After being recognized by the Texas Public Works Association for Project of the Year - Disaster Recovery under $5 Million, Jim Proce & Ed Balderas submitted application to APWA with the TPWA endorsement. Jim & Ed collobaroated on several presentations and articles on the event and both have been recognized for innovative methods in disaster recovery.
This document provides an overview of a proposed development called North Hills that would build a new town of 7,500 homes and commercial space on 4,000 acres of land south of Orcutt, California. The development aims to address the county's shortage of affordable housing but faced opposition from the planning commission due to its location on an active oil field. While proponents argue it could help with housing and economic growth, critics worry it may encourage sprawl and impact agricultural land. The developers sought approval to study the feasibility of the project but this has been postponed indefinitely due to concerns about the oil operations on the site.
Lend Lease implements sustainability initiatives across its projects globally, including its work with the Department of Defense through the Military Housing Privatization Initiative. Some key sustainability programs introduced at Lend Lease communities include:
1) Installing solar photovoltaic systems capable of generating up to 18 megawatts to provide renewable energy for residents in Hawaii.
2) Conserving over 30 million gallons of water in Colorado through xeriscaping and conservation campaigns in response to drought conditions.
3) Launching a waste reduction program called SYNERGY at Campbell Crossing in Kentucky to educate residents on sustainable practices.
The document summarizes lessons learned from Christchurch, New Zealand's response to major earthquakes in 2010 and 2011. It discusses:
1) The earthquakes caused widespread damage across Christchurch, destroying infrastructure and claiming 182 lives. A state of emergency was declared.
2) Restoring critical infrastructure like roads, water, and sewage systems was a top priority. This was achieved through a large coordinated effort involving the city, military, and contractors.
3) The military played a key role, providing logistical support, security, and humanitarian aid. However, coordinating their command-and-control style with the city's more collaborative approach required adjustment.
Lake Ontario Waterkeeper's submission on the Navigation Protection Act ReviewLOWaterkeeper
On Wednesday, November 30, 2016, Lake Ontario Waterkeeper submitted comments to the Government of Canada on changes made to the Navigation Protection Act (formerly, "Navigable Waters Protection Act") – one of Canada’s oldest laws. Until 2009, the law remained substantially unchanged, when sweeping changes to the legislation eliminated protections for the majority of navigable waters in Canada and focused the law on specific acts of navigation on waters of interest to the federal government. Waterkeeper was the only environmental organization to participate in the committee review prior to the 2009 changes, and again in 2012. Here are Waterkeeper's recommendations for the Standing Committee on Transport, Infrastructure and Communities’ consideration.
This document summarizes a research paper that examines issues related to waterfront redevelopment in Port Harcourt, Nigeria. Specifically, it looks at the demolition of waterfront slums, concerns of affected residents, and challenges of implementing demolition policies. It discusses the pros and cons of considering these areas as dysfunctional versus recognizing their social and economic functions. While complete sudden clearance may worsen problems, rehabilitation may not always be feasible. The document recommends a gradual phased redevelopment process to minimize negative impacts. It provides background on Port Harcourt's population growth and past government efforts to address slums. The research involved interviews and surveys of waterfront residents to understand perspectives on living conditions and awareness of redevelopment policies.
Pilgrim Pipelines: What Ulster County Residents Need to KnowJeremy Cherson
The document summarizes information about proposed Pilgrim Pipelines projects in New York that would transport crude oil from North Dakota through New York to New Jersey. It notes that the pipelines could have significant environmental and community impacts, as the proposed routes would cross over 200 water bodies, 99 access roads would be built in Ulster County, and pipeline leaks could release over 350,000 gallons of crude oil per hour. Local governments and environmental groups oppose the projects due to these risks. The document outlines next steps in the environmental review process and argues that investments in clean energy would better serve the region than the proposed pipelines.
Our Summer 2015 edition featuring Quadra Village Day, articles on The Summit at Quadra Village (955 Hillside), creative neighbour, Richard Olafson and long-time community member, Jack Woolford.
Stay up to date with neighbourhood happenings! “Like” I Love Quadra Village on Facebook: www.facebook.com/ILoveQV
Dan Leeming of the Planning Partnership provides an overview of sustainable planning principles for the CaGBC's Sustainable Building Advisor Program in Apr 2012
This document provides an overview of a proposed development called North Hills that would build a new town of 7,500 homes and commercial space on 4,000 acres of land south of Orcutt, California. The development aims to address the county's shortage of affordable housing but faced opposition from the planning commission due to its location on an active oil field. While proponents argue it could help with housing and economic growth, critics worry it may encourage sprawl and impact agricultural land. The developers sought approval to study the feasibility of the project but this has been postponed indefinitely due to concerns about the oil operations on the site.
Lend Lease implements sustainability initiatives across its projects globally, including its work with the Department of Defense through the Military Housing Privatization Initiative. Some key sustainability programs introduced at Lend Lease communities include:
1) Installing solar photovoltaic systems capable of generating up to 18 megawatts to provide renewable energy for residents in Hawaii.
2) Conserving over 30 million gallons of water in Colorado through xeriscaping and conservation campaigns in response to drought conditions.
3) Launching a waste reduction program called SYNERGY at Campbell Crossing in Kentucky to educate residents on sustainable practices.
The document summarizes lessons learned from Christchurch, New Zealand's response to major earthquakes in 2010 and 2011. It discusses:
1) The earthquakes caused widespread damage across Christchurch, destroying infrastructure and claiming 182 lives. A state of emergency was declared.
2) Restoring critical infrastructure like roads, water, and sewage systems was a top priority. This was achieved through a large coordinated effort involving the city, military, and contractors.
3) The military played a key role, providing logistical support, security, and humanitarian aid. However, coordinating their command-and-control style with the city's more collaborative approach required adjustment.
Lake Ontario Waterkeeper's submission on the Navigation Protection Act ReviewLOWaterkeeper
On Wednesday, November 30, 2016, Lake Ontario Waterkeeper submitted comments to the Government of Canada on changes made to the Navigation Protection Act (formerly, "Navigable Waters Protection Act") – one of Canada’s oldest laws. Until 2009, the law remained substantially unchanged, when sweeping changes to the legislation eliminated protections for the majority of navigable waters in Canada and focused the law on specific acts of navigation on waters of interest to the federal government. Waterkeeper was the only environmental organization to participate in the committee review prior to the 2009 changes, and again in 2012. Here are Waterkeeper's recommendations for the Standing Committee on Transport, Infrastructure and Communities’ consideration.
This document summarizes a research paper that examines issues related to waterfront redevelopment in Port Harcourt, Nigeria. Specifically, it looks at the demolition of waterfront slums, concerns of affected residents, and challenges of implementing demolition policies. It discusses the pros and cons of considering these areas as dysfunctional versus recognizing their social and economic functions. While complete sudden clearance may worsen problems, rehabilitation may not always be feasible. The document recommends a gradual phased redevelopment process to minimize negative impacts. It provides background on Port Harcourt's population growth and past government efforts to address slums. The research involved interviews and surveys of waterfront residents to understand perspectives on living conditions and awareness of redevelopment policies.
