HomeMy WebLinkAboutCity of Tamarac Resolution R-2008-0111
Temp Reso. #11344
Page 1
February 4, 2008
CITY OF TAMARAC, FLORIDA
RESOLUTION NO. R-2008
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF
TAMARAC, FLORIDA AUTHORIZING THE CITY MANAGER TO
SUBMIT AN APPLICATION TO THE FLORIDA DEPARTMENT
OF COMMUNITY AFFAIRS FOR EMERGENCY MANAGEMENT
PREPAREDNESS AND ASSISTANCE TRUST FUND (EMPATF)
MUNICIPAL COMPETITIVE GRANT PROGRAM FUNDS FOR
THE HURRICANE PREPAREDNESS AND TRAINING PROJECT
IN THE AMOUNT OF $50,000 PROVIDING FOR A 2 TO 1 CASH
AND IN -KIND MATCH OF $100,270 IN LOCAL FUNDS FOR A
TOTAL PROJECT COST OF $150,270 IN THE EVENT OF
APPROVAL OF THE APPLICATION; PROVIDING FOR
ACCEPTANCE OF THE AWARD AND EXECUTING OF
DOCUMENTS UPON APPROVAL; PROVIDING FOR
CONFLICTS; PROVIDING FOR SEVERABILITY; AND
PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS, the City Commission of the City of Tamarac desires to improve
emergency management capabilities within the City in the fundamental areas of response
and recovery; and
WHEREAS, the Florida Department of Community Affairs provides grants to local
governments for emergency preparedness projects through the Emergency Management
Preparedness and Assistance Trust Fund (EMPATF) Municipal Competitive Grant Program,
and
WHEREAS, the City desires to provide for CERT members and transportation
equipment to assist emergency responders with homebound residents that have special
needs; and
WHEREAS, the City desires to provide bilingual information to residents for the
purposes of emergency preparedness; and
Temp Reso. #11344
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February 4, 2008
WHEREAS, the City desires to upgrade information technology equipment in the
Emergency Operations Center in accordance with the Emergency Operations Plan; and
WHEREAS, acceptance of these grant funds requires the amending of estimated
revenues and expenditures within the Grants Fund Budget; and
WHEREAS, the City is willing to match the 2008 EMPATF Municipal Competitive
Grant Program request of $50,000 with a 2 to 1 cash and in -kind match in local funds in the
amount of $100,270 for a total project cost of $150,270 in the event of approval; and
WHEREAS, it is a requirement of each grant program that this Resolution be adopted
and become an official part of the application; and
WHEREAS, the Assistant City Manager and the Fire Chief recommend approval; and
WHEREAS, the City Commission of the City of Tamarac deems it to be in the best
interest of the citizens and residents of the City of Tamarac to submit an application to the
Florida Department of Community Affairs for EMPATF Municipal Competitive Grant
Program funds for a Hurricane Preparedness and Training project for City residents.
NOW THEREFORE BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF
TAMARAC, FLORIDA:
Section 1: The foregoing "WHEREAS" clauses are HEREBY ratified and confirmed as
being true and correct and are HEREBY made a specific part of this resolution.
Section 2: The City Manager is HEREBY authorized to submit an EMPATF Municipal
Competitive Grant Program application for $50,000 to the Florida Department of Community
Affairs providing for a 2 to 1 cash and in -kind match in local funds of $100,270 for a total
project cost of $150,270 in the event of approval of the application. A copy of said
application is attached hereto as Exhibit A.
Temp Reso. #11344
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February 4, 2008
Section 3: Upon approval of the application, the City Manager is HEREBY authorized
to accept the award and execute the necessary documents following legal review and
approval.
Section 4: Upon approval of the grant award, the appropriate City Officials are
HEREBY authorized to amend the Grants Fund Budget in the amount of $50,000 and
appropriate said funds including any and all subsequent budgetary transfers to be in
accordance with proper accounting standards.
Section 5: All resolutions or parts of resolutions in conflict herewith are HEREBY
repealed to the extent of such conflict.
Section 6: If any clause, section, other part or application of this Resolution is held by
any court of competent jurisdiction to be unconstitutional or invalid, in part or in application,
it shall not affect the validity of the remaining portion or applications of this Resolution.
I
Temp Reso. #11344
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February 4, 2008
Section 7: This Resolution shall become effective immediately upon its passage and
adoption.
PASSED, ADOPTED AND APPROVED this day of , 2008.
ATTEST:
V q'
MARION SWENSON, CMC
CITY CLERK
I HEREBY CERTIFY that
I have approved this
RESOLUTION as to form.
