Dauphin County National Disaster Resilience Competition Proposed Grant Application

Exhibit A Executive Summary
Dauphin County, PA
ExhibitAExecutiveSummary.PDF
EXHIBIT A: EXECUTIVE SUMMARY

DAUPHIN COUNTY, PENNSYLVANIA
As the population, healthcare, commercial, and tourism/recreation hub of south-central Pennsylvania,

Dauphin County is also home to the states capital, the City of Harrisburg. The County lies at the crossroads of
several major East Coast transportation corridors, including the Pennsylvania Turnpike (Interstate 76) and
Interstates 81, 83, and 283. Dauphin County features several significant economic drivers and regional assets,
such as Hershey Park and Hershey Arena, Hershey Bears ice hockey, Harrisburg International Airport,
Harrisburg Senators baseball, Penn State Capital Campus, Harrisburg Area Community College, and a variety
of world-class regional health systems, all of which provide jobs and job-training opportunities for a diverse
population. Dauphin Countys topography is punctuated by pastoral vistas and low, rolling foothills of the Blue
Ridge Mountains. The Countys waterways include streams, creeks, and tributaries, some of which originate in
northern Pennsylvania and collect run-off from the rolling hills and ridges across the County. Many of these
waterways feed into the Susquehanna River, which flows north-south from New York State, create the Countys
western border, and eventually empty into the Chesapeake Bay.
In early September of 2011 Hurricane Irene saturated central Pennsylvania with steady, heavy rains.
Approximately a week after Irene soaked the mid-state, Tropical Storm Lee pushed its way through central
Pennsylvania dropping record levels of rain. The saturated ground could hold no more water which led to
widespread flooding throughout Central PA, particularly in Dauphin County. Rainwater drained into local
stream and creeks which quickly overflowed, the amount of runoff inundated stormwater management systems
and completely overwhelmed systems. The impacts were severe and widespread. Recovery would take years
to accomplish and in many cases has yet to be fully achieved.
By 2014, and the announcement of the NDRC, Dauphin County had already begun to takes steps in
instilling resilience within the county. The county was in the process of developing its Hazard Mitigation Plan
and County Comprehensive Plan. The county had also undertaken the Regional FEMA Community Rating
System initiative to help communities assess if the CRS program is something for them in an effort to ease the

burden of increasing flood insurance premiums and to promote sound floodplain management practices in
Dauphin County. While each of these were contributing to a more programmatic resilience initiative in the
County, significant unmet need still existed which needed to be addressed regarding impacts from Tropical
Storm Lee. During Phase 1 of the NDRC process Dauphin County conducted substantial outreach to municipal
entities, stakeholders, institutions of higher education, public service providers, major employers, utilities, state
agencies, non-governmental organizations (NGOs) and the public. This process not only served to identify
unmet needs but also assisted the county in defining and recognizing some of the regions greatest threats, assets,
risks and strengths. Participation in the NDRC resilience academy in January of 2015 helped the county to
solidify and articulate many of the ideas and concepts that were being shared and discovered through the initial
outreach and information intake process. The county took the information and knowledge gained from the
academy and began constructing the framework of the resilience initiative and the Promote, Protect Connect
resilience framework which became the guiding theme of the initiative.
As the County developed the Promote, Protect, Connect resilience framework it was discovered that
there were very different needs, threats, assets and risks for different geographic portions of the County. These
three fairly distinct development regions coincide with the countys three primary watersheds. The northern
portion, located in the Wiconisco Creek Watershed, is primarily rural and includes several small core
communities. The central portion, located in the Paxton Creek Watershed, is the home of the Capital Region
and the greater Harrisburg urban region. Finally, the southern portion of the county, along the Swatara Creek
Watershed, is made up of much more suburban land development and use. Even though these three areas
suffered major flooding from Tropical Storm Lee, the damage and impacts were different. As the County
worked in these three regions to identify opportunities for recovery and resiliency, it began to realize it would
take three different types of projects to begin to instill resiliency in the county.

The County then defined three Resilience Districts based which includes all of the countys 40
municipalities. The districts are: Rural Wiconisco Creek Resilience District; Urban Paxton Creek Resilience
District and the Suburban Swatara Creek Resilience District.
Upon notification of its acceptance to Phase 2 of the NDRC, Dauphin County immediately began to
conduct a high-level climate change analysis related to flooding in the county. Areas such as Lykens Borough,
the Capital Region and Middletown Borough area were some of the highest impacted areas and the modeling
indicated that these areas are projected to suffer the greatest losses from flood impacts in the future. As this
analysis was underway, Dauphin County continued its outreach efforts with four countywide outreach meetings
and individual stakeholder meetings. With the completion of the climate change analysis and modeling,
existing information and data, and public outreach efforts, the County was finally able to begin to finalize a list
of priority projects in each District.
Also during this, the County continued to develop its Resilience Initiative by designating a Chief
Resilience Officer, defining a draft Resilient Framework and establish the Resilience Alliance. The Resilience
Framework focus on the Promote, Protect and Connect theme. The resilience projects in the Districts all meet
these three themes. The Resilience Alliance includes all of the county departments, regional NGOs, state
agencies and key stakeholders to begin identifying and addressing resilience issues in the County and will assist
the county with full implementation of the Resilient Initiative and the NDR-funded projects. As part of the
innovation in the countys approach, they have developed a strong partnership with the relevant state agencies
to assist with the development of the framework, identify potential funding for project implementation and to
coordinate regulatory reviews. The development of this partnership by the county and state agencies is critical
to the success of the countys efforts and could be used in other parts of the state. The county will work with
the state to educate other parts of the state on this model.

The county has included descriptions for each of the projects it is proposing to US HUD for funding
under the National Disaster Resilience Competition in the other parts of the application. This is just a start to
becoming more resilient. The county is committed to implementing these projects as a jump start to increase
the resilience in each of the three distinct areas of the county and will continue to work with its municipalities to
Promote, Protect and Connect in order to maximize its resilience.
Exhibit B Threshold Requirements

Dauphin County, PA
ExhibitBThresholdReq.PDF
EXHIBIT G: REGIONAL COORDINATION AND

LONG-TERM COMMITMENT
Dauphin County will meet all General Section threshold requirements as described in the Community
Development Block Grant-Disaster Recovery (CDBG-DR) National Disaster Resilience Competition (NDRC)
Notice of Funding Availability (NOFA) at 2. Applicable Requirements of the General Section (as modified by
the Technical Correction to the General Section).
Eligible Applicant Dauphin County, Pennsylvania. As a county government that experienced a
Qualified Disaster during 2011 in Tropical Storm Lee (DR-4030), Dauphin County is an eligible applicant, as
identified and defined by the June 2015 US Department of Housing and Urban Development (HUD) NDRC
Phase Two NOFA.
Eligible County Dauphin County, Pennsylvania. Dauphin County is an eligible county, as identified
in Appendix B of the June 2015 NDRC NOFA.
Most Impacted and Distressed Target Area Dauphin County, Pennsylvania, was identified by HUD
as a Most Impacted and Distressed region, resulting from a Qualified Disaster (Tropical Storm Lee - Disaster
Number 4020) per Appendix B of the NDRC NOFA (FR-5800-N-29). Refer to Exhibit D: Need, for additional
information on MID-URN Target Areas.
Unmet Recovery Need - Dauphin County conducted significant community outreach to identify
impacts from the storm event and remaining unmet needs. It was discovered that while substantial investment
and funding has been expended on recovery efforts from Tropical Storm Lee, an enormous gap remains in
addressing unmet recovery needs, especially concerning infrastructure across the region. Through a series of
surveys and meetings, Dauphin County confirmed unmet recovery needs have been demonstrated in more than
a dozen municipalities. Recorded unmet recovery needs with associated engineering reports total $201,879,770
and include: emergency generator/redundant emergency systems; bridge and culvert pipe replacement; road
repairs; culvert and bridge scour repair; roadside drainage improvements; sewage pump station elevation or

relocation; sanitary sewer inflow and infiltration repairs; combined sewer separation; canal drainage
improvements; and dam spillway repairs. Additionally, the County has identified more than $16,000,000 in
environmental degradation projects, with supporting engineering reports and tie back, which also exceeds the
$400,000 in unmet need required to meet the environmental degradation need cost requirement as a previous
HUD CDBG-DR recipient. The documentation provided in the attachment titled Unmet Need Engineering
Reports details the damage, work to be completed, and its connection to the disaster. Additional information
on unmet needs is included in Exhibit D: Need.
Eligible Activity All projects identified and presented in the Unmet Need Project List meet a CDBGNDRC national objective and are Eligible Activities as defined by Appendix A of the 2015 NDRC NOFA.
Resilience Incorporated Since Tropical Storm Lee in 2011, Dauphin County has committed to
integrating resilience measures into current and future planning and capital improvement projects. All programs
and projects proposed under this Phase 2 application will be designed with a focus on long-term resilience.
Project design and engineering will incorporate best available data, and will reflect the Countys understanding
of current and future hazards. Designing projects to withstand the impacts of future hazards will address current
unmet recovery needs, while simultaneously preparing for changing future conditions, such as climate change,
to establish long-term community benefits. Properly designed, resilience-focused projects not only improve
public safety, but also reduce future repairs and extend service lives, thus creating economic benefits.
Since Tropical Storm Lee, Dauphin County has dedicated significant time and resources to instilling
community-wide resilience, including the advancement of several key initiatives that are independent of the
NDRC. Current efforts include: a County-wide initiative to help municipalities apply to the Community Rating
System (CRS) program; promoting increased flood safety measures in local communities; and helping to
alleviate rising flood insurance costs. The County is also updating its five-year Hazard Mitigation Plan and 10-

year Comprehensive Plan to complement proposed NDRC efforts and further advance resilience among other
key policy/planning documents. Additional projects identified, but which are not included as part of the unmet
needs calculation, include developing stormwater authorities, mapping of stormwater infrastructure, and
conducting a study for alternative emergency access to the Pennsylvania State University/Milton S. Hershey
Medical Center, which are also in Dauphin County. It must be noted that the totals provided are only indicative
of the projects that had available engineering reports. Millions of dollars in projects still exist that do not yet
have engineering reports developed.
The projects included in the Unmet Need Project List have been identified for their potential to greatly
increase each communitys and the entire Countys resilience to current and future threats and hazards.
Addressing these unmet needs, and ensuring safe and effective infrastructure systems, are essential to instilling
resilience and will lead to greater public safety, economic development, and improved quality of life.
Meet a National Objective All projects and their individual components meet National Objectives as
defined in the Exhibit E Soundness of Approach. The project in the Wiconisco Creek (Lykens Valley)
Resilience District meets Urgent Need National Objective. The project in Paxton Creek Resilience District
meets the LMI Population National Objective. The project in the Swatara Creek Resilience District has
components that meet both LMI Population and Urgent Need National Objectives.
Overall Benefit While Dauphin County is focusing efforts on building resilience countywide, its
focus on the target MID-URN subareas within in the three distinct Resilience Districts (rural, urban, suburban)
historically are the most vulnerable to the impacts of major storm events and climate change, as evidenced
during and in the aftermath of Tropical Storm Lee. Additionally, these communities constitute the most densely
developed region in the County, and contain the highest concentration of low-to-moderate income (LMI)
populations (approximately 95,000 LMI individuals and many communities with greater than 51 percent LMI

