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07-07-2015 Agenda Item 5C Backup - Local Mitigation Strategy Part 2 - ProjectsLocal Mitigation Strategy LMS Miami -Dade Whole Community Hazard Mitigation Part 2: The Projects March 2015 L M S The M iami -Dade Local M itigation Strategy Miami -Dade Part 2: The Projects This page left intentionally blank. March 2015 P2 -ii LMS The M iami -Dade Local M itigation Strategy Miami -Dade Part 2: The Projects TABLE OF CONTENTS INTRODUCTION............................................................................. ............................... 1 METHODOLOGY............................................................................ ............................... 1 PROJECT SUBMITTAL AND TRACKING .................................................................. ............................... 1 PROJECT REQUIREMENTS ................................................................................... ............................... 1 UPDATES AND REPORTS ..................................................................................... ............................... 3 PROJECT ADMINISTRATION AND IMPLEMENTATION ............................................... ............................... 3 LETTERS OF SUPPORT ........................................................................................ ............................... 4 PROJECT ARCHIVING .......................................................................................... ............................... 4 PROJECTDELETION ............................................................................................ ............................... 4 INACTIVE PROJECTS ........................................................................................... ............................... 4 PRIORITIZING MITIGATION INITIATIVES ............................. ............................... 5 APPENDIX 1- SAMPLE PROJECT .......................................................... .............................11 APPENDIX 2- DELETED /DEFERRED PROJECTS ................................ ............................... 13 APPENDIX 3- PROJECT LIST ............................................................. ............................... 15 March 2015 P2 -i L M S The M iami -Dade Local M itigation Strategy Miami -Dade Part 2: The Projects This page left intentionally blank. March 2015 P2 -ii LMS Miami -Dade INTRODUCTION The M iami -Dade Local M itigation Strategy Part 2: The Projects Part 2 of the Miami -Dade Local Mitigation Strategy (LMS) — The Projects — is a com- pilation of projects identified by Working Group members for mitigation measures /ac- tions they have completed, are pursuing or one day hope to implement and how they are submitted, tracked, maintained and prioritized. METHODOLOGY Over the years the listing of LMS projects have shifted from primarily being a tool to identify unfunded projects with hopes of securing mitigation grants to a tool to identify any project a stakeholder is implementing or hopes to implement that will make our community more resilient. We are utilizing the LMS to showcase the work being per- formed and the projects envisioned to lessen the impacts of disasters on our commu- nities. Project Submittal and Tracking In 2013 a web -based LMS Project board was developed in our incident tracking soft- ware known as WebEOC. This system allows LMSWG members to input new pro- jects and update existing projects at any time throughout the year. The LMS Coordi- nator is responsible for the review of the projects and providing an update the State of Florida every January. The LMS Coordinator will post an update of the current list of projects every January and July on the LMS website - httlp://www.miami- dade.gov/fire/mitigation.asp It is the responsibility of the LMSWG members that post projects to ensure the projects are compliant with the local and FEMA requirements identified below. The LMS Co- ordinator may also require additional information. Agencies with projects will be noti- fied of any additional requirements and when possible provided six months to come into compliance. Project Requirements Below is a list of the project fields and identification of requirement: