Resolution 2022-32273 RESOLUTION NO. 2022-32273
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA, ADOPTING THE CITY'S
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP).
WHEREAS, Chapter 252 of Florida Statutes and Rule 9G-7 assigns the
responsibility for disaster mitigation, preparedness, response, and recovery to Boards
of County Commissioners and requires each County to adopt a Comprehensive
Emergency Management Plan (CEMP); and
WHEREAS, Miami-Dade County has a CEMP under which the City of Miami
Beach has conducted pre- and post-disaster operations; and
WHEREAS, it has become apparent following recent events and disasters that
the City has certain topographical, cultural, and operational conditions for which
planning deviates from — but does not contradict or undermine — those of the County;
and
WHEREAS, being prepared for disasters means being ready to respond
promptly as hazardous situations occur, to save lives and protect property, as well as
to provide relief from suffering; and
WHEREAS, the City of Miami Beach has developed its own Comprehensive
Emergency Management Plan, a copy of which is attached as Exhibit A to the
Memorandum accompanying this Resolution (the "Miami Beach CEMP");
WHEREAS, the purpose of the Miami Beach CEMP is to provide the framework
for the development of detailed operating procedures; and
WHEREAS, the City continues to work closely with the Miami-Dade Office of
Emergency Management for coordination of preparedness, mitigation, response and
recovery objectives, and the County is aware of and supports planning efforts specific
to municipalities; and
WHEREAS, this hyper-local approach to the various levels of emergency
management reduces some of the County's burden as well as providing more
immediate service to the residents, businesses, and visitors of Miami Beach; and
WHEREAS, the Miami Beach CEMP compliments, rather than detracts from the
Miami-Dade County CEMP.
NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and
City Commission of the City of Miami Beach hereby approve and adopt the Miami
Beach Comprehensive Emergency Management Plan.
1
PASSED and ADOPTED this /V day of SZ 4e( , 2022.
Dan Gelber, Mayor
ATTEST: . Eq'
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WiCORNORATtDi
Rafael E. Granado, City Clerk '��,;�� •..gt •�'` APPROVED AS TO
••2............. & LANGUAGE
SEP Z 202� &FOR EXECUTION
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. City Attorney Date
2
Resolutions-C7 D
MIAMI BEACH
COMMISSION MEMORANDUM
TO: Honorable Mayor and Members of the City Commission
FROM: Aline T. Hudak, City Manager
DATE: September 14, 2022
SUBJECT:A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY
OF MIAMI BEACH, FLORIDA, ADOPTING THE CITY'S COMPREHENSIVE
EMERGENCY MANAGEMENT PLAN (CEMP).
RECOMM.ENDATION,
Adopt the plan.
BACKGROUND/HISTORY
While the County has in place a Comprehensive Emergency Management Plan (CEMP) that
covers every municipality in the County, the City of Miami Beach has developed plans to
address hazards that are specific to our community.
Through the Urban Area Security Initiative (UAS I), the Miami Beach Fire Department Division
of Emergency Management obtain a planning grant, executed through Miami-Dade County, to
develop the City of Miami Beach CEMP.
ANALYSIS
The County is not only aware of the City's plan development, but encourages municipalities to
have and approve plans that are specific to their communities. While the Countywide CEMP
covers all-hazards, the Miami-Beach CEMP details the uniqueness of this community and
addresses specific concerns and necessary operational activity.
SUPPORTING SURVEY DATA
FINANCIAL INFORMATION
The project to develop and complete this plan was entirely funded by a UAS I grant.
Applicable Area
Not Applicable
Is this a"Residents Right Does this item utilize G.O.
to Know" item,pursuant to Bond Funds?
City Code Section 2-14?
Page 299 of 1700
No No
Strategic Connection
Non-Applicable
Legislative Tracking
Emergency Management
ATTACHMENTS:
Description
o Memo, CEMP
o Resolution, CEMP
Page 300 of 1700
MIAMI BEACH
City of Miami Beach, 1700 Convention Center Drive,Miami Beach,Florida 33139,www.miamibeachfl.gov
COMMISSION MEMORANDUM
TO: Mayor Dan Gelber and Members of the City Commission
FROM: Alina T. Hudak, City Manager
DATE: September 14, 2022
SUBJECT: REQUEST FOR ADOPTION OF CITY COMPREHENSIVE EMERGENCY
MANAGEMENT PLAN
ADMINISTRATION RECOMMENDATION
Approve the City of Miami Beach Comprehensive Emergency Management Plan.
BACKGROUND
While Miami-Dade County has a Comprehensive Emergency Management Plan under which all
municipalities operate, the City of Miami Beach experiences certain topographical, cultural, and
operational conditions that are unique and recent response to certain disasters and hazardous
situations has shown that the City can prepare for, respond to and recover from impacts through
operational planning separate from the County.
The City maintains a positive relationship with the County's Office of Emergency Management
(OEM), and we share a strong understanding of the important roles each entity plays when faced
with disaster. The philosophy in Emergency Management is that all disasters are local, and
resource management should be such that assistance is sought from the County once municipal
resources are exhausted.
The City of Miami Beach is well-prepared and provisioned to conduct necessary preparations and
has certain specialized plans that go above and beyond what is outlined in the County's plan.
Since Hurricane Irma, planning for elements such as. transportation to evacuation centers,
wellness checks of our elderly residents and damage assessment activity are carried out by City
of Miami Beach personnel, and are reported to the county, since most requests for response and
assistance are made locally. The efforts in the City of Miami Beach compliment the efforts of the
County and are more suited to the needs and expectations of our residents.
The City of Miami Beach CEMP was completed utilizing grant funds under the Urban Area
Security Initiative (UASI), managed through the County OEM. The County encourages
municipalities to develop planning that addresses the unique conditions and requirements in
individual cities, which in turn compliments and informs the County's overall planning.
•
CONCLUSION
The CEMP provides for a City-specific approach to all-hazard preparedness, mitigation,
response, and recovery for natural and human-made disasters. Approval of the plan in
recommended.
ATHNF/JRM/SHL
Page 301 of 1700
RESOLUTION NO. 2022-
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA, ADOPTING THE CITY'S
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP).
WHEREAS, Chapter 252 of Florida Statutes and Rule 9G-7 assigns the responsibility
for disaster mitigation, preparedness, response, and recovery to Boards of County
Commissioners and requires each County to adopt a Comprehensive Emergency
Management Plan (CEMP); and
WHEREAS, Miami-Dade County has a CEMP under which the City of Miami Beach
has conducted pre- and post-disaster operations; and
WHEREAS, it has become apparent following recent events and disasters that the
City has certain topographical, cultural, and operational conditions for which planning
deviates from —but does not contradict or undermine —those of the County; and
WHEREAS, being prepared for disasters means being ready to respond promptly as
hazardous situations occur, to save lives and protect property, as well as to provide relief
from suffering; and
WHEREAS, the purpose of the Miami Beach CEMP is to provide the framework for
the development of detailed operating procedures; and
WHEREAS, the City continues to work closely with the Miami-Dade Office of
Emergency Management for coordination of preparedness, mitigation, response and
recovery objectives, and the County is aware of and supports planning efforts specific to
municipalities; and
WHEREAS, this hyper-local approach to the various levels of emergency
management reduces some of the County's burden as well as providing more immediate
service to the residents, businesses, and visitors of Miami Beach; and
WHEREAS, the City of Miami Beach CEMP compliments, rather than detracts from
the Miami-Dade County CEMP.
NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, hereby authorizing the City
Manager and City Clerk to adopt the City of Miami Beach Comprehensive Emergency
Management Plan.
PASSED and ADOPTED 14th day of September, 2022.
Page 302 of 1700
ATTEST:
Page 303 of 1700
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RECORD OF CHANGES
No. Date • Subject Authorized Location
Signature Reference
1 .. 5/24/ 5-Year.'Update;''Docu'ment was Tim:Kitchen, various
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all sections were updated
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City of Comprehensive Emergency
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DISTRIBUTION LIST
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City of Comprehensive Emergency
Miami Beach Management Plan (CEMP)
STATEMENT OF CONSISTENCY
Florida Administrative Code, effective 2/11/2001
Rule 9G-6.0095 Division of Emergency Management authorizes and encourages each
locally constituted municipality to establish an Emergency Management Program.
Municipal Comprehensive Emergency Management Plans (CEMPs) are the municipal
counterparts of the State CEMP and must be consistent with and subject to the applicable
County CEMP. The City of Miami Beach has adopted the;M,iami—Dade County CEMP by
reference. The Miami—Dade County CEMP provides} the general emergency
management structure and guidance under which the C'i(y of Miami Beach CEMP was
formulated. The City CEMP, while intended to be consistent with and coordinated with
the County CEMP, is strategic to the particularneeds of the citizens of Miami Beach and
the organization of its government. (.7‹:
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City of Comprehensive Emergency
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TABLE OF CONTENTS
1 INTRODUCTION 16
1.1 PURPOSE 17
1.2 SCOPE 18
1.3 METHODOLOGY 18
1.4 ASSUMPTIONS 19
1.5 PLAN ACTIVATION / \ 20
1.6 PLAN MAINTENANCE r
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2 SITUATION / 21
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2.1.1 Geographical Characteristics ,M 22
2.1.1.1 Climate i \ 22
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2.1.1.2 Terrain + \\ \ + 23
2.1.1.3 Political Governance \`��- \ \ 23
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2.1.2 Demographics �`�. `+ 25
2.1.2.1 Population ` 5"``- �" "' 25
2.1.2.2 Households and Families \ ''''''':TNN,_ \.\ 26
2.1.2.3 Nativ ,and Language 26 .
2.1.2.4 Geographi M bil y\ ;r /\\`�"" 26 '
2.1.2.5 Education 1 27
2.1.2.6 Disabilities` / "'� 27
2:12.7 Inca e- �� 7- ` `•_� 28
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{2.1:2.8 Poverty and
Participation in Government-Rrograms 28
2.1:9\ Occupations and Types of Employment 28
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2.1.2.10\ \Travel to Work 5 \5 \\') 30
2.1.2.11 \` ou Hsing Characteristics 31
2.1.2.12 Ho si g'Costs / 1 31
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2.1.3 Economic Profile 32\` f
2.1.3.1 Major Economic Generators 32
2.1.3.1.1 Tourism 32
2.1.3.1.2 Entertainment 32
2.1.3.1.3 Real Estate 33
2.1.4 Land Use 33
2.1.5 Hazard Identification 33
3 CONCEPT OF OPERATIONS 36
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City of Comprehensive Emergency
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3.1 PHASES OF EMERGENCY MANAGEMENT 36
3.1.1 Prevention/Protection 36
3.1.2 Preparedness 37
3.1.2.1 The City's Emergency Preparedness Program 38
3.1.3 Mitigation 39
3.1.4 Response 40
3.1.5 Recovery 40
3.2 NATIONAL INCIDENT MANAGEMENT SYSTEM(NIMS) ,` 41
/3.3 LEVELS OF EMERGENCIES AND DISASTERS rr 42
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3.4 CLASSIFICATION OF EVENTS C \\ 43
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3.5 EMERGENCY PROCLAMATIONS r > \ \ 46
3.5.1 Local state of Emergency Declaration Pr cess �' ` 46
3.5.2 County Emergency Declaration Process�\�• \ 47
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3.5.3 State Emergency Declarati ,Process47
3.5.4 Presidential Emergency or MajorrD clarion \ \ 47
3.6 CITY OF MIAMI BEACH \� ''� ,\ �` \ 48
3.6.1 Emergency Authority , ``�� 48
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3.6.2 Use of Miami BeacfiRes urces �� • `" 7-,.. 48
3.6.3 Direction and Control \" \ �\ �� 48
3.6.3.1 Local Dis sters'• ) L. \ 48
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3.63.2 Major-Disasters,
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316.4CActivation �� \ '"- , 49
\ \ \ \3 6.4.1\ EOC Activation Levels \S 51
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3.6.4.1.3N Level Three:Monitoring&Assessment 51
3.6.4.1.2\Level Two:Partial\yy 52
3.6.4.1.3 \`Lev l One:Full-Scale 52
3.6.5 EOC Structue.\. / 53
3.6.5.1 EOC Sectionsi 53
3.6.5.2 EOC Branches 57
3.6.5.2.1 Fire Branch 57
3.6.5.2.2 Health and Medical Branch 58
3.6.5.2.3 Infrastructure Branch 58
3.6.5.2.4 Law Enforcement Branch 58
3.6.5.3 Emergency Support Functions 58
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City of Comprehensive Emergency
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3.6.5.4 Divisional EOC Responsibilities 59
3.6.5.5 Message and Information Flow 60
3.6.5.5.1 Communication Systems 61
3.6.6 Miami Dade County 61
3.6.6.1 Roles&Responsibilities 61
3.6.6.2 County Assistance 62
3.6.6.3 County Agencies 62
3.6.7 State of Florida 62
3.6.7.1 Roles&Responsibilities / / 62
3.6.7.2 Florida Division of Emergency Management(FDEM) ' O 63
3.6.7.3 Governor of Florida \\ 64
3.6.7.3.1 Governor's Authorized Representativ'ee(GAR? 65
3.6.7.4 State Assistance \ < \ti\e 65
3.6.7.5 State Agencies \ °rt\ _''/"\ N\_ 66
3.6.8 Federal Government 7-N. \\ /,' / \, ? 66
3.6.8.1 Roles&Responsibilities \ Co \ (
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3.6.8.2 Federal Assistance 66
3.6.8.3 Federal Agencies 66
4 CEMP ROLES AND JIESPONSIBILITIES '� p J`�. 67
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4.1 "GENERAL RESPONSIBILITIES 67
4.1.1 General Preparedness Responsibilities All City'Departments 69
4.1.2-� ,General Response Responsibilities -All City Departments 70
4::1.3:department Directors andManagers < 71
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4.1.4`\ Emergency Support Functions(ESFs) 71
5 RESPONSE'A IONS �'° 4\ 72
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5.1 NOTIFICATION`AND WARNING 72
5.1.1 Alert&Notification ) 72
5.1.2 DEM / 73
5.1.3 Local Warning Point 73
5.1.3.1 Warning and Status Updates 73
5.1.4 Special Populations 74
5.1.5 Other Notification Procedures 74
5.2 EVACUATION AND SHELTERING 75
5.2.1 Evacuation 75
5.2.1.1 Residential Health Care Facilities(RHCFs) 75
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City of • Comprehensive Emergency
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5.2.1.2 National Disaster Medical System 75
5.2.1.3 Schools 76
5.2.1.4 Businesses 76
5.2.1.5 Authority 76
5.2.1.6 Localized Evacuation 77
5.2.1.7 Large Scale Evacuation 77
5.2.1.8 Evacuation Routes 77
5.2.1.9 Traffic Control ."N, 80
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5.2.1.10 Emergency Transportation / 80
5.2.1.11 Re-Entry // \ 80
5.2.2 Sheltering \�`�� 81
5.2.2.1 Evacuation Centers / ) \\ 81
5.2.2.2 Pet Friendly Evacuation Centers f l `\��.\ 81
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5.2.2.3 Emergency and Evacuation Assistance Program,(EEAP) "'" \ " 82
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5.3 IMPACT ASSESSMENT �-. \ \� \\, 82
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5.3.1 Initial Damage Assessment(DAP.-. \ < 83
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5.3.2 Preliminary Damage Assessment�(PDA)\ 83
`5.4 FOREIGN NATIONALS � , 84
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5.5 MUTUAL AID / --� \\ \ \ - .✓'''� 84
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5.6 FACILITY LIFE SUPPORT S STEMS \t / 84
6 RECOVERY ACTIONS `\\\N• d J------ \\\ 85
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6.1 T,R NSITIOMFROM RESPONSE TO,RECOV Y �` 85
6.2 DISASTERASSISTANCE CENTERS(DACS) • 86
6.3 FAMILY REUNIFICATION CENTER(FRC)/AMILY ASSISTANCE CENTER(FAC) 86
6.4 MASS CARE - \' \` 87
6.5 INFRASTRUCTURE\ \ 87
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6.6 DEBRIS REMOVAL \. / 87
6.7 INSURANCE COORDINATION,...../ 87
6.8 STAFFING 87
6.9 SHORT-TERM RECOVERY PHASE 87
6.10 LONG-TERM RECOVERY PHASE 88
6.11 DISASTER DECLARATION 89
6.12 TYPES OF STATE OR FEDERAL ASSISTANCE 90
6.12.1 Individual Assistance(IA) 90
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City of Comprehensive Emergency
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6.12.2 Public Assistance(PA) 90
6.12.3 Mitigation Actions 91
7 ADMINISTRATION 92
7.1 TRAINING 92
7.1.1 Roles 92
7.1.2 Programs 92
7.2 EXERCISE 93
7.2.1 Exercise Plan /', ) 93
7.2.2 Procedures f` 94
7.2.3 HSEEP Compliance and Plan Improvement (ram�'/,\` \-`\\ 95
7.3 PUBLIC AWARENESS AND EDUCATION f \ \ 95
7.3.1 Responsibilities / ? '1 95
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7.3.2 Programs '. ,� `\
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7.3.3 Joint Information Center(JIC)— / v 96
7.3.4 Emergency Public Information `�` 96
8 FINANCIAL MANAGEMENT �1 �� �\ \ 97
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8.1 POLICIES - `\ N � - \ 97
8.2 ADMINISTRATION // r~` O \\ ''/ /.'`. sue) 98
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8.3 FISCAL 98
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8.4 LOGISTICS �'� 100
8.5 FINANCIAL AL•RESP BILITIES AND TASKS - • 101
8(.1 Finance and Administration Section Chiefs ) 101
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8.5 2 City Attorney \ 102
8.5.3 City Clerk 102
8.5.4 City Commission 102
8.5.5 City Manager\ / ! 102
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8.5.6 Departments,All 102
8.5.7 OMB, Finance&Accounting,Procurement 102
8.5.8 Human Resources 102
8.5.9 Information Technology 102
8.5.10 Human Resources, Risk Management 102
8.6 INSURANCE 103
9 AUTHORITIES AND REFERENCES 104
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City of Comprehensive Emergency
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9.1 MEMORANDA AND REFERENCES 104
9.2 AMERICANS WITH DISABILITIES ACT AND GUIDELINES FOR FUNCTIONAL NEEDS SUPPORT SERVICES 104
9.3 CITY OF MIAMI BEACH 105
9.4 DECLARATION OF EMERGENCY(MIAMI BEACH CODE A.26.II SECTION 26-31 AND SECTION 26-35) 105
9.5 EMERGENCY CONDITIONS(MIAMI BEACH CODE A.26.1I SECTION 26-33—DISCRETIONARY EMERGENCY MEASURES) 105
9.6 MIAMI-DADE COUNTY 106
9.7 STATE OF FLORIDA 106
9.8 FLORIDA STATUES /\ 107
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9.9 FLORIDA ADMINISTRATIVE CODE / r 107
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9.10 EXECUTIVE ORDERS vl 107
9.11 FEDERAL GOVERNMENT f �\\ 107
9.12 COORDINATION OF GOVERNMENT ACTION ( / \ 109
10 APPENDIX A—HAZARD PROFILES \ \\\N 110
10.1 NATURAL HAZARDS ��'�` \ �' 2 \\ 110
10.1.1 Drought ~- \ `s\ ( 110
1
10.1.2 Disease Outbreaks 1 �`� \ 111
10.1.3 Erosion ----- �`\ `` � \`�\ 113
f N 114
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10.1.4 Extreme Temp re atures
10.1.5 Fires `\- \ \ \ '\\ / 115
10.1.6 ��Floo�ding l
10.1:7 S/ altwat_Inttrrusion\� �� \ \\ 118
1b:1.8(Sea Level Rise 118
`10.1.9 Severe Storms \ N \Ns
\ 120
10.1.10 \Tornadoes \` \-/ 121
1.
10.1.11 Tropi al,Cyclones 1 122
10.1.11.1 Maj r-H arddss�Pr duced by a Hurricane or Tropical Storm 123
10.2 TECHNOLOGICAL HAZARDS J 126
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10.2.1 Hazardous Materials 126
10.2.2 Coastal Oil Spill 126
10.2.3 Critical infrastructure Disruption 126
10.2.4 Cyberattack 127
10.2.5 Major Transportation Vulnerabilities 130
10.2.6 Radiation Contamination 131
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City of Comprehensive Emergency
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10.3 HUMAN-CAUSED HAZARDS 132
10.3.1 Terrorism 132
10.3.2 Active Shooter 133
10.3.3 ' Civil Disturbances 134
10.3.4 Mass Migration 135
10.3.5 Special Events 135
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City of Comprehensive Emergency
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LIST OF TABLES
TABLE 1: CITY OF MIAMI BEACH MONTHLY NORMAL TEMPS AND RAINFALL,1991-2020 23
TABLE 2:GENERAL POPULATION CENSUS SUMMARY FOR MIAMI BEACH,FLORIDA(2020) 25
TABLE 3: OCCUPATIONS FOR THE CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER IN MIAMI BEACH,
FLORIDA(2020 ACS 5-YEAR ESTIMATES) 28
TABLE 4: PERCENTAGE OF WORKERS 16 YEARS AND OVER COMMUTING BY MODE 31
TABLE 5: HOUSING UNITS IN MIAMI BEACH, FLORIDA 31
TABLE 6: HAZARDS IDENTIFIED BY THE MIAMI-DADE COUNTY 2020 LOCAL MITIGATION STRATEGY 34
TABLE 7: NATURAL HAZARDS IDENTIFIED BY THE MIAMI-DADE COUNTY 2015 THIRA 34
TABLE 8:TECHNOLOGICAL HAZARDS IDENTIFIED BY THE MIAMI WADE COUNTY 2015 THIRA 35
TABLE 9: HUMAN-CAUSED HAZARDS IDENTIFIED BY THEM AMI-DADE COU TY,2015 THIRA 35
TABLE 10:CLASSIFICATION OF EVENTS (. J N- 43
TABLE 11—MIAMI BEACH EMERGENCY SUPPORT FU TI N'(ESF)ASSIGNMENTS \" 58
TABLE 12: COMMON FLOOD TYPES \ „ 115
' `'N., \ _. / ti
TABLE 13: ENHANCED FUJITA-PEARSON SCALE FOR TORNADO DAMAGE 121
TABLE 14:SAFFIR SIMPSON HURRICANE WIND SCALE' `� \ 125
TABLE 15: COMMON TYPES OF CYBER ATTACK o�S\ \ 127
TABLE 16: COMMON SOURCES•OF•CYBERSECURITY THREATS�� \� 129
C. </ �\ \ '
LIST OF FIGURES r
FIGURE 1: CITY OF M MI BEEACH`DEMOGRAPHIC SUMMARY! URCE:2011-2015 ACS 5-YEAR ESTIMATES...21
/ /" �„. \ . .
FIGURE"2;CITY OF MIAMI BEACH GEOGRAPHIC MOBILrrY, OF RESIDENTS 1 YEAR AND OLDER 27
FIGURE 3:Cmr OF MIAMI BEACHPOVERTY.,L VELS 28
FIGURE 4: EMPLO M\E�NT BY INDUSTR YIN MIAMI,BEACH,FLORIDA(2020 ACS 5-YEAR ESTIMATES) 30
FIGURE 5: PHASES'OF EMERGENCY MANAGEMENT ERROR! BOOKMARK NOT DEFINED.
FIGURE 6: PHASES OF EMERGENCY MANAGEMENT 36
FIGURE 7: MIAMI BEACH EOC ORGANIZATIONAL CHART 56
FIGURE 8: MIAMI-DADE COUNTY-STTOORM SURGE PLANNING ZONES AND EVACUATION ROUTES 79
FIGURE 9: DROUGHT.GOV HISTORICAL CONDITIONS FOR MIAMI-DADE COUNTY 110
FIGURE 10:ZONE OF ACTIVE ZIKA TRANSMISSION IN THE CITY OF MIAMI BEACH,2016: 112
FIGURE 11:CITY OF MIAMI BEACH ELEVATION 117
FIGURE 12: UNIFIED SEA LEVEL RISE PROJECTION 119
FIGURE 13:WIND AND PRESSURE COMPONENTS OF STORM SURGE 124
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City of Comprehensive Emergency
Miami Beach Management Plan (CEMP)
EXECUTIVE SUMMARY
The City of Miami Beach is vulnerable to a variety of hazards that could potentially
threaten the City's residents, visitors, businesses, and environment. The City of Miami
Beach Comprehensive Emergency Management Plan (CEMP) establishes the
framework that the City of Miami Beach utilizes to be adequately prepared to deal with all
hazards. The CEMP outlines the general roles and responsibilities of City departments,
local, state and federal organizations as well as other stakeholders when preparing for,
responding to, and recovering from a large-scale emerges cy or disaster. The CEMP also
includes the coordination of emergency and disaster activities with volunteer
organizations and business that serve the City of Miami Beach.
The CEMP addresses the five phases of emergencyanage Tt (prevention/protection,
preparedness, mitigation, response, recovery) set forth in the`State of Florida CEMP, the
Miami-Dade County CEMP, and the National'Response Framework (NRF). The CEMP
also describes how national, State, County'an,other resources w Il'b\coordinated under
the National Incident Management System (NIMS)f/to supplement\City\ resources in
response to a disaster.
The City of Miami Beach C E M Pis bas d o\the principle of local governments bearing
the initial responsibility for response to anNemergenc_yy -.Corollary to this principle, each
level of governments-will accomplish the``functions ``for which it is responsible,
requesting assistance from t e\next hig\lhher leve of_g vernment, only after resources at
lower levels are clearly4nadequate`to cope\�with tthe situationdlt follows, therefore, that local
government authorities should know where`and how to obtain assistance, if needed.
The CEMP--is~strategical�y,%orientedand addresses the operational objectives and
responsibilities of:coordinated City emergency response, relief, and recovery. The CEMP
describes/the basic strategies,assumptions)nd mechanisms through which the city
government;and agencies will mobilize resources and conduct activities to guide and
support efforts through preparedness,mitigation, response and recovery. This is done in
concert with mi-Dade Comity's CEMP, the State of Florida's CEMP and the Federal
Governments NRFFin order to establish a level of operational continuity.
This Plan coordinates`interg2vernmental activities utilizing a functional approach that
groups emergency response'organizations according to roles and responsibilities. These
groups are called Emergency Support Functions (ESFs). Each ESF is headed by a lead
agency (or co-lead agencies), which has been selected based on its authorities,
resources, and capabilities in functional areas. These functional groupings among City of
Miami Beach government and other entities will serve as the primary mechanism through
which the City will respond to a major or catastrophic emergency.
Throughout the CEMP, the Federal Emergency Management Agency (FEMA)
Comprehensive Preparedness Guide (CPG) 101 fundamentals and the Whole
Community approach strategy are utilized. While CPG 101 provides emergency
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management professionals with guidance on plan development, the Whole Community
approach refers to the collaboration between emergency management and a wide range
of stakeholders to ensure that all are part of the planning process. These stakeholders
include residents, vulnerable populations, organizational and community leaders, faith-
based and non-profit organizations, the private sector, and government officials.
This Plan is based on certain assumptions and the existence of specific resources and
capabilities which may be subject to frequent change. Actual measures taken by the City
of Miami Beach to respond to a situation will be tailored to the specific emergency
situation. As such, a great deal of flexibility is built into the implementation of this plan.
Some deviation in the implementation of the operational concepts identified in this plan
may be necessary to protect the public. ,
The Plan is comprised of the following: \\\
CEMP Basic Plan: This plan outlines the different hazards Miami Beach is at risk for or
vulnerable to. It addresses the concepts of operations fortiauation; sheltering,
responsibilities for post disaster response and recovery activities of the City and other
agencies; deployment of resources; financial agerneenn.t policies hat will be adhered
to in an emergency, as well as communicationss and,warning systems. The Basic Plan
also contains a section that address'es mmediate sh4te m recovery issues to ensure a
rapid and orderly implementation of rehabilitation and restoration programs for persons
and property affected by a disaster. The\Plan identifies annul exercises to determine the
ability of the City to respond to emergencies. 2 .. \,/
4l
Annex I — Emergecy Sup Function This section organizes City of Miami Beach
Departments and agencies into 18 ESFs. The`ESF structure is patterned after the system
outlined inthe_Miami-Dade,,Cou ty-and State\of Florida Comprehensive Emergency
Management_Plans,and the National4Response Framework. Each of the 18 ESFs in this
section outlines the purpose and'scope of"each function, the operating policies, planning
assumptions, concept of,operation\s,and responsibilities of lead and supporting agencies
involved Ili each. The 18 ESFs and\thhe lead departments and agencies are listed below:
Annex II — Ha Hazard Specific\Annexes: This volume contains hazard specific plans that
are comprehenive`in scope. They address hazards in the City of Miami Beach which
require an enhanced or\modif l approach to dealing with that particular hazard.
Annex III — Supplemenfal/Plans: This volume includes plans which support incident
response with specific strategic objectives. These plans outline the concept of operations
and, in some cases, comprehensive planning for large-scale activities that arises from a
major incident or take place to supplement response and recovery.
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1 INTRODUCTION
The CEMP describes how the City of Miami Beach will mitigate, prepare for, respond to,
and recover from the impact of all hazards to public health and safety, including natural
disasters, technological accidents, homeland security threats, and other emergency
situations. It provides an overview of operational concepts, identifies components of the
City's Emergency Management Organization within NIMS and describes the overall
responsibilities of local departments and agencies for protecting life and property and
assuring the overall well-being and enhancing the resilience of the community.
The magnitude of an incident or disaster governs the,p roach used in managing an
event. The Emergency Support Function (ESF) syste adopted within this plan, is very
effective when handling both small and large scale/in idents requiring response and
recovery support from local, state and federal-'governments ,This comprehensive plan
includes provisions for flexibility of methods;operations, andraations needed to facilitate
the efforts of the City of Miami Beach in/accomplishing emergency management
objectives no matter the scale of the incident ``
`.4 \ f'
Ensuring the safety of all Miami Beach's residents,�rbusinesses and visitors is a shared
responsibility and effort between first responder age icies, Miami Be/ ach Division of
Emergency Management (DEM) and;the City governmen ; along with mutual aid support
from the County. In the event of a city de emergency dearation, all the City's resources
are used for the mutual benefit of all\re�sidessandkvisitors.�ln a countywide emergency
declaration, the resources-of the County and eachrof its municipalities work together for
the mutual benefit of all residents and"visitors"of MiamPDade County. The statutory
authority for this arrangement may be found,in Chapter 8B of the Miami-Dade County
Code. State support is'governed tinder Florida Statute, Chapter 252. In turn, the federal
government is responsible for upport .to both the. state and local government in
/accordance with `the RNs,obert'�T.,Stafford Act a•d-Title 44 "Emergency Management and
Assistan e" of the Codeeof Federat-Regulation (CFR).
� E
On Marcch30 2011, Presidential Policy irective 8: National Preparedness (PPD-8) was
signed and released by theeOffice of the President of the United States. PPD-8 and its
component policies, intend to: guide how the nation, from federal, state, and local
governments to rivate citize g
s, can "strengthen the securityand resilience of the United
States through systematic partition for the threats that pose the greatest risk to the
security of the nation." These threats include terrorist acts, cyber-attacks, pandemics and
natural disasters. PPD-8 evolves from, and supersedes, Homeland Security Presidential
Directive 8. PPD-8 is intended to meet many requirements of Subtitle C of the Post-
Katrina Emergency Reform Act of 2006 (P.L. 109-295, 6 U.S.C. §741- 764).
The National Preparedness Goals describe the Nation's security and resilience posture
through the core capabilities utilizing the Whole of Community approach as the
foundation. The National Preparedness Goals defines success as:
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"A secure and resilient Nation with the capabilities required across the whole
community to prevent, protect against, mitigate, respond to, and recover from the
threats and hazards that pose the greatest risk."
Using the core capabilities, the National Preparedness Goals are achieved by:
• Preventing, avoiding, or stopping a threatened or an actual act of terrorism.
• Protecting our citizens, residents, visitors, and assets against the greatest threats
and hazards in a manner that allows our interests, aspirations, and way of life to
thrive. ///)
• Mitigating the loss of life and property by lessening the impact of future disasters.
• Responding quickly to save lives, protect p operty,n d the environment, and meet
basic human needs in the aftermath of,a c//atastrophic incident.
• Recovering through a focus on, the timely restorat of n, strengthening, and
revitalization of infrastructure, housing and a sustainable ec nomy, as well as the
health, social, cultural, historic, and environments"F"fabric of communities affected
by a catastrophic incident,,-' \\ /
1.1 PURPOSE \ '
The CEMP is intended to provide an organized.system of'p,reparedness, response, and
recovery by which the City-manager,the Mayor-, and the CityCommissioners are guided
in their statutory responsibilities in the pro'vision�of direction and control during a disaster.
This plan has been designed~to achieve a\number of goals
• To provide an o g nizedsystem of ha and vulnerability reduction to the residents
and--businesses of*d visitors`to-the Cityof Miami Beach.
• /To develop an enhanced'level of awareness relative to emergency preparedness.
• To 'provide the mo'st\effici nt\response and recovery system possible through
effective coordination and maximum utilization of all available resources.
• To coordinate with k y Miami Beach departments, Police, Fire, Information
Technology,;Transpo tation, and Public Works for the continuance and/or recovery
of identified essential functions, which are Life Safety and Critical Infrastructure, to
a normal state as,quickly and effectively as possible after a disaster.
• To maintain a high level of readiness through community outreach and regular
DEM training and exercise.
• To reduce the public's vulnerability to recurrent hazards by the promotion of hazard
mitigation strategies, particularly in the areas of critical infrastructure, land use, and
building codes.
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1.2 SCOPE
The CEMP establishes official emergency management policy for all City agencies in
response to, and recovery from, emergencies and disasters within the city. Each entity
identified herein will utilize this CEMP as the basis for development and maintenance of
subordinate plans, response policies, and implementing procedures. The existence of this
CEMP does not relieve response organizations from the duty of developing their own
Standard Operating Procedures (SOP).
