actions that affect long-term redevelopment sustainable land use environmental restoration and
financial considerations as well as other long-term recovery issues identified by the community
Pre-Disaster Mitigation Grant Program Designed to help states territories Indian tribal governments and local communities implement a sustained pre-disaster natural hazard
mitigation program that reduces overall risk to
the population and structures from future
hazard events while reducing reliance on federal funding for future disasters
Preparedness Pre-disaster activities that ensure people are ready for a disaster and will respond to it effectively It includes steps taken
to decide what to do if essential services break down how redevelopment should occur developing a plan for contingencies and
practicing that plan
95
Post‐Disaster Redevelopment Plan
Public Information Officer (PIO) An emergency
support position responsible for ensuring that sufficient public information and education
about recovery operations and assistance
programs reaches affected citizens and entities
Response Activities that address the immediate and short-term effects of an
emergency or disaster Response activities are contained within the Emergency Support Functions of the Comprehensive Emergency
Management Plan and include immediate
actions to save lives protect property meet basic human needs and restore water sewer and other essential services
Short-term Recovery Includes damage assessments public information temporary
housing utility restoration and debris
clearance Short-term recovery does not include the redevelopment of the built environment economic sector or normal social networks Emergency repairs and minor reconstruction will occur during this phase along with decisions
that may affect long-term redevelopment
Substantial Damage Damage of any origin to a structure that causes the cost of restoring the structure to equal or exceed 50 of the market value of the structure before the damage occurred
Substantial Improvements Any reconstruction rehabilitation addition or other improvement of a structure taking place within a one-year period for which the cost equals or exceeds 50
of the market value of the structure before the
start of construction of the improvement The term includes structures that have incurred
substantial damage regardless of the actual work performed including repetitive loss The term does not include either
bull Any project for improvement of a structure
to correct existing violations of state or local health sanitary or safety code
specifications that have been identified by
a local code enforcement official and that are the minimum necessary to assure safe
living conditions or
bull Any alteration of a historic structure that would preclude the structures continued
designation as a historic structure
96
A2 ACRONYMS
Post‐Disaster Redevelopment Plan
CDBG Community Development Block Grants
CDD Community Development District
CEMP Comprehensive Emergency Management Plan
CHA Coastal Hazards Area
CIP Capital Improvement Program
COAD Community Organizations Active in Disaster
CUCD Center for Urban and Community Design
DEO Florida Department of Economic Opportunity
DRC Disaster Recovery Center
EAR Evaluation and Appraisal Report
EDC Economic Development Corporation
EM Emergency Management
EMS Emergency Medical Services
EOC Emergency Operations Center
ESF Emergency Support Function
ESLPP Environmentally Sensitive Lands Protection Program
FDOT Florida Department of Transportation
FEMA Federal Emergency Management Agency
FPL Florida Power amp Light
GBSL Gulf Beach Setback Line
GIS Geographic Information System
GO General Obligation
GOPs Goals Objectives and Policies
HMGP Hazard Mitigation Grant Program
HOA Homeowners Association
HUD Housing and Urban Development
LDR
LEED
LMS
LRTP
MEC
MOU
MPO
MSBU
MSTU
NFIP
NGO
NOMCVB
NOTMC
NRF
PDM
PDRP
RSZ
SCAT
COAD
SFHA
TBARTA
TBRPC
TDC
TDR
Land Development Regulations
Leadership in Energy and Environmental Design
Local Mitigation Strategy
Long-Range Transportation Plan
Major Employment Center
Memorandum of Understanding
Metropolitan Planning Organization
Municipal Service Benefit Units
Municipal Service Tax Unit
National Flood Insurance Program
Nongovernmental Organization
New Orleans Metropolitan Convention and Visitors Bureau
New Orleans Tourism and Marketing Corporation
National Response Framework
Pre-Disaster Mitigation
Post-Disaster Redevelopment Plan
Residential Sending Zone
Sarasota County Area Transit
Sarasota Community Organizations Active in Disaster
Special Flood Hazard Areas
Tampa Bay Area Regional Transportation Authority
Tampa Bay Regional Planning Council
Sarasota County Tourist Development Council
Transfer of Development Rights
97
Post‐Disaster Redevelopment Plan
APPENDIX B PLANNING PROCESS The Sarasota County PDRP planning process took place in two major phases The first phase was to develop an initial draft PDRP and was conducted between May 2008 and December 2009 To accomplish this a Stakeholder Working Group was convened consisting of a broad array of county staff community leaders barrier island residents representatives of the local municipalities and other coastal stakeholders A consulting firm CSA International was hired to help facilitate the process
The second phase was launched in 2013 for the purpose of revising and finalizing the initial draft for adoption by the county commission in 2014 This effort was accomplished by convening small core teams of subject matter experts to review revise and update each of the initial draft chapters Both major phases included a significant public outreach component that consisted of public workshops webpage informational video public service announcements and local media coverage
B1 PHASE 1 ndash STAKEHOLDERS WORKING GROUP In an effort to create a plan that reflected the
opinions and mindset of the Sarasota community county and municipal employees representatives from local and regional organizations members of the local business
community and residents were invited to join the Stakeholders Working Group The working
group represented a broad spectrum of the community and members each brought their local expertise on aspects of Sarasota County
that could potentially be impacted by a disaster The group was split into four topic-specific subgroups Housing and Planning
Infrastructure Public Facilities and Public Safety Environmental Restoration and Economic Redevelopment Each subgroup had a chair that facilitated break-out sessions and individual subgroup meetings Working group members with specific skills in communications public outreach financial administration and legal considerations were also invited to give functional guidance in reference to plan development and implementation During the 18-month planning process each stakeholder through meetings phone discussions and email communication worked with their subgroups on a variety tasks including 1) identifying defining and prioritizing the issues pertinent to their subgroup topic 2) assessing the countyrsquos existing policies procedures programs and organizations that play a role in long-term redevelopment and 3) developing and prioritizing pre- and post-disaster action strategies Laird Wreford the project manager and chair of the Stakeholders Working Group along with the consultant team facilitated the exchange of information among stakeholders and assisted in providing recovery expertise and data analysis as needed by the subgroups The subgroups provided key information about Sarasota Countyrsquos post-disaster needs which was used by the project team to draft the plan