Project List Feld Level of Requirement Comments Agency Type Local lRequirement Must be utilized to tie project to agency Agency Local and FBVIAFequirement Must be utilized to tie project to agency Project Title FBVIA Plaquirement Satisfies Name and Description Entry type FBVIAPlaquirement Identifies new projects and project to be re- moved from Active List Original Date of Entry Default Identifies when the project was first put in the LMSProject list. 1 EMAP 4.4.4 March 2015 P2 -1 LMS Miami -Dade The M iami -Dade Local M itigation Strategy Part 2: The Projects Project List Feld Level of Requirement Comments Last Updated Default Identifies last date of update. If an agency fails to review and update projects on an an- nual basis they can be made inactive. Status FBVIA Plaquirement Current status of project. Satisfies New, De- ferred, Completed or Deleted Hazard Local Plaquirement Allows us to sort hazard type for potential funding and identify flood projects in support of Part 7 Project Type Local Plaquirement Allows us to sort for funding options by type of project Mapper Label Not Plaquired at this time For future use for mapping Address Local Plaquirement Will allow us to geo -code and map projects Longitude and Latitude Local Suggestions Will aid in future mapping of projects Rood Basin Local Plaquirement for Rood pro - Allows us to identify where mitigation pro- jects, Local Suggestion for ALL jectsfor flooding have been identified and fa- projects cilitate additional coordination and mapping. Mayassist with showing effectivenessof mit- igation projects after significant rain events. Completion Time Frame FBVIA Plaquirement If a project is unfunded provide your best es- timation as to when this project could be completed. Mitigation Goals Local Plaquirement -Shows alignment with LMS Funding SDurce FBVIA Plaquirement FBVIA lists this a potential funding source, we split this to also identify internal funding Grant SDurce ( ROtential or secured) sources or potential grant sources IsaMatch Plaquired Local Plaquirement May assist us with identifying projects for global match opportunities Match Identified Local Plaquirement Estimated Costs Local Plaquirement We are required to include this in the County Annual report. Global Match Local Plaquirement Identifies if the project may be able to be used a global match for another project in need of a match Project Description FBVIAPlaquirement Comments Reserved for additional nota- LMSGbordinator notates and changes or re- tions quests for letters of support in this area. Attachments Local Suggestion Allows the agency to place supporting docu- ments in the database with the record. Name, Email and Phone Local Plaquirement Allows LMS Coordinator to contact POC di- rectly regarding projects BCA Completed and BCA Plaquired only when funding Must be completed if a letter of support is re- score source requiresthis information. quested and the funding source requires it. elf- Prioritization Local Plaquirement Identifies agency priorities. Benefit Cost Review FBVIA Plaquirement Provides a score based on Suitability, Rsk Re- duction and Cost and Time. The LMS Coordinator, will, as able, notify the point of contact for projects that may be missing information. The LMS Coordinator will utilize the information provided to March 2015 P2 -2 LMS The M iami -Dade Local M itigation Strategy Miami -Dade Part 2: The Projects develop documents and other supporting documents such as maps to track mitigation projects. The projects are listed in this document in a table format which is an abridged version of the full project description maintained in the WebEOC LMS Board. Additional in- formation on listed projects is available to all stakeholders with project accounts. An- yone wishing to have an account to add or review projects should make a request to the LMS Coordinator at mdlms(a)miamidade.gov or 305 - 468 -5429. Updates and Reports As stated in Part 1, the LMS is updated on an annual basis and as part of a regular update and monitoring process. An annual update of the LMS is provided to the State by January 31St every year and the documents are subsequently posted on the local website. To keep the project list updated, agencies with listed projects are requested to