populations). As project refinement, selection, and prioritization progresses, Dauphin County will ensure that at
least 50 percent of CDBG-NDRC funds will benefit LMI individuals.
Establish Tie-back All of the recovery projects proposed projects contain supporting engineering
write-ups and cost estimates indicating tie back to the Tropical Storm Lee event.
Benefit-Cost Analysis Additional information for each identified project, including a Benefit-Cost
Analysis completed in compliance with Appendix H and demonstrating that the benefits justify the costs, are
provided in Attachment F of this Phase 2 application.
Exhibit C Capacity
Dauphin County, PA
ExhibitCCapacity.PDF
EXHIBIT C: CAPACITY
PAST EXPERIENCE - Dauphin Countys participation and application development for the NDRC
has been spearheaded by the Dauphin County Department of Community & Economic Development
(DCDCED) under the supervision of the Dauphin County Board of Commissioners. The DCDED assembled a
team to assist with the development of both the Phase 1 and Phase 2 applications, which included several
technical partners: Herbert, Rowland & Grubic, Inc.; Tetra Tech, Inc.; Community Networking Resources, and
the Tri-County Regional Planning Commission (TCRPC). This team launched a comprehensive outreach
strategy with additional partner organizations and stakeholders across all 40 of the Countys municipalities (see
Attachment D Consultation Summary) during the development of both Phase 1 and Phase 2 applications. This
included outreach to municipalities, stakeholders, government entities, social service providers, institutions of
higher education, and the public at large. This was accomplished through individual meetings, group meetings,
open/advertised community forums, and individual agency and stakeholder contact.
As the primary entities responsible for the Dauphin County NDRC effort, the DCDED and the TCRPC
are experienced in developing and implementing area-wide comprehensive planning projects and community
and economic development projects. Dauphin Countys demonstrated history of efficiently and effectively
managing federal and state funds is widely evidenced, and positions the County to manage funds with a
prospective NDRC award. The County currently manages federal funds, including CDBG, CDBG-DR, among
others, for projects and programs across the County. The County has the financial expertise, programmatic
experience, and staff capacity to manage these federal funds through the Disaster Recovery Grant Reporting
System. The County has initiated numerous innovative programs and projects that demonstrate its commitment
and capacity to help residents (including low-to-moderate income individuals), municipalities, and local
businesses to address immediate disaster recovery needs and to establish long-term resilience.
Recent and ongoing examples of activities being managed by the County include Dauphin Countys
Infrastructure Bank (IB). The County IB was created several years ago by the Dauphin County Board of
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Commissioners and is managed by the (DCDCED). A partnership between the County and the Pennsylvania
Department of Transportation (Penn DOT), the County IB provides $30 million in low-interest revolving loan
funds to construct, improve, and rehabilitate transportation infrastructure throughout the County. The County
hopes to expand its IB in the near future to include all types of infrastructure and to incorporate additional
resiliency measures into current and future projects. DCDCED also supports the Dauphin County Land Bank
Authority. This unique authority uses available resources to facilitate the return of vacant, blighted, abandoned,
and tax-delinquent properties to productive use, thereby combating community deterioration, creating economic
growth, and stabilizing the housing and job markets. The DCDED also oversees the Countys Redevelopment
Authority and Industrial Development Authority, and works in conjunction with the Dauphin County Housing
Authority all of which have managed tens of millions of dollars worth of projects over the last several years
across the County.
By virtue of the successful management of the above-referenced examples of programmatic
management of millions of dollars annually, Dauphin County is extremely familiar and well suited to address
any administrative, technical, and /or community engagement and inclusiveness issues that involve or may arise
from a program as large as the NDRC. DCDCED has the internal controls to manage project progress consistent
with the proposed budget, time schedule, regulatory reviews, invoices, monitoring, and close-out requirements.
The Countys historic success in framing, funding, and implementing projects is the direct result of its
experience in developing, collaborating, and maintaining relationships across both government and nongovernmental organizations, including those that advocate for and service vulnerable populations.
The Phase 2 portion of the NDRC and the potential award will include several key partners necessary to
secure specific projects and ensure project completion. These partners include the following:
TRI-COUNTY REGIONAL PLANNING COMMISSION (TCRPC) Located in Dauphin County
at 12 Market St # 2, Harrisburg, PA 17101, the TCRPC serves as a resource for the diverse communities of
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Cumberland, Dauphin and Perry counties that border the Susquehanna River. Since 1966, the TCRPC has
fostered the long-term livability and vitality of communities regional planning and transportation planning.
TCRPC is governed by a 31-member county commissioner-appointed board, and is staffed by 13 professionals
with technical expertise in planning (AICP), transportation, and local government.
TCRPC Demonstration of Relevant Experience - The TCRPCs Regional Growth Management Plan can
play a significant role in bolstering Dauphin County resilience, as it addresses the problems associated with
changing economic, social, and physical attributes of the region. Implementation of projects and policies to
address these issues is occurring through the County and municipal levels. The TCRPC is also providing the
lead technical assistance to update Dauphin Countys 10-year Comprehensive Plan, which is the primary land
use document that guides local zoning, development, and open space use. Additionally, the TCRPC is also the
Metropolitan Planning Organization (MPO) for the Region.
HERBERT, ROWLAND & GRUBIC, INC. - HRG is the engineer of record for Dauphin County, and
has over 200 employees, including professional engineers, geologists, environmental scientists, surveyors, GIS
specialists, landscape architects, and related support personnel. Originally founded in 1962, HRG is an
employee-owned, full-service civil engineering and related services firm that provides quality, cost-effective
design solutions to public and private sector clients. HRG serves public and private-sector clients in nearly
every industry: local, state, and federal government, commercial and residential developers, educational and
healthcare institutions, hospitality, industrial and manufacturing, oil and gas, parks and recreation,
telecommunications, and transportation. HRG offers a full complement of technical expertise and engineering
services including municipal, water and wastewater, land development, transportation, water resources,
geographic information systems (GIS), survey, environmental, construction phase, and financial services.
HRG Demonstration Of Relevant Expertise For the Derry Township (Dauphin County) Combined Sewer
System Separation Project, HRG developed a funding strategy and secured the necessary funds to make this
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project a reality. This project was funded through a $4.3 million dollar H20 Grant and a $1.8 million dollar PIB
loan. HRG performed drainage design, stream restoration, obtaining two Water Obstruction & Encroachment
permits, three NPDES permits, and five HOP permits. The work was separated into priority areas. The project
tasks included surveying, preliminary and final design, hydrology and hydraulic analysis, natural stream design,
technical specifications, preparation of easement plats and documents, utility coordination, Norfolk Southern
coordination, preparation of a Project Manual and bidding documents, contract award services, contract
administration services, and construction observation services. The construction contract was awarded for
$5,358,810. Due to the complexity of the project and outside agency involvement, the project was designed and
constructed in a four-year period. [Reference: James Negley, Township Manager, 600 Clearwater Road
Hershey, Pennsylvania 17033, (717) 533-2057]
TETRA TECH, INC. Located in Dauphin County at 2400 Park Drive, Harrisburg, PA 17011, and
with 300 total offices worldwide, Tetra Tech is a leading provider of consulting, engineering, disaster recovery,
community resilience, climate change analysis, program management, construction management, and technical
services. The firm has been ranked by Engineering News-Record #1 for Water for 12 consecutive years, and is a
publicly traded company valued at $2.5 billion (FY 2014).
Tetra Tech Demonstrations Of Relevant Expertise For the NY Rising Community Reconstruction Program
conducted over 18 months, the firm assisted the New York Governors Office of Storm Recovery (GOSR) in
the development of nine Community Reconstruction Plans for 11 municipalities that were severely impacted by
Tropical Storm Lee, and Hurricanes Irene, and Superstorm Sandy utilizing CDBG-DR funds. Services included
visioning, needs analysis, hydraulic modeling, developing engineering specifications, project scoping and
budget, public outreach, CDBG-DR eligibility, addressing required environmental regulatory issues, cost
benefit analysis, and scheduling for more than $30 million in CDBG-DR recovery and resilience projects. One
community was awarded an additional $3 million for winning a contest in recognition of extraordinary
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community outreach. [Reference - William C. Harding, Executive Director, New York State Department of
State, 914-734-1347.]
CAPITAL REGION WATER (CRW) Located in the capital city, Harrisburg, Dauphin County,
CRW is the municipal authority responsible for stewarding drinking water, wastewater, and stormwater services
for the City of Harrisburg and its surrounding municipalities. In late 2013, Capital Region Water took over
Harrisburgs water systems as part of the Harrisburg Strong Plan. Capital Region Waters goal is to invest in its
customers communities and become the regions premier water utility. Currently, Capital Region Water has
100 employees and is managed by a Board of Directors and operated by the Chief Executive Officer (civil and
environmental engineer). The CEO will assist in the supervision of the day-to-day administration and business
affairs of each of the NDRC projects. Chief Financial Officer (CFO) is a certified public accountant who will
prepare and monitor the budget for each of the NDRC projects. The Director of Engineering (civil and
environmental engineer) will oversee the construction project development and management for the NDRC
projects. The Director of Administration, who holds a Master of Business Administration, will oversee all
document management, information technologies, human resources, and health/safety of the NDRC projects.
Capital Region Water Demonstration Of Relevant Expertise - Capital Region Waters Advanced
Wastewater Treatment Facility (AWTF) was built in 1975, and is undergoing a $50 million upgrade to help
reduce the pollution entering the Susquehanna River and the Chesapeake Bay. Currently, the AWTF treats an
average of 22 million gallons a day for almost 130,000 residents in the City of Harrisburg, Lower Paxton,
Susquehanna, Swatara, Paxtang, Penbrook, and Steelton all of which are municipalities in Dauphin County.
The AWTF upgrade project began in March 2014 and will be completed in early 2016. For more information
regarding the AWTF upgrades, please visit http://capitalregionwater.com/awtf-update/#sthash.ojAiSzWv.dpuf.
Additionally, CRW is committed to public education about water use and water quality in interactive, engaging
forums. CRWs Capital Region Waters City Beautiful H2O program is a community-based public education
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and outreach campaign to improve the health of our local waterways and green the City of Harrisburg. During
dry weather and moderate rain events, wastewater and stormwater flow to CRWs treatment plant on the
southern tip of Harrisburg. When there is a heavy rain, however, this system is designed to overflow into Paxton
Creek and the Susquehanna River, instead of backing up onto roads or into homes and businesses. Last year,
CRWs system experienced roughly 80 of these overflow events. Now, as part of an agreement with the EPA
and DEP underscored by CRWs commitment to healthy water the utility is tasked to significantly reduce
these overflows. This daunting effort will take 20 years and significant funding to complete. The City Beautiful
H2O program enables website visitors to access vital information, make posts, exchange ideas, and learn about
relevant community events.
CITY OF HARRISBURG - The City of Harrisburg is the capital city of the Commonwealth of
Pennsylvania and the county seat of Dauphin County. It is located on the east bank of the Susquehanna River.
City of Harrisburg Demonstration of Relevant Expertise The Seventh Street Widening project was a $6.5
million, federally funded project involving the widening of Seventh Street, from Reily Street to Maclay Street.
The project included property acquisition, building demolition, sidewalk and roadway construction, and utility
relocation. This project was finished on time and under budget.
UNITED REALTY & INFRASTRUCTURE GROUP, LLC (URI) Headquartered in Silver Spring,
MD, URI-Red Rocks Group, LLC is a partnership between United Realty & Infrastructure Group and Red
Rocks Group (URI Group). The affiliated entities have been in business for 15 years, combined. URI Group is a
professional services firm specializing in commercial real estate and infrastructure development. This is
inclusive of consulting, master planning, development management, construction management, integrated
renewable energy production, and financing. URI Group is a one-stop solution for public-sector entities that
seek to utilize private-sector funding options and/or structured financing as an economic development tool to
finance and develop sustainable infrastructure to suit the needs of the community. Infrastructure includes
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commercial real estate, state and private universities, urban and rural redevelopment projects, as well as projects
related to transportation, education, landfills, and other government service facilities. One of URI Groups
primary focuses is the ability to finance and integrate renewable and distributive infrastructure into everyday
life, and to support the requirements of a sustainable economy and its future impact around the world.
Development Team Structure: The configuration and coordination of the activities associated with the Project
will be performed by URI-Red Rocks Group. Each of the URI Group Development Team members perform a
critical role to guarantee an extremely efficient delivery system. The participation of local companies will be
essential from cost and quality perspectives. URI Group will work closely with the Borough of Middletown and
Dauphin County to incorporate the communitys vision from the previous Woodland Hills Development Plan,
while integrating the Countys Resilient Communities and Low-Impact Design objectives into the final design
concept, and will ensure that these objectives are met on schedule. URI Group is sensitive to the architectural
landscape of the community and will develop a signature project that is aesthetically appealing, as well as
environmentally and economically sustainable. Lastly, URI Group will make effort possible to integrate local
companies into the final configuration of the project delivery team.
MANAGEMENT STUCTURE, RESILIENCE INITIATIVE - As part of Dauphin Countys
Resilience Initiative, the County has developed the Dauphin County Resilience Alliance (Alliance), which
consists of the Dauphin County Resilience Steering Committee and the three Resilience Districts (Wiconisco
Creek Watershed, Paxton Creek Watershed, and Swatara Creek Watershed). Collectively, these three
watersheds are home to the Countys 40 municipalities. This Alliance will be led by the County-designated
Resilience Officer, established through the Office of the County Commissioners. The Alliance consists of four
groups of stakeholders the Dauphin County Resilience Officer (CRO), the Dauphin County Resilience Team,
state and regional agencies, and non-governmental and philanthropic organizations. The Alliance will meet on a
quarterly basis to ensure effective and efficient progress in addressing emergency and resilience issues
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throughout the County. The Dauphin County Resilience Team will consist of numerous relevant County
departments that will work together on specific resilience initiatives and projects in the County. The DCDED
will function as the primary contact between the County Resilience Team departments and the Office of the
Commissioners.
Relative to cross-disciplinary technical and community engagement capacity, the County
Commissioners will continue to oversee the implementation of proposed project activities through the guidance
of the CRO. The DCDCED, which houses the Countys economic development, housing,
redevelopment/development, and disaster recovery efforts (including CDBG-DR funds) will provide capacity
and support as the lead County department for the Resilience Initiative. Both the DCDCED and the TCRPC are
experienced in developing and implementing area-wide comprehensive planning projects. As a multidisciplined entity, DCDCED integrates all the disciplines necessary to advance County NDRC projects. This
department currently works with all 40 County municipalities. For example, DCDCED supports the Dauphin
County Land Bank Authority. This unique authority uses available resources to facilitate the return of vacant,
blighted, abandoned, and tax-delinquent properties to productive use, thereby combating community
deterioration, creating economic growth, and stabilizing the housing and job markets. For NDRC projects,
DCDCED will: provide daily project monitoring; manage the financial systems; assist with procurements;
facilitate community outreach; provide connectivity with the economic development community; manage
relationships with state/federal agencies; and oversee housing programs.
Collaboration with the Countys municipalities, project partners, and stakeholders will continue
throughout project implementation. DCDCED has the internal controls to manage project progress consistent
with proposed budgets, time schedules, regulatory reviews, invoices, monitoring, and close-out requirements.
The Countys historic success in framing, funding, and implementing projects is the direct result of its
experience in developing, collaborating, and maintaining relationships across both government and non-
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governmental organizations, including those who advocate for and service vulnerable populations. A core
County focus is empowering municipal leaders and County staff to go beyond the conceptual planning phase to
implement viable programs and activities in collaboration with partners and community stakeholders.
The County Emergency Management Agency will provide data relative to the updated County Hazard
Mitigation Plan (HMP) and will be involved with outreach. The TCRPC will offer AICP-certified planners,
zoning/land use guidance, housing trend analysis, public forums, and web-based participation outlets as part of
its 2015 County Comprehensive Plan update, which will coincide with the US HUD NDRC program. The
Countys engineering firm, Herbert, Rowland & Grubic, Inc. (HRG) and Tetra Tech Inc. (DCDCED consultant)
will partner to provide: climate change analysis; hydraulic and hydrologic modeling; environmental review;
engineering and design; construction inspection and monitoring; infrastructure development; flood buy-outs and
flood mitigation; identification of funding sources (including US HUD/CDBG-DR and FEMA, as well as state
funding sources); compliance monitoring; metric development to gauge project success; and municipal
outreach. Penn State University Harrisburg, a partner organization, will assist with educational programs on
resilience, readiness, and stormwater management. A detailed schedule will be developed to track project
advancement, with a formal briefing offered monthly to the Dauphin County Commissioners.
All projects will have an eye toward addressing impacts on civil rights, environmental justice, fair
housing, and analyzing racial and economic disparities. Specifically, the Countys Analysis of Impediment to
Fair Housing in its Consolidated Plan specifically establishes policy on low-income housing issues, racial
biases, and addresses slum and blight conditions. The County works with environmental scientists/engineering
partners HRG, Inc. and Tetra Tech, Inc. to ensure quality projects and long-term resilience. This dual,
interdisciplinary, technical capacity provides necessary back-up to ensure there are no gaps in capacity if a
partner drops out. As the planning team consists of government entities and stakeholders with an inherent
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interest in project advancement, the County does not feel this is a threat to project advancement,
implementation, or sustainability.
This technical capacity will complement the wide-reaching outreach and community engagement
capacity that will be marshalled to effectuate the reliance initiative and identified projects. The County, its
partners, and stakeholders identified in Attachment D have, and will continue to bring to bear enormous
outreach capacity across governmental and non-governmental sectors, particularly those who advocate on
behalf of low-to-moderate income (LMI) and vulnerable populations. Multi-media outreach will continue to be
dedicated to NDRC-related projects, including: a County web page with current content; links to partner and
stakeholder organizations web sites; neighborhood forums; collateral material developed in easy-to-read,
ADA-compliant formats; multi-lingual, TTY, government cable access broadcasts, Braille, and other formats to
increase accessibility to all audiences.
Dauphin County will work closely with its partners to ensure implementation and the timely completion
of projects. Each of the partners, their roles, and their key staff members are identified below, in addition to the
management structure among these partners:
TRI-COUNTY REGIONAL PLANNING COMMISSION (TCRPC) - TCRPC will provide one
planner to assist with program management, compliance and project oversight and one administrative assistant
to provide support activities, as defined in an MOU signed by Tri-County Regional Planning Commission and
the Dauphin County Department of Community and Economic Development.
HERBERT, ROWLAND & GRUBIC, INC. - Staffing and roles for implementation of NDRC
projects includes three civil engineers who will assist with review the final engineering designs provided by the
sub-recipients. They will lead the efforts to design the Countys projects and assist with the development and
implementation of the Resilient Dauphin County Initiative. Two Hydrologic and Hydraulic Specialists will
assist with the review of hydraulic modeling that will be utilized during the engineering design of the projects.
EXHIBIT C: CAPACITY
The staff will also assist with the development of additional hydraulic modeling in the County. Two Permit
Specialists will assist the County with obtaining the required permits for the county-owned projects. They will
also provide consultation to the County for the partners projects, and will participate in meetings with all
regulatory agencies. A Construction Manager will assist the County with managing the construction activities
for County-owned projects, and will assist the County with monitoring the projects with the other partners to
ensure that construction activities are being completed in accordance with the proposed construction plans and
agreements. Two Community Planners and Mitigation Specialists will assist with the development of the lowimpact ordinances that will be provided to the municipal governments, review the potential impacts and benefits
of projects, and assist with the development and implementation of t the Resilient Dauphin County Initiative.
TETRA TECH, INC. - The firm will commit three planners who are experts in CDBG programmatic
management, and who will provide financial/technical management services to Dauphin County on award.
Tetra Tech will additionally assist with the development and implementation of the Resilient Dauphin County
Initiative. Three community planners and two mitigation specialists will assist with the development of the lowimpact ordinances that will be provided to the municipal governments, and will review the potential impacts
and benefits of projects. Additionally, Tetra Tech will commit two hydrologic and hydraulic modeling
engineers/environmental scientists to conduct and analyze modeling used to enhance the projects engineering
design. Two resilience specials and climate change analysts will examine impacts on the County and potential
projects relative to climate change, and to advance engineering design. Two civil engineers will assist with
review the final engineering designs provided by the sub-recipients. Two cost-benefit analysts will provide
additional analyses that may needed as projects are developed. Two communications/public outreach experts
will assist the County with the design and execution of a multi-media, multi-component public outreach strategy
during the implementation of the projects. These experts understand how to reach LMI populations and others
EXHIBIT C: CAPACITY
who may be disenfranchised from mainstream media. Meanwhile, three environmental reviewers will assist
Dauphin County by performing the required Environment Reviews of Record for all projects.
CAPITAL REGION WATER (CRW) The Chief Executive Officer (civil and environmental
engineer) will provide staff oversight and liaison activity between CRW and the County; the Chief Financial
Officer (CPA) will monitor and manage funding and costs for the project; the Director of Engineering (civil and
environmental engineer) will provide project oversight and management; and a Director of Administration
(MBA) will provide general support with project implementation.
CITY OF HARRISBURG - The City is committed to dedicating the Mayor and City Manager to assist
with public outreach and intergovernmental communications. A City Engineer, Project Engineer, and Project
Manager will provide oversight and general project administration and procurement. Finance staff will
coordinate project financing. A Relocation Specialist will assist with outreach, relocation, and general project
coordination.
UNITED REALTY & INFRASTRUCTURE GROUP, LLC (URI)
The President and Managing Director are committed to the configuration and coordination of the daily
activities associated with the project, including arranging equity and debt financing. The Finance Manager deals
with all matters related to accounting, fund management, and budgeting/financial analysis of the overall project,
inclusive of forecasting cash flow projections, analyzing related borrowing needs and available funds for
ongoing operations. The Project Manager oversees land development for residential phases; working with 3rd
party builders for the fee-simple dwelling units, in addition to underwriting, tax credit packaging and
management of the development for LIHTC units. The Legal Team is responsible for providing counsel for
zoning and entitlement, contractual documents for the entire project, tax-exempt financing for affordable
housing, lease agreements with the Borough of Middletown for the electric substation, and other necessary
tasks. The Construction Manager is responsible for construction management services for land development of
EXHIBIT C: CAPACITY
the entire site, buildings and improvements all phases of development. The Architect/Planner is responsible for
overall production and coordination of design and construction documents and client interactions, overseeing
the planning and urban design efforts of the team, and ensuring that project planning is in line with the
architecture. The Civil Engineer and Electrical Engineer are responsible for providing engineering services for
all the necessary surveying and other civil needs, and work with the team to frame the master plan, including
building placement, roads, storm water management, infrastructure, and other site design layout. These latter
two professionals are also responsible for providing plans and specifications for the Electric Substation and
Smart Grid System, respectively.
Exhibit D Unmet Recovery Need and Target Geography

Dauphin County, PA
ExhibitDUnmetRecoveryNeedandTargetGeography.PDF
EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

TARGET GEOGRAPHY AND MID-URN TARGET SUB-AREAS

Dauphin County is identified as a Most Impacted and Distressed County resulting from a qualified
disaster (Tropical Storm Lee - Disaster Number 4020) by HUD per Appendix A and B of the NDRC NOFA.
Flooding occurs throughout the County, primarily along three local watersheds; the Swatara Creek, Paxton
Creek, and Wiconisco Creek, in addition to the Susquehanna River. During Tropical Storm (TS) Lee substantial
impacts were experienced within all three primary watersheds; a result of this widespread damage, the MID
Target Area constitutes the entire County for this NDRC Phase II application. To respond to these impacts,
resilience initiatives have been developed for this application that have both County-wide and locally specific
benefits. While some efforts to increase resilience include the entire County, several municipalities and subareas are located in highly flood-prone watersheds, and have been identified as focus areas, including the City
of Harrisburg, Highspire Borough, Lykens Borough, Middletown Borough, Steelton Borough, and the Lisa
Lake Mobile Home Park. These six target sub-areas are located in the Wiconisco, Paxton, and Swatara Creek
watersheds and along the Susquehanna River and experienced the most devastating physical, economic, and
property-related losses from Tropical Storm Lee TS Lee in 2011, in addition to impacts reflected in historical
flood-loss trends.
These target sub-areas were selected not only because they experienced some of the most severe
damages and impacts from TS Lee, but also due to the high concentrations of vulnerable populations, low-tomoderate-income (LMI) populations, dense development patterns, project future climate change impacts, and
economic challenges. The City of Harrisburg, Highspire, and Steelton Boroughs, as well as the Lisa Lake
Mobile Home Park, all contain greater than 51 percent LMI populations, these sub-areas contain a total of
approximately 37,000 LMI individuals. Many of the municipalities in the sub-area region are economically
distressed, including the City of Harrisburg, which is currently in Pennsylvanias Act 47 (Act of 1987, P.L. 246,
No. 47) Distressed Communities program. All six target sub-areas also have significant numbers of vulnerable

populations, as evidenced by housing cost burdens, poverty rates, relatively low median incomes, and
demographic characteristics. Details and trends related to vulnerable populations are discussed later in this
Exhibit. Risks associated with repeated flooding in these target areas threaten personal and housing safety of
LMI and other vulnerable populations, and all residential and business properties, infrastructure, the
environment, first response and healthcare assets, and numerous community amenities that drive the local
economy.
UPDATED UNMET NEED ANALYSIS
Overview of Outreach/Analysis
In 2011, Dauphin County, Pennsylvania, suffered substantial flood impacts from TS Lee. Ground
saturation from Hurricane Irene, which hit the area less than two weeks earlier, contributed to significant
flooding when TS Lee arrived. Flooding impacts were particularly severe along local waterways, including the
Wiconisco, Paxton, and Swatara Creeks, as well as the Susquehanna River. Flooding impacted housing,
infrastructure (roads, bridges, stormwater management systems, potable water lines, sewer lines, sewage
pumping stations, sewage treatment plants, electricity substations, and other utility and infrastructure facilities),
business operations, access to healthcare, and the environment. With development in the region spanning back
200 years, much of the aging housing, structures, and infrastructure were especially hard hit. This included
damage to 46 roads and bridges, 33 of which were closed due to flood inundation. Widespread flooding
throughout the region, and particularly in areas populated by LMI income individuals and families, devastated
many local properties and assets, much of which was already in great need of repair, replacement, or
restoration. Over the course of the TS Lee storm, over 10,000 Dauphin County homes were evacuated, 2,370
were damaged (1,112 suffering major damage), and 119 businesses were damaged (62 suffering major damage).

