Final Collier County_Hurricane Irma After Action Findings_final ppt v5.desAfter Action Findings
Hurricane Irma Response
September 6 –16, 2017
Board of County Commissioners Work Session
November 7, 2017
Today’s Agenda
Opening Remarks:Len Price, Administrative Services
Overview of Customer Service-Facts at a Glance.
Emergency Management Staff introductions: Dan Summers
Executive Overview of the After Action Report
Presentation on Topics for Review::Dan Summers
–Core Competences for Emergency Management
–National Incident Management System (BCC reso)
–Citizen Communication Linkages, Cellular Services and Commercial Media
–Public Safety Announcements and Social Media
–Emergency Alert System and New Technology coming to Collier County.
–Fuel Management for Citizens and Emergency Operations
–Critical Facilities –Nursing homes and other licensed facilities.-Emergency
Rules
–Critical Facilities-Shelters and Pet Friendly Operations
–Critical Facilities-Special Needs Shelters and Clients
–Transportation, Road and Bridge-Growth Management
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Today’s Agenda Continued:
Volunteer and Donations Coordination
Debris Removal –Dan Rodriguez
EOC Logistical Support-Dan Summers
Temporary Housing
Financial Operations –County Managers Office
Cat A –Debris Operations
Cat –Emergency Protective and Emerg. Measures.
Questions and Comments:
Re-Cap of focus areas for Board and Staff Action
If time allows: Brief updates are available regarding:
–Beach Damage Assessment
–County Property Damage
–Debris Mission Financial Impact
–National Flood Insurance Program
Public Comment
Adjourn
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Opening Remarks
Len Price, Administrative
Services
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Customer Service: Facts at a Glance:
Extraordinary work by the County, Municipal, District and
Voluntary Agencies:
Collier County and the EOC coordinated the following:
63 tractor trailer loads of emergency commodities-Meals, Water, Tarps at
24 points of distribution.
Over 500 major mission deployments/actions by the EOC.
53 External Voluntary Agencies were working countywide
240 Debris Removal vehicles are on the road today.
4 million cubic yards of debris based on current estimates
35,000 Hotline and 311 calls were answered
18 Media Press Conferences or Media Availability events
756 man-hours on Damage Assessment providing a comprehensive damage
assessment to the State with a new state of the art damage assessment
software application.
379 Portable Toilets deployed to 133 locations.
41,000 meals served to first and second responders 5
Facts at a Glance continued:
4 large generators for County and Sherriff's Bldgs.
1 Tractor Trailer Chiller System deployed for Special Needs Shelter.
17,000+ Safely sheltered.
140+-State Missions Action Request ranging from National Guard to
commodities supply and distribution.
110 Pumper Trucks
144 Lift Station Generators (44 County owned)
857 Lift stations-County –Impacted by massive power outage
400+_ Private Lift stations –impacted by power outages
80,000 gallons of fuel provided by State mission support.
Countless efforts of County and City support to mutual assistance for
public safety, health and welfare.
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Executive Summary –After
Action Report-Dan Summers
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Report Scope and Overview
Critical Findings
Next Steps
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After-Action Report Scope
Collier County response actions from September 6 –16, 2017
Includes preparedness efforts through the week after landfall.
Does NOT include After-Action discussions with municipalities, Fire Service,
EMS and District Schools. Information relevant to the Board or the County
Managers office, from those meetings, either hosted or attended by
Emergency Management will be brought forward.
Developed using information gathered from 14 interviews with
48 Collier County employees and stakeholders
Limited to observations and analysis available through October 18, 2017
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After-Action Report Overview
Identifies observations of both strengths and challenges during
response to Hurricane Irma
Provides analysis and recommendations related to each observation.
Staff will make comments on each topic on the agenda, so as to share
concerns, corrective actions and Board considerations.
Organized by FEMA National Preparedness Goal Core Capabilities
Common national framework for local, state, and federal agencies
Intended as a roadmap for future development and modifications
of processes
Areas for improvement are not shortcomings, they are opportunities to
enhance capabilities before the next disaster in Collier County. Staff will
present to the Board some policy and future action considerations.
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Report Scope and Overview
Critical Findings
Next Steps
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Critical Findings
The pre-landfall public information campaign was successful, but
communication with the public was impacted post-landfall by
power loss.