review and update them within WebEOC on an basis by October 31. Part 2 of the LMS will be updated on the website in January, following a review of the updates by the LMS Coordinator. In January every year the LMS Coordinator is required to provide a report to Miami - Dade Fire Rescue as part of the Department's Annual Preparedness Report that is submitted to the County Mayor. The LMS Coordinator compiles information on pro- jects that have been completed, are under construction, or are funded but not yet started since the previous year's report. This information is derived from the LMS Project list and is another way to showcase on an annual basis the progressive miti- gation work being accomplished. At all times, the latest published version of the LMS will be posted on the Miami -Dade County Internet website — http: / /www.miamidade.gov /fire /mitigation.asp — for public review and commentary. Any comments received through this medium will be incor- porated through the revision process identified in Part 1. An email address, mdlms(a)miamidade.gov, has been established for such commentary, which is strongly encouraged. The projects are listed in this document in Appendix 3 in a table format which is an abridged version of the full project description maintained in the WebEOC LMS Board. Appendix 1 shows a sample project as it is found in the WebEOC LMS Board. Addi- tional information on listed projects is available to all stakeholders with project ac- counts. Anyone wishing to have an account to add or review projects should make a request to the LMS Coordinator at mdlms(a)miamidade.gov or 305 - 468 -5429. Project Administration and Implementation The projects listed in Appendix 3 reflect the mitigation initiatives identified by members of the LMS Working Group. The initiator of the projects will be responsible for imple- mentation and administration. Due to the variable nature of procurement and con- March 2015 P2 -3 LMS The M iami -Dade Local M itigation Strategy Miami -Dade Part 2: The Projects tracting procedures; availability of resources; and weather conditions, accurate imple- mentation timelines are difficult to predict. Therefore, implementation timelines may not be developed for some projects until a funding source is identified and the factors above can be determined relative to the prevailing operating environment. Grant re- quirements may also dictate project implementation timelines for the appropriate re- cipient. If the project is funded through a grant, the grantee is responsible for imple- menting these projects as outlined in the grant's regulations. Letters of Support The LMS Coordinator will write a letter of support for grant opportunities when a listed project has all of the required information provided. The LMS Coordinator will notify the requestor, if additional information is needed to be added to the project in order for a letter of support to be provided. Requests for letters must, at a minimum, be requested 10 working days in advance of the required deadline. Late requests may not be able to be facilitated. The LMS Coordinator will make notations in the Com- ments section as to date and action taken. The agency requesting a letter of support must be an active participant of the LMS, meaning they comply with the requirements set forth in Part 1 of the LMS. Currently the requirement is that they must attend at least two of the four quarterly meetings held each year or an equivalent committee or sub - committee meeting as a substitu- tion. Project Archiving The LMS Coordinator will archive a project once it has been marked as completed by the stakeholder. The LMS Coordinator will review the project file to ensure that all information has been included before it is officially archived. Archiving it will move it from the Active projects view to the Archive view. The LMS Coordinator will make notations in the Comments section as to date and action taken. Project Deletion From time to time stakeholders may wish to delete a project from the Project List. The LMS Coordinator will review any project that has been identified for deletion and call to discuss the project with the point of contact to verify that this is the desired action. Sometimes it may be better to make a project