Dauphin County has adopted a science-based approach to identifying unmet needs and developing
projects to address short-term recovery needs and to instill long-term County-wide resilience. This process
began with extensive data gathering and direct community and stakeholder engagement involving 40
municipalities, over 20 regional stakeholders, and the general public. Meetings included discussions on impacts
from the storm event, unmet needs, impacted populations, actions taken to date, and clarification of long-term
needs and resilience opportunities. The open and engaging forums resulted in additional flood damage data, and
a greater understanding of existing and needed resources for recovery and resilience. These meetings also
facilitated connectivity with additional local stakeholder organizations to which NDRC program objectives
were communicated. Additionally, during Phase 1, a survey was distributed to the municipalities and
stakeholders to identify additional impacts and unmet recovery needs. The findings from these surveys
indicated that chief among the needs identified were infrastructure and other flood mitigation projects to protect
people and properties, and to ensure safe evacuation and access to essential services, and adequate provisions of
utility services. During NDRC Phase 2 application development, the County hosted and widely advertised four
public outreach events in geographically dispersed locations and held at different times of day to attract the
widest audiences possible. The purpose of these forums was to inform the public, municipal officials,
stakeholder organizations, and the community-at-large about Dauphin Countys invitation to Phase 2, the and
the process for identifying and vetting projects through both qualitative and quantitative input. These outreach
efforts were coordinated in parallel with the Countys Comprehensive Plan outreach process, and included a
public participation activity that invited participants to spend the $500 in Resilient Dauphin County dollars in
areas where they believed the greatest investment was needed. These eight resilience areas included:
Infrastructure, EMS, Economic Development, Job Development, Housing, Flood Mitigation, Regulatory, and
Transportation. Flood mitigation and infrastructure topped the list. Complete results of this exercise are
included in Exhibit E. Throughout the implementation of proposed resilience measures, Dauphin County will

continue to focus ongoing communications and collaborative efforts with all stakeholders, and most notably, in
the targeted areas with concentrations of LMI populations.
An evaluation of existing plans, documents, and information sources was conducted concurrently with
community outreach to help further understand the depth and breadth of issues and unmet needs in the County.
Dauphin County reviewed a variety of information to determine the location and extent of damages associated
with Tropical Storm Lee, as well as historic and repeated widespread flood patterns throughout the County and
region. These documents included: FEMA Verified Loss data; FEMA Public Assistance recipients; FEMA
Individual Assistance recipients; SBA recipients; NFIP data; Dauphin County Hazard Mitigation Plan (HMP);
Dauphin Countys Flood Insurance Study (FIS); Flood Insurance Rate Map (FIRM); the Pennsylvania Final
Climate Change Action Plan; Pennsylvania Climate Adaptation Planning Report: Risks and Practical
Recommendations report; Climate Change Impacts in the United States, the Third National Climate Assessment
report (updated May 2014 National Climate Assessment); and local/municipal post flood reports. The County
also met with dozens of municipal officials and staff, County engineers, utility and transportation
representatives, and staff from the Pennsylvania Emergency Management Agency, to discuss where recovery
efforts have been made, where they are planned, and where there is still unmet need.
Dauphin Countys significant community outreach and information gathering helped to improve the
assessment of Tropical Storm Lee impacts and remaining unmet needs. It was discovered that while substantial
investment and funding has been expended on recovery efforts, including funding sources from Federal
Emergency Management Agency (FEMA), the PA Department of Conservation and Natural Resources,
Dauphin County CDBG-DR, local bonds, Hazard Mitigation Grant Program (HMGP) and other sources, an
enormous funding gap remains to fully recover. The Countys assessment resulted in the identification of over
$200 million in unmet recovery needs including more than $100 million in infrastructure projects, which were
supported by engineering reports included in the Phase 1 application. Much of these costs were for projects and

issues that have not been addressed, or which have been funded simply to return to status quo, at the exclusion
of building resilience. Compromised infrastructure not only causes health and safety issues, but has a chilling
effect on development, redevelopment, and access to jobs, healthcare, and markets for locally produced
products. In addition, the region suffered substantial environmental impacts from TS Lee, primarily involving
erosion, silt and debris deposition, and impacts to the natural lands along local creeks and the Susquehanna
River.
Unmet Need Figures
Through the process described above, Dauphin County confirmed unmet recovery needs during Phase 1
in more than a dozen municipalities. Recorded unmet recovery needs with associated engineering reports
totaled $201,879,770 and included: emergency generator/redundant emergency systems; bridge and culvert pipe
replacement; road repairs; culvert and bridge scour repair; roadside drainage improvements; sewage pump
station elevation or relocation; sanitary sewer inflow and infiltration repairs; combined sewer separation; canal
drainage improvements; and dam spillway repairs. Additionally, the County identified more than $16,000,000
in environmental degradation projects. It is important to note that the unmet need totals provided above are only
indicative of the projects with available engineering reports. Additional millions of dollars in unmet needs were
demonstrated through public outreach and anecdotal evidence; however, most of these needs lack engineering
reports or quantitative assessments.
Hazus and Climate Change Needs Analysis
Based on an analysis of historic hazards combined with future climate projections, including those
provided by the Pennsylvania Climate Impact Assessment (June 2009) and Update (January 2014), the County
has identified increasingly frequent and intense storm events and associated flooding, as the Countys most
substantial future hazard. The Pennsylvania Climate Impacts Assessment report states that the current warming
and increased precipitation trends will continue at an accelerated rate. It was concluded that the effects of

climate change will pose growing challenges to the regions environmental, social, and economic systems,
while also increasing the vulnerability of the regions residents, especially its most vulnerable populations.
These are individuals who, because of limited financial capacity, accessibility to services, compromised
functional access due to physical and cognitive issues, or limited English proficiency that may disenfranchise
them from mainstream emergency management and safety messaging, are at greater risk to immediate dangers.
These populations also have and will find it more difficult to self-protect or self-evacuate in the face of danger,
and cannot easily recover from storm impacts. More intense precipitation events will result in greater flood risks
and an increased impact to the Countys infrastructure, as well.
Dauphin County, in coordination with its technical support providers, Tetra Tech and HRG, conducted a
preliminary climate change analysis for the County. This analysis identified hazards associated with future
flood and extreme precipitation events through the use of FEMA Hazus software. Hazus provides a quantitative
loss estimate for current and future hazard conditions. The three analyses listed below were conducted to
support the County in planning for the range of future risk and hazards associated with extreme flood events:
(1) Evaluation of impacts on flow, sediment, and nutrient loading using U.S. EPAs HSPF model for the
Susquehanna River Basin, with a specific focus on Swatara Creek and the Susquehanna River mainstem at Harrisburg;
(2) Estimation of future rainfall intensity-duration and frequency (IDF) and watershed response modeling,
using future climate model scenarios; and
(3) Development of current and potential mid- and late-century floodplains and calculation of associated
flood damage, based on FEMA Hazus version 2.2 modeling results.
This analysis was critical to enhancing the data collected from other climate change sources, in addition
to the real-world feedback provided through numerous outreach events and ongoing communication with
engineers, municipal officials, and stakeholders. See Exhibit E: Leverage for more detail.

Dauphin County worked extensively to identify potential leverage partners throughout the NDRC
process. This included discussions and meeting with municipalities, stakeholders, state agencies, philanthropic
groups, institutions of higher education and others. The County also met with The Reinvestment Fund, a
Philadelphia-based national leader in the financing of neighborhood revitalization to build wealth and
opportunity for low-income people and places through the promotion of socially and environmentally
responsible development. TRF provided a commitment letter indicating its ongoing support to identify and
secure funding for the Resilient Dauphin County NDRC process.
The County worked with several project partners who were able to secure funding commitments as part
of their projects. The Woodland Hills Development and the Capital Area Greenbelt improvements both
included funding commitments equaling approximately $84,000,000 and $70,000, respectively. The developer
for the Woodland Hills site will utilize funds secured through several sources to complete the development of
the Woodland Hills site, while the Dauphin County Department of Park and Recreation was able to secure
$70,000 in funds from a variety of donors to assists with planning and design of the Greenbelt improvements.
The County will continue to work with and identify funding partners for all of the NDRC-eligible projects, as
well as any future resilience projects being considered by the County.
Demographics and Limiting Factors
Population
As of 2013, Dauphin County had a total population of 270,937 people residing in 110,215 households
and an average household size of 2.4 persons. These figures represent a modest increase over 2010 estimates
(268,100 people and 110,435 households) and a 7.6 percent growth since 2000. The median age of County
residents has also remained relatively stable, and has only increased slightly from 37.9 years in 2000 to 39.4
years in 2010 and 39.2 years as of 2013.

Race and Language

Dauphin Countys population includes residents from diverse ethnic and racial backgrounds. The largest
racial cohort in the County are residents identifying themselves as White (71.9%) followed by Black (18.5%),
Asian (3.4%), two or more races (2.9%), American Indian and Alaska Native (.2%) and 3.1% indicated they
were of some other race. Of this population, 7.9% are Hispanic or Latino. According to the 2010 Census, more
than half of the Countys 46,436 Black residents lived in the City of Harrisburg, with another 5% living in
Steelton. Currently, 3.8% of Dauphin Countys population (9,904 people) primarily speak a language other than
English, and/or speak English less than very well. Approximately 8,800 of those whose primary language is
not English reside in the City of Harrisburg. The lack of proficient English places these individuals at a
significant disadvantage when it comes to accessing critical information pertaining to education, work, child
care, mitigation, emergency response, and recovery efforts.
Vulnerable Populations
The existing Dauphin County population, infrastructure, and building stock create unique conditions that
impact long-term resilience and community health. Building deficiencies, personal challenges, and economic
difficulties, among other factors, currently contribute to increased vulnerability for portions of the Countys
population. Conditions creating or exacerbating difficulties for these vulnerable populations and their relation to
disaster recovery and long-term resilience are presented below.
Households with Children and Elderly Residents
As of 2013, 14.1 percent of residents in Dauphin County are over the age of 65, and 25.6 percent of
households included at least one person aged 65 years or older. Lykens Borough, one of our MID Target areas,
has a very large percentage of older residents, with 19.4 percent over the age of 65, thus warranting special
consideration as a particularly vulnerable population relative to self-protection and preparedness, ability to
evacuate without assistance, and inability to recover from storm impacts. In addition, 29.6 percent of

households in the County had at least one child. Steelton Borough, one of our MID Target areas, has a
particularly high percentage of residents with at least one child (43.5%). In addition, 9.7 percent of households
in the County consisted of people aged 65 years or older who live alone, thus creating even greater vulnerability
to storm threats and impacts. Households with children or elderly residents experience an additional level of
vulnerability during disaster events. Limited mobility, necessary medications, physical ailments, and fragility all
increase the safety risks for these individuals and their family members in emergency situations. Ensuring that
these households have access to information, resources, essential services, and quality housing stock to allow
for sheltering-in-place is essential for long-term public safety and resilience.
Residents with Disabilities or Health Concerns
Residents with disabilities comprise another segment of the population who experience increased
vulnerability to disaster events, present and future. The nature and extent of the disabilities vary greatly;
however, it is imperative to plan for safe evacuation, sheltering, and housing to accommodate all circumstances.
Currently, there are 33,710 civilians (12.6% of the population) with a disability in Dauphin County. Of these
individuals, 2,472 are children and 12,572 are over the age of 65. Children and elderly with disabilities are even
more vulnerable and must be carefully considered throughout the planning and implementation of disaster
preparedness, mitigation, response, and recovery and resiliency initiatives. The populations of our MID Target
areas experience similar or even higher rates of disability, including Harrisburg (16.7%), Lykens (15.3%),
Middletown (16.7%), and Steelton (13.6%).
Economic Hardship
The median household income for Dauphin County in 2013 was $53,816. The median household income
for all five MID Target Sub-Areas is far less than both the State ($52,007) and United States ($52,250),
including Harrisburg ($34,216), Highspire ($39,697), Lykens ($46,134), Middletown ($41,091), and Steelton
($43,902). In addition, 14.1 percent of Dauphin County residents are considered below the poverty line, and

more than 20 percent of residents receive some form of financial assistance. County-wide, residents living in
poverty, and particularly in target areas with incomes far below both Pennsylvania and United States median
household incomes, create acute recovery and resilience needs for these vulnerable populations. Segments of
the population experiencing financial hardship can be at additional risk during disaster events, due to a variety
of circumstances, such as unsafe living conditions and a lack of access to resources and information to support
safety and emergency procedures.
As of 2013, 14.1 percent of the Countys population is living below the poverty level. Among Dauphin
County residents, 40.26 percent are identified by HUD as earning low-to-moderate incomes. Four of the
Countys five MID Target Sub-Areas have even greater percentages of residents living in poverty, specifically,
Harrisburg (32%), Highspire (21.7%), Middletown (17.0%), and Steelton (24.5%). These figures stand in stark
contrast to the 13.3 percent of people living in poverty in Pennsylvania. These sub-areas also include significant
numbers of LMI income residents, including Harrisburg (65.8%), Highspire (57.4%), Middletown (46.4%),
Steelton (67.3%), and Lykens (41.5%). In addition, significant numbers of people in our MID Target Areas
receive financial assistance. In the City of Harrisburg: 12.6% receive supplemental security; 6.5% receive cash
public assistance; 29.9% receive food stamps/SNAP benefits. In the Borough of Highspire: 9.3% receive
supplemental security; 1/7% receive cash public assistance; 15.2% receive food stamps/SNAP benefits. In the
Borough of Lykens: 7.9% receive supplemental security; 4.7% receive cash public assistance; 11.2% receive
food stamps/SNAP benefits. In the Borough of Middletown: 6.0% receive supplemental security; 4.9% receive
cash public assistance; 12.9% receive food stamps/SNAP benefits. In the Borough of Steelton, 7.8% receive
supplemental security; 6.4% receive cash public assistance; 27.5% receive food stamps/SNAP benefits.
In addition to income limitations, housing prices in the County also present resiliency challenges. The
median home value in the County is $160,300, an increase of 24.1 percent between 2005 and 2013. Over these
eight years, monthly owner costs increased by 7.7 percent, and monthly renter costs increased by a staggering

31.6 percent. As a result, there are currently a number of homeowners and renters who are substantially costburdened by housing costs in the County, suggesting that these households pay more than 30 percent of their
income for housing costs. Among current homeowners with a mortgage, 25.7 percent spend more than 30
percent of their income on monthly housing costs. Among renters, a troubling 45.1 percent spend more than 30
percent of their income on monthly housing costs. Four of the Countys five MID Target areas are experiencing
even greater housing cost burdens, including:
Harrisburg: 35% of homeowners with a mortgage; 55.5% of renters
Highspire: 40.9% of homeowners with a mortgage; 50.2% of renters
Middletown: 36.4% of homeowners with a mortgage; 48.8% of renters
Steelton: 37.2% of homeowners with a mortgage; 44.7% of renters.
These figures represent a growth in the number of cost-burdened owners and renters since 2008, and is a trend
that if left unaddressed, will continue to hinder long-term economic stability and resilience.
RESILIENCE NEEDS WITHIN RECOVERY NEEDS
Steelton Sewer Project
The Borough of Steelton has a combined sewer system in the eastern section of the Borough, with a
current capacity of a two-year rain event (2-3 inches over 24 hours). The municipal requirement is, at minimum,
a system with a 10-year event capacity (4.36-inches over 24 hours). The proposed project is to separate the
stormwater and sewer systems and design for todays 25-year event (5.43 inches over 24 hours), which is
equivalent to climate model projections late-century, 10-year event.
As discussed in the Benefit-Cost-Analysis narrative, in 2011, rainfall during TS Lee (7.7-inches over 24
hours; storm total of 12-13 inches) quickly overwhelmed the combined sewer system in the proposed project
area. This resulted in raw sewage back-ups into homes and discharge of raw sewage into the Susquehanna
River. The entire project area, equating to 218 residences, experienced basement back-ups of combined sewer

and stormwater causing foundation, structural, and content damage. The wastewater utility was out for two days
before water levels receded and this utility service could be restored. Residents were forced to relocate during
this time until water levels receded and they could return to pump out their basements.
State Route 230 was closed, due to the insufficient drainage capacity of the system, not only causing
loss of road function to a major artery in this area, but potentially impacting industry and major employers
along this route. Further, untreated sewage was discharged into the Susquehanna River from streets and
combined sewer overflow bypass chambers at Felton Street and R Street, with total nitrogen concentrations up
to 5 times higher (25-30 mg/L) than the target total nitrogen level (6 mg/L) established by the Chesapeake Bay
Tributary Strategy and Total Maximum Daily Load (TMDL). Excessive flows within the system, due to the
influx of stormwater, caused significant damage to the already aged, deteriorated, and undersized combined
sewer infrastructure. Finally, residents incurred cascading social and economic impacts as a result of this event.
These impacts include mental health costs, loss of job productivity, and physical health impacts due to the
exposure of raw sewage in their home.
Overall, TS Lee resulted in an estimated $4,418,112 in quantifiable loss. These costs do not reflect the
full impact and total losses incurred by this section of the Borough of Steelton and region, because not all
impacts could be monetized, e.g., economic impacts to industries along State Route 230; environmental impacts
to Susquehanna River and eventually the Chesapeake Bay. If the proposed system had been in place at the time
of TS Lee, the impacts would not have been as great. Although the increased capacity of the system could not
handle greater than a 100-year rain event like Tropical Storm Lee, the raw sewage back-ups in residential
homes would not have occurred to the proposed separated system. Further, the proposed system would have
been able to convey a majority of the stormwater flow, minimizing any basement flooding, roadway closures,
and cascading social, environmental, and economic impacts.