SAM EL S. GOFJ"'
CITY ATTORN
BETH ♦ ♦ UM-TALABISCO
MAYOR
RECORD OF COMMISSION VOTE:
MAYOR FLANSBAUM-TALABISCO
DIST 1: V/M PORTNER
DIST 2: COMM ATKINS-GRAD
DIST 3: COMM. SULTANOF
DIST 4: COMM. DRESSLER
1
FLORIDA DIVISION OF EMERGENCY MANAGEMENT
EMPA COMPETITIVE GRANT APPLICATION
ATTACHMENT 1 - TITLE PAGE
TITLE OF PROJECT Hurrit.,rarre__Pre )crrcrclrre.5s and Traininr! P�
AMOUNT REQUESTED FROM STATE $ .5
AMOUNT MATCHING FUNDS COMMITTED $ 90 270 CASH
$ 10, 000 IN -KIND
This is an application for a competitive grant under (indicate ONLY one):
l) Emergency Management Competitive Grant Program, or
X 2) Municipal Competitive Grant Program
The application is submitted for consideration in the following category (select ONLY one):
1) A project that will promote public education on disaster preparedness and
recovery issues.
2) A project that will enhance coordination of relief efforts of statewide private
sector organizations, including public -private business partnerships.
3) A project that will improve the training and operations capabilities of agencies
assigned lead or support responsibilities in the State Comprehensive Emergency
Management Plan.
k_4) A project that will otherwise further state and local emergency management
priorities identified in the Notice of Fund Availability.
FA 9 911 IWA 21 r 1►1.��1:�.uI � rC�1►A
Name of Organization: C "il) _of Tamarac
Address of Organization: 7.525 Yff' 88"' A veime
Tumarac. Florida 3.332.1
E-mail address of Organization: rltic ht.,el�rtu Icrrnerrcac.,_c�r ;
Name of Chief Elected Official: Beth f'larrr.s`hrrrrrrr-Irxlrxi?i.scn :Ikl ror
Name of Chief Administrative Officer. A? —e • L. ;Miller Cit • kfang err
Name of Applicant Contact: 'Wichael Gresek
Title of Applicant Contact: Svecial Proiects Coordinator
Telephone Number of Applicant Contact: _9.54-597-351'
E-mail address of Applicant Contact: michaelgr(i)tarnaa•ac.orr
Federal Employee Identification (FEID) Number: 59-1039�52_
AUTHORIZED SIGNATURE fMust comply with 9G-19.008(7), F.A.C., or application will not be scored]
Signature:
Title:
2
TABLE OF CONTENTS
Letter of Transmittal
Title Page
Proposed Project Presentation
Criteria #1 Emergency Management Need
Criteria #2 Project Tangible Benefits
Page #
1
2
4
7
Criteria #3 Project Consistency with State Comprehensive
Emergency Management Plan 8
Criteria #4 Project Alternatives
Criteria #5 Matching Funds Information
11
13
Criteria #6 Qualifications of Emergency Operations Center 13
Proposed Budget
14
1. Letter of Consistency with Broward County Local Mitigation Strategy
2. City of Tamarac Resolution supporting the proposed project
3. Resume of Project Manager: Van Schoen
4. Official Price Estimates
5. Photographs: Hurricane Wilma
6. Brochure/Information
• Tam -a -Gram Extra: 2007 and 2006
• Tamarac Hurricane Preparedness Guide
• Sample Bilingual Hurricane Preparedness Guide (Los Angeles, California)
• Hurricane Preparedness Home Inventory List
• Tamarac CERT Program
• Vulnerable Needs Registry
• Code RED sign up form
3
FY2008 EMPATF MUNICIPAL COMPETITIVE GRANT PROGRAM
City of Tamarac Hurricane Preparedness and Training Project
rN:�rry:�r�ii
Clearly identify a demonstrated state or local emergency management need and explain how this
project will address it. If applicable, identify which emergency management priority, as
identified in the Notice of Fund Availability, the project addresses. Clearly link the project to
the priority. [Maximum score 150 pointsl
This proposal addresses Priority Area 4 of the NOFA: Projects that further state and local
emergency management objectives which have been designated„by the State of Florida as priorities
in the applicable Notice of Fund Availability. In addition, the proiect„will implement the Broward
County Local Hazard Mitigation Strategy as evidenced by the letter from Lori Vun Kannon. Director
of the Broward Local Miti ation Task Force (Appendix). Specifically, the proiect is consistent with
ESF18 (Special Needs) section of the County's Emergency Operations Plan.
PROBLEM STATEMENT
As part of our Emergency Operations Plan, the City of Tamarac implemented a hurricane
wellness checklist of names, made over 10,000 visits to homebound residents, and performed
over 100 wellness checks to those with special needs during Hurricane Wilma. However, the
City still has limited ability coordinating recovery efforts that ensure residents are accommodated
during an emergency. In short, the City does not have the:
• capability of accessing homebound residents when storm debris impedes access during
times of crisis such as during Hurricane Wilma
• capability of recharging residents' medical equipment and wheelchairs at their home
• capability of transporting residents to a City recharging station
• capability of transporting necessary food and medical supplies.
In addition, according to the City's 2007 Citizen Survey, there are 21 % more households
speaking non-English languages than there were just two years ago. This change of
demographics poses an additional barrier to emergency preparedness: a language barrier. This
special need makes this growing population particularly vulnerable during an emergency since
traditional communication methods for emergency preparedness are no longer effective.