Inactive rather than completely deleting it, in case it may be a project that may be revisited at a later date. If the project is truly desired to be deleted the LMS Coordinator will send a confirmation email to the point of contact that this action has occurred. The project will be marked for deletion, a printout of the confirmation email and the project to be deleted will be filed and a notation will be made in Part 2 Appendix 2 that the project has been deleted and why. Inactive Projects If a project has not been updated by October 31 does not have the required fields completed and the agency is non - compliant with meeting attendance, those projects March 2015 P2 -4 LMS The M iami -Dade Local M itigation Strategy Miami -Dade Part 2: The Projects associated with that agency or specific projects lacking required information or not updated on an annual basis will be made Inactive by the LMS Coordinator. The LMS Coordinator will notify the point of contact listed in the project or if none is listed a representative from the agency to notify them of the pending action. The agency will have until December 31 to update the project. Projects that are not updated by that time will be moved to Inactive status. At the first quarterly meeting of the year, the LMS Coordinator will make a motion to permanently delete any projects that have been made inactive and the agency has not responded or updated the projects by that time. PRIORITIZING MITIGATION INITIATIVES2 Once the vulnerability assessment and risk analyses are complete and the hazard mitigation opportunities have been identified, proper priorities must be established concerning each proposed project's impact on life safety, on quality of life, cost effec- tiveness and value to the overall community including but, by no means limited to, value as compared to other similar projects especially during times of limited funding availability. The Miami -Dade Office of Emergency Management is responsible for so- liciting, securing, evaluating, and generally acting as the technical & administrative staff for the management of the prioritization process and for the coordination of the implementation of initiatives selected for priority treatment. The prioritization process has been divided into three parameters: suitability, risk re- duction potential and cost. Within each parameter are recommended measures to be considered during prioritization of the project. This process is known as the Benefit Cost Review (BCR) and was updated in October 2013. Table 1 is the BCR that is utilized within the WebEOC LMS Board to meet the prioritization process requirement. Each agency when they add a project to the LMS Project List is required, as of June 31, 2014, to complete a self - prioritization process. It is important to note that this will be one level of consideration when limited funding sources are available to fund projects in Miami -Dade County. Other considerations include but are not limited to: • criteria of the available funding source • overall cost of a project in relation to the total monies available • readiness of projects for submittal • ability to meet any match obligations • ability of project to be completed within any designated grant period • evaluation of other current and future mitigation funding opportunities z 4.4.5 March 2015 P2 -5 LMS Miami -Dade The M iami -Dade Local M itigation Strategy Part 2: The Projects review of other current or impending mitigation measures that when combined may provide a more comprehensive, community or countywide resiliency There may be situations when the window for a funding opportunity is very limited and in situations like this, projects that are "shelf- ready" may be put ahead of projects that may have a higher priority. The LMS Steering Committee will work to maximize op- portunities for funding and will be called upon by the LMS Coordinator when circum- stances arise that require additional considerations to be made. The LMS Coordinator or designated representative will act as the committee facilitator. The committee's primary function will be to review and act on recommendations with respect to its evaluation of mitigation initiatives and its ranking of the priorities for their implementation. Projects that may not have a BCR completed will not be considered for funding. Table 1: Miami -Dade LMS Project Benefit Cost Review Initiative Being Soored: Name of Appli- cant: Project Cost: Parameter Weighting Sooring Criteria Soore Points Factor Suitability 30% 1 Appropriate- 35% 5 - High: Reduces vulnerability and is consistent with Lo- ness of the cal Mitigation Strategy (LMS) goals and plans for future Measure growth. 