HomeMy WebLinkAboutDocumentation_Regular_Tab 04_8/11/2022Agenda Item #4.
Regular Council
STAFF MEMO
Meeting: Regular Council - Aug 11 2022
Staff Contact: Department:
11
Presentation of Palm Beach North Chamber of Commerce Disaster Resiliency Plan - Noel Martinez,
President & CEO, Palm Beach North Chamber of Commerce, and Chip Armstrong, Chair of the
Chamber's Economic Development Committee
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our Accessibility Feedback Form, sending an e-mail to the Village Clerk or calling 561-768-0443.
PROJECT NAME: BUDGET: N/A ENCUMBERED: N/A
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Projected Remaining:
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Letter to Town Manager June 8, 2022
PBN Disaster Resiliency Action Plan
PBN Resilience Action Plan Presentation Village of Teguesta
Page 11 of 499
Agenda Item #4.
PALM BEACH NORTH
CHAMBER OF COMMERCE
Dear Town Manager:
/ am pleased to announce that the Palm Beach North Disaster Resiliency Plan is complete. The completion of the
p|anistheGrststepinmaNngPalmBeach NorthanasiUcnLregion ondwas possible because ofyour /nput.
The four major components of this plan address how our region can mitigate, prepare for, respond to, and recover
from extreme weather, climate change, public heath, and technology're|ated emergency events. This Resilience
Action Plan considers input received from all ten municipalities, the public, local businesses, and regional partners
on the region"s potential vulnerabilities and areas at risk. The Palm Beach North Chamber of Commerce,local
governments, and businesses in the region should undertake following steps to begin moving this plan forward:
• Continue regularly scheduled meetings of the Palm Beach North Disaster Resiliency Task Force to coordinate
efforts and oversee implementation ofthe plan
• Identify a champion or organization to lead each strategy in the action plan
• Commit resources to plan implementation and seek grants and other available resilience -related funding
opportunities to support resilience planning, development, education, and training activities
� Review, prioritize,, and initiate the short-term actions identified, such as creating Community Emergency
Response Teams
° Begin additional analyses or research
• Develop performance metrics or indicators linked to the actions to monitor implementation and evaluate
the success ofthis initial phase
• Seek opportunities to promote the Disaster Resilience Plan and implementation efforts., beginning with an
invitation to Florida's Chief Resilience Officer to attend a meeting of the Palm Beach North Chamber of
Commerce
This effort isafirst step ininitiating broader action among Palm Beach North residents and businesses to improve
regional resilience and help shape detailed vulnerability assessmentsmndresUenceotrategiesfortheregion|nthe
f uiure. /lo ok forward to con tin uIng to work togeth er to ens ureRalm Be ach North isoresifientregion!
Sincerely.,
Noel Martinez ~
President &CEO
Palm Beach North Chamber ofCommerce
Palm Beach North Chamber "f Commerce
sszoPGA Blvd, Stazoo Palm Beach Gardens, p/3z41a
Agenda Item #4.
CAMBRIDGE
SYSTEMATICS
Palm Beach North Resilience Action Plan
prepared for
Palm Beach North Chamber of Commerce
prepared by
Cambridge Systematics, Inc.
May 31, 2022
wwvP.@qkh4y�?b6w
Agenda Item #4.
Palm Beach North Resilience Action Plan
prepared for
Palm Beach North Chamber of Commerce
prepared by
Cambridge Systematics, Inc.
2101 West Commercial Boulevard, Suite 3200
Fort Lauderdale, FL 33309
date
May 25, 2022
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Agenda Item #4.
Palm Beach North Resilience Action Plan
Table of Contents
1.0 Introduction............................................................................................................................................1
2.0 Regional Risks and Vulnerabilities......................................................................................................1
2.1 Outreach........................................................................................................................................1
2.2 Preliminary Analysis of Risks and Vulnerabilities..........................................................................3
2.2.1 Flooding Events................................................................................................................3
2.2.2 Storm Surge......................................................................................................................4
2.2.3 Sea Level Rise..................................................................................................................5
2.2.4 Extreme Heat....................................................................................................................6
2.3 Stakeholder Workshop...................................................................................................................7
3.0 Action Plan............................................................................................................................................11
3.1 Cross -Cutting Actions..................................................................................................................11
3.2 Mitigation......................................................................................................................................12
3.3 Preparedness...............................................................................................................................14
3.4 Response.....................................................................................................................................17
3.5 Recovery......................................................................................................................................18
4.0 Roles and Responsibilities..................................................................................................................19
4.1 Mitigation......................................................................................................................................19
4.2 Preparedness...............................................................................................................................20
4.3 Response.....................................................................................................................................21
4.4 Recovery......................................................................................................................................21
5.0 Next Steps.............................................................................................................................................21
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List of Tables
Table 2-1
Local Government Ranking of Vulnerabilities and Risks..........................................................2
Table 2-2
Business Ranking of Vulnerabilities and Risks........................................................................2
Table 3-1
Cross -Cutting Actions.............................................................................................................11
Table3-2
Mitigation Actions....................................................................................................................13
Table 3-3
Preparedness Actions.............................................................................................................15
Table3-4
Response Actions...................................................................................................................18
Table3-5
Recovery Actions....................................................................................................................19
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Agenda Item #4.
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List of Figures
Figure 2-1
The 100-Year and 500-Year Flooding Scenarios.....................................................................4
Figure 2-2
Storm Surge Scenarios by Hurricane Strength........................................................................5
Figure 2-3
Sea Level Rise Intermediate -High 2050 Projection..................................................................6
Figure 2-4
High Emission 2100 Scenario for Number of Extreme Heat Days Per Year ............................7
Figure 2-5
Extreme Weather Risks............................................................................................................9
Figure2-6
Climate Change Risks..............................................................................................................9
Figure 2-7
Technology Related Risks......................................................................................................10
Figure 2-8
Public Health Related Risks...................................................................................................10
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About This Document
This document was prepared by Cambridge Systematics, Inc., under contract to the City of Palm Beach
Gardens, and in support of the Palm Beach North Disaster Resiliency Task Force, a coalition of public,
private, and civic organizations working together to develop a Resilience Action Plan for northern Palm
Beach County. Preparation of this document is supported by the Florida Department of Economic
Opportunity through a Community Planning Technical Assistance Grant #P0409.
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Agenda Item #4.
Palm Beach North Resilience Action Plan
1.0 Introduction
The northern portion of Palm Beach County (Palm Beach North), consisting of Palm Beach Gardens, Riviera
Beach, Juno Beach, Jupiter, Jupiter Inlet Colony, Mangonia Park, Lake Park, Palm Beach Shores, North
Palm Beach, and Tequesta, has been one of the fastest growing parts of Florida for the past few decades.
Home to more than 196,000 residents and more than 9,400 businesses, Palm Beach North is Florida's
"Prosperity Coast" with a unique combination of a growing economy and a high quality of life.
Extreme weather events, such as flooding, storm surge, and extreme heat, are threatening the safety and
prosperity of the region with the potential to cause injuries and fatalities, damage infrastructure, and disrupt
business operations. Such impacts are potentially growing in magnitude with increasing temperatures,
intensifying precipitation events, and rising sea levels due to climate change. In addition, environmental
hazards — like water and air pollution — can contribute to chronic diseases like cancer or to acute illnesses
like heat exhaustion. Pandemics, like COVID-19, and the potential spread of other diseases create
challenges to protecting public health, which is compounded by the growing numbers of residents, industries,
visitors, and freight movement in the region. Moreover, potential technological risks such as electricity or
internet failures or cybersecurity threats could add to the stress of managing emergencies as our reliance on
technology increases.
The Palm Beach North Resilience Action Plan will help the region mitigate, prepare for, respond to, and
recover from extreme weather, climate change, public heath, and technology -related emergency events. The
project team developed the Resilience Action Plan with input from municipalities, the public, local
businesses, and regional partners who were solicited to gather available information on the region's potential
vulnerabilities, identify areas at risk, and create a plan for building resilience in the region. With oversight
from the Palm Beach North Chamber of Commerce's Disaster Resiliency Task Force, this effort is a first step
in initiating broader action among Palm Beach North residents and businesses to improve regional resilience
and help shape detailed vulnerability assessments and resilience strategies for the region in the future.