The CEMP covers the various levels of a disaster starting,with "incident" and continuing
through "minor disaster" then "major disaster" and finally "catastrophic disaster". An
overview of these categories of disasters is found below./
This CEMP provides the City of Miami Beach with0ui�niform protocol for the establishment
and maintenance of a coordinated interface\with the Federal, State and County
Governments, private and non-profit sectors;�and faith-based organizations during
emergency periods. The CEMP and all associated volumes, the. Whole
Community approach utilizing all available 'resources,\to ensu e,the most efficient
response to incidents that impact the City of Miami Beach. \
The CEMP is intended to be consistent.with the Comprehensive Emergency Management
Plan of Miami-Dade County, including ti s-annexes"fo\Emergency Support Functions
(ESFs), mitigation and disaster recovery,,terrorism incident response, and multiple
casualty incident response. The CEMP is also intended;Nto, be consistent with and
supportive of the Comprehensive Emergency,/Maanage ent Plan of the State of Florida,
as well as with the Federal government's`National Response Plan. This consistency is
necessary to facilitat,s or ination of response and recovery operations between the City
of Miami Beach, adjacent municipalities, and higher levels of government.
The CEMP acts`a overarchinemergency plan but it is complemented by companion
documents that expand upon and'support the-direction provided in this document. These
documents, which are extrapolatedhin Volume IV, include the Recovery Plan and its
accompanying\olumes; th°eFLLocal Mit gation Strategy (LMS); and the Threat and Hazard
Identification and'Risk Assessment (THIRA).
1.3 METHODOLOGY •
The CEMP was prepared through a cooperative, multi-organizational process directly
involving the City's departments with responsibilities for implementation of the plan. Plan
development and revision is an interactive process involving an orientation of all
agencies, evaluation of the"lessons learned"following emergency situations, discussions
regarding the capabilities of the City's agencies, and analysis of the City's preferred
operational concepts. The development process also included reviewing and commenting
by all stakeholders on the draft plan prior to its finalization.
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1.4 ASSUMPTIONS
For planning purposes, the following assumptions were considered:
• Initial responsibility for disaster response and recovery operations within the City
of Miami Beach is the responsibility of City government officials.
• The City of Miami Beach maintains authority for emergency management
operations within city limits, and commits all available resources to save lives,
minimize personal injury and property damage.
• If City resources are insufficient, assistance may/be sought from County sources
following a City declaration of emergency. .•/
• Miami-Dade County Emergency Managemen jwilhsuppo rt the City of Miami Beach
in its efforts to secure appropriate declarations, when necessary.
• If Miami-Dade County resources are s icient, ass sta\e may be sought from
State sources after Miami-Dade County has issued a Declaration of a State of
Local Emergency and the county requestsSsuch,asistance.
• If the situation is beyond bt a response orrecovery capabilities of,the county and
the State, the Governor will‘,requestactivatiomof'the Federal Recovery Framework
and that Federal resources, coordinated through the Federal Emergency
Management Agency (FEMA), willNb:"deployed °to the County to provide
assistance. `-
�-~ \ . /
• Transportation°mfrastructure will bedamaged by major or catastrophic incident and
local transportation service will be dis upted.
• Public utilities will be'drnaged and eithe>'fully or partially inoperable.
/• Dam ge to commercial,tele�comrrun tins facilities will be widespread and the
(
ability of first responders annd,governmental and non-governmental responders to
communicate will be impaired.,
• Home ..,„ public buildings, and other critical facilities and equipment will be
destroyed-'or severely)damaged.
• Debris may make,stres and highways impassable, making the movement of
emergency resources/difficult.
• Many county and municipal emergency personnel will be victims of the incident,
preventing them from performing their assigned emergency duties.
• Numerous separate incidents subsequent to the initial incident will further
complicate response and recovery operations.
• Many survivors may be displaced from their homes and large numbers of dead
and injured could be expected.
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• Many survivors will be in life-threatening situations requiring immediate rescue and
medical care.
• Hospitals, nursing homes, pharmacies and other medical facility stock will be
damaged or destroyed, and those that do remain will have difficulty
accommodating patient surge.
• Damage to the county's airports and seaports could have significant impact on the
county's economic prosperity and on the ability to move supplies and goods in and
out of the county.
• Food processing and distribution capabilities/ will be severely damaged or
destroyed.
`\
• Damage and/or destruction of the built environment which generate, produce, use,
store or dispose of hazardous materials could result in the release of hazardous
materials into the environment.
\\\*\
• A major or catastrophic incident will most'likely create disruption of energy sources
and prolonged electric power failure. \\\y//,)
• A major or catastrophic incident will have an 'impact on the county's economic
prosperity.
1.5 PLAN ACTIVATION \
When a major or catastrophic mer enc Chas occurred ors
:imminent the City Manager
may issue a declaratio�pn of alL"oc I Stat of EmergencySuch an action will immediately
activate all portions os this plan )ln the absence of a Local State of Emergency, the
Emergency.Manager may activate portions of'this,plan in accordance with the appropriate
levels of mobilization•.to facilitatee response-readiness or monitoring activities.
1.6 PLAN MAINTENANCE
\ �N ` \
Plan development and ma maintenance i nance s a primary functional responsibility of the City of
Miami Beach Division of Emergency Management. Active and on-going participation in
the emergen y'p anning process and in Plan production and evaluation is required of all
who have responsibilities in Plan execution. This process involves a team of participants
from all sectors of the community, and at all levels of authorities in those sectors, in a set
of interrelated and reiterative activities as described in the following:
In consultation with the EOC team, the Planning Section Chief is responsible for drafting
the Basic Plan and revisions thereto, defining the Plan Purpose and Scope, providing
analysis of hazards and financial and resource management issues as well as the other
elements of the Basic Plan. The EOC team meets on an annual basis after the end of the
Atlantic hurricane season to review the Basic Plan and supporting Annexes to determine
if changes need to be made based on new planning requirements, identified gaps, or
identified areas of improvement. Changes are subsequently made in order to keep the
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plan current and functional. The EOC Team may also discuss needed changes to the
CEMP following Citywide, Countywide, and Statewide exercises.
The final draft Basic Plan with Annexes is reviewed by the City Attorney, the City
Manager, Mayor, elected officials, and department and agency directors for concurrence
preliminary to presentation by the City Commission for adoption. Recognizing that the
planning process is ongoing, Plan adoption may be undertaken even though some
elements may be incomplete. It is important to note that this CEMP remains a living
document and changes will be made to the plan as deemed necessary.
SOPs will be developed by participants as necessary to support the Plan. Some SOPs
will be developed concurrently with the development-of the Basic Plan and the Annexes;
others will follow its formal adoption. SOPs that pertain`oly to internal department or
agency operations in execution of ESF responsibilities are not included in distributed
copies of the Plan.
\\\\
The final draft plan will be submitted to the City Attorney, City Clerk\and then to the City
Commission after all issues have been add`re sed by the,Emerge cy?Mannager in the final
review process. Upon adoption of this plan by the City Commission, copies;,are distributed
for official record, for users, and`for public access. Any changes to the Plan after initial
distribution will be sent to all parties'on the distribution list/signature sheet.
The CEMP has been formulated to provide the flexibility required to efficiently handle both
large and small incidents--and disasters. A CEMP distribution list is maintained and
updated semi-annually by-DEM,. ' \
\\:\ \,„
2 SITUATION
The rims -mission of e ency-mana ee nt'in the City is to support our community's
p �'ry g � y �.. . g�
disaster preparedness response, recoveryand mitigation needs through the
coordination of information and.resources. Due to the City's coastal geography and other
factors there are sevea hazards that pose a risk to the City. The Miami-Dade County
Threat and`Hazard Identification andhRisk Assessment (THIRA), contains a detailed risk
assessment of:„iie hazards and the risks they pose to the entire County.
The THIRA help`communities understand their risks and determine the level of capability
they need in order tokaddr,ess;those risks. The THIRA is the main hazard assessment for
disaster planning and�`isrecognized as the hazard assessment section of the CEMP.
Other specific hazard vulnerability analysis include a Flood Hazard Vulnerability Analysis
This section provides a summary of the City of Miami Beach's potential hazard
considerations, geographic characteristics, support facilities, land use patterns, economic
profile, and demographics.
Figure 1: City of Miami Beach Demographic Summary. Source:2011-2015 ACS 5-year estimates.
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N f"o ��v -.-Y���'�x4 a�+p,�V3�•�jen�r';r�"'�, '+..°'..
&:' ? QUALITY OF LIFE
�. `WHOZEARtE grtr
Y
91564 230,000+y ,
visitors -
. residen=ts *7620 15 cultural
auera a tlail
average anchor institutions
53%
7a°i wpanhiteic ' temperature
His :
47°/e Black or African American
1,7%Asian
40.4Ash
Median Age ' (a Dual I �'
68% 37 parks4116 enrollment.and
1
Speak otherlanguages:
�_ - ? (SU%Spanish] �" &facilities t international baccalaureate
public school programs
k
. BU,SINES&& : kt . :,. .
TOURISM
Surrounded by Biscayne
Bay and the Atlantic Host to part of the
Ocean only shallow coral reef #1
formations in liiik hotel destination for area
4�. the Continental U.S. =� tourists
World's
largest „I
ãc0ntt00f
#29 ��
7MI�eS best city for 1��
ART DECO of beaches ."1: _ entrepreneurs ®1 N
architecture
C T '.. /
2.1.1 GEOGRAPHI AL\ HARAC ERISTICS 4 Y
\. \
The City of`Miami.Beach, incorporated.in 1915; is located in Southeast Florida within
Miami-Dade'C'ounty,'on a barrier isI nd-�between'Biscayne Bay and the Atlantic Ocean.
It is connected to the mlnland'bylour causeways.
\ r \ "
� `\ a ` y g, g swamp, 9
The area\was originally�`a low-lying mangrove which was filled with dredged
material to create the system\of natural and man-made islands that make up the City
today.
2.1.1.1 CLIMATE \\;\ ,l
Miami Beach has a sub-tropical climate with high humidity and precipitation. According to
the National Oceanic and-Atmospheric Administration (NOAA), between 1981 and 2010
the average high temperature in the City of Miami Beach was 81 degrees and the average
low temperature was 71 degrees (Table 3). Within the same time period, the average
annual rainfall was 51.73 inches.
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Table 1: City of Miami Beach Monthly Normal Temps and Rainfall, 1991-2020
City of Miami Beach
Monthly Normal Temperatures and Rainfall, 1981-20.10
TEMPERATURE (°F)
MONTH MINIMUM AVERAGE MAXIMUM RAINFALL
(inches)
-January " 61.2 67A - 73.6 2.33
February 63.3 69 f- 74.8 2.27
March 65.2 70.9 76.5' ,:.M 2.47
April 69.8 744 ,7:9:6 3.44
May 73.6 78 2'. : ,82.7 4.94
June 76.5 81.3\ NN 86 \ \ 7.76
July 78 ,82.9 88.8 5.98
August 78.1 e , 83.1 `5 . 88.1 7.51
September 77 2' '82.1 :87 8.45
October '`83:7 6.49
"November:. 68.6 73 8 , 789 f 3.29
December 64.4 ` 70 3' 76.1 2.25
Annual 70.8 76.05 81.2 57.18
Average
Source:National Centers`wfor Environm I Information, NOAA 1991-2020 Normals
2.1.1.2 TERRAIN \\:\
4
Miami Beach is barrier island:community, located in Southeast Florida, between Biscayne
Bay and the Atlantic,,Ocean,)with over seven miles of white, sandy beaches. The City of
Miami Beach has a land area`of approximately 7.6 square miles, ranging in elevation from
approximately 2.5 ft. (North American Vertical Datum of 1988) NAVD88 to 10 ft. NAVD 88
along the dunes of east side of the island. The City consists of a single large barrier island
that was filled with material, and several small manmade islands constructed from material
dredged during the construction of the Port of Miami.
2.1.1.3 POLITICAL GOVERNANCE
There are 34 municipalities that govern independently from Miami-Dade County. The local
governments are responsible for zoning and code enforcement, police and fire protection,
and other city services required within each jurisdiction.
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The City of Miami Beach has a Commission-City Manager form of government. The
commission consists of a Mayor and six commissioners who serve as the policy-making
body of the City. The term of office of the Mayor is three (3)two (2)year terms, with the City
Commissioners serving no more than two (2)four(4)year terms. The Mayor does not have
veto power over the City Commission. The City Manager ensures that policies, directives,
resolutions and ordinances adopted by the City Commission are enforced and
implemented. The City Manager is also charged with the daily operations of the City.
The City Manager directly oversees the majority of the operations of the City. The City
Manager is the chief executive officer and head of the administrative branch of the City
government, and is responsible to the City Commissionfothe proper administration of all
affairs of the City. The functions and powers of this officelar.e outlined in City Code Subpart
A, Article IV.
C .t
City of Miami Beach Departments include the following: \
• Office of the City Manager .
• Office of the City Attorney `
\\/?\
• Office of the City Clerk .
• Building Department `` . \`
• Code Compliance Department
• Department of Ern Emergency Mana�gement"r
• Environment and Sustaihability Department
• Finance Depart enter \\\\
• FirDepartment N
• ' l \\
'.
'Fleet Management Department
• Hu an,,Resources Department• .
• Information technology Department
• Office of Capital Improvement Projects
\./
• Office of Communications
• Office of Housing and Community Services
• Office of the Inspector General
• Office of Management and Budget
• Organizational Development and Performance Initiatives
• Parking Department
• Parks and Recreation Department
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• Planning Department
• Police Department
• Procurement Department
• Property Management Department
• Public Works Department
• Tourism and Culture Department
• Economic Development Department
• Transportation Department
2.1.2 DEMOGRAPHICS � `CX
\\\2.1.2.1 POPULATION `
According to the United States Census esti- ates, the City of IVliami\Beach had a total
population in 2020 of 82,890 residents, with median age of 41.6 years (2020 census).
Miami Beach had a 2020 population density of`10;8,63 69,persons pe square mile.
Although residential population in 2020 was estimated at 82,890, the average daily
population of the City of Miami Bea*is estimated at 222,079. This estimate includes
seasonal residents, non-resident workers,hotel guests,other tourists, beach visitors and
other day trippers. `��
Table 2: General Population Census`Summary for-Miami Beach, Florida (2020)
Description, Measure
Population
Census 2020 Total Population ,.; 82,890
Land Area in square miles 7.63
Population per square'mile ,,y' 10,863.69
Median Age :41.6
All Firms, 2012 `' , / 19,592
Educational Attainment: Percent high school graduate or higher 89.4%,
Total housing units 63,543
Median Household Income $57,211
Foreign Born Population 55.4%
Individuals in poverty 13.7%
Race and Hispanic Origin
White alone 68:5%
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Description Measure
Black or African American alone 4.6%
American Indian and Alaska Native alone , 0%
Asian alone 2.3%
Native Hawaiian and Other Pacific Islander alone .3%
Two or More Races 8.9%
Hispanic or Latino (of any race) 58%
White alone, Not Hispanic or Latino / / 34.3%
Veterans 1,900
Source:2020 U.S. Census Bureau;2020 Demograkiiic
Profile, 2012 Survey of Business Owners,
2.1.2.2 HOUSEHOLDS AND FAMILIES / \\
In 2016-2020 there were 43,237 househo d<in the Cit .of\Miami Beach, with an average
Y
household size of 2.05 people. Marred-Couplesmadeur33.3% of the o eholds in the
City of Miami Beach. No-Spouse preent, family 'households made up 59% of all
households in the City of Miami;Beach -21.3% of all\households have one or more
persons under the age of 18, and 16.7\/of.,�hhouseholds\have one or more people 65
years and over. \,
�)
2.1.2.3 NATIVITY AND LANGUAGE !1' �\
According to 2020 ACS\5 year estimates,,55 /°4 of persons living in the City of Miami
were foreign born, 50.6%o are naturalized U.S. Citizens, and 49.9% are not U.S. Citizens.
71.9% of/pe ons-age 5`y.a ssor;olde spoke\a llanguage other than English at home,
including 58/ Spanish; 10.1\% lndo-Europe1.8%languages, Asian Pacific Islander,
and 1:9%other languages. `� �\ `
2.1.2.4\~GEOGRAPHIC MOBILITY \
The 2020 American Commu 1 ity Survey 5-year estimates indicate that 77.7% of the people
at least one year'of`age living in Miami Beach were living in the same residence one year
prior; 13.6% had moved during the past year from another residence in the same county,
1.7% from another county in'the same state, 2.8% from another state, and 4.2% from
abroad 'J
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Figure 2: City of Miami Beach Geographic Mobility of Residents 1 Year and Older.
City of Miami Beach
Geographic Mobility of Residents
1 Year and Older
90
80
70
ca
Q,60
0
50
5
&40
-C• 30
a)
• 20
a.
10
0
Same Different Different Different State From Abroad
Residence Residence Residence
Same County Same State
2.1.2.5 EDUCATION
The 2020 ACS 5-year estimates reported\that 89.4% ofpeople 25 years and over had at
N
least graduated from hiegh schoohand 47sg\%-had a bachelor's degree or higher.
Within the City of Miami'Beach there are several schools that include the following:
• Biscayne Beach Elementary-School — Student Population is 725
\ .ti �.,
• Miami BeachAault and,Community-Ed`Center
• �Mia i Beach Fi nberg/F sherrK-8 — Student Population is 942
• Mia kBeach Nautilus Middle School — Student Population is 1,125
\
• Miami Beach\High School — Student Population is 2,305
• Miami Beach''�outh'Pointe Elementary School — Student Population is 563
• North Beach Elementary School — Student Population is 1,048
2.1.2.6 DISABILITIES
According to the 2020 ACS 5-year estimates, 8.2% of City of Miami Beach residents
reported a disability. 3.6% of persons with a disability are under the age of 65. Types of
disabilities in the City of Miami Beach include: hearing difficulty (2.3%), vision difficulty
(1.8%), cognitive difficulty (3.2%), ambulatory difficulty 4.6%, self-care difficulty (1.5%),
independent living difficulty (3%).
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2.1.2.7 INCOME
The median household income of Miami Beach according to the 2020 ACS estimates was
$57,211. Median income by types of families includes $74,893 for families, $93,441 for
married-couples, and $41,711 for nonfamily households.
2.1.2.8 POVERTY AND PARTICIPATION IN GOVERNMENT PROGRAMS
2020 ACS estimates show that 13.7% of all people were living in poverty. Of those
persons 12.7 percent are under 18 years of age, 11.8% were 18 to 64 years, and 22.6%
were 65 years and over. //)
Figure 3: City of Miami Beach Poverty Levels
K
Figure 5 - City of Miami Beach
Poverty Levels
25
0
20
a
a 15
d 10
cc
= 5
a 0
All Families Under 18 18-64 65 and Over
2.1.2.9 OCCUPATIONS AND 'TYPES OF-EMPLOYMENT
The lead ng—em yme t`indutr s''in the,City of Miami Beach for the employed
populatlori 16 years, and older were arts, entertainment, and recreation, and
accommodation and food services (22.1%), professional, scientific, and management,
and administrative and waste,mangement services (15.8%), and educational services,
and healthcare\and social assista cn a (15.3%), according to the 2020 American
Community Surveke t mat y
Table 3: Occupations for the Civilian Employed Population 16 Years and over in Miami
'Beach;Florida (2020 ACS 5-year estimates)
Civilian employed population 16 years and over Percent
Agriculture, Forestry, Fishing, and Hunting, and Mining .4%
Construction 5.1%
Manufacturing 3.4%
Wholesale Trade 2.9%
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Civilian employed population 16 years and over Percent
Retail Trade 8.7%
Transportation and Warehousing, and Utilities 5.2%
Information 2.4%
Finance and Insurance, and Real Estate and Rental and Leasing 10.2%
Professional, Scientific,.and Management, and Administrative and 1.5.8%
Waste.Management Services
Educational Services, and Healthcare and Social Assistance 15.3%
/ /
Arts, Entertainment,. and Recreation, and, Accommodation and 22.1%
Food Services - .
Other Services, Except Public Administration
Public Administration- : 2.1%
/
< .\ \\,\\ .
\\\\\ \ \ \\
\\\\ ii. )
""
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Figure 4: Employment by Industry in Miami Beach, Florida (2020 ACS 5-year Estimates)
Employment by Industry in Miami Beach, Florida (2013-2017
American Community Survey)
Public administration - 2.1
Other services, except public administraiton 6.3
Arts, entertainment, and recreation, and
accomodation and food services 22.1
Educational services, and health care and social 15.3
assistance
Professional, scientific, and management, and 15.8
administrative and waste management services
Finance and insurance, and real estate and rental 10.2
and leasing
Information ® 2.4
Transportation and warehousing, and utilities 5.2
Retail trade 8.7
Wholesale trade 2.9
Manufacturing 3.
Construction 5.1
Agriculture, forestry, fishing and hunting, and
mining 0.4
0 5 10 15 20 25
Percent of Population Employed
2.1.2.10 TRAVEL TO WORK
52.1% of Miami Beach workers aged 16 years or older drove to work alone according to
the 2020 ACS 5-Year Estimates. 6.4% carpooled, 8.7% took public transportation, and
12.4% used other means (walking, working from home or other). 10.2% worked at home.
Among those who commuted to work, it took an average of 27.1 minutes.
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Table 4: Percentage of Workers 16 Years and over Commuting by Mode in Miami Beach,
Florida (2020 ACS 5-Year Estimates)
Commute Mode Percent
Car, truck, van -- drove alone - 52.1%
Car, truck, van -- carpooled 6.4%
Public transportation (excluding taxicab). 8.7%
Walked f. 9.6%
Other means 12.4%
Worked at home (�, " . \ 10.8%
\\\
2.1.2.11 HOUSING CHARACTERISTICS / \�
According to the 2020 ACS 5-Year Estimates, the City of Miami Beach had a total of
63,543 Housing Units, 31.0% of which were�vacant. �
In 2013-2017, Miami Beach had-44,475 occupied\h si g units; 16 621✓,(37.4%) were
owner-occupied and 27,854 (62,.63%) were renter occupied. Twenty-four-point eight
percent of the households did not have access to a\vehicle, 49.5% had one available
vehicle, 20.6% had two vehicles andanother 5;0% had three or more vehicles.
One percent of the housing inventory in 2013-2017 ACS was comprised of houses built
since 2010, while('11.6%c th\houses`w ere first built in)1939 or earlier. The median
number of rooms in`all`housing units in Miami Beach was 3.3 rooms, and of these housing
units 13.8% had three or\more r:betlrooms: �.
f \Table 5: Housing.,Units in Mi mi Beach, Florida
/ �� N •
Type of Housing Unit Percent
Single-family houses 10.7
Apartments In Multi-unit str uctu res 89.1
Mobile homes 0.2
Boat, recreational vehicle, van, etc. 0.0
2.1.2.12 HOUSING COSTS
In 2020, the median monthly housing cost for mortgaged owners was $2,665. Non-
mortgaged owners costs were $1,047 and renters' median gross rent was $1,432. Median
value of an owner-occupied unit was $459,000.
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2.1.3 ECONOMIC PROFILE
Overall, the economy of the City of Miami Beach has remained stable. The Total Gross
Domestic Product for Miami-Fort Lauderdale-West Palm Beach, FL (MSA) is
$365,051,489.
In recent years, the City has grown more than only its traditional tourism based economy
to become a multifaceted industrial center and regional leader for the location of
Information, Health Care, and Arts & Culture industries.
2.1.3.1 MAJOR ECONOMIC GENERATORS
2.1.3.1.1 Tourism
//2
According to the Greater Miami Convention & Visitors`"Bureau 2019 Annual Report, the
state of Greater Miami's tourism industry wa strong in 201.9..Employment in the travel
and hospitality sector reaching a record 147,000 jobs, making it one of the leading
employment sectors in the community. G eater Miami and the"Beaches' hotel industry
had a strong performance in 2019, ranking in the top 10, among the,top 25 hotel markets
in the U.S. according to STR, the leader in providing insights for the h tel industry. The
hotel and travel industry's success is-in part linked toaestination marketing programs that
help drive demand and increase the"number of visitors toGreater Miami and the Beaches.
In 2019, the GMCVB continued the successful "Found'in\Miami" branding campaign,
driving global impressions worldwide`through,advertising, public relations, social media
and sales initiatives su p rting leisure as well/as meetingsand conventions business.
Greater Miami attracted16.3,million overnight visitors.and an additional 7.9 million Day
Trippers, for a record,number of 24.2 million total visitors in 2019. Total economic impact
eclipsed $17.9 billion with.the vast_majority,"$16.3 billion, coming from overnight guests.
Consistent with previous years,,MiamiLBeach remained the most common area for visitor
lodging:` Downtown,.Miami and the Airporta were also top areas for lodging. The
following is a percentage breakdown .Are of where visitors who used lodging stayed in 2019:
• Miami Beach (38%)\ {\
• Airport Area (15%)
• Downtown Miami (13%)
• South Miami (10%
• Doral (6%)
• Coral Gables (6%)
2.1.3.1.2 Entertainment
The entertainment industry continues as an important part of the City's economy. The city
remains a key location for the production of movies, fashion campaigns, and TV series.
Many international talent and model agencies have retained operations in the city. The
corporate segment of the industry considers the city to be an important entertainment
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industry hub. The city continues to grow as a destination for major events. The Art Basel
Miami Beach, the South Beach Food and Wine Festival, the South Beach Comedy
Festival, the Miami Beach International Boat Show, and the Winter Music Conference
continue to provide a strong base that supplements the leisure, 'convention and trade
show segments.
2.1.3.1.3 Real Estate
In Miami Beach, condo sales fell 4.2%to 707, compared to 738 closings in the first quarter
of 2017. Single-family home sales rose 5.2 percent to 81. The median sale price of a
condo increased 11.8% to $380,000, and the median price-of a house rose 16.7% to $1.4
million. Inventory grew 9.4% to 6,748 homes and condoscnd properties spent about 80
days on the market before selling, a 44% drop cop-pared�to the first quarter of last year.
2.1.4 LAND USE
With over 7 miles of beaches. 3 Golf Courses, 20 parks, art and culture, dining and
nightlife, and world class shopping Miami :Beach is a bustling cityTMiami Beach is an
island city of just 7.1 square miles that separates Biscayne Bay from he radiant blue
waters of the Atlantic.
Refurbishment of the Art Deco Historlc�District, from cafes, clubs and shopping along
South Beach's Ocean Drive, Lincoln Road"and W shigton Avenue; the international
hotels and restaurants of Collins'A'en e"r nd�Middle Beach; to the re-emerging
neighborhood in North r Beach, Miami Beach boasts,a booming economy with tourism
being the top industry. The Cityyof Miaml B\each`ha over 50,000 hotel rooms.
The Art Deco HistoricDistrict i :located b twe n 5th Street and 23rd Street, along Ocean
Drive, Collins Avenue nd Washington Avenue,, consisting of more than 600 buildings
built between 923and 1943Te ArttDeco District is recognized by the National Register
of Historic Places.
2.1.5 HAZARD IDENTIFICATION N
Identifying hazards is the first step 'many effort to reduce community risk. All parts of the
City of Miam\rBeach are vulnerable to these hazards, and often will have little or no
warning before bei g.1mpacted)The City is an active participant in Miami-Dade County's
Local Mitigation Strategy/which is a Countywide, multi jurisdictional effort to reduce the
vulnerabilities of the communities of the County to future hazards of all types. The LMS
is active before and after disaster events. Before disasters, the City of Miami Beach
participates in technical analyses identifying potential hazards threatening the jurisdiction,
defining vulnerabilities to those hazards, and formulating mitigation initiatives to eliminate
or reduce those vulnerabilities. The mitigation initiatives are included in the City's portion
of the countywide mitigation plan and are scheduled for implementation when 'the
resources to do so become available.
The following chart depicts the probability risk by location of all of the natural hazards.
The estimate of risk is based on the judgment of local planners and the LMS Working
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Group regarding the likely frequency of occurrence of the hazard event based on the
location of the jurisdiction to the hazard potentially occurring. Sea Level Rise probabilities
were determined by potential future risk as identified in the map in the Sea Level Rise
section. The rankings are Low (L), Medium (M), and High (H). Hazard profiles can be
found in Appendix A.
Table 6: Hazards Identified by the Miami-Dade County 2020 Local Mitigation Strategy
Hazard Risk Rating.
Drought Medium
Erosion / High
Flooding - . High
Hurricane/Tropical Storm `. / \\ High
Saltwater Intrusion High
Sea Level Rise /. / "<<High
Severe Storm High
Tornado \ High\,\,
Wildfire Low
Winter Storm `. \ / Medium
The following natural hazards are included in.the 2015'Miami-Dade County THIRA.These
are Countywide vulnerability ratings that e�otspecifi\to the jurisdiction.
Table 7: Natural Hazards Identifiedn by the Miami-Dade;.ounty 2015 THIRA
\ N, \
Hazard. Risk Rating
Animal and Plan Disease Outbreak Medium
f�'Dam/Dike Failure ;. -� \ \ Low
/ Drought • Medium
Earthquake \ \ Low
Epidemic/Pandemic Medium.
'Eroosion \ `"� ,j Medium
Extreme Heat Medium
Flooding ,i High
Hail Medium
Hurricane and'T,ropical Storm High
Landslide Low
Lightning Medium
Saltwater Intrusion Medium
Sea Level Rise " High
Severe Storm Medium
Sinkholes Low
Space (i.e. Meteorites, CMEs,Solar Low
Flares)
Tornado \ Medium
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Hazard Risk Rating
Tsunami Low
Volcano (i.e. Ash, dust) Low
Wildfire Medium
Windstorms Medium
Winter Storms and Freezes Medium
The following non-natural hazards are included in the 2015 Miami-Dade County THIRA.
These are Countywide vulnerability ratings that are not sp,c fic to the jurisdiction.
Table 8: Technological Hazards Identified by the Miami Dade County 2015 THIRA
Hazard Vulnerability
Coastal Oil Spill - Medium.
Electric Utility Failure / / \\High
Hazardous Materials Release Medium
Nuclear Power Plant Release \ \ „ Lowy
Structural Fire Medium
Transportation Incid,`ent'(i.e. Highway < Medium \--/
and/or Rail Incident)\,
Water/Wastewater Incident Medium
Table 9: Human-Caused Hazards'Identifie'd by the Miami-Dade County 2015 THIRA
Hazard Vulnerability
Active Shooter - Medium
Civil Disturbance/Civil Unrest \ \ Medium
Electromagnetic Pulse _ Low .
, ,Food—Borne Illness Incidents� , '��' Medium
Mass Migration Medium
\,\Terrorism -'Biologicalti(Cat. A, B, C) Low
Terrorism — Chemical Low
Terrorism — Cybber\ Medium
Terrorism —Explosive Medium
Terrorism'-Radiological Low
Terrorism -Small Arms Medium
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3 CONCEPT OF OPERATIONS
This section of the CEMP describes the methods for the management of emergency
activities during the response, recovery, and mitigation phases of an emergency or
disaster. The major elements of this section include levels of emergencies or disasters,
structure of organization, notification and warning, direction and control, initial and
continuing actions necessary for response, recovery, and mitigation efforts.
DEM establishes this CEMP as a core set of functional processes, for the highest priority
of emergency response and recovery management for/the City of Miami Beach. Each
emergency situation may have unique issues and prio/ities, and as such, DEM has
adopted a multi-hazard approach to establishing an emergency response and recovery
organization encompassing key City Departments,and external agencies and entities that
are involved in emergency response and recovery.
\\:\„\\\,
The City of Miami Beach EOC will be activated for all incidents requiring a significant
dedication of resources and/or extraordinary\inter-department coordination outside the
realm of normal day to day emergency situations'responded to by LaW Enforcement, Fire
and EMS agencies. �� \ `w,)
The EOC Operations Group, under,`- h,„! leadershi of\thCoordinating
e EM Officer will
manage the City's response to\emer enciees por"
disasters \ ��,.� \
Prevention Mitigation
3.1 PHASES OF EMERGENCY MANAGEMENT', /
The City of Miami Beach Comm rehensive\Emer ency• a ,
Management Plan is b e.,of the key documents that Recovery
describe the progr..ams,'policies,-and responsibilities
for activitieess-conducted,und'erthe`different`lpha es" of `Preparedness'
emergency management:, Each phase of emergency
• •
managementis closely1nterrelated'to the other and Response
spans 6\ separate but\ contiguous phases:
Prevention/Protection, Preparedness, Mitigation, Figure 5:Phases of Emergency
Response, and Recovery. Management
3.1.1 PREVENTION/PROTECTION
The Prevention and Protection missions are closely aligned and integrated. Prevention
consists of actions that reduce risk from human-caused incidents, primarily terrorism.
Prevention planning can also help mitigate secondary or opportunistic incidents that may
occur after the primary incident. Incorporating prevention methods into the
comprehensive planning process also helps identify information or intelligence
requirements that support the overall planning process.
Protection activities, on the other hand, reduces or eliminates a threat to people, property,
and the environment. Primarily focused on adversarial incidents, the protection of critical
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infrastructure and key resources (CIKR) is vital to local jurisdictions, national security,
public health and safety, and economic vitality. Protection planning safeguards citizens
and their freedoms, critical infrastructure, property, and the economy from acts of
terrorism, natural disasters, or other emergencies. It includes actions or measures taken
to cover or shield assets from exposure, injury, or destruction. Protective actions may
occur before, during, or after an incident and prevent, minimize, or contain the impact of
an incident.
The following activities span the Prevention and Protection phase:
• Intelligence and Information Sharing: Providing/tjnrly, accurate, and actionable
information concerning threats; Information,,sha g is the ability to exchange
intelligence, information, data, or knowledge:among\government or private sector
entities, as appropriate .>'' \\.\\
• Interdiction and Disruption: Delayea divert, intorcept, hal appr h nd, or secure
threats and/or hazards; These thrts and
hazards includepeople, materials, or
activities that pose a threat to the Cif y\�,� � ``�j
• Screening, Search, and Detection: Idx tffyr.'discover, or locatejhreats and/or
hazards through active and passive surveillanc and search procedures
� :
• Access Control and Identity App y�and's.upport\essary physical, technological,
and cyber measures to control\admittance to critical locations and systems
.4- \, J
• Physical Protective. ' Measure's:, Implement:: and maintain risk-informed
( ,/ :/
countermeasures, and policies protecting people!borders, structures, materials,
products, and\systems,.associated with key operational activities and critical
\ `�
infrastructure sectors,,, '. +
N ``'- ' . k
• ,Cyber"securit P\rrotect Jand if needd, restore) electronic communications
systems, information,\`` nd.. services--'from damage, unauthorized use, and
xploitation \\ \:' -
• Risk Management for...Protectibn Programs and Activities: Identify, assess, and
prioritizeks to inform'Protection activities, countermeasures, and investments
//)3.1.2 PREPAREDNESS,
This is the phase when the City and its agencies and organizations develop and maintain
their readiness or preparedness to manage the potential impacts of emergencies and
disasters. This phase is actually continuous in time, and is interrupted occasionally for
emergency response and disaster recovery activities. The emergency preparedness
phase merges with the emergency response phase as preparations are made for known
or anticipated emergency events.