Pilgrim Pipelines: What Ulster County Residents Need to KnowJeremy Cherson
The document summarizes information about proposed Pilgrim Pipelines projects in New York that would transport crude oil from North Dakota through New York to New Jersey. It notes that the pipelines could have significant environmental and community impacts, as the proposed routes would cross over 200 water bodies, 99 access roads would be built in Ulster County, and pipeline leaks could release over 350,000 gallons of crude oil per hour. Local governments and environmental groups oppose the projects due to these risks. The document outlines next steps in the environmental review process and argues that investments in clean energy would better serve the region than the proposed pipelines.
Our Summer 2015 edition featuring Quadra Village Day, articles on The Summit at Quadra Village (955 Hillside), creative neighbour, Richard Olafson and long-time community member, Jack Woolford.
Stay up to date with neighbourhood happenings! “Like” I Love Quadra Village on Facebook: www.facebook.com/ILoveQV
Dan Leeming of the Planning Partnership provides an overview of sustainable planning principles for the CaGBC's Sustainable Building Advisor Program in Apr 2012
U.S. Army Corps of Engineers Update, Mark Mazzanti SESTWCA
This 3-paragraph summary provides an overview of the USACE Civil Works Programs and Policy Update presentation:
The presentation discusses the USACE Southwestern Division's civil works mission and area of responsibility, which includes hundreds of water resources development projects across 4 states. It highlights some of the major programs, such as navigation, hydropower, water supply, recreation, and flood risk management. The presentation also provides an overview of the civil works budget outlook and new authorities granted under the Water Infrastructure Improvements for the Nation Act. These include provisions related to cost-sharing, flood risk management projects, mitigation banking, beneficial use of dredged material, and authorization of proposed feasibility studies.
Herrmann, Victoria. (2017). The United States Climate Change Relocation PlanELEEP Network
The reality of internally displaced communities due to sea level rise, flooding, and extreme storm events in the United States has arrived, and is poised to get worse. However, the US federal government remains ill-prepared to deal with the immense and undeniable human security challenge at hand. At present, there is no dedicated funding, dedicated lead agency, or dedicated policy framework to guide communities in need of relocation. In "The United States’ Climate Change Relocation Plan," Victoria Hermann looks at private, philanthropic, and nonprofit sector engagement in the relocation of American communities displaced by climate change. She proposes a foundation-led effort to coordinate a program providing resources, expertise, support, and guidance to towns in need of managed retreat.
The Lower East Side Long Term Recovery Group (LES LTRG), now called LES Ready, is a coalition of 32 community groups and institutions that formed after Hurricane Sandy to coordinate disaster response and preparedness in Manhattan's Lower East Side neighborhood. This document discusses the impacts of Hurricane Sandy in New York City and the Lower East Side, and how community organizations came together effectively to provide relief when government response was slow. It also presents research on resources and needs to inform LES Ready's community-based disaster response plan.
This document proposes investing $85 billion in transportation and environmental infrastructure projects to rebuild America. It allocates funding to repair highways, bridges, transit systems, rail, aviation, water infrastructure, and federal buildings. It prioritizes "shovel-ready" projects that can start within 90 days to quickly boost the economy and jobs. The proposal estimates creating over 2.4 million jobs and $439 billion in economic activity through this infrastructure investment plan.
The document discusses the designation of the Detroit River as an American Heritage River in 1998 and the subsequent efforts through the Greater Detroit American Heritage Rivers Initiative to restore the environmental health and promote the economic development of the Detroit River area. It highlights several accomplishments from 2004, such as constructing fish habitats, preserving land, and expanding greenway trails. The initiative continues to leverage funding and support revitalization projects along the Detroit River.
The Community Risk and Resiliency Act (CRRA) requires the New York State Department of Environmental Conservation (NYSDEC) to establish official sea-level rise projections that must be considered in permitting and funding decisions. The NYSDEC has released sea-level rise projections for three regions of New York through 2100, with ranges from low to high increases. Beginning in 2017, applicants for certain permits and funding will need to demonstrate that future climate risks from sea-level rise, storm surge and flooding have been considered in accordance with the new regulations. This will affect permitting and siting decisions for industries like oil and gas extraction, landfills, sewer systems, hazardous waste facilities and more.
“Post-Sandy Initiative” is an American Institute of Architects, New York Chapter, special multi-disciplinary, inter-agency collaboration, which purpose is to address the aftermath of Superstorm Sandy in New York City. The purpose of this study is to frame issues for further development, and ultimately make revisions to the NYC Zoning Resolution and Building Code, to accommodate and promote suitable redevelopment of housing, neighborhoods, and infrastructure.
Consent 301 Project Agreement with Natural Resources Conservation ServiceVictoriaColangelo
In July 2018 the Community Development Department requested that the City Commission authorize
entering into a Project Agreement with the Natural Resources Conservation Service
MRCS) for federal and local match funding of four critical Emergency Watershed Protection projects as a result of damages from Hurricane Irma, in the total amount of $1,569,491.67.
We don't believe anything was ever done.
The City neglected the residents by not adequately preparing for future storms.
Transportation Challenges – How are Ports-to-Plains Alliance Jurisdictions Addressing the Issues?
The Ports-to-Plains region fuels North America with Alberta, home of the world’s third largest proven oil reserves, and 7 of the top 10 oil producing US states. While the production is a boom to the local economies, it is placing a strain on the transportation infrastructure. Transportation leaders from Alberta, Texas and North Dakota will tell how they are facing the challenge.
South Ironbound Resiliency Action Plan (Newark)APA-NJ
The Ironbound Community Corporation invited the APA-NJ CPAP program to support their effrots to create a South Ironbound Resiliency Plan. The plan was developed for a portion of the Ironbound community called South Iranbound. The area includes residential, commercial, and industrial properties, and suffers from an array of issues that have been identified by the community.
Atkins is a major planning firm that leads projects transforming the built environment worldwide. They provide innovative solutions for urban centers and infrastructure to support communities. Their multidisciplinary teams address economic, social, physical, and environmental aspects of any development. Atkins has an established reputation for imaginative, practical, and independent planning advice on projects of all sizes for public and private clients.
Cleaning Up & Reconstructing in Haiti after the 2010 Earthquakeisabelle arnold
1) Cleaning up debris from the Haiti earthquake required locating staff, equipment, and funds to remove debris, develop a debris removal plan, and identify drop-off points.
2) Priorities for debris removal included clearing roads, identifying drop-off sites, and sorting debris into categories like concrete, metal, and hazardous materials.
3) Proper reconstruction is needed according to building codes, with soil testing, earthquake-resistant materials, and financial assistance for homeowners and businesses.
Here are some key resources for levee districts regarding emergency action plans and legal issues:
- US Army Corps of Engineers Levee Safety Program website (http://ulc.usace.army.mil/) - Provides guidance on levee inspections, certification, rehabilitation programs and more.
- FEMA Flood Insurance Rate Map Task Force website (www.fema.gov/business/nfip/fifm_task_force.shtm) - Information on levee accreditation and impact on flood insurance rates.
- FEMA Emergency Management Institute Independent Study Program (http://training.fema.gov/) - Offers free online courses related to flood preparedness, response and recovery.