The City also relied on CERT members to communicate valuable information during
Hurricane Wilma. Without a CERT program, volunteers will not receive the training they need to
be ready to provide assistance in executing the City's Emergency Operations Plan during the
2008 Hurricane Season.
Finally, the heart of the City's Emergency Operations Plan is executed through Tamarac Fire
Station 15, our Emergency Operations Center, which is structurally capable of resisting a
category 5 event. At present, the City's technology systems are having great difficulty linking
and communicating with computers at the City's field operation centers and with the County
EOC. Updated technology is needed for proper and timely execution of the City and County
emergency operations plan.
Despite state, county, and Citywide efforts to communicate storm information and advice in
preparation for Hurricane Wilma, Tamarac residents did not have sufficient food and medical
supplies needed to sustain them beyond a couple of days. Consequently, City staff made 212
deliveries of food, water and ice to 70 club houses, and over 10,000 visits were made to
residents. Moreover, over 100 wellness checks were performed, 23 special requests were met,
and 541 homebound deliveries were made. Many of these checks were made in response to
calls from concerned family of homebound residents with special needs, most of whom are
senior citizens. These elderly citizens live predominantly alone and in multi -family housing units
contained in multi -level buildings. In the event of a high category disaster, much of this
population would likely be immobilized, as experience showed over the 2004-05 hurricane
seasons and during the October 2000 floods. Many of these residents are considered frail
elderly and have medical conditions that make them dependent on electricity to run apparatus
such as oxygen machines and air conditioners. Many of these residents also have no access to
transportation other than City public transportation, a service that would be interrupted in the
event of a disaster. Knowing this information, concerned family members contacted the
Tamarac Social Services Division when they did not hear from their homebound relatives during
Hurricane Wilma. However, once contacts were established and needs were assessed, relief
efforts were impeded as storm debris blocked access to houses and condos. Consequently,
responders and CERT members need special equipment to facilitate access to homebound
residents.
The best assistance residents can receive is timely information that enables them to prepare
before a storm occurs. However, as the demographics of Tamarac are changing, the City has
recognized a new need for disaster outreach preparation. According to the City's 2007 Citizen
Survey, there are 21 % more residents speaking other than English in their households than
there were just two years ago. Consequently, the City has an emerging need to communicate
with this growing segment and to ensure they are prepared before a disaster strikes.
In addition to changing demographics, Tamarac continues to grow from a little retirement
community to over 59,000 residents today. Thus, more community members are needed to
become familiar with the City's Emergency Operations plan to be ready to help responders in the
event of an emergency. Bilingual members are also needed to help responders communicate
information to and from residents that cannot speak English.
Finally, the heart of the City's Emergency Operations Plan is executed through Tamarac Fire
Station 15, our Emergency Operations Center. While the facility is structurally capable of
resisting a category 5 event, the City's technology systems need to be upgraded so they no
longer have difficulty linking and communicating with computers at the City's field operation
centers and with the County EOC. Updated technology is needed for proper and timely
execution of the City and County emergency operations plan.
Consequently, IT upgrades are needed for the EOC. CERT training and meeting the special
needs of a changing community are required for an updated hurricane preparedness plan.
PROPOSED SOLUTION
In response to these events, Tamarac created and implemented a hurricane wellness
checklist. This list compliments Broward County's new Vulnerable Needs Registry for the 2008
Hurricane Season. The City's list will interface with the county's list, giving the County an
accurate list of names for Tamarac special needs residents for safety and homeland security
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reasons. The list is updated annually to include more detailed information such as individuals
who may be disabled, elderly, and/or are in need of essential medications and/or medical
supplies. Supplies may include emergency re -charging of medical devices such as wheel
chairs, nebulizers, oxygen concentrators/cylinders, and similar products.
Once placed on the Hurricane Wellness checklist, the individuals are contacted before and
after the storm by City staff to determine their needs and to make delivery arrangements.
However, when the ability to deliver these services is compromised, as it was during Hurricane
Wilma, an ATRU or All Terrain Response Unit will enable Tamarac Fire Rescue to access areas
not readily accessible to normal response units, thus providing essential service and supplies to
those with special needs. This non -accessibility may result from windblown debris, as was the
case in the aftermath of Hurricane Wilma, or due to extremely crowded events such as our 41h of
July Celebration and during the number of outdoor concerts that are held during the year. In
addition, the ATRU's portable on -board generator will enable Fire Rescue staff to re -charge
medical devices on the spot, saving time and resources. During non -emergencies, the ATRU's
ability to access crowded public events will enable Fire Rescue staff to quickly bring medical
equipment to the victim, rather than transporting the victim to needed equipment, as is done
presently. When necessary, the unit is capable of transporting medical devices to a re -charging
station and returning them to residents, allowing the homebound resident to stay safely in his/her
home. The unit will also have a portable on -board generator so that responders and CERT
members can re -charge residents' medical devices on the spot. When necessary, the unit is
also capable of transporting medical devices to a re -charging station and returning them to
residents, allowing the homebound resident to stay safely in his/her home. Responders will also
be able to transport residents needing medical supplies, reducing the number of residents on the
road, freeing up space for emergency responders and vehicles restoring community services.