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3.1.2.1 THE CITY'S EMERGENCY PREPAREDNESS PROGRAM
Pursuant to NIMS, the City of Miami Beach's Emergency Preparedness Team has been
established to ensure the jurisdiction maintains its preparedness to implement the CEMP
and to work towards enhancing and improving the capabilities to respond to disaster
situations. The Emergency Preparedness Team consists of the City leadership and the
City's Department Directors.
The City of Miami Beach maintains an ongoing emergency preparedness program that
consists of the following elements:
• This organization meets on a routine basis and s�responsible for the necessary
intra-jurisdictional coordination of government actions to ensure the following:
r` ice...\
o The CEMP and all supporting do.cumentatio�n"*are maintained as current,
/and other actions needed to nIure readiness of the City for CEMP
implementation are taken c//,/
o City personnel are trained in thei' roles for implementation of the CEMP and
all assigned personnel have the`�appropriat�credentials"and/jor experience
to effectively and safely implement those assignments
o Implementation of the\CEMP is exercised on the schedule and in the
manner specified hh`erein', Iloexercises . are evaluated to identify
fY
improvementsneeded \\X '
o Ongomg,evalua of the\adequ,cy of;,thepity's personnel, equipment,
facility\and supplies to implement the CEMP and to assure a level of
capabilities commensurate with the risk exposure of the jurisdiction
\'\ ^ ,,. \ \ ,,
.0, Develo.pment,andimplementation: of a preparedness improvement plan
designed\to add ess shortfal is n the City's emergency preparedness
resources.and capabilities
\':
• The ityis represented in inter_jurisdictional emergency preparedness planning
and programming activities conducted by Miami-Dade County.These activities are
designed\to`enhance icovrdination and cooperation among local jurisdictions and
higher levels government during response and recovery operations for major
disasters. Thisor,6pres�entation includes City participation in Miami-Dade County's
local hazard mitigation planning process and completion of efforts by the City to
minimize the vulnerability to future disasters. The City is also represented at the
Miami-Dade County EOC when Miami-Dade EOC is operating at Level 1.
• Designation of the Special Services Commander as the City's Emergency
Management Coordinator to manage the day-to-day implementation of the City's
emergency preparedness program and to support the City's Emergency
Preparedness Team in fulfilling its responsibilities.
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• Participation in the Florida statewide mutual aid agreement and other specific
mutual aid agreements with other jurisdictions and/or organizations so that
supplemental personnel and resources can be available to the City more rapidly
when needed; Development of pre-event contracts with local businesses to
provide needed supplemental services
• Efforts to classify City personnel and equipment resources, and to certify their
suitability for their intended emergency use, in accord with Federal guidance
issued pursuant to the NIMS (National Incident Management System)
• Ensuring that all aspects of the City's emerge yy p er paredness program remains
consistent with applicable local, state and Federal/requirements
• Implementing a public information and prep ra enessawareness program through
the City's website, community-based education eff�rts, coordination with the
private sector, and similar actions \.
• The City also works with Miami-Dade County in informing tl1e public about the
Special Needs Program aimed to provide individu l?requiring edically enhanced
sheltering or need transportations ssistance'dunng an evacuation.)
• The City of Miami Beach Emergency Pr patedness Team meets periodically
during times of normalcy to address.these responsibilities.
3.1.3 MITIGATION \
Mitigation comprises of actions to avoid or minimize the community's vulnerability to the
adverse physical, economic and operational impacts of disasters. Mitigation is prevalent
in each of the other four.,phases'ofemergency management and can create opportunities
and needsfor actions tha'ttcan achieve hazard mitigation objectives. By adopting the LMS,
/the city ad.dre sses,mitigation measu s-:in relation to the hazard risk and vulnerability
assessments. Mitigation activ ties'can include
` ��
• L c1a`l.l.° dinances and statues(zoning ordinance, building codes and enforcement,
etc.) �
• Structuralmeasures to harden existing buildings
• Public infor ation;and community relations
• Comprehensive land use planning
• Risk and Disaster Resilience Assessment so that decision makers, responders,
and community members can take informed action to reduce their entity's risk and
increase their resilience
• Community Resilience to enable the recognition, understanding, communication
of, and planning for risk and empower individuals and communities to make
informed risk management decisions necessary to adapt to, withstand, and quickly
recover from future incidents
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• Long-term Vulnerability Reduction; Build and sustain resilient systems,
communities, and critical infrastructure and key resources lifeline
• Threats and Hazards Identification; Identify the threats and hazards that occur in
the geographic area; determine the frequency and magnitude; and incorporate this
into analysis and planning processes
3.1.4 RESPONSE
Response embodies the actions taken in the immediate aftermath of an incident to save
and sustain lives, meet basic human needs, and reduce e`'loss of property and the effect
on critical infrastructure and the environment. Following'than,incident, response operations
reduce the physical, psychological, social, and economic effects of an incident. Response
planning provides rapid and disciplined incident assessrnentto ensure a quickly scalable,
adaptable, and flexible response. It incorporates national response doctrine as presented
in the NRF, which defines basic roles and/ for incident response across all
levels of government and the private sector(During response the City will follow basic
NIMS/ICS concepts, procedures and struct'uressto guide-operations. Response activities
can include: \'° \
• Establishment of Inciden't/UnifiedCommand and associated staff, sections and
branches (Command staff, operations,,planning,logistics, finance/adman)
• Protective actions — Evacuation, shelter-ieg, shelter�in place, lockdown, etc.
• Incident asses ms ent nd objecttes /'// ��
• Development and implementation of strategies and tactics to achieve incident
objectives ); \. :\,, c..„,.,,,,N,,,,, '
• Incident-stabilization.
• cwarnings, notifications and-communications
• evelopment of an``Incident Action Plan (IAP)
• Resource management
3.1.5 RECOVERY .
/.
Recovery encompasses .both short-term and long-term efforts for the rebuilding and
revitalization of affectedommunities within the City. Recovery planning builds
stakeholder partnerships that lead to community restoration and future sustainability and
resiliency. As the emergency response operations are completed, activities needed to
repair the damages that occurred from the event are initiated. The disaster recovery
phase can be very brief, when the event has had little physical or economic impact on the
community, to as long as months and years, when the damage has been extensive. The
disaster recovery phase merges with the emergency preparedness phase as the
community returns to normalcy and can focus on preparing for the next emergency or
disaster. Disaster recovery activities include such actions as:
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• Collecting and disposing of debris resulting from the event
• Restoration of interrupted utility services
• Repairing damages to the infrastructure
• Reestablishment of transportation routes
• Provision of food and shelter to displaced persons
• Implementing assistance programs to help the victims of the event return to
normalcy
3.2 NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) 2
The National Incident Management System (NIMS) is"a`system mandated by Homeland
-5 Security Presidential Directive — 5 (HSPD )'�th'at provides a consistent nationwide
approach for Federal, State, local and tr half governments; the prIvate sector and non-
governmental organizations (NGOs)to work effectively and efficiently together to prepare
t for, respond to and recover from dome`s c inciden t,,regardles f cause, size or
complexity. The NIMS indicates the core set of concepts,oprinciples and terminology for
interoperability and compatibilitylbetween multiple jurisdictions as outlined-in the Incident
Command System (ICS). \ \ \\
The adaptable ICS structure is composedf'-rn r components to ensure quick and
effective resource commitment and to minimize'disruption to,thhe normal operating policies
and procedures of responding organizations. / j�
\,Lr' / .
Remember that NIMS\bases incident management and coordination on fourteen NIMS
Management Characteristics have been tested and proven over time—in business and
industry and`bsrresponse,agen es_,all_governmental levels. ICS training is required to
ensure,that,alrwho.rnayy become involved ih arrincident are familiar with ICS principles.
The fourteen NIMS Management Characteristics structure should include:
1. Common Terminology
2. Modular Organization
3. Managernant by Objectives
4. Incident Act ontiPlanning
5. Manageable Span of Control
6. Incident Facilities and Locations
7. Comprehensive Resource Management
8. Integrated Communications
9. Establishment and Transfer of Command
10. Unified Command
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11. Chain of Command and Unity of Command
12. Accountability
13. Dispatch/ Deployment
14. Information and Intelligence Management
The management model followed by the Miami Beach Emergency Operations Center
(EOC) is based on the principles of the NIMS /ICS-like structure model. NIMS reiterates
that while ICS is used to manage on-scene, tactical-level responses, EOCs are used to
manage off-scene support to ICS. ICS has been recognized as the model for the
command, control and coordination of resources/andpersonnel in response to an
emergency. This enables effective and efficient incident. .anagement by integrating the
use of facilities, equipment, personnel, procedures,.and communications operating within
a common organizational structure. The ICS-likestructure management is structured to
facilitate activities in five major functional areas: command, operations, planning, logistics
and finance and administration. \ \
m The City of Miami Beach uses this manageent'model-o organize both short and long
term operations to all emergencieanndd disasters, inc uding natural andohuman-caused
incidents.All levels of government(federal, state, local and tribal), as well as many private
and non-governmental organizations utilize this model, which allows multiple agencies
and jurisdictions to work together to.accomplit4he required response and recovery
activities dictated by a'd si aster These�•tasks are'performed``under the overall direction of
the Director of Dep rtm t‘of Emergecy�Managemen. designed by the City Manager
governed by the Policy\GroupAll participating departments and jurisdictions contribute
to the determination of�the incident objectives\and strategy via the incident action plan,
and the coordination to optimal utilization of all available resources in an integrated
manner. This flexible management method'allows expansion or contraction of response
and recovery forces as dictated�by the magnitude of the event.
3.3 L V L`OF EMERGENCIES AND`DISASTERS
\\
Florida Stat`t252 defines'a disaster any natural, technological, or civil emergency
that causes damage of sufficient severity and magnitude to result in a declaration of a
State of emergency ,by\a County, the Governor, or the President of the United States.
F.S. 252 also identifies disasters by the severity of resulting damage, as noted below.
DEM has developed a description of this classification of events that are outlined below.
• Catastrophic Disaster - A catastrophic disaster is any emergency that will require
massive State and Federal assistance, including immediate military involvement.
Miami-Dade County will be notified and potential Federal assistance will involve
response as well as recovery needs.
• Major Disaster - A major disaster is any emergency that will likely exceed local
capabilities and require a broad range of County, State and Federal assistance.
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Miami-Dade County will be notified, and State and potentially Federal assistance
will be required.
• Minor Emergency-A minor emergency is any emergency that is likely to be within
the response capabilities of local government and results in only a minimal need
for County, State or Federal assistance
• Emergency - An emergency is defined as any occurrence, or threat thereof,
whether natural, technological, or manmade, in war or in peace, which results, or
may result in substantial injury or harm to the population or substantial damage to
or loss of property.
3.4 CLASSIFICATION OF EVENTS /1//\"\ \\
The City of Miami Beach utilizes the same methoda Mimi-Dade County to classify
disasters and levels of emergency response,team, as follows: \\
Table 10: Classification of Events \\\
•Minor Major Catastrophic
Incident Disaster
Disaster Disaster
A condition of A condition of An exceptional An extraordinary
significant peril to extreme peril to the threat to persons threat to persons or
the safety of safety of persons or or property that property that
persons or property . property that typically typically comprises
that typically typically comprises . comprises of the of the' following
comprises the the following following attributes:
following attributes: attributes: attributes:
\ \
\ \
\
\\/// I
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Minor :' . Major Catastrophic
Incident Disaster
Disaster Disaster
• Usually an • Usually an . • Single or .• Single or
isolated event ` isolated event multiple event multiple event
with an ordinary With a significant r (can have other (can have many
threat to life and threat, to life and separate other separate
property; - property, incidents incidents
• Usually Usually involving associated with- associated with
involving a a : limitedit), it);
limited or small population, • Exceptional . • Because of the
population; Usually threat to life severity of the
• and property, event, some or
• Usually unpredictable; ` ` all, local
unpredictable • Usually demands • Generally resources are
widespread'
• Usually immediate action unavailable or
population and
> demands to , ,protect ' life, geographic overwhelmed;
w immediate preserve ' public
area • is • The fulfillment of
action to protect health or. ,
life, preserve essential " affected'. the community s
public health or services ''or essential
essential protect property; functions are
services or prevented;
• Has- a defined
protect property; • Extraordinary
,geographical threat to life and
• Has .a defined - area. •
geographical property;
area. • Widespread
population and
geographic area
is affected.
\•
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Minor Major Catastrophic
Incident Disaster
Disaster Disaster
• Usually only one • Usually only a • Resource • Resource
to a few local few local demand may demand greatly
agencies agencies be beyond local exceeds the.
involved; involved; capabilities of local capabilities
• Typically does • Typically does the responding of the
not exceed the not exceed " the organizations responding
capabilities of capabilities of the or jurisdiction — organizations or
the agency(ies) agencies significant jurisdiction —
mutual aid and extensive
involved; involved; support may be mutual aid and
• Mutual aid is • Mutual aid mayor needed; support are
typically not may not be • Many agencies needed;
applied; applied; and • Many agencies
• A local • A local jurisdictions are and jurisdictions
emergency is emergency is not involved — are involved —
not declared; declared; -multiple layers multiple layers of
The EOC may • The EOC may be of government; government;
• be activated to a activated to a • The. EOC is • The EOC is
N Level II; Level ll; activated to at activated to a
least a Level I to Level I to
o • Primary • Primary
a provide provide
command command
decisions are decisions are centralized centralized
made at the made at the overall overall
scene incident scene incident command and command and
command command post(s) coordination of coordination of
post(s); or EOC; jurisdictional jurisdictional
assets, assets,
• Strategy, tactics, • Strategy, tactics, ' department, department, and
and resource and . resource and incident incident support
assignments are assignments are support functions, and
determined on determined on functions, and initial recovery
the scene; the scene; initial recovery coordination;
coordination;
• Usually a fairly • Usually a' 'fairly • Will last a
short duration short duration • Will last a substantial
measured in measured in substantial period of time
hours. hours to days. period of time- (weeks to
(days to weeks) months) and
and local governmental
government will agencies will
proclaim a make disaster
"local disaster: declarations.
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Minor Major Catastrophic
Incident Disaster
Disaster Disaster
• Limited to short • Limited to short • Involves both • Involves both
term recovery term recovery short-term and short-term and
efforts (i.e., efforts (i.e., long-term long-term
restoration of vital restoration of vital recovery efforts; recovery efforts;
services and services and • Generally all • All local agencies
facilities); facilities); local agencies involved;
t, • Usually one to a • Usually one to a involved; , Requires
ai few local few local agencies • May require assistance from
agencies involved.
assistance from state agencies;
involved. state agencies;
• Requires
• May require assistance from
assistance from federal agencies,
federal including
agencies. immediate
military
involvement.
3.5 EMERGENCY PROCLAMATIONS ~ \
' ..
3.5.1 LOCAL STATE/OFFEEMERGENCY DECLARATION PROCESS
Local and State governments share the responsibility for protecting their citizens from
disasters, and for help, g them to'recove\whhen a disaster strikes. In some cases, a
disaster is beyond the capacity of the local government to respond. In these instances,
they may quest dditi nal resou s-through the county and state to help them respond
to an emergency event.�\ \\\\\
Pursuant:with the City \of.\Miami Beach Code of Ordinances, Chapter 26 — Civil
Emergencies Article II, Sec. 26-31�'Declaration of Emergency — In General, Sec 8.5 —,
the following pertains to a Local State of Emergency:
• Whenever the'city manager determines that there has been an act of violence or
a flagrant ands`bstanttal defiance of or resistance to a lawful exercise of public
authority and thaLon"account thereof, there is reason to believe that there exists
a clear and present danger of a riot or other general public disorder, widespread
disobedience of the law, and substantial injury to persons or to property, all of
which constitute an imminent threat to public peace or order and to the general
welfare of the city; or whenever, during a declared state or local emergency
pursuant to the provisions of F.S. ch. 252 or F.S. ch. 381, the city manager may
declare that a state of emergency exists within the city's territorial jurisdiction.
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3.5.2 COUNTY EMERGENCY DECLARATION PROCESS
The Mayor or the Chairperson of the Board of County Commissioners in the absence of
the Mayor may declare a Local State of Emergency for a period of up to thirty (30) days
for any or all areas of Miami-Dade County in response to the imminent threat of, or an
occurring emergency or disaster. The Mayor or the Chairperson of the Board of County
Commissioners in the absence of the Mayor must present to the Board an affidavit stating
the reasons for the Declaration.
In the event of an emergency or disaster, the impacted counties will coordinate the
emergency response effort within their political ti jurisdicons)(County and municipalities).
If necessary, a county will activate the Statewide Mutual<Aid Agreement (SMAA) for the
exchange of emergency mutual aid assistance with neighboring counties and among
municipalities within the county. When the event,is beyond the capacity of the local
government, the county emergency management agency will request state assistance
through the SERT, to be coordinated by the SERT Chief.
3.5.3 STATE EMERGENCY DECLARATION PROCESS
,.
If the emergency or disaster has,the potential`to xc edthe capabilities of counties or
state agencies, the Governor, by\ex cutiivve order or proclamation, will declare a state of
emergency for those impacted areas-or areas in wh&ch the emergency or disaster is
anticipated as defined in Section 25236, Florida Statutes. Depending upon the type of
emergency or disaster-;�a,state of"emergen9c wilt di ectthe execution of certain
components of the CEMP-andis a condition for requesting interstate mutual aid through
the Emergency ManagementAssistance Compact (EMAC). These executive orders,
proclamations, and rules have the force and. effect of law in congruence with. Section
252.36, Florida Statutes,
3.5.4 PRESIDENTIAL EMERGENCY OR MA`JOR;DECL RATION
Pursuant:to Title 44, Code,of Federal Regulations, the Governor may request that the
PresidentbofVa United States issuee.an, emergency or a major disaster declaration.
tiy.
The basis for'ther Governor's "request for an emergency declaration must be based upon
a finding that the,situation:
• Is of such serve ity,and magnitude that effective response is beyond the capability
of the state and the a affected local government(s); and
• Requires supplementary federal emergency assistance to save lives and to protect
property, public health and safety, or to lessen or avert the threat of a disaster
The basis for the Governor's request for a major disaster declaration must be based upon
a finding that:
• The situation is of such severity and magnitude that effective response is beyond
the capability of the state and affected local government(s); and
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• Federal assistance under the Stafford Act is necessary to supplement the efforts
and available resources of the state, local governments, disaster relief
organizations, and compensation by insurance for disaster-related losses
3.6 CITY OF MIAMI BEACH
3.6.1 EMERGENCY AUTHORITY
DEM is responsible for the coordination of all citywide response efforts relative to
disasters. The Miami Beach Emergency Operations Center(EOC), once activated, is the
facility in which all emergency and disaster preparations, response, and recovery
activities are coordinated among the participating departments.
During times of disaster, the City Manager has the j uth city, to accomplish whatever
actions are necessary to protect lives and property,Vfrom the\threat.
3.6.2 USE OF MIAMI BEACH RESOURCES / \\\
fz>
All available resources owned or controlled by the City are used<in emergency disaster
operations and recovery activities when required. The-County is"kep apprised of all
resources within the city that may,be available for mutual/aid.
3.6.3 DIRECTION AND CONTROL ��
The City of Miami Beach EOC serve \<,
s as the centrtralized_direction and control point for all
, a
major disasters within the The\Emergency,sManage`°provides direction for City
disaster operations./Th9„,DEM-Coordinating Officer mana
ges,emergency operations with
the assistance of‘the(EOC'Organization. Members of the EOC Organization maintain
continual contact with d their ep \
artments to ensure proper coordination of. all disaster
response amend recovery-operations.„- +
\\
The DEM Coordinating Officer-'w�w icoordinate,�any required operational, logistical and
administrative support .needs�" of EOC lEOC 'Organization personnel. EOC Organization
personnel will coordinate support needs for their personnel in the field with assistance
from the EM�Coordinating Officer,ifs ssary.
The City EOCeis. activated and\managed by the Emergency Manager, EM Coordinating
Officer or their representative. When activated, designated members of the City EOC
Organization will pro ide ep a sentation at the City EOC. Under activation status,
departments should be'preeppared to staff designated City EOC Organization positions on a
24-hour basis.
3.6.3.1 LOCAL DISASTERS
During an actual or imminent major disaster, the City Manager will initiate an emergency
meeting of the City of Miami Beach Policy Group and recommend such actions as a
Declaration of a State of Local Emergency and/or an Evacuation Order.All executive orders
or proclamations issued by the Miami Beach Policy Group shall indicate the nature of the
disaster, the area or areas threatened, and the conditions creating the disaster or threat.
The contents of such orders shall be promptly disseminated to the general public.
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As a result of a localized disaster such as a tornado, flooding, fire or hazardous materials
incident,the Emergency Manager, or his/her representative,will activate portions of this plan
as required to meet the emergency situation. The principle of graduated response will be
used in dealing with a localized disaster. The initial response will come from emergency
personnel and equipment located within the City of Miami Beach. Additional resources can
be brought to bear by the City EOC.if the situation warrants. ,
3.6.3.2 MAJOR DISASTERS
While a local disaster may occur in a specific section of tfhe City, a major disaster like a
hurricane can affect the entire State of Florida. The destru five nature of the disaster will
require a coordinated response between each level of govemment and other response
departments in the City.
The City Manager may activate portions of this plan in preparation for a major disaster.
Evacuation of one city or county will critically affect, and be affected by, the concurrent
evacuation of adjacent counties. Continuous communication and coordination between the
cities and counties of the South Florida Regi n area imperative to ens�e an efficient,
effective evacuation of the vulnerable areas. Of rimry/importance i\the exchange of
information between City and County decision-makers. through their EOC, concerning
scenario identification and timing for�issuance of evacuation orders.
Emergency transportation will be pro ided to sat>duri g acuation. Buses and vans will
transport evacuees unable to drive o r without-rtransportation) Buses, ambulances and
special vehicles will�.be needed to evacuate.hospitals in vulnerable areas, if necessary. Plans
include procedures`to assist the ell\derly and'disabled during any mass evacuation.
Re-entry into damaged areas will�e-strictly ntrolled. Response and recovery operations
will be coordnated`by the City of Miami.Beach EOC.As the recovery process continues, the
various response departments:at`th�eir normal locations may assume coordination
of longterm recovery activities \
3.6.4 EOC ACTIVATION \
NN \\\ ' '''
In some cases„up� the recommendation of the Director of Emergency Management to
activate the EOC;.a request is made to the Miami Beach City Manager for a Declaration
of a State of Local'Emergency In accordance with Section 26.31, the City Manager is
authorized to make such a declaration at his/her determination. The authorizing resolution
and an unsigned copy of-the declaration are maintained with Miami Beach Emergency
Management and City Clerk's Office.
• The Governor of the State of Florida may, at his/her discretion, declare a State of
Emergency and activate this plan through the Mayor.
• The City Manager may, at his/her discretion, declare a State of Emergency and
activate any portion of this plan. Upon Declaration of a State of Local Emergency,
the City Manager or a Designee may direct the evacuation of risk areas. At this
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time schools and business may be directed to cease operations until the
emergency has passed.
• If a situation precludes the timely authorization by the City Manager, the
Emergency Manager will activate the plan and take such actions, authorized by
this plan, as previously approved by the Miami Beach City Commission.
In the event of an incident or disaster, the Incident Commander (IC) directs the overall
management of all related activities including the development and implementation of
strategy through incident action planning and approves the ordering of and release of
resources.
Upon request of the Emergency Manager, City departments and response agencies send
representatives to the City of Miami Beach EOC./Uposarrival, the representative(s)
receive his/her assignment and an incident briefing`Some�departments may need to send
more than one (1) representative if the department is required to perform several
functions.
A policy group comprised of the Mayor, City Manager, appropriate department heads and
other senior officials may be assembled as'an\advisory group in order to provide
assistance in the establishing policies
When activated, the City of Miami Beach-EOC4s responsible for the following objectives:
• Implement and manage incident response:,operations;.
r
f
• Implement and manage ge incident�reccovery operations;
s;
• Coordinate, and/or act�aa liaisonwith appropriate Federal, State, County and
municipal governmentaliaglencies, and,the private sector;
�. N
• Approve-mutual aid requests;
• `Establish incident response and recovery objectives and strategy in the IAP;
• E t b ish prioritie arid`resolut qon of conflicting resource demands; and
\ i
• Prepare\and issue emergency public information.
The City of Miami's each DEM,is constantly monitoring for threats, unusual events, or
situations. The Emergency Manager is on-call 24 hours a day, 7 days a week, and is
advised of any such events by PSCD, County and State Warning Point, concerned
citizens, or other agencies. The Emergency Manager also has the responsibility to
monitor and follow up on any threat, unusual event, or situation that has the potential to
impact the City of Miami Beach, such as media reports, weather advisories, etc. It is
important to note that since the DEM is constantly monitoring the progression of events
within the City, the EOC is always considered activated.
The expected or actual severity of the incident is paramount in determining the level of
activation. The Emergency Manager or designee, in conjunction with the City Manager,
has the responsibility of determining whether DEM should increase or decrease its level
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of activation. The purpose of activating the EOC as a result of a disaster is to centralize
response and recovery decisions, plans, and operational activities in order to maximize
the efficiency, quality and quantity of resources.
Upon activation of the EOC, WebEOC is utilized to document and share information
among EOC representatives, the County and regional partners. This information
management tool is also used to track mission tasks and resource requests. When
needed, these resource requests are relayed to the County via WebEOC.
3.6.4.1 EOC ACTIVATION LEVELS
The purpose of activating the EOC as a result of a disast to centralize response and
recovery decisions, plans, and operational activities'in,order to maximize the efficiency,
quality, and quantity of resources.
The Miami Beach EOC operates at one of three>levels of readiness in order to carry out
its mission. These levels are described below and closely match the Miami-Dade County
and Florida Division of Emergency Management (FDEM) EOC activation levels to
maintain consistent definitions, with compliance°with NIMS 2017 updates.
Miami Beach DEM continuously monitors the \city,for threats, unusual events, or
situations. The Emergency Manager t.sc on-call 24hoar,s a day, 7 days a week, and is
advised of any such events by the Fire Pub\hc,Safety Communications Division (PSCD),
County Warning Point, Southeast Florida Fusion Center, Stat Warning Point, concerned
citizens, or other agencies:>,The Emergency Manager also�has the responsibility to
monitor and follow`•up`o'n a y\threat, unusual' tor,situ situation that has the potential to
impact the City such as,media reports, weather advisories, etc. It is important to note that
since the DEM is co stantly monitoring the progression of events within the city, the EOC
is always considered activated.The. expected, or actual severity of the incident is
paramount in determining the level of activation:'�The Director of Emergency Management
or designee with the ityy Mang r�has thresponsibility for determining whether the level
of activation should increase or decrease.
N '\
3.6.4.1.1 LeveI\Th ee: Monitoring &Assessment
Level Ill NormatOperations/1Steady State is typically a monitoring phase where a specific
threat, unusual e`vent,,�or/situation, is actively monitored and potential threats are
assessed by the DEM\A'Level III activation is an internal process and involves little, if
any, inter-agency direction%or coordination. The threat, unusual event, or situation simply
warrants observation, verification of appropriate action, and follow-up by DEM staff.
Events or incidents that occur during Level III activation can generally be resolved in a
brief period of time using very few resources. Level.III activation does not require the DEM
to significantly alter daily operations or management structure.
Upon notification of the existence of a threat, unusual event, or situation, the Fire Public
Safety Communication Division will evaluates the situation, and, if conditions warrant,
notifies the Emergency Management Director or designee. Appropriate agencies are
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alerted, advised of the situation, and instructed to take appropriate action as part of their
everyday responsibilities.
At times, it is appropriate to hold briefings or staff meetings to respond to, or mitigate the
situation, but no Incident Action Plan (IAP) is developed or distributed. Other DEM staff
may become involved but the Duty Officer will remain the primary point of contact for the
incident.
3.6.4.1.2 Level Two: Partial
Level II Enhanced Steady-State / Partial Activation is typically a partial activation of EOC
positions. DEM staff and appropriate ESF lead agencies'with a role in the incident
response are activated and required to report to the'EOC. All other ESFs are alerted of
the event and are on standby. The purpose of Level Il'activation is to initiate preparations
due to a significant threat of a disaster or to�coordinate response due to the occurrence
of a minor disaster. During Level II activation, the EOC maybe operational 24 hours a
day.
During Level II activation, the DEM disseminates inform,ation to, and~begins coordination
of preparedness and response actions with, external,.agencies, Miami-D°adetCounty EOC,
and city departments tasked in ,emergency response. The incident command system
(ICS) is implemented and the four(4)sections alongwith•the branches may be activated.
The EOC Command and General Sta d el p and implement an Incident Action Plan
(IAP). The IAP is the work plan for everyone;in uding th Mayor and Commission,
Department Directors and their staff. EOC personnel are.briefed on the IAP and pertinent
„` the Mission Tracking &
items are posted on the EOC� status boards: In most cases,
Message Control Center Geograp.hicI formation Systems (GIS)services, and the Public
Information-(ESF 14) are activated.Depending upon the event, any appropriate logistical
support/elements-such as security, foods nit,transportation, etc. may also be activated.
3.6.4.1:3 Level One: FuJI?Scale�
Level I Full Activation a f ll-scale ctivation, the EOC is activated on a 24-hour schedule
due to an imminent threat or occurrence of a disaster. All DEM staff and all ESFs are
activated and 'r quired to report to the EOC. If requested, a Municipal Branch
Representative from the Cit. 'rer orts to the CountyEOC. The ICS is implemented and all
sections and branches are re activated. As in Level II activation, the IAP establishes the
operational objectives and/priorities of the incident. Additionally, all logistical support
elements are activated.
At this level, response, relief, and recovery operations are expected to last for an
extended period of time. Additional support or back-up staff, including any applicable
Mutual Aid Agreements, is notified and available to assist should the response escalate
and exceed local capability.
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3.6.5 EOC STRUCTURE
Miami Beach utilizes a bottom-up approach in all phases of emergency management,
with emergency activities resolved at the lowest appropriate level of government. The
resources of departmental, agency, municipal, county, state, and the federal governments
are utilized in sequential order to insure a rapid and efficient response.
The Miami Beach EOC's response to, and recovery from, a disaster is carried out through
the organizational structure depicted in Figure 9. The Director of Emergency Management
leads the EOC and appoints command staff, including Section Chiefs, Branch Directors
Municipal Liaison Officer to the county, and a Pub icInformation Officer.(PIO). The
Section Chiefs, typically DEM staff or departmentiheads, appoint subordinate staff.
Branch Directors are also typically department division 'heads. ESF lead agencies are
pre-determined pursuant to this plan.
3.6.5.1 EOC SECTIONS
The City of Miami Beach EOC is organized so that maximum advantage can be made of
the many interdisciplinary skills and resources that exist on an everyday'basis throughout
City Departments and outside support organtizatio As illustrated"in the EOC
Organization Chart (see Figure\9), these departments are assigned as Emergency
Support Functions, based on the type of orm�al services-they perform, are arranged into
four distinct functionally oriented groups ih,order to maintain a proper span of control.
These sections are b se-d-on,,the ICS -The four se tions include:
• Operations Sections `.:,\,
• PlanningSections A_
• Logistics.Sectio >.�
• Finance/Administr`ation,,Section
Each department representativeserves as the primary contact and coordinator for his/her
respective°department within'one of the\four sections. The representative may also serve
the role as lead\or supporttto a different section. As such, the responsibilities of this
individual exceed'•simple 'representation and coordination of his/her respective
department's activities. The:, DEM has assigned staff to support sections. During
activations, as weli\as throughout the year, the Section Lead is responsible for
coordination of the interactive efforts of all the members of the ESFs in their Section.
Section Leaders maintain a line of communication with the Operations Section Chief for
requesting and reporting on incident objectives and response/recovery actions. Section
Leaders are expected to communicate with and request information from the Operations,
Planning., Logistics and Finance/Administration Sections.
The role of each Section in the EOC is to:
• Work jointly to devise solutions for identified or projected problems;
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• Work jointly to capitalize on opportunities to share information, professional and
technical skills, and personnel and equipment;
• Work together to track the collective status and actions of the Section;
• Anticipate upcoming needs, potential problems and solutions that relate to the
Section;
• Provide and/or coordinate requested support for Section members; and
• Advise support agencies of decisions, actions, and,instructions.
Emergency Operations Center (EOC) staff establlish' operational priorities, ensures
development and implementation of strategies to/meet\the needs of the emergency,
works with Policy Group on issues related toy emergency response and recovery,
communicates with the media, coordinates,resp no se with\outside agencies including
federal and state resources, and ensures/the/safety of the responders. Flexibility is a
guiding principle in NIMS, meaning that N MS structures are adaptable to any situation.
This applies well to EOCs which have a common organizational structure equivalent to
ICS, and vary widely in terms of authorities,th res' ces;and missions
er'There are five major components of.,th'e,Miami Beach EOC ICS. These five components
carry out the management responsibilities of4he EOC:,\
1. Command Staff `\\,
�
a. The Ci ana er\or designee, is1the,lead-for the-PolicyGroupthat includes
the CErrT gengcy\'Manager,�'Th,e' Emergency Manager has overall
responsibility for: coordination�of the EOC and individual incident
r,_.commander\in/the.Tfield will coordinate with their representative in the
/` Operations Section in the EOC.
(. Kb. In addition;"the Emergency Manager is responsible to coordinate activities
\,such as devel oping\and implementing strategies, the ordering and release
\ of resources, the provision of information to internal and external
stakeholders and\establishing and maintaining liaisons with other agencies
part cipating in the incident.
2. Operations S'ecttion,:'�
a. The Operations Section is made up of representatives from the various
Emergency Support Functions (ESFs). The director typically has one
person assigned to coordinate and support the ESF representatives and
additional personnel organized according to the structure needed for the
incident(s) / event(s).
b. The operations section is responsible for the coordination of all operations
directly applicable to the primary mission, including reducing the immediate
hazard, saving lives and property, establishing situation control, and
restoring normal conditions.
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c. The Operations Section Chief activates and supervises organizational
elements in accordance with the IAP and directs its execution.