- Association
This document provides an overview and update on the North American Development Bank (NADB) and Border Environment Cooperation Commission (BECC). It discusses NADB's mandate, ownership structure, eligible sectors, geographic jurisdiction, operating environment, project activities in 2013, cumulative financing results, outcomes of completed projects, an international crossing study, and options for a general capital increase. Key points include NADB providing $359.7 million in new financing for 19 new projects in 2013, $2.22 billion contracted to support 192 projects, 140 projects fully implemented, and a capital increase seen as critical to maintain credit ratings and lending capacity.
Three days of torrential tropical rains during late August20.docxherthalearmont
Three days of torrential tropical rains during late August
2002 swelled Costa Rica’s rivers to bursting point.
Landslides swept through the communities of Orosi de
Cartago, killing at least seven people, destroying 17
houses and damaging aqueducts, telephone lines and
power lines. Hundreds had to be evacuated. The Costa
Rican Red Cross deployed 120 people in the search and
rescue operation, which was made extremely dangerous
because of constant, ongoing landslides in the zone
affected.
Following the disaster, the International Federation, sup-
ported by the Regional Delegation in Central America,
obtained funding from the British government to imple-
ment an early warning system in the event of future
landslides. The overall objective was to ‘promote the
development of community organizational and planning
processes for the identification of risks and resources, in
order to prepare for and respond to emergency situa-
tions’.
The intervention
The Costa Rican Red Cross initiated a community
training programme in disaster preparedness and pre-
vention, community first aid and psychological support.
The idea of the early warning system was put to the
community on the understanding that the community
itself would operate and follow through with this sys-
tem. Building materials were distributed to support
structures such as retaining walls and for repairing
drinking-water pipes damaged in the landslide.
Meanwhile, the local authorities established an emer-
gency committee to coordinate disaster response and
rehabilitation activities. This committee convened coor-
dination meetings and followed up on activities in the
affected communities. Radio equipment was installed in
four centres: the Orosi local emergency committee, a
nearby Red Cross base, the national meteorological
institute office and the Rio Macho drinking water river
authority. A warning siren was installed atop the Costa
Rican electricity institute’s communications tower.
Activities were coordinated with local institutions such
as the Catholic church, the Costa Rican institute of elec-
tricity, the community development association, the
chamber of tourism and regional private and state
schools, in order to disseminate information about the
risk reduction measures being undertaken. The Red
Cross committees within the area provided monitoring
and follow-up during the implementation of the early
warning system. Their unique access to affected commu-
nities and institutions involved in the early warning
system made this possible.
The willingness of the communities to participate in
training sessions was very positive. Many female heads
of households, men and children took part. Disaster
awareness materials were circulated to teachers in the
local schools. A training process in the communities was
begun and continues. Results to date are outlined below.
Positive impacts
■ 200 people have been trained in disaster prepared-
ness, 100 people have been trained in community
first ...
Beating CSOs in Seatown | Municipal Sewer & Water Magazine mswmag.com Seattle...cparker407
1) Seattle has been working to address its combined sewer overflow (CSO) problems through a unique consent decree that allows stormwater control projects if they provide greater environmental benefits than CSO projects.
2) Seattle's strategy involves fixing infrastructure problems first, keeping stormwater out of the system, and storing whatever water is left through underground storage tanks.
3) A key part of the strategy is addressing stormwater runoff, which can have environmental impacts 100 times greater than CSOs and enters the system in much larger volumes every time it rains.
Winds of Change in Klickitat CountyThe Harvest Wind ProjectM..pdfinfo335653
Winds of Change in Klickitat County:
The Harvest Wind Project
M. Phillips, D. Watson, B. Barnes, and H. Feldman
The following case describes a proposal by four Pacific Northwest utilities to build another wind
farm in the Columbia River Gorge. The local county planning director is responsible for deciding
on a permit for the project, but there are organizations and citizens both for and against
approving the permit, including local farmers, environmental groups, county citizens worried
about health and noise effects, and, of course, the local utilities who are proposing the project. If
approved, and completed by the end of the year, the costs of the project could be reduced by
almost a third through a grant by the U.S. Treasury Department.
Introduction
It was early April 2009, and Klickitat County planning director Curt Dreyer was weary but
happy to be writing up his permitting decision. On a tight timeline, he had worked for months
gathering information and vetting the Harvest Wind Project proposal that had been submitted by
four Pacific Northwest consumer owned utilities: the Public Utility District (PUD) No. 1 of
Cowlitz County, the Eugene Water and Electric Board. Lakeview Green Energy. Inc., and
Peninsula Light Company. The pressure had been high: hanging in the balance was a $60.76
million US Treasury Department grant which represented 30 percent of eligible construction
costs, made available through the American Recovery and Reinvestment Act of 2009 (ARRA).
To qualify for the full amount, the wind project had to be completed within the year 2009.
The proposed construction schedule was one of the most aggressive ever and in order to
complete it on time approval had to come in April. Wind projects were complicated and required
months of constructiontypically half a year or more. If Curt approved the project, construction
could commence by early May, concluding by December 2009 at the latest to qualify for the
$60.76 million grant.
Approving the permit was not a forgone conclusion. Although Klickitat County was often called
the capital of wind energy in the Pacific Northwest due to its 14 operating wind farms and its
prime location in the Columbia River Gorge, concerns about wind power among
stakeholdersincluding negative economic, environmental, and health effectswere increasingly
being voiced in the region and nationally. With imperfect information on health effects and
environmental effects, the true costs of wind were uncertain. And yet each new wind proposal
had to be evaluated given leading edge knowledge at the time, and every affected party and
viewpoint had to be taken into consideration before approving or turning down the projects
permit application for the county. Given these concerns and the uncertainty, would the gains to
project stakeholders justify signing off on the project? As he reflected on the past few months,
Curt felt he had done his best to collect as much information as possible and to weigh the
concerns and needs.
Hazard mitigation has increasingly become the responsibility of local decision makers who work with technical assistance providers to apply for federal funding. Understanding the disaster cycle: preparedness, response, recovery and mitigation; helps communities reduce risk from disaster. During this panel, the
importance of understanding the need to adopt both structural and non‐structural mitigation strategies will be covered.
Speakers: Jonathon Monken, Director, Illinois Emergency
Management Agency (IEMA); Rusty Tenton, State Hazard Mitigation
Office, Illinois Emergency Management Agency (IEMA); Ron Davis, State Hazard Mitigation Office, Illinois Emergency Management Agency (IEMA);
Foundation: Mary Ellen Chamberlin, President, RDA
Facilitator: Carrie McKillip, Community Development Educator,
University of Illinois Extension
Jim Proce ICMA-CM - Cartegraph - 2020 Vortex of StupidityJim Proce
Jim Proce, a credentialed ICMA City Manager with a background in Public Works and Engineering, serves up a reality check with this no nonsense approach to local government, with the idea of no excuses and challenging participants to ask themselves questions and to do something about the things that make you crazy.
As the City of Anna Texas endures explosive growth a special time occurred several hot days in the summer of 2019, where a group of neighbors got together and with a little help from our friends from Play By Design a small miracle occurred.
#AnnaTexasTheNextBigThinginNTX
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U.S. Army Corps of Engineers Update, Mark Mazzanti SESTWCA
This 3-paragraph summary provides an overview of the USACE Civil Works Programs and Policy Update presentation:
The presentation discusses the USACE Southwestern Division's civil works mission and area of responsibility, which includes hundreds of water resources development projects across 4 states. It highlights some of the major programs, such as navigation, hydropower, water supply, recreation, and flood risk management. The presentation also provides an overview of the civil works budget outlook and new authorities granted under the Water Infrastructure Improvements for the Nation Act. These include provisions related to cost-sharing, flood risk management projects, mitigation banking, beneficial use of dredged material, and authorization of proposed feasibility studies.