2.0 Regional Risks and Vulnerabilities
In developing this Action Plan, the project team identified potential risks and vulnerabilities in Palm Beach
North through outreach to local government, businesses, and regional organizations; a preliminary desktop
analysis of impact from selected hazards; and a stakeholder workshop.
2.1 Outreach
The project team conducted a series of outreach efforts to understand the vulnerabilities and risks of most
concern to businesses and local governments in the region. These include:
A Palm Beach North Local Government Resilience Action Plan Survey distributed to the 10 Palm Beach
North municipalities.
• A Palm Beach North Business Resilience Action Plan Survey conducted with local businesses.
Interviews with leaders from regional organizations, including the Florida Department of Transportation,
Florida Power and Light, Palm Beach County, Palm Beach Transportation Planning Agency, and
Treasure Coast Regional Planning Council.
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The top five risks ranked by local governments (Table 2-1) are flooding; high wind and heavy rain associated
with hurricanes/coastal storm events; storm surge; sea level rise; and threats to cybersecurity. The top five
risks ranked by businesses (Table 2-2) are loss of power, communications, or utilities; epidemics; threats to
cybersecurity; human -caused acts (e.g., hazardous materials spills, acts of terrorism, etc.); and flooding.
Among the set of risks survey participants were asked to rank, flooding and threats to cybersecurity fell
within the top five greatest risks impacting both community and business resilience. Local governments and
businesses are impacted by environmental risks such as heavy rain associated with hurricanes and tropical
storm events that have the potential to cause flooding, storm surge, and the loss of power, communications,
and utilities. In both cases, participants identified risk of drought, extreme heat, and environmental pollution
as less of a concern to the region today. Participants identified "other" risks, including supply chain
disruptions.
Table 2-1 Local Government Ranking of Vulnerabilities and Risks
Overall Rank
Vulnerability Risk
1
Flooding
2
High wind and heavy rain associated with hurri(
3
Storm surge
4
Sea level rise
5
Threats to cybersecuri
6
Environmental pollutic
7
Epidemics
8
Extreme heat
9
Acts of terror
10
Drought
Table 2-2 Business Ranking of Vulnerabilities and Risks
Overall Rank
Vulnerability/Risk
1
Loss of power, communications, or utilities
2
Epidemics
3
Threats to cybersecurity
4
Human -caused acts
5
Flooding
6
High wind
7
Storm surge
8
Sea level rise
9
Extreme heat
10
Environmental pollution
11
Drought
12
Other
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Agenda Item #4.
Palm Beach North Resilience Action Plan
In addition to identifying and ranking risks, the surveys and interviews created an inventory of plans, projects,
programs, guidance, tools, and other resources that can be used to address resilience. For instance, the
team identified opportunities to collaborate among existing entities with resilience initiatives, including those
of the Treasure Coast Regional Planning Council, Palm Beach County Office of Resilience, and the Coastal
Resilience Partnership formed by the seven south Palm Beach County municipalities. Business and local
government participation in developing the Palm Beach County Local Mitigation Strategy, Community Rating
System, and county and utility emergency management exercises presented opportunities for building
resilience in the region. The effort also highlighted several opportunities for the local governments and
businesses in the Palm Beach North region to enhance collaboration and coordination across key partners
and agencies to build the region's resilience. For full details, please refer to the Inventory of Existing
Resilience Plans and Policies Technical Memorandum dated February 28, 2022.
2.2 Preliminary Analysis of Risks and Vulnerabilities
Following the outreach effort, the project team conducted a preliminary risk and vulnerability analysis to
assess the impact of flooding, storm surge, sea level rise, and extreme heat within the Palm Beach North
region. These four risks were chosen given their readily available and timely data sources, including the
Federal Emergency Management Agency Flood Insurance Rate Map, National Oceanic and Atmospheric
Administration Sea, Lake, and Overland Surges from Hurricanes model (also know as the SLOSH Model),
Sea Level Scenario Sketch Planning Tool, and the U.S. Climate Resiliency Toolkit. This analysis identified
the potential occurrence and severity of these risks over the next few decades based on available data,
tools, and maps, as well as areas, assets, and communities that could be impacted by such risks. The
socioeconomic makeup of the region and community characteristics like access to broadband Internet was
overlayed with the potential impacted areas by different stressors to identify areas of additional vulnerability
and opportunities to improve the resilience of the region.
Key findings and maps from the preliminary analysis are described in the following sections. Full details of
this analysis are available in the Preliminary Identification of Potential Vulnerabilities and Risks Technical
Memorandum dated February 28, 2022. It should be noted that this preliminary analysis is not a
comprehensive vulnerability assessment of the region. The information provided here is for planning
purposes only; more detailed assessments of vulnerabilities and risks are needed to evaluate potential
strategies.
2.2.1 Flooding Events
The assessment of flooding used the 100-year and 500-year floodplain areas from the statewide digital flood
insurance map data (2019) from the Federal Emergency Management Agency. These reflect the statistical
likelihood of 1 percent or 0.2 percent chance for a storm/flood event for 100-year and 500-year floodplain
areas, respectively (also sometimes called the 1 percent and 0.2 percent recurrence -intervals). Current
climate trends suggest more sustained precipitation during rain events in the future. If that is the case, the
statistical likelihood of heavier rain occurrence may increase. The 100-year and 500-year floodplains are
shown in Figure 2-1.
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Figure 2-1 The 100-Year and 500-Year Flooding Scenarios
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The 500-year floodplain covers most of the region's periphery. The 100-year floodplain should be especially
planned for, as it is likely to happen more often. The 100-year floodplain covers a large portion of the region,
including much of the intracoastal and coastal regions. A particular area of concern is along 1-95 from
Northlake Boulevard to SR-710, where there is significant industrial future land and where there are higher
levels of traditionally underserved residents, such as elderly, disabled, low-income, minority, Native
American, limited English proficiency, and limited literacy populations.
2.2.2 Storm Surge
The project team conducted the assessment of storm surge risk from hurricanes using the 2017 storm surge
depth inundation data from the Florida Division of Emergency Management, which uses the NOAA SLOSH
model. Storm surge projections are shown in Figure 2.2. This shows the storm surge inundation area for
Category 1 hurricanes in the darkest shade, as that is the most critically vulnerable area. More area inland is
vulnerable to stronger (lower likelihood) storms and the Category 5 storm surge inundation zone represents
the maximum area (worst case scenario) of the region vulnerable to coastal flooding due to a hurricane.
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Agenda Item #4.
Palm Beach North Resilience Action Plan
Figure 2-2 Storm Surge Scenarios by Hurricane Strength
INDIANTOWN RID
L..._. I Study Area
[ether Palm Beach County
Storm Surge zones
_ Category 1
Category 2
Category 3
Category 4
Category 5
-----_--- .-� :, r---------------------
Tequesta jMartin
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-----------------
_ — ,palm Beach Jupiter
t`,
_ ..4 4.5 1 2
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`=)Cala'ny Mlles
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There is significant vulnerability in the region to storm surge. Much of the coastal areas and waterfront areas
of Jupiter and Tequesta, for example, are at risk from Category 2 or lower hurricane impact. Also, the areas
of Juno Beach bordering the intracoastal show high risk from hurricane storm surge. However, the southern
inland part of the region, which has some significant flooding risk, traditionally underserved communities, and
significant industrial land use, is relatively less impacted by storm surge risk.
It is important to note the transportation facilities at risk of storm surge, as response and recovery efforts in a
major hurricane event could be impacted by damage to the transportation infrastructure. US 1 mostly
traverses higher land relative to surrounding areas, but other roads such as SR-A1A; Indiantown Road,
Pennock Lane, and Center Street in Jupiter; Tequesta Drive in Tequesta; and other important connecting
and arterial roads could be compromised by storm surge in a major storm event. Emergency planning efforts
in the region should take this into account.