3. Planning and Information Section:
a. The Planning section is responsible for the coordination collection,
evaluation, and dissemination of information about the incident and the
status of resources.
b. This Section maintains information and intelligence on the current and
forecasted situation, as well as the status/of resources assigned to the
incident(s)/event(s). The Planning Section:prepares and documents, IAPs
and incident maps, and gathers /and_ disseminates information and
intelligence critical to the incident. (
N.Z\
4. Logistics Section:
a. The Logistics Section is responsible for providing coordination of facilities,
services, and material in support-of the response and..recovery operations,
such as ordering resources and providing�facilities, transportation, supplies,
equipment maintenance and fuel;;food service, communications, and
medical services for\inedent personnel.
b. The Logistics Section`C f`particiipate i-the development of the incident
action plan-and activate and`supervises"theunits within the logistics
section, '`
5. Finance and Administrative Section:
' ). \ .\
a. The Finance/Adrninistrrative Section is responsible for the coordination of
o anization; anagement, and \operation of activities related to the
administrative` and fiscal aspects of the event. These activities are
administered\within the guidelines, policies, and constraints, established by
\ the City Manager andother departments such as the City Finance and
\ Procurement; and state' and federal agencies (e.g., FEMA). The
Finance/Administration Section addresses the specific need for financial
and/orr dminisstrative services to support incident management activities.
Large or evolving scenarios involve significant funding originating from
multiple `sources In addition to monitoring multiple sources of funds, the
Section Chief must track and report to the accrued cost as the incident
progresses. This allows for the forecast of additional funds. The Section
Chief may also need to monitor expenditures to ensure that applicable
statutory rules are met.
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Figure 6:Miami Beach EOC Organizational Chart
POLICY GROUP
I
City Mayor City
Manager, Attorney
City — — Assistant City
Clerk Manager(s)
Fire Chief , Emergency Police Chief -
Manager-
COMMAND STAFF
d, .,
i — i.
Publiclnformation' Safety EOC C ordinating Liaison
Officer Plo Officer officer Officer
'Joint lnformatioo Resident Information .Miam�Dade `ESF 18-.
-EOCSupport' Outside Agency f
:EOC liaison Industry Liaison
CenteeUlC). Centif(SiC) - Liaison County Business& i'
Coordinating Officer Coordinating Officer
GENERAL STAFF
•
FfNANCEI&TADMIN PLANNING LOGISTICS OPERCTIONS '�
I Section Chief Section Chief Section Chief .f
E5F4
r fretting Leader
I
Situation Unit _ ESE I _ Leader Fleet Leader Branch Director Bch&Rescue
Leader
'i ESF 10
1.i Demobilization ESF 2 [lead.Leader
; f r:. rw�ri i —'Communications
? Unit Leader
Leader
ESF6
ESF.il Mass ore Leader
I ( Resource Tracking — Food&Water
Health&Medical -
Lix.'�f 1 Unit LeaderLeader Branch Director EWE I Health&Mediol
Leader
I Documentation _ Supply Unit-, FSF13
Unit Leader Leader M, ,Support
_.. _..-- _ Law Enlorcemem Le'Ae'
Branch Director ' ESF16
GlS Unit — Facdili s Unit law Enforcement
Leader Leader Leader
ESF 15 ESF 1
— Volunteers& Tr"ap°fo.^^
Donations Leader Leader _
ESF3
_ Personnel Unit' Punic worts Leader
,Leader
ESF3
Debris Management
Infrastructure Leader -'
Branch Ditector ESr3
Damage Asonment
Leader
E5F'17
National&Cuhrral
Resources and
Historic lkoperbrs
Leader
E5F12
Urdtres Leader
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3.6.5.2 EOC BRANCHES
The Miami Beach EOC Operations Section is organized so that maximum advantage can
be made of the many interdisciplinary skills and resources that exist on an everyday basis
throughout city departments and outside support organizations. As illustrated in the EOC
Organizational Chart (Figure 9), in order to maintain a proper span of control, these
departments proved functions, based on the type of normal services they perform, are
arranged into ESFs assigned to four distinct functionally oriented branches:
• Infrastructure;
• Health and Medial;
//,./2
• Law Enforcement; and4\'/7\\: :\\\\
• Fire
Each department representative serves as/the primary contact and\coordinator for his/her
respective agency within one of the four branches. e The representat 7y also serve the
role as lead or support ESF. As such, the reonsibilities of this individual go beyond
simple representation and coordination of his/hespr resp'ecti a agency's activities. DEM has
assigned staff to each branch. Durk p:activations,\as(well as throughout the year, the
Branch Director is responsible for coordination of the interactive efforts of all the members
of the branch.
Branch Directors maintain a line of communication with the Operations Section Chief for
requesting and reportingg on incident objectives and response/recovery actions. Branch
Directors are expected, o communicate with,.and request information from, the Logistics,
Planning, and Finance/Administrative Sect o's�
The role of each branch iss to:,
• kWo k jointly devise solutions for identified or projected problems;
-\\. ti
• Work jointly to capitalize on opportunities to share information, professional and
technical,skills, and personnel`and equipment;
• Work together to track'the collective status and actions of the branch;
• Anticipate pcorningfneeds, potential problems and solutions that relate to the
branch;
• Provide and/or coordinate requested support for branch members; and
• Advise support agencies of decisions, actions, and instructions.
3.6.5.2.1 Fire Branch
The Fire Branch is led by Fire/Rescue that can include, but not limited to City of Miami
Beach ESF 4, 9 and 10. This branch is responsible for monitoring and coordinating
fire/rescue, USAR, hazardous materials and a number of related activities provided
through mutual aid.
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3.6.5.2.2 Health and Medical Branch
The Health and Medical Branch is led by Fire/Rescue and can include, but not limited to
City of Miami Beach ESF 6 and 8. This branch is responsible for monitoring and
coordinating mass care, medical services, disaster mental health, and public health. The
Health and Medical Branch assists, as necessary, county, state and federal agencies in
providing individual and family disaster relief offered through disaster assistance
programs.
3.6.5.2.3 Infrastructure Branch
The Infrastructure Branch is led by Public Works. That.caclude, but not limited to City
of Miami Beach ESF 1,3,12, and 17. This branyh' is rs ponsible for monitoring and
v I coordinating communications, response and recoy actions relative to flooding,
drainage matters, debris clearance, damage assessment, .critical facilities, utilities,
transportation, natural and cultural resource , historic properties and engineering.
3.6.5.2.4 Law Enforcement Branch <\\
\\\
The Law Enforcement Branch is led by Police ,That can include, but not limited to City of
Miami Beach ESF 13 and 16. This branch is responsible for monitoring and coordinating
law enforcement, security, traffic\act vities, evacuatinan od re-entry, and a number of
activities provided through mutual aid\Thi branc would Iso coordinate Military Support
if used as a law enforcement function to Include pre-deployment of the Florida National
Guard and the United'StatesArmed Forces. N)
3.6.5.3 EMERGENCY SU�PPORT'FUNCTIONS\'
Emerg enc Su ort Fu ctions !ESFs are then established within the associated branch.
ESFsrepresen groupings of�types f-assistace activities that the City is likely to need
in times-of emergency,ordisas`r. During emergencies, the City Manager or designee,
determines which ESFs are activated to meet the disaster response needs.
\. \
Table 11-MiamiBeach Emergency Support Function (ESF) Assignments
\.. \ \ `\ . '�
ESF Title Lead or Co-Lead Agency/Department
1 Transportation' Fleet Management/
Transportation Department
2 Communications`') Information Technology/
Fire — Public Safety Communications Division
3 Public Works and Public Works Department
Engineering
4 Firefighting Fire Department
5 Information and Planning Department of Emergency Management
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ESF Title , Lead or Co-Lead Agency/Department
6 Mass Care Office of Housing and Community Services
7 Logistics & Resource Procurement.Department
Support -
8 Health and Medical Fire Department
Services
9 Search,and Rescue . Fire Department..
10 Hazardous Materials Fire Department / 2
111.' Food and Water ,. Procurement Department
12 Utilities Public Works Department/ FPL
`
13 Military Support 4 Police Department
14 Public Information Office of Marketing and Communications
:Volunteers and Donations .Human Resources -
16 Law Enforcement ( `€,Police Department' s
17 Natural. &;Cultural {. .i Environment & Sustainability Department/
Resources and Historic Tourism & Culture Department
Properties
Planning Department
18 Business and Industry Econo c Development Department/
Tour sm&Culture Department
3.6.5.4 DIVISIONAL EOC RESPONSIBILITIES
./ N*
In order.:fto facilitate°effective coordinatiorv,and communication between Miami-Dade
County and\its 34 municipalities, the municipalities have been grouped into seven
divisions.Each,division has identified:\host city to act as the liaison with the Miami-Dade
EOC during times.of disaster: The host cities are commonly known as Divisions with a
selected municipal branch representative and the cities within their division are commonly
e E known as SatellitO�Cs. The`City of Miami Beach serves as one of the Divisional EOCs,
but does not have any:Satellite EOCs within our Division. Miami Beach holds a unique
position as a stand-alone municipal EOC, but is considered a Divisional EOC.
The City of Miami Beach will provide a representatives/liaison to serve on the Miami-Dade
County EOC Municipal Branch under their Operations Section, to coordinate activities
between County and City response and recovery elements.
The Municipal Liaisons are responsible for:
1. Monitoring and coordinating the response and recovery activities of the City
through the Municipal Branch EOC chain-of-command.
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2. Providing or coordinating requested support for the City.
3. Working closely with other members of the Command Section to capitalize on
opportunities to share information, professional and technical skills, and personnel
and equipment.
4. Working jointly as a municipal branch and with their respective counterparts to
devise solutions for identified or projected problems.
5. Working together to track the collective status and actions of the municipal
branches and satellite municipalities.
6. Anticipating upcoming g needs andpotential problems.
P 9 P 9 P
7. Informing municipal branches and satellite municipalities of executive decisions,
actions, and instructions. r \
Each of the 34 municipalities within Miarn)-Da/de County is responsible for planning and
responding to events occurring within its jurisdiction. If an emergency or disaster occurs
in which the City exhausts our resources, wemay request the assistance of Miami-Dade
County through our assigned County Liaion,,/Of�Ficer. The Municipal Branch
Representatives are included in =th'e Operations, Section of the Miami-Dade EOC.
Municipalities are encouraged to participate in the Statewide Mutual Aid Agreement for
disaster response and recovery andare aware-that they\must submit requests for mutual
aid through the Miami-Dade EOC. A cpunty OEM Coordinating Officer is responsible for
interacting with Municipal-Branch Representatives toassist with issues and requests.
f c.
3.6.5.5 MESSAGE AND`I FFORMATION FLOW
The City of Miami Beach�EO�C has an e t blished message control system, which is
outlined in'the EOG Standard Operat ng-Procedures (SOP).
2N .
Actions-to/be undertakenin the EOC ill-originate from various sources including the
gene al•public, responseagencies'.in the field, and other City, County or State agencies,
etc. Actions�that originate fr�orn the public will be routed to the Resident Information Center
(RIC), where. the RIC phone operators will answer and handle calls for general
information. RIC,phone operators will submit for response all valid incoming messages.
Each ESF/agency presenta�ve will enter any actions taken as a result of incoming
information into WebEOC, monitored by the Call Center, where information is entered
into the message controhsystem. Periodically, the EOC Coordinating Officer may review
the message system to ensure actions have been completed satisfactorily.
Messages directing the commitment of resources or personnel in the field, or other
command centers will be made available to the appropriate Section Chief through
WebEOC. by the ESF/agency directing the action.
The RIC SOPs contains more detailed information on the RIC messaging system.
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3.6.5.5.1 Communication Systems
Communications systems are used during emergency operations to support the direction
and control of operations. Systems including landline and cellular telephone and radio
systems may be utilized.
MBAlert, a notification system used by the City of Miami Beach, is capable of sending
alerts to the public via text messages, e-mail and cell phone calls, in addition to land lines.
This system of communications and warning to ensure that the city's population are
warned of developing emergency situations and can com emergency response
decisions to the general public. / m�nicate
3.6.6 MIAMI DADE COUNTY ,/.�
Miami-Dade County governing structure has an.eleectedofficiah Executive Mayor, and the
Board of County Commissioners with 13 elected,-members, each,serving a four-year term.
The mayor is not a part of the board of commissioners but h64he veto power over the
board. The Mayor oversees the operations,.of the County. The�Commission is the
legislative branch that oversees the legislation, creates departments, and business
operations. Miami-Dade County,-is the only"county in'Florida where the Sheriff is
appointed by the County Mayor and is not elected by the residents. The office of Florida's
Constitution oversees both the administrative branch and legislative branch with four
elected officials. �``, -,,, ' \
3.6.6.1 ROLES &R f PONSIBILITIES "
/"-``, ,
Responsibilities of the/Miami-Dade County\Government-during an emergency or disaster
include: \\\\ )1 \\
• Maintaining an emergency._management program at the County level involving all
(government, private and volunteer organizations which have responsibilities in the
.co prehensive,.emergencymanagement system within the County, and that is
designed to avoid,r duce and mitigate the effects of hazards through the
enforcement of policies, standards and regulations.
• Coordinating the emergency management needs of all municipalities within the
County and<working�.to establish intra-county mutual aid agreements to render
emergency assistance
• Implementing a &road-based public awareness, education and information program
designated to reach all citizens of the County, including those needing special media
formats, who are non-English speaking, and those with hearing impairment or loss.
• Executing mutual aid agreements within the State for reciprocal emergency aid and
assistance in the event that a situation is beyond the County's capability.
• Maintaining cost and expenditure reports associated with disasters, including
resources mobilized as a result of mutual aid agreements.
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• Developing and maintaining procedures to receive and shelter persons evacuating
within their political jurisdiction and those persons evacuating from outside into their
jurisdiction with assistance from the State.
• Ensuring the County's ability to maintain and operate a 24-hour warning point with
the capability:of warning the public.
OEM is responsible for the coordination of all countywide response efforts relative to
disasters. The Miami-Dade County Emergency Operations Center (EOC), once activated,
is the facility in which all emergency and disaster preparations, response, and recovery
activities are coordinated among the participating agencies
During times of disaster,the County Mayor has the authority., under Section 8B, Miami-Dade
County Code, to accomplish whatever actions are..nees csary to protect lives and property
from the threat. In the event of a Countywide Ern gency D Iaration, the resources of
the County and each of its municipalities"work together for the mutual benefit of all
residents and visitors of Miami-Dade County
3.6.6.2 COUNTY ASSISTANCE '=: /'<
\N\
N, \
All available resources owned or,controlled by Miami=Da•e County are used in emergency
disaster operations and recovery activit ei s,when require{d\The State is kept apprised of all
resources within the county that maj`'be avalabble for mutual aid.
3.6.6.3 COUNTY AGENCIES--. `� :'
,/s� r_. ,fir' .
Multiple MDC agencies provide-assistance to-Miami Beach in response to incidents on a
day-to-day basis. M aori-Dade <�Office of: Emergency`Management, Department of
Regulatory & Economic Resources, Miami�Dade Parks, Recreation and Open Spaces,
Departmentrof Solid Waste Management,and Department of Transportation &Public Works
are examples°of some`cou ty agencies that proyideassistance.When the Miami-Dade EOC
is activated, those state•agencies:that have operating locations in Miami-Dade County are
considered'local resour es,"and are assigned responsibilities under the County CEMP.
3.6.7 STAT E CiF FLORIDA
3.6.7.1 ROLES &RESPONSIBILITIES
\ .'\
The State of Florida"through'FDEM acts to support and supplement Miami-Dade County's
response efforts. FDEMsupports the local response efforts through the activation of the
State of Florida's CEMP. The FDEM may activate the State Emergency Operations Center
(SEOC) to an appropriate level based on the expected conditions of the disaster. If the
disaster is imminent, the Governor is likely to issue an Executive Order declaring a state of
emergency. The Executive Order specifies the supplies, equipment, and personnel the state
can deploy to assist the areas covered under the Executive Order. If the Governor is not
able to issue an Executive Order due to time constraints, the Director of the SEOC is
authorized to activate the state's disaster plans and initiate emergency response actions.
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When the state activates the SEOC, the Governor appoints a State Coordinating Officer
(SCO) who in turn appoints a Deputy SCO for response. The Deputy SCO for response
designates the State Emergency Response Team (SERT) leader, an Operations Chief,
Information and Planning Chief, and support staff. The SERT is grouped into functional
groups known as Emergency Support Functions (ESFs). The SERT can deploy the
resources of its various agencies to support and supplement the response efforts at the
county level. The nature of the emergency determines which of the State's ESFs are
activated to support the County's response efforts.
The State sends a SERT liaison, usually the FDEM Area.Coordinator, to Miami-Dade
County in order to provide a personal communication link with the SEOC. The SERT liaison
offers his/her technical assistance and is responsible for relaying resource requests from
Miami-Dade County to the SEOC. </\:\
\\\\: \
Responsibilities of the State of Florida include:/
• Receive, evaluate, and issue information on emergency operations.`
• Coordinate the activities of all state ge `cies. / ,, �� \\y
• Coordinate the receipt, allocation, and delivery of resources supplied-by the state or
federal government or otherrstat _
es.
• Coordinate emergency operations mutual-aid with other states.
• Receive, process.and transmit requests for mutual a orstate/federal assistance.
3.6.7.2 FLORIDA DIVISION O E ERGENCY MANAGEMENT (DEM)
Responsibilities of the FDEM inclul e
• Maintaining an emergency management program at the State level involving all
government;pnvate and volunteer-organizations which have responsibilities in the
comprehensive emergency management system within Florida.
• Maintaining a broad�,�based public awareness, education and information program
designatedo reach a majority of the citizens of Florida, including citizens needing
special media formats, such as non-English speaking individuals.
\s J
• Supporting the emergency needs of all counties by developing reciprocal intra- and
inter-state mutual aid/agreements, in addition to coordinating assistance from the
FEMA.
• Maintaining direction and control of a State response and recovery organization,
based on ESFs, involving broad participation from State, private and voluntary relief
organizations, that are compatible with the NRF.
• Developing and implementing programs or initiatives designed to avoid, reduce and
mitigate the effects of hazards through the development and enforcement of policies,
standards and regulations.
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• Coordinating State activations with Florida Volunteer Organizations Active in
Disasters (VOAD). Ensuring that these organizations are identified and organized
under the ESF 15Nolunteers and Donations Unit of the State Emergency Response
Team (SERT).
• Coordinate State activities with Florida's business community and its organizations
to ensure broad and comprehensive coverage of assistance and relief during a
disaster.
• Promote mitigation efforts_in the business community with emphases on the State's
infrastructure.
j,/,/
• Identify critical industry and infrastructure that maybe impacted by disaster or are
required for emergency response efforts. (7.\\\N
• Review and analyze the State CEMP,against national criteria to ensure compliance
with goals, procedures, and benchmarks that guide Emergency Management
programs.
3.6.7.3 GOVERNOR OF FLORIDA
\\\\k\.\\ i r e�\�
Under the provisions of Section 25 6, Florida Stat`tes�, the Governor is responsible for
meeting the dangers presented to th�State and its people.by emergencies. In the event of
an emergency beyond the control or capabilit of loca governments, the Governor may
assume direct operational'control over�'all or'anyart of'the Emergency Management
functions within the,State:TPursuant to the\authority`vested in that position under Section
C. / \, N,,� / ,,,
252.36, the Governor may:
N
• Declare a State of Emergency two exist through the issuance of an Executive Order
\.
or Proclamation. \.
Activate the reonse`recovnd mitigation components of existingState and
• c p \ ., ry 9 P
local,emergency plans. �``' \\
• ea Commander in Chief<of the organized and voluntarymilitia and of all other
forces available for emergency duty. g
• Authorize the deployme ntl and use of any forces, supplies, materials, equipment and
facilities necessary,to Implement emergency plans.
• Suspend the prro�vis' s of any regulation, statute, order or rule prescribing the
procedures for conducting government business if compliance would in any way
hinder or delay necessary emergency actions.
• Utilize all available resources of the State and local governments, as reasonably
necessary to cope with the emergency.
• Transfer the direction, personnel and functions of State agencies to assist in
emergency operations.
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• Commandeer or utilize any private property necessary to cope with the emergency.
• Direct and compel the evacuation of all or part of the population from any threatened
or stricken area.
• Prescribe routes, modes of transportation, and destinations for evacuees.
• Control ingress and egress to and from an emergency area, the movement of
persons within the area, and occupancy of premises therein.
• Suspend or limit the sale, dispensing or transportation of alcoholic beverages,
firearms, explosives or combustibles, if necessary/
• Make provisions for the availability of temporary emergency housing.
3.6.7.3.1 Governor's Authorized Representative,,(GAR).,,
\N
Section 252.36, Florida Statutes,.authorizesithe Governor to delegate or otherwise assign
his/her command authority and emergency;Rowers as deemed prude t. The Governor may
appoint the Chief of Staff and/or the State Director of Emergency Management as his/her
GAR, to act on his/her behalf in carrying out the proviisioris of Chapter 252, Florida Statutes.
3.6.7.4 STATE ASSISTANCE
When a disaster is beyond the capabilitiesof'City of Miami"Beach and Miami-Dade County
resources, the Miami-Dade County EOC wilf'req est assistance from the State. The State
EOC will coordinate assistance provided to the County, \)
r
The State of Floridap�provides s stance�'to�impacte ounties when the resources of the
affected county and Its unicipalitles have been exhausted. Requests for and deployment
of resources are approved and, doordinated\kiy the State Emergency Response Team
(SERT). � �` \
\ \ �� �
The Statewide Mutual.\Aid Agreement for Emergency Response/Recovery is the primary
system`that\ employs the State el to support the county level disaster. All counties and
municipalities°within the Statof.Floridaare authorized to enter into mutual aid agreements
for emergency assistance."\Those participating have the ability to access emergency
resources throughout the State)of Florida and also agree to make resources within their
jurisdiction available foNothers n need, to the extent possible. Miami-Dade County has
signed and adopted the Statewide Mutual Aid Agreement.
Through the statewide Mutual Aid Agreement, the State Emergency Response Team
(SERT) can coordinate mutual aid requests from the affected counties. When utilizing this
service, Miami-Dade County makes every effort to locate the desired resource and identify
the location, contact name, and contact telephone number of the resource to the SERT.
Assistance is provided in the form of State of Florida RECON Teams. These teams are
composed of unaffected county/state emergency management and other emergency
workers. RECON Teams are deployed to assist in the "needs assessment" of the affected
communities. After coordinating with local officials, an assessment of transportation,
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communications, and utility systems is completed to determine resources required. An
assessment of food, water, health, medical, and housing needs is also accomplished.
3.6.7.5 STATE AGENCIES
Many state agencies provide assistance to Miami Beach, Miami-Dade County and other
county municipalities in response to incidents on a day-to-day basis. Florida Department of
Transportation (FDOT), Florida Highway Patrol (FHP), Florida Department of Environmental
Protection, and the Florida Department of Health (FDOH) are examples of some state
agencies that provide assistance. When the Miami-Dade EOC is activated, those state
agencies that have operating locations in Miami-Dade County are considered local
resources, and are assigned responsibilities under the-County CEMP.
3.6.8 FEDERAL GOVERNMENT
3.6.8.1 ROLES &RESPONSIBILITIES /
The Federal Emergency Management A enc (FEMA) is the a enc responsible for
9 Y 9 9 � Y � �9, ,� Y P
coordinating the resources and personnel of the federal government,involved in assisting
local governments in disaster response activities � . \\sue.,
FEMA administers a variety of programs that support'state and local governments in their
efforts to improve emergency prepar�edness,mitigation;;response, and recovery capabilities.
The federal government does not interface directly"with the County or any of its
municipalities. The role of-liaison is performed by the-State of'Florida to the County, and the
County will perform as liaison between the Stateiandxmunicipalities.
7 \ \.//
3.6.8.2 FEDERAL ASSISTANCE
If a disaster is of such magnitude and-sverity that the capabilities within the city, county and
State are exhausted, the"Governor=will;request Federal assistance through FEMA to the
President of'the Unit�d,�States�The States Ern gency Response Team (SERT) advises
FEMA\Region IV that a formal request for federal assistance has been submitted. Once
authorized by,the President,the Federal government provides assistance through the NRF.
FEMA deploys a FEMA Liaison to the..State EOC (SEOC). If a presidential declaration is
imminent, an Emergency Response Team(ERT) is deployed. SERT members coordinate
directly with counterpart federal'ESF representatives and federal ERT members who are
assigned to the SEOC." , /.,/
3.6.8.3 FEDERAL AGENCIES/
Some federal agencies provide assistance to Miami-Dade County and its municipalities in
response to an incident or event. During an activation of the county EOC, certain federal
agencies are present depending on the type of event, such as the Federal Bureau of
Investigation (FBI) or FEMA.
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4 CEMP ROLES AND RESPONSIBILITIES
This CEMP is based on the principle that, while emergencies and disasters have no
regard for political boundaries, they always occur at the local government level.
Therefore, the City of Miami Beach has the primary responsibility for local emergency
preparedness, response, recovery, and mitigation. Each office and department of local
government must develop and maintain the internal preparedness, response, and
recovery procedures it needs to implement this CEMP, including NIMS, and to ensure
internal capabilities to perform office or department functions by participating in training
and exercises.
In the City of Miami Beach, preparing, responding, and recovering from an emergency is
the responsibility of all City personnel and specifc outside�gencies and organizations,
rather than one single agency or departmentThe City s 'Deepartment of Emergency
Management is responsible for managing the coordinated efforts of all phases of an
incident or disaster. The City's Emergency'Management program ihcludes organizations
involved in the prevention of, mitigation against, preparedness for\response to, and
recovery from disasters or emergencies. \\\\, \\\\\N,
Under the all hazards approachIto emergency management, response to all disasters
requiring Emergency Operations Center(EOC) activation will be conducted as described
in Chapter VI, Concept of Operations;`of this CEMP and under the responsibilities
designated in this Section:
4.1 GENERAL RESP NSIBIL'ITI S
General responsibilities pff the City of Miami Beach include:
• Maintaining an emergency maanagem nt program that is designed to avoid, reduce
and mitigate the effects of hazards'`through the enforcement of policies, standards
('n �eg dula os,a nnd th`at nvolve all`govar ment, private and volunteer organizations
which have responsibilities in the comprehensive emergency management system
within"the City of Miami Beach
• Mai a ning a disaste�Yre sponse/recovery plan,which supports and outlines the laws,
authorities and functions of each organization involved in the City's emergency
management structure, and that is consistent with the Miami-Dade County CEMP.
• Maintaining of.ci'e`n�staffing levels to prepare, train, and exercise City staff to
meet the needs of.emergency prevention/preparedness, response, recovery and
mitigation activities.
• Maintaining and operating a dedicated, functional EOC, to encompass the all-
hazards operations necessary. Ensure a constant state of readiness and ability to
maintain a 24 hour operation of the City's EOC.
• Establishing one or more secondary EOCs to provide continuity of government and
control of emergency operations.
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• Ensuring effective collaboration of emergency management, homeland security,
and public safety communication operations to facilitate increased inter-agency
information sharing, proper appropriation of resources, and accurate
understanding of all threats confronting the City of Miami Beach.
• Ensuring all departmental emergency plans are in sync with target capabilities
outlined within the national standards for emergency management.
• Ensuring that response agencies provide an effective response to
disasters/emergencies within the geographical boundaries of the City of Miami
Beach.
f
• Coordinating municipal emergency response and recovery activities with the Miami-
Dade County EOC and applicable outside agencies,
• Providing one representative to the Miar i=Da deCounty EOC during actual disasters
and exercises. Representatives will represent the City of Miami Beach.
• Ensuring appropriate municipal employ s are trained for disaster operations.
• Ensuring adequate alert and warning ys emus are:in place to ear the general public
and municipal employees of-impending disaster situations.
• Issuing State of Local Emergency, and evaqua ion orders where necessary in
localized emergencies. �
• Developing evacuation/re-entry\and traffi cc ontrol planswhich coincide with overall
countywide and regio al~plans. Controltraffic/within Cit'limits during evacuation and
re-entry. ( \
ti
• Notifying residents;and )visitors of evacuation zones, evacuation orders and, if
necessary, assist'r\esidents and visitors who need help in evacuating.
• For isolated,,unusual•incident whichtrequire the temporary sheltering of displaced
prs eons, providing\secunty.�and/or law enforcement at these temporary locations
w thin the City of°Mia`mi Beachs jurisdiction.
• Controlling re-entry nto\evacuatgd areas within the jurisdiction of the City of Miami
Beach\ \ \
• Planning grand condGcting emergency operations to maintain/restore all water and
wastewater capabilities"within the City of Miami Beach's jurisdiction during
disaster/emergencies./
• Assisting Miami-Dade County in determining a supply of potable water.
• Ensuring plans, procedures and training for damage assessments are established
so that accurate and timely damage assessment surveys will be conducted after a
disaster. Ensuring damage assessment reports are submitted to the Miami-Dade
County EOC in a timely manner.
• Planning for and conducting debris removal and disposal operations after a disaster.
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• Ensuring that detailed records are kept for disaster response and recovery
operations and expenditure for Federal and State reimbursements.
• Designating appropriate public officials to attend Federal public assistance briefings.
Ensuring that all projects undertaken under the Federal assistance program are in
accordance with established guidelines. Providing required reports to County, State
and Federal representatives.
• Safeguarding of vital records and continuance of government through coordinated
continuity of operations planning.
• Through appropriate departments, coordinating necessary demolition or stabilization
of structurally damaged public facilities, and with owners or
management of structurally damaged private, or-,nonprofit facilities regarding
structural integrity of the damaged structures/Taking appropriate action, including
condemnation of damaged structures. %• Working within the structure of theNIMS per Federal mandate.
• Ensuring City agencies work with tithe\established NIMS\structure to ensure
consistent and efficient management of'the incident? \.
1,✓
4.1.1 GENERAL PREPAREDNESS RESPONSIBILITIES ALL'`CITY DEPARTMENTS
City of Miami Beach Departments smay haveemergency related functions in addition to
their normal daily functions. Each Departme t.Director iresponsible for the development
and maintenance of thei err spective Emergency Management)Plan and Procedures for
each Division and`Section,-Viand perforr ing' uch'functions as may be required to
effectively cope with and recover from any disaster a ecting their respective areas of
responsibility. Specifically, the following common responsibilities are assigned to each
department listedin this plan
• (Create an \
'plane for their-department.
• Create and maintain a department procedure for employee notification.
\
• Establish department and individtal responsibilities and identify emergency tasks.
" \ r
• Work\with\ other City departments to enhance cooperation and coordination,
and eliminate redundancy. Departments having shared responsibilities should
work to corn.plementteach other.
• Establish ed cati n and training programs so that each division, section, and
employee will know exactly where, when and how to respond.
• Develop site specific plans for department facilities as necessary.
• Ensure that employee job descriptions reflect their emergency duties.
• Train staff to perform emergency duties/tasks as outlined in the CEMP or
individual department plans.
• Identify, categorize and inventory all available department resources.
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• Develop procedures for mobilizing and employing additional resources.
• Ensure communication capabilities with the EOC.
• Fill positions in the emergency organization as requested by the EOC Manager
or Emergency Management Coordinator, acting in accordance with this plan.
• Prepare to provide internal logistical support to department operations during
the initial emergency response phase.
4.1.2 GENERAL RESPONSE RESPONSIBILITIES—ALL CITY DEPARTMENTS
The following common responsibilities are assigned to e,ach department listed in this plan.
• Upon receipt of an alert or warning, initiate notification actions to alert employees
on assigned response duties. s'
• As appropriate: /7)
\
o Suspend or curtail normal business activities. \
o Recall essential off duty employees.
o Send noncritical employees home
\/'
o Secure and evacuate departmental facilities.
• As requested:
o Augment the-EOC s effort to warn the pub`c.)through use of vehicles
equipped with public address systems, sirens, employees going from door
to do/pi.,,,�etc. `� \\„,
o Keep the EOC informed of feld.activities, and maintain a communications
link to the EOC
/, o Activate a ontrol\center-to`support and facilitate department response
activities, maintain event logs-,,,and report information to the EOC. Report
damages and\status of\critical facilities to the EOC.
04 Send a repres`ntativetohe EOC, if appropriate or requested.
• Durinresponse and recovery phases of an incident, Department Directors may
be assigned,by,EOC' Management to serve in an EOC function not otherwise
assigned during normal!everyday operations.
• Ensure staff members tasked to work in the EOC have the authority to commit
resource and set policies.
• Coordinate with the EOC to establish protocols for interfacing with County, State
and Federal responders.
• Coordinate with the EOC Public Information Officer before releasing information to
the media.
• Submit reports to the EOC detailing departmental emergency expenditures and
obligations.
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4.1.3 DEPARTMENT DIRECTORS AND MANAGERS
Department Directors/Managers will:
• Call back all personnel intended to be used in both their routine and assigned
functions, and directing such personnel where to report and their respective
assignment.
• Be responsible for the safety of records, files and equipment assigned to their
department/divisions.
• Ensure that records are maintained upon the announcement of a Hurricane Watch
or following a major disaster. These recordsare. normally comprised of time
sheets, supplies and equipment, and include expenses over and above normal
operating expenses that are directly related'to an.5ncident or when the Hurricane
Watch is announced. '
• Ensure Activity Logs are initiated as a matter of record on announcement of a
Hurricane Watch or following a major disaster.
up
\\\,\
• Ensure that each of their facilities and buildings are secure,before a disaster
strikes. r� ,/ems
• Assign a safety coordinator,5for..each division or section of their respective
department.
4.1.4 EMERGENCY SUPPORT_T FUNCTIONS (ESFS). ;
A department or agency-may be designated as the'Prima y or Lead agency for an ESF
for a number of reason. The agency may,have a statutory'responsibility to perform that
function, or the agency may have developed:the necessary expertise to lead the ESF. In
some agencies,a portion offthe agency's mission is very similar to the mission of the
ESF; therefore,—:the.skills to,respond in a disaster,can be immediately translated from the
daily business of that41genncyEach agency has the necessary contacts and expertise to
coordinate\the activities of their funn' ction. Responsibilities include:
• Upon, ctivation of the\EOC,teh lead agencies for the ESFs will designate a
representative in the'EOC to coordinate that ESF. It is up to the lead agency's
discretion'°ato how many, if any, support agencies they will require present with
them. Howeve?due/to the limited space available in the EOC, the attendance of
support agencies'should be closely coordinated with the Division of Emergency
Management (DEM),in the development of Standard Operating Procedures (SOPs).
• The Primary department for the ESF will be responsible for obtaining all
information relating to ESF activities and requirements caused by the emergency
and disaster,response.
• The City will respond to local requests for assistance through the ESF process.
Within the EOC, requests for assistance will be tasked to the ESFs for completion.
The primary agency will be responsible for coordinating the delivery of that
assistance.