Fuel shortages impacted County employees responding to the
hurricane, private citizens, and supply for generators.
Shelter demand far exceeded the planning assumptions, requiring
last minute coordination to open sufficient number of shelters.
Under State licensing some assisted living facilities and long-term
care facilities did not have sufficient back-up power capabilities.
While a large number of life-safety issues were presented in this
event the presence of strong leadership and coordination at all
levels led to successful operations to address life sustaining
issues.
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Public Information and Communication Systems
The use of the County’s established traditional and social media
platforms allowed for effective public information and warning
messages to be delivered before landfall.
Collier County staff answered an estimated 30,000 calls on the
Hurricane Hotline and 3-1-1.
The County’s ability to communicate with the public immediately
after the storm was limited due to widespread loss of power.
Primary Recommendations
Identify and create procedures and pre-scripted messages to
support alternative public information messaging and the use of
other devices (AM/FM-NOAA) when web-based and television
mediums are not available.
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Fuel Shortages
The lack of commercially available fuel severely impeded the County’s ability to
support some response efforts.
Fuel was needed for generators at County and non-County owned critical
facilities.
County employees needed fuel for cars to fulfill response roles due to
commercial shortages
County ensured all life-safety needs were met with its available fuel supply.
Primary Recommendations
Identify multiple fuel vendors with contract penalty clause to prevent future
vendor shortages or vendor managed inventory.
Including those who specialize in disaster and those out of the immediate
region.
Identify all County assets that can be used for fuel storage and distribution (e.g.,
department fuel trucks, portable tanks for pickup trucks).
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Alternate Power for Critical Facilities
Non-County owned or managed critical facilities, including private lift
stations, nursing homes, assisted living facilities, and shelter facilities did
not have adequate alternate power sources in most cases.
Collier County had limited supply of portable generators and portable
AC units to meet County and non-County owned critical facility needs.
We propose discussing a range of options.
There were no life-safety failure issues at any facility due to efforts to
provide generator, fuel, or cooling support as needed.
Primary Recommendations
Work with non-County owned critical facilities to identify generator
status, facility functions supported by generators, and maintenance
plan. Such efforts may be by ordinance or State regulation.
Prioritize list of critical facilities to receive portable generator support in
a disaster based on fixed or temporary needs..
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General Population, Pet Friendly and Special Needs Shelters
The Collier County pre-hurricane shelter plans and resources
accounted for a demand of 10,000 evacuees in 10 shelters; an
estimated 17,620 people sought shelter during Hurricane Irma.
The Special Needs Shelter had a planned capacity of 60-70 special needs
clients, and there were 397 special needs clients that were served at this
facility during Hurricane Irma.
Collier County, Collier County Public Schools, and all response
stakeholders coordinated to open 29 shelters to accommodate all
evacuees.
Primary Recommendations
Perform a shelter needs assessment for future incidents,
including a new triage system for the demand for critical care or
special needs evacuees.
Work with neighboring counties on regional shelter planning
efforts to leverage and share resources.
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Coordination and Leadership
All responding Collier County employees and stakeholders
worked tirelessly together to prepare for and respond to the
needs of the County residents during Hurricane Irma.
Through this teamwork and coordination the County—under
County Manager, senior leader, and Bureau of Emergency
Services leadership—identified and addressed all critical issues
that arose throughout the incident.
Primary Recommendations
Provide regular training for all County staff on coordination
processes.
Identify additional response staffing procedures and resources
(e.g., mutual aid) to supplement existing structure for long
activation periods.
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Report Scope and Overview
Critical Findings
Next Steps
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Next Steps
Following Staff Presentations and Board Discussion, We will re-cap
before we adjourn our suggestions for bringing future action
items to the Board based on discussions today.
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Staff Presentation on Topics:
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Core Competences Dan Summers
Public Information and Warning
Logistical and Supply Chain
Mass Care
Operational Communications
Operational Coordination
Planning
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National Incident Management System-Weak Links
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Citizen Communications –Public Information and Warning
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Cellular Communications
Challenges:
Cellular is “radio” it takes towers to provide coverage.
Towers in some cases connect to underground fiber and copper for both
data and voice communications.
Fiber and Cooper connect to local switch stations
Uprooted trees and broken lines can generate interruptions
Collier County experienced a significant outage when the Golden Gate
Centurylink switch station experienced major storm damage that switches
and routes calls and data. Some switch site nodes are outside of Collier
County and can bog down due to statewide resource demand.
