Office of Resilience and Sustainability

Jane Gilbert, Chief Resilience Officer Stephanie Tashiro, Deputy Resilience Officer

City Context

• “Gateway to the Americas” - a compact microcosm of economic, social, and ethnic diversity

• Largest city in MDC with over 440,000 residents • More than half of Miamians (51 percent) were

born abroad, and almost three-quarters (71 percent) of Miami households have at least one immigrant member.

• Leading center for international banking, finance and trade, while 29.9% of people live below the poverty levels.

Resilience Growth: Hurricanes

• 1992: Hurricane Andrew – Stricter building codes enacted in

Miami-Dade and Broward Counties (shutters, thicker plywood or concrete block construction, truss tie-downs)

– Later Adopted by the State • 2005: Hurricane Season

– Gas stations and large grocery stores required to have generators or hook-ups, FP&L strengthened its network, federal government improved its forecasts

Resilience Growth: Terrorism

• 2001: September 11 – DHS Urban Areas Security Initiative Created

• Miami and Fort Lauderdale UASIs formed unique partnership to plan projects, training and exercise

• Became one UASI in 2011 • Funds Southeast Florida Fusion Center

– DHS State Homeland Security Grant Program Created

• Resulted in creation of Southeast Florida Domestic Security Task Force • Broader group than UASI, similar mission

– Post 2001: Planning continues to evolve as terrorism evolves

• Comprehensive Emergency Management Plan (CEMP)

• Continuity of Operations Plan (COOP) • Hurricane Plan • Active Shooter Plan

Resilience Plans- Miami

• Local Mitigation Strategy (LMS): County – Began in the 1990s – County-wide strategy with municipality annexes – 1800 projects, 80% unfunded – 500 drainage projects

• Threat, Hazard Identification and Risk Assessment (THIRA) : Regional – Creates goals and personnel/equipment needed based on

a number of scenarios – Terrorism, Chemical/Biological/Radiological Incidents,

Cyber Security, Hurricanes, Flooding, Climate Change Considerations

Resilience Plans- County and Regional

Department Overview

• Mission: To build physical, social and economic resilience & sustainability in Miami and the surrounding region through internal and external partnerships.

Resilience & Sustainability

Flooding

Hurricanes

Infrastructure

Affordable Housing Sea Level Rise

Transportation

Poverty

Department Overview

• Co-developing a unified Resilient Greater Miami and the Beaches strategy with Miami-Dade County and City of Miami Beach

• Integrate holistic resilience strategy into City of Miami’s

strategic plan, budgeting, policies and capital improvement plans

• Advance City of Miami’s resilience to sea level rise through

interdepartmental planning & advising, support to SLR Committee, community/stakeholder engagement, and implementing SLR policy/resolutions.

Top Three Priorities:

Introduction to

Urban Resilience

Abandoned Steel Mill in Pittsburgh, USA

A city’s ability to maintain essential functions is threatened by both acute

shocks and chronic stresses.

Flooding in Mandalay, Myanmar

Austerity riots in Athens, Greece

Sudden shocks or accumulating stresses can lead to social breakdown, physical

collapse, or economic decline.

What are chronic stresses?

What are acute shocks?

Earthquake Wildfires Flooding Sandstorms Extreme cold Hazardous materials accident Severe storms and extreme rainfall Terrorism Disease outbreak Riot/civil unrest Infrastructure or building failure Heat wave

Water Scarcity Lack of affordable

housing Poor air quality

High unemployment Homelessness

Changing demographics Lack of social

cohesion Poverty/inequity

Aging Infrastructure Shifting macroeconomic

trends Crime & violence

Shocks and stresses can bring opportunities for cities to evolve, and in some circumstances,

transform.

Shock or Stress

Developing the Resilient GM&B

strategy

Resilient GM&B Strategy

INSTITUTIONALIZE AND IMPLEMENT

Resilient GM&B Phase I: Preliminary Resilience Assessment

Local Perceptions Survey

Actions Inventory

City Context

Physical Asset Scan

3-5 Discovery Areas for further study in Phase II

Stakeholder Committee validation Shocks & Stress

Qualitative Risk Assessment

Strengths & Weaknesses

List of actions, understanding of the gaps

Understanding of budget, region, governance

Scope, scale & condition of assets

Consequences

City Context

Working team

Stakeholder engagement

Interviews

Resilient GM&B Phase I: Engagement Status By the numbers, Preliminary Outreach

38% Mayor Meetings Complete

1 Agenda Setting Workshop

Resilient GM&B questionnaire

3 focus groups

City Mgrs, LMS, Phil Miami

4 invited participant

GMCC New Tropic

Biznow MD Police Chiefs CM Commission

CRO Speaking engagements

3 subject meetings

Transportation Housing and P&Z

Key Stakeholders • Mayors • Schools + Universities • Hospital + Health System • Government Affairs • Workforce Development • Transportation • Sea Level Rise • Affordable Housing

Large Stakeholders • Development Industry • Business Industry • Arts/Culture Industry • Social Equity • Young Professionals • DDA • Environmental • City Managers • Emergency Response *bold text denotes ongoing/completed effort

Resilient GM&B Phase II: Discovery area analysis

What is a Discovery Area? • Where GM&B needs to better understand risk • Where GM&B needs to evaluate interdependencies • Where GM&B need to gather new data to understand the potential for resilience-building initiatives in the city.