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• The EOC Supervisor will issue mission assignments to the lead departments for
each ESF based on the identified resource shortfall. Resource tasking will be
accomplished through the ESFs on a mission assignment basis. The tasking on a
mission assignment basis means that a local government resource shortfall will be
addressed through assigning a mission to address the shortfall, rather than tasking
specific pieces of equipment or personnel.
• The primary department or agency for that ESF will be responsible for identifying
the particular resource or resources that will accomplish the mission and
coordinate the delivery of that resource to the requesting entity.
• All ESF representatives are required to work within the structure of NIMS to ensure
consistent and efficient management of the incident.
Specific roles, responsibilities, and assignments for each;of the City's 18 Emergency
Support Functions can be found the associated an ex. \\\\,
5 RESPONSE ACTIONS (/:
\\\\\)
5.1 NOTIFICATION AND WARNING \. \ (
Different response actions are required for different hreats. The level and type of
response can vary according to'the`ability to properly notify and warn the community.
Warning for an emergency requi es'action on two\:levels: warning officials and
organizations and warning th`e general The,Emergen cy Manager will determine
the extent and method o`arn warnings. The scope-of awar-ning\can range from Citywide for
an event like a hurc,ane, to a limited area of th&City for,a hazardous materials incident.
5.1.1 ALERT & NOTIFICATION
When possible age ci s �therEOC'-structure will be notified in advance to allow for
incident'specific-Tesponse planning. DEM will also alert, and work closely with, subject
matter experts based^on the type of hazard'and its anticipated impact.
Miami Be`ch,Public Safety Commu cations Division (PSCD) will be forward information
on incidentsthat meet certaincriteria tothe County Duty Officer and State Watch Office.
When severe w a her is forecasted to impact the area, the National Weather Service
(NWS) will providefor-ecast'briefings. DEM monitors these briefings and will notify city
stakeholders when weather advisories are issued. If a weather event, or damage from a
weather event, is reported..to DEM via the city's Answer Center, the Local Warning Point,
or some Other source, DEM will contact the County OEM Duty Officer to provide that
information.
Emergency Alerts are sent to the public only in the event of an emergency that requires
protective action(s). When an emergency protective action is issued in response to an
incident or event, Miami Beach Public Information Officers would disseminate messages
through MBAlert and via social media, i.e., Facebook & Twitter. When an emergency
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notification to a specific geographic area(s) is required, the MBAlert system can be
utilized.
5.1.2 DEM
The designated on-call DEM staff serves as the DEM primary emergency point-of-contact
for the alert, notification, and initiation of a preliminary response to major emergencies
and disaster events occurring in Miami Beach. The designated personnel can be notified
24-hours/day, regardless of the activation status of the Miami Beach EOC.
They will monitor NWS forecast updates. If weather conditions begin to deteriorate, they
will contact the NWS Lead Forecaster for additional information and provide updates to
DEM staff and city stakeholders. yy
If an activation of the EOC is ordered, the Emer` gency Manager or designee will have
primary responsibility to initiate appropriate notifications to EOC Section Chiefs and
Branch Directors. These notifications will Jude EOC act vatlon level; brief incident
summary; EOC operational period; and agencies to be notified. .\\\
5.1.3 LOCAL WARNING POINT
\' y
The primary 24-hour Miami Beach Warning Pointt.is located at the Miami Beach Police
Headquarters Fire Public Safety\ mmunications`Center at 1100 Washington Ave.,
Miami Beach, Florida. Emergency'911 operators receive emergency notifications 24-
hours a day through traditional land line teleph`one�'communeation. Dedicated equipment
known as the "Statewide-E-mergency Satellite Communications Network" (E-SATCOM) is
,
located at the Fire\Alarm Office to receive notifications-from the State Warning Point. In
addition, a dedicated and line)(i e., "hot ring-down") is available for exclusive use for
events concerning the Turkey.Point-Nuclear Power Plant.
\\,35.1.3.1 TWARNING.ANDSSTATUS.UPDATES
DEM provides notifications of an event as early as is practical in an effort to provide as
much advance warning as possible. Notification, warning, and event updates are
accomplished`in a number�of ways depending on the circumstances surrounding the
incident. In the,case of a tropical cyclone, the DEM staff begins the notification process
three to five days`prior to the anticipated arrival of the storm. Events for which no warning
is possible are handled`in ihost expeditious manner, either by radio, telephone, or fax.
DEM, in cooperation with;the Human Resources Department, maintains a comprehensive
emergency contact database containing names, affiliations, office telephone numbers,
home telephone numbers, emails, fax numbers and 24-hour contact numbers. This
database is maintained and updated on a continuous basis.
The City of Miami Beach utilizes an emergency notification system, which has the
capability of simultaneously calling, texting, and emailing notifications and updates to
partner agencies, municipalities, organizations and residents. The typical broadcast
notification via email, phone or text messaging for a storm event includes a map of the
storm forecast positions, a tentative time schedule for the storm, and a schedule of
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anticipated actions to be taken by Miami-Dade County assuming a "worst case scenario".
The DEM website is also routinely updated to provide the latest information in order to
notify and warn the public.
DEM has created a program to simplify the notification process to all City Department
Directors and employees through the Department Personnel Representative (DPR). DEM
advises the DPR via e-mail of the incident or the disaster and they in turn are responsible
for forwarding this information to their Department Director and employees. In an effort to
keep the county informed of all emergency actions, DEM includes the County EOC in all
of its emergency notifications. T')
Once the EOC is fully activated, each agency rerpresentative is provided with an
unpublished telephone line within the EOC that caob9ufilized to communicate with other
agencies. All EOC representatives are providedi\with updated status information on a
timely basis. Notification and status updates'are�provided to,the general public through
the electronic and print media. Public Information Officers (PIOs).from the City's Office of
Marketing and Communications are assigned'to the EOC during any'activation. The PIO
ensures that the media correctly informs\the.\pub.li6 iregarding`athe\circumstances
surrounding an incident or disaster bymonitoring radio and television broadcasts,
scheduling press conferences, and issuing news releases. The PIO utilizes the media for
the purpose of notifying the people f Miami,Beach of any potential emergency. In the
event that immediate dissemination of information to the\-public becomes necessary, the
County EOC has the/capability of using the EAS to alert th'eeneral population by radio
and television.'"
5.1.4 SPECIAL POPULATIONS •
•
The hearing—impaired\receves emergency` public information through open/closed
captioning provided-by the\local televisiornstations. The Florida Relay Service provides
updat d emergency,information\for dissemination to their clients. Emergency Public
Informations provided,in English; Spanish, and Haitian Creole through television and
radio stations. \\\)
5.1.5 OTHER NOTIFICATION PROCEDURES
• Using established marine)frequencies, marine-specific information and warnings are
disseminateddby e'� Coast Guard.
• Under certain circumstances, Code Compliance Officers may be dispatched to
businesses to notify and visitors of a potential threat.
• Many residents, businesses, organizations, schools, and municipal governments
also obtain notifications and warnings through NOAA weather radios.
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5.2 EVACUATION AND SHELTERING
5.2.1 EVACUATION
Evacuation estimate figures are feasible for hurricane and Turkey Point evacuations but,
all other evacuations for other types of disasters are extremely variable. Estimates of
population, pre-designated evacuation routes and clearance times for affected areas of
Miami-Dade County for pre-determined evacuation areas are presented in the All
Hazards Protective Measures Plan located in Volume III of the CEMP.
5.2.1.1 RESIDENTIAL HEALTH CARE FACILITIES (RHCFs)
Miami Beach DEM in conjunction with Miami-Dade .County OEM coordinates the
evacuation of stretcher-bound patients in order to maximize the use of ambulances. Each
year, hospitals and nursing homes are required to'submit their census to help OEM in the
preplanning of resources. The census infor ma includes\licensed bed capacity and
average facility capacity. < \\N\
These numbers help OEM in allocating an adequate amount of vehiclesnd in estimation
of evacuation start times. The census informatio.isupplemented by polling of impacted
or potentially impacted facilities at the me of arr�lncidlnt'by MDC OEM`ESF 8 lead and
support agencies. The supplemental'inftiormation obtained includes the amount of critical,
serious, and stable patients.
Normally, the number>of patients requiring evacuation\by ambulance exceeds the
capability of Miami-Dade's-available local'inventoryof'a. bulances. In order to transport
these patients safely within the clearance time�available,,it is sometimes necessary to
request ambulancesef m other areas. For\planning purposes, it is currently estimated
that 36 -48 hours is required to secure additional ambulances and use them to complete
patient evacuation: \`N
All Residential Health.Care acilities RHCR.are required byState Statute to submit for
• ( ) q
approval their CEMP to�`MDC OEMAII RHCFs must demonstrate adequate evacuation
plans that'includde transportation and receiving facility agreements in their CEMP.
5.2.1.2 NAT ONAL'`DISASTER MEDICAL SYSTEM
In the event tha evacuation of the health care facilities exceeds local and regional
resources the MDC EQC'wi request Federal assistance through the National Disaster
Medical System (NDMS).The NDMS is a federally coordinated system that augments the
Nation's medical response capability. The overall purpose of the NDMS is to supplement
an integrated National medical response capability for assisting State and local authorities
in dealing with the medical impacts of major incidents. Principally, the NDMS may be
activated to support patient reception and disposition of patients to hospitals when an
evacuation is ordered. The NDMS is coordinated locally by the Miami Veterans Affairs
Healthcare System. In the event that the NDMS is needed to support evacuations the
MDC EOC Incident Commander will requests its activation through MDC ESF 8.
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5.2.1.3 SCHOOLS
Miami-Dade OEM maintains an agreement with Miami-Dade County Public Schools
(MDCPS) that indicates the process for closing of schools prior to an incident or disaster.
This agreement also indicates the use of certain schools as Medical Evacuation Centers
(MECs), Evacuation Centers (ECs), and Pet Friendly Evacuation Centers. When
considering the use of these facilities, the Superintendent of Schools participates in the
development of the evacuation schedule and approves closure times for all schools prior
to the issuance of an evacuation order. In developing the evacuation schedule the
following must be considered:
1. The normal A.M. bus schedule, f
/</""\\)
2. Time required to evacuate the schools and,to transport the students' home,
3. Time required to staff and prepare the facility for use as an EC.
5.2.1.4 BUSINESSES (/:,
Consideration is given to designating a specific time for businesses within an evacuation
t \. / > \
zone to close and evacuate personnel. This tune is usual) subsequent,.to the issuance
Y q
of a general evacuation order but prior to the advent of opical storm force winds. Miami
Beach will refrain from issuing an\evacuation order for businesses until absolutely
necessary in an effort to maximizethe availablejesources to the general public prior to
the incident or disaster.-
Miami Beach Code'Compliance officers will,advise business owners of evacuation orders
issued. Code Compliance Officers will also advise outdoor establishments to take down
temporary structures umbrellas. d otheroose material in the event of a Hurricane
Watch, if tjiere-is-a -ong,likelihood_pra-HurricaneWatch, or in the event that other severe
weather/is recanted: e�
5.2.1.5AUTHORITY N"\\.\\N
The Miami-Dade County Mayor is responsible for declaring a State of Local Emergency and
issuing evaaatlon orders for\the affected locations within the County. Prior to official notice,
these actions will be considered by the Miami-Dade County Policy Group based on
recommendations from the Miami-Dade County Mayor.
N°;.f /
The City of Miami Beach s Policy Group is likewise responsible for declaring a Local State
of Emergency and issuing-evacuation orders for the City of Miami Beach. These actions will
be considered by the Policy Group based on recommendations from the Emergency
Manager or his/her representative.
The City EOC will be the central direction and control facility for City of Miami Beach disaster
response operations. Under the direction of the City Manager and Emergency Manager, the
City EOC Organization will coordinate all aspects of response activities. The City EOC
Organization consists of representatives from all City departments, along with various other
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agencies. Coordination between departments and agencies will be conducted within the
City EOC.
5.2.1.6 LOCALIZED EVACUATION
The principle of graduated response applies to actions taken if a localized disaster causes
evacuations from threatened areas. Any evacuation during a localized disaster will be
dictated by the situation and by the decision of the IC based upon the threat to the areas
adjacent to the disaster site. The decision and order to evacuate will be made within the City
of Miami Beach by the Mayor.
During localized evacuation situations, requests for outside assistance will be made through
the City of Miami Beach EOC,This assistance may includebut is not limited to, the opening
of selected shelters, emergency transportation, and tivat on,\of search and rescue units,
and requests for specialized personnel or/quipment. All outside assistance will be
coordinated through the City EOC.
(< , \
5.2.1.7 LARGE SCALE EVACUATION
,,,-\. \\\s
The City of Miami Beach will follow the guidelines of Miami-Dade County Emergency
Management during a large scale evacuation. Whe(in,the judgment ofthe Miami-Dade
County Mayor, or his/her representative,an approaching hurricane or other emergency
presents a threat to Miami-Dade Co nu ty;_the,,Miami-Dade County Policy Group will be
convened. If deemed appropriate, the a Miami-Dade Cou ty Policy Group will issue a
Declaration of a State of Local'Emerge cy.The E iIam Dade County Policy Group may issue
an Evacuation Order cone rrently with this Decla�ration,or may defer the Evacuation Order
to a later time. \ C\ i \
r �;
If necessary during an impen• ding-disas er, thee. Miami-Dade County School Board, or if
designated. by the Board,`the Superintendent of Schools, will order the closing of public
schools. Public sch`oolss will be•closed based consultation with the Miami-Dade County
Administrator. \\\:\ \\\—
,.
Responsibili y\or closing of:businesses during actual or impending disasters rests with
individual business management. However, businesses located within an area ordered to
be evacuated by t o Mayor,or an Incident Commander for a localized disaster, must be
7-evacuated. '
•
5.2.1.8 EVACUATION ROUTES
Evacuation routes are coordinated between Miami-Dade County and the Florida
Department of Transportation (FDOT). The main evacuation routes are the major highways
in the County. The City of Miami Beach will assist the County in manning evacuation routes
as requested. Individuals evacuating out of the area will use the designated routes as their
primary means of egress. Individuals evacuating to shelters will use the most direct route
from their area to their shelters. To ease traffic congestion, residents in lower-lying areas
will be advised through the media to consider leaving as early as possible before a
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mandatory evacuation order begins. See Figure 10, Miami-Dade County Evacuation Routes
on the following page.
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City of Comprehensive Emergency
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Version Date:May 24, 2022 Page 79 of 135
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5.2.1.9 TRAFFIC CONTROL
To maintain a continuous flow of traffic, both internally and on the evacuation routes leading
out of the City, the City of Miami Beach Police Department and the City Transportation
Department have established a traffic control plan. Traffic Control Points are designated at
critical intersections through the City of Miami Beach. The Miami Beach Police Department
is assigned to provide the necessary personnel at each Traffic Control Point. Locations of
Traffic Control Points are maintained by the Miami Beach Police Department.
City, County and State law enforcement personnel will provide security along traffic routes.
City and County law enforcement will also coordinate emergency vehicles for evacuation
routes to assist evacuees with vehicle problems or, if'nece'ssary, to move them to a safe
area.
In the event of closure of any evacuation route, law�enforcem`ent\personnel will redirect traffic
to alternate routes as appropriate. Intersectioorns points along evacuation routes that may
flood will be identified and plans made for the re-routing of traffic. \
5.2.1.10 EMERGENCY TRANSPORTATION
Evacuees who require transportation-assistance may;use'public transportation provided by
a public transit system. Public transportation will assist:e‘acuees who cannot drive and have
no other means of transportation. All evacuees using emergency bus service will be taken
to designated shelters. Buses will also be made available to return to the evacuated areas
after the emergency or di as ster has passed. Miami-Dade Department of Transportation and
Public Works (DTPW) operates public transportation buses to pre-designated evacuation
pick up points. ../
Evacuation of vulnerable\populations wDl be Initially provided by the Miami-Dade County,
but Miami`Be h Fire EMS Division-wig work\with Miami Beach Office of Housing and
Community Services to identify, locate and..assist members of the community who require
special assistance in emergencies. Transportation and medical requirements will be
consid ed ih establishig,procedu`res`to move these citizens to places of safety. Citizens
who require medical attention while living at home will be moved to special needs shelters
or to the home of a\relative or friend by prior arrangement by the individuals concerned. The
Emergency and Evacuation Assistance Program (EEAP) is the County's system to identify
those in need. Miami,Beach personnel will make every effort to support and enhance this
service to ensure that vulnerable populations are protected in the event of disaster.
5.2.1.11 RE-ENTRY
The City Manager is vested with the authority to allow re-entry to evacuated areas and to
declare a termination of a declaration of emergency. In all likelihood, reentry will be a gradual
process depending on the extent of damage in various areas of the City.
In all damaged areas, re-entry will not be allowed until the area has been deemed safe by
the Policy Group through the authorization of the City Manager. In those damaged areas,
the Policy Group will make recommendations to the City Manager on when the areas are
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safe as determined by the City. Official information about re-entry will be disseminated to
the public through the City PIO. Once the official message is released, it will further be
disseminated through the Answer Center(RIC), Elected Officials and local media.
The Policy Group is tasked with the responsibility of planning, coordinating, and directing
Miami Beach's re-entry and security operations of the affected area(s).
5.2.2 SHELTERING
Miami Beach is located entirely in an evacuation zone, and therefore has no approved
evacuation shelters within City limits. Miami-Dade OEM willcommunicate the availability
and location of open evacuation centers. Facilities/can/be selected for a variety of
evacuation circumstances. For hurricanes, facilities must meet structural criteria to
withstand the high winds. Facilities must also be located outside of areas where storm
surge and flooding may occur. ..7
5.2.2.1 EVACUATION CENTERS ,,�
Evacuation Centers provide a refuge of last-resort for those individuals who need to
evacuate and are unable to make their owntievacuatio and sheltering\arrangements
outside of evacuation zones. M ami-Dade County opens and operates a variety of
Evacuation Centers at pre-identified-lo afons for a variety of evacuation circumstances.
It is important to note that the City.�of Op`lo.cka ma`yy\be asked to provide Evacuation
Center support to those ECs opened\within the jurisdiction
• Types of Evacuation.,Centers includes:
• General Population Evac ation Shelters
• Pet-Friendly Evacuation Centers '\
• Medical-Evacuation Cenfrs
• Medical Management Facilities
• Pos Disaster Shelte s\
5.2.2.2 PET RI DLY EVACUATION CENTERS
Miami-Dade Countyith its Diaster Assistance Employees (DAE) oversees the human
population at the evacuation center while Miami-Dade's Animal Services Department
manages the pet designated area. Refer to the PFEC Operations Guide in Volume III of
the Miami-Dade County CEMP. When evacuations are announced, the County will also
announce which available evacuation shelters will accept pets. Various types of animals
are allowed, but there are certain limits and restrictions. Pet owners must bring proper ID
and proof of pet vaccinations. More complete and recent information is available on the
Miami-Dade County web site,
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5.2.2.3 EMERGENCY AND EVACUATION ASSISTANCE PROGRAM (EEAP)
Miami-Dade OEM maintains a registry for people who may need special assistance in
case of an emergency evacuation. Eligible individuals are those who:
• are unable to evacuate on their own to a specialized transportation need,
• are homebound residents and unable to walk to a bus pickup point and do not
have anyone that can provide transportation,
• have medical needs that prevent them for evacuatingon their own,
• are bedbound patients, /7)
• are on —life-sustaining medical equipment that require electricity, and/or
• require assistance with daily living activities
The services available to EEAP clients/are generally all hazards oriented. Special
arrangements are made to address countywide emergencies such'\as evacuations for
hurricanes and nuclear power plant emergencies,. 7\ \\\,:\
The sheltering program consists 'of Evacuation (ECs), Medical Evacuation
Centers (MECs) and Medical Management Facilities{MMFs). Only those people that are
dependent on life sustaining medical quipment, bed-cgnfned, or in critical condition are
assigned to an MMF. All others are assigned to.an EC�.or\MEC. Staffing for MECs is
obtained from Florida'D p'rtn ent of H alth in Miami,Dade`<County (DOH Miami-Dade),
Jackson Memorial/Hoospital (JMH) and county employeefrom the Disaster Assistance
Employee (DAE) program. \')
Transportation services�are provided:to people°who indicate a need on their application.
A door-to r es price picks clients up at'their`home and brings them back to their home
once the emergency s over:SSecialized`�tran`sorrtation for wheelchairs is also available.
People requiring a bm ulance tray sportatio a e carefully screened. Contracted private
ambulances\provide trartsportation5services with support from local and municipal fire
departments, as\necessary \\,)
The evacuation'and,assistance of individuals on the registry is conducted based upon the
impending or actual evet. The procedures for the registry, evacuation, transportation and
sheltering programs are detailed in the Miami-Dade EEAP Operations Guide. Information
about activation of services/for the EEAP may be found in the Evacuation Support Unit
Operations Guide located in Volume Ill of the CEMP.
5.3 IMPACT ASSESSMENT
Impact assessments include the physical, human needs, environmental and economic
impacts to the community. The Impact assessment supports informed decision making
before, during and after an event. This process begins with the potential impact for known
threats and continues through the actual impact of a hazard event. While the community is
preparing for or being impacted by an event and the EOC is activated, the Planning and
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Operations Sections will gather real time information on the impacts of the event, including
the projected numbers of people and critical infrastructure within areas of impact. For
weather related events, information about winds, rainfall, and current status of flooding and
canal levels will be gathered. For tropical storms and hurricanes information on projected
wind speeds, wind field breadth, rainfall, and storm surge will also be gathered.
After an event, assessments will typically be accomplished starting with widespread, aerial
and windshield assessments and broad scale issues such as overall impact of damages
and debris. Shortly later, assessments will become more refined and detailed, including door
to door assessments interviewing individuals about their needs and structural assessments
to determine the safety and habitability of individual structures. Initial assessment
information will guide response decisions and defermine potential qualification for a
Presidential Disaster Declaration. <,j,;" \
5.3.1 INITIAL DAMAGE ASSESSMENT (IDA)
i/./2
The IDA will provide a quick report on affected areas and magnitude of impacts. IDA
information will come from a wide range of agencies and from the community at large. It will
assist in determining the areas that have greater mpact and allow the EOC to prioritize the
assignment of preliminary damage. and detailed\assessment teams, if\needed. In the
immediate aftermath of the disaster,-'the City will conduct a citywide IDA. The Emergency
Manager, or designee, is responsible;for coo`dinating the IDA. The goal of this assessment
is to determine the magnitude and severity of da age to structures and infrastructure and
to identify the areas and populations most.i need. Information,collected by local damage
assessment teams'should include�photograph's and supporting documentation that can be
used by the County;and State to. verify damage to homes and businesses in order to
determine costs and eligibility for Public Assistance (PA) related projects.
The Cityfis also.�responsible.,for. reporting operational information, reports from the public,
and observed damage tothe MO .i Dade County EOC as part of their broader countywide
IDA. \\\\ \ \ '
\ .; .
5.3.2 PRELIMINARY DAMAGE ASSESSMENT (PDA)
The PDA is jo nt ssessrne'nt red to determine the magnitude and impact of an event's
damage and to support the Governor's request to the President for federal assistance. A
team comprised of FEM�A,the State and Small Business Administration will usually visit local
applicants and view their- age first-hand to assess the scope of damage and estimate
repair costs.The PDA also identifies any unmet needs that may require immediate attention.
This information will assist in the planning for additional resources such as shelters,
temporary housing, and disaster recovery centers. Normally, the PDA is completed prior to
the submission of the Governor's request. However, when an obviously severe or
catastrophic event occurs, the Governor's request may be submitted prior to the PDA.
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5.4 FOREIGN NATIONALS
Pursuant to the Vienna Convention on Consular Relations, there is a protocol to be followed
when a foreign national is involved in a disaster. Specifically, Article 37, Information in cases
of deaths, guardianship or trusteeship, wrecks and air accidents, requires that the
appropriate consulate be notified as soon as there is knowledge that one of their citizens is
deceased, incapacitated or if there is an accident involving a foreign ship or aircraft
registered to that country. Following this protocol, Miami Beach will work with Miami Dade
County and the Regional Director of the U.S. Department of State/Office of Foreign Missions
in order to provide the appropriate consulate with information pertaining to their citizen's
involvement in a local disaster.
5.5 MUTUAL AID
The response to and recovery from a declared ncident or disastermay require the utilization
of resources over and above those held by/the/City of Miami\Beach. In order to access
additional resources that may be required, it is necessary to enter into agreements with other
cities and their attendant agencies. These agreements accomplish three'primary goals:
1. Identify the resource(s)to be,accessed; `\,/ �,�
2. Provide reasonable assurance hat those resources will be made available when
required; and \\>\
3. Provide terms for-compensation for�the use of-those resources.
Emergency utilization of-th`e resources and'`capabilifies oforga zations and agencies that
are not part of Miami;Beach city government is pre-arranged-through mutual aid agreements
and memorandums of\understanding to the aximum extent possible. Such agreements
are entered-into,by duly\ m
uthorized city-officials and are formulated in writing. Agreements
include?a clear- sta e nr t `rega ding ayment ,or reimbursement for personnel services,
equipment costs, and-the-return of materials. A Pmutual aid agreements conform to and are
part of the state mutual aid prog am\
;,
Miami Bech is a participating municipality in the statewide mutual aid program and
understands than any requests for mutual aid must be submitted through the Miami-Dade
EOC. \\\\ !'
\ .1
5.6 FACILITY LIFE SUPPORT SYSTEMS
Back-up electrical power is-provided to the Miami Beach EOC through several sources.Two
independent power feeds exist from two different power sub-stations. The facility is
equipped with two 2.2-megawatt back-up generators cooled with well water from adjacent
wells. Three 12,000-gallon fuel tanks are capable of supplying fuel for 30 days. All back-up
generators are checked under load twice a month.
The EOC is equipped with a full back-up battery through uninterrupted power system (UPS)
which is capable of maintaining power for a full 30 minutes.Two 300-ton chiller units and an
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off peak 140-ton chiller are capable of maintaining the temperature within the EOC. Any of
the three are capable of maintaining the inside air temperature to less than 80° Fahrenheit.
6 RECOVERY ACTIONS
The recovery phase of an emergency or disaster deals with the functional restoration of
a community to the conditions prior to the disaster event. The recovery phase includes
but is not limited to the following:
• The restoration of infrastructure including roads, traffic controls, signs, canals,
railroads, airports, shipping facilities, fuel suppl ei s, potable water supplies,
electricity, sewage disposal, storm drains, andflood control facilities.
• The restoration of public safety measures/ including fire suppression, law
enforcement, and search and rescue .
• The restoration of human services/including the provision of health and medical
services, environmental and public health concerns, and the provision of services
to people, including those with special`needs. /) \\\\
/
The City of Miami Beach DEM, through its Infrastructure Branch Director-is responsible
for the coordination of short-term\recovery efforts within the City of Miami Beach. Before
the establishment of a Joint Field Office(JFO);recovery'•ctivities are coordinated through
the EOC. Recovery activities include preliminary damage\assessment, coordinated
debris strategy and_debris'clearance, as well at the coordination of business recovery
actions. ‘:\:\
In the event of an emergency that is followed by a major disaster declaration (as described
in 44 CFR),_requiring the establishme t of a JFO, the DEM, through the Infrastructure
Branch Director comes`the liars n between the City of Miami Beach and Miami-Dade
N
County',along with State and-Federal representatives tives assigned to the DFO. This is also
true relative to the implementation of Disast r Recovery Centers (DRCs), and Preliminary
Damage Assessment Teams, taging areas, and other sites.
"N 1
In the event of,an emergency,,that is not followed by a disaster declaration, DEM initially
coordinates with9te appropriate agencies for assignments, until essential services are
restored.
6.1 TRANSITION FROM RESPONSE TO RECOVERY
The transition from response activities to recovery may not be clear. The return to an
evacuated area may be an extended period of time due to uninhabitable conditions —
caused by flooding or building collapse, or the lack of access or essential services - such
as blocked roadways, lack of water, sewer, or electricity.
Agencies responsible for recovery functions must be activated and ready to perform
assigned functions before the response phase is finished. There is a marked difference
in the action required during the initial or short-term recovery phase, and the extended or
long-term recovery phase. The different phases occur simultaneously throughout the
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community. Some neighborhoods functioning through the short-term recovery phase, due
to a lack of essential services. Simultaneously, other neighborhoods may address long-
term recovery projects, such as road rebuilding and repair:
6.2 DISASTER ASSISTANCE CENTERS (DACs)
The City of Miami Beach DEM has established sites that are strategically located
throughout the City and will serve as DACs. A DAC is a "one stop" center located in the
disaster affected areas and is designed to provide information and referrals regarding the
types of disaster services available. Depending on the nagnitude of the disaster, they
may also include the provision of other disaster related services or resources such as the
m distribution of food and water, comfort items, eerge r y medical and mental health
services, and family reunification. Resources and.agencies assigned to a DAC will vary
depending on the severity and magnitude of the disastelfi a presidential declaration is
issued, DACs will deactivate once State and,Federal personnel'arrive and open DRCs. If
a presidential declaration is not issued, a DAC,will remain open until the immediate needs
of the community have been met or volunteer agencies can handle the decreasing
workload at their respective facilities. //
If the disaster is of a catastrophe nc ature, causes wed spread damage throughout several
segments of Miami-Dade County,, nd'the need fot"the establishment of a DRC is
determined, the request for assistance from'State and\Federal partners will be routed
through the Logistics Section. Whenever possible, DAC\Iocations will be converted to
DRCs upon the arr'I�va of.FEMA and FDEMperso/n eland ay be augmented by other
local agencies or csocial servicproviders. In the event that existing locations are not
suitable, additional`sites such as parks or community centers will be identified.
The process-of awarding ihdividuaF assistance is overseen at the DACs and DRCs. All
current contact_in ormation of agencies ffering'recovery services will be provided for
,r. N
public,dissemination,
The DAC coordinator acts as liaison, with the Human Services Branch Director at the EOC
on all ma es,related to theoperationIof DACs/DRCs. These responsibilities include,
obtaining procedures on how\DAC/DRC personnel will be contacted for work assignments
and,locations and an,inventory of items to include, data, equipment and vehicles required
to operate the DAC/DRC. There should also be coordination with the FEMA JFO. Local
agencies that may provide/information and referral in the DAC/DRC may include the
American Red Cross and&oter community service agencies.
6.3 FAMILY REUNIFICATION CENTER(FRC)/FAMILY ASSISTANCE CENTER(FAC)
A Family Reunification Center may be set up immediately after an incident. The FRC is
the designated place used to reunify victims and their family members immediately after
an incident or for family members of victims who were killed or injured to seek information
and services. Family Assistance Center is the place for victims and family members to
get information and services once the reunification center is no longer being utilized.
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6.4 MASS CARE
The DEM maintains a list of approved shelter sites that meet the criterion outlined in ARC
4496, which states the methods to be used in selecting sites for congregate care facilities.
Compliance to this standard is confirmed by the use of ARC Mass Care Facility Survey
Form. Miami-Dade County EM is responsible for the evacuation of persons with special
needs.
6.5 INFRASTRUCTURE
The City's infrastructure includes roads, bridges, traffic controls, water and sewer
systems, storm drains, street lights, medical services,,electrical and telephone services,
food supplies, garbage and debris pick up and disposal.ghe short-term recovery phase
begins with the restoration of these services. Full documentation of recovery efforts must
be maintained especially in the event of ayemergency or disaster declaration when
FEMA will require such documentation to be attached to the Project Worksheets.
6.6 DEBRIS REMOVAL \<\
The process of debris removal and clearance,of critical transportation4nfrastructure is a
cooperative effort between therCity, of Miami' Beach'Sanitation Division, Parks &
Recreation Department, Public Works Department and\the FDOT.
Staging, sorting, and disposal sites have bee-identified,roughout the City. The City of
Miami Beach Finance department is`r.esponsibl for the collection and maintenance of
debris financial records with the exception of load,✓tickets. These are maintained by City
/ ! . \. , i - N •,
of Miami Beach Sanitation Division, who is the lead fordebris removal. In the event of a
major disaster, FEMA may make debris"clearance a mission assignment to another
agency such as the U.S,ArmylCoirps-of Enginers.
\.\\3
6.7 INSURANCE COORDINATION
N
Risk Managem�ent maintains"the procedures and policies for insurance coordination and
implementationN sk Management is activated by notification of the Emergency Manager
or designee in response to t he:issuance of the disaster declaration.
6.8 STAFFING \ \\\\ste�.- f
The emergency support\ aff utilized for preparing correspondence and maintaining files
during the short-term recovery phase of an incident or disaster is assigned from a pool of
maintenance and clerical staff. In the event that additional staff is required, temporary
employment procurement contracts may be utilized for the purpose of providing suitable
temporary staff.
6.9 SHORT-TERM RECOVERY PHASE
The short-term recovery phase immediately follows the disaster event and entails the
immediate, even if temporary, efforts to allow a return to normal life. The community may
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still be under emergency conditions if essential services have not been restored.
Conditions for extending the emergency period during the short-term recovery phase
include:
• Residents are still in shelters.
• Water or sewer systems are inoperative.
• Electricity is not available.
• There is a shortage of food, water, and other basi goods.
• A curfew is in effect.
• Re-entryis notpossible because of debris or severe damage.
9
The recovery process begins with an initial damage assessment conducted by City of
Miami Beach personnel using aircraft, g ound vehicles,\observer call-ins and the
Snapshot Program noted below. The sizend type of the incident and its overall impact
on the community will determine who should\participate in the`da age assessment
process. Minor emergencies or incidents may only requ participation
ire participan of local City
agencies and organizations. Major disasters or`emergencies may involve Miami-Dade
County, as well as State and Federal:representatives-.in`the damage assessment process.
Oversight of short-term recovery falls wwithin the responsibilities of the Operations Chief
through the Branch Directors. The use of inspectors�from the.City of Miami Beach Office
of Building Code Cornpliance, the Building\Departmen and Miami Beach SAR personnel
are utilized for structural evaluation during the re-entry process.
During the short-term r covery p tease` an accurate and complete economic assessment
is highly/u,nlikely;as the`total'extent:of�damage�will not be immediately available. Initial
estimates�of-damage`frrom'cany�assing-.th affected areas and estimating the costs of
repair based on past experience.. The initial damage assessment determines if an
emergenydeclarationis\warranted'\
6.10 LONG-TERM RECOVERY'PHASE \\,.,)
Long-term receve is defind`s thepoint at which repairs are permanent rather than
g �ry°a r � P
temporary. After the basiciessentials are restored and victims have returned to their
homes or other permanent`housing, the neighborhood must rebuild the infrastructure and
economy to at least prevent level. Activities include: demolition of dangerously
damaged structures, debris removal, repair or reconstruction of water and sewer systems,
roads, bridges and other public facilities, as well as the repair or reconstruction of private
property.