11 'i Sea Level Rise
The project team assessed the potential risk of sea level rise using data from the Sea Level Scenario Sketch
Planning Tool developed by the University of Florida GeoPlan Center, which analyzes current flood risks and
future flood risks using various sea level rise (SLR) scenarios. The Sea Level Scenario Sketch Planning Tool
mapped SLR scenarios by county using local tide gauge data and various sea level projection curves. The
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Agend %ImteJelfNorth Resilience Action Plan
projection used for this analysis was the intermediate -high projection for 2050 (NOAA 2017).1 The SLR
inundation areas are shown in bright pink in Figure 2.3.
Figure 2-3 sea Level Rise Intermediate -High 2050 Projection
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SLR projections in the region are smaller in geography. However, they represent potentially permanent
changes in sea and tidal inundation. Any locations currently experiencing issues with king tides could
experience them to a greater extent and some areas not currently experiencing noticeable issues could do
so in the future. The two vulnerable areas are: north of the region in the creek and inlet waterfront areas and
on the John D. MacArthur Beach State Park area of North Palm Beach. SLR is expected to create ongoing
and increasing impacts on infrastructure, businesses, and residences. Adaptation and mitigation of such
impact will require long-term planning, design, construction, and possible relocation or managed retreat. As
of now, the predictions do not heavily impact the areas with more traditionally underserved communities, but
there is always cause for thought on how to address dealing with SLR in a fair and equitable manner.
2.2.4 Extreme Heat
The project team assessed the potential risk of extreme heat using the statistical downscaled CMIP5 model
in the Localized Constructed Analog dataset.2 This data shows the number of days per year with
temperatures projected to top above 100 ' F by the end of the century under a high emission scenario. The
For comparison, this projection estimates about 16 inches above 2000 mean sea level, while the short term (2040)
estimates in the Southeast Florida Regional Compact Unified Sea Level Rise Projection: 2019 Update is 10-17 inches
above 200 mean and the medium term (2070) estimate is 21-54 inches above 2000 mean.
2 LOCA statistical downscaling—LOCA Statistical Downscaling (Localized Constructed Analogs). http://Ioca.ucsd.edu/
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Agenda Item #4.
Palm Beach North Resilience Action Plan
current count for the county is below 10 days per year. This projection estimates a drastic increase in days of
extreme heat, which can be disruptive to the region. The results are shown in Figure 2.4.
Figure 2-4 High Emission 2100 Scenario for dumber of Extreme Heat Days
Per Year
----------------
`Jeque'N
Martin
--------------------- �] f Reach
jj y1,---T...�....r
up
�' U 0.5 1 2
— `_...I L l'l e
INDIANTOVA R❑ I �'
Miles
L.
Jupiter
k
Extreme Heat (days above 1000 F)
132 - 134
130 - 131
128 - 129
124 - 127
121 - 123
119 - 12€t
115 - 118
111 - 114
- _ I Study Area
Other Palm Beach County
Juno• •�: �, �,
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Aan oni
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Sources: Sources:
1 0 10"N Extreme Heat, U.S_ Climate Resiliency Toclklt, 201S. i!
Extreme heat impacts business and residential activities, including the agricultural industry, outdoor workers,
construction and materials, and walking and biking.
The traditionally underserved, particularly lower income residents may need assistance with cooling if they
cannot afford energy costs or reliable air conditioning. Public cooling shelters/centers are one option to
provide distressed populations with a refuge from the heat. Many industries could be impacted in their daily
work, and water need/demand could noticeably increase relative to population growth. Materials for building
and transportation infrastructure may need to be altered to endure more high heat exposure. These are all
planning considerations for managing the possibility of higher extreme heat in coming decades.
Stakeholder Workshop
To further support the development of the Palm Beach North Resilience Action Plan, a stakeholder workshop
was held on March 31, 2022 to set priorities among potential risks and impacts to the Palm Beach North
region, identify and prioritize strategies the Palm Beach North region should consider addressing these risks,
and identify partner roles and responsibilities to implement these strategies. Thirty-six stakeholders from
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within and outside the Palm Beach North region participated in the workshop, including local governments,
businesses, resilience organizations, medical and educational facilities, and utilities.
During the workshop, stakeholders participated in four breakout groups covering Extreme Weather, Climate
Change, Technology, and Public Health, to provide inputs on risks and impacts to the Palm Beach North
region, as shown in the four figures below. The potential strategies discussed and prioritized during the
workshop inform the development of this action plan and are described in Section 3.0.
A full summary of the workshop as well as a copy of the workshop agenda and list of participants are
available in the Stakeholder Workshop Technical Memorandum dated April 19, 2022. Participants in the
workshop discussed that extreme weather events such as flooding, storm surge, heavy precipitation, and
extreme heat, have the potential to cause damage to public infrastructure and personal properties, cause
electricity or internet outages, and disrupt business operations, education, transportation management, and
many other activities. A specific concern was raised about losing access to critical resources such as gas,
electricity, cash, medicines, and clean water, and essential services, such as pharmacies, banks/ATMs, and
grocery stores. Potential technological risks such as electricity or internet failures or cybersecurity threats
could add to the stress of managing emergencies due to people's reliance on technology. Power or internet
outages could also limit people's access to digital records, such as credit card information, passwords,
insurance records, and inventory databases, which could make it difficult to conduct personal or business
activities. Such impacts are potentially growing in magnitude due to climate change, causing disruption to
supply chain, tourism, and the agriculture industry, and creating long-term negative impacts on the
environment, labor force, and the region's quality of life.
Maintaining effective communication during emergency events is another challenge raised by the
participants. On the one hand, the access to various websites, social media, or other digital platforms and
channels of communication could be hampered by power outages during an emergency. On the other hand,
excessive information, including competing or misinformation, could make it difficult for people to identify the
knowledge they need quickly during an emergency, such as weather forecasts, evacuation or shelter -in -
place notices, availability of food or gas, or contact information for emergency respondents.
People's mobility will also be impacted if an emergency event causes transit service to stop operating or
make it unsafe to drive due to damage to traffic signals. There is also a concern for whether electric vehicle
charging stations will be out of service due to power outage.
Participants also discussed potential risks related to public health, such as the pandemic, chronic diseases
due to water or air pollution, acute illnesses like heat exhaustion after a storm, and mental stress related to
climate change. These challenges will be especially significant to high -risk or traditionally underserved
communities, such as the elderly, disabled, or low-income populations. Participants expressed concern
about how to address the combined effect of public health concerns during weather related emergency
events, and with technological challenges.
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Agenda Item #4.
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Figure 2-5 Extreme Weather Risks
Loss of access to Interruption
essential Business
resources and Education
service Traffic operation and
management
* Gas
* Fuel
a Energy
Supply chain
disruption
• Including impact on
emergency response
and recovery
Loss of lives and
Environmental
properties
Impact
* Fatality or i njuries
Public health
from wind, debris, Or
concerns from
deterioration
contaminated water,
* Home displacement
rodents, mold, dead
animals
Figure 2-6 Climate Change Risks
Intensified Natural
Disasters
Flooding
Storm Surge
• Sea Level Rise
• Extreme Heat
Drought
Population
migration
* Loss of workforce
Loss of residents
Long-term
migration
* Population loss
0 Tax revenue
reduction
Infrastructure
damage
• Impact structure
safety & building
integrity
Increased insurance
cost
Disruption Environmental
Agriculture impact
Tourism Damage to eco-sy,tem
Supply chain • Decrease water quality
Infrastructure
failure
@ Increased insurance Mental health
cost
o Cascading effect concerns
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Figure 2-7 Technology Related Risks
Challenges to
�
Power outage effective Supply chain
• Lights, AC Loss of access to communication disruption
• smart devices essential service • Lack of access to • Food
• traffic lights • ATMs • smart devices • Fuel
• electric vehicle Internet/online • Household goods
• pharmacies platform disruptio
• digital resources • Specialized
and records Too much electronics
information
/misinformation
Figure 2-8 Public Health Related Risks
I IIness
•Panderr,ic
-Travel illness
&Mosquito -borne illness
after a major storm
•Heat after a storm due to
loss of power
*Cold snaps
Limited access to
critical supplies and
services
t Quality healthcare
• Clean water
t Medical supplies
Communication
ch allenges to
distribute public
safety information
Increase mental
health issues
• stress from pandemic
• climate change impacts
on youth
Challenges faking
u n d erserrred/h igh-
riskcommunities
• Elderly, disabled, babies
• Healthcare workers and
first responders' families
during storm events or
pandemic=.
