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11-07-2017 BCC-W AgendaCOLLIER COUNTY Board of County Commissioners WORKSHOP AGENDA INFRASTRUCTURE SALES SURTAX WORKSHOP HURRICANE IRMA AFTER ACTION WORKSHOP Board of County Commission Chambers Collier County Government Center 3299 Tamiami Trail East, 3rd Floor Naples, FL 34112 November 07, 2017 9:00 AM Commissioner Penny Taylor, District 4 - BCC Chair Commissioner Andy Solis, District 2 - BCC Vice-Chair Commissioner Donna Fiala, District 1; CRAB Co-Chair Commissioner Burt Saunders, District 3 Commissioner William L. McDaniel, Jr., District 5; CRAB Co-Chair Notice: All persons wishing to speak must turn in a speaker slip. Each speaker will receive no more than three (3) minutes. Collier County Ordinance No. 2003-53 as amended by Ordinance 2004-05 and 2007-24, requires that all lobbyists shall, before engaging in any lobbying activities (including but not limited to, addressing the Board of County Commissioners), register with the Clerk to the Board at the Board Minutes and Records Department. 1. PLEDGE OF ALLEGIANCE 2. WORKSHOP TOPICS 2.A. Infrastructure Sales Surtax Workshop 2.B. Hurricane Irma After Action Workshop 3. PUBLIC COMMENTS 4. ADJOURN Inquiries concerning changes to the Board’s Agenda should be made to the County Manager’s Office a t 252-8383. 11/07/2017 COLLIER COUNTY Board of County Commissioners Item Number: 2.A Item Summary: Infrastructure Sales Surtax Workshop Meeting Date: 11/07/2017 Prepared by: Title: Operations Analyst – County Manager's Office Name: Geoffrey Willig 11/01/2017 4:13 PM Submitted by: Title: County Manager – County Manager's Office Name: Leo E. Ochs 11/01/2017 4:13 PM Approved By: Review: County Manager's Office Geoffrey Willig County Manager Review Completed 11/01/2017 5:13 PM Board of County Commissioners MaryJo Brock Meeting Pending 11/07/2017 9:00 AM 2.A Packet Pg. 3 MEMO Date: To: From: Subject: Co Lier County Office of the County Manager November 1, 2017 Board of County Commissioners Leo E. Ochs, Jr., County Manager� -D � Alternative Funding Review (Infrastructure Sales Tax) Over the past year, the Greater Naples Chamber of Commerce has explored the viability of alternative supplementary funding for several key focus areas. Additionally, and concurrently, environmentally sensitive land conservation advocates also sought specific funding to restart the land acquisition program through Conservation Collier. These efforts also coincided with Collier County's efforts to consider a storm water utility to fund deferred storm water maintenance and capital, as well as, planned debt service for long term infrastructure needs such as roads, buildings, and parks. The Board has considered and deliberated these needs through various agenda items, workshops, and budget hearings. Through these discussions, the Board directed staff to schedule a workshop to discuss these issues to evaluate the option of a voter referendum for the sales tax. The needs list attached to this item reflects categories identified by the Chamber, environmental preservation advocates, and County staff that could benefit from additional alternative funding. The categories include: Land Acquisition• Transportation & Storm Water Facilities• Public Safety and General Purpose Government Facilities Renovations and Repairs• Parks• Affordable