B2 PHASE 2 ndash REVISEFINALIZE FOR ADOPTION Building on the 2009 draft small core teams were convened in 2013 comprised of subject matter experts for each draft chapter Each core team was charged with reviewing its assigned chapter and revising language where needed adding specificity where lacking updating
98
Post‐Disaster Redevelopment Plan
information that is not current and evaluating action steps for appropriateness and feasibility Staff from the following specialty areas were
integral to updating revising and finalizing the
draft chapters Planning and Development Emergency Management Communications Economic Development Sustainability Parks
and Natural Resources Financial Management and Office of the County Attorney A focused public outreach effort was launched building on the earlier stakeholder involvement This public outreach period was inclusive and
took advantage of gaining input through a
variety of forms An organized group of residents representing the unincorporated
barrier islands (the Barrier Island League or BIL) has been engaged throughout the development of the PDRP They have been the most active community group and have worked closely with
staff on the draft plan with their primary focus
on Chapter 5 Housing and Planning The BIL has provided written feedback and raised key issues and concerns throughout the process which were successfully addressed by staff Each of the four Sarasota County municipalities participated in the original stakeholder working group and provided input to that process For the Phase 2 effort the county requested each municipality to designate a staff representative to the project The municipality representatives were convened and asked to coordinate the plan review and feedback for each of their municipalities The ultimate goal is for the municipalities to adopt or endorse the PDRP making it a true countywide plan To accomplish this each municipality has been invited to provide general input relevant to the base PDRP and prepare a separate appendix that will incorporate additional specifics to increase applicability to their respective
citytown
99
-
Post‐Disaster Redevelopment Plan
APPENDIX C RELEVANT COMPREHENSIVE PLAN POLICIES The following table identifies relevant goals Redevelopment Plan These policies were used
objectives and policies from the Sarasota to inform issues and actions presented in
County Comprehensive Plan that relate to Chapters 5-8 as well as the discussion on plan different elements of this Post-Disaster integration in Chapter 3
Sarasota County Comprehensive Plan Goals Objectives and Policies Related to Post Disaster Redevelopment Planning
Comprehensive Plan Chapter Goal Objective or Policy Page Category
Economic Development
Policy 112 Sarasota County will support as appropriate the development of education facilities and programs to meet the demands of a continuously adapting workforce
8-34 Economic Development
Economic Development
Policy 151 Protect and enhance the resources of the natural environment as they positively enhance the quality of economic development 8-39 Economic
Development
Economic Development
Goal 2 Enhance the effectiveness and efficiency of overall economic development efforts through coordination collaboration and cooperation with federal state regional and local authorities
8-41 Economic Development
Economic Development
Objective 21 Provide a coordinated and cohesive economic development program that represents the needs and desires of Sarasota Countyrsquos citizens
8-41 Economic Development
Economic Development
Goal 3 Achieve a diversified and sustainable economic base in Sarasota County to minimize the vulnerability of the local economy to economic fluctuations
8-42 Economic Development
Future Land Use Goal 1 Preserve protect and restore the integrity of the natural environment historic and archeological resources neighborhoods and preserve agricultural uses consistent with resource protection
9-47 Environmental
Future Land Use Policy 118 Sarasota County will coordinate efforts to acquire public lands for conservation preservation and open space 9-49 Environmental
Future Land Use Policy 1111 Normal management practices associated with maintaining and restoring native habitats such as controlled burning within public and private ConservationPreservation areas shall be permitted
9-50 Environmental
Future Land Use Policy 1112 All development and redevelopment shall be consistent with the Primary Components of the Historic Preservation Chapter 9-50 Environmental
Environment Goal 1 Protect maintain and where deemed necessary in the public interest restore the Barrier Island beach and estuarine systems of Sarasota County
2-128 Environmental
Environment Objective 11 Construction activities on or off the shore of the barrier islands shall not detrimentally impact the barrier island system 2-129 Environmental
Environment Policy 111 Enforce Sarasota County Ordinances pertaining to construction seaward of the countyrsquos Gulf Beach Setback Line and Barrier Island Pass Hazard Line
2-129 Environmental
Environment
Policy 112 Hardening of Gulf beaches or passes shall be prohibited unless such hardening has been found to be in the public interest A hardening project that is determined to be in the public interest shall not impact lateral public pedestrian access and shall minimize adverse impacts to coastal processes and resources neighboring properties and the values and functions of beaches and dune systems and provide mitigation where determined by the Board of County Commissioners to be appropriate Permanent disruptions to natural coastal processes and long-term erosion impacts shall be considered in deliberations
2-129 Environmental
100
-
Post‐Disaster Redevelopment Plan
Sarasota County Comprehensive Plan Goals Objectives and Policies Related to Post Disaster Redevelopment Planning
Comprehensive Plan Chapter Goal Objective or Policy Page Category
Environment
Policy 114 In order to restore barrier island coastal processes and beach habitat existing derelict shore protection structures located seaward of a beach nourishment projects Erosion Control Line (ECL) shall be removed where practicable
2-129 Environmental
Environment