Jednota Flats Acquisitions

The proposed project is to acquire flood-vulnerable property located in Lower Swatara Township (land,
single family homes, and mobile homes) to eliminate all future flood losses to these structures and enhance
flood storage capacity for the watershed. As a result, there will be increased flood storage capacity and thus,
protection to the commercial corridor along State Route 230, improved wildlife habitat, and increased
environmental benefits associated with riparian open space.
As discussed in the Benefit-Cost-Analysis narrative (see Attachment F), in 2011, all proposed
acquisitions were located in the FEMA-delineated 1-percent and 0.2-percent annual chance flood zones. As a
result of TS Lee, approximately 231 households were flooding above the first-floor, and local roads were
flooded and closed for three-four-days. Based on local knowledge and photographs during the event, mobile
home structures were flooded to the middle of first-floor windows, while some structures were completely
destroyed. Due to the extent and depth of flooding, there were no detours available for the residents along many
of these roads. These residents either needed to evacuate or they would have been isolated during TS Lee, as
emergency services could not access them should a response be needed by vehicle. Further, nearly $250,000 in
drainage infrastructure repairs and associated over-time pay required by the Borough Department of Public
Works were needed to recover from impacts from TS Lee. Due to on-site private wells and septic systems, well
contamination and compromised septic systems were likely evidenced as was in previous flooding events.
Further, residents incurred cascading social and economic impacts as a result of this event. These impacts
include mental health costs and loss of productivity. In addition, there is a human health risk to exposure to
flooded structures due to mold contamination if not properly addressed.
Overall, TS Lee resulted in an estimated $10,631,259 in quantifiable loss in the Jednota Flats area.
Please note that not all impacts could be monetized. If these properties were acquired and returned to open
space prior to TS Lee, the impacts to these properties would not have taken place and these residents would not

have endured the social impacts associated with this disaster. Instead, the proposed riparian open space would
have increased flood storage to the watershed and likely decreased flood impacts further in the surrounding
area.
FACTORS HINDERING RESILIENCE
Several factors and current conditions in the County significantly hinder resilience. Of these factors, the
most critical are the availability and limitations associated with disaster recovery and resilience funding.
Despite two allocations of CDBG-DR funds, Small Business Administration funding, National Flood Insurance
Program payments, County and local investments, and private investments, there remains more than $200
million in unmet recovery and resilience needs in the County. These unmet needs are the result of limited
availability of funding, as well as restrictions associate with specific funding programs.
Economic hardship, including housing affordability, is another challenge to resilience throughout
Dauphin County. Financial hardships have far-reaching economic, community, and personal safety implications
for residents, especially for young families and workers. A household that experiences financial difficulties will
find it difficult-to-impossible to invest in other areas that can increase safety and resilience. Necessary structural
and mechanical improvements, modern technology to access information, vehicles to improve mobility and
evacuation, among other investments, may not be possible for individuals experiencing financial difficulties.
Additionally, the current housing stock in Dauphin County presents numerous potential challenges for
long-term disaster resilience. Homes and structures located in floodplains present major risks for public safety
and substantial financial damages during a flood event. Vacant structures also contribute to this risk. As of
2013, the County had a vacancy rate of 9.1 percent with 11,071 vacant homes in varying conditions. The
locations and individual conditions of these structures present specific hindrances to resilience and opportunities
for increased safety. If a structure is either in a floodplain, acts as a constriction to flood waters, increases the
impervious surface area, or is in a dilapidated state, it can significantly increase flood risks for residents, nearby

infrastructure systems, and adjacent properties. Identifying and removing structures from floodplains will help
to improve overall flood conditions, public safety, and community and economic health.
Housing conditions in the County also present several key issues that negatively impact long-term
disaster recovery and resilience. With more than half of the housing stock built before 1970 and 22.5 percent
built before 1939, there is strong likelihood of unsafe conditions and outdated systems. Portions of the current
housing stock in the County suffer from structural and mechanical deficiencies that present acute risks for both
short-term and long-term safety and resiliency. These include deficiencies in utilities, systems, and essential
housing facilities that hinder the potential for sheltering-in-place during an emergency.
In addition to an aging and deficient housing stock, the County also has 4,474 mobile homes which,
while not inherently dangerous, do create unique conditions that could increase risks during flooding or
emergencies. Without the structural stability of a traditional home, mobile homes must be carefully located
away from floodplains and other hazard areas to reduce the risk of washouts, isolation, or other catastrophic
failures. Mobile home owners should also be aware of safe evacuation routes and procedures in advance of
disaster events. Dauphin County will work to identify and address any potential safety risk associated with
current mobile home areas and access to safe evacuation routes.
APPROPRIATE APPROACHES AND BEST ACTIONS
Dauphin County is pursuing a multi-faceted approach to improving resilience, including a range of
different project types and initiatives that each address unique needs of the County, target areas, and current
community conditions. Based on in-depth assessment of unmet needs, extensive community outreach, and
additional scientific analysis, Dauphin County developed the following approaches and best actions to respond
to immediate flood risks and instill long-term resilience:

RESILIENT DAUPHIN COUNTY INITIATIVE: PROMOTE, PROTECT AND CONNECT

Dauphin County has created the Resilient Dauphin County Initiative (Resilience Initiative) and the
Resilience Alliance (Resilience Alliance), which are described in detail in Exhibit E, to increase resilience from
major storms and other catastrophes among the Countys 40 municipalities. This includes building resilience in
the economy, housing, health and human services, stormwater, sewer and water infrastructure, and other types
of infrastructure. This Resilience Initiative will also be developed as part of the long-term commitment of the
County, and will be further enhanced and refined during the implementation of CDBG-NDR-funded projects.
As the home county of the State Capital of Pennsylvania (City of Harrisburg), it is important for Dauphin
County to take the necessary steps to become more resilient and set a modeling example for the rest of the
Commonwealth. In addition, Dauphin County has worked very closely with state agencies during this process to
model resilience initiatives. This has been met with great support by the state agencies, as is evidenced by the
support letters provided in Attachment D.
Organizational Structure
Chief Resilience Officer - In developing the Resilience Initiative, the County has named a Chief Resilience
Officer (CRO), who is the Deputy Chief Clerk/Chief of Staff, situated in the County Commissioners office and
directly accountable to the County Administrator (chief appointed staff member) and the County
Commissioners. The CRO will head the Resilience Alliance. The first component of the Resilience Alliance is a
Steering Committee (Committee) that includes the heads of all of the key County departments. These
departments are charged with establishing policy, identifying and prioritizing issues, managing projects and
program, interacting with many of the vulnerable populations in the County, and for investing the County
resources resilience endeavors. The CRO and the Committee will work together to define the Resilient
Framework and Standard Operating Procedures for the Resilience Initiative. These will guide the Countys
policies, and short-term and long-term investments in the County. The Committee will meet on a bi-weekly

basis to develop the Countys Resilience Framework, identify and implement potential projects and policies to
increase County resilience, and provide connectivity to the recipients County services.
State Agency Resource Team - The second component of the Resilience Alliance is the State Agency
Resource Team. In an effort to coordinate with the State Agencies in the Commonwealth, and to include their
areas of expertise, the County has formed a State Agency Resource Team, which includes representatives from
the Pennsylvania Departments of Community and Economic Development, Conservation and Natural
Resources, Transportation, Environmental Protection, the Pennsylvania Historical and Museum Commission
and Pennsylvania Infrastructure Authority to develop the Resilience Framework and pursue the Resilience
Initiative. The County will ask the State agencies to participate in quarterly meetings with the County to
develop the Resilient Framework and Standard Operating Procedures for the Initiative. They will also play an
important role in the implementation of the projects funded by the NDR program. These agencies will assist the
County with identifying various state-level funding resources that could be leveraged with the awarded NDR
funding, and will continue to work with the County to implement future projects identified as part of the longterm implementation of the Initiative. These State Agencies also play an important regulatory role in the
implementation of projects and they will also assist the county with coordinating the reviews of any permit
applications or environmental reviews that must be conducted as part of the implementation of the NDR funded
projects as well as future resilient projects.
NGOs/Community and Faith-Based/Philanthropic Groups - A third component will included various nongovernmental, community and faith-based, and philanthropic groups that address County issues related to
vulnerable populations. These groups play an important role in the County during everyday interactions with
key populations, but also provide critical assistance during a disaster. These organizations will play an
important role to ensure that the voices of the populations they represent are included in the development and

implementation of the Reliance Initiative. These organizations may also be able to connect the County with
potential funding sources that could be used to implement the Resilience Initiative and future resilient projects.
RESILIENCY DISTRICTS
Connectivity to the Countys 40 municipal governments is critical to the development of the Resilience
Initiative and the implementation of NDR-funded projects. Dauphin County believes that the most appropriate
projects to achieve long-term resilience should both respond to the unique conditions of an individual
community, while also being replicable for other similar communities. As such, it was determined early in this
process that investing in only one or two large-scale projects would not be an effective approach for long-term
resilience. A large, single investment in one community may increase flood protection for that specific local
area; however, this likely would not function as a reasonable model for other communities with different
challenges. To address the specific needs of individual communities while focusing on replicable solutions, it
was determined that the most appropriate approach should include a series of pilot investments in multiple
communities with different conditions and needs. By so doing, the County will validate the effectiveness of
each project type, and illustrate how similar improvements can be achieved in communities with similar
characteristics.
To accomplish this, the County has developed three Resilience Districts. These district Resilience
Districts are based on the three major watersheds in the County that are connected to the Susquehanna River
watershed, and which constitute the primary sources of flooding. The flooding in 2011, as a result of Tropical
Storm Lee, occurred in each of these three watersheds. In addition, each Resilience District has distinct
characteristics: the Wiconisco Watershed Resilience District in the northern part of the County is very rural; the
Paxton Creek Watershed Resilience District is in the central part of the County, its urban center; and the
Swatara Creek Watershed Resilience District is in the southern end of the County, and is suburban and
experiencing growth.

The communities in these Resilience Districts share similar development patterns and related flood
problems, and all 40 municipalities were assigned to the appropriate rural, suburban, or urban Resiliency
District. As a next step, the County developed pilot projects in communities of each type that would respond to
its unique conditions and unmet needs. Projects were identified and prioritized, based on a series of criteria,
including: direct connection to Tropical Storm Lee and identified unmet needs; anticipated level of flood
protection; replicability; long-term resilience benefits; BCA scoring; LMI and vulnerable population benefits;
and the vulnerability to increased impacts from changing conditions related to climate change. The goal of these
pilot projects is to provide immediate benefits to each community that will validate their effectiveness, while
simultaneously leaping towards long-term resilience by providing replicable solutions for similar communities.
The CRO will establish a regular meeting schedule with these Resilience Districts to develop the
Resilience Initiative and the Resilience Framework, to implement the NDR-funded projects, and, to develop and
implement long-term resilience projects. One example of how the County will use these Resilience Districts to
develop and implement the Resilience Initiative is by providing professional planning services through its
planning commission for the development of a low-impact development ordinance. This new ordinance will
provide the municipalities with a tool to promote smart growth that will make the County more resilient. The
County is currently updating its 10-year Comprehensive Plan and 5-year Hazard Mitigation Plan, which are
being developed in parallel and conjunction with the NDRC process and Resilience Initiative. The
Comprehensive Plan will incorporate many of the same resilient goals, processes, programs, systems and intent
as those being adopted by the County for the Resilience Initiative and will be used as a main guidance
document to build resilience in the county. The Hazard Mitigation Plan will also be used by the county to
mitigate hazards and make the county more resilient.
EXHIBIT E SOUNDESS OF APPROACH

Dauphin County is situated in south-central Pennsylvania and consists of 40 municipalities that vary in
population density, degrees of development, and land use. Small, rural, agrarian communities characterize the
northern and eastern parts of the County, while the urbanized, developed, and more densely populated areas in
the center of the county around the state capital (Capital Region) are complemented by the suburbs surrounding
the Harrisburg metropolitan area and growth areas in the southern end. This diversity in demography,
geography, and land use makes Dauphin desirable, but requires a uniquely creative approach to building
community resilience county-wide.
Flooding is one of the most significant hazards identified in the County. Most of the community
structural assets, and a significant number of low-to-moderate populations, are particularly vulnerable to this
hazard. The Susquehanna River borders the western side of the County, and there are three additional
watersheds in the County that feed into the Susquehanna River: the Wiconisco Watershed (north); the Paxton
Creek Watershed (central); and the Swatara Creek (south). Dauphin Countys proximity to its many waterways
has resulted in devastating floods over the past several decades. In 1972, the County was severely damaged by
Hurricane Agnes. In 1996, it was deluged by tremendous flooding, due to heavy snowfalls and cold
temperatures, followed by rains and rapid river thaw that caused major ice jams and flooding. In 2011,
Hurricane Irene and then Tropical Storm Lee resulted in widespread flooding and associated impacts. Major
storm events and more frequent sudden, flash floods cause repetitive damage, loss, and vulnerability to people
and property.
The Resilient Dauphin County Initiative: Promote, Protect, Connect

At the outset of the NDRC process, the County conducted an extensive outreach campaign to local
governments, agencies, and authorities to identify the regions resilience risks, vulnerabilities, and unmet needs.
The County identified a vast number of unmet needs, exceeding $200 million, and provided available

authenticating documentation in the Phase 1 NDRC application. However, tens of millions of dollars of
additional unmet needs and potential resilience projects exist throughout the County today. The County engaged
social service providers, institutions of higher education, utility providers, and regional employers to identify
local and regional unmet needs. Once invited to Phase 2, Dauphin County refined its approach and
methodology, and
DAUPHIN COUNTY RESILIENCE ALLIANCE
developed initiativeoriented, science-based,

community-vetted
project solutions to
build long-term
resilience countywide;
hence, the creation of
the Resilient Dauphin
County Initiative and
Framework: Promote,
Protect, Connect. As
the home county of the
State Capital of Pennsylvania (City of Harrisburg), and the only Pennsylvania entity to qualify for NDRC Phase
2, Dauphin County is demonstrating resilience leadership by working with its municipalities, state government
agencies, and regional and community-based stakeholders. The Resilient Dauphin County Initiative (Initiative)
and the Resilience Alliance (Alliance) were created to develop the operational structure necessary to work with
the Countys municipalities, state agencies, and other key stakeholders for project implementation.

Following is a comprehensive description of the Initiative and Alliance, and individual roles and functions.
Chief Resilience Officer - The Countys Chief Resilience Officer (CRO) is the Deputy Chief Clerk/Chief of
Staff, who is directly accountable to the County Chief Clerk (chief appointed staff member) and the County
Commissioners. The CRO will lead the Resilience Alliance, which is the overarching collaborative.
Dauphin County Resilience Team ( Resilience Team) - The Resilience Team will include the heads of the
following County entities: Community and Economic Development; Industrial Development Authority;
Redevelopment Authority; Emergency Management Agency; Planning Commission, Tri-County Regional
Planning Commission; County Conservation District; Office of Children and Youth; Office of Human Services,
and the Office of Mental Health/Intellectual Disabilities. These County entities develop and implement policy;
promote and connect vulnerable populations with services, resources, and amenitites; promote economic
development, employment and job training; and invest critical resources to build resilience in the County. The
CRO and the ResilienceTeam will lead the continued development of the Resilient Dauphin County
Framework (Framework), which will provide the overarching, guiding policy structure for future resilience
investments in the County. The Resilience Team will meet bi-weekly to develop Framework and to assist with
implementation, tracking, administration, and reporting of CDBG-NDR-funded projects. The County will be
supported by professional services from the County Engineer (Herbert Rowland and Grubic, Inc.), Tetra Tech,
Inc., and the Tri-County Regional Planning Commission (TCRPC) to develop the Framework, meet with
Alliance members, manage programmatic funds, and design and develop resilience projects. These
organizations will provide the technical and professional support to the Alliance.
State and Regional Agency Resource Team - Recognizing the importance of identifying and leveraging
additional resources to combine with the CDBG-NDR funds, the County has developed a strategic partnership
with key state agencies, dubbed the State and Regional Agency Resource Team, including: the Pennsylvania

Departments of Community and Economic Development, Transportation, and Environmental Protection; the
Pennsylvania Historical and Museum Commission, and the Pennsylvania Infrastructure Authority. These
agencies/entities will also work with the County to develop the Resilient Dauphin County Framework; identify
available state resources; and coordinate permit reviews, where applicable.
NGO/ Community and Faith-Based/Philanthropic Organizations Team The County has identified nongovernmental and community and faith-based organizations, as well as philanthropic groups, to assist the
Resilience Team and CRO with development of the Framework and to identify potential funding sources for
CDBG-NDR and future resilience projects. One example is the Reinvestment Fund, a regional organization that
provides funding for rebuilding America's distressed towns and cities through the innovative use of capital and
information, has agreed to partner with the County to identify potential funding sources for the Countys
resilience projects.
Resilience Districts - Connectivity to the Countys 40 municipal governments is critical to development of the
Initiative and implementation of resilience projects. The entire geography of Dauphin County is incorporated,
and the Commonwealth is a home-rule state; therefore, these 40 municipal governments have local control.
Three Resilience Districts have been established in the County. The Wiconisco Watershed Resilience District in
the northern part of the County is rural; the Paxton Creek Watershed Resilience District is in the central part of
the Countys urban center; and the Swatara Creek Watershed Resilience District is in the southern end of the
County, where a few core communities surrounded by suburban neighborhoods are experiencing growth. The
CRO will establish a regular meeting schedule with these three Resilience Districts. The roles of the Resilience
Districts are to: assist the development of the Framework; implement and identify resilience projects; and
provide connectivity to the County. See the map that follows for a visual description of the Resilience Districts.
The map and goals and objectives below is the beginning of the Dauphin County Resilience Framework.