Housing• Workforce Training• Mental Health Facilities• Beach Resiliency• Hurricane Mitigation Upgrades The presentation attached contemplates a seven-year sales tax. The levy of a one cent sales tax is estimated to generate approximately $70,000,000 annually. Approximately $10,000,000 of that would be split between the cities. The available balance would total approximately $420,000,000, with an anticipated earmark for strategic and sensitive land acquisition of $150,000,000. This would provide approximately $270,000,000 for the remaining categories. 2.A.1 Packet Pg. 4 Attachment: MEMORANDUM Alternative Funding Review (Infrastructure Sales Tax) (4087 : Infrastructure Sales Surtax Workshop) 2.A.1 Packet Pg. 5 Attachment: MEMORANDUM Alternative Funding Review (Infrastructure Sales Tax) (4087 : Infrastructure Sales Surtax Workshop) 2.A.2 Packet Pg. 6 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 7 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 8 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 9 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 10 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 11 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 12 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 13 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 14 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 15 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 16 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 17 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 18 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 19 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 20 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 21 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 22 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 23 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 24 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 25 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 26 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 27 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 28 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 29 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 30 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 31 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 32 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 33 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 34 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 35 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 36 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 37 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 38 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 39 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 40 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 41 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 42 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 43 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 44 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 45 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales Local Option Infrastructure Sales Tax •All 67 Florida Counties are eligible to levy this tax; 61 counties have a surtax •Referendum required countywide and tax proceeds must be shared between the county