Cybersecurity,
• Business records
• Personal data
ftb-
Disks from
hazardous materials
Threat to food
security post storms
ki
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Agenda Item #4.
Palm Beach North Resilience Action Plan
3.0 Action Plan
Building upon input from stakeholders, this section presents actions to improve resilience during the four
phases of emergency management: mitigation, preparedness, response, and recovery. These actions are
intended to be an initial set of priorities; recommendations for next steps and future actions are identified in
Section 4.0. For each action in the tables that follow, the action plan identifies the timeframe for
implementation (short-term: < one year, medium -term: 1 — 3 years, long-term: 3 — 5 years); whether the
action should be led locally or coordinated regionally; and whether the Palm Beach North Chamber of
Commerce may play a role in advancing or facilitating implementation. The ID numbers do not imply priority
but are provided for easy identification.
3.1 Cross -Cutting Actions
Building resilience in the Palm Beach North region should start with establishing strong, clear goals that
define the region 3s vision and specify the objectives or steps to achieve these goals. Goals should be specific
and measurable. They should state exactly what needs to happen, where, when, and with whom to give
clear direction to the planning process and narrow the focused actions in measurable ways. It is important to
also identify performance metrics or indicators that are linked to resilience goals and strategies to monitor
progress and evaluate success.
Improving resilience in Palm Beach North requires a collaborative effort. Promoting leadership, education,
and empowerment in government, community, and business organizations is necessary to foster
coordination across the region and identify clear roles and responsibilities to lead and support the
development and implementation of resilience policies and strategies. Table 3-1 shows cross -cutting
strategies that could be applied to all phases of emergency management.
Table 3-1 Cross -Cutting Actions
1 Establish resilience goals and objectives for the Palm Short-term
Regional
Beach North region.
Incorporate resilience goals and objectives into the
2 planning process and functions of government Long-term
Regional
agencies and business communities.
Develop resilience performance metrics/indicators for
public and private critical infrastructure linked to
3 Short-term
Regional
goals, timing, and strategies to monitor adaptation
and mitigation progress and evaluate success.
Promote leadership, education and empowerment in
4 government, community, and business organizations Short-term
Regional
to identify roles and responsibilities for developing
and implementing resilience policies and strategies.
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Create a community flyer/guide with key informational
resources for emergencies, including shelter
locations, evacuation routes/directions, emergency
hotlines/contacts, websites/radio channels/other ways
to stay informed, etc., and make it easily accessible tc
residents and businesses in both digital and non -
digital formats.
Establish a Community Emergency Response Team
6 (CERT) to facilitate emergency preparedness and
take response actions until the professional
responders arrive.
Partner with the Coastal Resilience Partnership in
7 southeast Palm Beach County, Sustainable Palm
Beach County, and the Palm Beach League of Cities
on resilience planning initiatives.
Identify a single voice to represent the Palm Beach
North business community during a disaster to
B coordinate, share business impacts, and enhance
communication with the Palm Beach County
Emergency Operations Center.
Participate in the South Florida Regional Climate
Change Compact workshops and Annual Climate
9 Leadership Summit to share knowledge, engage
leadership across sectors, and mobilize the
collaboration needed to build a resilient region.
Strengthen relationships between the business
community and the Palm Beach County Office of
10 Resilience to ensure that investments in resilience
offer a good return and demonstrate that Palm Beach
County is a place where people want to live, and
businesses want to invest.
Participate in Palm Beach County's Local Mitigation
11 Strategy development to secure post -disaster funding
and Community Rating System to help reduce flood
insurance costs.
12 Identify resilience -related funding or grant
Lopportunities.
Increase awareness and coordination with local,
13 regional, state, and national entities during the
process of distributing Federal Emergency
Management Agency funding to municipalities.
3.2 Mitigation
Mitigation strategies are actions that prevent or reduce the cause, impact, and consequences of disasters.
As shown in Table 3-2, mitigation strategies include updates to planning practices and regulations, structure
and infrastructure projects, natural system protection, as well as approaches to enhance education and
awareness.
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Agenda Item #4.
Palm Beach North Resilience Action Plan
Understanding the risks and vulnerabilities that are common in a region is the foundation of hazard
mitigation, which is also the prerequisite for many resilience -related grant opportunities. Most of the plans,
projects, programs, guidance, tools, and other resources in the Inventory of Existing Resilience Plans and
Policies Technical Memorandum (February 28, 2022) do not address mitigation. The actions in the table
below are meant, in part, to address this gap. It is important to incorporate mitigation plans when planning for
future infrastructure and businesses.
Given the uncertainty of resilience risks and vulnerabilities, stakeholders recommended a Dynamic Adaptive
Pathway Planning approach which specifies immediate actions to address the near future and keeps options
open to adapt when better data and information becomes available.
Many mitigation strategies involve enhancing infrastructure to make sure it can withstand the impact of
extreme weather events. The actions below take a broad view of infrastructure, including transportation,
utilities, drainage systems, technology, and building structures.
While infrastructure projects can reduce the impact of extreme weather events, strategies to address climate
change, such as preserving ecosystems and adopting renewable energy, could be applied to prevent or
reduce the cause of future disasters tackling the problem at its root. The following actions address these,
and other issues related to mitigation, but should be conducted in conjunction with supporting broader
statewide and national efforts prevent or reduce the impact of disasters.
Table 3-2 Mitigation Actions
M-1 Develop a regional mitigation strategy based on Short-term Regional
existing local mitigation strategies and vulnerability
assessments.
M-2 Conduct or review existing vulnerability and risk Short-term Regional
assessments and develop measurements of
vulnerability and risks for critical infrastructure,
businesses and communities. Consider creating a
standardized system of resiliency scores to identify
gaps and opportunities to increase resilience, such
as identifying communities that might be more
vulnerable than others.
M-3 Incorporate mitigation plans and ordinances in Medium -term Regional
planning and construction of infrastructure
improvement, specify actions to be taken
immediately to be prepared for the near future and
keep options open to adapt if needed (Dynamic
Adaptive Pathway Planning).
M-4 Consider the projected impact of climate change Medium -term Regional
and extreme climate events when planning for
future public and private infrastructure . For
example, determine roadway elevation based on
projected flood elevation over its useful life.
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i
- m
Medium -term: 1 — hamber
Long Role
M-5 Develop aged building inspection guidelines. Medium -term Regional
Improve building codes for renovation and
construction in coastal and flood prone areas and
exceed building codes where deemed necessary
locally.
M-6 Harden/bury electricity, broadband, other utility Medium -term Regional
lines, and close broadband gaps in the region.
M-7 Harden public infrastructure and private buildings Medium -term Local
against sea level rise and extreme climate events
using heat resistant materials, low -impact design,
green infrastructure, (such as permeable pavement
and bio swales), and nature -based features for
future infrastructure when possible. Prioritize low -
and moderate -income communities for resilience
investments.
M-8 Improve and maintain drainage systems. Medium -term Local
M-9 Implement strategies to improve cybersecurity, such Medium -term Local
as providing trainings for employees to establish
basic security practices, backing up critical business
or personal data, and installing firewall security for
Internet connections.
M-10 Build sea walls/protection barriers for coastal cities. Long-term Regional
M-11 Apply strategies to mitigate climate change, such as Long-term Regional
preserve natural areas, adopt renewable energy,
employ carbon sequestration strategies, or build
with natural based features that restore or protect
ecosystems.
M-12 Discuss corporate social responsibility for climate Long-term Regional
change and encourage good practices to offset
emissions through environmentally friendly actions
and measured improvement in air quality.