• They set the framework and priorities for analysis in Phase II

Some examples of discovery areas from others cities include a healthier environment, integrated plans and programs, adaptable and redundant infrastructure

Resilient GM&B Phase II: Strategy Development

Select actions to form implementable Resilience Strategy

• Identify opportunities / potential actions based on findings from the discovery area analysis

• Enhance / develop existing actions

• Identify existing actions for inclusion in the strategy

Create Resilient Greater Miami and the Beaches strategy document

Prioritized Shocks + Stresses Resilient GM&B Preliminary Findings

Agenda Setting Workshop Focus Groups Mayors Meetings Shocks

Hurricanes/Tornado (22%) Hurricane/ Tornado (37%) Rainfall Flooding (35%)

Economic Crash (11%) Economic Crash (19%) Infrastructure Failure – Transport/ Access (24%)

Infrastructure Failure – Cyber Security/ Communications (9%)

Rainfall Flooding (12%) Utility Infrastructure Failure

Infrastructure Failure – Transport/ Access (9%)

Utility Infrastructure Failure (11%)

Hurricanes/Tornado (12%)

Stresses Overtaxed + Unreliable

Transportation System (15.5%) Overtaxed + Unreliable

Transportation System (28%) Overtaxed + Unreliable

Transportation System (25%) Rising Sea Level + Coastal

Erosion (15.5%) Aging Infrastructure (24%) Aging Infrastructure (16%)

Aging Infrastructure (15.5%) Lack of Affordable Housing

(17%) Unstable Political Climate

(14%) Lack of Affordable Housing

(14%) Access to Quality Education

(11%) Rising Sea Level + Coastal

Erosion (13%) Access to Quality Education

Erosion (9%) Lack of Affordable Housing

Agenda Setting Workshop

Focus Groups Mayors Meetings

Strengths

Ensures continuity of critical services (21%)

Meet basic needs (22%) Fosters long-term and

integrated planning (19%)

Meets basic needs (14.5%) Empowers a broad range of

stakeholders (19%) Promotes cohesive and engaged

communities (14%)

Fosters long-term and integrated planning (10%)

Meets basic needs (7%)

Weaknesses

Provides reliable communications and mobility

Supports livelihoods and employment (30%)

Empowers a broad range of stakeholders (12.5%)

(21%) Meets basic needs (20%)

Meets basic needs (9%) Fosters economic prosperity

Prioritized Strengths + Weaknesses Resilient GM&B Preliminary Findings

Strengths

communities (14%)

Weaknesses

Strengths

communities (14%)

Weaknesses

Strengths

communities (14%)

Weaknesses

Strengths

communities (14%)

Weaknesses

Listening and Learning Initial findings: Transportation

• Need a consistent standard for SLR/storm surge planning and design

• Need public outreach and education to change local culture and perception of public transit

• Funding is an ongoing issue; opportunities exist for creative financing

• Collaboration with planning and zoning is key

• Need to understand impact and potential for smart technology including autonomous vehicles

• How will Brightline impact land use in region

• What does the future of transportation look like in GM&B (post current plans)?

Listening and Learning Initial Findings: Housing

• Low supply of affordable housing

• Collaboration with planning and zoning and transportation is key

• State and Federal funding is highly competitive;

• Municipal policies can create incentives for mixed income developments

• Opportunities exist for creative financing

• The urbanized housing reliant on external, often seasonal and absentee buyers

Building a Resilient Miami

- Citizen Survey and Stakeholder Engagement - Elected and staff leadership input on priorities - Integrating Resilience & Sustainability

performance measures (e.g., Recovery time goals) across departments

- Resilient Infrastructure Review Committee - interdepartmental coordination, leveraging co-benefits

Strategic Plan & Budget

Addressing Increasing Flood Risks

• Rapid Action Assessment for Critical infrastructure

• Updated Storm Water Management Plan

• Work with Planning and Zoning to strengthen zoning code;

• Work with Building Department to reduce NFIP CRS score

• Co-lead neighborhood integrated flood risk management – Shorecrest; and

• Engage Sea Level Rise Committee and other key external stakeholders around these priorities.

Department Contact

• Jane Gilbert, Chief Resilience Officer: [email protected], 305-416-1048

• Stephanie Tashiro, Deputy Resilience Officer: [email protected], 305-416-5428

• Ajani Stewart, Environ. Programs Manager: [email protected], 305-960-5191

• Office of Resilience and Sustainability, 444 SW 2nd Ave, 10th Floor, Miami, Fl, 33130

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