PROMOTE: Agricultural economy and natural recreation

Rural
Wiconisco
Creek/Lykens
Valley
PROTECT: Small communities and agricultural land

CONNECT: Residents to services
PROMOTE: Green infrastructure initiatives

PROTECT: Economic centers and future water quality
Urban
Paxton
Creek
CONNECT: Improvements to capital area revitalization

Suburban
Swatara
Creek
PROMOTE: Smart development and tourism

PROTECT: Existing water quality and job centers
CONNECT: Education to the region
With the organizational structure of the Alliance in place, Dauphin County continued and expanded its
extensive Phase 1 outreach effort to identify and vet projects with qualitative input from the community,
including LMI and vulnerable populations and those who serve and represent them.
Comprehensive Community Outreach As a way to begin developing the framework and connect with the
citizens, residents, property owners, and businesses in the County, a comprehensive community outreach effort
was launched to gather input to ensure that the Resilience Initiative and the final projects submitted for NDRC
funding respond to the most significant issues in the County, particularly those that protect and connect
vulnerable populations. First, the County examined its demographic profile to be certain that stakeholder

participants accurately reflected the County population, including those who advocate for and provide services
to vulnerable populations, and those who represent government
services, emergency response, and economic drivers. (See
Attachment D Consultation Summary).
During the summer of 2015, the County held additional
community outreach events in the Resilience Districts, both
during the daytime and in the evening, for maximum participant
convenience. These four public events were advertised throughout the County through the regional newspaper
and television news programs. Additionally, members of the Alliance advanced invitations and web postings to
their stakeholder networks for maximum distribution. Affected homeowners and residents, municipal officials,
business owners, and NGOs attended these sessions. In addition to providing an overview of the NDRC
program and the Dauphin County Resilience Initiative, the forums enabled idea and need sharing. These
accessible and engaging forums resulted in additional flood damage data and a greater understanding of existing
and needed resources for recovery and future resilience. Attendees participated in an exercise where they
spent their $500 in Resilient Dauphin County dollars among eight focus areas: Infrastructure, EMS,
Economic Development, Job Development,
Housing, Flood Mitigation, Regulatory, and
Transportation. The two areas of need that
garnered the largest percentage of investment
during this exercises were Flood Mitigation (26.8
percent) and Infrastructure (22.7 percent), followed by Economic Development (13.7 percent) and Housing
(13.4 percent). The results of these outreach exercises, combined with specific feedback from meeting

attendees, factored into the consideration of resilience projects. The County started a webpage at
www.resilientdauphincounty.com to gather and provide data on the Initiative.
Development of an Educational Program Using the resilience projects developed under the CDBG-NDR
program, the County will work with community organizations and the State to develop resilience-focused
educational programs for residents, municipal officials, and design professionals. Green infrastructure,
specifically, will be among the topics. The County has met with representatives from Capital Region Water and
Penn State Universitys Capital Campus (located in the Lower Swatara Township) for conceptual development
of these educational programs to be offered in the Resilience Districts and the CDBG-NDR projects areas.
Commitment to Plan for Future Resilience Projects Given long-term commitment of the County and the
vast number of opportunities to build community resilience, the County has proposed to create a Resilience
Fund with some of the NDRC grant funds to conduct the necessary studies, engineering, and planning to define
the next set of projects in each Resilience District. The Alliance will manage this effort.
Commitment to Model Resilience Dauphin County have engaged the State and Regional Agency Resource
Team and will work to model ways to increase resilience to the Commonwealths other 66 counties and 2,523
municipalities.
Commitment to Long-Term Resilience The County is committed to long-term resilience, demonstrated in
two ways. First, to advance its Phase 2 application, the County conducted a high-level Climate Change
Modeling and Analysis in summer 2015 to better understand potential impacts from climate change with a
specific focus on increased rain events. This data is necessary to develop a viable and defensible Resilience
Framework and to identify, design, and implement sustainable projects with measurable impact. This modeling
and analysis supports a localized evaluation of potential changes in precipitation projected to occur under future

climate conditions. This forecast enables Dauphin County to understand potential losses under current, midcentury, and late-century scenarios resulting from more intense and frequent rain events. .
Table 1. Dauphin County Estimated Future Loss Due to Climate Change
Floodplain
Structure Value
Structure Loss Estimate
Contents Loss Estimate
Current
$2,419,962,000
$201,088,000
$371,685,000
Mid-Century
$3,218,823,000
$323,822,000
$556,450,000
Late-Century
$4,217,303,000
$413,424,000
$714,297,000

Dauphin County developed the map to the left, which identifies

Figure 1: Locations of
projected increases in the floodplain and impacts to structures,
Anticipated Floodplain Impacts
as estimated by the modeling. The red coloring indicates the
areas where there are concentrations of structures anticipated to
be damaged by future flooding, resulting from climate change.
The purple ovals, which include these areas of red, indicate the
areas where the proposed NDRC projects are located. This
information was used to identify and inform the development of
some projects in each of the three Resilience Districts. The
County is committed to gauging future impacts from climate
change. It is important to note that some of the projected areas
of impact in Paxton Creek Resilience District and the Swatara
Creek Resilience District have concentrations of low-tomoderate populations that are least able to protect against or
recover from disasters.
Secondly, the Countys commitment to long-term resilience is
demonstrated by its deliberate integration of the Resilience Framework and parallel planning with the Countys
10-year Comprehensive Plan update. The Comprehensive Plan is the primary policy document to plan for
housing, transportation, stormwater, floodplains, cultural resources, infrastructure, community facilities, open
space, and economic development. The County dovetailed its outreach meetings for the NDRC Phase 2
application with outreach conducted for the Comprehensive Plan to reach maximum audiences and to include
the Promote, Protect, and Connect Resilient Dauphin County theme into the Comprehensive Plan. The
Pennsylvania Municipalities Planning Code (Act 247 of 1968) requires all counties to update a comprehensive

plan at least every 10 years to examine any new issues, opportunities, and changes in demographics. Chief
among County goals and objectives is the measurable and quantifiable reduction in current and projected losses
due to climate change. The Comprehensive Plan will serve as a yardstick against which to measure the Countys
success in achieving resilience outcomes through implemented land use priorities and resilience projects.
NEXT STEPS: NDRC PROJECT IDENTIFICATION AND CONCEPT DEVELOPMENT Prospective
resilience projects were identified and vetted using several criteria, including: benefits for low-to-moderate
income individuals and other vulnerable populations (those who cannot easily self-protect, evacuate, or recover
from disasters); long-term resilience; degree of protection or mitigation; economic impact of project; ability to
be functionally scaled and replicated in other communities; Benefit-Cost-Analysis information from the unmet
needs analysis; qualitative and quantitative public input; results of climate change modeling; economic
feasibility; and community buy-in. It was determined that a single, large-scale project, or projects with
specifically tailored designs for one community or a single population group could not be easily replicated.
Each of the proposed resilience projects described herein specifically helps to protect, promote, and connect
residents and community assets in their specific Resilience District. There are three sets of projects that revolve
around each of the Resilience Districts.
To recover and instill sustainable resilience in each Resilience District, the County has identified
multiple, independently functioning project components that, while offering their own measurable
improvements in their respective locations, collectively achieve maximum resilience benefits to the County.

The Wiconisco Creek (Lykens Valley) Resilience District The Borough of Lykens is
Rural
Wiconisco
Creek/Lykens
Valley
located at the confluence of Rattling Creek, Wiconisco Creek, and Bear Creek. Both
Bear Creek and Rattling Creek are run-off waterways that sweep down the ridges to the
south and north, and merge into the Wiconisco Creek. This convergence creates
substantial flooding during heavy rain events, affecting
Component District Goals and Objectives

the entire Borough. The Borough of Lykens is a critical
service center along the Route 209 corridor in the
PROMOTE new recreational facilities.
Lykens Valley region. Lykens provides access to
PROTECT residents, housing stock, and
grocers, pharmacies, and other critical services in a

predominantly rural, sparsely populated area. Residents
experienced tremendous flooding in 2011, and were
property by reducing flooding.

PROTECT rural economic centers.
CONNECT citizens with essential services.
both disconnected from each other and the southern

portion of the County, where acute care medical
services are available.
The proposed Lykens Valley Project consists
PROTECT an aging population from the

effects of climate change.
Project Cost - $6,719,220
of several components, including stormwater management, infrastructure upgrades, floodplain enhancements,

and additional recreational opportunities. These improvements will reduce flooding in the Borough, protect an
existing housing stock, improve the connectivity of the region especially from east to west during future
flooding events and expand the recreational opportunities in this rural part of the County as a way to attract
visitors to the region.

The first project component involves the Lykens Glen Park, wherein passive, natural park
improvements would be made with floodplain enhancements, and to expand and enhance three other existing
floodwater relief points that currently provide safety and resilience in the Borough of Lykens. Specifically, the
Lykens Glen ballpark, located in the floodplain, is slated to be relocated to either an underutilized property in
the downtown, or to be rebuilt and expanded in the east part of the Borough. Concrete channel sides and an
uncertified levee are proposed for removal to allow for a relief point for floodwaters in Rattling Creek, thereby
protecting the southern portion of the Borough. This area will be restored with a primitive trail system, so
residents can enjoy the creek, rock outcrops, and trees. The second, third, and fourth components will
collectively offer additional floodwater relief points that will be constructed similarly to that of Lykens Glen
Park. These three areas will be excavated to reconnect the stream channel to the floodplain, and the hard
armoring on the southern bank of Wiconsico Creek will be removed. The area will include provisions for
additional passive recreation areas and increased natural habitats for streamside and wildlife.
Collectively, these four project components meet an urgent need to address the consistent impacts from
floodwaters, but more importantly, because the entire Borough repeatedly suffers serious flooding from
stormwater inundation during significant storm events. Lykens was able to identify more than $1 million in
unmet recovery needs in addition to several million dollars that could not be fully certified or quantified during
the Phase 1 process. The project work in Lykens is a replicable flood management model for other rural
communities in Dauphin County and across the Commonwealth. Following is a table that summarizes the
metrics for this proposed project.

Wiconisco Creek (Lykens Valley) Resilience District Project Metrics

Resilience Value
Construction of floodplain enhancements will provide the necessary storage for

floodwaters that will reduce flood impacts, thereby reducing property damage
caused by future disasters.
Environmental Value
Increased biodiversity in wetland areas and establishment of native plant species

add environmental value. Improved water quality achieved by biofiltration of
surface runoff in wetlands and wetland vegetation is also beneficial.
Social Value
An improved, safer living environment will be created by the new ball park
(increased recreational value), as well as passive recreation in floodplain areas
(equal access to resilient community assets). Reduced flooding enhances and
ensures connectivity to major job and acute medical services in the southern part
of Dauphin County.
Economic Revitalization
Less frequent flooding will correspond to fewer business losses and a more
resilient economy. Increased outdoor recreational activities will attract visitors to
the region, thus generating new economic opportunity. Protection to existing
residential structures will provide opportunities for redevelopment.

The Paxton Creek Resilience District The Paxton Creek Resilience District consists of
Urban
Paxton
Creek
the City of Harrisburg and some of the surrounding municipalities, including the Borough
of Steelton. This District is bordered on the west side by the Susquehanna River, and the
Paxton Creek runs through it. Paxton Creek is an impaired stream with a Total Maximum
Daily Load (TMDL) caused by sediment that drains directly to the Susquehanna River. Below is a summary of
the components of the project.
Wildwood Lake Restoration The first
Component Resilience Goals and Objectives
component of this project is the restoration

IMPROVE stormwater management capacity
of Wildwood Lake. This County-owned
facility is the most substantial wetlands and
PROTECT downstream facilities from flooding
stormwater detention area in the entire
CONNECT recreational opportunities
capital region and Paxton Creek Resilience
PROMOTE environment and habitat for local wildlife
District. Located on the northern end of
PRESERVE a historic asset.
Harrisburg, Wildwood Lake was constructed

more than 100 years ago as a massive park,
Project Costs - $24,951,240
preserve, and recreation area. Its location on

the Paxton Creek makes it one of the largest collection points for water in the Paxton Creek watershed, and
helps to regulate and slow the flow of downstream water heading into the urbanized center of Harrisburg. It is
important to note that several major regional economic generators are located downstream from this facility
Harrisburg Area Community College, the Pennsylvania Farm Show facility, the Pennsylvania State Employees
Credit Union, state agency offices, and several trucking businesses and distribution facilities. Tropical Storm
Lee resulted in flood damage to Wildwood Lake, and heavy debris deposition has severely impaired its
environmental quality and capacity.

The goals and objectives of the Wildwood Lake Restoration component are: to improve the overall storage
capacity within the Paxton Creek Watershed; to minimize the frequency of flooding in the area; to protect the
economic centers downstream; to improve water quality in Paxton Creek, the Susquehanna River, and the
Chesapeake Bay; and to maintain and improve habitat for a variety of aquatic flora, fauna, and avian species,
some of which are rare, threatened, or endangered. In addition, a passive recreation area will be created at the
north end of Wildwood Lake to promote community development. Key project components include:
Reservoir restoration and habitat enhancement Removal of excess material and restoration of
appropriate depths will not only allow for the functional use of the reservoir as a stormwater detention
area, but will also restore and expand the vibrant ecological systems that are supported by the hydrology
of the lake and the wetland vegetation that currently thrives there.
Secondary Susquehanna Spillway - When significant rainfall occurs, the Wildwood Lake overtops
near the Morning Glory Outlet and floods the downstream area to the south, much as it did during a
flash flood event, when the region received approximately 7 inches of rain in less than 24 hours.
Precipitation events that cause overtopping and flooding are similar in intensity and duration to those
predicted by climate change modeling and analysis conducted by Dauphin County in summer 2015, and
which are projected to increase in intensity and frequency per climate change models. In short, an
additional outlet must be constructed with a direct discharge to the Susquehanna River to protect the
downstream area, which includes the Harrisburg Area Community College and the State Farm Show
facilities from the kinds of storms that climatologists believe will become more frequent in future years.
Protecting the community college and State Farm Show complex is critical, as ironically, they serve as
evacuation shelters.

Development of expanded recreation area A new recreation area would expand offerings for
outdoor activities in the Wildwood Park and Harrisburg area. Opportunities for increased revenue may
be generated by expanding offerings at this facility.
Wildwood Lake and Park are immediately accessible natural and cultural resource outlets for residents of
the City of Harrisburg, which has a 61 percent low-to-moderate income population. Wildwood Lake restoration
and park improvements meet the national objective of primarily benefitting LMI populations. The extreme
threat of increased severe storm events and their potential to both overtop the structure and cause a substantial
failure puts facilities, employment centers and business, and environmental/recreational assets at risk. The
Wildwood Lake Restoration Project is linked to the second component in this urban Paxton Creek Resilience
District Capital Region Waters infrastructure project.
Capital Region Water Infrastructure
The second component is the

PROTECT LMI residents from exposure to contaminated
rehabilitation and reconstruction of
water from sewer back-ups.
Capital Region Waters (CRW)
infrastructure. CRW is the municipal
authority responsible for stewarding
drinking water, wastewater, and
stormwater services for the City of
Harrisburg, Pennsylvanias state capital.
In late 2013, Capital Region Water took
PROTECT key economic assets from severe flood threats.

PROTECT the environment from combined sewer
discharges
PROMOTE improved water quality in this MS4
community.
CONNECT with public through outreach and education
over Harrisburgs water systems as part of

the Harrisburg Strong Plan, the Citys

plan to help recover from severe financial challenges that economically crippled the city. CRWs sewer
interceptor and storm sewer improvements component is critical to resilience here. These improvements are
essential to upgrade the stormwater system to handle future substantial storm events, including anticipated
frequency and intensity, as indicated by climate change modeling, and to prevent catastrophic system failures.
Scoping and analysis of the system before the NDRC application process indicated that the combined sewer
interceptor system was in a dangerous state of disrepair, because of age and severe impacts and stresses from
flooding and substantial storm events, including Tropical Storm Lee. Improvements are needed for
approximately 70,000 feet of piping and approximately 100 manholes to prevent a catastrophic failure of the
system. Improvements include pipe replacement, improvements to substandard and damaged piping,
improvements to manhole linings, and installation of pipe lining. Work will also include rebuilding more than
2,000 storm sewer inlets damaged by Tropical Storm Lee, so they can function properly during storm events.
Using an innovative, grass-roots approach, CRW manages an extensive community outreach campaign.
Dauphin County and CRW would like to utilize funding from NDRC to develop an even more robust public
outreach and education program, Making Active Stewards, in the City of Harrisburg.
CRW identified more than $19 million in unmet recovery needs from Tropical Storm Lee during Phase
1. Addressing some of these issues and incorporating resilience and additional community benefits will help
address impacts from the flooding to the stormwater and combined sewer systems, while protecting the
community from future flooding impacts. In addition, there are substantial, health, safety, and environmental
benefits to the entire City of Harrisburg, as well as down-river communities, as improvements to these systems
will help prevent or eliminate system inundation that result in untreated sewage releases into local streams and
the Susquehanna River. Given the fact the CRW facilities serve the City of Harrisburg, which is 61 percent
LMI, this qualifies this activity under the National Objectives as primarily benefitting LMI populations.

CRW is currently developing a Green Infrastructure Plan for the City to enhance its stormwater management
program; a linkage is to the Capital Area Greenbelt, an interrelated Resilience District project component.
The Capital Area Greenbelt is the third
integrated component of this Resilience Districts
project. The Greenbelt is a 20-mile pedestrian and
bicycle trail that meanders through the Harrisburg

PROMOTE increased recreational opportunities
for LMI populations and the region.
capital region, traversing through Harrisburg City
ADDRESS environmental justice issues.
(61 percent LMI), two nearby townships, and two
IMPROVE water quality in an MS4 community.
nearby boroughs. The Greenbelt incorporates
PROTECT through improved quality of
passive recreation, and an active walking and

Chesapeake Bay by addressing TMDL goals.
running trail that connects green areas, such as
parks and creeks in the capital region, with no cost
to those who enjoy its health and recreational
benefits.
CONNECT residents of urban core with

recreational facilities and other regional amenities.
Project Costs - $906,120
The work to be conducted in the Paxtang Parkway portion of the system would: directly improve 920
linear feet of stream at four sites; repair and prevent future erosion; include a multi-year control plan against
invasive plant species; include public outreach for municipalities (especially Municipal Separate Storm Sewer
[MS4] communities) that benefit from the component; and directly benefit downstream water quality by
annually removing nitrogen, phosphorus, and sediment in the Susquehanna River and Chesapeake Bay. The
south Harrisburg section work will include the design and construction of an almost one-mile paved trail and
additional drainage infrastructure along a section of trail that parallels Cameron Street on an abandoned rail bed
owned by the City of Harrisburg. The combination of reduced drainage from Wildwood Lake (Component # 1)

and preparation for increased intensity in storm runoff for the remaining watershed that will affect the trail,
make it a long-term resilience project.
Sinkhole Recovery and Green/Open
Space The fourth component of this
Resilience Districts project and is located in
the City of Harrisburg. In March 2014,
multiple sinkholes opened along the 1400
block of South 14th Street in the City of

ADDRESS environmental justice by buffering the
neighborhood from the incinerator.
PROTECT residents (81 percent LMI population) by
acquiring homes in imminent and future danger.
Harrisburg, swallowing up a section of the

CONNECT community with opportunities for urban
road and the sidewalk, rupturing a water main,
gardens and orchards.
and displacing numerous families. Several
studies concluded that there is a high potential
for future sinkholes along the 1400 block of
South 14th Street, resulting in additional
CONNECT residents (81percent LMI populations)

with the Greenbelt and recreational activities.
Project costs - $3,998,361
damage to existing infrastructure and houses.