3.3 Preparedness
Table 3-3 addresses preparedness strategies, including planning, training, and educational activities for
events that cannot be mitigated. Preparing for emergency events requires a collective effort from government
agencies, businesses, and residents. Having an emergency preparedness plan is the first step toward
ensuring the safety of residents, businesses, and public and private properties during disasters. The local
government survey showed that all local governments in the region have at least one plan that addresses at
least one stage of emergency management. Among those identified were Comprehensive Emergency
Management Plans, disaster preparedness plans, hurricane plans and procedures, flood plans, and policies
related to flood protection and control. Opportunities exist for the region's local governments to consider
additional hazards in their plans, including threats to cybersecurity and epidemics, to provide a more
comprehensive approach to preparedness.
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Agenda Item #4.
Palm Beach North Resilience Action Plan
Input from workshop participants identified opportunities to not only update and enhance coordination among
these plans, but also to coordinate and streamline purchases, positioning, and sharing of critical supplies and
equipment, such as generators and portable hot spots and charging devices. The project team identified
additional key needs, such as updating communications plans and facilitating public/private collaboration and
response, such as the ability to provide emergency services in master planned communities under
ownership of homeowners' association.
The business survey demonstrated that many businesses do not have a Continuity of Operations Plan
(COOP), or their plans are out of date. COOPs are critical to helping businesses prepare for and recover
from a disaster and include strategies for handling remote work situations and technology disruptions to
networks, servers, computers, and mobile devices. One key strategy may be to mandate or incentivize
COOPs and emergency equipment such as generators for certain types of essential businesses. The
business survey also revealed that while some businesses conduct or participate in training exercises, there
are training exercises held by others in the region from which they may benefit. The stakeholder interviews
revealed that the Treasure Coast Regional Planning Council, Florida Power and Light, and the Palm Beach
County Department of Public Safety, Division of Emergency Management conduct exercises in which
businesses and local governments are encouraged to participate. Actions to address these and other
preparedness issues follow below.
Table 3-3 Preparedness Actions
P-1 Conduct or use available comprehensive Short -Term Regional
vulnerability and risk assessments to assess the
impact of potential natural or human -caused
hazards on residents and visitors, infrastructure,
operations of public agencies and businesses, the
environment, and other aspects of the Palm Beach
North region.
P-2 Conduct future analyses for risks related to public Short -Term Regional
health and technology, identify strategies, and
promote educational materials or training programs
to help residents and businesses prepare for,
respond to, and recover from potential public health
and technology related hazards.
P-3 Update/expand emergency preparedness plans Short-term Regional
with goals, timing, and measurements to create
shared responsibility among government,
businesses, and residents.
P-4 Identify resources, guidelines, and best practices Short-term Regional
related to flood management, environmental
protection, and storing/moving resources during an
emergency event.
P-5 Conduct public outreach and education programs Short-term Local
on emergency preparedness for residents and
businesses, especially underserved and high -risk
communities.
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P-6
P-7
P-8
P-9
P-10
P-11
Encourage residents to develop household
preparedness plans, such as
purchasing/maintaining hazard insurance,
preparing generators, charging devices/battery
storage, keeping emergency cash on hand, and
backing up passwords and financial records.
Encourage and help businesses to develop
COOPs and/or remote work contingency plans.
Investigate approaches to mandate/incentivize
power/broadband backup system for essential
businesses, such as banks, pharmacies, food
stores, and gas stations.
Provide resources for residents and businesses to
evaluate the cost and benefit of resilience
investment, such as guidelines, toolkits, and
trainings.
Conduct emergency trainings and drills, including
Federal Emergency Management Agency on-line
trainings and pre -event and post -event exercises.
Participate in emergency management exercises or
training opportunities provided by Palm Beach
County, the Treasure Coast Regional Planning
Council, and Florida Power and Light. Train all
public sector leadership on duties and
management with annual sign -off required by the
Emergency Operations Center.
Ensure the readiness and availability of critical
equipment and supplies, including water, common
medicines, medical supplies, portable generators,
cell towers, charging stations, cyber-cafes,
Dynamic Message Signs, etc. Pre -position staff
and resources to shelters and Point of Distribution
locations and inform the public prior to an event.
Coordinate with the business community to
understand the resources and capabilities available
during emergencies, such as a vendor lists and
inventories of equipment and supplies and provide
this information to local communities.
Short-term
Short-term
Short-term
Short-term
Short-term
Short-term
P-12 Coordinate purchasing or sharing of equipment and Short-term
supplies during emergencies.
P-13 Develop a repository to track critical equipment and Medium -term
supplies across the region during emergencies.
P-14 Develop agreements to streamline/expedite Short-term
purchasing of equipment and supplies during
emergencies (e.g., reduce number of bids
required).
Local
Local
Local
Local
Local
Regional
Regional
Regional
Regional
E3
0
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Agenda Item #4.
Palm Beach North Resilience Action Plan
'-15 Plan for traffic safety/control for post -extreme Short-term
weather events and establish pre -defined
maintenance of traffic and contingencies for major
thoroughfares.
'-16 Maintain points of contact for communities and/or Short-term
Homeowners Associations. Investigate approaches
to enable Homeowners Associations to enter
homes for response and rescue in a master
planned community.
'-17 Develop communication plans with multiple ways of Medium -term
communicating (both digital and non -digital) among
Emergency Operation Centers, state, county,
municipalities, and private entities. Leverage the
availability of social media, ham radio/operators,
satellite phones, communication devices, and
capabilities of the yachting/vessel community.
Make people aware of trusted communication
channels for emergencies. Coordinate across
agencies to ensure the accuracy and consistency
of messaging.
'-18 Encourage more hospitals to join the South Florida Medium -term
Healthcare Resilience Collaborative.
Regional
Local
Regional
Regional
'-19 Conduct post-mortem assessments of prior events Medium -term Regional
to identify effective practices. Leverage findings
and data from completed or on -going resilience
studies, research, and analyses through
collaboration among businesses, universities,
county, state, and federal agencies.
3.4 Response
E]
Response is everyone's responsibility. Coordination and collaboration between the public and private sector
are critical when responding to an emergency, particularly when some communities or areas of the region
are impacted more than others. Table 3-4 consists of actions taken to protect personal safety and well-being
during or immediately after a disaster when business and other operations do not function normally. In the
stakeholder interview with Florida Power and Light, they noted their work with communities and local
Emergency Operations Centers to ensure they have the right list of critical infrastructure facility priorities in
the event of a disaster or major storm. The Palm Beach County Emergency Operations Center includes a
seat for business/industry. A staff member from the Office of Equal Business Opportunity serves in that
capacity; they engage with the business community during and following an event. While they typically focus
on critical infrastructure, such as gas stations and grocery stores, they are interested in exploring how other
businesses are impacted during a disaster. Actions resulting from the surveys, interviews, and stakeholder
workshop follow below. Many of these actions should or must be accomplished in coordination and
communication with the Palm Beach County Emergency Operation Center.
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Table 3-4 Response Actions
RP-1 Coordinate between the Palm Beach County Short-term Regional
Emergency Operation Center and local
governments to deploy first responders and
mobile medical clinics where needed
(rotating/fixed locations).
RP-2 Develop and deploy a method for tracking Short-term Regional
portable devices where most needed, including
portable cell towers, charging stations, internet
hotspots, and portable solar message boards and
traffic lights. Consider existing mutual aid
agreements for distributing emergency equipment.
RP-3 Encourage businesses to communicate with Short-term Local
employees and provide support for emergency
needs (immediate financial assistance/access to
cash).
RP-4 Leverage businesses' remote working capabilities Short-term
Local
and operate according to their COOP during
emergencies.
RP-5 Identify and leverage businesses' resources and Short-term
Local
capabilities to support community needs during
emergencies.
RP-6 Use a real time repository to track and share Medium -term
Regional
resources available during events, including
power, fuel, charging stations, open pharmacies,
open ATMs, etc.
RP-7 Deploy security plans and teams for emergency Medium -term
Local
response resources and materials.
RP-8 Investigate approaches for legislative protection Medium -term
Regional
that enables residents or businesses to provide
shelter for families of first responders or
healthcare workers.
3.5 Recovery
Table 3-5 includes recovery strategies efforts to address damage from an emergency event and restore
normalcy. Plans and practices related to recovery were also an identified gap in the Inventory of Existing
Resilience Plans and Policies Technical Memorandum (February 28, 2022).