Herrmann, Victoria. (2017). The United States Climate Change Relocation PlanELEEP Network
The reality of internally displaced communities due to sea level rise, flooding, and extreme storm events in the United States has arrived, and is poised to get worse. However, the US federal government remains ill-prepared to deal with the immense and undeniable human security challenge at hand. At present, there is no dedicated funding, dedicated lead agency, or dedicated policy framework to guide communities in need of relocation. In "The United States’ Climate Change Relocation Plan," Victoria Hermann looks at private, philanthropic, and nonprofit sector engagement in the relocation of American communities displaced by climate change. She proposes a foundation-led effort to coordinate a program providing resources, expertise, support, and guidance to towns in need of managed retreat.
The Lower East Side Long Term Recovery Group (LES LTRG), now called LES Ready, is a coalition of 32 community groups and institutions that formed after Hurricane Sandy to coordinate disaster response and preparedness in Manhattan's Lower East Side neighborhood. This document discusses the impacts of Hurricane Sandy in New York City and the Lower East Side, and how community organizations came together effectively to provide relief when government response was slow. It also presents research on resources and needs to inform LES Ready's community-based disaster response plan.
This document proposes investing $85 billion in transportation and environmental infrastructure projects to rebuild America. It allocates funding to repair highways, bridges, transit systems, rail, aviation, water infrastructure, and federal buildings. It prioritizes "shovel-ready" projects that can start within 90 days to quickly boost the economy and jobs. The proposal estimates creating over 2.4 million jobs and $439 billion in economic activity through this infrastructure investment plan.
The document discusses the designation of the Detroit River as an American Heritage River in 1998 and the subsequent efforts through the Greater Detroit American Heritage Rivers Initiative to restore the environmental health and promote the economic development of the Detroit River area. It highlights several accomplishments from 2004, such as constructing fish habitats, preserving land, and expanding greenway trails. The initiative continues to leverage funding and support revitalization projects along the Detroit River.
The Community Risk and Resiliency Act (CRRA) requires the New York State Department of Environmental Conservation (NYSDEC) to establish official sea-level rise projections that must be considered in permitting and funding decisions. The NYSDEC has released sea-level rise projections for three regions of New York through 2100, with ranges from low to high increases. Beginning in 2017, applicants for certain permits and funding will need to demonstrate that future climate risks from sea-level rise, storm surge and flooding have been considered in accordance with the new regulations. This will affect permitting and siting decisions for industries like oil and gas extraction, landfills, sewer systems, hazardous waste facilities and more.
“Post-Sandy Initiative” is an American Institute of Architects, New York Chapter, special multi-disciplinary, inter-agency collaboration, which purpose is to address the aftermath of Superstorm Sandy in New York City. The purpose of this study is to frame issues for further development, and ultimately make revisions to the NYC Zoning Resolution and Building Code, to accommodate and promote suitable redevelopment of housing, neighborhoods, and infrastructure.
Consent 301 Project Agreement with Natural Resources Conservation ServiceVictoriaColangelo
In July 2018 the Community Development Department requested that the City Commission authorize
entering into a Project Agreement with the Natural Resources Conservation Service
MRCS) for federal and local match funding of four critical Emergency Watershed Protection projects as a result of damages from Hurricane Irma, in the total amount of $1,569,491.67.
We don't believe anything was ever done.
The City neglected the residents by not adequately preparing for future storms.
Transportation Challenges – How are Ports-to-Plains Alliance Jurisdictions Addressing the Issues?
The Ports-to-Plains region fuels North America with Alberta, home of the world’s third largest proven oil reserves, and 7 of the top 10 oil producing US states. While the production is a boom to the local economies, it is placing a strain on the transportation infrastructure. Transportation leaders from Alberta, Texas and North Dakota will tell how they are facing the challenge.
South Ironbound Resiliency Action Plan (Newark)APA-NJ
The Ironbound Community Corporation invited the APA-NJ CPAP program to support their effrots to create a South Ironbound Resiliency Plan. The plan was developed for a portion of the Ironbound community called South Iranbound. The area includes residential, commercial, and industrial properties, and suffers from an array of issues that have been identified by the community.
Atkins is a major planning firm that leads projects transforming the built environment worldwide. They provide innovative solutions for urban centers and infrastructure to support communities. Their multidisciplinary teams address economic, social, physical, and environmental aspects of any development. Atkins has an established reputation for imaginative, practical, and independent planning advice on projects of all sizes for public and private clients.
Cleaning Up & Reconstructing in Haiti after the 2010 Earthquakeisabelle arnold
1) Cleaning up debris from the Haiti earthquake required locating staff, equipment, and funds to remove debris, develop a debris removal plan, and identify drop-off points.
2) Priorities for debris removal included clearing roads, identifying drop-off sites, and sorting debris into categories like concrete, metal, and hazardous materials.
3) Proper reconstruction is needed according to building codes, with soil testing, earthquake-resistant materials, and financial assistance for homeowners and businesses.
Here are some key resources for levee districts regarding emergency action plans and legal issues:
- US Army Corps of Engineers Levee Safety Program website (http://ulc.usace.army.mil/) - Provides guidance on levee inspections, certification, rehabilitation programs and more.
- FEMA Flood Insurance Rate Map Task Force website (www.fema.gov/business/nfip/fifm_task_force.shtm) - Information on levee accreditation and impact on flood insurance rates.
- FEMA Emergency Management Institute Independent Study Program (http://training.fema.gov/) - Offers free online courses related to flood preparedness, response and recovery.
- Association
This document provides an overview and update on the North American Development Bank (NADB) and Border Environment Cooperation Commission (BECC). It discusses NADB's mandate, ownership structure, eligible sectors, geographic jurisdiction, operating environment, project activities in 2013, cumulative financing results, outcomes of completed projects, an international crossing study, and options for a general capital increase. Key points include NADB providing $359.7 million in new financing for 19 new projects in 2013, $2.22 billion contracted to support 192 projects, 140 projects fully implemented, and a capital increase seen as critical to maintain credit ratings and lending capacity.
Three days of torrential tropical rains during late August20.docxherthalearmont
Three days of torrential tropical rains during late August
2002 swelled Costa Rica’s rivers to bursting point.
Landslides swept through the communities of Orosi de
Cartago, killing at least seven people, destroying 17
houses and damaging aqueducts, telephone lines and
power lines. Hundreds had to be evacuated. The Costa
Rican Red Cross deployed 120 people in the search and
rescue operation, which was made extremely dangerous
because of constant, ongoing landslides in the zone
affected.
Following the disaster, the International Federation, sup-
ported by the Regional Delegation in Central America,
obtained funding from the British government to imple-
ment an early warning system in the event of future
landslides. The overall objective was to ‘promote the
development of community organizational and planning
processes for the identification of risks and resources, in
order to prepare for and respond to emergency situa-
tions’.
The intervention
The Costa Rican Red Cross initiated a community
training programme in disaster preparedness and pre-
vention, community first aid and psychological support.