The first step in the long-term recovery process following a declared emergency or
disaster is to schedule an applicant's briefing, a meeting conducted by a representative
of the State for all potential applicants for public assistance grants. At the applicant's
briefing all parties are informed of the eligibility requirements, application procedures,
administrative requirements, funding and program eligibility criteria to receive Federal and
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State assistance. The State DEM will undertake to notify as many potential applicants as
possible including advertising the applicant briefing in local newspapers. Potential
applicants include City of Miami Beach, State and County departments, and certain
private not-for-profit organizations. All applicants who believe they may be eligible will be
asked to prepare a Request for Public Assistance (FEMA Form 90-49).
Following the applicant's briefing, the City of Miami Beach Finance Department assumes
the primary responsibility for coordinating the City activities required by the Public
Assistance Program. This includes administration and oversight of the City's access to
the FEMA grants portal, completion and submittal of Project Worksheets and overall
grants management.
The FEMA Liaison Officer at the FEMA Coordinating Office is responsible for the
implementation of the public assistance process and,\oversees all administrative
procedures. All contract and work-in-progress, monitoring of public assistance recovery
projects is the responsibility of the City of Miami Beach.
` .
The State of Florida and/or FEMA then issues a,determipation as to whether an applicant
is, in fact, eligible to receive public assistan e\funtl A. Kickoff\Meeting is then
scheduled and conducted by the Public Assistance Coordination (PAC)'Crew Leader.
The meeting is designed to provide a`u h,more detailed review of the Public Assistance
Program and the applicant's needs The meeting s the first step in establishing a
partnership among FEMA, the State,"a d t e'a plicant and�is designed to focus on the
specific needs of thata plic nt,\The meefinlg focusses n.,the eligibility and documentation
requirements that are most pertinent to an applicant. The FEMA Kick Off meeting will be
held at a determined location and will be attended by a representative from Miami-Dade
County, State of Florida,4FEMA DEM and the applicant (in the case of certain private not-
for-profit org nations)�Potential�applicants are responsible for identifying possible
infrastructure r ce ove ry,projects and par icip ting-in the public assistance process.
Each applicant deemedeligbl e prepares a Project Worksheet or PW (FEMA form 90-91)
for each damaged facility'The PW\consists of a scope of work necessary to return the
facility to its'pre-disaster cond tion a d; an estimate of the cost to do so (see 44 CFR
206). Each PW'submitted is\then validated by a representative from FEMA and/or from
the State.
6.11 DISASTER DECLARATION'
If the governor determines the State requires Federal assistance in dealing with an
incident or disaster, a formal Request for Public Assistance is submitted by the Governor
to FEMA. FEMA, in cooperation with the State, Miami-Dade County and the City of Miami
Beach, will perform a Preliminary Damage Assessment or PDA. The FEMA inspectors
meet with an DEM representative who is responsible for coordinating the City's PDA
participation, and obtain:
• A list of the communities to be inspected;
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• The names and addresses of all local contacts;
• A population count;
• A list of damaged facilities with their locations and cost estimates;
• The annual budget, after debt service, for the City of Miami Beach;
• Maps which may be used to show damaged sites; and
• Vehicles, tools and other items necessary to carry out the PDA.
The Federal, State, County and City teams jointly verify the extent of damages attributable
to the disaster and submit estimates thereof to the FEMA Regional Director. The
recommendations are then submitted to the FEMA-National Director in Washington, D.C.,
who in turn prepares a recommendation to thePresident,of\the United States. At such
time, the president may issue a Disaster Declaration.
\\\
Appropriate City of Miami Beach and Miami ade County officials,are responsible for
providing the State with an assessment`oftheir capability to effectively handle the
recovery effort. This assessment includes, where\possibe, how the`damages are to be
repaired; where possible, a projected,schedule for completion and a recommendation as
to the source of funding for the City's,,sh-are of the recovery costs. Habitability life-safety
issues are determined by qualified`str ctu ar I'enginee s\f om City and County staff.
During a large-scale/disaster, the short-term.>recov,ery,`and some of the long-term
recovery activities are coordinated from\a�'FEMA DFO. Local;County, State and Federal
officials operate from this facility until all required reco ery projects are addressed. Basic
staffing is planned In accordance with the guidelines provided in the NRF.
J
6.12 TYPES-OFST TE oR'F\EDERALASSIST ANCE
6.12.14INDIvIDU L Assls-TANCE I)
IA is assistance to privatec tizens who sustained damage from the disaster event and
are uninsured or have msuffcient Insurance to cover their losses. This program is
administeredeby,\he Small :Business Administration (SBA) or through the FEMA
Individuals and Hous
eholds Program (IHP).
Additionally, there'.is\assistai ce available for those individuals who have been
unemployed because of the disaster. Businesses that have been impacted by the disaster
may be eligible for recovery loans from the SBA. An SBA declaration helps any eligible
business regardless of the size of that business.
6.12.2 PUBLIC ASSISTANCE (PA)
PA is disaster assistance provided to public entities including State, County and municipal
governments, Indian tribes and certain private nonprofit organizations that provide an
essential governmental type service.
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6.12.3 MITIGATION ACTIONS
Hazard mitigation under Sections 404 and 406 of the Stafford Act is any action taken to
reduce or eliminate the long-term risk to human life and property from natural or man-
made hazards. While the City of Miami Beach is performing repair or restorative work, it
should consider mitigation methods that will prevent similar damage in a future event
thereby reducing future damage costs.
Hazard Mitigation is pursued on a project-by-project basis. A positive benefit/cost ratio
must exist to ensure that the additional work will be cost effective. Mitigation is
accomplished by completing additional work that is beyondthe scope of normal repairs
and beyond code requirements in order to reduc/the vulnerability to future disaster
related damages. /-
Miti Mitigation planningisprovided through the Miami ade Coup LMS, of which the City of
9 9 �, � wtY\
Miami Beach is a co-signee, and carried out by/the LMS Working.\Group that consists of
representatives from all phases of the,community includi g\County departments,
municipalities, public and private schools and universities, non-pr`oftorganizations and
members of the private sector. The LMS Committeerser ies as the Disaster Recovery
Committee. \
The LMS contains a full hazard mitig tion pl\ coveringirtually any hazard that might
occur in Miami-Dade County. It also Incl,udesmume ous recommended mitigation projects
and a summary of possible.fuu�nding sources. Refer-to th \Miiami-Dade County LMS for
more detailed mitigation information. \\ //N.
\svi,>\
\\ .
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7 ADMINISTRATION
This element of the CEMP addresses general and specific training of CEMP participants
and the exercising of plans, procedures and response actions. DEM will make EOC Team
Members aware of training opportunities as they arise.
7.1 TRAINING
City of Miami Beach Division of Emergency Management undertakes a constant year-
round approach in preparing a prevention, preparedness, response, recovery, and
mitigation effort. Aside from developing and maintaining)a local CEMP, DEM staff
participates in numerous training sessions dealing with an/ll-hazard approach to include
hurricanes, radiological emergencies, hazardous.material emergencies, and mass
casualty incidents. _/
(/ /7.1.1 ROLES /
Training to develop disciplinary preparedness for mission operations is the individual
responsibility of all the Department and Off ca Managers:�Miami Bead? DEM will conduct
annual and other requested in-service training to ssist .integration of'di cipline-specific
training with specifics in emergcymanagement. Training includes emergency
management exercises and post eenven�t•after action report and improvement plans.
The DEM is responsible for performing periodic-needs s essments to coordinate the
training of all Miami/Beach-,Emergencyc Management personnel. City agencies that
perform roles during emergencies and disasters will also receive adequate training.
DEM is responsiblefor Community education to Miami Beach organizations and
citizens. /I°
7.1.2 PROGRAMS
ARAMs �
Command and General'Staff personnel at the EOC level will train with DEM staff at the
start of each severe weather season in basic NIMS/ICS principles as well as their basic
functions and relationships,with otherESFs and EOC operations. At a minimum, all
emergency lead and support personnel shall be trained to ICS 100, ICS 200, ICS 700,
ICS 800, G300 and�G400 levels. The training program shall also include:
• Incident management/ organizations and personnel participating in realistic
exercises, including;multidisciplinary and multi jurisdictional events and private-
sector and nongovernmental organization interaction.
• Standard courses on Incident Command and management and the incident
management structure.
• Standard courses on operational coordination processes and systems.
• Courses focused on discipline specific subject matter expertise.
• Courses focused on agency specific subject matter expertise.
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The training programs currently in place cover those topics that must be understood by
all DEM staff and all other personnel of city, county and municipal agencies serving a
policy or coordination role in emergencies and disasters.
A list of current State and Federal Programs can be found at: www.floridadisaster.org and
www.fema.gov.
A list of Miami-Dade County OEM Programs can be found at www.miamidade.gov/oem.
7.2 EXERCISE
All exercises will be planned, conducted and documented using the guidelines set forth
am'(I�-in the Homeland Security Exercise Evaluation Progr SEEP). All exercises will use
NIMS/ICS Management Characteristics in accordance with Homeland Security
Presidential Directive (HSPD)-5, r `�,,;
The City of Miami Beach, along with Miami-Dade County, participates in the annual
Statewide Hurricane Exercise as an opportunity to test and evaluate the ability to manage
events that are not experienced on a daily basis. As permitted, the City of Miami Beach
will participate in other all-hazards exercises to test and evaluate current plans and
procedures. �f •. \\\ ., ` \\\)
,
DEM and Miami-Dade County` OEM"will rovi�de disaster exercise assistance to
government and non-governmental\ag ne c ei s s requested.
Detailed planning will be-accom p lishe on an i t r-de a mental basis in preparation for
Miami Beach EOC spon ored exercises. epr sentativels of each participating
departments will d evelop action items for�th ��°Reir Miami Beach EOC participants to resolve
during the actual exercise. ) K\
An After-Action-Review`'(AAR)swili be conducted as soon as feasible after an emergency
operation or—exercise to`\identiify improvements needed in training, planning and
operations, and resource management. Information will be provided to all participants in
an After;Action Report t(AAR). ThAAR will be consistent with HSEEP. The DEM will
follow-up on identified actions to betaken to ensure their completion.
7.2.1 EXER SE.PLAN
1. .
The City of Miami'Beac\h willl'conduct, at a minimum, one citywide exercise each year in
accordance with the'Department of Homeland Security's National Planning Scenarios.
The National Planning:Scenarios depict a diverse set of high-consequence threat
scenarios of both potential terrorist attacks and natural disasters. Collectively, the 15
scenarios are designed to focus contingency planning for homeland security
preparedness work at all levels of government and with the private sector. The scenarios
form the basis for coordinated planning, training, exercises, and grant investments
needed to prepare for emergencies of all types.
The exercise will be conducted in conjunction with other departments, each having a
minimum of three objectives to test. Exercise types include drills, tabletops, functional,
and full-scale. Documentation in the form of Player, Controller/ Evaluator Handbook and
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Exercise Plans, Master Scenario Events Lists (MSEL), AARs and Improvement Plan will
be produced and one copy of each will be submitted to DEM. Following conduct of the
exercise, a Hot Wash Debriefing and an After-Action Conference will be performed.
The City of Miami Beach will also:
• Participate with Miami-Dade County in a large-scale mass casualty exercise to
include pre-exercise planning meetings and a post exercise critique.
• Participate with Miami-Dade County in an annual hurricane exercise. The exercise
may be held in conjunction with a State sponsored hurricane exercise.
• Participate with Miami-Dade County in one or mofe emergency responder exercises
involving mass casualties under various scenarios (e.g. Hazmat, transportation
accident, natural disaster, terrorist act, etc.)(///\
• Conduct hurricane briefings and training meetings with`the Mayor, City Commission,
department heads, and all other governmental and private emergency response
agencies. \<\
• Brief elected and key appointed officials on emergency management activities and
hurricane preparedness. \/ \,,
• Conduct hurricane and emer ement'seminars as requested.
Yrnana9
• Attend FEMA and State emerg cy anagement courses as subject matter and
availability dictate:-- .
7.2.2 PROCEDURES
The Miami Beach EOC•.5Coordinating Officer will use Homeland Security Exercise and
Evaluation Program (HSEEP)igui-d ce an toodevelop an Exercise Design Team (EDT)
involving,rep-r, es atives of critical countty,a id municipal agencies to help design, develop
and implement _exercises.\\TheEOC Coordinating Officer chairs the EDT and is
responsible for all aspects of thee exercise being implemented or resolved. The
composition\of the tean\depends"°.largely upon the scenario of the exercise. HSEEP
provides a setof\guiding principles for•exercise programs, as well as a common approach
to exercise program management, design and development, conduct, evaluation, and
improvement planning. HSEE F exercise and evaluation doctrine is flexible, adaptable,
and is for use by stakeholde s across the whole community and is applicable for exercises
across all mission areas-prevention, protection, mitigation, response, and recovery.
The procedure utilized in developing the design of large-scale functional exercises is to
identify those aspects that have not been recently tested or implemented (within 1 year),
and develop objectives to examine those aspects. New procedures are tested for utility
in the exercise. EDT members prepare objectives for their respective agency types and
may also serve as controllers or evaluators during the exercise.
Exercise evaluation is performed by like agencies acting as evaluators. Evaluators
observe the aspects of decision-making and implementation. Deficiencies that are found
are reviewed and recommendations are put forth for improvement and are developed as
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part of the exercise evaluation document. The EDT Chair is the Chief Controller of the
exercise unless the coordinator is an active player. In that circumstance, an appropriate
replacement is selected. The person designated as the Chair is responsible for the
development, distribution, and follow up of the evaluation document.
DEM annually schedules a major hurricane exercise and participates in Miami Dade's as
well as FDEM's exercises. The Training and Exercise Coordinator schedules all other
exercises on an as needed basis.
7.2.3 HSEEP COMPLIANCE AND PLAN IMPROVEMENT
DEM conducts tabletop and functional exercises as �well-as annual full-scale exercises
(e.g. Hurricane Exercise, Active Shooter Exercises, etc.) test the responsiveness and
capability of the City of Miami Beach. Each exercis,ill\t\est�all or critical portions of the
CEMP, including capabilities of equipment and/the personne to operate such equipment.
Each exercise is evaluated through interviews"of participating partner organizations
following the exercise and adopted into an After-Action Report'`(A�`AR). Revisions will be
made to the appropriate plans based on theAAR findings.
DEM observes the requirements Of the Homeand/Se2 urity Exercise and Evaluation
Program (HSEEP) which is a capabilities and performance-based exercise program
which provides a standardized polit y methodology a�4erminology for exercise design,
development, conduct, evaluation, anal improvement planning. HSEEP compliance is
defined as adherence—to specificNprocesses and p actices for exercise program
management and exercise design, development, conduct, evaluation, and improvement
planning. DEM adheres to the'four HSEEP,performance4requirements.
These requirements are as follows:
1. Conduct an-annual\Training and›Exercise Planning Workshop and maintain a
Multiyear Training and Exercise Plan
2. Plan and conduct,exercises in accordance with the guidelines set forth in HSEEP
policy-..\,
3. Develop and submit properly formatted After Action Report/Improvement Plans
(AAR/I'P ,`\
4. Track and imple rent corrective actions identified in the AAR/IP.
7.3 PUBLIC AWARENESSkAND EDUCATION
7.3.1 RESPONSIBILITIES
Public awareness and education prior to any emergency is crucial for successful public
information efforts during and after an emergency. The responsibility of educating the
public on disasters relies with the coordination of DEM and the Office of Marketing and
Communications.
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7.3.2 PROGRAMS
The Office of Marketing and Communications and DEM staff work through a variety of
programs to promote a high level of public awareness. Presentations are made
throughout the City and as requested by various citizen or business groups. There are
materials developed specifically for visitors, people with special needs, the hospitality
industry, and other transient populations. Education programs are also advanced by city
and county websites and public displays of preparedness information. These programs
are conducted in English, and when possible, in Spanish and Haitian Creole.
7.3.3 JOINT INFORMATION CENTER(JIC)
In the event of a disaster, the County or the City may set- p a JIC. The JIC will be staffed
with public affairs representatives from local, State/Federal and partnering response
agencies. The purpose of the JIC is to enure,the coordinated, timely and accurate
release of information to the news media and the public regarding disaster related
activities. The City of Miami Beach Crisis Communications Plan provides further
information on this process.
7.3.4 EMERGENCY PUBLIC INFORMATION r
When an emergency threatens the. commu en nity, emergency instructions are distributed
through the various communications ystems and social.media outlets available to the
EOC.
The Emergency Alert System\(EAS) is used- to deliver emergency messages about
immediate threats(to the gener�al5public viaelectro is media stations. All cable channels
are capable of transmitting messages regarding impending disasters, shelter locations
and assignments, alo g`with otheir.e ergency information.
it
MBAlerrt I used-to rat nsmit,eme/rgency.notifications to wireless devices such as cellular
phones, text pagers,'P,ersonal Data Assistance (PDA) devices and e-mails. The Answer
Center staff is also trained to answer questions from the public during an event. The
Answer Center filters information gained from the public.
The Office of rketing and Communications is responsible for the collection, evaluation,
1.
and tweeting of information during a partial or full-scale activation. The EOC Planning
Section Chief and the-:.Lead'PIO/ will vet information suitable for dissemination via social
•
media. f,✓
The City Manager, Mayor, Director of Emergency Management or designee, and the Lead
PIO (Office of Marketing and Communications) are the only "official" spokespersons for
Miami Beach who are authorized to release information to the media when the.EOC is
activated. All public information will be coordinated and approved by concerned agencies
and departments and released by one of these individuals.
The above communication tools are conducted in English and Spanish. Particular
emphasis is made to communicate with transient and tourist populations.
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8 FINANCIAL MANAGEMENT
During and after emergency/disaster events normal fiscal and administrative functions
and regulations may need to be temporarily modified or suspended in order to support
emergency operations in a timely manner. Additionally, if emergency costs can be
documented, certain reimbursements from state and federal sources may be possible.
The City of Miami Beach employs a uniform code of administrative procedures that
addresses the completion and timely filing of all financial reports.
In the event of EOC activation, each City Department assigned to an ESF incurs
ns expenses in performing their support and respoe fuhtions. In most cases, those
expenses are eligible for reimbursement by stator federal sources. All costs, whether
budgeted, unbudgeted or not reimbursed from,state or feller I sources, are absorbed in
each department's respective budgets. The Departments and agencies are responsible
for tracking and documenting their own a xpenses. Departrnets\complete a FEMA-
compatible Daily Activity Report (DAR) tht\s processed pursuant\to administrative
procedures. Agencies that are not fiscally responsiblgrto the City of,Miami Beach must
utilize their own established reporting procedures`nd'submit supporting documentation
to the EOC.
8.1 POLICIES O;
• All departments-willkmake every\effort}possible to\assure the safety of cash,
checks, accounts—receivable, and\assist/in tlie,protection of other valuable
documents/,records.
• All City employ°ees\are critical to the'essential functioning of the City in times of
emergency-and are therefore_considered essential. During emergency operations,
/. \ /. �... . \
r�non=essential administrative activities-maybe suspended, and personnel normally
`\pe rming thos 'activiti e may be assigned to other departments to provide
emergency support.. Personnel are to be assigned according to phases of the
emergency and department directors will determine employees that are essential
to the4 eparedness .phase, Response phase and Recovery phase of an
emergency operation.. ,
• Each depa tm ntw)lIdesignate specific personnel to be responsible for
documentation of,disaster operations and expenditures. Emergency expenditures
will be incurred in accordance with existing City emergency purchasing
procedures. The names of those personnel will be provided to the Finance and
Administration Section Chief at the beginning of each fiscal year.
• Each department will keep an updated inventory of its personnel, facilities, and
equipment resources as part of their emergency plans and procedures. •
• Emergency workers are advised to carry personal insurance on themselves,
vehicles, and equipment.
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8.2 ADMINISTRATION
• During an emergency or disaster, administrative procedures may have to be
suspended, relaxed, or made optional in the interest of protecting life or property.
Departments are authorized to take necessary and prudent actions in response to
disaster emergency incidents. Emergency Service / Public Safety officers have
independent authority to react to emergency situations.
• Normal procedures which do not interfere with\ timely accomplishment of
emergency tasks, will continue to be used./hose emergency administrative
procedures which depart from "business—as'usual" will be described in detail in
department emergency and disaster policies,,,procedures, and instructions or in
their incident action plan during an O" tivation.
• Departments are responsible for keeping records of\the name, arrival time,
duration of utilization, departure time and other informatiomrela a to the service
of emergency workers and equipment;: as wellas`documentation of the injuries,
lost or damaged equipment;and any extraordinary costs.
8.3 FISCAL \\
In the event of a potential threat or`disaster-and. rent protective measures are
implemented, departments-will begin tracking`expenditures.:Documentation will include:
logs, formal records and file copies of all invoices,receipts,and personnel time sheets.
Upon the declaration Hof a Local State of'Emergency by`the City or County Mayor, or a
Declaration of a State of.Emerg1ency to include the City of Miami Beach by the Governor,
•the FinanceeDepartment\will issuean event project string for the purpose of
expenditure/coststracking\Human Resources4will also issue payroll reason codes to
assist with payroll tracking for the event:Jobassist in the documentation process the
Finance department willmake available a repository with access for all departments.
• During an activation, the EOC 'Finance and Administration Section"will be staffed
to handle he administrative and financial functions during large emergencies
and/or disasters. This Section is responsible for the payment and monitoring of
expenses associated.with any disaster or emergency response of the City for
•which the EOC.hasactivated. Some functions that fall within the scope of this
Section include recording of personnel time; maintaining vendor contracts,
insurance compensations and claims associated with property damage, injuries or
fatalities of the incident; and conducting an overall cost analysis for the incident.
This Section is responsible to ensure that all appropriate expenditure
documentation and record keeping is undertaken to facilitate the FEMA
reimbursement process if appropriate, and operates in close coordination with the
Planning and the Logistics Sections. Department personnel normally assigned to
the Finance and Administration Section include Procurement (Procurement Unit),
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Finance and Office of Management & Budget - OMB (Cost Unit), and Human
Resource (Time Unit and Claims/Compensations Unit).
• Procurement personnel shall facilitate the acquisition of all supplies, equipment,
and services necessary to support the emergency response actions of Miami
Beach departments in close coordination with the Logistics Section.
• When circumstances dictate, emergency response field personnel may be given
purchasing authority after coordination with the City's Procurement Department
and the Logistics Section of the EOC. A record of all emergency response
purchases shall be reported to Procurement in,,accordance with City procurement
policies. A complete and accurate record of all°purchases, a complete record of all
properties commandeered to save lives and peaty, and an inventory of all
supplies and equipment purchased in support of the,e�mergency response shall be
maintained.
• The acquisition of all goods or services related to an emergency event should first
be requested through the Logistics -Section. Prior} to purchasing/acquiring any
goods or services related to e emergency'event,aformal resource,request must
sc be submitted to the Logis Sections via WebEOC. This is extremely important
in order for the City to minimize.duplication of}efforts by multiple departments and
to maximize access to resourcesI ocally;,regionaily and nationally.
• The Logistics Section..s responsible fo>identifyingNthe, most efficient means of
acquiring requested resources in,adherence to the emergency response
procurement . process This includes/contact n g' other departments, other
jurisdictions, Mimi-Dade County, as w ll as City approved vendors for available
resources: N
• If the Logistics:-section` has determined a requested resource is not currently
a ailable through other ch nnels and -vendor has been identified, the emergency
er sponse procurement proces,is implemented.
\ \ ,
otilf the purchase eligible to be made via a p-card, less than $5,000
(Citywide Procedure, Section 16.02), the department proceeds with the
purch seas norrnal. However, the p-card purchases must be logged by the
department and supported by a receipt. All receipts must be coded with the
designated.pr ject string e.g. "E-Irma". When department personnel
reconcile p-card statements, the designated project string (e.g. Elrma-Other
Cost-FEMA) is entered as well as selecting the correct category: A, B, C,
D, E, F, and G.
o If the purchase does not meet the Section 16.02 threshold for p-card
purchases (i.e. is greater than $5,000) an Emergency Response Purchase
Order is required. These purchase orders are issued directly by the
Procurement Department and require the "Emergency Response
Requisition Worksheet" be completed and submitted to the Finance and
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Administration Section via WebEOC. The designated project string
(example."Elrma-Other Cost-FEMA") must be entered on the form in the
"project tracking" section. The Cost Unit within the Finance and
Administration Section will review the form for accuracy including pertinent
information needed to facilitate the documentation and tracking process.
Once review is complete the form will be assigned to the Procurement Unit
who will issue the Purchase Order.
o Payroll expenses are extremely important in the documentation and
tracking process. All payroll entries and manual timesheets should also be
coded for the event - Payroll coordinators must use reason code issued by
the Human Resource department, ex rnple: "IRMA". The Time Unit, also
part Finance and Administration Section will be responsible for ensuring all
payroll entries are properly coded�j ;
• Although certain formal procedures may be waived dunn\g a disaster, this in no
way lessens the requirement for sound\financial management`and accountability.
Departments will identify specific personnel to,b'e responsible\fd r\documentation
of disaster related costs/and utilize existing administrative methods to keep
accurate records separating disaster operational expenditures from day—to—day
expenditures. The names o`f\,hose personnel willl be provided to the Finance and
Administration Section Chief\att�t,he`beginniing of each fiscal year. Department
Directors will be'held`responsible\for derviations from\tthe emergency purchasing
procedures/ . \ \
• Miami Beach may qualifyfor reimbursement of certain emergency costs from state,
and/or federal dis as recovery programs. Miami Beach may also collect damage
reimbursement from its—insura• nce carriers. Successful documentation of
N
e xpenditures wilL naximize the re• imbursements and assistance that the City and
N.Its citizens will receiye. All Miami Beach departments and agencies are expected
to\ elude requirements for,et ergency fiscal record keeping in their emergency
plan procedures. , \-,:;
8.4 LOGISTICS<
• Departments responding to emergencies and disasters will first use their available
resources. Whenethis plan is implemented, the EOC becomes the focal point for
procurement, distribution and replacement of personnel, equipment and supplies.
Scarce resources will be allocated according to established priorities and
objectives of the Incident Commander(s). The logistics function is broadly defined
and includes goods and services, personnel resources and volunteer resources.
• Logistics will be needed to support the field operations, the Emergency
Operations Center (EOC) operations, and disaster victims.
• All departments are expected to maintain an inventory of all non—consumable
items, to include their disposition after the conclusion of the emergency
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proclamation..Items that are not accounted for, or that are placed in City inventory
as an asset will not be eligible for reimbursement.
8.5 FINANCIAL RESPONSIBILITIES AND TASKS
8.5.1 FINANCE AND ADMINISTRATION SECTION CHIEF
• Facilitate the acquisition of supplies, equipment, and services necessary to support
the emergency response actions.
• Facilitate the acquisition of supplies, equipment, and services necessary to support
the emergency response actions. (Procurement U It),
o Ensure that all obligation documents initiated to the incident are properly prepared
and completed. r
o Purchasing cards should be utilized as muc" h as possible to facilitate purchases.
ti
• Establish and maintain a system. whereby incident oc sts are identified and
accumulated for state and federal reimbursements (Cost Unit)\
o Maintain accurate records of funds;materials,and man—hours expended as a
direct result of the disaster \\\,\:// \\,)
o Direct Departments to ` pke accurate records separating disaster operational
expenditures from day—today excpenditures.
• Documentation�will include: Logs; fo al`records and-fil`e copies of all expenditures,
receipts, personnel-ti e'sheets.\\ ,// \)
p
o Ensure t at\Departments keep\records of the name, arrival time, duration of
utilization, departure)time and other information relative to the service of
emergency workers, as wellLas documentation of the injuries, lost or damaged
equip em nt; and any extraordinary costs.
'o <Ensure ay hsyste set up to a employees.
• Determine which dministrative. rocedures mayhave to be suspended, relaxed, or
p
made,optional in the interest ofprotecting life or property.
o Normap cedures which do not interfere with timely accomplishment of
emergencystasks will continue to be used.
o Determine`need to depart from "business—as—usual" and issue emergency
administrative'procedures as appropriate.
• Ensure supply of vouchers, receipts, and other forms.
• Brief Department administration personnel on all incident related business
management issues needing attention and follow up.
• Provide input in all EOC incident planning sessions on financial and cost analysis
matters.
• Provide data and information to ESF#5.
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• Secure emergency cash.
8.5.2 CITY ATTORNEY
• Provide legal advice to departments concerning emergency administrative
procedures.
8.5.3 CITY CLERK
• Preserve vital City records.
8.5.4 CITY COMMISSION
• Appropriate funds to meet disaster expenditure peeps.
• Extend or terminate emergency/disaster declarations
`
8.5.5 CITY MANAGER `'ra \�...,
(r
• Appropriate funds to meet disaster e xxpenditure needs, if necessary.
• Extend or terminate emergency/disaster,declarations.
• Assist with implementing procedures and,directives as needed.
8.5.6 DEPARTMENTS, ALL 4�
• Document emergency work performed. ,
Document costs.-Documentation ill incl Los, formal records and file copies of
• 9 P
all expenditures, receipts, personnel t e4heets.
• /
Preserve essential records`
8.5.7 OMB, FINANCE &ACCOUNTING, PROCUREMENT
• Work ith t eh -EO and all pa ments to project future expenditures.
• c,Provide state d~federai{eimbursementforms.
8.5.8 HUMAN RESOURCES:'
• Provide information and assistance to City regarding personnel policies during
emergencies.
8.5.9 INFORMATION\TECHNOLOGY
• Ensure computer voicand data support.
8.5.10 HUMAN RESOURCES, RISK MANAGEMENT
• Ensure that all forms required by Workers Compensation are completed, maintain
a file of injuries and illness associated with the incident and coordinate the
investigation in all civil tort claims involving property associated with, or involved
in, the incident.
• File reports on City property losses.
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8.6 INSURANCE
The City of Miami Beach Human Resources Department, Risk Management and Benefits
Division maintains a database of current insurance coverages.
\ \
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Q �. �`'\
i
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9 AUTHORITIES AND REFERENCES
9.1 MEMORANDA AND REFERENCES
Mutual Aid Agreements (MAAs) and Memoranda of Understanding (MOU) dealing with
emergency operations will be entered into as the need arises. The primary agency for the
type of agreement involved will develop, coordinate and monitor their agreement(s). In
most cases, MAAs involving resources of the City of Miami Beach departments will be
negotiated and signed by the City Manager, upon approval by the City Commission.
Miami Beach is a signatory to the Statewide MAA for,C astrophic Disaster Response
and Recovery. The Statewide MAA was first adopted/by(City of Miami Beach Resolution
#96-22197 by the Mayor and City Commission on'No,vember 6, 1996, then renewed by
Resolution #2001-24326 on April 18, 2001. This_ties all signatories, which includes most
jurisdictions within the State, together in a compact to facilitate rapid assistance to those,
which are impacted by a major disaster. \\,\
9.2 AMERICANS WITH DISABILITIES ACT AND GUIDELINES FOR FUNCTIONAL NEEDS SUPPORT
SERVICES \\,. r
The Americans with Disabilities cf (AAA) of 1990 As incorporated into emergency
preparedness plans. This law prohibits discriminat on on the basis of disability. A best
practice used to effectively address the needs ofpersons with disabilities or access and
functional needs in emergency preparedness plans is establishing a process to pre-
identify resources which-may\be used\to fulfill7req estsfrom these individuals for
reasonable accommodations they may neediri,emergencysituations.
Functional Needs Support Services (FNSS)'are defined as services that enable children
and adults with orhout.disabilities who have access and functional needs to maintain
their health,-safety and independence in:a general population shelter. This may include
i durable medical equipment DME
augmentation of trained medical. professionals, (DME),
consu abl medical equipment��(CME), and reasonable modification to common
practices,p licies and proceduresfndividuals requiring FNSS may have sensory,
physical, mental health, cognitive and/or intellectual disabilities affecting their capability
to function independently without assistance. Additionally, the elderly, women in the late
stages of pregnancy,ah\d findiduals requiring communication assistance and bariatric
support may also benefit frorn FNSS.
On July 22, 2004, Executive Order 13347 was issued (Individuals with Disabilities in
Emergency Preparedness), directing the federal government to work together with state,
local and tribal governments, as well as private organizations, to appropriately address
the safety and security needs of people with disabilities.The Stafford Act and Post-Katrina
Emergency Management Reform Act (PKEMRA), along with Federal civil rights laws,
mandate integration and equal opportunity for people with disabilities in general
population shelters.
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The City of Miami Beach makes every effort to comply with Title II of the Americans with
Disabilities Act (ADA) as well as any other applicable laws related to emergency and
disaster-related programs, services and activities for individuals with disabilities who have
access and functional needs.
9.3 CITY OF MIAMI BEACH
• City of Miami Beach Code of Ordinance: Chapter 2, Article IV, Division 1, Sec. 2-
191 established a Department of Emergency Management
• City of Miami Beach Code of Ordinance: Chapter 26= Civil Emergencies
• City of Miami Beach Code of Ordinance: Chapter 110.11.1.110-46 — Authority of
City Manager during water emergencies //:,,\
• City of Miami Beach Resolution No. 2001\-24326, Florida Statewide Mutual Aid
Agreement for Reciprocal EmergenciAid'and Assistanc\\
9.4 DECLARATION OF EMERGENCY (MIAMI 'BEACH CODE A.26.II,,SECTION 26-31 AND
SECTION 26-35)
f- ~\\
The City Manager, as the governing entity of the City of Miami Beach;.:is vested with
certain authority in regard to emergency-r anagement\pursuant to Chapter 252, Florida
Statutes. One aspect of such a�uthority.,�is-,the power\to declare a State of Local
Emergency. With regard to the powers to`decl re a Statee of Emergency, to order an
evacuation, to order re-e'ry;and to declare a termination of the State of Emergency, that
authority is delegated to the`Citty\Manager.\_.
Whenever the City 'Manager determines that there has been an act of violence or a
flagrant and substantial'defiance of-or resistance to a lawful exercise of public authority
and that;`on ant nt thereof, Sher its reasorv\t o believe that there exists a clear and
present danger of a°riotor other general publicdisorder, widespread disobedience of the
law, and substantial inJury\to persons or to property, all of which constitute an imminent
threat to`public peace or order andtto,,the general welfare of the city, they may declare
that a State\of Emergency exists within-that jurisdiction.
\ \ �.