Cleanup or debris removal is usually the first step toward recovery after an emergency event. If there is an
evacuation, specific procedures for reentry should be developed after the evacuation order is lifted. This is
especially important for business recovery. A real time repository of resources could help gauge when
communities and businesses return to normal, such as availability of fuel, food, and power.
Post -disaster redevelopment plans should be created to provide guidelines for the transition from immediate
disaster recovery to medium -term redevelopment and finally to a long-term stronger and more resilient
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Agenda Item #4.
Palm Beach North Resilience Action Plan
future. The plans should define a system to prioritize repairs and roadway clearances, considering both the
criticality of infrastructure or services and the vulnerability and equity of communities. Recovery guidelines
can also be created and distributed to assist residents and businesses with applying for recovery funds. The
actions below address the gap in recovery plans and policies in the region.
Table 3-5 Recovery Actions
Medium -term: • Chamber
aohm,L
Long-term:
Coordinate with Solid Waste Authorities for post-
emergency cleanup/debris removal. Identify
RC-1 essential employees needed to assist with Short-term Local
business recovery using pre -established
protocols.
Conduct assessment of damages and document
RC-2 all assessment costs with notes of degree of Short-term Local
inspection reasonableness.
RC-3 Create and post reentry letters for recovery. Short-term Local
Increase coordination between local
RC-4 governments and utility providers to assist with Short-term Local
disaster recovery operations.
Use the real time repository of emergency
RC-5 equipment and resources to help gauge when Medium -term Regional
communities and businesses return to normal,
such as availability of fuel, food, power, etc.
RC-6 Create post -disaster redevelopment plans. Medium -term Local
RC-7 Define a system to prioritize repairs and roadway Medium -term Local
clearances.
RC-8 Develop guidelines and assist residents and Medium -term Local
businesses in applying for recovery funds.
Leverage investment and betterments with
RC-9 rebuilding to reduce vulnerability to future Long-term Local All
disasters.
4.0 Roles and Responsibilities
4.1 Mitigation
Palm Beach County and local municipalities in the Palm Beach North region play key roles in mitigation. The
county and municipal Local Government Comprehensive Plans and Comprehensive Emergency
Management Plans provide policy framework for addressing impacts from potential natural and technological
hazards. The county and municipalities could limit public expenditures in areas subject to destruction by
natural disasters (especially within the coastal high hazard area) through their comprehensive planning and
processing of development petitions (i.e., rezoning petitions, site plans), building permits, zoning and lot
clearing ordinances, and the adoption of and amendments to the Florida Building Code. Municipalities could
work with Palm Beach County to incorporate resilience considerations through project design, construction of
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roads and bridges, and street improvements, which include stormwater drainage facilities within their
jurisdiction. The county oversees the construction of capital projects (such as shoreline protection) as well as
the long-term maintenance of County facilities (e.g., emergency operations center).
Reginal coordination is also important for mitigation. The Florida Division of Emergency Management
mobilizes and coordinates the state's services and resources to support local and regional mitigation
strategies. The South Florida Water Management District can provide guidance to address issues of water
conservation, extreme drought, and flooding and leads programs that achieve hazard mitigation relative to
flooding, hurricanes, and drought. The Treasure Coast Regional Planning Council usually leads effort to
address multi -jurisdictional growth management issues and works in cooperation with federal and state
agencies to plan for emergency management issues.
All regional and local agencies and entities should work together to increase public and private sector
awareness and support for hazard mitigation. The Palm Beach North Chamber of Commerce can lead the
effort to improve coordination between government agencies and the private sector, for example, to
encourage businesses to review and provide inputs that refine the county's and municipalities' hazard and
vulnerability analysis for the business community.
4.2 Preparedness
Municipalities in the Palm Beach North region lead their emergency preparedness efforts with support from
Palm Beach County's Department of Emergency Management, including information sharing, exercises and
training opportunities, and participation in local preparedness organizations, meetings, or workshops. The
Palm Beach County Emergency Operations Center is typically responsible for establishing, staffing, and
operating Point of Distributions within a municipality, or support requests by communities that would like to
staff and/or operate a Point of Distribution within their jurisdiction. Municipalities are responsible for
distributing informational materials to their citizens, coordinating media activities with the county's
Emergency Operations Center pertaining to emergency preparedness, and identifying transportation needs
for evacuation using mass transportation.
The Treasure Coast Regional Planning Council administers and implements planning, training, and exercise
activities focused on preparedness and assists in developing Comprehensive Emergency Management
Plans and COOPs. Economic resilience is a pillar in the Council's Comprehensive Economic Development
Strategy. The Palm Beach Transportation Planning Agency includes measures in its 2045 Long Range
Transportation Plan related to sea level rise and storm surge based on the 100-year floodplain, which focus
on making infrastructure more resilient and adaptive. Transportation funds are prioritized to address these
issues, and as projects are prioritized, points are awarded for projects that reduce the impact of sea level rise
and annual flooding and improve evacuation routes.
The Palm Beach North Chamber of Commerce can lead the effort to inform and equip the business
community to prepare for emergencies, such as using available guidance and resources to conduct self -
assessments of cost and benefit for resilience investment and develop COOPs. The chamber could also lead
on creating a vendor list and inventories of equipment and supplies for the region.
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Agenda Item #4.
Palm Beach North Resilience Action Plan
4.3 Response
Palm Beach County is a leader in emergency response and in partnership with municipalities, including
threat recognition, warnings, and notifications to the public and responding organizations. During emergency
events (e.g., hurricanes), the Florida Division of Emergency Management is the leader in coordinating state
resources to support local governments, non-profit organizations, and private sector entities for emergency
response; it is responsible for emergency response for multi -jurisdictional hazards or when the emergency is
beyond the capabilities of local governments and their resources. The division also serves as the liaison
between each municipality and the State Emergency Operations Center. In addition, Palm Beach County
Fire Rescue provides emergency medical services throughout the county, and the Palm Beach County
Sheriff's Office is responsible for traffic control during emergency events.
Municipalities are responsible for coordinating and collaborating with the Palm Beach County Emergency
Operations Center prior to the announcement and implementation of a municipal declaration of a state of
local emergency to enable accurate and consistent countywide communication. Each municipality is
responsible for dispatching emergency services, identifying a primary liaison and an alternate to serve as the
municipality's emergency management representative to the county's Emergency Operations Center,
providing regular situational updates, and submitting mission requests and requests for resources.
Municipalities usually oversee emergency equipment purchases, leases, and resource tracking.
The Palm Beach North Chamber of Commerce can serve as a liaison among public and private sectors by
assisting businesses with their emergency response activities and leveraging business resources and
capabilities to support community needs during emergency events.
4.4 Recovery
Municipalities coordinate with the Palm Beach County Emergency Operations Center prior to the
announcement and implementation of re-entry orders. Each municipality is responsible for debris removal
and disposal, preliminary damage assessment, establishing Disaster Recovery Centers if requested, and
restoring infrastructure within their jurisdiction. Palm Beach County, the Florida Division of Emergency
Management, and Federal Emergency Management Agency aid, as needed.
There are many resources at the federal, state, county, and local level to help with community and business
restoration and recovery efforts. The Palm Beach North Chamber of Commerce could work with
municipalities to evaluate available recovery resources, identify gaps and challenges, develop strategies to
fill gaps, and provide guidance and assistance to help communities and business owners obtain recovery
funds.
5.0 Next Steps
Developing the Palm Beach North Disaster Resilience Plan highlighted many opportunities for the local
governments and businesses in the Palm Beach North region to work together to build the region's
resilience. While actions, timeframes, and roles are noted above, there are steps the Palm Beach North
Chamber of Commerce, local governments, and businesses in the region should undertake to begin moving
this plan forward. These include the following:
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• Continue regularly scheduled meetings (e.g., quarterly) of the Palm Beach North Disaster Resiliency
Task Force to coordinate efforts and oversee implementation of the plan, with an annual status meeting
to evaluate progress toward plan implementation and make decisions on major action items.