The program would save lives as these residents are typically homebound and have no means
of transportation.
In addition, new residents that do not speak English may not be adequately prepared or
know where to find needed information to help themselves and their families in the aftermath of
a storm. In an effort to ensure emergency preparedness to this growing segment of the
population, the City is proposing to print storm preparation brochures in Spanish and Creole.
These brochures will be available and distributed at the City's Hurricane Expo, under the City's
Get -a -Plan theme of: "Prepare and Be Aware", an annual event open to the entire community to
facilitate communication and storm/disaster emergency preparedness. Printing bi-lingual
emergency preparedness information helps the City meet these needs, which are required
objectives under Goal 1 of the City's Strategic Plan including:
■ Recognizing and Embracing Cultural Diversity
■ Identifying Customers and their Needs
Goal 5 of the City's Strategic Plan is to "Provide Support and Services to Ensure
Communities Remain Safe and Attractive." The CERT program is needed to meet this objective
because the program trains students, and thus the community, in disaster preparedness. This
objective is becoming more challenging as the population of Tamarac has grown from a little
retirement community to over 59,000 residents today. Thus, the CERT program is needed to
increase the number of community members familiar with the execution of the City's Emergency
Operations plan. CERT members are particularly needed during an emergency as they provide
early information regarding damages in the community. CERT members are playing an
increasingly vital role in emergency management, particularly since several members are
bilingual radio operators that can translate information from victims who cannot speak English.
CERT members provide needed care to victims before professional medical help arrives.
Consequently, a successful program will likely result in more people willing to help their
community as they will be trained in first aid, the NIMS system, and shelter and emergency
management. More CERT members also means less responders are in vehicles delivering
C5
food, as was an outcome from Hurricane Wilma.
Finally, laptops with updated software are needed to link and communicate with computers
at the City's field operation centers and with the County EOC for proper and timely execution of
the City and County emergency operations plan.
Consequently, IT upgrades are proposed for the EOC. CERT training and an ATRU unit are
being proposed to assist residents with special needs during an emergency. Finally, bi-lingual
brochures will be printed and distributed at the annual Hurricane Expo to improve preparedness
among new members of our changing community.
Identify the immediate tangible emergency management benefits (short-term projects, i.e. -12
months or less in duration), or, reasonable expectation of long-term emergency management
benefits coupled with the availability of resources (other than this grant amount) to continue
implementation of the project past the term of the award (long-term projects, i.e. - duration of
longer than 12 months). Also, identify the number of emergency management organizations or
the targeted population area whose emergency management needs will be directly benefited by
the project. [Maximum score 75 points]
EMERGENCY MANAGEMENT BENEFITS
This project addresses the emergency management Priority Area 4 of the NOFA: projects
that promote solutions for removing barriers to emergency preparedness. Specifically, this
project addresses:
• Special Needs Populations -- includes the low income, the frail, elderly and the disabled
and language barriers
• Transportation Issues
• County/Local Emergency Operation Centers
• Community preparedness, such as Community Emergency Response Teams (CERTs)
• Public information and education building on the theme of "Get a Plan"
In addition, the project will implement the community's Local Hazard Mitigation Strategy.
Specifically, the project is consistent with ESF18 (Special Needs) of the County's Emergency
Operations Plan (see Appendix for Letter of Consistency).
Immediate tangible emergency management benefits to the City of Tamarac include
upgrading the EOC and beginning CERT training before the 2008 hurricane season begins. In
addition, printing the bi-lingual brochures will enable the City to provide additional and diverse
storm preparedness information to Tamarac and surrounding communities at our annual
Hurricane Expo, kicking off the 2008 season. Finally, the ATRU unit will allow responders to
have the ability to access crowded public events to quickly bring medical equipment to the
victim, rather than transporting the victim to needed equipment, as is done presently.
Long-term benefits of this project include education of residents for better emergency
preparedness in the future, especially as current residents become older. Improving
coordination efforts now will also allow staff to become more efficient as the City's population
continues to grow and diversify; safeguarding more lives in future emergencies. This benefit
becomes more important since the population of Tamarac has increased tenfold in the years
between 1970 and 1990. Home to approximately 59,000 residents, Tamarac is now the 12tn
largest City in Broward County. Moreover, the City's emergency personnel and CERT members
serve not only Tamarac residents during an emergency, but also many seeking shelter who have
evacuated from nearby coastal communities of east Broward only 10 miles away.
RESOURCES NEEDED TO CONTINUE PROJECT
Tamarac is committed to improving the emergency management capabilities within the City
in the fundamental areas of response and recovery, particularly to its homebound residents. To
that end, the City built a new fire station to double as our EOC and coordinate all our
preparedness efforts, including CERT training. Staff will continually update the hurricane
wellness checklist of names from Hurricane Wilma. To date, the registry includes 181 names
and 148 homeowners associations. Staff also established a Code Red sign-up link on the City's
website (see Appendix) and will hold the second annual Hurricane Expo "Prepare and Be
Aware" where staff explains emergency preparedness, hands out helpful information in three
languages, and has a sign-up booth for the name registry. These outreach efforts are part of the
City's Emergency Operations Plan and are planned to be continually included in the City's
strategic planning and annual budget process.