and municipalities within the county generally through inter-local agreement •Uses include finance, plan and construct infrastructure; acquire land for public recreation, conservation or natural resource purposes; portion of proceeds (up to 15%) may be used to fund certain economic development activities •Tax is bondable depending upon the length tax is imposed •Tax is limited to 1 percent or ½ percent; 1 percent tax generates about $70 million annually, $60 million net to the County •Regressive nature of a sales tax is generally reduced here by statute considering that the tax does not apply to food and medicine and limited to the first $5,000 of a purchase •Duration of tax set by referendum •Also paid by consumers shopping in the County including the 100,000 or so visitors and seasonal residents •Cannot be used for O&M 2.A.2 Packet Pg. 46 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 47 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 48 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 49 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 50 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales 2.A.2 Packet Pg. 51 Attachment: Sales Surtax Presentation Final [Revision 1] (4087 : Infrastructure Sales Alternative Funding 7 Years Potential Project List Transportation Estimated Cost % of Total Airport Rd - widening form Vanderbilt to Immokalee $17,000,000 2% Bridge Replacements (11) $23,000,000 3% New Bridges - Golden Gate Estates Mobility (11) $88,000,000 10% Pine Ridge Rd, Livingston Rd, & Whippoorwill Ln $31,000,000 3% Randall Intersection $14,000,000 2% Vanderbilt Beach Rd Extension - Collier Blvd to 8th/16th $100,000,000 11% Triangle Blvd $6,000,000 .7% Sidewalks $10,000,000 1% $289,000,000 32% Stormwater Capital Projects $105,000,000 12% Swale Maintenance $83,000,000 9% $188,000,000 21% Public Services DAS Shelter Improvement/Replacement $6,000,000 .7% Big Corkscrew Island Regional Park $60,000,000 7% $66,000,000 8% Sheriff’s Office/Jail Forensic/Evidence Building $33,000,000 4% Sheriff’s Office Repairs at various locations $4,000,000 .5% Jail Renovations $5,000,000 .6% Jail HVAC Replacement & Kitchen Renovation $3,000,000 .3% $45,000,000 5% Program and Capital Projects Courthouse Repairs $3,000,000 .3% Roofing various facilities $3,000,000 .3% HVAC various facilities $33,000,000 4% General Building Repairs various facilities $11,000,000 1% Fire/Alarms/Line Safety various facilities $2,000,000 .2% Painting various facilities $1,000,000 .1% $53,000,000 6% Miscellaneous Needs Strategic and sensitive land acquisition $150,000,000 17% Workforce Housing/Irma Housing Recovery $10,000,000 1% Workforce Training Center $10,000,000 1% Mental Health $10,000,000 1% Beach Resilience $50,000,000 6% Hurricane Resilience (Generators/ Hardening Shelters/ Fuel Facilities) $25,000,000 3% $255,000,000 28% Total Cost $896,000,000 Current Funding $163,500,000 Shortfall $732,500,000 2.A.3 Packet Pg. 52 Attachment: Collier County Project List (4087 : Infrastructure Sales Surtax Workshop) Office of Economic and Demographic Research 2017 Local Discretionary Sales Surtax Rates in Florida's Counties Maximum Maximum Potential Current Unutilized Potential Current Unutilized County Tax Rate Tax Rate Tax Rate Tax Rate Tax Rate Tax Rate Alachua 0.5 3.5 0.5 3.0 0.5 0.0 0.5 Baker 1 2.5 1.0 1.5 