The idea of the early warning system was put to the
community on the understanding that the community
itself would operate and follow through with this sys-
tem. Building materials were distributed to support
structures such as retaining walls and for repairing
drinking-water pipes damaged in the landslide.
Meanwhile, the local authorities established an emer-
gency committee to coordinate disaster response and
rehabilitation activities. This committee convened coor-
dination meetings and followed up on activities in the
affected communities. Radio equipment was installed in
four centres: the Orosi local emergency committee, a
nearby Red Cross base, the national meteorological
institute office and the Rio Macho drinking water river
authority. A warning siren was installed atop the Costa
Rican electricity institute’s communications tower.
Activities were coordinated with local institutions such
as the Catholic church, the Costa Rican institute of elec-
tricity, the community development association, the
chamber of tourism and regional private and state
schools, in order to disseminate information about the
risk reduction measures being undertaken. The Red
Cross committees within the area provided monitoring
and follow-up during the implementation of the early
warning system. Their unique access to affected commu-
nities and institutions involved in the early warning
system made this possible.
The willingness of the communities to participate in
training sessions was very positive. Many female heads
of households, men and children took part. Disaster
awareness materials were circulated to teachers in the
local schools. A training process in the communities was
begun and continues. Results to date are outlined below.
Positive impacts
■ 200 people have been trained in disaster prepared-
ness, 100 people have been trained in community
first ...
Beating CSOs in Seatown | Municipal Sewer & Water Magazine mswmag.com Seattle...cparker407
1) Seattle has been working to address its combined sewer overflow (CSO) problems through a unique consent decree that allows stormwater control projects if they provide greater environmental benefits than CSO projects.
2) Seattle's strategy involves fixing infrastructure problems first, keeping stormwater out of the system, and storing whatever water is left through underground storage tanks.
3) A key part of the strategy is addressing stormwater runoff, which can have environmental impacts 100 times greater than CSOs and enters the system in much larger volumes every time it rains.
Winds of Change in Klickitat CountyThe Harvest Wind ProjectM..pdfinfo335653
Winds of Change in Klickitat County:
The Harvest Wind Project
M. Phillips, D. Watson, B. Barnes, and H. Feldman
The following case describes a proposal by four Pacific Northwest utilities to build another wind
farm in the Columbia River Gorge. The local county planning director is responsible for deciding
on a permit for the project, but there are organizations and citizens both for and against
approving the permit, including local farmers, environmental groups, county citizens worried
about health and noise effects, and, of course, the local utilities who are proposing the project. If
approved, and completed by the end of the year, the costs of the project could be reduced by
almost a third through a grant by the U.S. Treasury Department.
Introduction
It was early April 2009, and Klickitat County planning director Curt Dreyer was weary but
happy to be writing up his permitting decision. On a tight timeline, he had worked for months
gathering information and vetting the Harvest Wind Project proposal that had been submitted by
four Pacific Northwest consumer owned utilities: the Public Utility District (PUD) No. 1 of
Cowlitz County, the Eugene Water and Electric Board. Lakeview Green Energy. Inc., and
Peninsula Light Company. The pressure had been high: hanging in the balance was a $60.76
million US Treasury Department grant which represented 30 percent of eligible construction
costs, made available through the American Recovery and Reinvestment Act of 2009 (ARRA).
To qualify for the full amount, the wind project had to be completed within the year 2009.
The proposed construction schedule was one of the most aggressive ever and in order to
complete it on time approval had to come in April. Wind projects were complicated and required
months of constructiontypically half a year or more. If Curt approved the project, construction
could commence by early May, concluding by December 2009 at the latest to qualify for the
$60.76 million grant.
Approving the permit was not a forgone conclusion. Although Klickitat County was often called
the capital of wind energy in the Pacific Northwest due to its 14 operating wind farms and its
prime location in the Columbia River Gorge, concerns about wind power among
stakeholdersincluding negative economic, environmental, and health effectswere increasingly
being voiced in the region and nationally. With imperfect information on health effects and
environmental effects, the true costs of wind were uncertain. And yet each new wind proposal
had to be evaluated given leading edge knowledge at the time, and every affected party and
viewpoint had to be taken into consideration before approving or turning down the projects
permit application for the county. Given these concerns and the uncertainty, would the gains to
project stakeholders justify signing off on the project? As he reflected on the past few months,
Curt felt he had done his best to collect as much information as possible and to weigh the
concerns and needs.
Hazard mitigation has increasingly become the responsibility of local decision makers who work with technical assistance providers to apply for federal funding. Understanding the disaster cycle: preparedness, response, recovery and mitigation; helps communities reduce risk from disaster. During this panel, the
importance of understanding the need to adopt both structural and non‐structural mitigation strategies will be covered.
Speakers: Jonathon Monken, Director, Illinois Emergency
Management Agency (IEMA); Rusty Tenton, State Hazard Mitigation
Office, Illinois Emergency Management Agency (IEMA); Ron Davis, State Hazard Mitigation Office, Illinois Emergency Management Agency (IEMA);
Foundation: Mary Ellen Chamberlin, President, RDA
Facilitator: Carrie McKillip, Community Development Educator,
University of Illinois Extension
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Jim Proce - Rowlett Public Works 2017 APWA Project of the Year Application - Rowlett EF4 Tornado
1. City of Rowlett, Texas - APWA 2017 Project of the Year - Disaster or
Emergency Construction/Repair – Less Than $5 Million
INTRODUCTION/SUMMARY
On December 26, 2015, the City of Rowlett and several other cities in North Texas were
hit with an EF-4 tornado. As a result almost 1,300 homes in Rowlett were tragically
affected. Total destruction of many of these homes was evident only moments after the
hit. The path of destruction was over 3 and a half miles long and as wide as a half mile
wide. Such an event had never been encountered in Rowlett. Over 300 vehicles were
destroyed. All street signs, traffic signals, street lights, street trees, were destroyed or
damaged. One of our water towers was severely damaged beyond repair requiring it to
be immediately drained to prevent its’ imminent collapse.
Upon first inspection the streets of Rowlett were virtually impassable. Through the use
of the North Central Texas Council of Government’s Public Works Emergency Response
Team (NCTCOG-PWERT) mutual aid agreement, over 130,000 cubic yards of
construction and demolition debris was removed from the City’s rights-of-way, allowing
public safety, public works, contractors, and volunteers to access the affected region and
as such the recovery began.
2. 2 | 22
Working with emergency management staff,
public safety officials, public works staff, and
mutual aid response, the Rowlett response was
nothing short of a miracle. The sheer volume of
material moved, reduced, sorted and recycled
was not only the right answer, but it was cost
effective, timely, and efficient, saving the citizens
of Rowlett, literally millions of dollars, by mutual
aid, reduction efforts and diverting tipping fees.
This is truly the story of the successes of the
Rowlett tornado recovery efforts, the Rowlett
Public Works Department, the NCTCOG PWERT
mutual aid cities, our Contractor Crowder Gulf,
our Consultant True North, and several of our key
team members to whom without we would not
have so successfully addressed our community in
its time of great need. Several of the tactics and
initiatives are outlined in the following pages and
illustrate opportunities that can be replicated by
communities suffering similar events.