3- Medium: Needed, but does not tie to identified vul- nerability. 0 - Low: Inconsistent with LMSgoals or plans. 2 Vulnerability 15% 5 - High: Project addresses 2 or more hazards, includes to Hazards consideration for sea level rise impacts. 3 -Medium: Project addresses at least 2 hazards. 1 - Low: Project addresses one hazard. 3 Lifespan of 15% 5 - High: Expected to last \address hazards for 40 or more mitigation years. measure and 3 - Medium: Expected to last \address hazards for 20 -39 consideration years. of future risk 1 - Low: Expected to last \address hazards less than 20 years 4 Environmental 10% 5 - Positive effect on the environment. I mpact 3 - No effect - environmentally neutral. 0 - Adverse effect on the environment. March 2015 P2 -6 LMS Miami -Dade The M iami -Dade Local M itigation Strategy Part 2: The Projects 5 Consistent 10% 5- High: Consistent with existing laws and policies. Points Factor with Existing 3 - Medium: New legislation or policy changes needed, Rsk Reduction 55% Legislation but no conflicts identified. Sope of Bene- 15% 5- High: Benefits multiple jurisdictions. and /or Policies 1 - Low: Conflicts with existing laws, regulations and /or fits 3 - Medium: Benefits more than half but not all of the policies, requires waivers. 6 Consistent 15% 5- High - Consistent with existing plans and priorities. 1 - Low: Benefits less than half of the municipalities with Existing 3- Medium - SDmewhat consistent with current plans and and /or the unincorporated area. Plansand priorities. Potential to 30% 5- High: More than 1,000 lives. Priorities 1 - Low- Conflicts with existing plans and priorities. Does Protect or 3- Medium: Up to 1,000 lives. not fit in with identified initiatives. Save Human 1 - Low: No lifesaving potential. Parameter 100% sum of parameter scores; max = Lives Subtotal 3 Supports Pro- 20% Suitability subtotal (sum of parameter scores) / (maximum possible score) 100% Parameter Weighting Scoring Criteria Score Points Factor Rsk Reduction 55% 1 Sope of Bene- 15% 5- High: Benefits multiple jurisdictions. fits 3 - Medium: Benefits more than half but not all of the municipalities and /or the unincorporated area. 1 - Low: Benefits less than half of the municipalities and /or the unincorporated area. 2 Potential to 30% 5- High: More than 1,000 lives. Protect or 3- Medium: Up to 1,000 lives. Save Human 1 - Low: No lifesaving potential. Lives 3 Supports Pro- 20% 5-High: Project will ensure continuity of operations for tection of Crit- critical infrastructure or essential services for disaster re- ical Infrastruc- sponse. ture or Conti- 3 - Medium: Project will support critical infrastructure or nuityof Essen- essential services with loss/damage history. tial Services 1 - Low: Project will support infrastructure or services without loss/damage history. 0- Neutral - Project has no impact on community infra- structure or services. 4 Pepetitive 10% 5- High: Alleviates repetitive loss. Property must have Damages Cbr- been damaged in the past by a disaster event. rected 3 - Medium: Pepetitive loss may have occurred but was not documented. 1 - Low: No effect on repetitive loss. March 2015 P2 -7 LMS Miami -Dade The M iami -Dade Local M itigation Strategy Part 2: The Projects 5 Economic Ef- 10% 5 - Minimal economic loss (project improves resiliency of Points Factor fect or Loss the community, does not increase risk of other adjacent Cost and Time 15% During areas/ buildings.) Estimated 30% * (This score combines a weighted factor of Initial and Lifespan of the 3 - Moderate economic loss (project may help minimize Costs* Maintenance /Operating Costs) Project disruption and economic losses). i. Initial Cost 75% 5 - Low: $0 to $100,000. 