0.5 0.0 0.5 Bay 0.5 3.0 0.5 2.5 0.5 0.5 0.5 0.0 Bradford 1 2.5 1.0 1.5 0.5 0.0 0.5 Brevard 0.5 3.0 0.5 2.5 0.5 0.5 0.5 0.0 Broward 3.0 0.0 3.0 0.5 0.0 0.5 Calhoun 1 2.5 1.0 1.5 0.5 0.5 0.5 0.0 Charlotte 1 3.0 1.0 2.0 0.5 0.0 0.5 Citrus 3.0 0.0 3.0 0.5 0.0 0.5 Clay 1 3.0 1.0 2.0 0.5 0.0 0.5 Collier 2.0 0.0 2.0 0.5 0.0 0.5 Columbia 1 3.0 1.0 2.0 0.5 0.0 0.5 DeSoto 1 0.5 2.5 1.5 1.0 0.5 0.0 0.5 Dixie 1 2.5 1.0 1.5 0.5 0.0 0.5 Duval 0.5 0.5 3.0 1.0 2.0 0.5 0.0 0.5 Escambia 1 3.0 1.0 2.0 0.5 0.5 0.5 0.0 Flagler 0.5 2.0 0.5 1.5 0.5 0.5 0.5 0.0 Franklin 1 3.5 1.0 2.5 0.5 0.0 0.5 Gadsden 1 0.5 2.5 1.5 1.0 0.5 0.0 0.5 Gilchrist 1 2.5 1.0 1.5 0.5 0.0 0.5 Glades 1 2.5 1.0 1.5 0.5 0.0 0.5 Gulf 1 3.5 1.0 2.5 0.5 0.0 0.5 Hamilton 1 2.5 1.0 1.5 0.5 0.0 0.5 Hardee 1 2.5 1.0 1.5 0.5 0.0 0.5 Hendry 1 2.5 1.0 1.5 0.5 0.0 0.5 Hernando 3.0 0.0 3.0 0.5 0.5 0.5 0.0 Highlands 1 2.0 1.0 1.0 0.5 0.5 0.5 0.0 Hillsborough 0.5 0.5 3.0 1.0 2.0 0.5 0.0 0.5 Holmes 1 2.5 1.0 1.5 0.5 0.0 0.5 Indian River 1 2.0 1.0 1.0 0.5 0.0 0.5 Jackson 1 2.0 1.0 1.0 0.5 0.5 0.5 0.0 Jefferson 1 2.5 1.0 1.5 0.5 0.0 0.5 Lafayette 1 2.5 1.0 1.5 0.5 0.0 0.5 Lake 1 2.0 1.0 1.0 0.5 0.0 0.5 Lee 3.0 0.0 3.0 0.5 0.0 0.5 Leon 1 3.5 1.0 2.5 0.5 0.5 0.5 0.0 Levy 1 2.5 1.0 1.5 0.5 0.0 0.5 Liberty 1 0.5 2.5 1.5 1.0 0.5 0.5 0.5 0.0 Madison 1 0.5 1.5 1.5 0.0 0.5 0.0 0.5 Manatee 0.5 3.0 0.5 2.5 0.5 0.5 0.5 0.0 Marion 1 2.0 1.0 1.0 0.5 0.0 0.5 Martin 2.0 0.0 2.0 0.5 0.0 0.5 Miami-Dade 0.5 0.5 2.0 1.0 1.0 0.5 0.0 0.5 Monroe 1 2.0 1.0 1.0 0.5 0.5 0.5 0.0 Nassau 1 2.0 1.0 1.0 0.5 0.0 0.5 Okaloosa 3.0 0.0 3.0 0.5 0.0 0.5 Okeechobee 1 2.5 1.0 1.5 0.5 0.0 0.5 Orange 3.0 0.0 3.0 0.5 0.5 0.5 0.0 Osceola 1 3.0 1.0 2.0 0.5 0.5 0.5 0.0 Palm Beach 1 3.0 1.0 2.0 0.5 0.0 0.5 Pasco 1 3.0 1.0 2.0 0.5 0.0 0.5 Pinellas 1 3.0 1.0 2.0 0.5 0.0 0.5 Polk 0.5 3.0 0.5 2.5 0.5 0.5 0.5 0.0 Putnam 1 2.0 1.0 1.0 0.5 0.0 0.5 St. Johns 2.0 0.0 2.0 0.5 0.5 0.5 0.0 St. Lucie 2.0 0.0 2.0 0.5 0.5 0.5 0.0 Santa Rosa 0.5 3.0 0.5 2.5 0.5 0.5 0.5 0.0 Sarasota 1 3.0 1.0 2.0 0.5 0.0 0.5 Seminole 1 3.0 1.0 2.0 0.5 0.0 0.5 Sumter 1 2.0 1.0 1.0 0.5 0.0 0.5 Suwannee 1 2.5 1.0 1.5 0.5 0.0 0.5 Taylor 1 2.5 1.0 1.5 0.5 0.0 0.5 Union 1 2.5 1.0 1.5 0.5 0.0 0.5 Volusia 3.0 0.0 3.0 0.5 0.5 0.5 0.0 Wakulla 1 3.5 1.0 2.5 0.5 0.0 0.5 Walton 1 3.0 1.0 2.0 0.5 0.0 0.5 County Government Levies School District Levy Charter County Certain Levy Combinations Are Subject to Tax Rate Caps - See Notes Below Emergency Fire School Transportation Infrastructure Small County Trauma Center Hospital Local Gov't Indigent Care and Pension Rescue ServicesCounty Public Voter-Approved Indigent Care Liability and Regional and Facilities Capital Outlay System Surtax Surtax Surtax Surtax Surtax Surtax Surtax Surtax Surtax s. 212.055(1), F.S.s. 212.055(2), F.S.s. 212.055(3), F.S.s. 212.055(4), F.S.s. 212.055(5), F.S.s. 212.055(7), F.S.s. 212.055(9), F.S.s. 212.055(8), F.S.s. 212.055(6), F.S. Up to 0.5%Up to 1%Up to 0.5%Up to 1%0.5% or 1%0.5% or 1%Up to 0.25%, 0.5 %0.5%Up to 0.5%, 1% June 2017 Page 1 of 2 2.A.4 Packet Pg. 53 Attachment: Florida County Local Discretionary Sales Surtax Rates (4087 : Infrastructure Sales Surtax Office of Economic and Demographic Research 2017 Local Discretionary Sales Surtax Rates in Florida's Counties Maximum Maximum Potential Current Unutilized Potential Current Unutilized County Tax Rate Tax Rate