Having already been recognized by the Texas Chapter of APWA for the Project of the
Year, and similarly recognized by our Chamber of Commerce, published articles in the
APWA Reporter and the Texas Engineer periodicals, as well as being an APWA Click
Listen & Learn (Leadership During a Disaster) and a recognized topic at several
conferences and venues throughout the country over the last year, we certainly hope you
find this story worthy of consideration for this prestigious award and we truly appreciate
the work you do on behalf of APWA as part of the Awards Committee.
Co-authored by Rowlett Assistant City Manager Jim Proce and Emergency Manager Ed
Balderas, the inaugural article for the Leadership and Management Committee new
column in the APWA Reporter, “How Did They Do That?” highlighted and summarized
the trials and tribulations of the Rowlett Tornado serving as a model for the “how to”
response, recover, revitalize and rebuild what is now an energized community in North
Texas. If you have not read the article, please take a few moments to review it, enclosed
in its entirety on the following pages and part of this submittal. One year after impact, out
of the 1,300 homes affected, all but 11 homes have been cleaned up, repaired and rebuilt,
over 2,000 building permits issued, well over $50,000,000 in value added to the tax-roles
and growing greater in number each day and today we stand an energized, revitalized,
and recovered community. Rowlett Energy is Rowlett Strong!
6. 6 | 22
CONSTRUCTION MANAGEMENT TECHNIQUES
IMPLEMENTED REGIONAL PUBLIC WORKS MUTUAL AID AGREEMENT
As a member of the North Central Texas Council of Governments (NCTCOG) Public
Works Emergency Response Team (PWERT), Assistant City Manager Jim Proce and
Utility Operations Manager Jake Gilliland have lead Rowlett to engage in a regional public
works mutual aid agreement. Such agreements are typical in the public safety world, but
many public works departments do not have such agreements in place. With the vast
resources throughout the DFW Metroplex, such an agreement could be the model of how
public works can do business in multi-jurisdictional emergencies.
To date Rowlett has been called upon to respond under this agreement assisting in a
tornado clean-up in Lancaster Texas and a flood in Navarro County Texas, but on
December 26, 2015 this was all about to change forever. As previously mentioned, the
EF-4 tornado that hit Rowlett affected 1,300 homes. The path of destruction was over 3
and a half miles long and as wide a half mile wide debris field. Over 300 vehicles were
destroyed. All street signs, street lights, street trees, were destroyed or damaged. Traffic
signals were destroyed and damaged. One of the water towers was severely damaged
requiring it to be immediately drained.
Upon first inspection the streets of Rowlett were virtually impassable. Rowlett has limited
equipment, but is well positioned and prepared with the PWERT mutual aid agreement in
place, and the response was overwhelming. Faced with limited access to the landfill in
the early stages of the clean-up, Rowlett was forced to stage materials on city property.
With the assistance of 16 public works departments from the Dallas Fort Worth region,
Rowlett was able to clear all of the rights-of-way in the affected area in about two weeks.
Assistance was offered from as far away as Florida, Kansas, California, and Kentucky.
The outpouring of humanitarian assistance was overwhelming. Literally thousands of
volunteers were available to provide assistance in so many forms, providing foods for
workers, clothing and necessities for residents, transportation and healthcare needs for
neighbors, and clean up and construction services for homeowners.
Almost 130,000 cubic yards of construction and demolition (of the 300,000 estimated
totals) debris was moved through the use of these resources prior to enacting the debris
removal contractor, Crowder Gulf of Alabama. Without the PWERT mutual aid agreement
in place at the time, well over 8,000 truckloads of debris would have been in the streets
of Rowlett for weeks if not months.
CONSTRUCTION SCHEDULE
The initial time estimates for clean-up were set at 10 to 12 weeks from the completion of
the damage assessment. This set a final date for last pass at mid-March 2016. Aside from
some additional weather delays, due to rain, this schedule was attainable. The schedule
was revised due to public input and request. The new date was set for the third week in
April to allow citizens and volunteer groups to clean up additional areas before finishing
7. 7 | 22
final pass. This schedule was met as planned and the final debris date was April 22,
2016. To maximize the potential for FEMA reimbursement for public assistance the
schedule was discussed and confirmed with FEMA, Texas Department of Emergency
Management and Army Corp of Engineers. The push to move quickly was predicated
by the opportunity to take advantage of the FEMA Public Assistance Alternate Procedures
Pilot Program. The City chose to pursue the Section 428 funding, in order to maximize
reimbursement for Category A – Debris Removal, by getting the bulk of the debris
addressed in less than 180 days, whereas the following schedule is enacted:
85% - first 30 days
80% - 31 to 90 days
75% - 91 to 180 days
0% - After 180 days
We were successful in achieving the schedule requirements for the 428 funding which
paid off when we got to the FEMA reimbursement process.
SAFETY PERFORMANCE
MUTUAL AID LABOR FORCES
Through the use of the Public Works Emergency Response Team (PWERT) administered
through the North Central Texas Council of Governments (NCTCOG) 513 staff shifts (8
hour shifts = 4104 hours) valued at $150,000 and 804 equipment shifts (8 hour shifts =
6432 equipment hours) valued at over $600,000, totaling over $750,000 in value.
CITY STAFF LABOR FORCES
City staff worked 50 consecutive days during the initial push. Over 1200 staff shifts or
forced labor accounts (12 hour shifts = 14,400 hours) were allocated with an equal
amount of equipment allocation valued at $500,000 and $1,368,000, respectively.
8. 8 | 22
CONTRACT EXPENSES
Contract staff provided by Crowder Gulf worked over a period of 66 calendar days making
two initial passes removing debris from the right-of-way and one punch list/hot spot pass
to remove the remainder of the debris. 500 staff and equipment shifts (10 hours = 5,000
hours) valued at over $1,000,000 in total.
VOLUNTEER EFFORTS
Countless volunteer efforts were in play throughout this event. The coordination and
management of these resources was managed through others, however the Army Corp
of Engineers Inspection teams and OSHA Inspection Teams were actively overseeing the
activities of volunteer groups. No reports of injury were observed.
SCOPE OF EFFORTS
130,000 cubic yards of debris was moved to the staging areas during the initial debris
response by city staff and mutual aid efforts. The total removal efforts were augmented
by contract staff for an approximate total of 200,000 cubic yards ultimately going to the
landfill in Garland Texas. The initial amounts were over 300,000 cubic yards but were
reduced by city staff efforts through recycling, reduction through grinding, and reduction
through compaction prior to ultimate disposal. Two debris sites were utilized for staging
and reduction efforts.
SAFETY INTIATIVES
All staff were required to be properly outfitted with the appropriate personal protective
equipment. Internal safety officers briefed and inspected teams daily prior to deployment.
This effort included external staffing from mutual aid cities provided by the PWERT.
The Army Corp of Engineers Inspection teams were on sight to instruct ensure and
observe safety practices throughout the event and conducted daily inspections with no
significant findings.
OSHA Inspection Teams were on site conducting daily inspections of contractors and
volunteers throughout the event, also with no significant findings.
9. 9 | 22
METRICS
No lost-time injuries were sustained
during debris reduction and removal
efforts in over 23,500 hours worked
during the initial response efforts. As
a whole the City’s rate of incident
had actually decreased during this
period as compared to the prior year
safety performance.