EMERGENCY MANAGEMENT PERSONNEL
The City has a fully operational Fire Rescue Department with 104 full time employees
committed to emergency fire rescue response. However, as experienced proved over the past
several years, particularly during Hurricane Wilma, the City cannot rely solely on regularly
scheduled emergency personnel because there simply aren't enough of them on staff. For
example, during Hurricane Wilma the City undertook a massive effort that utilized most of its 400
employees and CERT members. Emergency Operation Center liaison positions were created
and personnel were temporarily reassigned to emergencies and recovery efforts throughout the
City via the EOC. Over 10,000 doors were knocked on to assess resident needs. Staff made
home deliveries of food, water, and ice to special needs individuals and "shut ins." Staff and
CERT members also performed special requests for individuals that included services such as
well checks, transportation to fill prescriptions and assisting individuals in wheelchairs. Special
requests of 23 were met and 541 homebound deliveries were made. The proposed outreach
efforts will assist residents to better help themselves so that they can help one another.
CRITERIA 3
Describe the project's consistency with the State Comprehensive Emergency Management Plan
and any applicable local comprehensive emergency management plans. [Maximum score 100
points]
CONSISTENCY WITH STATE PLAN
The following describes the project's consistency with the State's Comprehensive
Emergency Management Plan:
A. Purpose: Basic Plan
The Comprehensive Emergency Management Plan establishes a framework for an
effective system of comprehensive emergency management, the purpose of which is to:
1.2.1 Reduce the vulnerability of people and communities of this State to loss of life,
injury, or damage and loss of property resulting from natural, technological, or
man-made emergencies, catastrophes, or hostile military or paramilitary action;
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1.2.2 Prepare for prompt and efficient response and recovery activities to protect lives
and property affected by emergencies;
1.2.4 Recover from emergencies by providing for the rapid and orderly start of
restoration and rehabilitation of persons and property affected by emergencies;
1.2.5 Provide an emergency management system embodying all aspects of pre -
emergency preparedness and post -emergency response, recovery and mitigation;
1.3.7 Defines an interagency coordination mechanism to facilitate delivery of
immediate assistance, and direction and control of response and recovery
resources.
CONSISTENCY WITH COUNTY PLAN
The Broward County Comprehensive Emergency Operations Plan mirrors the state method
of operations. The following excerpt of the County Plan illustrates the consistency of the
proposed project with the goals of the County: ESF-18 — Special Needs
1.1 Purpose
The purpose of this ESF is to coordinate activities involved with the identification, registering,
transportation, sheltering and care of people with special needs before, during, and after a
significant emergency.
1.2 Scope
ESF-18 has a broad scope of critical responsibilities that encompass the following:
1. 1.2.1 Coordination and support of the registration of people with special needs.
2. 1.2.2 Overall management of the special needs program.
3. 1.2.3 Coordination of transportation of people with special needs.
4 1.2.4 Identification of facilities and resources available for sheltering and care of people
with special needs.
5 1.2.5 Coordination of staffing of special needs shelters including coordination with
ESF-6 (Mass Care) and ESF 8 (Health).
6 1.2.6 Provision of quantitative data to ESF-5 (Information and Planning), ESF-11
(Food), and others who require accurate data for response planning.
7 1.2.7 Coordination with ESF-2 (Communications) to ensure each shelter has a working
system of communications.
8 1.2.8 Coordination with ESF-12 (Utility Services) to ensure each active shelter location
has priority for restoration of power and other utility services.
9 1.2.9 Coordination with ESF-3 (Public Works and Engineering) and ESF-7 (Resources
Support) for emergency generators and shuttering at shelter sites.
2.0 POLICIES
2.1 Priorities
The operations of ESF-18 will be directed toward the performance of special needs
sheltering functions in conjunction with the conduct of county emergency operations and
protective actions. The primary focus of this effort will be to provide refuge and care for evacuees
who require specialized attention and sheltering.
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4.2.4 Municipal Level
Municipal agencies which have been designated to perform or coordinate like functions for
the municipality may work directly with this ESF at the County Emergency Operations Center for
resources and support.
The project also ties into the County Emergency Operations Plan's Purpose of providing an
effective system of comprehensive emergency management through the following Basic Plan
Concepts:
1.2.4 Provide an emergency management system embodying all aspects of pre -emergency
preparedness and post -emergency response, recovery and mitigation.
1.3.7 Defines an interagency coordination mechanism to facilitate delivery of immediate
assistance, and direction and control of response and recovery resources.
A letter from the Director of the Broward County Mitigation Task Force evidences support for
this project on a County level. The Task Force is charged with the development of the County's
overall Mitigation Plan and with evaluating all proposed projects relative to the County Plan (see
Appendix).