Tax Rate Tax Rate Tax Rate Tax Rate County Government Levies School District Levy Charter County Certain Levy Combinations Are Subject to Tax Rate Caps - See Notes Below Emergency Fire School Transportation Infrastructure Small County Trauma Center Hospital Local Gov't Indigent Care and Pension Rescue ServicesCounty Public Voter-Approved Indigent Care Liability and Regional and Facilities Capital Outlay System Surtax Surtax Surtax Surtax Surtax Surtax Surtax Surtax Surtax s. 212.055(1), F.S.s. 212.055(2), F.S.s. 212.055(3), F.S.s. 212.055(4), F.S.s. 212.055(5), F.S.s. 212.055(7), F.S.s. 212.055(9), F.S.s. 212.055(8), F.S.s. 212.055(6), F.S. Up to 0.5%Up to 1%Up to 0.5%Up to 1%0.5% or 1%0.5% or 1%Up to 0.25%, 0.5 %0.5%Up to 0.5%, 1% Washington 1 2.5 1.0 1.5 0.5 0.0 0.5 # Eligible to Levy:31 67 31 65 1 60 25 65 67 67 67 # Levying:2 25 29 1 1 4 0 1 56 19 19 Notes: 9) Effective July 1, 2009, Chapter 2009-182, L.O.F., created the Emergency Fire Rescue Services and Facilities Surtax. A county's governing body, other than a county that has imposed two separate discretionary surtaxes without expiration, may levy this surtax at a rate of up to 1%, subject to voter approval in a countywide referendum. Madison and Miami-Dade counties are not eligible to levy this surtax since each county has imposed two separate discretionary surtaxes without expiration. The remaining 65 counties are eligible to levy this surtax. However, if Orange or Osceola impose the surtax, neither county can levy the surtax within the boundaries of the Reedy Creek Improvement District pursuant to s. 212.055(8)(j), F.S. 1) Boxed areas indicate those counties eligible to impose particular surtaxes authorized for county governments or school districts eligible to impose the School Capital Outlay Surtax. 2) The Indigent Care and Trauma Center Surtax consists of two separate levies for different groups of eligible counties. Non-consolidated counties with a total population of 800,000 or more may impose, either by an extraordinary vote of the county's governing body or voter approval in a countywide referendum, a surtax not to exceed 0.5% for the purpose of funding health care services for qualified residents. Non-consolidated counties with a total population of less than 800,000 may impose, subject to voter approval in a countywide referendum, a surtax not to exceed 0.25% for the sole purpose of funding trauma services provided by a trauma center licensed pursuant to Chapter 395, Florida Statutes. 3) Pursuant to ss. 212.055(2)(h) and 212.055(3)(f), F.S., a county cannot levy the Local Government Infrastructure, Small County, Indigent Care and Trauma Center, and County Public Hospital surtaxes in excess of a combined rate of 1%. 4) Pursuant to s. 212.055(4)(b)5., F.S., a county cannot levy the Local Government Infrastructure, Small County, and Indigent Care and Trauma Center surtaxes in excess of a combined rate of 1%. 5) Pursuant to s. 212.055(5)(f), F.S., a county cannot levy the Local Government Infrastructure, Small County, and County Public Hospital surtaxes in excess of a combined rate of 1%. 