As you can see our HR department
reported the decline in injuries
during this high risk period as
compared prior years.
COMMUNITY RELATIONS
COMMUNICATIONS
Communications throughout the event was integral to the success of every element of
the response and recovery. The community was updated regularly through social media,
news, media, information forum, surveys, mailers and the City television station RTN16.
Multiple YouTube clips and public service announcements were developed and aired on
Facebook, YouTube, RTN16, and local and regional news. Several examples of these
video productions are provided as follows:
https://youtu.be/rvgXh4gyCnE
https://youtu.be/uEMIziz-3Zw
https://youtu.be/_N_RLLVMh_I
NEWLETTERS
Newsletters were routinely utilized and distributed to share information. These were
shared using all media and hard copies handed out in the neighborhood. A sample of
one of these newsletter is inserted herein:
10. 10 | 22
These notices (and updates like these) were routinely distributed by staff and volunteers,
mailed to addresses and forwarded mail addresses, were posted on the website and
social media, were made available at schools and city facilities, and were placed in
weather proof transparent boxes, where those in the neighborhoods could gather and get
the latest volume of information being provided.
FORUMS
Several community forums were held to provide assistance, coordinate recovery needs,
and facilitate FEMA and SBA coordination. These were held in the neighborhoods at
neighborhood churches and community schools, where people would easily and
conveniently gather to get information and work together to assist in recovery efforts.
TOURS
City staff provided tours of the affected areas for representatives of government, recovery
agencies, volunteer agencies, Federal, State, County, and Local government leaders as
well as spiritual leaders representing our citizens. Officials from FEMA, the Army Corp of
Engineers, Texas Department of Emergency Management, Texas Legislature and the
United States Congress visited to see and assess the devastation first hand. Presidential
Candidate and Current Texas Senator Ted Cruz was a most notable visitor. Dallas County
Judge Clay Jenkins and his team visited. Catholic Cardinal Kevin Farrell and his
entourage toured and donated $200,000 on the first day, followed by unstated amount in
assistance for the region.
SECURITY
Throughout the entire recovery phase, police officers from 46 different agencies some
coming from as far as 100 miles away who acted as security and neighborhood guardians,
and were often utilized as the first lines of communication throughout the event. The
community was protected 24/7 and these efforts all but eliminated theft, fraud, and civil
unrest. The Texas Department of Public Safety advised the City to invoke a moratorium
on out of state contractors to mitigate fraud. This was in effect for almost 6 months and
was very effective in the protection of local interests and residents.
11. 11 | 22
CELEBRATION/RECOGNITION
The collective efforts of the Public Works Department, Crowder Gulf, True North, and the
myriad of partners were recognized by the Texas Chapter of APWA and locally by the
Rowlett Chamber of Commerce.
Sixteen PWERT cities responded and were recognized at the
Spring 2016 Quarterly North Central Texas Branch Meeting.
Assistant City Manager Jim Proce, Interim Public Works
Director Noel Thompson, Rowlett Emergency Manager Ed
Balderas, and City of Richardson Emergency Manager and
PWERT Co-Chair Mistie Gardner were the featured speakers
for the regional meeting. Each of the participating cities were
given a Rowlett City Council proclamation and a plaque for each
of these departments. Special recognition was given to Robert
Kopp, City of Frisco and Ronnie Bates, City of Allen, who were
the architects of the mutual aid agreement as well as Mistie
Gardner, City of Richardson for her integral role during the
response.
A full page advertisement was published in the newspaper
recognizing all of the groups and agencies who assisted in the
response and recovery efforts. The City held a dinner to invite
all of these folks for a solemn occasion to honor everyone who
contributed.
12. 12 | 22
DONATION CENTER
Almost immediately a regional donation center was established in Garland to serve the
region but due to its proximity being located in another city, our local faith-based
organizations lead the efforts along with City staff to establish a local donation center.
Through the generosity of the Dallas Area Rapid Transit (DART) we acquired the use of
a local building located in Downtown Rowlett. This building staffed by volunteers for one
year became the hub for donation management for short and long term needs of affected
residents.
LONG-TERM RECOVERY COMMITTEE (LTRC)
The City along with the community, created a Long-Term Recovery Committee. This
committee was integral for case management and facilitated the distribution of aid and
donations for uninsured and underinsured. Individual assistance was not provided for by
FEMA so the need for the LTRC was greatly needed for those is great need. Fueled by
donation and multiple fund raising efforts, the case management was managed by
Catholic Charities and The First Methodist of Rowlett. The committee remains active to
assist in the reconstruction efforts of those without insurance.
ENVIRONMENTAL CONSIDERATIONS
STAGING AREAS
Once the movement of debris
began (within 24 hours of impact)
staff was informed that the City of
Garland Landfill was unable to
accommodate Rowlett Debris.
Coming off of the Christmas
Holiday and having been hit
themselves by the same tornado,
they were not prepared for the
influx of debris and many staff
were on vacation. The result was
we immediately had to establish
temporary staging areas. The
first area was City owned property
on the President George Bush
Highway (service road to the
turnpike) which is a 20 acres utility site where one of our water tower facilities and storage
yards are located. Staff immediately applied for authorization to the Texas Commission
for Environmental Quality (TCEQ) to allow use of this site as a temporary storage for
construction and demolition debris as well as vegetative debris. A second site was
identified and efforts to lease that site which is located a half mile north of the primary site
was pursued and eventually acquired as well. Both sites had to be certified by the State
of Texas Historical Commission (THC) agencies to make sure no conflicts existed.
13. 13 | 22
RECYCLING EFFORTS & REDUCTION EFFORTS
As debris was deposited on the staging areas it was sorted for the purposes of recycling
and reductions. Roll off dumpsters were places and steel, aluminum, and other metals
were pulled from the debris to minimize materials that would eventually be brought to
the Garland Landfill.
A tub grinder was brought in to reduce the
vegetative. It was estimated that well over
100,000 cubic yards of vegetative debris
was ground down to about 20% of the
original volumes. Ultimately this mulch was
hauled away and used for cover at the
landfill. This effort was completed in 10
days.
Plastic (polyethylene) was pulled from the
debris and Waste Management retrieved
this material to be recycled thus reducing the debris going to the landfill yet more.
Additionally, the remaining C&D debris was compacted by crushing with large bulldozer
further reducing the volumes down to 50% of original volumes hauled in. This enabled
the ability to maximize truck volumes and efficiencies.
Last, we arranged to have all metal removed and separated and these items were
recycled as well, with the idea of maximizing the scrap revenue to further offset costs.
The ability to remove recyclables and the various reduction efforts minimized the
materials that eventually went to the landfill significantly.
HAZMAT EVENT
A white goods and hazmat event was hosted by “Keep Rowlett Beautiful” in conjunction
with Dallas County Hazardous Waste. The event provided the community an opportunity
to clean up appliances, paint cans and other items that could not be disposed of in the
general landfill. Seven truckloads were collected and disposed of at a minimal cost (under
$25,000) by using the City’s existing contracts with Dallas County for this service.