Cellular is unregulated. Service restoration is market driven.
Storm Messaging:
Do more with text-Family and Friends-Less cellular resource
Our EOC could do more with text
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Cellular and Public Messaging:
Storm Messaging:
Re-enforce AM/FM and NOAA weather alert radio
EOC should re-visit AM/FM public private opportunities
EOC should re-visit text resources-See Everbridge
Expand post event use of Variable Message Boards, Flyers, and critical
facilities as a means of public information.
Facebook Live and Twitter were highly effective
Our WebSite was highly effective
Our Hurricane Hotline Call Center was Awesome!
Local TV media was very cooperative and live feeds from EOC press
conferences worked well.
Review “on-air” capabilities versus our dependency on “cable”
Simulcasting by several local broadcasters seemed to work well.
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Emergency Alert System and New Technology
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Fuel Management (Citizens and Emergency Operations)
Collier County governmental unit-did not run out of fuel.
Commercial fuel was impacted by several factors:
Hurricane Harvey
Scheduled closing of the Port of Tampa
Surge demand-Commercial, Industrial and Retail both pre and post event.
Fuel was in the ground, but could not be pumped at traditional retail due to
widespread power outages.
State’s Fuel Desk-reported ample commodity-but shortage of
transportation resources-Governor suspended all DOT weights and hours.
County supported private critical needs situations where life and death
concerns were prevalent.
Some cases vendor’s overcommitted.
Recommendations are provided later in the presentation.
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Critical Facilities-Nursing Homes and licensed facilities
Local Emergency Management reviews and approves licensed
facilities emergency operations plans.
We announced early in the EOC activation, that life safety
missions for frail and elderly were our top priority.
Most facilities were in a stalemate situation with their evacuation
plans due to the track of the storm.
Many facilities –Bus contracts and or route failed due to the
track of the storm.
Our engagement -77 Facilities get our review
Our request for the Board to endorse the emergency rules or
evoke local ordinances-Now needs to include electrical
inspections.
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Critical Facilities –Shelters and Pet Friendly
We underestimated the number of evacuees in this model
scenario.
We will change our planning assumption on the % of individuals who will
seek local shelter-based in part to the fears of interstate travel.
We have a deficit in shelter workers and resources and based our shelter
models on what we have, not what we need in a worst or moderate case.
There is no mutual aid or contractual resources to provide relief to local
government or the school district for shelter management manpower.
National Guard was a last resort source of help. Not trained, Not part of
their normal mission and quite expensive.
Red Cross, continue to retreat and only offered assistance with 1 shelter
contrary to their national mission.
School District and County Employees were life-savers and stepped-up.
However, the need manpower need is greater if we look at 20-30 shelters
in future scenarios.
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Critical Facilities –Shelters and Pet Friendly
Since the Board’s resolution to offer limited Pet Friendly shelter
operations, FEMA now approves those expenses as reimbursable
shelter cost.
We were evaluating sites for pet-friendly operations to bring to
the District Schools for consideration before this event.
District Schools was most accommodating and we will after-
action review and develop policy and procedure moving forward
from this event.
Board should be aware of future cost such as: Trained animal
control staff, spare crates and kennels, supplies, portable power
needs, and in-depth site cleaning will be part of this
accommodation.
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Critical Facilities-Special Needs Shelter
Florida Department of Health-Collier, has the lead role for
patient care. DOH clinical staff reductions-statewide impact the
disaster service capability.
1,750 registrants were on EM records before the storm. In 8 days
the number jumped to 2014.
Over/Under triage of PSN Clients needing shelter which may have
contributed to an excess population at the shelter-Under review.
We need to double our efforts for:
Staffing (State, Contract, and Mutual Aid)
Electrical and cooling capability
Square footage-Single site preferred.
Supplies, Handicap Accessible facilities and specialty meals
Plan for longer stays and expand options for post-event placement.
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Transportation Division
Tremendous success in Road and Bridge Department handling -
massive efforts to clear intersections
Excellent job by CCSO, FHP, and mutual aid law enforcement
agencies to provide intersection monitoring and traffic control
Temporary 4 way stop signs deployment was quick.
Temporary power provided at intersections was well executed.