6) Subject to referendum approval, the Voter-Approved Indigent Care Surtax may be levied by counties with less than 800,000 residents at a rate not to exceed 0.5%. However, if a publicly supported medical school is located within the qualifying county, the rate cannot exceed 1%, pursuant to s. 212.055(7)(a), F.S. Currently, Florida has publicly supported medical schools at the following universities: Florida International University in Miami-Dade County; Florida State University in Leon County; University of Central Florida in Orange County; University of Florida in Alachua County; and the University of South Florida in Hillsborough County. The Florida International University, University of Central Florida, and University of South Florida medical schools are each located in counties having a resident population greater than 800,000; therefore, Hillsborough, Miami-Dade, and Orange counties are not eligible to levy the surtax. Only Alachua and Leon counties could levy the surtax at the maximum 1% rate. Additionally, the governing body of any county that has a population of less than 50,000 residents may levy the surtax, at a rate not to exceed 1%, subject to voter approval in countywide referendum pursuant to Chapter 2005-242, Laws of Florida. Consequently, if a publicly supported medical school is located in the county, or the county has a population of less than 50,000 residents, the combined tax rate of this levy and any Local Government Infrastructure Surtax and Small County Surtax levies cannot exceed 1.5% pursuant to s. 212.055(7)(f), F.S. For all other counties eligible to levy this surtax, the combined tax rate cannot exceed 1%. 7) Effective July 1, 2009, Chapter 2009-146, L.O.F., renamed the Charter County Transit System Surtax as the Charter County Transportation System Surtax and extended eligibility for surtax levy to 13 additional charter counties. 8) Effective July 1, 2010, Chapter 2010-225, L.O.F., renamed the Charter County Transportation System Surtax as the Charter County and Regional Transportation System Surtax and extended eligibility for surtax levy to each county that is within or under an interlocal agreement with a regional transportation or transit authority created under Chapters 343 or 349, Florida Statutes (i.e., South Florida Regional Transportation Authority, Central Florida Regional Transportation Authority, Northwest Florida Transportation Corridor Authority, Tampa Bay Area Regional Transportation Authority, and Jacksonville Transportation Authority). As a result of the legislation, seven counties within the Northwest Florida Transportation Corridor Authority (i.e., Bay, Escambia, Franklin, Gulf, Okaloosa, Santa Rosa, and Walton) and four counties of the Tampa Bay Area Regional Transportation Authority (i.e., Citrus, Hernando, Manatee, and Pasco) are eligible to levy this surtax. Data Source: Florida Department of Revenue, "History of Local Sales Tax and Current Rates" (Last Updated: June 1, 2017). https://revenuelaw.floridarevenue.com/Pages/Browse.aspx#3-17-23 10) Since both the Charter County and Regional Transportation System Surtax and Emergency Fire Rescue Services and Facilities Surtax are not subject to any tax rate limitations, the maximum potential tax rates for nearly all county governments have increased since July 1, 2009. For Madison and Miami-Dade counties, the maximum potential tax rate did not change. For 24 counties (i.e., Alachua, Bay, Brevard, Charlotte, Citrus, Clay, Columbia, Escambia, Franklin, Gulf, Hernando, Lee, Leon, Manatee, Okaloosa, Orange, Osceola, Palm Beach, Pasco, Polk, Santa Rosa, Seminole, W akulla, and Walton), the maximum potential tax rate increased by 2%. For all other counties, the maximum potential tax rate increased by 1%. Currently, Alachua, Franklin, Gulf, Leon, and W akulla counties have the highest maximum potential tax rate for county government levies at 3.5%. 