14. 14 | 22
UNUSUAL CONSIDERATIONS (UNDER ADVERSE CONDITIONS)
VOLUNTEERS
During the initial impacts an outpouring if volunteers had arrived and were difficult to
manage. There was not a central source of resource management being followed. While
the resource management was actually in place, the myriad of volunteer groups were all
trying to lead the volunteer clean-up efforts, without focus or strategic direction, often
causing confusion during the initial impacts. This was chaotic and it was not until the
formation of a City established Long Term Recovery Committee (LTRC) sanctioned by
the City Council was in place and functioning, that the volunteer efforts became more
productive, focused, and coordinated. Although the focus of the LTRC was long term,
volunteer management was an immediate need that could be easily managed by this
group and the efforts were very successful going forward. It was estimated that
volunteers were valued as much as a half million dollars.
FOOD/MEAL DONATION
A donation center was established early in the process. Most churches in the area has
taken on this role only to find that they didn’t have the space and the resources and staff
to manage this effectively. Once the City secured a building from Dallas Area Rapid
Transit (DART) this could be centralized and all of those wanting to assist could manage
the system much more effectively.
GARLAND LANDFILL
The targeted landfill is located in Garland. Due to the holiday, they were understaffed
initially and having to deal with their own event having been hit by the same tornado, they
were unable to accommodate our volumes. Additionally they provided an upper limit to
how much material they would accept once they opened the gates for our disposal needs.
This was initially perceived as an insurmountable challenge. Eventually they set a limit at
100,000 cubic yards, it was then evident that we had some serious challenges ahead.
The estimate for total debris needs was completed by True North. True North identified
that we had approximately 290,000 cubic yards in total volumes all materials included.
This limit imposed by Garland necessitated the efforts of reduction, recycling, and
compaction to reduce overall volumes significantly ensuring that we would not have to
haul to another landfill outside of our locale. The next landfill was located 45 miles away.
CONTRACT DOCUMENTS
When the tornado hit, it was determined that our existing debris contract was not FEMA
friendly and if initiated would not likely result in a favorable reimbursement opportunity.
Staff was encouraged to utilize the Dallas County contract, but prior to entering into such
an agreement we contracted for legal service with the former FEMA Chief Counsel to
review the options at hand. It was determined that we would be at great risk for failure if
we used any of the available option so it was decide to rebid our contract immediately
utilizing the contract documents from both Dallas and Tarrant Counties to draft our own
new agreements. While this was urgent, the time used to ensure we would be compliant
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was worth the time invested and it allowed for volunteer groups to complete tear downs
of destroyed houses so they would be hauled away by the forthcoming efforts.
ADDITIONAL CONSIDERATIONS (EXCEPTIONAL CONDITIONS &
INNOVATIONS)
There were several unique initiatives put into play in the recovery efforts that resulted in
positive outcomes.
PWERT
The Public Works Emergency Response Team (PWERT), which is a consortium of cities
in the Metroplex, were instrumental in the success of the cleanup. Rowlett staff took the
opportunity along with representatives of the North Central Texas APWA Branch took the
opportunity to use this event to get other cities to engage the PWERT. Presentations at
several venues supporting PWERT and it benefits were provided to organization in the
region and at publishing has sparked additional cities to look to join the mutual aid group.
Additionally the PWERT group has utilized State Homeland Security Grants to acquire
emergency response equipment. This equipment can be utilized by any of the consortium
cities and is stored by “cache” cities strategically located throughout the DFW region
which encompasses over 13,000 square miles. The equipment includes,
communications equipment, portable and trailer mounted generators, variable message
boards, emergency equipment stocked box trailers, and soon to be acquired
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portable/temporary traffic signals and used in Rowlett as a temporary measure until the
missing signal was being replaced by TML Risk Pool Insurance.
OTHER INITIATIVES AND INNOVATIONS
Several other interesting initiatives were part of the process that were helpful hints easily
replicated buy others encountering similar challenges.
STREETNAMES ON THE PAVEMENT
Having lost all of the street name signs and landmarks throughout the neighborhoods,
staff had painted all of the street names on the pavement to facilitate finding ones way
around the neighborhoods. This proved to be an extremely useful practice in Jim Proce’s
experience from Florida where he utilized this tactic during the 2004 hurricanes in the
southeast.
WASTE MANAGEMENT BAGSTERS
Acquired by donation from Waste Management, 500 of the WM Bagsters were provided
to bordering neighborhoods to allow them to “help” in the clean-up efforts in the peripheral
areas. Basically though areas not damaged but where debris landed. The Bagsters
turned out the be the perfect application to get these areas cleaned up but the neighbors,
volunteers and Waste Management who donated labor as well. Waste Management also
donated the pickup of the Bagsters, no charge to these folks helping out the with clean-
up efforts.
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LANDFILL PASSES
We provided citizens the ability to bring their own debris if they were so inclined by
providing free access to the landfill. They could drop off construction, demolition and
vegetative materials without incurring tipping fees.
COST IMPACTS
At the conclusion of the event this event was valued at the City of Rowlett $3.3 million
dollars. After all documentation was completed and submitted to FEMA and Texas
Municipal League Risk Pool (TML) it is expected we will be reimbursed the maximum
allowance as provided by regulations. Approximately $1.9 is anticipated to be reimbursed
by FEMA of which we have received $1.1 to date, with the remainder expected. The
demolished water tower was insured for $1.9 million by TML, to date we have received
50% of this amount.
STAFFING
In closing, there is one story which needs to be told. As a part of a discussion for a sub-
committee that I serve for APWA, I was on conference call one Thursday afternoon while
I was eating lunch, only a few weeks after the impacts of the tornado. Folks on the
committee wanted to know how things were going. In response I was telling the group
that the stress on staff had resulted in the loss of almost 25% of the Public Works
Department staff and we were without a public works director and an assistant director.
As the Assistant City Manager I manage several departments in addition to Rowlett Public
Works and had been utilizing the Parks staff to augment the public works efforts.
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Unfortunately we lost 23% of the Parks staff as well, including director and assistant
director. As challenging as this was we never gave up hope. As I was mentioning this
anomaly (or catastrophe) to the members of the sub-committee, Noel Thompson, APWA
Past President, from Lexington Kentucky, asked me if I needed any help. I said yes you
bet I do, if only I could find someone! Noel showed up the following Monday and spent
the next 8 months lending a helping hand. When Noel departed to head home to
Kentucky, he left Rowlett better than he found it! Public Works was fully staffed and he
even helped recruit and hired a new Public Works Director.
Rowlett Public Works and our community thanks Noel Thompson, our guardian angel for
his leadership and humanitarian efforts. If we should be lucky enough to win this award it
will be dedicated to Noel Thompson, a true Public Works hero. We all miss him dearly!
WATER TOWER The water tower in the initial photographs and in the recovery logo was
recently removed. It is being decommissioned and through a new development project
was replaced by a large transmission line and will no longer be needed. When we
dropped it, folks came from far and wide to view the demolition. It marked the end of this
chapter in Rowlett history and the new beginning for our thriving community.
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IMG_1755.mov
Respectfully submitted,
Jim Proce, MBA, ICMA-CM, PWLF
Assistant City Manager, City of Rowlett Texas
TPWA, North Central Texas Branch Director
(Texas Chapter)
APWA, Leadership & Management Committee
APWA, 2016 Top Ten Public Works Leader
Ed Balderas, MPA
Emergency Manager, City of Rowlett Texas
APWA 2017 Emerging Leaders Academy