A State of Emergency established under sections 26-31-26-34 shall commence upon
the declaration the`'reof'by the City Manager and shall terminate at the end of a period of
72 consecutive hours"thereafter unless, prior to the end of such 72-hour period, the City
Manager, the Governor,`County Commission, or City Commission shall have terminated
such State of Emergency. Any extension of the 72-hour time limit must be accomplished
by request from the City Manager and the concurrence of the City Commission by duly
enacted ordinance or resolution in regular or special session.
9.5 EMERGENCY CONDITIONS(MIAMI BEACH CODE A.26.II SECTION 26-33—DISCRETIONARY
EMERGENCY MEASURES)
Whenever the City Manager declares that a state of emergency exists, (necessary to
protect life, safety and property-including, but not limited to) pursuant to section 26-31,
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he may order and promulgate all or any of the following emergency measures, in whole
or in part, with such limitations and conditions as he may deem appropriate:
• The establishment of curfews, including but not limited to the prohibition of or
restrictions on pedestrian and vehicular movement, standing and parking, except
for the provision of designated essential services such as fire, police and hospital
services, including the transportation of patients thereto, utility emergency repairs,
and emergency calls by physicians.
• The prohibition of the sale or distribution of any alcoholic beverage, with or without
the payment or a consideration //),)
• The prohibition of the possession on any person in,a public place of any portable
container containing any alcoholic beverage.
"\\
• The closing of places of public assemblage with designated exceptions.
/ N\\,
• The prohibition of the sale or other transfer of possession, with or without
consideration, of gasoline or any otherflammable-or combustible. liquid altogether
or except by delivery into a tank proper yS\affixed)to an operail'emotor—driven
vehicle, bike, scooter, boat or airplane and\nece sary for the propulsion thereof.
`\ :``. - \\-\
Any such emergency measure so ordered anted promulgated shall be in effect during the
period of emergency in the area or areas formhich the emergency has been declared.
9.6 MIAMI-DADE COUNTY, \.9.,,,,,,
• Miami-Dad oun' my C of Ordinance: Chapter'8B'-Emergency enc Management
Y p 9 Y 9
• Miami-Dade Co my CEMP _,.
• MiamiaDade CounfitLocal Mitigation Strategy (LMS)
• Tur`key: of t.�Standard Operating Procedures
9.7 STATE OF FLORIDA \ ` ,
• The State of FloridaComprehensive Emergency Management Plan.
• The State'of Florida Radiological-Emergency Preparedness Annex
• Florida Em gency Response Team Mass Migration Annex
• Chapter 252 of.the ,/Florida Statutes (State Emergency Management Act, as
amended). Section/252.38 directs each county to establish and maintain an
emergency management plan and program that is coordinated and consistent with
the State CEMP and program. The statute further specifies county and municipal
emergency management powers and responsibilities.
• Governor's Executive Order 80-29, which delegates specific emergency
responsibilities and directs certain emergency management actions to county
governments.
• Rules 9G-6, 9G-7, 9G-11, 9G-14, 9G-19 and 9G-20, Florida Administrative Code.
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• State of Florida Department of Community Affairs Resource and Finance
Management Policies and Procedures for Emergency Management.
• Executive Order 05-122 dated June 10, 2005 which establishes the State
Emergency Response Commission. Executive Orders 98-153 and 98-155 are
hereby rescinded.
9.8 FLORIDA STATUES
• Chapter 14, F.S., Governor
• Chapter 22, F.S., Emergency Continuity of Government
• Chapter 23, F.S•., Florida Mutual Aid Act
• Chapter 154, F.S., Public Health Facilities -
• Chapter 161, F.S. Beach and Shore Preservation
• Chapter 187, F.S. State Comprehens)ve 5I n \
• Chapter 245, F.S. Disposition of Dead Bodies
• Chapter 381, F.S., Public Health .. <
• Chapter 395, F.S., Hospital Licensing\and Regulation
• Chapter 401, F.S., Medical Telecommun catloon and Transportation.
• Chapter 553, F.S., Building Construction Standards
• Chapter 870, F.S., Riots, Affrays Routs, and'Unlawful Assemblies
• Chapter 943, F.S., Domestic�,S`ecurity .
9.9 FLORIDA ADMINISTRATIVE CODE\ '
• Chapter 27P�2,27P 6;27,P-11,27P-o1�4; 27Pr1°9;,27P-20, and 27P-21 Florida
Administrative Code \' \ ,
• Chapter 73C-40., Florida Administrativee`Code
9.10 EXEC1TIVE.ORDERS \ `- '. \,
4
• Executive Order No. 80729, Disaster-Preparedness
• (Executive Order'05`122 State Emergency Response Commission
\ '\
9.11 FEDERA\L\GOVERNMENT
• Departme t of Homeland Security Caribbean Mass Migration Framework
• Departme t'f Homelyy nd Security Maritime Migration Plan
• U.S. Coast Guard Maritime Response Operations Plan
• U.S. Coast Guard Southeast Florida Area Maritime Security Plan
• U.S. Coast Guard Operation Vigilant Sentry Plan
• U.S. Coast Guard Southeast Florida Area Contingency Plan
• Public Law 103-337, which reenacted the Federal Civil Defense Act of 1950 into the
Stafford Act.
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• Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-
288, as amended, which provides authority for response and recovery assistance
under the Federal Response Plan, which empowers the President to direct any
federal agency to utilize its authorities and resources in support of State and local
assistance efforts.
• Public Law 106-390, Disaster Mitigation Act of 2000, to amend the Robert T.
Stafford Disaster Relief and Emergency Assistance Act to authorize a program for
pre-disaster mitigation, to streamline the administration of disaster relief, to control
the Federal costs of disaster assistance, and for other purposes.
• The National Strategy for Homeland Security/July 16, 2002.
• Price-Anderson Amendments Act of 1988,',Publ c Law 1100-408, as amended.
• Emergency Management Assistance/Compact, Public<Law 104-321.
• Public Law 107-296, 116 Stat. 2135 (002) (codified predomtiantly at 6 U.S.C.
101-557 and in other scattered sections of the U.S.C.), established the Department
of Homeland Security with the mandate and'legal authority to protect the American
people from the continuing�threat�of*terrorism._
• Public Law 93-234, Flood Disaster .Protection ct�of 1973, as amended by the
Flood Insurance Reform Act of 1994;<42'U.S.C. 40,01, et seq, provides insurance
coverage for all typ-of buildings. �` .3
/ \. , , .
• Public Law 99-499, Superfund Amendments endments and�Re-authorization Act of 1986,
Part Ill, the Emergency Planning a d Community. Right-to-Know Act of 1986, 42
U.S.C. 11001, et�seq,which-governs hazardous materials planning and community
right=t kno ow. * '=
• ubli L w `10 615,,Hazardous Materials Transportation Uniform Safety Act
(HMTUSA), which provides funding to improve capability to respond to hazardous
materials incident \\ \\„,:)
s.
• Public Law,95-510, 42 U.S.C. 9601, et seq, the Comprehensive Environmental
Response, Compensation, and Liability Act of 1980 (CERCLA), as amended,
which requires facilities to notify authorities of accidental releases of hazardous
materials.
• Public Law 101-549, Clean Air Act Amendments of 1990, which provide for
reductions in hazardous air pollutants and risk management planning
requirements.
• Public Law 84-99, 33 U.S.C. 701 n, Flood Emergencies, authorizing an emergency
fund for flood emergency preparation, flood fighting and rescue operations, and
repair and restoration of flood control works threatened or destroyed by flood.
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• Public Law 91-671, Food Stamp Act of 1964, in conjunction with Section 412 of
the Stafford Act, relating to food stamp distributions after a major disaster.
• Public Law 89-665, 16 U.S.C. 470, et seq, National Historic Preservation Act,
relating to the preservation of historic resources damaged as a result of disasters.
• Stewart B. McKinney Homeless Assistance Act, 42 U.S.C. 11331-11352, Federal
Emergency Management Food and Shelter Program.
• National Flood Insurance Act of 1968, 42 U.S.C. 4101, et seq, as amended by the
National Flood Insurance Reform Act of 1994 ( �le`V\of Public Law 103-325).
• Regal Community Development and Regulatory Improvement Act of 1994.
/
• HSPD 3: Homeland Security Advisory System("\\
• HSPD 5: Management of Domestic Incidents.
• HSPD 7: Critical Infrastructure Identification, Prioritization, and Protection.
• HSPD 8: National Preparedness.
• Presidential Decision Directive_39, United States'Policy on Counter-Terrorism.
4
• Executive Order 11988, F od.,;Plain Management. Executive Order 12656,
Assignment of Emergency Preparedness,Responsibilities.
• Federal Emergency Management Agency(FEMA) Public Assistance Guide (FEMA
322). (: <P-
\
• National Respo`nse Framework (NRF)
• National Incident Managm ne t System�(NIMS)
9.12 COORDINATION-OF GO ER�NMENT ACTION
Under th.provisions f'C a,�pter 252;Florida Statutes and the Florida CEMP, any local
political subdivision may Issu ann'e ne,rgency declaration for its respective jurisdiction
without prior declaration by other levels of government. Along with this power of declaration
is the responsibility to order evacuation as early as required by specific local conditions.
Declarations and evacuation orders of higher levels of government are binding upon lower
levels of government. F\or example, a State Declaration is binding upon counties and
municipalities and a county order is binding upon a municipality. There is an obvious need
for coordination of action with other levels of government and private agencies to ensure the
availability of adequate resources to support evacuation. Resources of higher levels of
government will generally not be available without an emergency declaration by that higher
level of government. For instance, increased State assistance for response and recovery
becomes available only following a State Declaration.
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10 APPENDIX A— HAZARD PROFILES
10.1 NATURAL HAZARDS
10.1.1 DROUGHT
A drought is characterized as an extended period of time with persistent dry weather
conditions in a geographic area that typically has none to minimal precipitation. A drought
can however be defined in several different ways depending on the geographical region
and situation:
• Meteorological drought: when the normal level/of precipitation has a significant
measurable drop. /'
-‹
• Agricultural drought: when the level of soil moisture.drops below the suitable range
for agricultural growth. ` ,• `` \\
• Hydrological drought: when the surface water and underground water supplies fall
below normal. \\\\
`\ \
• Socioeconomic drought: when water `shortages- seriously interferes with human
activity \
Historically, 48 drought events have ben recordedbetween 1950 and 2017 (71%
probability of having a drought in any one year). There been no reported dollar
losses to either physical structures \or crops. Although, n July 15, 2015, USDA
designated Miami-Dad Coe unty as a primary natural"disaster area due to the persistent
drought conditions/between,January and,July,fbut no definitive dollar amounts of
damages were reported for this,incident. The fgJre below-shows shows historical conditions for
Miami-Dade County weekly from 2000-2022. \
/-Figure78:,Drought:gov Historical Conditions for Miami-Dade County
Latest Available bata:2022-03-22
90% l l '1 I ri ) ii 1 ' 1
il 1
101 ; ,i J i •i. i f 1� f 160%-ll1 ! ' I) -
60°k- ii I ill ( � �(� ' l . i ' ' I I �� (.!I lS
50% l l `I Ii I ! I }! yy A "( �t . l ; ( { iI
II 'i jj I i! H r I i ! I, I 1 ' ! �, 11 r 'i
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30%- i h i I ' {! 1
�
! 1 .! ' 'i t, l ! f { 11 11
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20/ , ' I i :I' I, i i i� I! �,!' / ,� ;, I i ' 1 iii
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ion-It 1 I I i! f �'( i�f I.� I I ` y l IJ " i
0% ,ii;, I ,fi i !I. � . { ills'' f' t I i i ( I 1 i I I,'4� 9 i i
ti°° °°� •- '' •-' tii-' 'P 'r, ti°°� tip, tip ��^� ti��� ti?�� ti°^� HI
ti��� ti��� ti��� ti�b ti��� ti���I
❑DOOD10D21111D3ED4
Click or hover on legend boxes to interact with the graph.
The City of Miami Beach's water is supplied by Miami-Dade County. Miami-Dade County
obtains its potable water supply from the Biscayne Aquifer, which is primarily replenished
by rainwater. In times of drought, water is supplied by the South Florida Water
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Management District (SFWMD) regional system. It should be noted however, that the
regional system is designed to supplement Miami-Dade wells and not to replace them.
Over-pumping the well fields in time of drought can lead to saltwater intrusion and a
permanent compromise of Miami-Dade's potable water supply. SFWMD has constructed
levees to aid in the protection of the county's well fields from saltwater intrusion.
10.1.2 DISEASE OUTBREAKS
The City of Miami Beach hosts numerous visitors, both domestic and international, and any
given day there may be more than 222,000 people (excluding residents) from tourists and
daily workers alone within the city. This high density coupledwith our warmer climate and
outdoor activities provides the potential for disease an-p'anndemic outbreaks.
Vector-borne diseases (VBDs) are a type of infectious.-diseases which are transmitted to
humans through any agent(referred to as vectorrs).hat carrythe,disease-causing pathogens.
Common vectors include mosquitoes, ticks, and flies,which can:carry VBDs such as the Zika
virus, dengue fever, malaria, and Lyme disease \\\\.'
Pandemics occur when disease affects la ge\numbers of the population worldwide.
Epidemics occur when large numbers are affected'in a more localized area\such as a City,
Region, State, or Nation. Influenza andemics have:ccurred four times in theworld's human
population.
• The 1918-1919 Spanish Flu a\tised;the,highest\pumber of deaths. India had 16
million deaths, while-the United States had 675;000 deaths. In England 230,000 died.
In Germany,225,000 nd in France 166,000:,p rished' Worldwide, fatalities were
estimated at,20 to 50 million. During the Spanish-Flu pandemic, Spain closed its
government. New York City closed its\po and trains did not run. The British Navy did
not sail-for three (3)weeks.
• The 8Asian was identified in_February 1957 in China. By June, it had
crossed the Pacific Ocean and entered the United States. Globally, it caused a million
�d deaths. In the United"States,70,000 people died.
• The Hong Kong Flu`caused four million deaths worldwide and 34,000 deaths
in the United States. A pandemic of influenza A (H3N2), the virus was first detected
in Hong`Kong in early 1968 and eventually spread to the United States later that
year.
• 2009-2010 H1 N1 or Swine Flu Pandemic — According to the Center for Disease
Control (CDC), there'have been 14,286 confirmed deaths worldwide due to the H1 N1
Virus, or as commonly known, Swine Flu.
Additional pandemic outbreaks have affected the City of Miami Beach directly.
• 2013-2016 Ebola -This disease, a serious hemorrhagic fever, was first described
by world health officials in 1976, but reached epidemic proportions in West Africa
in 2013. In just the three most affected countries, Guinea, Liberia and Sierra
Leone, there were more than 28,500 cases, resulting in more than 11,000 deaths.
Worldwide today, there are over 10,000 survivors of Ebola, but the disease was
considered the most significant pandemic in the world as cases were contracted -
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- mostly by undiagnosed traveling health workers --and brought to other countries.
In 2014, one case was discovered in the United States, and by summer 2015 there
were four confirmed cases in the U.S., with one death reported.
• 2015-2016 Zika Virus - The World Health Organization (WHO) declared the
outbreak of Zika virus, which most experts consider to be spread primarily through
the Aedes aegypti mosquito. It can also be transmitted from mother to fetus and
through sexual contact. Zika was originally determined to be a mild infection,
however, by 2015, as incidents of the disease in Brazil and adjacent countries in
South America were directly correlated with neurological problems and birth
defects, the WHO designated the outbreak to be a Public Health Emergency of
International Concern. Travel warnings were issued throughout the world, and the
United States CDC issued travel advisories in four locations in South Florida (all
were lifted by December 2016). The total number of Zika cases reported in Florida
for 2016 is 1,325, in Miami Beach there were 5 cases reported in the same year.
The total number of Zika cases reported in Florida for 2017 is 4.
Figure 9: Zone of active Zika transmission-in the,C"ty of Mia `Beach, 2016:
r� \ \/
r �t i•imi.,, t°> - r3iscsty;as' r
, Shores.-* ,day' _ _ r �'
Portal -} r a NeOa ttl �q�o ,c
�;5' 1• Village
ii :;,i,,^ t
t ) I3�'t r°�tg4k3Ir,C Ear�1rauS jC ■
4:.. .>n Sim r r•, Ba_Y 0-"" ::c,,_,r ji
ti rr X ury�,.,...� i a 'p t
:.
A
'j' II' 6eac1a
tre,,,,,
,_,, .„.. , , ,T.1,i . _. , E ....,, ,.2.4: ,_.,,..: 6.,
, h+Ct am ;i t s y `'F`ort et - ,
( , ° Y
- - 0 75 1_1-5: .�a ,rt:ji,3.;Miles 0. .
'1 ;1 -1:--.I; _l.- -:I ,-,I --, r-I :
F�-
o On August 19, 2016, CDC issued guidance for a 1.5-square-mile section
of Miami Beach identified to have mosquito-borne spread of Zika; on
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September 17, this section was expanded to a 4.5-square-mile area. On
November 21 CDC removed the red area designation for the North
Miami Beach area. On December 8, CDC removed the red area
designation for the South Miami Beach area. On June 2, 2017, CDC
lifted the yellow area designation for all of Miami-Dade County (CDC,
2018).
• COVID-19, 2020 - On January 11, 2020, Chinese health authorities preliminarily
identified more than 40 human infections with novel coronavirus in an outbreak of
pneumonia under investigation in Wuhan City, Hubei Province, China. Chinese
health authorities subsequently posted the full geriome of the so-called "novel
coronavirus 2019", or"2019-nCoV", in GenBank®;\the National Institutes of Health
genetic sequence database. ,/\'\�
On February 11, 2020 the World Health Organization announced an official name
for the disease that is causing the1'2019 novel. coronavirus .outbreak, COVID-19
and declared it a pandemic outbreakon..March 11, 2020 N.
10.1.3 EROSION ,� 4 `
Erosion is the wearing away of landor^the removal.of beach or dune sediments by wave
action, tidal currents, littoral currents;``oqiin raage. While there are many different types
of erosion, coastal erosion remains\a ontingous problem: for the entire City of Miami
Beach coastline. Our beach\nd dune\system isa natural barrier that can help protect us
from the impacts off storm-surge and sea level-rise..The most?severe erosion occurs in
relation to hurricanes and tropical storm, typically active from June to November. There
are approximately 71miles of beaches in the City and 63.26 miles of water frontage at risk
for erosion. In 2017, Hurricane Irrna_causedsome beach erosion throughout Miami-Dade
County with the preliminary'assessmentestimating a loss of about 170,000 cubic yards
of < .
• `'Beach Erosion,— Beach,,erosion occurs when waves and currents remove sand
from'the beach ystern. The;narrowing of the beach threatens coastal properties
and tourism revenue,incoastal,counties throughout the United States.
• Dune Erosion—Dune erosion occurs when waves attack the front face of the sand
dune, reducing\the volume and elevation of the dune. Erosion of the sand dune
leaves coastal-properties more vulnerable to future storms.
• Overwash — Wen/waves exceed the elevation of the dune, sand is transported
across the island in a process known as overwash.When overwash occurs, it often
results in significant damage to coastal property.
• Inundation and Island Breaching — Inundation occurs when the beach system,
or the sandy profile located between the most seaward (primary) dune and the
shoreline, is completely submerged under the rising storm surge. Strong currents
may carve a channel in the island in a process known as island breaching.
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The City's beaches provide storm surge protection and coastal erosion can diminish this
natural buffer. Sea turtles nesting grounds may also be impacted and the beaches are a
big draw for tourism. Miami Beach's shoreline is highly developed.
Coastal erosion has been occurring for years, with the first study conducted in 1930 and
a restudy done in 1961. As a result, from 1975-1982 the USACE implemented the Miami-
Dade County Beach Erosion control and Hurricane Surge Protection project that cost
about $48 million. It is estimated for every $1 that is invested in beach nourishment that
there is a return of about $700 foreign, primarily tourism impacts. USACE recently
completed a $11.5 million project to widen 3,000 feet stretch of Miami Beach's shore, that
was washing away. The shore between 46th and 54th street was expanded by 230 feet
ct to protect the island from storm surge. The proje .wasvfunded with a combination of
federal, state and county dollars and completed in,February 2017. In 2020 61,000 tons of
sand was used to replenish the areas of 65th, 55th,,44th,agd`2 streets.
• September 2017—Hurricane Irma caused some beach erosion throughout Miami-
Dade County. The preliminary damage4ssessments estimated a loss of 170,000
cubic yards of sand. The money amount in damages has not been determined.
• October 2016 — HurricaneMatthew a ed minor beach ero io has it travelled
north-ward parallel to Florida s east coast. Miami-Dade County.. agencies and
municipalities estimated close<to$1 M in damages due to coastal erosion.
• October 2012 — Hurricane Sandy never made landfall, but paralleled the South
Florida coast causing coastal erosion with reports ofwaves up to 10 feet in Miami-
Dade. There was_no Pr sidentialDeclaration for damages within Miami-Dade.
Hurricane Sanddy, was estimated\to,�cause over$2M in damages to beaches
including th'following• \ \.
o Miami B ach-.26th —`29th Street'—approximately 10,000 cubic yards
'�^M�� 46th-=Street—approximately 2,500 cubic yards
o Miami Beach`44th'-�� �' �'
o Miami Beach 53rd - 56th S et— approximately 3,000 cubic yards
"o Miami Beach 63rd —'66th Street—approximately 5,000 cubic yards
10.1.4 EXTREME TEMPERATURES
The NWS Miami i Office noted
ed in their 2021 Annual Weather Summary that Miami
International Airport ,. (MIA). Miami International Airport had an average summer
temperature of 83.7 degrees,,Fahrenheit. This equals the 30-year normal. Miami observed
60 days of temperatures at or above 90 degrees this summer, which is below the normal
total of 64 days. The highest temperature was 94 degrees on June 13th, July 3rd, July
22nd, and August 31st, and the lowest was 71 degrees on July 12th.
Miami Beach has experienced temperatures of 35°F or lower on 85 occasions since 1948.
In each case, the low temperature occurred in a period from late November to early March
with the peak number of events occurring in January. Demands for electricity during
unusually hot or cold weather results in the interruption of service and increases the
probability of rolling brownouts.
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10.1.5 FIRES
During prolonged dry periods,fire hazard is increased. The scenario, especially in concert
with below normal water supplies or rainfall presents a substantial hazard to the
community.
The City of Miami Beach is most vulnerable to structure fires. With numerous multi-story
buildings (many of which are of older construction) and heavy density of the buildings in
most areas, a large structure fire has the potential to spread from one building to another
causing major damage, this in turn displaces residents and tourists, and disrupts local
businesses and traffic, potentially causing substantial impact to the economy.
Currently, the Miami Beach Fire Department's LaddeyTrucks have the capability of
extending 100 feet, reaching seven or eight stories depending on how close the apparatus
can approach the involved structure. \\
10.1.6 FLOODING /// \4
Flooding is an overflowing of water onto land that is normally dry:\This can happen during
heavy rains, when ocean waves come onhore,, and when regular\drainage capabilities
are compromised. Flooding can occur with only aewwinches of water;\oqt may happen
with several feet of water. Flooding can affect many/different communities covering
several states during a single flooding event. Sunny day flooding and tidal flooding are
discussed in the Sea Level Rise section:' ,..
\ \ ,,
Table 12:Commion Flood Types
/ \ \ \ '> \ N.
Common Flood Types
Category . Criteria
River or Canal When water`levels..rise in\a river due to excessive rain from tropical
Overbank`� systesmaking iandfall,..pe'rsistent thunderstorms over the same area
Flooding/ for extended periods of me,
N When;water levels rise in a land locked area, lake or detention basin
due to excessiverainlrom tropical systems making landfall, persistent
\ thunderstorms over-the same area for extended periods of time. In
Ponding \,,South Florida, some of the severe localized thunder-storms frequently
`exceed 3 inches/h, exhausting the storage and infiltration capacity of
tlie,drainage/system.
When,a,hurricane, tropical storm, or tropical depression produces a
deadly storm surge that overwhelms coastal areas as it makes
landfall. Storm surge is water pushed on shore by the force of the
Coastal winds swirling around the storm. This advancing surge com-bines with
Flooding the normal tides to create the hurricane storm tide, which can increase
the average water level 15 feet or more. The greatest natural disaster
in the United States, in terms of loss of life, was caused by a storm
surge and associated coastal flooding from the great Galveston,
Texas, hurricane of 1900. At least 8,000 people lost their lives.
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Common Flood Types
Category Criteria
When tropical cyclones move inland, they are typically accompanied
by torrential rain. If the decaying storm moves slowly over land, it can
produce rainfall amounts of 20 to 40 inches over several days.
Inland or Widespread flash flooding and river flooding can result. In the 1970s,
Riverine '80s, and '90s, inland flooding was responsible for more than half of
Flooding the deaths associated with tropical cyclones in the United States. The
state of Florida has nearly 121,000`>census blocks potentially
threatened by riverine flooding, translating to nearly $880 billion in
property. K
A rapid rise of water along astreameor'low-lying urban area. Flash
flooding occurs within six Jh`o�urs of a significant rain event and is
usually caused by intense storms that produce heavy rainfall in a short
amount of time. Excessive rainfall that causes,rivers and streams to
Flash Flooding s
swell rapidly and overflowwtheir banks is frequently associated with
hurricanes and tropical storms, ,large) clusters of thunderstorms,
supercells, or,squall lines. Othe types of flash floods'can occur from
dam or levee failu e. \\
Source:'Na ionaIWeather Service
Most of the City of Miami-Beach is susce tibl to o;l"localized loodin particularlyduringthe
Lp 9
rainy season of June through October. The\mean elevation of"the City of Miami Beach is
relatively flat. The Ciy's flat terrain causes extens ve ponding due to the lack of elevation
gradients to facilitate run-off. \ \
4
To combat—flooding, MiamkBeach hasJaunched a $500 million project that's begun
installing`as rnany#,80 pump stations-throughout the city. In addition, more roads on the
islands low-lying western\edge will be rebuilt higher. The City's Stormwater Master Plan
outlines.,m'easures the City'is taking4to combat damage from stormwater.
In the City\of Miami Beach,serious'flobding can occur near bodies of water and canals
due to poor percolation rates,low elevations and the high water table.After heavy periods
of rain, flooding\in'low lying)areas can cause isolation of residences and businesses,
damage to roadways and utilities, contamination of water supplies, and an interruption of
essential access and, emergency services. Urban areas can greatly affect the natural
drainage patterns. Increased amounts of pavement also reduce the ability for rainwater
to be absorbed, increasing the volume of runoff. Precipitation from a heavy rain can cause
urban flooding. For example, the June 5, 2009 event dumped nine inches of rain in less
than three hours in Miami Beach and led to severe flooding.
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Figure 10: City of Miami Beach Elevation
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10.1.7 SALTWATER INTRUSION
Saltwater intrusion is a continuous problem that has been occurring ever since the
Everglades were drained to provide dry land for urban development and agriculture. Long
periods of drought and storm surge inundation are hazards that have been attributed to
increases in saltwater intrusion. It poses a threat to the drinking water supply and requires
close coordination of local agencies to continuously monitor intrusion, determine appropriate
pumping rates and the coordination with South Florida Water Management District for
maintenance of ground water levels.
According to the United States Geological Survey (USGS) saltwater intrusion is a generic
term referring to an influx of saltwater through various pathhways into an aquifer. The South
Florida Water Management District defines it as chloride,concentrations exceeding drinking
water standards of 250 mg/1.36 Saltwater Intrusions a major threat to the freshwater
resources of the coastal areas in southeastern Florida.
ti
There are three primary mechanisms by;`which saltwater contaminates the freshwater
reservoir in the unconfined, surficial aquifers\ofAhe region; (1) encroachment of saltwater
from the ocean along the base of the aquifer;, (2) rnfltration of saltwa et r from coastal
saltwater mangrove marshes: and 3)-the flow of saltwater inland through,canals where it
leaked into the aquifer. Per the USGS-.paper referenced'below, "Saltwater intrusion of the
Biscayne aquifer began when the Everglade were drained
\to provide dry land for urban
development and agriculture`.." \
/
\
There is concern that saltwaterintrusion can threaten-the coastal drinking water supply well
fields. Saltwater intrusion can also displace the fresh groundwater thereby impacting the
water-table elevations,in urban areas levels that could increase localized flooding. Shallow-
water marine—organisms. area ver j sensitive to environmental changes in salinity,
temperature,,nutrient�input,`and di ss olved'oxygen. Temporal and spatial salinity patterns in
Biscayne Bay have;profoundly\affectede marine ecosystem caused by water-
\ -\
managenient driven changes in surface and ground-water discharge. In addition to those
changes cad a by natural e�nts, log-term change in land and water uses during the 20th
century in the.bay watershed contributed greatly to the deterioration of marine conditions.
Water quality h`as been greatly Idegraded by increased nutrient loads, trace metals, and
other pollutants (http://sofia.usgs.gov/publications/circular/1275/changebb.html).
10.1.8 SEA LEVEL RISE
Sea Level Rise refers to the increase in the currently observed average Global Sea Level
Trend. This increase is primarily attributed to changes in ocean volume, which in turn are
due to three main impacts stemming from changes in global climate:
• Thermal Expansion: As with all water, when the ocean heats up, it expands. About
50% of the sea level rise in the past 100 years is because the ocean is warmer, and
therefore takes up more space.
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• Glacier and Polar Ice Cap Melting: Although glaciers and polar ice caps naturally
melt a little each summer, they usually regain lost area during the winter. However,
warmer winters have meant less opportunity to regrow this ice, resulting in more
melted water remaining in the oceans, contributing to sea level rise.
• Greenland and West Antarctic Ice Loss: Similar to what is happening with glaciers
and the polar ice cap, the huge ice sheets that cover Greenland and Antarctica are
melting.
Short, mid, and long term projections have been adopted,by the City for use in planning
purposes. This Unified Sea Level Rise projection for Southeast Florida was developed by
the Southeast Florida Regional Climate Change Cornpactc(the Compact), and projects the
anticipated range of sea level rise for the region from 1992�4o 2100 (Figure 9, an excerpt
from the 2015 Compact Unified Sea Level Rise,Projection report).
Figure 11: Unified Sea Le el Rise Projection.
80 Unified.Sea Level Rise Projection
(Southeast Florida Regional Climate Change Compact,2015) J
70 — — --!
u_
N •
IPCCARS • USACE High ;` NOAA High(13
v 6o Year Median, (inches) - •(inches)
(inches)ca
�� !
c50 2030 6 so 12 - -- — — — _—
cga,
14 ° 40 2060 14 26' 34 ' -
2100 31 61-'. 81
CU in
. ^;'
to — 14",- .�
CC
10 �-'� ' — USACE Intermediate/NOAA Intermediate Low
�►"
0
1992 2000 2010 2020 2030 2040 2050 2060 2070 2080 2090 2100
Year
These projections a e r,eeferenced tio mean sea level at the Key West tide gauge. The projection
includes three global curves-adapted for regional application:the median of the IPCC AR5 RCP8.5
scenario as the lowest bo nda / (blue dashed curve), the USACE High curve as the upper
boundary for the short term for use until 2060(solid blue line), and the NOAA High curve as the
uppermost boundary for medium and long term use (orange solid curve). The incorporated table
lists the projection values at years 2030, 2060 and 2100. The USACE Intermediate or NOAA
Intermediate Low curve is displayed on the figure for reference (green dashed curve). This
scenario would require significant reductions in greenhouse gas emissions in order to be plausible
and does not reflect current emissions trends.
Sea level rise is likely to increase coastal flooding during astronomical high tides and storm
surge events. Rising seas will also likely impact the ability of the canals and low lying areas
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to drain standing water after rainfall events and impact the ground water elevation. Gravity
based outfalls within the City that lie below sea level have already seen impacts when salt
water flows up through the outfall system into the streets. It is estimated that the total number
of acres within Urban Miami-Dade to be impacted by sea level rise for a 1 foot scenario is
121,378 acres (12%), for 2 foot 150,142 acres (16%) and for the 3 foot scenario it could be
168,896 acres (18%) of the county (Analysis of Vulnerability of Southeast Florida to Sea
Level Rise: http://www.southeastfloridaclimatecompact.org/wp-content/up-
loads/2014/09/vulnerability-assessment.pdf).
The City is experiencing the effects of sea level rise during annual king tides events. The
king tide is the highest predicted high tide of the year occurring once or twice a year, and is
above the highest water level reached at/highotide on an average day
(http://www.epa.gov/cre/king-tides-and-climate-change)'. Current water levels seen during
king tide events will become the new norma,wa,r level durtng�laily high tides. Both the
built environment (critical infrastructure, key resources, and building stock) and natural
environment are vulnerable to sea level rise a nd though some preliminary mapping shows
southern portions of the county at highest risk there is riskito other portions as well. Miami
Beach and other coastal communities have already begun.tooexperience'sunr5y day flooding
in relation to high and king tides that limit the gravitational drainage that drains to the bay.
Some recent incidents include: o�oa�'`o
• 2017 — The October king tides, coincided with heavy rainfall and a strong easterly
wind, which enha cn ed the effects of the.event. This triggered a Coastal Flood
Advisory from Oct'ob`er,2\n hrouglishe 9th.Throng`this period, the Virginia Key tide
gauge recorded^high tides between 0.5 to'1.4 feet above predicted.Areas throughout
Miami Beach and City of Miami flooded\and reports of stalled vehicles and water
e tring-businesses were recorded. The`highest tide recorded for this event was 4.3
feet on-October.5th \., oo ,)
• '20 5 — Multiples oc m unities along t coast of Miami-Dade were affected by the
king tides on September and October. The king tides that occurred on September
27tn\L,;28th coincided with the annual Supermoon, when the moon is closest to Earth,
resultingJin"higher than predicted tides. South Florida was under a Coastal Flood
Advisory anti the 28th.)Areas of Miami Beach had ankle-deep water and lead to the
closure of IndiaCreek Drive between 40 and 29 street several times, as reported in
the Miami Herald article (http://www.miamiherald.com/news/local/community/miami-
dade/miami-beach/article36784707.html). A Coastal Flood Advisory was also in
effect for all of Miami-Dade County from October 27th—28th. Throughout this period,
the tides were between 0.7 to 1.0 feet above the predicted.
10.1.9 SEVERE STORMS
A storm is considered severe if it produces a tornado, winds of 50 knots (58 mph) or
greater, and/or hail of an inch in diameter or greater. From 1950 through 2017, there have
been 473 severe storm related events reported in Miami-Dade (averaging about five
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occurrences per year). Over $209M in damages have been recorded during this same
time period.