11) Effective July 1, 2016, Chapter 2016-146, L.O.F., created the Pension Liability Surtax and specified that a county considering a Pension Liability Surtax levy must currently levy the Local Government Infrastructure Surtax, which is scheduled to terminate and is not subject to renewal. Additionally, the legislation created a number of preconditions that must be satisfied prior to a Pension Liability Surtax levy and specified that a county may not levy this surtax as well as the Local Government Infrastructure Surtax, Small County Surtax, Indigent Care and Trauma Center Surtax, and County Public Hospital Surtax, in excess of a combined rate of 1%. 12) Effective January 1, 2017, the Local Government Infrastructure Surtax is being levied by the following counties: Alachua, 0.5%; Bay, 0.5%; Brevard, 0.5%; Manatee, 0.5%; Marion, 1%; Palm Beach, 1.0%; and Santa Rosa, 0.5%. 13) Effective January 1, 2017, the Emergency Fire Rescue Services and Facilities Surtax is being levied by the following county: Liberty, 0.5%. 14) Effective January 1, 2017, the School Capital Outlay Surtax is being levied by the following counties: Highlands, 0.5%; and Osceola, 0.5%. 15) Effective December 31, 2018, the School Capital Outlay Surtax levies in Calhoun, Polk, and Santa Rosa counties are scheduled to expire. June 2017 Page 2 of 2 2.A.4 Packet Pg. 54 Attachment: Florida County Local Discretionary Sales Surtax Rates (4087 : Infrastructure Sales Surtax Reported County Franchise Fee Revenues by Fee Category Local Fiscal Year Ended September 30, 2015 Telecom-Total County Electricity munications Water Gas Cable TV Sewer Solid Waste Other Revenues Alachua -$ -$ -$ -$ -$ -$ 285,534$ -$ 285,534$ Baker 582,548$ -$ -$ -$ -$ -$ -$ -$ 582,548$ Bay -$ -$ -$ -$ -$ -$ -$ -$ -$ Bradford -$ -$ -$ -$ -$ -$ -$ -$ -$ Brevard 13,671,199$ -$ -$ -$ -$ -$ -$ -$ 13,671,199$ Broward 864,000$ -$ -$ -$ -$ -$ -$ -$ 864,000$ Calhoun -$ -$ -$ -$ -$ -$ -$ -$ -$ Charlotte 9,117,461$ -$ -$ -$ -$ -$ -$ -$ 9,117,461$ Citrus -$ -$ -$ -$ -$ -$ -$ -$ -$ Clay 8,089$ -$ -$ -$ -$ -$ 943,251$ -$ 951,340$ Collier -$ -$ -$ -$ -$ -$ -$ -$ -$ Columbia -$ -$ -$ -$ -$ -$ 120,292$ -$ 120,292$ DeSoto 1,224,621$ -$ -$ -$ -$ -$ -$ -$ 1,224,621$ Dixie -$ -$ -$ -$ -$ -$ -$ -$ -$ Duval Refer to the separate municipal table for the consolidated City of Jacksonville/Duval County totals.-$ Escambia 11,830,914$ -$ -$ 1,473,556$ -$ -$ 1,835,237$ 487$ 15,140,194$ Flagler -$ -$ -$ -$ -$ -$ 129,303$ -$ 129,303$ Franklin -$ -$ -$ -$ -$ -$ -$ -$ -$ Gadsden -$ -$ -$ -$ -$ -$ 129,518$ -$ 129,518$ Gilchrist -$ -$ -$ -$ -$ -$ -$ -$ -$ Glades -$ -$ -$ -$ -$ -$ 60,000$ 47,867$ 107,867$ Gulf -$ -$ -$ -$ -$ -$ -$ -$ -$ Hamilton -$ -$ -$ -$ -$ -$ -$ -$ -$ Hardee -$ -$ -$ -$ -$ -$ -$ -$ -$ Hendry -$ -$ -$ -$ 112,709$ -$ 49,769$ -$ 162,478$ Hernando -$ -$ -$ -$ -$ -$ 30,000$ -$ 30,000$ Highlands -$ -$ -$ -$ -$ -$ -$ -$ -$ Hillsborough -$ -$ 3,158$ -$ -$ 7,092$ -$ -$ 10,250$ Holmes -$ -$ -$ -$ -$ -$ 2,000$ -$ 2,000$ Indian River 7,034,498$ -$ 1,600,139$ 