Policy 115 Notwithstanding any other policies or principles for evaluating development proposals in this Chapter that would conflict with the construction of a County Coastal Restoration Project the Board of County Commissioners may approve and construct a County Coastal Restoration Project provided the Coastal Restoration Project satisfies the following criteria bull Impacts to environmental resources shall be minimized and mitigated in
accordance with County state and federal permitting requirements and where these requirements conflict the more stringent requirements shall be followed
bull Impacts to lower quality habitats and resources shall be considered and used in the project before impacts to higher quality habitats and resources are considered and used
For purposes of this policy a County Coastal Restoration Project shall be a County-initiated and managed inlet restoration spoil island restoration waterways maintenance beach nourishment or dune restoration project
2-129 Environmental
Environment
Policy 123 By 2009 develop a Beach and Inlet Management strategy with a monitoring program for Sarasota County incorporating regional coordination and interaction to bull assess the nature and extent of coastal erosion bull monitor the effectiveness of beach restoration programs bull determine the effect of storm events on sand movement bull identify dominant coastal processes which would aid in evaluating permit
applications and coastal decision making bull incorporate the long- term effects of sea level rise within the management
policies bull identify the impacts of modified inlets on historic erosion rates bull identify beach segments with common erosionaccretion histories bull recommend beach management strategies for each segment including
maintenance bull identify potential impacts to existing environmental conditions bull identify and assess impacts to marine habitats and wildlife bull ensure beach management strategies are environmentally sound and bull develop a long term strategy for areas of chronic erosion
2-130 Environmental
Environment Policy 224 Utilize the countys regulatory authority to restore damaged wetlands to their natural state 2-134 Environmental
Environment
Policy 225 The county should participate in the Gulf of Mexico Alliance discussions on the health and restoration of the Gulf especially the eastern portions The county shall cooperate in advancing the understanding of system dynamics and the Board of County Commissioners shall consider relevant initiatives for support
2-135 Environmental
Environment
Policy 226 Maintain a program of coastal systems data collection and analysis to assist in the protection of natural systems and in long-range post-disaster planning Coordinate with existing programs to ensure appropriate ecological data is available for required data analyses
2-135 Environmental
101
-
Post‐Disaster Redevelopment Plan
Sarasota County Comprehensive Plan Goals Objectives and Policies Related to Post Disaster Redevelopment Planning
Comprehensive Plan Chapter Goal Objective or Policy Page Category
Environment Goal 4 Protect maintain and where necessary restore the natural resources of Sarasota County to ensure their continued high quality and critical value to the quality of life in the county
2-136 Environmental
Environment
Policy 421 Utilize the countyrsquos regulatory authority to encourage shoreline softening rather than shoreline hardening practices Where practical shoreline planting and enhancement projects shall be required during development orders proposing shoreline hardening in accordance with Policy 223 Require effective vegetative buffer zones for all new construction adjacent to watercourses wetlands and bays
2-137 Environmental
Environment
Policy 4514 The county shall implement and update where necessary guidelines in the Land Development Regulations (LDR) Zoning Ordinance andor other existing regulations which regulate development and specify the necessary design standards to protect environmentally significantsensitive areas (for example Barrier Islands floodplains watersheds and water recharge areas) and on properties adjacent to Public ConservationPreservation Lands
2-144 Environmental
Environment Policy 4515 The county shall protect mangroves to the fullest extent allowed by County and State law 2-144 Environmental
Environment
Policy 4516 Maintain and promote rural and natural resource land management practices such as prescribed burning including a requirement that all new development in the Rural area or areas adjacent to Public ConservationPreservation Lands shall as part of the development review process recognize and protect existing rural and natural resource land management practices
2-145 Environmental
Environment
Includes a Chapter on Coastal Zone Management Coastal Disaster Planning that details the current way that hazard mitigationemergency management are integrated into the LMS as well as includes an overview of the current PDR Chapter
2-152-169 Environmental
Economic Development
Policy 153 Preserve and enhance sensitive natural resources including beaches wetlands estuaries historic resources scenic vistas and other unique natural resources through public acquisition andor regulatory protection
8-39 Environmental
Future Land Use
Policy 423 The county will encourage utilization of alternative methods to fund redevelopment other than Community Redevelopment Area with Tax Increment Financing The alternative funding tools may include but are not limited to the Capital Improvement Plan (CIP) Neighborhood Matching Grants program special financing mechanisms such as improvement taxing districts Municipal Service Benefit Units (MSBU) Municipal Service Tax Unit (MSTU) and Community Development District (CDD) state funding such as Community Development Block Grants (CDBG) private ndash public partnerships or establishing a dedicated redevelopment fund
9-96 Financial Administration
Capital Improvements
Policy 115 Proposed expenditure of public funds that subsidize or enable land development in Coastal High Hazard Areas shall be limited to those projects identified in the Environment Chapter
10-32 Financial Administration
102
-
Post‐Disaster Redevelopment Plan
Sarasota County Comprehensive Plan Goals Objectives and Policies Related to Post Disaster Redevelopment Planning
Comprehensive Plan Chapter Goal Objective or Policy Page Category
Capital Improvements
Policy 143 Capital improvements proposed to be added to the Five Year Schedule of Capital Improvements (Table 10-3) shall be evaluated with project selection criteria that consider but are not limited to the following factors bull the relationship to relevant chapters of the Comprehensive Plan bull the elimination of public hazards bull the elimination or mitigation of existing deficiencies bull the impact on the annual operating and capital budgets bull location in relation to the Future Land Use Map bull the accommodation of new development and redevelopment facility
demands bull the financial feasibility of the proposed project and bull the relationship of the improvement to the plans of State agencies and
the Southwest Florida Water Management District