CONSISTENCY WITH CITY PLAN
The City of Tamarac Emergency Preparedness Plan echoes the goals and approaches of
the State and County Plans. The City Plan recognizes the responsibility of the municipality to
"provide continuity of government, direction, and control of emergency operations." The City's
Plan delineates Tamarac's responsibility to provide for the needs of its residents through a
coordinated effort with the emergency preparedness staff at the County EOC and further
recognizes the County will, in turn, coordinate with the State Division of Disaster preparedness.
An EOC with updated technology equipment is vital for timely communications with computers at
the City's field operation centers and with the County EOC in order to properly execute the City
and County emergency operations plan.
Goal 5 of the City's Strategic Plan is to "Provide Support and Services to Ensure
Communities Remain Safe and Attractive." The CERT program plays a vital role in meeting this
objective because the program trains students, and thus the community, in disaster
preparedness. Tamarac is also in compliance with the state and county for the National
Response Plan and implementation of the National Incident Management System (NIMS).
NIMS training is an essential part of our CERT training program. In addition, the ATRU unit
provides essential supplies and assistance to homebound residents with special needs. The
unit is also capable of emergency re -charging of residents' medical devices on -site, compact,
and transportable by trailer. Meeting the special emergency preparation needs of our growingly
diverse population also helps the City meet these needs, which are required objectives under
Goal 1 of the City's Strategic Plan including:
■ Recognizing and Embracing Cultural Diversity
■ Identifying Customers and their Needs
Section IV. B Vulnerability Analysis: This section of the City's Emergency Preparedness
Plan acknowledges the special needs of the community:
Tamarac, a City with an elderly population, could experience the loss of life and property in
catastrophic proportions... fifty percent of the City's total population is 65 years of age and over.
In order to endure the special needs of the population are met through well -coordinated
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emergency preparedness activities, the Plan provides for the establishment of Section
Emergency Coordinators in each of the City's Homeowner Associations.
Appendix G of the City Emergency Operations Plan tasks each of the presidents of the
City's homeowner associations with designating a Section Emergency Coordinator, whose
function shall be to work closely with the Tamarac Emergency Coordinator in relaying critical
information to residents within their section and to be a liaison officer between City Hall and their
respective sections.
Tamarac particularly recognized these special needs during Hurricane Wilma. The City
undertook a massive effort that utilized most of its 400 employees and CERT members.
Emergency Operation Center liaison positions were created and personnel were temporarily
reassigned to emergencies and recovery efforts throughout the City via the EOC. Over 10,000
doors were knocked on to assess resident needs. Staff made home deliveries of food, water,
and ice to special needs individuals and "shut ins." Staff and CERT members also performed
special requests for individuals that included services such as well checks, transportation to fill
prescriptions and assisting individuals in wheelchairs.
CRITERIA #4
Discuss why this particular method and approach was chosen. [Maximum score 100 points)
Despite state, county, and Citywide efforts to communicate storm information and advice in
preparation for Hurricane Wilma, staff still made 212 deliveries of food, water and ice to 70 club
houses, and over 10,000 visits were made to residents. Moreover, over 100 wellness checks
were performed, 23 special requests were met, and 541 homebound deliveries were made.
Many of these checks were made in response to calls from concerned family members of
homebound residents with special needs, most of whom are senior citizens. Post storm analysis
by the City Emergency Operations and other Department staff determined the City needed a
definitive list or registry of homebound residents including contact information and a checklist of
their needed supplies in order to coordinate a relief effort between Social Services and the City's
Emergency Operations Center.
In addition, other departments such as Fire Rescue, Public Information and Human
Resources increased hurricane outreach efforts through directly visiting homeowner
associations, developing a Code Red information and name registry sign-up link on the City's
website, and through holding an annual Hurricane Expo. Broward County has recently
established a vulnerable needs registry that is intended to interface with municipalities that
developed their own. Other counties such as Monroe County also have registries and sign-up
forms that were researched by Tamarac in developing its registry. Since then, the registry has
grown to 181 names and 148 homeowner associations. Moreover, once contacts were
established and needs were assessed, visits and wellness checks were impeded as storm
debris from Hurricane Wilma blocked access to houses, condos, and homeowner associations.
An ATRU unit is now being marketed to solve this problem as it can transport needed supplies
and recharge medical equipment to shut-ins and other homebound residents (see Appendix).
Tamarac received an overwhelmingly positive response to its new Hurricane Expo: "Prepare
and Be Aware", an event kicking off the hurricane season through a community education
campaign of emergency preparedness encouraging residents to get -a -plan. Consequently, the
City will use this avenue to also reach those of our community who do not speak English with
bilingual preparedness information through the help of bilingual staff. The City's considerable
growth over the years also necessitates the need to increase community members involved in
helping responders during an emergency. A CERT program will increase the number of
11
residents familiar with the City's emergency operations plan. Bilingual CERT members would
also be of great help in assisting responders with residents that do not speak English.