Asset losses were quickly verified and efforts on-going for re-
building and hardening.
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Volunteer and Donations Management
Rouge messaging via Social Media led to an overwhelming
number of spontaneous and converging volunteers, that in some
cases were a bigger challenge to manage and support than the
event itself.
Pacing the donations, Avoidance of duplication, leveraging
resources, Placing cash back into the community. Some
complaints of excess donations impacting smaller businesses.
Immokalee recovery coordination committee and inter-agency
groups we had supported since Wilma, could not carry the
massive burden of the inbound resources. Turn-over and lack of
storm experience made integration of volunteer actions
challenging.
United Way support-Awesome, etc.
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Debris Removal Dan Rodriguez
4 million cubic yard estimate
2-3 times the amount of debris from Wilma
Held the line on contract pricing
AshBritt came through with resources when the market was
strained by Hurricane Harvey
Solid path to solid reimbursement.
Keep looking ahead for processing sites
Commend the team on a revised ordinance for PPDR and
identification of a ROE process for FEMA approval.
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Temporary Housing Dan Summers
Collier County has a temporary housing plan
We followed the plan….
Plan called for FEMA resources… we made all the necessary
accommodations for FEMA in our plan.
New this year and post Harvey, the additional efforts for FEMA
Direct Rental Assistance, which we believe has hampered the
unique situations for Immokalee and Everglades City.
Housing missions should remain at the Federal level .
Discovered a delay in the State approval of the mission, that
caused almost 2 week late start-up.
Sustainable housing, elevated housing and newer code
compliance efforts will generate the best long-term solution.
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FEMA Reimbursement
Remember its not an allocation, It’s a grant!
Entails manual documentation
Specific policy is written under the Stafford Act and newer FEMA
procurement SuperCircular.
NO local preferences can be instituted with any federal dollars.
Categories:
A Debris Removal
B Emergency Protective Measures
C Roads and Bridges
D Water Control Facilities
E Buildings and Equipment
F Utilities
G Parks, Recreational and other facilities.
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FEMA Reimbursement Continued
Large funding efforts are typically Cat A & Cat B.
Approximate Estimates to Date:
Cat A: 25% of work completed-Estimate at completion $70-80
million.
Cat B: 80% of work completed-Estimate at completion $40-50
million.
DETAILED AND AGGRESSIVE REVIEW IS ON-GOING!
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Break or Question and Comments
Staff/BCC Q&A
Recap of focus areas for Board and Staff Action –See Next Slide
Public Comment
Adjourn
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Re-Cap Focus Areas for Board
and Staff Action
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Staff Proposed: For Board Consideration –Regulatory #1
1.Pursue either by legislative or regulatory requirements that
licensed health care facilities expand their on-site generator
capabilities to address cooling, extended generator fuel run times
and comprehensive generator testing and evaluation via a
certification process. Staff would also suggest that in the case of
new facilities that 7 day fuel supplies be required and have a
redundant connection for towable “plug and play” back-up
generators. In the event the current injunction on the emergency
order is upheld, Collier County should strongly consider drafting
such an ordinance.
2.Siting of future licensed health care facilities shall ensure all
efforts where appropriate to be sufficiently wind and flood
hardened so as to allow for safe shelter-in place.
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Staff Proposed: For Board Consideration Regulatory #2
To help address evacuation shelter deficits, new developments
outside of Cat 1,-3 Storm Surge Zones be required to hardened
club houses, amenity centers, etc., to Cat 3 windspeeds with a
standby generator operation supporting cooling and life safety,
with a 40 sqft. open space for 40% of the total number of
residential structures. Example: 300 homes =120 “units” X 40
sqft. =4800 sqft. of protected “in-community” shelter space.
Such global efforts for sheltering, hardening, generators, and in-
building public safety radio communications signal penetration
should be evaluated and considered for future amendments to
the LDC.
Current county facilities and proposed future county facilities
shall be studied to find opportunities for shelter
hardening/retrofit effort with emphasis on building capability for
Special Needs. 41
Staff Proposed: For Board Consideration Regulatory #3
Through legislative or regulatory efforts strengthen the
emergency generator requirement for not only commercial fuel
stations near the interstate, but additional multi-pump stations
(TBD) inland. Current legislation has little to no enforcement.
Such efforts should include permanent on-site generator with
annual testing and operational certificates.