10-38 Financial Administration
Environment
The Local Comprehensive Emergency Management Plan is essential to proper hurricane evacuation and post hurricane recovery However the Hurricane Plan addresses only the short term aspects of post hurricane planning A long term post hurricane disaster plan also an important document for any coastal county to develop should address two aspects of disaster planning hazard mitigation and post hurricane redevelopment Public safety financial and natural resource concerns need to be considered Due to the current coastal densities and the related amounts of public investment hurricanes pose potentially expensive costs to the
2-165 General
Mitigation amp Recovery
community including loss of life damage to private structures and public infrastructure loss of employment tax base and shelter A long term hurricane disaster plan provides an opportunity to avoid some of the problems associated with storm events by preparing the community in advance
Future Land Use
Barrier Islands are recognized as a unique land use category Development on the Barrier Islands is of special concern due to problems associated with hurricane evacuation potential for storm damage and the sensitive nature of coastal habitats Previously it was recognized that total preservation or conservation of the Barrier Islands was preferable but development of one dwelling unit per acre was acceptable consistent with development patterns on Manasota and Casey Key The higher densities found on Siesta Key were recognized yet prohibited from further increases by a 1979 Planning Department Study and subsequent down zoning in 1982 On the Future Land Use Map the Barrier Islands are represented as a homogenous land use classification to underscore the special considerations attendant to any future development or redevelopment The future distribution extent and location of generalized land uses are not portrayed for the Barrier Islands because it is the continued policy of Sarasota County that the intensity and density of future development not exceed that allowed by existing zoning Thus future land uses on the Barrier Islands will remain essentially the same as the land uses shown on the ldquoExisting Land Use Map - Sarasota County - 2003 (under separate cover)
9-15 Housing amp Planning
103
-
Post‐Disaster Redevelopment Plan
Sarasota County Comprehensive Plan Goals Objectives and Policies Related to Post Disaster Redevelopment Planning
Comprehensive Plan Chapter Goal Objective or Policy Page Category
Future Land Use
Concern for the future development and redevelopment of the Barrier Islands warrants special consideration which necessitates treating the Barrier Islands differently than the urban areas Thus the reduction of densities on the Barrier Islands is encouraged particularly in locations where the number of platted lots of record or the underlying zoning is more intense than the existing use There are vested rights attendant in both of these situations The Zoning Ordinance establishes the Barrier Islands as a Sending Zone to facilitate the transfer of development rights To date however there have been no rights transferred from the barrier islands
9-16 Housing amp Planning
Future Land Use
Policy 112 Barrier Islands are designated on the Future Land Use Map to recognize existing land use patterns and to provide a basis for hurricane evacuation planning and disaster mitigation efforts The intensity and density of future development on the Barrier Islands of Sarasota shall not exceed that allowed by zoning ordinances and regulations existing as of March 13 1989 except that with respect to lands zoned RMF as of that date and consistently so thereafter a non- conforming duplex whose density exceeds the density
9-48 Housing amp Planning
restrictions of the zoning ordinances and restrictions may be rebuilt within the footprint of the structure or a non-conforming multifamily structure may be demolished and a duplex rebuilt in its place within the prior footprint of the multi-family structure without violating this policy
Future Land Use
Policy 113 The Coastal High Hazard Area is defined as the area below the elevation of the Category 1 storm surge line by the Sea Lake and Overland Surges from Hurricane Model generated by the Southwest Florida Regional Planning Council
9-48 Housing amp Planning
Future Land Use
Policy 114 Residential development within the adopted Coastal High Hazard Area shall conform to the following 1 In the event that a residential structure located within the adopted
Coastal High Hazard Area is voluntarily destroyed or destroyed by natural forces the redevelopment of said property must conform to the underlying zoning in accordance with Policy 112
2 The provisions of this policy shall not be construed as restricting the rebuilding of a single family residence on an existing lot-of-record provided that such property meets all requirements pertaining to construction in the Coastal High Hazard Area
3 In the event that natural forces render a property located in the Coastal 9-48
Housing amp Planning
High Hazard Area unbuildable or reduce the development potential of a property as allowed by the prior acreage and the underlying zone district utilization of the Transfer of Development Rights concept will be encouraged Development Rights in such cases shall be determined based upon pre-disaster conditions and
4 The reduction of densities and intensities including the vacation of platted lots of record shall be encouraged by the use of the Barrier Island Sending Zone for the transfer of development rights
Future Land Use
Policy 116 No development order shall be issued which would permit development in 100 year floodplains as designated on Federal Emergency Management Agency Flood Insurance Rate Maps or adopted county flood studies or on floodplain associated soils defined as Soils of Coastal Islands Soils of the Hammocks Soils of Depressions and Sloughs and Soils of the Floodplains and shown in Figure 2-2 that would adversely affect the function of the floodplains or that would degrade the water quality of water bodies associated with said floodplains in violation of any local State or federal regulation including water quality regulations
9-49 Housing amp Planning
104
-
Post‐Disaster Redevelopment Plan
Sarasota County Comprehensive Plan Goals Objectives and Policies Related to Post Disaster Redevelopment Planning
Comprehensive Plan Chapter Goal Objective or Policy Page
Category
Future Land Use Policy 117 Discourage the intensification of land uses within Hurricane Vulnerability Zones 1 amp 2 (Figure 2-8) consistent with Future Land Use Policy 112 and Environment Policy 511
9-49 Housing amp Planning
Future Land Use
Policy 318 To address the need for Affordable housing when the following criteria are met residential development up to 25 dwelling units per acre may be approved by the Board of County Commissioners bull Thirty percent of the units qualify as Affordable housing (those making less than