Expenditures for this project include:
Salaries:
• Community Education Preparedness Specialist: $2,100
■ Social Services staff to screen / update wellness checklist: $1,000
■ Technical Support Staff for EOC IT upgrades: $1,000
• Fire Rescue Hurricane Expo Detail Costs (see Appendix): $5,900
Expenses:
CERT Program Development (50 students):
Bilingual CERT flyers (from recycled paper): $1,650
Equipment Bags: $1,700
Equipment: $700
Uniforms: $700
Classroom props: $500
Printing and training materials: $1,000
Fire extinguisher simulator: $8,000
Provide for 20 members of community to participate in county drill at $25 / person:
$600
CERT Total: $14,760
• Bi-lingual hurricane preparation brochures:
10,000 to be printed in a tri-fold style brochure at $1,496 flat rate cost
Brochures to be printed on recycled paper due to the City's Green Initiative at 10% upcharge
= $1,650
■ Printing and postage of direct -mail piece on hurricane preparedness printed through the
Tam -A -Gram Extra (Direct -mail piece: $11,830 + 1 page insert over 2 issues: $2,000):
$13,830
Sun Sentinal (1/4 page ad): $1,500
■ "Meals Ready to Eat" or MRE's: Prepackaged individual meal packs that are used during disasters to
provide daily nutritional requirements for an individual. $8ea X 2,000 = $16,000
• Hurricane Expo Hurricane Outreach Costs (Parks & Rec — see Appendix): $4,400
Operating Capital Outlay
• All Terrain Response Unit (ATRU): to enable Fire Rescue to access areas not readily accessible
to normal response units immediately following an emergency, thus providing essential service
and supplies to homebound residents with special needs. The unit is also capable of emergency
re -charging of residents' medical devices on -site, compact, and transportable by trailer: $54,000
■ Funding for seven portable charging stations is being requested for individuals with electronic
wheelchairs who are unable to be charged due to power failure. The portable charging stations
would allow responders and CERT volunteers to go directly to the individual to charge the
wheelchair: ($120 ea X 7) = $840
■ Charging Strips (10) are needed for a station to be set up at the Tamarac Community Center for
those residents that are able to get to this facility following a disaster: ($30 ea X 10) = $300
• EOC IT Upgrades:
Wireless Laptops: 20 at $1,650 each: $33,000
Total Project Cost: $150,270
12
CRITERIA #5
Identify Applicant's project match. [Maximum score 50 points]
The Tamarac City Commission is committed to improving the emergency management
capabilities within the City in the fundamental areas of response and recovery. Consequently,
the Commission has a Resolution committing the City to a 2-to-1 cash match of $90,270 and an
in -kind match of $10,000 for a total of $100,270 or 67% in City funds to its 2008 EMPATF grant
program request of $50,000 for a total project cost of $150,270_ The cash match will be
provided through the printing of hurricane preparedness information through the Tam -A -Gram
Extra, cost of 2,000 "Meals Ready to Eat" or MRE's, and the FY09 Fire Rescue fund budget.
The in -kind match will be provided through Fire Rescue detail and Social Services staff time. A
copy said Resolution is attached in the Appendix.
CRITERIA #6
Discuss the Applicant's experience and ability applied to the project [Maximum score of 25
points]
Fire Rescue, Social Services, Public Information, and Human Resources staff have already
committed numerous hours to this project since Hurricane Wilma. Staff having lead
responsibility in the organization for implementing this project include:
Jim Budzinski, Chief of Tamarac Fire Rescue Department since 1991, has been employed with
Tamarac since 1979. Chief Budzinski serves as the City's Emergency Operations Manager.
Under his direction, Tamarac was the first non -coastal community in Broward County to
implement the Community Emergency Response Team (CERT) program as well as the
Business Emergency Preparedness network.
Van Schoen, Florida Professional Emergency Manager, has over 26 years of service in Fire
Rescue, has graduated over 450 students as a CERT (Community Emergency Response Team)
instructor for over eight years. Mr. Schoen has also been instrumental in developing the City's
Code RED automated notification system on the City's web -site. The link delivers recorded
phone messages directly to individual households, provides fast notification during emergencies
such as hurricane warnings, response and recovery, and now includes the sign-up process for
the name registry. Mr. Schoen will be the project manager for this project.
Rose Cure, Social Services Supervisor. Ms. Cure has over 10 years experience in social work
and is the City's Social Services Supervisor. Ms Cure coordinates homebound services
between the City and homeowner associations.
Andy Berns, Public and Economic Affairs Officer. Mr. Berns is the Public Information Officer for
the City of Tamarac. His office coordinates all advertising for the City, including emergency
preparation information published in the City's magazine, the Tam -A -Gram.