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Staff Proposed: For Board Consideration Regulatory #4
Propose a requirement for on-site permanent generator to be
required for certain wastewater lift stations owned or managed
by private entities.
Evaluate additional public and private critical infra-structure
locations including but not limited to licensed medical facilities
that operate around-the-clock, evacuation shelters, essential
service locations such as Fire, EMS, and Law Enforcement
operations to ensure permanent on-site generators are installed
and tested with a 96 hour fuel supply and a redundant
connection. Such plans shall be reviewed both by Emergency
Management and Building Inspections.
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Staff Proposed: For Board Consideration Regulatory #5
Florida Department of Health is responsible for the care of
Functional and Access Needs Clients during a disaster:
Emergency Management is responsible for the registry and
logistical support.
Through legislative consideration, the Florida Dept. of Health remains
critically short of nursing and support staff statewide during these disaster
events while trying manage more patients and more acute patients in the
shelter. Current health care financing concerns, offer no incentive for
hospitals to support temporary placement of the most critical special needs
clients. The State should be encouraged to substantially improve its
disaster health care field support capability and provide avenue for
hospitals to support temporary critical client placements.
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Staff Proposed: For Board Consideration Operational #1
Direct staff to seek additional opportunities to expand year-
around and surge capacity for county fuel. Efforts may include
but not be limited to:
Expanding fixed site capacity
Expanding the number of county owned fuel tenders for both bulk and
vehicle dispensing.
Expanding the number of “pony tanks” in support vehicles who can
dispense smaller quantities while in-transit.
Seek contracting opportunities for Vendor Managed inventory. (Bulk
ownership of fuel in the tank that is circulated.)
Procure indefinite quantity indefinite delivery vendors who specialize in
disaster response fueling support who have inventories, dispensing tankers
and resources outside of the region.
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Staff Proposed: For Board Consideration Operational #2
Seek opportunities in partnership with the District School Board
of Collier County for grants or new construction to address the
following:
Expand capability and reliability of current and future on-site generator
support and cooling systems to school buildings that serve as shelters. This
may include expanding the towable generator fleet owned by EM, as well as
inclusion of on-site generators for new construction with efforts to focus on
post-disaster grant opportunities.
Ensure all future middle and high schools are built to Enhanced Hurricane
Protection standards and where possible with accommodations made for
functional and access needs (Special Needs Clients)
Request on-site air conditioned storage at key shelter sites where possible
to extend the life of shelter supplies which will substantially reduce the
County’s logistical storage and deployment cost.
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Staff Proposed: For Board Consideration Operational #3
Consider directing Public Utilities Division to conduct an
assessment and provide a range of option for back-up power for
lift stations. Such efforts may include but not be limited to:
Stationary generator purchases at a tiered level.
Combination of rental and stationary delivery systems
Partnerships with FP&L or LCEC, whereby a generator “hub” could support
several critical infra-structure operations.
Seek grant opportunities for hardening and redundancy of primary and
secondary station operations.
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Staff Proposed: For Board Consideration Operational #4
Support the Emergency Management Division to continue efforts
to build depth in its Emergency Operations Center team from all
public and private sources.
Focus areas shall include:
Expanding and reinforcing public education efforts regarding emergency
messaging.
Continue to build local capability with supplies and equipment.
Continue efforts to expand technology capability for emergency messaging.
Consider restoring funding for a Donations and Volunteer coordinator to
build year-around capability and leverage for maximum benefit the
generosity of the community for the disaster survivor and taxpayer savings.
Seek funding sources to enclose the East Bay of the Emergency Services
Center to improve and extend the life of disaster supplies and inbound
commodities.
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Staff Proposed: For Board Consideration Policy #1
Seek opportunities and where appropriate consulting and technical
services to seek broad scope opportunities for post-disaster mitigation
grant funded opportunities.
Utilize the FEMA/State approved Local Mitigation Strategy plan and
process for project vetting.
Seek creative financing opportunities to include public and private
partnerships were feasible.
Evaluate future construction plans to find avenues for additional
shelter or disaster hardening and redundancy capability.
Make recommendations within the Land Development Code to find
future opportunities to help build a disaster resilient community and
strategies to break the damage repair cycle of disaster.
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Closing Remarks-
Supplemental Reports
Our sincere thanks to the
County and the Community!
Adjourn.
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