100 percent of Area Median Income (AMI) as calibrated for family size) and no less than 10 percent of the total units shall be affordable to those making less than 80 percent of AMI (as calibrated for family size)
bull The development is located within frac14 mile of a transit route bull The site is not located within a Hurricane Vulnerability Zone 1 or 2 (See Figure 2-8) bull The development is certified as a green development bull The affordability of the units shall be preserved in perpetuity bull The request is supported by a jobshousing balance study bull The parcel is not located on a barrier island bull The Future Land Use designation of the property is
o Commercial Center (excluding Neighborhood Commercial Centers) o Commercial Corridor o Major Employment Center o Major Government Use o OfficeMulti-Family Residential
Sarasota County shall adopt an Ordinance of implementing regulations by January 2007 which shall require each parcel utilizing these provisions to be subject to a public hearing
9-69 Housing amp Planning
Future Land Use Policy 3211 The rezoning of additional lands on the Barrier Islands for commercial or office uses shall be prohibited 9-85 Housing amp
Planning
Future Land Use Policy 321 Increased residential density to create Affordable Housing may be approved by the Board of County Commissioners pursuant to Policy 318 within Commercial Centers (excluding Neighborhood Centers) and Commercial Corridor designations
9-86 Housing amp Planning
Future Land Use Policy 335 Increased residential density to create Affordable Housing may be approved by the Board of County Commissioners pursuant to Policy 318 within Light Office and OfficeMulti-Family Residential designations
9-87 Housing amp Planning
Future Land Use Policy 348 Increased residential density to create Affordable Housing may be approved by the Board of County Commissioners pursuant to Policy 318 within Major Employment Center designated areas
9-89 Housing amp Planning
Future Land Use
Objective 41 Encourage redevelopment opportunities utilizing smart growth principles to transform underutilized properties andor properties struggling with economic viability into developments that sustain and improve the economy community and environment
9-94 Housing amp Planning
Future Land Use
Policy 425 The county will utilize the County Planning programs as described in Future Land Use Goal 5 to address the adverse consequences such as gentrification and benefits that occur with redevelopment Strategies should include but are not limited to the provision of affordable housing through mixed use developments alternative housing types and increased residential densities where appropriate
9-96 Housing amp Planning
Future Land Use Objective 51 Establish and implement county planning programs that will provide broad-based community involvement and conversation address development redevelopment and infill opportunities and constraints and enhance neighborhoods
9-96 Housing amp Planning
105
-
Post‐Disaster Redevelopment Plan
Sarasota County Comprehensive Plan Goals Objectives and Policies Related to Post Disaster Redevelopment Planning
Comprehensive Plan Chapter Goal Objective or Policy Page
Category
Future Land Use
Policy 514 The Strategic Initiatives Planning Program shall be a pro-active program established to allow the county to act as a catalyst and partner for development redevelopment and infill projects that improve the natural social economic and built environment of Sarasota County and the region The Strategic Initiatives Planning Program will include the following components bull Leverage County resources to support the communityrsquos goals bull Coordinate community partnerships and resources to implement Strategic
Initiatives projects bull Support County objectives and initiatives including smart growth
sustainability and healthy communities bull County will act as a liaison through the life cycle of the Strategic Initiatives
process and bull Enhance community awareness of and participation in County objectives
and initiatives
9-98 Housing amp Planning
HistoricalPreservation
Policy 151 Evaluate development proposals to avoid minimize or mitigate adverse impacts on historic resources within Sarasota County through the use of various techniques such as establishment of conservation easements protective covenants and local historic designations Mitigation measures shall be designed to preserve reclaim and compensate for as many of the values of the historic resource as are adversely affected Mitigation may also include other measures to assure preservation of significant elements of the resources disturbed such as transfer to a public or nonprofit agency for curation purposes andor contribution to a special fund dedicated to historic preservation andor architectural salvage andor HABS (Historic American Building Survey) documentation with priority given to methods that lead to saving an intact resource on site or if not feasible then off site
1-38 Housing amp Planning
HistoricalPreservation
Policy 154 Review applications for Construction Alteration and Demolition Permits Tree Removal Permits Water and Sewer Permits On Site Wastewater Treatment and Disposal System Permits Coastal Zone Setback Variances Water and Navigation Control Authority Major Work Permits and Right of Way Permits for significant Historic Resources in accordance with the Sarasota County Historic Protection Ordinance for the purpose of avoiding minimizing or mitigating adverse impacts on the Historic Resources
1-39 Housing amp Planning
HistoricalPreservation Policy 158 Create and implement a historic resource disaster plan and incorporate it as appropriate into Sarasota Countyrsquos Local Mitigation Strategy 1-40
Housing amp Planning
Housing
Goal 1 Enhance Sarasota Countyrsquos sustainability as a community by encouraging the development of affordable safe and sanitary housing with variety in type density size tenure (rental and ownership) cost and in various locations to accommodate the needs preferences and financial capabilities of current and future residents
7-23 Housing amp Planning
Housing Policy 111 Accommodate the production of a diversity of type and price housing through land use zoning and Critical Area Plans to encourage a broad range of housing opportunities
7-23 Housing amp Planning
Housing Policy 117 Identify land use changes that can maximize Affordable and Workforce housing opportunities Consider appropriate sites for higher densities greater heights and infill development along transportation corridors
7-24 Housing amp Planning
Housing Policy 1110 Actively lead and facilitate greater community participation and regional participation in helping solve the housing needs of households with income under the area median income
7-24 Housing amp Planning
106
-
Post‐Disaster Redevelopment Plan
Sarasota County Comprehensive Plan Goals Objectives and Policies Related to Post Disaster Redevelopment Planning
Comprehensive Plan Chapter Goal Objective or Policy Page