Additionally the study indicated that groundwater fluctuations caused by the heavy precipitation during
Tropical Storm Lee had a detrimental effect on the subsurface conditions under the 1400 block of South 14th
Street that directly contributed to the development of sinkholes in spring 2014. As predicted by the study,
additional sinkholes have opened since March 2014, despite mitigation efforts by the City. Currently, there are
53 low-income households located in this block and are safety-compromised. The road in front of these homes
is closed to traffic and is unsafe. The 14th Street neighborhood is one of significant poverty and has a
concentration of LMI households. The group that includes this block of homes (CT 214, BG 3) contains an 81
percent LMI population.

The City has undertaken the first portion of the necessary

work by engaging with the Pennsylvania Emergency
Management Agency (PEMA), the Federal Emergency
Management Agency (FEMA), and the County to acquire 25 of
the 53 homes. A grant application was submitted to the FEMA
Hazard Mitigation Assistance Unified Grant Program to fund the
work to acquire and demolish 25 of the 53 homes, and mitigate the sinkholes. The initiative to remedy this
situation was ranked by PEMA as the #1 in the State Pre-Disaster Mitigation application in 2015. If the $3
million requested is awarded by FEMA, and the $1 million in County CDBG-DR funds (25 percent local
match) is awarded, it will cover the $4 million of the first phase of the work.
The County and City propose to remove the remaining 28 homes on this block and relocate the residents, so that
they do not appear to be orphaned. Next, a green, open space would be created for recreation and to serve as an
immediate linkage of this LMI neighborhood to the Greenbelt. This component is directly adjacent to the
Capital Area Greenbelt (Project Component #3), a jewel of Harrisburgs City Beautiful Movement in the 1910s
and 1920s. There has been strong community support for redeveloping this area as a community park tying into
the Greenbelt. Innovative uses, such as an urban orchard or community garden, are under consideration. An
added benefit of naturalizing this area would be expanding the environmental buffer between the Hall Manor
Community (a federal housing authority community with a total of 540 apartments) and the Harrisburg
municipal waste incinerator, which was recently dubbed by the US EPA as being the highest emitter of dioxin
in the country that we know of for municipal waste incinerators. Dioxin is one of the most toxic known
carcinogens and a serious public health threat with no know safe level of exposure. Thus, this project
component will result in a significant environmental justice victory by reducing the exposure of a LMI and
minority households to a major polluting facility.

The Borough of Steelton Sewer Separator The
Component Resilience Goals and
fifth and final component of this Resilience Districts
Objectives
project. The location and geography of the Borough of
Steelton (with LMI populations of 67 percent) suffers
from extreme flood threats during any significant storm
event. Steelton in located along the Susquehanna River,
just south of Harrisburg. This densely developed,
urbanized community is squeezed between the river and a
natural ridgeline to the northeast. Tropical Storm Lee
accelerated the rate of deterioration of the combined
sewer system in the Borough. The system must be
PROMOTE strong, safe and healthy

residential neighborhoods
PROTECT 67 percent LMI population
from environmental issues
PROTECT the Susquehanna River from
untreated sewer discharge
CONNECT the 67 percent LMI population
with reliable & safe sanitary sewer system
replaced by a separated system before a complete failure

LEVERAGES the CRW public outreach
occurs. The new system would be designed, to the degree
effort to engage the citizens.
practical, to accommodate the types of storms predicted
by climate change modeling. These storms are projected
Project cost - $7,776,000
to generate heavy rainfall over short periods of time.

The residents are placed at extreme risk to flooding and exposure to contamination by sewage
overflowing from the existing combined system. Because the combined sewer system includes both stormwater
and sanitary sewer, significant rainfall events can create sewer backups into homes, discharge raw sewage onto
roadways, and discharge untreated wastewater into the Susquehanna River. Steelton is largely blue-collar
community, with a 67 percent LMI population, thus qualifying under the national objective of primarily
serving LMI populations.

Below is a set of proposed metrics for the components of the Paxton Creek Resilience District project.
Paxton Creek (Capital Region) Resilience District Project Metrics Table
Reduced damages to infrastructure and structures in the Capital Region caused
Resiliency Value
by future or repeat disasters.

Significant reductions in environmental justice issues by reducing the exposure
of LMI and minority households to a major polluting facility, the Citys
Environmental Value
incinerator, in a neighborhood plagued by sinkholes. Projects will also result in

enhanced environmental benefits and natural habitat for local wildlife.
Improved living environment in the LMI neighborhood by removing them from
Social Value
an unsafe environment and providing an urban park and additional connectivity

to the Greenbelt.
Less frequent flooding and system failures will correspond to fewer business
losses from flood impacts, and backups in the stormwater management system,
thus allowing for a more resilient, uninterrupted economy.
The Swatara Creek Resilience District Project is a suburban model. This District
Suburban
Swatara
Creek
includes areas of the southern portion of Dauphin County and involves a mix of small, core
and growing suburban communities. Some of the major employers are located in this region
include Penn State University Capital Campus, Penn State Hershey Medical Center, Hershey Park, and outlet
shopping. The project for this District is tightly integrated. The four project components defined below are
interrelated and will increase the overall resilience of this District.

Middletown Substation Relocation is the first component During Tropical Storm Lee, the Borough
of Middletown suffered severe flooding, which resulted in inundation and significant damage to the Boroughs
primary substation. The Borough lost power and flood inundation at the site placed residents and utility workers
at great risk during the storm event. As an independent power supplier, the status and condition of the
Middletown Electric Departments two substations is critical to maintain power to the Borough. After Tropical
Storm Lee, the Borough conducted a study to evaluate the options of upgrading, combining, and potentially
moving the Boroughs substations to

provide greater resilience and efficiency for
PROMOTE a strong, reliable electric infrastructure
the local power grid.
PROMOTE additional new growth in a core community
It is being proposed that a new
substation with smart grid technology be
constructed in the northern portion of the
PROMOTE environmental justice by removing the

substation currently adjacent to residential units.
Borough, in an area known as Woodland
PROTECT residents by providing reliable electric
Hills. This would protect the Boroughs
service so they can maintain safe drinking water.
power supply, while increasing the

systems efficiency and community safety.
Woodland Hills is the last piece of
CONNECT the electric system with a new economic

development project in the Borough.
significantly sized, developable land in the

Borough. A developer, URI Group, is currently seeking to advance a mixed-use development, primarily
consisting of residential units. The development will include a location for a new substation along with
municipal support buildings. The construction of the new substation will allow for closure and site
redevelopment of the two substations currently located in residential neighborhoods. The current location poses
a significant safety issue to those in proximity.

The substation relocation is qualified as an Urgent Need under the National Objectives based on the critical
nature of the potential for flood inundation of the substation and the resulting power loss. The Borough is in
great need of a substation that is located in an area not prone to flooding.
Woodland Hills Development is the second
Component Resilience Goals & Objectives

component. Large sections of the Borough of
Middletown is prone to substantial flooding, which
puts many of its residents at risk. The Borough is
almost completely built out, with only one very large
developable tract in the northern portion of the
PROMOTE diversity in housing options.

PROMOTE low-impact and transit-oriented
development.
PROTECT residents moving from flood-
Borough. The County and Borough intend to work
prone properties. Provide Option for
with the developer, URI Group, to help create a
relocation.
model community for future development in the

County. It is the intent of the County, and the
agreement of the developer, that the site would be a
IMPROVE stormwater management and

reduce runoff into local streams through lowimpact development concepts.
potential location for residents being moved from

DEVELOP a model community, utilizing
flood-prone areas at the Lisa Lake site and in south
smart planning and green concepts.
Middletown. These individuals would receive
relocation assistance provided by the County and the
NDRC award to help acquire housing in the
LEVERAGE private investment.

development, if they so choose. This project is

qualified under the National Objective of Urgent
Need because of the extremely high risk of flooding and the housing needs of those being moved from
acquired properties at Lisa Lake and south Middletown.

NDRC funds will be specifically used to help incorporate resilient/green community design strategies,
and to assist with architecture/engineering, stormwater infrastructure, Leadership in Engineering and
Environmental Design (LEED) commissioning, and to provide gap funding created by the utilization of funding
from the Pennsylvania Housing Finance Agency.
Susquehanna Street Park Development is the third
component. The southern portion of the Borough of
Middletown lies at the confluence of Swatara Creek
and the Susquehanna River. This portion of the
Component Resilience Goals & Objectives

PROMOTE passive and active recreational
opportunities for the region and access to the
Susquehanna River.
Borough is prone to severe flooding from rising waters

PROMOTE economic growth by increasing
from both of these waterways. The neighborhood is
tourism and visitors to the Susquehanna Street
not only located in an extremely flood-prone area, but
Park facility.
is also at the southeastern end of the Harrisburg
International Airport (HIA), placing many of these
PROTECT current residents in the Harrisburg
properties at risk by dangers posed by aircraft, in
International Airport landing zone, floodplain,
addition to excessive exposure to noise and jet fuel air
and flood-prone areas by acquiring properties
pollution. The Borough has been working toward
and relocating residents.
redevelopment of this portion of the community for

years. With progress at the Woodland Hills site at the
northern end of the Borough, a new opportunity was
CONNECT residents with new housing

options out of the floodplain.
Project costs - $20,790,000
presented to finally address the issues posed in the

south Middletown neighborhood in a productive, resilient, and extremely beneficial manner. The first phase of
the project would include the acquisition of up to 40 single-family homes, demolishing the properties, and
removing all debris from the site, while conducting hydrologic and hydraulic modeling to understand potential

impacts of the park on the Swatara Creek and Susquehanna River floodplains. The Susquehanna Street Park
will be designed to enhance stormwater infiltration, and will use materials that avoid stormwater runoff to the
greatest extent practical. Pervious, low-maintenance materials will be used for hard surfaces and recreation
surfaces.
By acquiring the remaining properties, the entire flood-prone area in south Middletown could be
addressed in a comprehensive manner. With the provision of housing in the Woodland Hills development, the
residents of the south Middletown neighborhood could be offered newly constructed, LEED-certified homes,
apartments, or condos. This development would help keep residents in the same community and allow children
to stay with their existing schools, while expanding the Boroughs tax base. The need to address the impacts in
the southern Middletown neighborhood and remove citizens from risk, while rendering benefits that can be
obtained from the Susquehanna Street Park development, means the work can be qualified under the Urgent
Need national objective. The Borough had begun surveying to verify that the LMI estimates provided by the
US Department of Housing and Urban Development (HUD) are accurate. Preliminary information indicates that
the Borough may actually be a majority LMI, so there is potential for the national objective to benefit LMI
persons. Further information may be obtained by the time award considerations are made, and will be forwarded
to HUD, accordingly.

Lisa Lake (Jednota Flats) Acquisitions and

Floodplain Enhancement is the fourth

PROMOTE health, safety, and welfare of residents.
component of this District project. The area

PROMOTE additional capacity for flood storage.
known as Lisa Lake is located in Lower
Swatara Township, just north of Harrisburg
PROTECT LMI residents and citizens located in
International Airport. This man-made lake,
flood-prone areas (Census tract is 62 percent LMI).
along Stoner Run, is bordered by a sizeable
CONNECT residents with new housing options in
mobile home park. The area is the location of

a high concentration of LMI households (62
Woodland Hills.
Project Cost - $15,115,626
percent) who rent or own mobile homes in the

area around the Lake. This area is extremely flood prone, as the geography makes the area act as a bowl, as
Stoner Run deposits downstream stormwater into the Lake for detention during heavy storm events. The
residents of this neighborhood are consistently flooded, as was experienced during Tropical Storm Lee.
This components goal is to acquire mobile homes and single-family homes located in the area identified
in the map. Community members have indicated that they are willing to sacrifice the local tax base for the
opportunity to voluntarily accept a buy-out and avoid all future potential impacts by locating these residents out
of this highly flood-prone area. As part of the buy-out program, property owners and renters would be able to
consider the move to the new Woodlands Hills development, located in Middletown Borough and the
Middletown Borough School District (the same school district that serves Lower Swatara Township). NDRC
funds will be made available for relocation that may include moving and securing housing in Woodland Hills,
and construction of floodplain enhancements and stormwater detention capacity to ease issues caused by
flooding along Stoner Run.

The residents in the Lisa Lake neighborhood make up a majority of the residents in Census Tract 236.02
Block Group 2, which contains a 62 percent LMI population. In addition, the downstream benefits to the
Borough of Highspire, which has an LMI population of 57.4 percent, would qualify the work at Lisa Lake to
meet the benefits to LMI populations national objective. Below is a list of the proposed metrics for the
Swatara Creek Resilience District.
Swatara Creek Resilience District Project Metrics Table
Resiliency Value
The project will result in reduced damage to infrastructure and structures in the
Capital Region, due to future/repeat disasters.
Environmental Value
Improved water quality would be achieved through reduced impervious

coverage and incorporation of non-structural and structural stormwater
infiltration and water quality best management practices in the Park design. This
project directly discharges to the Susquehanna River and ultimately to the
Chesapeake Bay. Projects will also result in enhanced environmental benefits
and natural habitat for local wildlife.
Social Value
The project would create a housing provision for persons, including LMI
populations, being moved from flood-prone areas.
The project would also result in an improved living environment, by providing
park-centered activities.
Less frequent flooding will correspond to fewer business losses from flood
impacts. Mixed-use development in Woodland Hills will include businesses and
will help to expand the local and regional economic base.

Below is a summary of the generalized LMI benefits of the proposed Resilience District projects/components.
Generalized LMI Benefits
Component
Lykens Glen Park
Service Area
Cost
LMI Benefit
Non-LMI Benefit
Lykens Borough
$2,599,020
$2,599,020
Lykens Borough
$297,000
$297,000
Lykens Borough
$2,867,400
$2,867,400
Lykens Borough
$955,800
$955,800
Lykens Edward St. Floodplain

Improvements
Lykens Floodplain
Improvements near pool
Lykens Floodplain
Improvements at Lawley
City of
CRW Improvements
Harrisburg
$18,208,800
$18,208,800
$906,120
$906,120
$24,951,240
$24,951,240
City of
Capital Area Greenbelt
Harrisburg
City of
Wildwood Lake
Harrisburg
Harrisburg Sinkhole
Local residents
$3,998,361
$3,998,361
Steelton Sewer Separator
Steelton Borough
$7,776,000
$7,776,000
Middletown
Middletown Substation
Borough
$12,400,000
$12,400,000
$15,629,899
$15,629,899
Middletown
G-2 Woodland Hills
Borough

Generalized LMI Benefits

Activities
Service Area
Cost
LMI Benefit
Non-LMI Benefit
Middletown
Middletown Riverfront Park
Borough
$20,790,000
Lisa Lake
Local residents
$15,115,626
$15,115,626
$126,495,266
$70,956,478
$55,539,119
56%
44%
TOTAL
Percentages
Total ask for Projects
$20,790,000
$126,495,266
Planning and admin.

maximum of 20% of total ask.
Approximate
Countys request is $6,300,000
Admin - 5%
for Admin and $10,000,000 for
Planning 8%
Planning
Total Project Request
$16,300,000
$142,795,266
RISKS, VULNERABILITIES AND HOW RESILIENCE WILL BE INCREASED Each of the

components, and even the geographic areas where these components are located, were specifically selected
based on the severe level of impacts from Tropical Storm Lee, their current level of risk, and their projected
increased risk due to climate change. In Lykens, northern-most Resilience District, the entire community is
constantly at risk of severe flooding that results from the confluence of the three creeks, which places the

residents of the Borough at risk and vulnerable to property damage, property loss, disconnection from essential
services and jobs, and in general physical danger. By construction of these enhanced floodplain areas with
increased detention capacity that also incorporates recreation and environmental benefits into the designs, the
Borough is advancing local and regional resilience.
The Paxton Creek project, in the central-most Resilience District, addresses severe risks and threats
posed by substandard infrastructure, stormwater management facilities, and safety concerns related to housing.
Many, if not all of the infrastructure systems described in the project are vulnerable to catastrophic failures,
posed by impacts from severe storm events, age, and an inability to manage stormwater under current and
projected climate conditions. The risk to housing stock and residents is centered on the potential failure of the
infrastructure, resulting in the suspension of essential utilities, such as sewer and water service. Specifically,
along 14th Street in Harrisburg, the future risk to the housing stock is real, given the homes that have already
been compromised by the enormous street sinkhole. These homes will be directly affected by potential risk of
additional sinkholes and a corresponding reduction in property values. Each of the components described in the
Paxton Resilience District project lends to overall resilience through increased stormwater management,
improved housing conditions, improved and expanded recreation, improved wildlife habitat, and the protection
of vulnerable, LMI and aging populations, persons and property from flood water and contaminated sewer
overflows.
The Swatara Creek Resilience District project, in the southern end of Dauphin County, focuses on
removing or addressing threats from floods and severe storms. The project will provide additional benefits, such
as new, quality housing to increase resilience and reduce vulnerabilities, while providing attractive relocation
options. In light of the scale that these areas serve, often at a municipal-wide basis, proposed projects will, by
design, benefit vulnerable populations in most of these communities.

HOW IS THE PROPOSAL A MODEL? The entire Resilient Dauphin NDRC Phase 2 effort and proposed
process was designed specifically so projects could be modeled elsewhere. They are multi-faceted, but limited
in scale and scope to advance replication in other communities experiencing similar situations. The innovation
behind each of these projects does not rest in their sophistication but rather, in their make-sense simplicity and
replicability. The projects were selected as interconnected activities, each providing resilience and addressing
threats, but cumulatively, rendering greater benefits to the communities and region. These projects are models
for each of the Resilience Districts in the County. While the rural project (Wiconisco Creek/Lykens Valley)
provides an example for other rural communities to address frequent flooding with open space for floodplain
enhancement, the urban project (Paxton Creek/Capital Region) models how an urbanized area can address
vulnerabilities from flooding, while increasing safety and recreational opportunities for citizens. Finally, the
Swatara Creek/suburban project models how to identify and convert vulnerable areas into community assets and
flood control areas, while relocating residents to safe, alternative housing.
Each of these components are designed to be completely feasible based on budget, time, scalability, and
functionality. The County met with stakeholders to ensure that each project could move forward with the
support necessary to ensure implementation. Each of the project components are scalable and can be completed
and still provide benefits without entire project completion. For example, acquisition of the properties at Lisa
Lake or south Middletown and the relocation of the residents will still provide benefits to the residents currently
exposed to flood hazards, and do not require completion of the floodplain enhancement or park development
respectively.
Dauphin County will work to include Section 3 entities and Women-owned and Minority-owned
businesses as part of all outreach, education, and training that may become available through this Initiative.