Florida is one of the most thunderstorm prone states. Thunderstorms provide rainfall that
is generally beneficial; however, there is often the associated damage from lightning, wind
and flooding. High winds from thunderstorms can cause damage to structures and
lightning can cause fires and disable electrical power equipment.
Florida is the most lightning prone state. Florida averages about 1.4 million lightning
strikes a year. Four hundred and sixty-eight deaths occurred in Florida due to lightning
from 1959 to 2013. On average, 73 people are killed each year by lightning in the United
States. About 9 are killed in Florida each year. <
10.1.10 TORNADOES f
\ \
Florida ranks fourth in the United States inn/the>number of tornado occurrences, and
considering tornadoes per square mile, frlonda is first in the nation. During the period
1959 - 1995, tornadoes killed 82 Floridians injured 2,562 and"caused approximately
$535,000,000 in property damage. \\" , �"��•
Tornadoes in Florida are difficult to predict and/ appear with little or no warning.
Instantaneous destruction may occur when a funnel cloud touches down over land and
becomes a tornado. When a funnel cloudktouchedown over water, it is called a
•waterspout. Most Florida tornadoes a e,�smail,shor-lived pa d only touch the ground for
brief periods of time.They cause localized destructiontwhich"isdifficult to protect against.
Downbursts accompany ng thunderstormss\ca also cauuussee damage similar to that of a
tornado. \,
Table 13: Enhanced Fujita-Pearson\Scale for Tornado Damage
Enhanced Fujita-Pearson Scale For Tornado Damage
EF- Damage Winds Description
Scale _Gmnhl
k `Peels surface off some roofs; some damage to
EF-0 Minor 65-85 gutters or siding; branches broken off trees;
-\\:\ ) shallow-rooted trees pushed over
\ ,,d ' Roofs severely stripped; mobile homes overturned
EF-1 Moderate ` L.,86-110 or badly damaged; loss of exterior doors; windows
and other glass broken
Roofs torn off from well-constructed houses;
foundations of frame homes shifted; mobile homes
EF-2 Considerable 111-135 completely destroyed; large trees snapped o
uprooted; light-object missiles generated; cars lifted
off ground.
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Enhanced Fujita-Pearson Scale For Tornado Damage
EF- Damage Winds Description
Scale [mnhl
Entire stories of well-constructed houses destroyed;
severe damage to large buildings such as shopping
EF-3 Severe 136-165 malls; trains overturned; trees debarked; heavy
cars lifted off the ground and thrown; structures with
weak foundations are badly damaged.
Well-constructed '<sand whole frame houses
EF-4 Devastating 166-200 completely le'veled \cars and other large objects
thrown and small missiles generated.
Strong4rarried, well-bu It\houses leveled off
foundations are swept' \away; steel-reinforced
concrete' structures are critically damaged; tall
EF-5 Incredible Over 200 \
buildings collapse;or have`severe structural
deformations`some cars, trucks, an&train cars can
.s� -thrown approximately 1 mile (1.6 km).
10.1.11 TROPICAL CYCLONES \\\\\
\
A hurricane is a type/of tropcal yclone;\which is a generic term,for a low-pressure system
that generally form in,the tropics and is accompanied-by both thunderstorms and, in the
Northern Hemisphere,,a counterclockwiseecirculation of winds near the earth's surface.
\ \ l
Tropical cyclones are classified as-follows:
• Tropical-D p essiont— An ro ganized,system of clouds and thunderstorms with a
defned surface circulation and maximum sustained winds of 38 mph or less. A
tropical cyclone in which`the\maximum sustained surface wind speed (using the
U.S.,1'-minute average.) is 38\mph or less.
• Tropical Storm - An\organized system of strong thunderstorms with a defined
surface circulation and 'maximum sustained winds of 39-73 mph. A tropical
cyclone in wbich the maximum sustained surface wind speed (using the U.S. 1-
minute average.)ranges from 39 mph to 73 mph.
• Hurricane-An intdnse tropical weather system of strong thunderstorms with a well-
defined surface circulation and maximum sustained winds of 74 mph or higher.
Southeast Florida has experienced 37 hurricanes between 1994 and 2017. Eleven of
these storms have been "major hurricanes" (Category 3 or above). As of the writing of
this updated plan, the last major storm to affect the City of Miami Beach was Hurricane
Irma, which made landfall in the region on September 10th, 2017.
The City of Miami Beach's low and flat barrier island topography increases risk associated
with an evacuation due to the arrival of a hurricane. Over 91,564 coastal residents would
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need to be evacuated, depending on the intensity and potential impact of the storm. The
successful evacuation of the City's over 92,000 residents, in addition to visitors is
achievable, however, factors such as landfall and intensity of the hurricane require
technology to assist in gauging clearance time. In addition, clearance time must be
considered for surrounding communities. The clearance time becomes longer if the size
of the storm, or its predicted landfall, requires the evacuation of adjacent communities,
particularly Broward or Monroe Counties. The problems that arise from merging the
evacuees from Monroe, Miami-Dade and Broward Counties may extend clearance times
beyond reasonable limits. As a result, City of Miami Beach residents are discouraged
from evacuating out of the Miami-Dade County unless they,are utilizing air transportation
or evacuate very early.
The threat from storm surge represents a serious hazard to the City of Miami Beach.
During Hurricane Andrew in 1992, record high flooding occurred due to 17 feet of storm
surge. In addition, flooding due to torrential rainfall (inundation),poses a serious threat to
the City of Miami Beach.
Pre-landfall hazards associated with a hurricane also pose a significant threat to a
successful evacuation. Residents have a tendency toa(delay evacuation until the last
minute which results in overflowing,roadways and traffic jams.Torrential-rains and tropical
storm force winds associated with the outer bands(of a hurricane frequently render
evacuation routes' impassable lonbefore the predicted landfall of the storm. In
accordance with a wind effects report distributed by the Florida Institute of Technology,
Tropical Storm Force Winds (TSFW)�can d wntree end power lines, blow out windows,
blow down signs, cause,flying,,debris, structural collapse and,.cause vehicles to overturn
and deviate from their cour e: < P
The potential for property damage resulting\from a major hurricane represents one of the
City of Miami Beach's most serious-threats. `A category 5 hurricane striking in the City of
Miami Beach`could put more than 222000 citizens and visitors at risk and could easily
result in losses f'such,proportions that'•the financial health of the City of Miami Beach
and many businessein the private sector would be placed in jeopardy.
10.1.11 1MAJOR HAZARD S PRODU ED BY A HURRICANE OR TROPICAL STORM
• r e: The re , st potential for loss of life related to a hurricane is from
Storm Su g g e
the storm s rge. Storm surge is an abnormal rise of water generated by a storm,
over and above'the predicted astronomical high tides. Storm surge should not be
confused with storm tide. In the City of Miami Beach, the threat of storm surge
represents a serious hazard. Miami-Dade Emergency Management has identified
Storm Surge Planning Zones in areas where storm surge poses the greatest
threat. Storm surge is the primary reason why City of Miami Beach residents are
asked to evacuate prior to a hurricane event. For further information visit the
following websites:
o http://slosh.nws.noaa.gov/slosh/index.php#intro
o http://www/mic/mpaa/gpv/surge/momAvail.php
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Figure 12: Wind and Pressure Components of Storm Surge
Wind and Pressure Components of Hurricane Storm.Surge
torn, motto
ax ..a.a- 'z.-" F� ,•
w -•it — r. , r a p res5ure-t4rive „Surge(5% of totat3
�K D,�h,"t :,,y .yam s1' r.ti"r's, - -;P t;
ktRf`3 vs ni� .'�`,/I7 hFyY`,.oY k4uvd�f..m i:f"w'+w�fi•' \` f a...Lw :
Water on ocean-side
flows away without/ \,
raising sea level much As°water p:proacttes°land
_. - — 3 `pile .t,rp§' c eatinrg st+,rm singe
•
. ... • ;. �he.�Ll<�E"r�;rcigratii
:.,\ \ :.. �
Source: NHC http://www.nhc.noaagov/surge/images/surgebulge
Storm surge can create flooding that can .destroy building and carry debris miles
inland, into canals and rivers, the intercostal waterways and out to sea. The water
can also pool in low lying areas impeding response and recovery activities.
(IDamages associated with storm surge include but are not limited to:
"-a -Extreme flooding in coastal areas
o`1 undation along rivers and canals
g',
o Bech:•erosion
o Undermining of foundations of structures or roadways along the coastline
(erosion or-scour)
o Severely damaged marinas and boats, especially in confined harbors and
rivers
o Sunken vessels or underwater hazards in navigable waterways
Storm tide is defined as the water level rise due to the combination of storm surge
and the astronomical tide. This rise in water level can cause extreme flooding in
coastal areas particularly when storm surge coincides with normal high tide,
resulting in storm tides reaching up to 20 feet or more in some cases.
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• High Winds - The high winds of a hurricane also present significant dangers to a
community. This hazard especially applies to structures unable to withstand the
stress and uplift forces from hurricane force winds (sustained winds of 74 miles
per hour or higher). Structures most vulnerable to hurricane force winds are mobile
homes and substandard housing. Hurricane winds also create hazardous
conditions from flying debris.
Winds associated with a tropical cyclone can also push water around the ocean,
effectively piling water up along the coast, which, when coupled with storm surge
and/or high tide, can increase the danger fro (flooding. The Saffir-Simpson
Hurricane Wind Scale was first developed ,in the early 1970s to categorize
hurricanes by intensity. The scale used to include storm surge projections and
central pressure by category of storm, but<It fwas determined that there was not a
direct correlation between wind speed,-s m surge heights and central pressure.
Table 14: Saffir Simpson Hurricane Wind Scale
Category Wind Speed (mph)
5 >156 )
4 131-155
3 111-130
2 96-110
1 74-95
Tropical Storm 39-73
r Tropical Depression 0-38
• Rai' nfall -Rai fn all varies greatly from one hurricane to the next. Size, forward speed
ands other meteorological factors may affect the amount of rainfall associated with
a particular storm. Areas along bodies of water and low lying areas may be
especially vulnerableNto flooding. Rainfall may continue to be heavy after a storm
loses hurricane status. The rainfall associated with a hurricane averages 6-12
inches, with sometimeshigher amounts.
• Tornadoes - To nadoes are most likely to occur in the right-front quadrant of the
hurricane but are also often found elsewhere embedded in the rain bands, well
away from the center of the hurricane. Some hurricanes seem to produce no
tornadoes, while others develop multiple ones. The effects of tornadoes, added to
the larger area of hurricane-force winds, can produce substantial damage.
Currently, there is no way to predict exactly which storms will spawn tornadoes or
where they will touch down. The new Doppler radar systems have greatly improved
the forecaster's warning capability, but the technology usually provides lead times
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from only a few minutes up to about 30 minutes. Consequently, preparedness is
critical.
10.2 TECHNOLOGICAL HAZARDS
10.2.1 HAZARDOUS MATERIALS
The City does not have large hazardous materials sites within the jurisdiction; however,
there are a number of small facilities which do store hazardous materials (gasoline, diesel,
chemical agents for archive preservation, etc.) on their property, which includes fuel
storage tanks. These facilities are listed on the Critical Facilities list, updated annually
and submitted to the Miami-Dade County Office of Eme gency Management (OEM). The
City runs and maintains 47 fuel storage tanks, located atvarious City facilities (fuel tanks
and private gas stations) by way of Haz-Mat transportation:
10.2.2 COASTAL OIL SPILL
An oil spill with the potential of landfall along the shoreline withiithe Ci would create an
impactor the environment and local econon of the City The impacts of an oil spill are
dictated by the ultimate severity of the incident and the City response Will be graduated
to address the actual severity experienced. `�..
The City of Miami Beach will take eustained actions'to reduce or eliminate the risk to oil
spill hazards and its effects. The City.will use available assets and resources to ensure a
proactive response and-contracted resources to.supplement City resources and technical
expertise.
\
On April 20, 2010, an explosion occurred on the semisubmersible drilling platform
Deepwater Horizon during deep-water drilling activities on the outer continental shelf
southeast of-the.�Mississippi�'River Bird's-Foot Delta. Two days later, as fire-fighting
activities continued, the Deepwater Horizon,sank into the Gulf of Mexico. Initially, it was
estimated'that the damaged well was leaking..raw petroleum at an estimated 5,000 barrels
210,000 allons) per•a into the Northern Gulf. Subsequently, it has been
(approximately\ , 9� N . ) py
determined,the oil leak was significantly larger than the 5,000 barrel per day estimate.
According to BP,the well had t 1e capacity to produce a maximum of 110,000 to 164,000
barrels per day. T:he.spill threatened fisheries, tourism, and the habitat of hundreds of bird
species. The oil spill:caused'massive damage to the fragile ecosystem of the gulf coast
and waters. Some etimates.of the spill make this the largest oil spill ever in the Gulf of
Mexico and US history:,-Oil washed ashore on beaches and sensitive wetlands in
Louisiana, Mississippi, Alabama, and northwest Florida.
10.2.3 CRITICAL INFRASTRUCTURE DISRUPTION
The potential exists for disruptions to electrical power, gas pipelines, or other segments of
the infrastructure. Also, disruptions to computer systems can occur through accidental or
intentional acts (i.e. cyber terrorism).
A major electrical power failure is defined as a failure of the electrical distribution system
that will exceeds 24 hours in duration and affect greater than 33% of the geographical
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area of the City. Electrical distribution systems can be interrupted for a number of reasons,
but those that have historically been the main cause are high winds, severe
thunderstorms and winter storms. A prolonged major electrical distribution system failure
during the summer, accompanied by high temperatures, can have dramatic effects on the
population of the City of Miami Beach.
10.2.4 CYBERATTACK
Cyberattack is defined as a malicious computer-to-computer attack through cyberspace
that undermines the confidentiality, integrity, or availability of a computer (or network),
data on that computer, or processes and systems controlled by that computer. National
Security Presidential Directive 54/Homeland Security-Presidential Directive 23 (NSPD-
54/HSPD 23) defines cyberspace as the interdependent network of information
technology infrastructures, and includes the Irite;net,Ntelecommunications networks,
computer systems, and embedded processors and controll'ers'in critical industries.
•..
Threats to cyber space are regarded as one of the most serious economic and national
security challenges in this day in age for the"United States. As the Director of National
Intelligence (DNI) recently testified before Congr es, ,th growing connectivity between
information systems, the Internet'.and other infrastructures creates opportunities for
attackers to disrupt telecommunications, electri ah,po Ner, energy pipelines, refineries,
financial networks, and other critical infrast�ructtures. ,\
The duration of a cyberattack is �dependenton,the complexity of the attack, how
widespread it is, how trickly the attack\is�detected,..and the resources available to aid in
restoring the system. of One the difficulties of malicious•cyber activity is that it could come
from virtually anyone,virtually anywhere The following tables summarize the common
types and sources of c berthreats ->�
Table 15: Common Types of Cyber Attacks
Type of Description
Attack
Botnet A collection .of compromised machines (bots) under (unified) control of an
attacker (botmaster).
Denial of A method of attack from a single source that denies system access to legitimate
service users\byN,overwhelming the target computer with messages and blocking
legitimate-traffic. It can prevent a system from being able to exchange data with
other systems or use the Internet.
Distributed A variant of the denial of service attack that uses a coordinated attack from a
`denial distributed system of computers rather than from a single source. It often makes.
of service use of worms to spread to multiple computers that can then attack the target.
Exploit tools Publicly available and sophisticated tools that intruders of various skill levels
can use to determine vulnerabilities and gain entry into targeted systems.
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Type of Description
Attack
Logic. A form of sabotage in which a programmer inserts code that causes the
bombs program to perform a. destructive action when some triggering event occurs,
such as terminating the programmer's.employment.
Phishing The creation and use of emails and websites designed to look like those of well-
known legitimate businesses, financial institutions, and government agencies
in order to deceive Internet users into disclosing their personal data, such as
bank and financial account information and passwords. Phishers use or sell this
information for criminal purposes, such acid entity theft and fraud.
Sniffer . Also knows as packet.sniffer. A program that intercepts routed data and
examines each packet in search of specified information, such as passwords
transmitted in clear text. . .
Trojan A computer program that conceals harmful code'\ANTrojan horse usually
horse masquerades as a useful program that a user would wish to execute.
Virus A program that infects computer files, usually executable programs, by inserting
' a copy of itself into the file.These copies are usually executed when the infected
file is loaded into memory, allowing the virus to infect other files. Unlike the
computer worm, a virus requires human involvement (usually unwitting) to
propagate. . .
War dialing Simple/programs that dial°consecutive telephone`numbers looking for modems.
- `\ \ `e. \ / , ,/'N i,
War driving A method of gaining entry into wireless computer networks using a laptop,
antennas, and a wireless,network adaptor that involves patrolling locations to
gain unauthorized access.
Worm//<---
,. An ,independent compu`ter,program,that reproduces by copying itself from one
system,�to another across a network. Unlike computer viruses, worms do not
\ require human involvement to propagate.
\\
t
\ :,../
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Table 16: Common Sources of Cybersecurity Threats
Threat Description
Bot-network Bot-network operators are hackers; however, instead of breaking into systems
operators for.the challenge or bragging rights,they take over multiple systems in order to
coordinate attacks and to distribute phishing schemes, spam, and malware
attacks. The services of these networks are sometimes made available on
underground markets(e.g., purchasing a denial-of-service attack, servers to
relay spam or phishing attacks, etc.). '
Criminal Criminal groups seek to attack systems, for monetary gain; specifically,
groups organized crime groups use spam, phishing,,and spyware/malware to commit
identity theft and online fraud. International'.corporate spies and organized
crime organizations also pose a threat tolthe`United States through their ability
to conduct industrial espionage a dilarge-scale monetary theft, and to hire or
develop hacker talent. ,/ / °,
Foreign . Foreign intelligence services use cyber tools as part of their information-
intelligence gathering and espionage activities; in addition, several nations are aggressively
services working to develop information warfare doctrine, programs, and capabilities.
Such capabilities enable a single entity to have a significant and serious impact
by disrupting the supply, communications, and economic infrastructures that
support military power—impacts that could affect the daily lives of U.S. citizens
across the country.
Hackers Hackers break into networkssfor the.thrill`of�the challenge or for bragging rights
in the hacker community. While'renote hackinggonce required a fair amount of
skill `orcomputer)knowledge\hackers can now download attack scripts and
protocols\from the Internet andslaunch them against victim sites. Thus, while
�, attack tool`s,have become more sophisticated, they have also become easier to
-'" use.According to the Central Intellige3
uIntelligence Agency, the large majority of hackers
do not-have the`requisite expertise to threaten difficult targets such as critical
U.S. networks; nevertheless, the worldwide population of hackers poses a
��'�•��, relatively high•threat ofan,isolated or brief disruption causing serious damage.
Insiders The disgruntled organization insider is a principal source of computer crime.
Insiders may not need• a great deal,of knowledge about computer intrusions
because their knowledge of a target system often allows them to gain
unrestricted access to cause damage to the system or to steal system data.
The insider threat also includes outsourcing vendors as well as-employees who
accidentally introduce malware into systems.
Phishers Individuals or small groups that execute phishing schemes in an attempt to steal
identities or information for monetary gain. Phishers may also use spam and
spyware/malware to accomplish their objectives.
Spammers Individuals or organizations that distribute unsolicited email with hidden or false
information in order to sell products, conduct phishing schemes, distribute
spyware/malware, or attack organizations (e.g., denial of service).
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Threat Description
Spyware/ Individuals or organizations with malicious intent carryout attacks against users
Malware by producing and distributing spyware and malware. Several destructive
authors computer viruses and worms have harmed files and hard drives, including the
Melissa Macro Virus, the Explore.Zip worm, the CIH (Chernobyl)Virus, Nimda,
Code Red, Slammer, and Blaster.
Cyberterrori Cyberterrorists seek to destroy, incapacitate, or exploit critical infrastructures in
sts order to threaten national security; cause mass casualties, weaken economies,
or target businesses; and/or damage public morale and confidence.
Cyberterrorists may use phishing schemes or spyware/malware in order to
generate funds or gather sensitive information.
As most day-to-day activities rely on the Internet In a sp ct\or another, any person or
infrastructure is susceptible to cybersecunty`t�eats. Energjrp`p\fines, specifically U.S.
natural gas pipelines, have been cited' by DHS as targets of cyberattack. While
information on these attacks is not publicly\a�vailable knowledge, cyber security officials
warn that, with sufficient access, a hacker could''manipulate pressure and other control
system settings, potentially reaping,eplosions ands-other dangerous conditions." While
cyber risks and threats are mainly thought of as not,haing specific locations, there are
physical sites that would be impact�d 4octions ate ri k could include government
agencies, institutions of higher education, medical facilities and various private sector
entities. `�'T'
/.- / . ��.
Low-level cyber-attacks occur, daily and\som,,t Imes hourly on governmental systems.
Most of these attacks do not breach the City systems, however, there have been cases
of minor breaches. Based'on the 1growing sophistication and political climate, there is a
high probability offuture cyberattack a ents within the City of Miami Beach.
10.2.5'MAJo TR NA SPORTATION VULNERABILITIES
.� \, \
The City`of Miami Beach�•is'located.Offthe east coast of South Florida and is connected by
bridges to mainland Miami.Major transportation methods include:
• Air Service.— The City\of Miami Beach is within close proximity to the Miami
International Airport (MIA). MIA is located on 3,230 acres of land near downtown
Miami, is operated b�y•the Miami-Dade Aviation Department and is the property of
Miami-Dade Countygovernment. Founded in 1928, MIA offers more flights to Latin
America and the Caribbean than any other U.S. airport, is America's second-
busiest airport for international passengers, boasts a lineup of over 100 air carriers
and is the top U.S. airport for international freight. MIA is also the leading economic
engine for Miami-Dade County and the state of Florida, generating business
revenue of$33.7 billion annually and welcoming 70% of all international visitors to
Florida. Since the City of Miami Beach is within the direct flight path of many
commercial airline flights, the potential exists for a crash.
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• Highway Systems-The City of Miami Beach has two major North-South arterial
roadways, one of which is Collins Avenue, providing connectivity throughout the
City's entirety and the other is Alton Road which provides access to the majority of
the City. Other major arterials include four East-West roadways within the City of
Miami Beach. There are four causeways that connect the City to the mainland.
These roadways are SR A1A/5th Street, Dade Boulevard, SR 112/Arthur Godfrey
Road/W 41st Street, and SR 934/ 71st Street. The rest of the major roadways
within the City of Miami Beach are collectors. Most of them form a grid in the South
Beach area, with Washington Avenue providing the.rmIost North-South connectivity
and thus exhibiting large commercial activity around/it.
r
• Bridges-Several bridges are located within the City of Miami Beach. Some include:
o The Collins Canal Bridge - The-collins Canal Bridge is a concrete arch
bridge over Collins Canal on I.90 .It has a span5of57.1 ft. More than 30,000
vehicles crossed the bridge, daily in 2014. The Collins Canal Bridge was
constructed in 1956 and rehabilitated in 1962. .
o East Biscayne Bay Bridge The East cayne Bay Bridge is a pair of
bascule bridges over East Biscay eNBay o FL 934. It has-a total span of
1,028 ft. long. The East:B cayne Bay Bridge was built in 1973. The average
daily traffic in 2015 was 14,750 vehicles per day.
o Holocaust Memorial Bridge - The Holocaust Memorial Bridge is a slab
bridge,'over'Collins Canal on'Meridian'AAvenue. The bridge was built in 2000.
It has..a1span of"61�feet and liad an averageedaily traffic rate of 10, 214 in
2014. L
ro . Indian Creek Canal-Bridge - The Indian Creek Canal Bridge is a bascule
/ bridge over Indian(Creek Ca al or 53rd Street. It was built in 1953 and has a
( < total spanof\74.5,eet. The Indian Creek Canal Bridge had an average of
28,500 daily vehicles.In 2015.
o\The Venetian\Causeway Bridge - The Venetian Causeway Bridge is a
bascule bridge 'over Biscayne Bay on Venetian Causeway. The bridge was
built`in 1927 and has a total length of 303.5 feet. The average daily traffic flow
was 20,400,in'2015.
10.2.6 RADIATION CON M INATION
Federal authorities have established 10- and 50-mile Emergency Planning Zones as the
basis for planning to protect the public from exposure to radiation in the unlikely event of
an accident at a nuclear power plant. For areas within 10 miles of a nuclear power plant
the planning zone is called the Exposure Path Zone (EPZ), and for areas within 10 to 50
miles of a nuclear power plant the planning zone is called the Ingestion Path Zone (IPZ).
The Turkey Point Nuclear Power Plant is located in the southeastern portion of Miami-
Dade County adjacent to Biscayne Bay and approximately 10 miles south of Cutler Ridge
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at 9700 SW 344th Street, Homestead, Florida 33035. The State supports Miami-Dade
County's response and recovery activities as they pertain to Turkey Point. The county is
the local entity in charge of response for events at the power plant.
Planning for the 50-mile IPZ includes identifying and monitoring crops that may be
consumed by humans or animals, and dairy and/or drinking water facilities or supplies
that are located in an open environment that could be exposed to radioactive fallout.
An accident or incident at a nuclear power plant is classified in one of four ways:
• Unusual Event - minor incident such as severe weather.
• Alert - minor incident that could affect reactor safety
• Site Area Emergency - more serious, reactor'coul\be leaking.
• General Emergency- most severe, radiation,r le easoff site possible.
The public within these zones could be notified of such events by a variety of methods,
including: C. ,/
• Radio \\ r.
r.
• Television �`
• Door-to-door Notification c:'
• Public Safety Vehicle \ :� \
• Marine interestsi va Marine VHF'"radio `
For additional safety planning- informatib "for neighbors of Florida Power and Light
nuclear power ,plants, 1 visit their web site at http://www.metro-
dade.com/oem/turkevpoint.asp..
The area directly-around Turkey Point Power Plant is most vulnerable to nuclear power
plant releases in t county,however the entire county would likely be impacted either
directly.(evacuated, it ness) or Indirectly (fear, uncertainty). Nine of the ten areas within
the ten-mileEmergency'Planningg Zone (EPZ) are inside Miami-Dade County. All of
Miami-Dade County is within t e 50-mile Emergency Planning Zone.
10.3 HUMAN-C US D HAZARDS
10.3.1 TERRORISM
The threat of terrorism,whether domestic or foreign-inspired, reaches every community
and supporting infrastructure throughout the United States. A potential variable to be
considered when addressing the vulnerability to terrorism events is the demographics of
a community. A predominant factor in historic and recent terrorist events is the targeting
of defenseless and unaware victims in a densely populated environment, enhancing the
effectiveness and impact of the terrorist attack. A secondary factor in a terrorist's target
selection may be a specific population within the selected community, defined by race,
religion or other ethnicity. Although the City of Miami Beach enjoys a wide ethnic base,
enjoying a shared and popular eclectic atmosphere, the diverse components of this
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population often gather in specific groups to celebrate their cultural and religious identity.
These gatherings, whether in synagogues, churches or specific community centers,
present an opportunity for terrorists to create a mass casualty event within a targeted
population. Consideration should be given to the various ever-evolving terroristic threat
levels facing specific religious and ethnic population subsets within the City of Miami
Beach as well as opportunities to cause mass casualty events during the frequent large
pedestrian gatherings.
The City of Miami Beach provides the initial emergency response to acts of terrorism
within the community, followed by the Federal Bureau\of Investigation (FBI) and
supporting elements of related federal agencies providing immediate response and
appropriate investigation. .
The attack on the World Trade Center in 1993, Oklaa ma\City in 1995, the Attack on
America on September 11, 2001, Pulse Nightclub attack` r 2�016, 2017 Las Vegas
shooting, and 2018 Parkland. Shooting hve a .forever changeci�the face of terrorism in
America. While these events did not impact\Miami Beach directly,they impacted actions
and operations of public safety agencies, travel,..alternative lifestyles, economic health,
and other outcomes all over the world. �,3
• World Trade Center, 1993 -On February 26, 1993, a truck bomb was detonated
below the North Tower of the orld Trade Centerin New York City. Six people
were killed, including five Pot Authority employ es,Nand another 1,042 people
were injured \\\\
•
Oklahoma(City, 1995' On April 19, 1995, a truc bomb explosion outside the
Alfred P. M rrah\Fede al Building in Oklahoma City, Oklahoma left 168 people
dead and hundreds more injured The blast was set off by anti-government militant
Timothy McVeigh, who was in 2001.
• ,September'11,,2001 Oo September,11, 2001, 19 militants associated with the
Islamic extre im st.group AI-Qaeda hijacked four commercial airplanes and carried
out suicide attacks•,against targets in the United States. Two of the planes were
flowminto the towerofthe World Trade Center in New York City, a third plane hit
the Pentag n,just outside Washington, D.C. and the fourth plane crashed in a field
in Pennsylvania. The,attacks resulted in extensive death and destruction. Over
3,000 peoplwerkilled during the attacks in New York City and Washington,
m re D.C., including o than 400 police officers and firefighters. All 44 people aboard
the plane that crashed in Pennsylvania were also among the casualties.
10.3.2 ACTIVE SHOOTER
The United States Department of Homeland Security defines an active shooter as "an
individual actively engaged in killing or attempting to kill people in a confined and
populated area; in most cases, active shooters use firearms and there is no pattern or
method to their selection of victims. Active Shooter incidents could involve a wide variety
of materials or actions, or combinations of materials and actions. These could range from
uncomplicated incidents impacting relatively small areas, to highly complex incidents with
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very widespread physical or economic consequence. The response to such an incident
would require specialized personnel and resources. Below are examples of active shooter
incidents:
• Sandy Hook Elementary School Shooting in Newtown, CT -On December 14,
2012, in Newtown, Connecticut, United States,when 20-year-old Adam Lanza shot
and killed 26 people. The incident is the deadliest mass shooting at an elementary
school in U.S. history, and the fourth-deadliest mass shooting overall.
• Pulse Nightclub, Orlando, FL Shooting—On June12, 2016, Omar Mateen killed
49 people and wounded 53 others in a terrorist attack.inside Pulse, a gay nightclub
in Orlando, FL. It was the both the deadliest.mass shooting by a single shooter
and the deadliest incident of violence against`'Lesbian, Gay, Bisexual and
Transgender (LGBT) people in United States/history.ln�a 911 call shortly after the
shooting began, Mateen swore allegiance>to the leader.ofislamic State of Iraq and
the Levant (ISIL), Abu Bakr al-Baghdad'. \t\
• 2017 Las Vegas Shooting - On October 1, 2017,, a gunman opened fire on a
crowd of concertgoers at the Route 91\Harvest music festival on the Las Vegas
Strip in Nevada. Perpetrator St�ephen Paddock; 64, of Mesquite'Nevada, fired
more than 1,100 rounds from�hiis uite on the�.32nd floor of the nearby Mandalay
Bay hotel killing 58 people and`'leaving 8.51 injured gunfire and the resulting
panic. The shooting.occurred between'1005`d1-015 p.m. PDT; about an hour
later Paddock-was-found dead imhis room' from a.self-inflicted gunshot wound. His
\\ ,/
motive remains'unknown. Y
• Marjory Stoneman Douglas High School Shooting - On February 14, 2018,
Nikolas-Cr-uz opened4ir a .Marjory Stoneman Douglas High School in Parkland,
FI rida;�'killig seventeen students and\staff members and injuring seventeen
others. It is the\`dadliest shooting,tiatt a high school in United States history
surpassing the�Colbmbine High School massacre which took place 19 years
earlier. \`'
10.3.3 CIVIL DISTURBANCES
Civil Disturbance \ co n,zed as an eruption of pre-planned or spontaneous violence,
arising from a protest5or'orga�nized expression of disenchantment by a homogeneous or
diverse group, responding�,to an event or advancing a cause.
The City of Miami Beach has a multi-ethnic population originating from countries with
widely divergent political systems, religious beliefs, and educational backgrounds. Civil
disturbances must be anticipated and expected. The City of Miami Beach Police
Department has the primary responsibility for gathering intelligence and maintaining law
and order within this arena and maintains the Standard Operating Procedure (SOP) that
outlines the coordination and handling of responses to civil disturbances.
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10.3.4 MASS MIGRATION
Mass migration refers to the migration of a large group of people from one geographical
area to another. Mass migration is distinguished from individual or small-scale migration;
it is also different from seasonal migration, which occurs on a regular basis. Mass
migration is not always voluntary, sometimes including forced migration and refugees.
The control of immigration into the United States is the responsibility of the United States
Department of Homeland Security (DHS). The DHS has created the OPLAN Vigilant
Sentry Plan. OPLAN Vigilant Sentry describes the basic organization and structure by
which Homeland Security Task Force — Southeast (HSTF=SE) will deploy resources and
direct multiagency operations to address a potential and filiKscale mass migration event.
Miami-Dade Countyhas a historyof mass im i ation from the Caribbean basin,
particularly Cuba and Haiti. A large uncontrolled influx ofiir migrants has the potential of
significantly disrupting the social and economic stability of the City of Miami Beach by
overwhelming the delivery of essential services such as medical response and public
safety. Armed violence abroad may also precipitate spontaneousCmass immigration to
South Florida. While the federal government;has the primary respon bility for assuming
control of mass immigration emergencies, Miam Dade County may have to provide
humanitarian effort including: shelter food, water,\medica and other social services.
10.3.5 SPECIAL EVENTS -•:\
,
..;
Multiple major and special events take place within the City.every year. Large public events
can be the targets oft worst activity or 'civil d stu ancw They,City of Miami Beach and
surrounding areas ,hot-several professional/po fs<:te`ams. Miami Beach hosts many
traditional events specifc to the region. '-'
Major attractions in the area inc ude,South Beach, Ocean Drive, Lincoln Road Pedestrian
Mall, CollinsndW aashi uesgton"Aven Bass\M'i seum of Art, the City's various historic
neighborhoods upscale shoppir centers;a d Art Deco buildings.
Miami Beach hosts many large\e'ents an holiday activities including Memorial Day
Weekend This holiday br ng;in more than 100,000 guest,visitors, and spectators on Miami
Beach. As a result, Miami Beach has to-enhance and increase staffing across departments
�. \: \
to ensure resident and visitor safety and to protect quality of life and public welfare. Essential
City employees work an excess/of 12 hours each day throughout the weekend to combat
the strain of the City''s)es urces which include the City Management Team, as well as
various City departments, ncluding Parking, Code Compliance, Public Works, Sanitation,
Tourism and Culture, Economic Development, Fire/Rescue, and the Police Department
work to provide additional support and oversight to the city.
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