Category
Housing Objective 12 Increase the supply of housing affordable for extremely low very low low and moderate-income future and existing residents 7-25
Housing amp Planning
Housing
Policy 122 Increase the production of affordable rental housing and ownership housing through Community and Affordable Housing amendment to the zoning ordinance which may include the opportunity to utilize a density bonus provision and requirements to preserve affordability in perpetuity in conjunction with incentives for the creation of Affordable and Community housing
7-25 Housing amp Planning
Housing Policy 128 Facilitate the creation of developments with Community housing that provide longer-term and in-perpetuity affordability through homeownership nonprofit ownership resident-owned cooperatives and land trusts
7-26 Housing amp Planning
Housing
Policy 129 Create more fully integrated neighborhoods through the development or redevelopment of mixed income and affordable in-fill housing and through the placement of Affordable housing units in neighborhoods that do not already have high levels of low-income housing
7-26 Housing amp Planning
Housing Objective 13 Provide for the development of accessible housing and appropriate supportive services so that equal housing opportunities are available to special needs populations
7-27 Housing amp Planning
Housing Policy 131 Support the development of accessible and Affordable senior rental housing in close proximity to support services 7-27
Housing amp Planning
Housing
Policy 137 Continue to fund as feasible emergency shelters transitional housing permanent supportive housing and appropriate supportive services for people who are homeless including families single adults and unaccompanied youth
7-28 Housing amp Planning
Housing Policy 146 Prohibit discrimination in all aspects affecting the sale rental or occupancy of housing based on status or other arbitrary classification 7-30
Housing amp Planning
Housing Policy 152 Promote the repair improvement and rehabilitation of housing and encourage replacement of substandard housing to enhance quality of life in neighborhoods
7-30 Housing amp Planning
Housing Policy 153 Ensure public safety and neighborhood stability by requiring owners to repair substandard housing or as a last resort demolish dangerous housing 7-30
Housing amp Planning
Housing Policy 154 Coordinate code enforcement with rehabilitation and housing assistance programs 7-30
Housing amp Planning
Housing Policy 155 Pursue prompt judicial action when needed to resolve code violations 7-30
Housing amp Planning
Housing Policy 1511 Sarasota County shall evaluate alternate sites andor consider the redesign of federal state or locally funded projects in order to avoid the displacement of persons from their homes or place of business
7-31 Housing amp Planning
Housing
Policy 1516 Identify preserve and retain historic structures Support new redeveloped or rehabilitated neighborhoods that incorporate historically important architectural buildings standards and details that support neighborhood heritage and sense of place See Historic Preservation Chapter
7-32 Housing amp Planning
107
-
Post‐Disaster Redevelopment Plan
Sarasota County Comprehensive Plan Goals Objectives and Policies Related to Post Disaster Redevelopment Planning
Comprehensive Plan Chapter Goal Objective or Policy Page
Category
Housing Policy 1517 Support public and private actions that improve the physical and social environment of areas that have a concentration of low-income households or lack infrastructure
7-32 Housing amp Planning
Housing Policy 1518 Discourage the involuntary displacement of low-income residents from their community while expanding housing opportunities to create more balanced neighborhoods
7-32 Housing amp Planning
Environment
Policy 511 Development orders that adversely impact evacuation routes critical locations on site hurricane shelter provisions and proximity to off-site shelter facilities within Hurricane Vulnerability Zones 1 and 2 (Figure 2-8) shall be discouraged in the county
2-170 Housing amp Planning
Environment
Policy 512 By 2007 the county shall develop and implement a long- term post hurricane disaster recovery plan that at a minimum considers the following Maintain natural defenses of coastal system Avoid or minimize repetitive loss Improve construction standards Establish redevelopment policies Address erosion due to wave action and recession of the waters
2-170 Housing amp Planning
Environment
Policy 521 New and existing manufactured home developments undergoing site changes such as but not limited to expansion will establish on site sheltering for 100 percent of the developments residents provided the shelter meets certain locational criteria Sarasota County Emergency Management shall review and approve the development plans for shelter facility design in accordance with American Red Cross 4496 Guidelines
2-172 Housing amp Planning
Environment Policy 523 Encourage hotelmotel development in the storm category 3 4 and 5 zones rather than in storm category 1 and 2 zones 2-172 Housing amp
Planning
Environment
Policy 524 Coordinate research and planning efforts between County Planning Services and Emergency Management the Southwest Florida Regional Planning Council and other appropriate agencies in order to continue to update the pertinent Chapters of the Sarasota County Comprehensive Emergency Management Plan and the Local Mitigation Strategy to develop a post hurricane disaster plan that addresses long term repair and redevelopment activities
2-172 Housing amp Planning
Environment
Policy 526 New County buildings so designated by the Board of County Commissioners shall be designed and constructed in such a way that enables them to be utilized for hurricane shelter with an increase required wind performance of 20 mph over and above the 130 mph building code requirement Retrofit existing public buildings to increase wind resistance
2-173 Housing amp Planning
Environment Objective 53 Limit additional public investment in order to restrict further concentrations of population in the Coastal High Hazard Area 2-173 Housing amp
Planning
108
-
Post‐Disaster Redevelopment Plan
Sarasota County Comprehensive Plan Goals Objectives and Policies Related to Post Disaster Redevelopment Planning
Comprehensive Plan Chapter Goal Objective or Policy Page
Category
Environment
Policy 4514 The county shall implement and update where necessary guidelines in the Land Development Regulations (LDR) Zoning Ordinance andor other existing regulations which regulate development and specify the necessary design standards to protect environmentally significantsensitive areas (for example Barrier Islands floodplains watersheds and water recharge areas) and on properties adjacent to Public ConservationPreservation Lands
2-144 Housing amp Planning
Economic Development
Policy 1413The county will encourage redevelopment by establishing strategies such as mixed use and increased densities in the goals objectives and policies of the Future Land Use Element