• Identify a champion or organization to lead each strategy in the action plan, including their names, roles,
and responsibilities.
• Commit resources to plan implementation and seek grants and other available resilience -related funding
opportunities to support resilience planning, development, education, and training activities.
• Review, prioritize, and initiate the short-term actions identified in the tables above, such as creating
Community Emergency Response Teams.
• Begin additional analyses or research. The initial analysis of potential vulnerabilities and risks was
preliminary and based on data that was available and easily accessible. Additional analyses for other
risks identified in the survey results, including public health and technology, should be conducted to
identify actions that help residents and businesses to prepare for, respond to, and recover from these
hazards.
Develop performance metrics or indicators linked to the actions to monitor implementation and evaluate
the success of this initial phase.
Seek opportunities to promote the Disaster Resilience Plan and implementation efforts, beginning with
an invitation to Florida's Chief Resilience Officer to attend a meeting of the Palm Beach North Chamber
of Commerce.
Finally, this Action Plan is only an initial step toward a broader and more comprehensive process of building
resilience in the Palm Beach North region. Updating the plan every five years will provide an opportunity to
refresh and evaluate new data, assess the relevancy of the strategies based on the data, identify new
strategies where needed, and measure progress toward building resilience in the region.
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Age a Item #4.
PAID BEACH NORTH
CHAMBER OF COMMERCE
Palm Beach North Disaster Resiliency Task Force
Meeting #4
May 9, 2022
Join Zoom Meeting
Meeting ID: 867 9567 7069; Passcode: 209286
(Dial in Alternative: + 16468769923, 86795677069#)
Objective
• Receive feedback from the Task Force on the draft Palm Beach North Resilience Action Plan
TopicTime
Presenter/Facilitator2:00
pm
Welcome, Introductions, and Meeting Objective
Noel Martinez, President &
CEO, Palm Beach North
Chamber of Commerce
2:10 pm
Draft Palm Beach North Resilience Action Plan
Sheri Coven, Cambridge
• Facilitated Discussion
Systematics
3:20 pm
General Discussion and Concluding Comments
Noel Martinez, President &
CEO, Palm Beach North
Chamber of Commerce
3:30 pm
Adjourn
Page 41 of 499
Age a Item #4.
PALM BEACH NORTH
CHAMBER OF COMMERCE
Palm Beach North Chamber of Commerce
Disaster Resiliency Task Force Meeting
May 9, 2022
Welcome and Introductions
Noel Martinez (Palm Beach North Chamber of Commerce) welcomed attendees.
Attendees: (15)
Attendance
Task Force Members
Chip Armstrong
Armstrong Group
X
David Markarian
Markarian Group
John Carr
R&R Industries
X
John Curd
City of Riviera Beach Fire Rescue
X
John D'Agostino
Town of Lake Park
X
Judy Jones
Village of Tequesta
Kevin Dalton
Unlimited Car Wash
Kevin Lucas
Town of Jupiter Inlet Colony
Mark Smith
GHP
X
Matt Moxley
FPL
Michael Barbera
Town of Jupiter
X
Noel Martinez
PBN Chamber of Commerce
X
Orlando Rodriguez
Town of Palm Beach Shores
Regina Jenkins
Village of North Palm Beach
X
Rick Murrell
Tropical Shipping
X
Stephanie Mitrione
FPL
Steve Hallock
Town of Juno Beach
Steve Stepp and David Reyes
City of Palm Beach Gardens
X
Victor Martin
North County Neighborhood Coalition
X
Jennifer Nunget-Hill
Mark Johnson
X
Kathleen Dempsey
PBN Chamber of Commerce
John Kaliski
Cambridge Systematics
X
Kensington Little
Cambridge Systematics
X
Sheri Coven
Cambridge Systematics
X
Yingfei Huang
Cambridge Systematics
X
Meeting Purpose
The meeting purpose was to review the list of actions in the draft Palm Beach North Resilience Action
Plan. Sheri Coven (Cambridge Systematics) facilitated the discussion.
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Agenda Item #4.
Action Item Review
Cross -Cutting Actions
Sheri explained that the cross -cutting actions, shown in the table below, applied to all phases of
emergency management. Participants did not have any comments regarding these actions.
1
N Establish resilience goals and objectives for the Palm Beach
Short-term Regional
North region.
Incorporate resilience goals and objectives into the planning
2
process, plans, and functions of government agencies and
Long-term Regional
business communities.
Develop resilience performance metrics/indicators for public
3
and private critical infrastructure linked to goals, timing, and
Short-term Regional
strategies to monitor adaptation and mitigation progress and
evaluate success.
Promote leadership, education and empowerment in
4
government, community, and business organizations to identify
Short-term Regional
roles and responsibilities for developing and implementing
resilience policies and strategies.
Create a community flyer/guide with key information listed for
emergencies, including shelter locations, evacuation
5
routes/directions, emergency hotlines/contacts, websites/radio
Short-term Regional
channels/other ways to stay informed, etc., and make it easily
accessible to residents and businesses in both digital and non -
digital formats.
I Establish a Community Emergency Response Team (CERT) to
6
facilitate emergency preparedness and take response actions
Short -Term Local
i until the professional responders arrives.
I
Mitigation Actions
Sheri explained that the mitigation actions, shown in the table below, prevent or reduce the cause,
impact, and consequences of disasters.
M-1 Conduct vulnerability and risk assessments and develop Short-term Regional
measurements of vulnerability and risks for critical
infrastructure and businesses.
M-2 Incorporate mitigation plans and ordinances improvement Medium -term Regional
for infrastructure in planning and construction, specify
actions to be taken immediately to be prepared for the near
future and keep options open to adapt if needed (Dynamic
Adaptive Pathway Planning).
7k
E7
3
-2-
Page 43 of 499
Agenda Item #4.
L�
M-3
Consider the projected impact of climate change and
Medium -term Regional
extreme climate events when planning for future
infrastructure and businesses. For example, determine
roadway elevation based on projected flood elevation over
its useful life.
M-4
Develop aged building inspection guidelines. Improve
Medium -term Regional
building codes for renovation and construction in coastal
and flood prone areas and exceed building codes where
deemed necessary locally.
M-5
Harden/bury electricity, broadband, other utility lines, and
Medium -term Regional
close broadband gaps in the region.
M-6
Harden public infrastructure and private buildings against
Medium -term Local
sea level rise and extreme climate events, using heat
resistant materials, low -impact design, green infrastructure,
(such as permeable pavement and bio swales), and nature -
based features for future infrastructure when possible.
Prioritize low and moderate -income communities for
resilience investments.
M-7
Improve and maintain drainage systems.
Medium -term Local
M-8
Implement strategies to improve cybersecurity, such as
Medium -term Local
providing trainings for employees to establish basic security
practices, backing up critical business or personal data, and
installing firewall security for Internet connections.
M-9
Build sea walls/protection barriers for coastal cities.
Long-term Regional
M-10
Apply strategies to mitigate climate change, such as
Long-term Regional
preserve natural areas, adopt renewable energy, employ
carbon sequestration strategies, or build with natural based
features that restore or protect ecosystem.
M-11
Discuss corporate social responsibility for climate change
Long-term Regional
and encourage good practice to offset their emissions
through environmental -friendly actions and measured
improvement in air quality.
The following comments were offered:
• Include the timeframes (short-term: < one year, medium -term: 1— 3 years, long-term: 3 — 5
years), in the header for each table.
• Amend Action M-1 to clarify that a mitigation strategy and vulnerability assessments are needed
at the regional level, which build off existing local government vulnerability assessments to
avoid duplication of work. This will support and drive access to funding opportunities for both
businesses and communities.
Preparedness Actions
Sheri explained that the preparedness actions, shown in the table below, include planning, training, and
educational activities for events that cannot be mitigated.
-3-
Page 44 of 499
Agenda Item #4.
ID Preparedness Action
P-1 Conduct or use available comprehensive vulnerability and risk Short -Term Regional "
assessments to assess the impact of potential natural or human -
caused hazards on residents and visitors, infrastructure,
business operations, the environment, and other aspects of the
Palm Beach North region.
