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DEBRIS MANAGEMENT PLANNING & Public Assistance

DEBRIS MANAGEMENT PLANNING & Public Assistance. By Matt Werner. Winsted, CT (1955). Main Street flooding. M&M Services. Joplin, MO / Moore, OK. HURRICANE SANDY. More Sandy. Philadelphia. Tons of Debris. Why plan for debris?. $8 Billion. Thresholds. $19 Million. $12 Million.

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DEBRIS MANAGEMENT PLANNING & Public Assistance

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  1. DEBRIS MANAGEMENT PLANNING & Public Assistance By Matt Werner

  2. Winsted, CT (1955)

  3. Main Street flooding

  4. M&M Services

  5. Joplin, MO / Moore, OK

  6. HURRICANE SANDY

  7. More Sandy

  8. Philadelphia

  9. Tons of Debris

  10. Why plan for debris?

  11. $8 Billion

  12. Thresholds

  13. $19 Million

  14. $12 Million

  15. Challenges • Complexity • Coordination • Public Expectations • Reimbursement • Community Recovery

  16. FEMA Debris Guidelines • Poses a threat to life, public health, or safety • Located on public property or in the ROW • Generated by a major disaster event • Removal ensures economic recovery • Removal costs are “reasonable” / competitive • Responsibility of the applicant • Complete all debris activities within 6 months!

  17. Planning pitfalls

  18. Caution • FEMA 325 (“The Debris Bible”) • Google • “Best practices” • Templates

  19. Problem vs. solution Be careful not to develop the wrong right answer.

  20. Creeping along

  21. Poor planning = poor outcomes

  22. Lessons borrowed

  23. Economics

  24. Planning variables • Staffing • Equipment • Time • Space • Expertise • Contractors • Non-Profit • State Agencies • Federal Agencies • Complex Rules

  25. Economics & emergency management • Using limited resources efficiently? • Maximizing potential resources to scale up? • Leveraging our staff? • Creating partnerships to enhance capabilities? • Developing more flexible and responsive systems? • Building redundancy into our plans?

  26. Value added approach • Convene the right people • Ask the difficult questions • Develop new partnerships • Address the gaps • Implement at all levels • Continuous improvement

  27. Philadelphia’s approach

  28. Peer Review • Gulf Coast States • Midwest “Tornado Alley” • Houston Region • Hampton Roads

  29. Debris in Philadelphia Debris Types Agencies L&I Parks Streets – Highways Streets – Sanitation Water Utilities Contractors Volunteers • C&D • Trees • Soil/Mud • Inlets • HazMat • Garbage • E-Waste • Snow • Putrescent

  30. Role of Public works

  31. Debris group

  32. Performance metrics • Performance Goals • Pre-Event • Response • Recovery

  33. Decision points • “Break Points” • Event Type • Space • Equipment • Contractors • Functional • Expertise

  34. Operational strategies • Interagency Coordination • City Executive Leadership Coordination • Debris Clearance • Debris Estimation • Public Property / Right-of-Way Debris Removal • Waterway Debris Removal • Hauling & Permitting • Private Property Demolitions • Debris Staging, Reduction, & Disposal • Contracting & Monitoring • Public Information

  35. Future development • Temporary Debris Site Locations • Transfer Station / Landfill Assessments • Historical & Private Property Debris • Regional Initiatives

  36. Lessons learned

  37. Design reflects intent “Design is the first signal of human intention.” – William McDonough

  38. Plans do not matter “The presence of plans has no correlation to the improvement in disaster response. None.” -Managing Chaos: A Disaster Planner’s Handbook (2013)

  39. Improvement is continuous • Debris is messy and complex • Every event is a teaching moment • Peers and private sector can inspire • Public expects and deserves the best

  40. Measuring success?

  41. Continuous assessment • Have we helped our stakeholders? • Have we maximized the use of resources? • Have we addressed the key gaps identified? • Have we met our response / recovery metrics? • What have we learned from recent events? • How can we do better? • Are we setting our stakeholders up for success?

  42. Inspiration through plans • Maximize the value to our stakeholders by: • Asking the difficult questions • Maximizing the use of resources • Enhancing partnerships • Expedite recovery timelines

  43. Let’s not become a cliché

  44. Thank you

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