8-38 Housing amp Planning
Housing Policy 163 Encourage the use of environmentally sensitive development practice to minimize the effects of growth on the countyrsquos natural resource systems 7-33
Housing amp Planning
Environment
Housing
Policy 1211 The Office of Housing and Community Development in partnership with Planning amp Development Services and the countyrsquos Public Information Department shall provide public education awareness programs to provide the community with a better understanding of programs that are available to encourage the production and preservation of Community housing and to meet the need for Community housing within the county
7-26 Housing amp Planning
Housing Policy 1214 Conduct and maintain an inventory by June 2006 of all surplus county-owned land and foreclosed properties that could be used to promote the development of Community housing
7-27 Housing amp Planning
Housing
Policy 1215 Encourage the continued operation of existing manufactured home parks and subdivisions and the replacement of existing older manufactured or mobile homes with new code approved manufactured homes on site in properly zoned manufactured home or mobile home parks and subdivisions
7-27 Housing amp Planning
Housing
Policy 1216 To support the creation of Affordable housing Sarasota County shall encourage the development of Affordable housing in association with schools parks hospitals and places of worship through amendments to the Sarasota County Zoning Ordinance that will facilitate such joint development opportunities
7-27 Housing amp Planning
Housing
Policy 132 Provide assistance for low very low and extremely low income seniors to maintain and improve their homes including but not limited to financial grants and loans and referral to community-based support agencies with the objective of improving the feasibility of keeping seniors in their community
7-28 Housing amp
PlanningFinancial Administration
Housing Policy 144 The Housing Fund shall be used to promote the development preservation rehabilitation and purchase of Affordable housing 7-29
Housing amp PlanningFinancial
Administration
Housing Policy 147 Preserve existing Community housing inventory through rehabilitation loans and programs available to qualified homeowners through State and federal housing programs including HOME and SHIP
7-30 Housing amp
PlanningFinancial Administration
Housing
Policy 133 Enable the elderly to remain in their own neighborhoods as their needs change by supporting co-housing shared housing accessory dwellings smaller homes and other assisted residential living arrangements and by informing seniors on market based options to remain in their homes
7-28 Housing amp Planning
Infrastructure
Housing
Policy 139 Integrate special needs housing in residential and commercial environments with access to public transit shopping public amenities and supportive services The allowable density of such facilities shall be determined based on the densities as shown on the future land use map
7-29 Housing amp Planning
Infrastructure
Environment
Policy 522 All new developments with community facilities in the storm category 1 2 and 3 zones shall be required to meet hurricane shelter design standards Developments with community facilities in the storm category 4 and 5 zones shall be encouraged to meet these standards
2-169 Infrastructure amp Public Facilities
109
-
Post‐Disaster Redevelopment Plan
Sarasota County Comprehensive Plan Goals Objectives and Policies Related to Post Disaster Redevelopment Planning
Comprehensive Plan Chapter Goal Objective or Policy Page
Category
Environment
Policy 531 The construction or reconstruction of County funded facilities or infrastructure in the Coastal High Hazard Areas shall be prohibited except for passive recreation facilities and those necessary to ensure public health and safety
2-173 Infrastructure
amp Public Facilities
Environment
Policy 532 Utilize the countys power of eminent domain and regulatory authority to relocate threatened andor damaged structures and infrastructure landward of the Coastal High Hazard Area consistent with the availability of budgeted funds purchase property for relocation
2-173 Infrastructure
amp Public Facilities
Environment
Policy 533 Special High Hazard Area taxing zones as necessary will be created to help pay for the relocation landward of the Coastal High Hazard Area the reconstruction andor protection of storm damaged public infrastructure and facilities and shelters to ensure public health and safety
2-173 Infrastructure
amp Public Facilities
Transportation
Policy 113 All construction and maintenance of the thoroughfare system shall be consistent with the Environment Plan specifically bull to reduce where practicable the maintenance of transportation facilities in
Coastal High Hazard Areas subject to repeated storm damage and consider the relocation of facilities when determined to be in the best interest of the public health safety and welfare and
bull to discourage the expansion of existing transportation facilities on or onto the urbanized Barrier Islands unless a) the expansion will not encourage the further development on the Barrier Islands b) the expansion will provide for the safe movement of traffic and the migration of wildlife where appropriate and c) the expansion will assist in the safe evacuation of the resident and seasonal population
6-76 Infrastructure
amp Public Facilities
Public Schools
Policy 143 Consistent with Environment Chapter Policy 525 continue to coordinate efforts to build new school facilities and facility rehabilitation and expansions to be designed to provide emergency shelters Sarasota County will continue to fulfill the requirements of Chapter 1013372 Florida Statutes such that as appropriate new educational facilities will serve as public shelters for emergency management purposes
12-19 Infrastructure
amp Public Facilities
Public Buildings and Facilities
Policy 353 Consistent with Environment Chapter Policy 525 continue to coordinate efforts to build new school facilities and facility rehabilitation and expansions to be designed to provide emergency shelters
5-58 Infrastructure
amp Public Facilities
Intergovernmental Coordination
Policy 115 Sarasota County shall actively seek out regional partnerships to address regional issues and to strengthen the countyrsquos negotiating position Statewide in major issues and topics
11-53 Public
Outreach
Future Land Use
Policy 424 The county will advocate and work collaboratively with community organizations to provide community awareness and education for redevelopment strategies such as the benefits and value of redevelopment and the principles of sustainability and smart growth
9-96 Public Outreach
Environment
Policy 515 The Sarasota County Emergency Services Business Center shall continue its public awareness campaign relating to hurricane evacuation and mitigation hazardous materials fire prevention and mitigation and the 9 1 1 Program throughout Sarasota County