I -
P-2 Conduct future analysis for risks related to public health and Short -Term Regional
technology, identify strategies, and promote educational
materials or training programs to help residents and businesses
to prepare for, response to, and recovery from potential public
health and technology related hazards.
P-3 Update/expand emergency preparedness plans with Short-term Regional
" measurement, goals and timing to create shared responsibility
among government, businesses, and residents.
P-4 Conduct public outreach and education programs on emergency Short-term Local
preparedness for residents and businesses, especially
underserved and high -risk communities.
P-5 Encourage residents to develop household preparedness plans, Short-term Local
" such as purchasing/maintaining hazard insurance, preparing
generators, charging devices/battery storage, keeping
" emergency cash on hand, and backing up passwords and
financial records.
P-6 Encourage businesses to develop Continuity of Operation Plans Short-term Local
(COOPs). Investigate approaches to mandate/incentivize
power/broadband backup system for essential businesses, such
as banks, pharmacies, food stores, and gas stations.
P-7 Provide tools for residents and businesses to evaluate the cost Short-term Local
and benefit of resilience investment.
P-8 Conduct emergency trainings and drills, including FEMA on-line Short-term Local
trainings and pre -event and post -event exercises. Ensure that all
public sector leadership has been adequately trained on duties
and management with annual signed off training required b the
g g g q Y
EOC.
P-9 Stockpile critical equipment and supplies, including water, Short-term Local
common medicines, medical supplies, portable generators, cell
towers, charging stations, cyber-cafes, Dynamic Message
Signs, etc. Pre -position staff and resources to shelters and Point
of Distribution (POD) locations and inform the public prior to an
event.
P-10 Coordinate purchasing or sharing of equipment and supplies Short-term Regional
during emergencies.
P-11 Develop a repository to track critical equipment and supplies Medium -term Regional
across the region during emergencies.
P-12 Develop agreements to streamline/expedite purchasing of Short-term Regional
equipment and supplies during emergencies (e.g., reduce
number of bids required).
-4-
Page 45 of 499
Agenda Item #4.
P-13
P-14
P-15
P-16
P-17
Plan for traffic safety/control for post -extreme weather events, Short-term
establish pre -defined maintenance of traffic (MOT) and
contingencies for major thoroughfares.
Maintain points of contact for communities and/or Homeowners Short-term
Associations. Investigate approach or develop agreement and
legislative protection to enable Homeowners Associations' ability
to enter homes for response and rescue in a master planned
community.
Develop communication plans with multiple ways of I Medium -term
communication (digital, non -digital, social media) among
Emergency Operation Centers, state, county, municipalities, and
private entities. Make people award trusted communication
channels for emergencies.
Medium -term
Medium -term
Encourage more hospitals to join the South Florida Healthcare
Resilience Collaborative.
Conduct post-mortem assessments of prior events to identify
effective practices. Leverage findings and data from completed
or on -going resilience studies, research, and analyses through
collaboration among businesses, universities, county, state, and
federal agencies.
Regional
Local
Regional
Regional
Regional
The following comments were offered:
• Action P-1 should clarify that assessments will also include municipalities and the private/public
sector. The inclusion of municipalities and the private/public sector should be reflected
throughout the plan.
• Replace "tools" with "resources" in Action P-7, and provide clarity on what is meant by
resources, for example, methodologies, online resources, etc.
• Replace "Stockpile" with "Ensure ready availability" in Action P-9.
• Action P-15 should consider how information will be broadcasted if there is a total loss of
electric power. The action should consider the use of Ham radios, how to identify and locate
operators of Ham radios, the capabilities of satellite phones, and the yachting/vessel
community, as boat operators tend to have satellite phone capabilities. The action should also
address the need for coordinated efforts among messaging to ensure accuracy and consistency.
Response Actions
Sheri explained that the response actions, shown in the table below, focus on coordination and
collaboration between the public and private sector when responding to an emergency, noting that
response is everyone's responsibility.
Response Action
FITIrneframe
M, Am
RP-1 Deploy first responders and mobile medical clinics where Short-term Regiona
needed (rotating/fixed locations).
RP-2 Deploy and develop a method for tracking portable Short-term Regiona
devices where most needed, including portable cell
towers, charging stations, internet hotspots, and portable
solar message board and traffic lights.
-5-
Page 46 of 499
Agenda Item #4.
RP-3
Encourage businesses to communicate with employees
Short-term Local
and provide support for emergency needs (immediate
financial assistance/access to cash).
RP-4
Leverage businesses' remote working capabilities and
Short-term Local
operate according to their COOP during emergencies.
RP-5
Leverage businesses' resources and capabilities to
Short-term Local
support community needs during emergencies.
RP
Use real time repository to track and share resources
Medium -term Regi(
availability during events, including power, fuel, charging
stations, open pharmacies, open ATMs, etc.
RP-7
Deploy security plans and teams for emergency
Medium -term Local
response resources and materials.
The following comments were offered:
• Overall coordination and communication with the Palm Beach County Emergency Operations
Center is the first step toward accomplishing many of the response actions. The narrative in the
draft plan that precedes this table should reflect this. Consider utilizing existing mutual aid
agreements for distributing emergency equipment, which would be coordinated with the Palm
Beach County Emergency Operations Center.
• Action RP-1 should clarify who is responsible for deploying first responders and mobile medical
clinics. The responsible party is usually the county Emergency Operations Center in coordination
with the municipalities.
• Action RP-5 should clarify that communities must have knowledge of what resources are
available to them and how the businesses community can be helpful to them during
emergencies. There is also an opportunity to tie this action into preparedness efforts.
• Add an action to address caring for/sheltering the families of critical first responders (e.g., Good
Samaritan Bill).
Recovery Actions
Sheri explained that the recovery actions, shown in the table below, are efforts to address damage from
an emergency event and restore normalcy.
Recovery• • PBN
hEL Chamber
Role
RC-1 Establish recovery teams for immediate deployment for post- Short-term Local
emergency cleanup/debris removal. )c I
RC-2 Create and post reentry letters for recovery. Short-term Local
Use the real time repository of emergency equipment and
RC-3 resources to help gauge when communities and businesses Medium -term Regional
return to normal, such as availability of fuel, food, power, etc.
RC-4 Create post -disaster redevelopment plans. Medium -term Local
RC-5 Define a system to prioritize repairs and roadway clearances. Medium -term Local
RC-6 Develop guidelines and provide assistance to residents and Medium -term Local
businesses that need to apply for recovery funds.
-6-
Page 47 of 499
Agenda Item #4.
RC-7 Leverage investment and betterments with rebuilding to reduce -11
Long-term Local
vulnerability to future disasters.
The following comments were offered:
Regarding Action RC-1, it was noted that most municipalities have existing contracts through
their solid waste authority for debris removal. Protocols are established at the FEMA level to
identify essential employees needed to assist with business recovery. This action will be
extremely critical to creating resilience.
Action RC-2 is necessary for all businesses, yet not all businesses comply.
Add an action to address the need for accurate assessment of damages (to life, safety, and
property), the degree of reasonableness in terms of inspections, and mention that all
assessment costs must be collected, aggregated, and documented.
Moving Forward
John Kaliski (Cambridge Systematics) thanked everyone for their support and asked the Task Force
members to briefly review and provide feedback on the bullets listed under the Moving Forward section
of the plan.
Participants offered the following comments:
• The second bullet "Help businesses develop remote work contingency plans and other resources
to assist during pandemics, such as guides related to telework" should include natural disasters,
not just pandemics.
• A next step should include inviting the state's Chief Resilience Officer to a meeting of the Palm
Beach North Chamber of Commerce.
• Add a bullet to include identification of funding and grant resources as a next step.
John encouraged the Task Force members to review the plan in its entirety.
Next Steps
Noel Martinez (Palm Beach North Chamber of Commerce) reminded the group that feedback and
comments on the draft plan are due by Friday, May 13t". He asked Sheri to email the draft plan with her
notes to the Task Force members following the meeting along with a link to the Lake Park Seawall
Assessment.
-7-
Page 48 of 499
Agenda Item #4.
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