Resilient Dauphin County will reach out to local businesses and workforce service providers to make sure they
remain informed and included in all resilience projects.
EXHIBIT F LEVERAGE
Due to the financial distress experienced by several Dauphin County municipalities, any advancement of
this Resilient Dauphin County Initiative must occur in a financially prudent way. Limited financial resources
dictate that projects be fiscally sustainable. During the Phase 2 application development, Dauphin County
(County) laid the groundwork with prospective funding partners to identify potential capital that can be
leveraged for the projects.
LEVERAGE - The County recognizes the essential need for sustained resources to achieve resilience against
future disasters, particularly the most prevalent and predictable threat to the County flooding and to address
the existing unmet needs of its communities from Tropical Storm Lee. To that end, the County is using existing
CDBG-DR funding to implement recovery projects related to Tropical Storm Lee. For example, the County has
agreed to provide $1 million of CDBG-DR funds to the City of Harrisburg as the 25 percent local match to the
$3 million FEMA Hazard Mitigation Assistance Unified Grant Program for a portion of the Sinkhole Recovery
Project included in this application for the urban Paxton Creek Resilience District. If this FEMA funding is
secured, and it was ranked by the Pennsylvania Emergency Management Agency as the #1 priority project in
Pennsylvania, the County will leverage this $4 million with a request of CDBG-NDR funding to complete the
Citys $8 million Sinkhole Recovery project.
Dauphin County was able to identify leverage funding for some specific projects in this Phase 2
application. For instance, the developer of the Woodland Hills site, which is located in the suburban Swatara
Creek Resilience District, will be investing in excess of $84 million ($84,014,386) site development. These
funds, combined with the Countys NDRC request of $15 million for this specific project, makes this a
combined $99+ million endeavor that demonstrates a public-private collaboration. The developer is currently
working with the Pennsylvania Housing Finance Agency to obtain Low-Income Housing Tax Credits as part of
EXHIBIT F LEVERAGE
the financing mechanism for the project. Therefore, final project financing has not been completely secured, but
the developer is working with investors to ensure project advancement.
In addition, funding was committed for the urban Paxton Creek Resilience Districts Capital Area
Greenbelt project totaling $70,000. These funds will assist in developing construction-ready restoration
designs and permitting for the erosion issues on an open channel segment of the Paxtang Tributary of Spring
Creek West. These funds were secured among the Dauphin County Parks and Recreation Department and the
investors. Leverage documentation for this work is maintained by the Dauphin County Parks and Recreation
Department. Funding was secured from the following sources: $30,000 - PA Dept. of Environmental Protection;
$10,000 - Capital Area Greenbelt Association; $10,000 - Lancaster County Solid Waste Management
Authority; $25,000 - Kline Foundation; $10,000 - City of Harrisburg; and $5,000 - Trout Unlimited.
Further, the County has already committed $150,000 to develop and implement its Regional Community
Rating System (CRS) Program Initiative to help County communities assess floodplain management programs,
and to help them apply to the CRS Program.
Dauphin County made substantial efforts to identify additional potential funding sources to leverage and
contribute to NDRC projects. The County consistently found that there were two very challenging issues
regarding the ability secure financial leverage: (1) the lack of secured NDRC funds made it very difficult for
other organizations or agencies to make firm agreements, even with their leveraged funds being included
contingent on an NDRC award; and (2) the extremely short Phase 2 application timeline made it extremely
difficult to provide prospective investors with finalized project concepts. As a result, Dauphin County engaged
in meetings with Pennsylvania state agencies to secure their partnerships to assist in the identification of
potential funding sources. Several members of the Resilience Team the Pennsylvania Departments of
Community and Economic Development, Environmental Protection, and Transportation, along with the
EXHIBIT F LEVERAGE
Pennsylvania Infrastructure Authority, and Pennsylvania Historical and Museum Commission, signed
partnering letters with the County, indicating they would help to identify potential state funding sources to
leverage with the CDBG-NDR awarded funds to implement proposed and future resiliency projects. This was
an important step to advance the Countys efforts to leverage funds, because these state agencies provide a
grants and loans for new housing, streetscapes, green infrastructure, sewer and water infrastructure, stormwater
infrastructure, brownfield clean-up, and redevelopment projects.
State programs to access may include: Keystone Communities, the Industrial Site Reuse Program, and
the Community Conservation Partnership Program (the latter is dedicated to conservation areas and critical
watersheds, rails and trails, and conservation and education training); the Growing Greener Initiative, which
provides grant funds for drinking water, wastewater, and stormwater infrastructure projects; the Drinking Water
State Revolving Fund, which provides a resource for financing various public drinking water systems projects
that facilitate compliance with national and state drinking water regulations. The latter is specifically to advance
the health-protection objectives of the Safe Drinking Water Act and the Clean Drinking Water State Revolving
funds, which provides financial assistance to projects across Pennsylvania for the construction and maintenance
of wastewater treatment facilities, storm water management projects, nonpoint source pollution controls, and
watershed and estuary management.
The County met with The Reinvestment Fund (TRF), which is considered a national leader in rebuilding
America's distressed towns and cities through the innovative use of capital and information. TRF has assisted
with $1.5 billion in community investments nationwide since 1985, including projects related to housing,
community facilities, supermarkets, commercial real estate, and energy efficiency projects. TRF provided
Dauphin County with a support letter stating its commitment to work with the County and its municipalities to
identify potential financial resources that may be leveraged with the CDBG-NDR grant awarded to the County.
EXHIBIT F LEVERAGE
Additionally, the County has committed financial and staff resources to update its 10-year
Comprehensive Plan, and leveraged this Plans outreach meetings to attract maximum attendance for Phase 2
NDRC issue and project vetting. This dual-purpose approach is sensible, given that the Comprehensive Plan
will serve as the policy document to implement resilience in the County. The Comprehensive Plan effort is
being facilitated by the Tri-County Regional Planning Commission (TCRPC), of which Dauphin County is a
member. The TCRPC, a member of the Resilience Team, is pledged to contribute staff time and resources to
NDRC project implementation. The TCRPC also has available the Regional Connections Program, which
provides $100,000 to municipalities and counties sustainability projects.
Dauphin County has numerous existing funding sources that annually fund resilience-type projects
focused on transportation, removal of slum and blight, economic development, and social services. These
County sources would be available to potentially facilitate the implementation and maintenance of resilience
projects in the County. They include: the Transportation Infrastructure Bank ($30 million, revolving loan fund);
the HOME Investment Partnership Program ($370,000 annually to LMI populations for housing rehabilitation);
the Tourism Taxes program ($2 million annually); the Redevelopment Authority ($10 million borrowing
capacity for redevelopment projects); the Industrial Development Authority ($10 million borrowing capacity to
finance industrial development projects); the Economic Development Corporation ($10 million borrowing
capacity to finance economic development projects); the Land Bank Authority ($250,000 for potential projects);
the Affordable Housing Trust Fund ($200,000 annually for housing projects); and the Gaming Advisory Board,
which provides grants for infrastructure and social services facilities ($10.5 million annually. Dauphin County
is diligently and proactively addressing risks to health and safety throughout all its municipalities and for all
populations, particularly risks and damage threats associated with flooding, as evidenced by historic loss data
and in the County Hazard Mitigation Plan (currently being updated from its last edition in 2010). The County
continues to collaborate with its 40 municipalities and key stakeholders to identify the potential investments in
EXHIBIT F LEVERAGE
infrastructure, facilities, recommended code and ordinance amendments, housing for LMI populations, and
other vital service needs to address the impacts of risks and climate change.
Committed Leverage as a Percentage of Funds
Total Committed Funds
$84,084,386
Total Project Program Request
$143,769,837
Leverage as % of Grant Funds
58.4%
Exhibit G Regional Coordination and Long-Term Commitment

Dauphin County, PA
ExhibitGRegionalCoordinationandLongTermCommitment.PDF

During Phase 1 of the NDRC, Dauphin County (County) committed to develop Phase 2 resilience
projects. Prospective projects were identified through an extensive qualitative process (public meetings,
stakeholder engagements, discussions with partner agencies) and quantitative evaluation (hydrologic and
hydraulic modeling, climate change modeling, cost-benefit analysis, leveraged funding). All projects were
evaluated for their ability to mitigate historic flood-related issues, as well as those associated with Tropical
Storm Lee. All project benefits also were projected out over several decades, based on climate change data and
hydraulic modeling estimates. Ultimately, projects will be designed to withstand these climate change
conditions and the projected impacts from flooding on both local and regional scales. It is the Countys intent to
begin to implement these processes and a variety of resilience-building projects within one year of the
announcement of Phase 2 results.
As an additional demonstration of its long-term commitment, Dauphin County has created the Resilient
Dauphin County Initiative and Alliance, which is a collaborative of Dauphin County municipalities, state and
local government agencies, private consultants and subject matter experts, and non-governmental/community
and faith-based/philanthropic organizations. The Resilient Dauphin County Initiative and Alliance will enable
the long-term dedication of resources, as well as project and programmatic prioritization that increase local and
regional resilience. Headed by a Chief Resilience Officer (CRO) who will reside in the County Commissioners
office, the Alliance will continue to develop an operating framework and procedures to implement resilience
projects under the banner of this Initiative. This framework will be used to shape policy and County and other
public/private investments in resilience projects.
The County has already undertaken progressive measures to address a multitude of issues related to
future hazards and risks. The County is providing technical expertise to its municipalities to: evaluate their
floodplain management programs; identify which municipalities are feasible to enter FEMAs Community

Rating System (CRS) Program; and determine ways to improve local regulations beyond the National Flood
Insurance Program (NFIP) standards. The results of a successful CRS initiative will also help reduce flood
insurance costs and reduce financial burdens for property owners throughout the County. Working to address
rising flood insurance costs will help to dramatically reduce risks to vulnerable populations (who are more
likely to reside in a floodplain), while also creating additional expendable income for all flood insurance
premium payers in the County to promote economic growth and resilience. Cost savings rendered by savings in
flood insurance, as well as resilience measures that reduce property loss, particularly for LMI and other
vulnerable populations, will encourage addressing other safety hazards, such as poor building conditions and a
lack of vehicles, among others.
The County is also currently updating its five-year Hazard Mitigation Plan (HMP) and 10-year
Comprehensive Plan in parallel with the Resilient Dauphin County Initiative. These three integrated resilience
documents/initiatives will collectively build resilience beyond what any one measure could achieve singularly,
and for a longer period of time. Recently, the County used approximately $6.7 million in Hazard Mitigation
Grant Program (HMGP) funds to acquire and demolish housing in flood-prone areas to instill resilience. These
funds were used in six municipalities and increased long-term resilience by removing at-risk structures and
preserving the acquired land as open space for stormwater management.
The Resilient Dauphin County Initiative focuses on three distinct Resilience Districts to address the
diversity of issues, demographics, and unmet needs in the County, resulting from past storm events, including
Tropical Storm Lee in 2011. This diversity is described in the Needs section of this application. The three
districts are: Rural/Lykens Valley Resilience District (northern part of the County); Urban/Paxton Creek
Resilience District (central County and capital region); and the Suburban/Swatara Resilience District (southern
Dauphin County). The three districts will work with the Chief Resilience Officer to identify, vet, and advance

future resiliency projects. The development of this organizational structure, which required numerous
discussions and meetings with the more than 60 entities involved, demonstrates the Countys long-term
commitment to collaboratively and collectively addressing and instilling sustainable resilience.
During the NDRC application process, Dauphin County identified a variety of resilience projects beyond
those included in this funding application, and is looking into other funding opportunities to implement them as
part of its long-term commitment. Typically, long-term resilience projects have been difficult to implement,
since federal funding often does not permit resilience measures as activities eligible for funding; instead, only
providing funding for projects to build back to their condition before the storm event. In addition, the financial
constraints that many of the communities in the County are suffering makes implementation difficult. The
County Commissioners are committed to using available resources to advance projects that build resilience,
particularly to address imminent dangers to vulnerable populations.
The goal of projects being developed and funded through the NDRC will be to include resilience
measures. Going forward, potential projects will also be identified and evaluated based on their ability to create
sustainable regional resilience. This may involve projects such as large-scale stormwater retention/wetland
areas, or the construction of levees and associated riparian buffers to reduce and manage flooding.
OUTCOME METRICS
Activity
Metrics
Lykens Glen Park
Final engineering and modeling has not been completed, but
Floodplain Enhancement Site 1
anticipated metrics include: A reduction in floodwaters within the
Borough of Lykens; a reduction in the number of structures suffering

flood impacts; and the provision of 20 acres of enhanced wetlands and

wildlife habitat.

Activity
Metrics
Reduction in the average number of annual combined sewer overflow

events
Capital Region Water
Reduction in three environmental impacts from combined sewer
Interceptor and Storm sewer
overflows
Improvements
Reduction of the number of people exposed to health hazards from

combined sewer overflows
Reduction in maintenance costs of the existing system
Improvements to 1 mile of recreation trail
Improvements
Restoration of 920 linear feet of streambank

Final engineering and modeling has not been completed, but
anticipated metrics include: increased stormwater storage capacity;
Wildwood Lake Stormwater

diversion of up to 15 percent of discharges from the Morning Glory
Facility Enhancements
Outlet into the Susquehanna River outlet; and expansion of natural
habitats for native wildlife.
Elimination of risk of combined sewer back-ups for approximately 200
Borough of Steelton Sewer
businesses and residences
Separator
Elimination of risk of exposure to combined sewer overflow for more

than 1,000 residents.
City of Harrisburgs Sinkhole
Acquisition of 28 homes at structural risk due to sinkholes
Recovery
Removal of 28 households from safety risks posed by sinkholes

Activity
Metrics
Development of approximately 2.5 acres of recreation space
Removal of municipal substation from flood risk
Middletown Substation
Securing the availability of electrical service for approximately 8,730
Relocation
residents during flood events
Provision of 500+ units of LEED-certified housing
Provision of stormwater management
Provision of new housing in non-flood-prone areas for persons whose
Woodland Hills Development
properties were acquired under Lisa Lake and Susquehanna Park

activities
Detention and delayed release of stormwater across the development
site (final engineering and design is not complete to estimate totals)
Removal of approximately 40 residential structures and the associated
Susquehanna Street Park
households from the flood-prone area
Development
Development of approximately 63 acres of passive and active

recreation area
Acquisition and removal of approximately 65 structures from the
Lisa Lake Acquisitions and
flood-prone area around Lisa Lake
Floodplain Enhancement
Increased stormwater detention (final engineering and design is not

complete to estimate totals)

There were several key lessons learned during the NDRC process. The greatest lesson learned and one
of the first things to be addressed and incorporated in the Resilient Dauphin County Initiative, is the need for a
more detailed and comprehensive process to identify impacts, and recordation during and after major storm
events. It was extremely difficult to efficiently and effectively collect data regarding the impacts from Tropical
Storm Lee. Many times, formal records were not kept, and information collected was not effectively
consolidated or readily available. Many communities did not appear to have a formal process of impact
recordation, which made specific identification of projects and methodologies to properly address impacts very
difficult. The County also learned, through the extensive communication and outreach process, that there is an
abundance of programs, activities, projects, and plans in the works that could be coordinated to increase
resilience throughout the County. Areas of information-gathering and communication breakdowns were
identified and will be addressed by the Resilience Alliance to facilitate a more comprehensive, coordinated,
regional resolution. Addressing these two items alone (recordation and communications) could have substantial
measurable benefits to identifying threats and risks, especially to vulnerable populations, and would enable a
more effective recovery process immediately after disasters.
Raising Standards The County is currently working with its 40 municipalities on the Community
Rating System (CRS) to encourage participation and improve scores to reduce NFIP costs for residents and
businesses. Some communities choose to exceed minimum NFIP requirements, so that they can provide
residents with a stronger floodplain management program. One common measure is freeboard, which is a
safety measure wherein all construction must be elevated above the base flood elevation for an area. Freeboard
is typically expressed in feet, and a 1.5 freeboard provision would signify that all new construction must build
to 1.5 feet above the base flood elevation. Freeboard significantly enhances safety by compensating for the
unknown factors that could exacerbate a flood. In Dauphin County, several communities have adopted

freeboard regulations; these communities include Middletown Borough, Lower Swatara Township, Lykens
Borough, and the City of Harrisburg, all of which require a 1.5 freeboard.
The County is committed to developing a model Low-Impact Development (LID) Ordinance as part of the
implementation of the NDRC. This model ordinance, along with others the County has developed, such as a
model subdivision and land development ordinance and a model zoning ordinance, will guide municipalities in
their development and enforcement of their own regulatory documents and resilience standards. Unfortunately,
under the responsibilities and enforcement limits set by the Pennsylvania Municipalities Planning Code,
Dauphin County does not have the regulatory authority to enforce standards for construction, land use, zoning,
or other standards. This is why the County provides consultation, guidance, and provides advisory services to
municipalities and municipal authorities regarding such regulatory and enforcement matters.
Resilience Actions Related to Plan Updates or Alignment and Legislative Actions Dauphin
County is currently updating is 10-year Comprehensive Plan, as required by the Pennsylvania Municipalities
Planning Code (Act 247 of 1968). This land-use planning document is being updated in conjunction with the
NDRC application and the Resilient Dauphin County Initiative. The Comprehensive Plan will consider and
incorporate resilience concepts for all aspects of the County, including housing, transportation,
stormwater/floodplain management and development, cultural resources, community facilities, and economic
development. This required 10-year update provides the County with a regularly scheduled opportunity to
identify new issues, opportunities, demographic statistics, and projects, while measuring resilience
effectiveness. The County will also use the periodic review and update of the Countys Hazard Mitigation Plan
(HMP), which is required at least every five years by law, as another resilience measuring yardstick in the
County.