2-171 Public
Outreach
110
Post‐Disaster Redevelopment Plan
APPENDIX D REGULATIONS The following regulations relate to the authority to develop and implement a Post-
D1 STATE REQUIREMENTS FOR PDRP DEVELOPMENT All communities in Florida have already begun planning for pre-disaster mitigation and the immediate response in the post-disaster period through the Local Mitigation Strategy and Comprehensive Emergency Management Plan respectively Chapter 163 of the Florida Statutes requires that local governments with jurisdiction over coastal lands prepare a coastal management element in their Comprehensive Plan based on studies surveys and data (Chapter 1633177(6)(g) FS) It further requires that the coastal element contain a redevelopment component outlining the principles to be used to eliminate inappropriate and unsafe development in the coastal areas when the opportunity arises Local governments that are not required to prepare coastal management elements are encouraged to adopt hazard mitigationpost-disaster redevelopment plans which should at a minimum establish long-term policies regarding redevelopment infrastructure densities nonconforming uses and future land use patterns (Chapters 1633177(7)(l) and (2) F S)
Statutory requirements do not currently
identify a specific state agency responsible for reviewing the plan nor does it state specific language to be used for detailed standards Communities may tailor their PDRP to best address their hazards recovery and redevelopment from potential disasters
Disaster Redevelopment Plan as described in Chapter 4 of the plan
D2 EMERGENCY POWERS Chapter 25238 of the Florida Statutes emergency management powers of political subdivisions gives counties the authority to manage emergencies countywide It calls for the creation of an emergency management agency in each county that will be the liaison with the state and will coordinate post-disaster activities within the county municipalities and school board Chapter 3 of the chapter lays out the emergency powers granted to each county including expending funds invoking mutual aid and ensuring performance of public work in an emergency
D3 LOCAL AUTHORITY TO DEVELOP A PDRP The Coastal Zone Management Section of Chapter 2 - Environment of the Sarasota
County Comprehensive Plan contains the
following goal objective and policy relating to a Post-Disaster Redevelopment Plan
ENV Goal 5 Lessen the impact of a destructive storm on human life public facilities infrastructure and coastal natural resources in
Sarasota County
ENV Objective 51 Educate the public about appropriate hurricane response including
sheltering in place sheltering with friends and family public shelters and evacuation as
directed by Emergency Management officials
111
Post‐Disaster Redevelopment Plan
ENV Policy 512 By 2007 the county shall develop and implement a long-term post-disaster hurricane disaster recovery plan that at a minimum considers the following
bull Maintain natural defenses of coastal system
bull Avoid or minimize repetitive loss
bull Improve construction standards
bull Establish redevelopment policies
bull Address erosion due to wave action and
recession of the waters
112
- Post Disaster Redev Plan 2014 Sec 1 p1
-
- Table of Contents
- 1 Introduction
-
- 11 WHAT IS A POST-DISASTER REDEVELOPMENT PLAN
-
- Types and Levels of Disaster
- Timeframe
- Jurisdictions
- Dynamic Plan
-
- 12 GOALS
- 13 INTERACTION WITH OTHER PLANS
-
- Post Disaster Redev Plan 2014 Sec 2 p7
-
- 2 Vulnerability
-
- 21 HAZARDS ADDRESSED
-
- History
- Storm Surge and Erosion
- Inland Precipitation
-
- 22 ANALYSIS SOURCES
- 23 SOCIAL VULNERABILITY
-
- Demographic Profile
- Storm Surge Vulnerability
- Housing
- Dependent Populations
-
- 24 LAND USE VULNERABILITY
-
- Transportation and Utilities
- ResidentialCommercial
- Agricultural
-
- 25 ECONOMIC VULNERABILITY
-
- Business Exposure to Storm Surge
- Property Tax Vulnerability
-
- Post Disaster Redev Plan 2014 Sec 2 p23
-
- 26 CRITICAL AND ESSENTIAL FACILITIES VULNERABILITY
-
- Essential Facilities
- Transportation
-
- 27 SEA LEVEL RISE (SLR)
-
- Coastline Vulnerability Increased by Sea Level Rise
- Storm Surge Vulnerability Increased by Sea Level Rise
-
- References
-
- Post Disaster Redev Plan 2014 Sec 3 p34
-
- 3 Institutional Capacity
-
- 31 LOCAL PLANS POLICIES AND ORDINANCES
-
- Sarasota County Comprehensive Plan
- Sarasota County Code of Ordinances
-
- Coastal Setback Code
- Sarasota County Flood Damage Prevention Ordinance
-
- Sarasota County Economic Development Strategic Plan
- Sarasota County Unified Local Mitigation Strategy (LMS) 2010
- Sarasota County Comprehensive Emergency Management Plan (CEMP)
- SarasotaManatee Metropolitan Planning Organization 2035 Long Range Transportation Plan
- Strategic Beach Management Plan for the Southwest Gulf Coast Region
- Other Programs and Procedures
-
- 32 COORDINATING WITH STAKEHOLDERS
-
- Housing and Planning Subgroup
- Infrastructure Public Facilities and Public Safety Subgroup
- Economic Redevelopment Subgroup
- Environmental Restoration Subgroup
-
- 33 RECOMMENDATIONS FOR ENHANCING CAPACITY
-
- Staffing
- Volunteers
- Procedure and Processes
- Insurance
-
- Post Disaster Redev Plan 2014 Sec 4 p43 edit
-
- 4 implementation
-
- 41 AUTHORITY
-
- Plan Integration
- Jurisdiction
- Pre- and Post-disaster Action Items
-
- 42 TYPE AND LEVEL OF DISASTER
-
- Type of Disaster
- Defined Levels of Disaster
-
- 43 DISASTER PHASES
- 44 Operational STRUCTURE
-
- Pre-disaster Implementation
-
- Decision-making
- Staff
- PDRP Core Groups
-
- Post-disaster Implementation
-
- Decision-making
- Staff
- PDRP Core Groups
-
- 45 TIMEFRAME AND TRANSITIONS
-
- Post-disaster Activation
-
- Triggers and Milestones for Transitioning Between Recovery Periods
-
- Emergency Response
- Short-term Recovery
-
- Milestones that may mark the end of the short-term recovery period include
-
- Long-term Redevelopment
-
- Short-term and Long-term Implementation
- Regional State and Federal Coordination
-
- Post-disaster Deactivation
-
- 46 PLAN MAINTENANCE AND UPDATING
-
- Annual Monitoring and Reporting
- Major 5-Year Update
- Post-disaster Update
-
- 47 TRAINING
-
- Annual Exercise
- Staff Training
-
- 48 CONTINUED PUBLIC INVOLVEMENT
-
- Post Disaster Redev Plan 2014 Sec 5 p58 REV
-
- 5 Housing and Planning
-
- 51 Housing Recovery Goal
- 52 Housing Recovery Focus Areas
- 53 Planning Goal
- 54 Planning Focus Areas
- 55 Planning Mechanisms for Redevelopment
-
- Visioning Charrettes Public Workshops and Redevelopment Plans
- Financial Incentives
- Zoning Regulations and Design Standards
- Hazard Mitigation Grant Program
- Public Acquisition Programs
- Transfer of Development Rights Conservation Easements
- Deed Restrictions and Covenants
- Education and Public Outreach Programs
-
- 56 Comprehensive Plan Evaluation Appraisal Report Recommendations
-
- Post Disaster Redev Plan 2014 Sec 6 p66
-
- 6 Infrastructure Public Facilities and Public Safety
-