1 - Significant economic loss (project not likely to mini- (including de- 3- Moderate: $100,001 to $1 million. mize economic impact of the community). sign, project 6 Number of 15% 5 - High: More than 100,000 people. management, People to Ben- 3-Medium: 10,000 to 100,000 people. 'rsfsm � "L efit 1 -Low: Fewer than 10,000 people. ii. Mainte- 25% 5- Lower costs: Less than 5 %per annum of the intial Parameter 100% sum of parameter scores; max = nance/ Oper- cost. Subtotal ating (Annual/ Rsk Reduction Subtotal (sum of parameter scores) / (maximum possible score) 100% Parameter Weighting SooringCriteria Soore Points Factor Cost and Time 15% 1 Estimated 30% * (This score combines a weighted factor of Initial and Costs* Maintenance /Operating Costs) i. Initial Cost 75% 5 - Low: $0 to $100,000. (including de- 3- Moderate: $100,001 to $1 million. sign, project 1 - High: More than $1 million. management, 'rsfsm � "L ii. Mainte- 25% 5- Lower costs: Less than 5 %per annum of the intial nance/ Oper- cost. ating (Annual/ 3- Moderate costs: 5 -10 %per annum of the intial cost. Deployment) 1 - Higher costs: More than 10 %annum of the intial Costs cost. 2 Affordability 30% 5 - Good: Project is easily affordable. Has been budg- eted or a grant for this project is available and the likeli- hood of success is high. (If a match is needed, it is availa- ble.) 3 -Moderate: Project is somewhat affordable. Grants for this project are available and the likelihood of suc- cess is moderate. (If a match is needed, high confidence that it could be obtained.) 1 - Poor: Project is very costly for the agency. Grants for this project are limited. (If a match is needed, there may be difficulty in obtaining a match.) March 2015 P2 -8 LMS Miami -Dade The M iami -Dade Local M itigation Strategy Part 2: The Projects 3 ODmplexity of 20% 5 - Low: This project is feasible, acceptable to most in Implementa- the community, and does not require a public vote or tion hearing that may delay implementation. (Or has already been approved and accepted.) 3 - Moderate: This project is feasible, may have some opposition from the community and may require special- ized permitting or a public hearing or vote that may de- lay implementation. 1 - High: This project is feasible, may have some opposi- tion from the community, and will require either special- ized permitting, or a public hearing or vote that will de- lay implementation. 4 Completion 20% 5 - High: 6 months or less from time of funding. Timeframe 3- Medium: 6 monthsto 1 year from time of funding. 1 - Low: more than 1 year from time of funding. Parameter 100% sum of parameter scores: max = Subtotal Cost Subtotal (sum of parameter scores) / (maximum possible score) 100% * Estimated costs are comprised of two secondary parameters: initial and maintenance /op- erating costs SUITA13UTY 30% 100% RISKR ®UC110N 55% 100% COST 15% 100% TOTAL 100% For a working Microsoft Excel worksheet of the LMS Prioritization Matrix send an e- mail request to: mdims0- miamidade.gov. March 2015 P2 -9 LMS Miami -Dade For further information please contact: Cathie Perkins LMS Coordinator 9300 NW 41 st Street Miami, FL 33178 (305) 468 -5400 Cathie. perkins(a)-m iamidade.gov mdlms(a)miamidade.gov The M iami -Dade Local M itigation Strategy Part 2: The Projects website: http: / /www.miamidade.gov /fire /mitigation. asp March 2015 P2 -10 LMS Miami -Dade Appendix 1— Sample Project MIAMI I MAM fief Fteril_ AAemk TYf� LMS Project List The M iami -Dade Local M itigation Strategy Part 2: The Projects Aa=rc+T I Emagegc }V-Up- l-[ ++� Fmjeo7 r:Ie PMRyC %eurt EMU Type 1 UPdAR3 v --�igird Jade Df Entry ilk rD Lastuptlated 011& 20TEEOCAB44 Sr: W= Fulurs Unfurried �r �rl Haard Flood atarm EuryF 0 F13werFailure Healk y 1R%M Bea Lerrel Fbsa Fmj=Typ= arrfra=Stue(6r&i4 'V Mapper Labs: Add= [IMI CaratVby. Wkwe F 331�i GetAddrRES flop II Lanukuoa Lsgllude FYad C4 Y C;ampteaon i- nefiame uniaow MtWtnn Goals 1 ron� nvfW on rneasur_— for pif5no fadJKLes: Funding Source I Ur kromwiV,"e Y Ls a Match Requ Ted? TJrJ4raysrF w+ Ma" laenWed t_hi4r,�wn v Grant Sourve JFatntid ar See4sredj C;apiul FLOrd ENcergenoyo halo al Cisas9ar FurK ng e GD BGC'+ �rrunuerittr ❑eveloprr�rrtMckGra- rRC■ C.f]f3G Cohm�rriry r avEloprr [ Bzy C7ra =r $[aae'S PrOW Sefest n ?u o-a EL- rnerda ByHakAT Me CTRL Bukup t- timated Cats 11.17ED30.00 Global Wolch I Urd�mm ueurrm mmuaon to tmr?g me Ury ap 10 mxrefR _-r owe. wuau =-UPw r a O raUr 1!wrg rrawArr -rts The WgrddeWouldbprag 9,,e 51rudake Lip toWilh held &ewrent code aondidorC= s[YybEmr J=coj�l upQrfadefar mah "riilydul�ng yeas an euaciro<IaFacy2s�shE4es. T4E Fade wouidprepaieM ebuikkgD3bedec- -aflyreEdyfar4ghd;egwd. FVACarrda-nerBI.:- Fa&-. far suErtrubi yr w NJ the as an a rAinD F +std. Trc upgaade uvub pare thehr&fin sAC gwbGrvw idprwidaagener4wfora .irrs_rrt"eharfEffuu—_rF_-1tr; C[rts March 2015 P2 -11 LMS Miami -Dade The M iami -Dade Local M itigation Strategy Part 2: The Projects 2015.01.16 ReiRd to undergo Erigineering Study - input as separate proieoi. Attachmentifl: � t Atterhment #2: Bye._. Atterhment 93: 0 Name I Lou A Ads Email b :d@ ianidadlegnw Phone I a)&4 &5427 BCA Compieted 0 BCA &wre Self Prioritization Sage Benefit Cost Rewiew 185 Saxe Cancel Spd March 2015 P2 -12 LMS Miami -Dade The M iami -Dade Local M itigation Strategy Part 2: The Projects Appendix 2— Deleted /Deferred Projects In 2014 the following projects were requested to be deleted or deferred by the stake- holder agencies identified. Action Agency Description Reason Deleted Miami -Dade Public Hous- Modello Building is being demolished. ing and Community Devel- opment Deleted Miami -Dade Public Hous- Opa Locka Family Building is being demolished. ing and Community Devel- opment Deferred Miami -Dade Seaport Equipment No funding identified and prefer to prioritize other projects Deferred Miami -Dade Seaport Fbof -Top and Bldg Envelope No funding identified and prefer Pletrofit to prioritize other projects Deleted Miami Dade Parks Harden Park Building No longer pursuing project Deleted Miami Dade Parks Pelican Harbor Boat Pamp No longer pursuing project Deleted Miami -Dade Parks Matheson Hammock Parking No longer pursuing project Deleted Miami firings Storm Shutter for Country No longer pursuing project Club Deleted Doral Hardening of new Qty of Alternate site identified for Doral Government Center emergency operations Deleted Jackson UCLChiller Plan Project has been incorporated into a new project Deleted Jackson UCLGenerator Plant Project has been incorporated into a new project Deleted Jackson Energy Center East Tower Project has been incorporated into a new project Deleted Jackson Essential Power Project has been incorporated into a new project Deleted Jackson Central Energy Plant- SAtitch- Project has been incorporated gear into a new project Deleted Jackson Site Lighting Project has been incorporated into a new project Deleted Jackson Fbof Hardening/Wind Pletro- Project has been incorporated fit at JNMC into a new project Deleted Jackson Uninterrupted Power Supply Project has been incorporated at JNMC into a new project Deleted Miami Shores Harden Windows in the Vil- Building has been replaced with lage another. Deleted Biscayne Park Municipal AM Padio Broad- No longer pursuing project. cast Deleted 3Duth Miami Weatherband Padio and 30 No longer pursuing project. handheld Padios Deleted 3Duth Miami Rood Mitigation Study No longer pursuing project. Deleted 3Duth Miami Back -Up Generator No longer pursuing project. Deleted 3Duth Miami Installation of Hurricane No longer pursuing project. Shutters in Qty Buildings March 2015 P2 -13 LMS Miami -Dade The M iami -Dade Local M itigation Strategy Part 2: The Projects Action Agency Description Reason Deleted 3Duth Miami Sanitary Sewer Extension and No longer pursuing. Plemoval of Septic Tanks Deleted 3Duth Miami Water main upgrades/Pelo- No longer pursuing. cations and Extensions Deleted 3Duth Miami Placing Utility Lines Under- No longer pursuing. ground March 2015 P2 -14 LMS Miami -Dade Appendix 3— Project List The M iami -Dade Local M itigation Strategy Part 2: The Projects This list is maintained in WebEOC and updated by the individual agencies upon re- quest by the LMS Coordinator, two times a year by June 30 and December 31, re- spectively. The updated lists are published in July and January every year. The WebEOC LMS Board will be used to pull current information as needed. The county, municipalities and all other members of the LMS Working Group reserve the right to, at any time, add to, delete from and in other ways change the order of priorities pre- sented here. 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