Resilience Actions Related to Financing and Economic Issues - The County has initiated numerous
innovative programs and projects that demonstrate its commitment and capacity to help residents,
municipalities, and local businesses to address immediate disaster recovery needs, and to establish long-term
resilience. One striking example is Dauphin Countys Infrastructure Bank (IB). The County IB was created
several years ago by the Dauphin County Commissioners and is managed by the Countys Department of
Community & Economic Development (DCDCED). A partnership between the County and the Pennsylvania
Department of Transportation (Penn DOT), the County IBs $30 million low-interest revolving loan fund
leverages its annual allocation of Liquid Fuels tax funds and Penn DOTs IB to construct, improve, and
rehabilitate transportation infrastructure throughout the County. The County hopes to expand its IB to include
all types of infrastructure, and incorporate additional resiliency measures into current and future projects. Other
recent County projects, administered by the Countys Redevelopment Authority, Industrial Development
Authority, and Housing Authority, include $10.75 million in grant funding for a YMCA expansion, an
International House project, a Susquehanna Arts project, a local performing arts theatre project, and a Countyowned housing facility project for roof-installed solar panels to yield utility cost savings. The latter green
building project was completed in half the time provided by federal funding guidelines for the American
Recovery and Reinvestment Act funds. Ongoing discussions and regular meetings with stakeholders during the
NDRC process have helped the County to strengthen its connection with key funding partners and agencies for
prospective resilience-based projects.
DRAFT
Attachment D - Citizen Participation and Consultation Summary - DRAFT

As part of development of the Phase I and II applications, Dauphin County held numerous meetings with key stakeholder groups to convey the concepts of the Resilient Dauphin County Initiative, obtain
information, ideas, thoughts about areas of focus, and build consensus around proposed projects. During Phase II, the County made an increased effort to communicate the countywide meetings. There were
television interviews, advertisements distributed to municipal leaders with requests to broadcast to citizens, articles in the newspaper, advertisements on the County's websites, and an outreach communication
program by Capital Region Water's electronic notification tool (all LMI populations in the City of Harrisburg).
Agency Name or
Stakeholder Group
Citizens and Residents of

the County
Derry Township
Halifax Township
City of Harrisburg
Agency Type
Target Population
Type of Outreach
Phase I
General public in County
Held meetings with

stakeholder groups
representing the
population of the
County
Local Government
Local Government
Local Government
Meeting, Survey
Meeting
Meeting, Survey
Method of
Notification and
Materials Provided
email
NDRC information
form and unmet
need survey
email
NDRC information
form and unmet
need survey
email
NDRC information
form and unmet
need survey
email
NDRC information
form and unmet
need survey
Type of Information Gathered
Method of Notification
and Materials Provided
Type of Outreach in Phase II
*Held four countywide public outreach meetings for

residents, citizens, and municipal officials.
*Dauphin County also developed a website that
provided opportunities for residents to provide input.
Ideas for potential projects, information

about problems and concerns related to
flooding in the County, ideas about potential
projects, areas of focus for future
investment, and input for the County
Comprehensive Plan update.
The County received information

from them regarding the unmet
needs in their municipality
Public announcements,
television interveiws and
announcements,
*Held a meeting with the municipal manager to review
municipal governments
the Phase ll application and the projects.
announce, web postings.
Powerpoints, list of
projects and framework
*Obtain information and ideas related to

problem areas related to flooding resilience
and asked for ideas and projects/concepts
for solutions.
*Secure their participation in the Dauphin
County Alliance

announcements,

for solutions.
County Alliance

announcements,
*Held meetings with the City staff.

for solutions.
County Alliance
Ideas for areas of focus, issues and
announcements,
concerns related to recovery efforts
from disaster, areas to focus
projects
Powerpoints and
framework
DRAFT
DRAFT

Agency Name or
Stakeholder Group
Highspire Borough
Hummelstown Borough
Londonderry Township
Lower Paxton Township
Agency Type
Target Population
Local Government
Local Government
Local Government
Local Government
Type of Outreach
Phase I
Meeting, Survey
Meeting, Survey
Meeting, Survey
Meeting, Survey
Method of
Notification and
Materials Provided
email
NDRC information
form and unmet
need survey
email
NDRC information
and form and unmet
need survey
email
NDRC information
form and unmet
need survey
email
NDRC information
form and unmet
need survey

announcements,

for solutions.
County Alliance

announcements,

for solutions.
County Alliance

announcements,
*Obtain information ideas related to

for solutions.
County Alliance

announcements,

for solutions.
County Alliance
DRAFT
DRAFT

Agency Name or
Stakeholder Group
Lower Swatara
Township
Lykens Borough
Lykens Township
Middle Paxton
Agency Type
Target Population
Local Government
Local Government
Local Government
Local Government
Type of Outreach
Phase I
Meeting, Survey
Meetings, Surveys
Meeting
Meeting
Method of
Notification and
Materials Provided
email
NDRC information
form and unmet
need survey
email
NDRC information
form and unmet
need survey
email
NDRC information
form and unmet
need survey
email
NDRC information
form and unmet
need survey

announcements,
*Held meetings with the Township staff.

for solutions.
County Alliance

announcements,
*Held meetings with the Borough staff.

for solutions.
County Alliance

announcements,

for solutions.
County Alliance

announcements,

for solutions.
County Alliance
DRAFT
DRAFT

Agency Name or
Stakeholder Group
Middletown Borough
Millersburg Borough
Paxtang Borough
Royalton Borough
Agency Type
Target Population
Local Government
Local Government
Local Government
Local Government
Type of Outreach
Phase I
Meeting, Survey
Meeting, Survey
Meeting
Meeting, Survey
Method of
Notification and
Materials Provided
email
NDRC information
form and unmet
need survey
email
NDRC information
form and unmet
need survey
email
NDRC information
form and unmet
need survey
email
NDRC information
form and unmet
need survey

announcements,

for solutions.
County Alliance

announcements,

for solutions.
County Alliance

announcements,

for solutions.
County Alliance

announcements,

for solutions.
County Alliance
DRAFT
DRAFT

Agency Name or
Stakeholder Group
Susquehanna Township
Steelton Borough
Swatara Township
West Hanover Township
Agency Type
Target Population
Local Government
Local Government
Local Government
Local Government
Type of Outreach
Phase I
Meeting, Survey
Meeting, Survey
Meeting
Meeting, Survey
Method of
Notification and
Materials Provided
email
NDRC information
form and unmet
need survey
email
NDRC information
form and unmet
need survey
email
NDRC information
form and unmet
need survey
email
NDRC information
form and unmet
need survey

announcements,

for solutions.
County Alliance

announcements,

for solutions.
County Alliance

announcements,

for solutions.
County Alliance

announcements,

for solutions.
County Alliance
DRAFT
DRAFT

Agency Name or
Stakeholder Group
Dauphin County Housing

Authority
Dauphin County Human

Services
Dauphin County
Redevelopment
Authority
Agency Type
Target Population
County Agency - LMI and Persons

with Access and Functional
Needs (PAFN)
County Agency - LMI and Persons

with Access and Functional
Needs (PAFN)
County Agency
The Reinvestment Fund is a

national leader in rebuilding
The Reinvestment Fund America's distressed towns and
cities through the innovative use
of capital and information.
American Red Cross

serving Central
Pennsylvania
Nonprofit stakeholder
Type of Outreach
Phase I
Method of
Notification and
Materials Provided
Meeting
email
NDRC information
form and unmet
need survey
Survey
email
NDRC information
form and unmet
need survey
Meeting
email
NDRC information
form and unmet
need survey
N/A
N/A
Meeting
email
NDRC information
form and unmet
need survey
announcements,
needs in the municipalities related
to housing.
Powerpoints and
framework
announcements,
Powerpoints and
announcements,
to redevelopment opportunities.
Powerpoints and
framework
Face to Face meeting.

Framework and proposed
projects
N/A
announcements,
to disaster recovery needs
Powerpoints and
framework
DRAFT

for solutions.
County Alliance
for solutions.
County Alliance
for solutions.
County Alliance
Meeting staff
Obtained a letter of support to assist the

County with identifying funding for projects


for solutions.
County Alliance
DRAFT

Agency Name or
Stakeholder Group
Bethesda Mission

Association (CAGA)
Capital Region Water
Catholic Charities
Agency Type
Target Population
Nonprofit stakeholder Greenspace preservation
Area stakeholder - Manages

greater Harrisburg area water
system and infrastructure
Area stakeholder - Resource for

Center for Rural
rural policy within the
Pennsylvania (Rural PA)
Pennsylvania General Assembly.
Type of Outreach
Phase I
Method of
Notification and
Materials Provided


for solutions.
County Alliance


for solutions.
County Alliance
email
NDRC information
form and unmet
need survey
announcements,
to for the homeless
*Held meeting s with organization

for solutions.
County Alliance
Meeting
email
NDRC information
form and unmet
need survey
announcements,
to for the homeless
Powerpoints and
framework


for solutions.
County Alliance
Meeting
email
NDRC information
form and unmet
need survey

to for the homeless
N/A
N/A
Meeting
Meeting, Survey
Meeting, Survey
email
NDRC information
form and unmet
need survey
email
NDRC information
form and unmet
need survey
announcements,
to for the homeless
Powerpoints and
framework
announcements,
to for the homeless
Powerpoints and
framework
DRAFT
N/A
DRAFT

Agency Name or
Stakeholder Group
Central Pennsylvania
Food Bank
The Foundation for

Enhancing Communities
(TFEC)
Glace Associates
Habitat for Humanity of

the Greater Harrisburg
Area
Harrisburg Area
Transportation Study
(HATS)
Agency Type
Target Population
Stakeholder
Area stakeholder - Reviews

transportation projects for
region
Type of Outreach
Phase I
Method of
Notification and
Materials Provided
Meeting
email
NDRC information
form and unmet
need survey
announcements,
to for the homeless
Powerpoints and
framework


for solutions.
County Alliance
Meeting
email
NDRC information
form and unmet
need survey

from them regarding the needs of
their clients
announcements,
announce, web postings


for solutions.
Meeting
email
NDRC information
form and unmet
need survey

their clients
announcements,


for solutions.

their clients
announcements,
Powerpoints and
framework


for solutions.
County Alliance

needs of the transportation
customers in the County
announcements,
Powerpoints and
framework


for solutions.
County Alliance
Meeting
Meeting
email
NDRC information
form and unmet
need survey
email
NDRC information
form and unmet
need survey
DRAFT
DRAFT

Agency Name or
Stakeholder Group
Harrisburg Housing
Authority
Humane Society of
Harrisburg Area
LHAI
Tri-County Long-Term
Disaster Recovery
Committee (LTDRC)
Pennsylvania
Department of
Community and
Economic Development
(PA DCED)
Agency Type
Target Population
Municipal Agency - LMI and

PAFN
Stakeholder - On behalf of Mifflin

Township
Project Stakeholder
Type of Outreach
Phase I
Meeting
Meeting
Method of
Notification and
Materials Provided
email
NDRC information
form and unmet
need survey
email
NDRC information
form and unmet
need survey

needs of the clients in the County
announcements,
Powerpoints and
framework

their clients
announcements,
Powerpoints and
framework
Meeting
email
NDRC information
form and unmet
need survey

Meeting
email
NDRC information
form and unmet
need survey

needs in their municipality and
issues with the recovery process.
Meeting
regular coordination
meetings
The County held meetings with

state agency to discuss potential
resilience projects and concepts
from a statewide perspective.
DRAFT


for solutions.
County Alliance


for solutions.
County Alliance

announcements,
announcements,
Invitation to State
Agency Resource Team
meetings
Held several State Agency Coordination meetings.

for solutions.
for solutions.
County Alliance
*Assisted with developing the idea of the
County Alliance.
County Alliance
DRAFT

Agency Name or
Stakeholder Group
Pennsylvania Emergency
Management Agency
Agency Type
Target Population
State Agency, Project

Stakeholder
Pennsylvania
Department of
Environmental
Protection

Stakeholder
Pennsylvania
Infrastructure Authority

Stakeholder
Pennsylvania Historical
and Museum
Commission
Penn State Harrisburg

Stakeholder
Project and Area Stakeholder
Type of Outreach
Phase I
Meeting
Method of
Notification and
Materials Provided
meetings

Meeting
meetings

Meeting
meetings

Meeting
Meeting
meetings
email
NDRC information
form and unmet
need survey

Discussed ideas for educational

opportunities for green
infrastructure projects
DRAFT
Invitation to State
meetings

for solutions.
*Working to secure their participation in the
Dauphin County Alliance
*They attend the open house meetings and
*Held several State Agency Coordination meetings.
provide input
Invitation to State
meetings

*Held several State Agency Coordination meetings.

County Alliance.
County Alliance
Invitation to State
meetings
Held several State Agency Coordination meetings

County Alliance.
Dauphin County Alliance
Held several State Agency Coordination meetings

County Alliance.
for solutions.
County Alliance.
*Obtained identification of potential funding
source related to historic preservation.
Held meetings with Penn State University as a

stakeholder in Middletown, Dauphin County.

for solutions.
Dauphin County Alliance.
Invitation to State
meetings
Held individual meeting.

Meeting Invitation
DRAFT

Agency Name or
Stakeholder Group
Penn State University Agriculture and

Environment Center
(AEC)
Penn State Milton S.

Hershey Medical Center
Pennsylvania State
System of Higher
Education (PASSHE)
Pinnacle Health System Harrisburg Hospital
Salvation Army,
Harrisburg Capital City
Region
Agency Type
Target Population
Type of Outreach
Phase I
Method of
Notification and
Materials Provided
Meeting
email
NDRC information
form and unmet
need survey
Meeting
email
NDRC information
form and unmet
need survey
Meeting
email
NDRC information
form and unmet
need survey
Meeting
email
NDRC information
form and unmet
need survey
Meeting
email
NDRC information
form and unmet
need survey
Discussed ideas for educational

opportunities for green
infrastructure projects
Held individual meeting.

Meeting Invitation
Held meetings with Penn State University as a

stakeholder in Middletown, Dauphin County.

for solutions.
County Alliance.
Discussed unmet needs for the

hospital.
announcements,


for solutions.
Obtained information regarding

their unmet needs related to the television interveiws and
Held meetings with PASSHE a stakeholder in the City of problem areas related to flooding resilience
disaster. Discussed their efforts to
announcements,
Harrisburg, Dauphin County.
assist during project
for solutions.
implementation

their unmet needs related to the
disaster
announcements,


for solutions.

their clients
announcements,
Powerpoints and
framework

for solutions.
DRAFT
DRAFT

Agency Name or
Stakeholder Group
Susquehanna Area
Regional Airport Authority
(SARAA) Harrisburg
International Airport (HIA)
Susquehanna River Basin

Commission
United Way of the Capital

Region
Williamstown Borough
Authority
Agency Type
Target Population
Stakeholder
Type of Outreach
Phase I
Meeting
Meeting
Meeting
Meeting
Method of
Notification and
Materials Provided

their unmet needs related to the
disaster
announcements,
Powerpoints and
framework


for solutions.
email
NDRC information
form and unmet
need survey

Obtained information related to
Susquehanna River and the disaster
announcements,
recovery. Discussed damage
caused by the flooding.

for solutions.
*Working to secure them as a partner
email
NDRC information
form and unmet
need survey

their clients
announcements,
Powerpoints and
framework

for solutions.

announcements,
Powerpoints and
framework

for solutions.
email
NDRC information
form and unmet
need survey
email
NDRC information
form and unmet
need survey
DRAFT
DRAFT

Agency Name or
Stakeholder Group
YMCA, East Shore Branch
YWCA, Greater Harrisburg
Agency Type
Target Population
Type of Outreach
Phase I
Meeting
Meeting
Method of
Notification and
Materials Provided
email
NDRC information
form and unmet
need survey
email
NDRC information
form and unmet
need survey

their clients
announcements,
Powerpoints and
framework

for solutions.

their clients
announcements,
Powerpoints and
framework

for solutions.
DRAFT
Results
Benefits
Costs
BCR
Net Present Value
CRW
$69,406,669.73
$25,076,408.14
2.77
$44,330,261.59
Urban
Wildwood Lake
$42,496,565.60
$23,230,608.56
1.83
$19,265,957.04
Steelton Sewer
$16,683,596.42
$7,820,817.87
2.13
$8,862,778.55
Total
$128,586,831.75
$56,127,834.57
2.29
$72,458,997.18
Suburban
Results
Benefits
Costs
BCR
Net Present Value
Jednota Flats
Acquisitions
$27,395,589.42
$10,303,948.82
2.66
$17,091,640.61
Middletown
Substation
$28,863,732.52
$12,156,509.40
2.37
$16,707,223.13
Woodland Hills
Development
$27,433,968.91
$12,875,776.07
2.13
$14,558,192.84
Susquehanna
Acquisitions
$20,732,461.30
$6,841,955.07
3.03
$13,890,506.23
Susquehanna
Park
Improvements
$49,184,387.78
$11,653,078.76
4.22
$37,531,309.02
Total
$153,610,139.94
$53,831,268.11
2.85
$99,778,871.83

Dauphin County National Disaster Resilience Competition Proposed Grant Application

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Exhibit A Executive Summary

EXHIBIT A: EXECUTIVE SUMMARY

As the population, healthcare, commercial, and tourism/recreation hub of south-central Pennsylvania,

EXHIBIT A: EXECUTIVE SUMMARY

EXHIBIT A: EXECUTIVE SUMMARY

EXHIBIT A: EXECUTIVE SUMMARY

Exhibit B Threshold Requirements

EXHIBIT G: REGIONAL COORDINATION AND

EXHIBIT G: REGIONAL COORDINATION AND

EXHIBIT G: REGIONAL COORDINATION AND

EXHIBIT G: REGIONAL COORDINATION AND

Exhibit D Unmet Recovery Need and Target Geography

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

TARGET GEOGRAPHY AND MID-URN TARGET SUB-AREAS

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

Race and Language

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

Harrisburg: 35% of homeowners with a mortgage; 55.5% of renters

Highspire: 40.9% of homeowners with a mortgage; 50.2% of renters

Middletown: 36.4% of homeowners with a mortgage; 48.8% of renters

Steelton: 37.2% of homeowners with a mortgage; 44.7% of renters.

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

Jednota Flats Acquisitions

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

RESILIENT DAUPHIN COUNTY INITIATIVE: PROMOTE, PROTECT AND CONNECT

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

EXHIBIT D: UNMET NEED RECOVERY AND TARGET GEOGRAPHY

EXHIBIT E SOUNDESS OF APPROACH

The Resilient Dauphin County Initiative: Promote, Protect, Connect

EXHIBIT E SOUNDESS OF APPROACH

DAUPHIN COUNTY RESILIENCE ALLIANCE

developed initiativeoriented, science-based,

EXHIBIT E SOUNDESS OF APPROACH

EXHIBIT E SOUNDESS OF APPROACH

EXHIBIT E SOUNDESS OF APPROACH

PROMOTE: Agricultural economy and natural recreation

PROTECT: Small communities and agricultural land

PROMOTE: Green infrastructure initiatives

CONNECT: Improvements to capital area revitalization

PROMOTE: Smart development and tourism

EXHIBIT E SOUNDESS OF APPROACH

EXHIBIT E SOUNDESS OF APPROACH

EXHIBIT E SOUNDESS OF APPROACH

Structure Loss Estimate

Contents Loss Estimate

EXHIBIT E SOUNDESS OF APPROACH

Dauphin County developed the map to the left, which identifies

EXHIBIT E SOUNDESS OF APPROACH

EXHIBIT E SOUNDESS OF APPROACH

substantial flooding during heavy rain events, affecting

Component District Goals and Objectives