13
FLORIDA DIVISION OF EMERGENCY MANAGEMENT
EMPA COMPETITIVE GRANT APPLICATION
ATTACHMENT 2
Proposed Budget
Cash
In -kind
Total
EMPA
Total
EXPENDITURE CATEGORIES
Match
Services
Grantee
Award
Project Cost
Match
Cost
C+D=E
A
B
A+B=C
D
1. SALARY AND BENEFITS
Cormnunity Education Preparedness Specialist teal-
2,100
"2,100
2, t 00
CER I training:
City Social Services Staff:
LOW
1,()()()
1,000
C:"ity f"ethnical Support. Staff:
1,000
1,000
t.000
Fire Rescue I lurriCarl ; Expo Detail Costs:
5,900
5,900
5,900
2. OTHER PERSONAL / CONTRACTUAL
SERVICES
3. ADMINISTRATIVE EXPENSES
4. EXPENSES
(.'1:,KI Program Development:
14.750
14,750
Bi-Irngual Ifurric.a:ne preparation. brochures
1,650
1,650
Hurricane [".x 3o Tani-A-(.iram IlMilcau:t/` LMSC111iI)al
1 a,330
15.330
15,330
Cost of MREs:
16.000
16000
16,000
I lurricane Expo Outreach Costs:
4,400
4,100
4,400
5. OPERATING CAPITAL OUTLAY
All Terrain Response Unit orA11?ti
31,400
31,400
22,600
54,000
Portable cfiar�,,ing stations ($120 ea. X 7)
840
840
840
Charging strips ($30 ea X 10) = $300
300
300
300
C" EOI�I. 1..1pgra.des: $33,000
22 000
22,000
I I,t)()0
33,000
6. FIXED CAPITAL OUTLAY
TOTAL EXPENDITURES
90,270
10,000
100,270
50,000
150,270
PERCENTAGES
60%
7° b
67?,()
33{',o
1.00t' as
Ia1113 ;K.1% 0 LV/ a 0:4 9 WIN 2EI111 to] ►WAI21.101W I I a toFill. I Eel ato] .a0.1►10.1191UV 61
Wil
Salaries:
• Community Education Preparedness Specialist: Instructor for CERT training to hold two 24-hour classes
per year plus six hours of class preparation time, coordinating monthly meetings with CERT teams and
county meetings with other CERT members: $2,100
• Social Services Staff: Screening and updating the hurricane wellness checklist and cross referencing it
with the county's registry (see Appendix): $1,000
City Technical Support Staff Coordinating and assembling the EOC IT Upgrades: Approximately 2
hours X 20 workstations = 40 hours. $25 per hour X 40 hours = $1,000
• Fire Rescue Hurricane _Expo_Detail Costs (see Appendix): $5,900
_Expenses:
• CERT Program Development (50 students):
Bilingual CERT flyers (from recycled paper): $1,650
Equipment Bags: $1,700
Equipment: $700
Uniforms: $700
Classroom props: $500
Printing and training materials: $1,000
Fire extinguisher simulator: $8,000
Provide for 20 members of community to participate in county drill at $25 / person: $500
CERT Total: $14,750
■ Bi-lingual hurricane preparation brochures
10,000 to be printed in a tri-fold style brochure at $1,496 flat rate cost
Brochures printed on recycled paper for the City's Green Initiative at 10% upcharge = $1,650
■ Printing and postage of direct -mail piece on hurricane preparedness printed through the
Tam -A -Gram Extra (Direct -mail piece: $11,830 + 1 page insert over 2 issues: $2,000): $13,830
Sun Sentinal (1/4 page ad): $1,500
■ "Meals Ready to Eat" (MBE's): Prepackaged individual meal packs that are used during disasters to provide
daily nutritional requirements for an individual. $8 ea X 2,000 = $16,000
■ Hurricane Expo Hurricane Outreach Costs (Parks & Rec — see Appendix): $4,400
Operating Capital Outlay:
• All Terrain Response Unit (ATRU): to enable Fire Rescue to access areas not readily accessible to
normal response units immediately following an emergency, thus providing essential service and
supplies to homebound residents with special needs. The unit is also capable of emergency re -charging
of residents' medical devices on -site, compact, and transportable by trailer: $54,000
■ Funding for seven portable charging stations is being requested for individuals with electronic wheelchairs
who are unable to be charged due to power failure. The portable charging stations would allow responders
and CERT volunteers to go directly to the individual to charge the wheelchair: ($120 ea X 7) = $840
Charging Strips (10) are needed for a station to be set up at the Tamarac Community Center for those
residents that are able to get to this facility following a disaster: ($30 ea X 10) = $300
• EOC IT Upgrades:
Wireless Laptops: 20 at $1,650 each: $33,000
Total Project Cost: $150,270
APPENDIX
1. Letter of Consistency with Broward County Local Mitigation Strategy
2. City of Tamarac Resolution supporting the proposed project
3. Resume of Project Manager: Van Schoen
4. Official Price Estimates
5. Photographs: Hurricane Wilma
6. Brochures/Information
o Tam -a -Gram Extra: 2007 and 2006
o Tamarac Hurricane Preparedness Guide
o Sample Bilingual Hurricane Preparedness Guide (Los Angeles, California)
o Hurricane Preparedness Home Inventory List
o Tamarac CERT Program
o Vulnerable Needs Registry
o Code RED sign up form