90,940$ -$ -$ 455,075$ -$ 9,180,652$ Jackson -$ -$ -$ -$ -$ -$ 1,318,930$ -$ 1,318,930$ Jefferson -$ -$ -$ -$ -$ -$ -$ -$ -$ Lafayette -$ -$ -$ -$ -$ -$ -$ -$ -$ Lake -$ -$ -$ -$ -$ -$ -$ -$ -$ Lee 19,475,612$ -$ -$ -$ -$ -$ 1,778,000$ -$ 21,253,612$ Leon -$ -$ -$ -$ -$ -$ 207,902$ -$ 207,902$ Levy -$ -$ -$ -$ -$ -$ -$ -$ -$ Liberty -$ -$ -$ -$ -$ -$ -$ -$ -$ Madison -$ -$ -$ -$ -$ -$ -$ -$ -$ Manatee -$ -$ -$ -$ -$ -$ -$ -$ -$ Marion -$ -$ -$ -$ -$ -$ -$ -$ -$ Martin -$ -$ -$ -$ -$ -$ 830,391$ -$ 830,391$ Miami-Dade 25,682,784$ -$ -$ -$ -$ -$ -$ -$ 25,682,784$ Monroe -$ -$ -$ -$ -$ -$ 484,741$ -$ 484,741$ Nassau -$ -$ -$ -$ -$ -$ -$ -$ -$ Okaloosa -$ -$ -$ -$ -$ -$ -$ -$ -$ Okeechobee -$ -$ -$ -$ -$ -$ 366,002$ -$ 366,002$ Office of Economic and Demographic Research Page 1 of 2 2.A.5 Packet Pg. 55 Attachment: Florida County Franchise Fee Collection (4087 : Infrastructure Sales Surtax Workshop) Reported County Franchise Fee Revenues by Fee Category Local Fiscal Year Ended September 30, 2015 Telecom-Total County Electricity munications Water Gas Cable TV Sewer Solid Waste Other Revenues Orange -$ -$ -$ -$ -$ -$ 7,050$ -$ 7,050$ Osceola -$ -$ -$ -$ -$ -$ 1,702,037$ -$ 1,702,037$ Palm Beach 34,386,028$ 2,907,965$ -$ -$ -$ -$ 1,281,758$ -$ 38,575,751$ Pasco -$ -$ -$ -$ -$ -$ 36,072$ -$ 36,072$ Pinellas -$ -$ -$ -$ -$ -$ -$ -$ -$ Polk -$ -$ -$ -$ -$ -$ 229,278$ -$ 229,278$ Putnam -$ -$ -$ -$ -$ -$ -$ -$ -$ St. Johns -$ -$ 442,914$ -$ -$ -$ 272,670$ 15,700$ 731,284$ St. Lucie 4,175,910$ -$ -$ -$ -$ -$ 358,854$ -$ 4,534,764$ Santa Rosa 6,544,713$ -$ -$ -$ -$ -$ 76,000$ -$ 6,620,713$ Sarasota 17,308,484$ -$ -$ -$ -$ -$ -$ -$ 17,308,484$ Seminole -$ -$ -$ -$ -$ -$ 81,996$ -$ 81,996$ Sumter -$ -$ -$ -$ -$ -$ -$ -$ -$ Suwannee -$ -$ -$ -$ -$ -$ -$ -$ -$ Taylor -$ -$ -$ -$ -$ -$ 13,630$ -$ 13,630$ Union -$ -$ -$ -$ -$ -$ -$ -$ -$ Volusia -$ -$ -$ -$ -$ -$ 401,311$ 277,190$ 678,501$ Wakulla -$ -$ -$ -$ -$ -$ -$ -$ -$ Walton -$ -$ -$ -$ -$ -$ -$ -$ -$ Washington -$ -$ -$ -$ -$ -$ -$ -$ -$ Statewide Total 151,906,861$ 2,907,965$ 2,046,211$ 1,564,496$ 112,709$ 7,092$ 13,486,601$ 341,244$ 172,373,179$ Category as %of Total 88.1%1.7%1.2%0.9%0.1%0.0%7.8%0.2%100% # Reporting 14 1 3 2 1 1 28 4 36 Data Source: Florida Department of Financial Services. Office of Economic and Demographic Research Page 2 of 2 2.A.5 Packet Pg. 56 Attachment: Florida County Franchise Fee Collection (4087 : Infrastructure Sales Surtax Workshop) The 2017 Florida Statutes Title XIV TAXATION AND FINANCE Chapter 212 TAX ON SALES, USE, AND OTHER TRANSACTIONS View Entire Chapter 212.055 Discretionary sales surtaxes; legislative intent; authorization and use of proceeds.—It is the legislative intent that any authorization for imposition of a discretionary sales surtax shall be published in the Florida Statutes as a subsection of this section, irrespective of the duration of the levy. Each enactment shall specify the types of counties authorized to levy; the rate or rates which may be imposed; the maximum length of time the surtax may be imposed, if any; the procedure which must be followed to secure voter approval, if required; the purpose for which the proceeds may be expended; and such other requirements as the Legislature may provide. Taxable transactions and administrative procedures shall be as provided in s. 212.054. (1) CHARTER COUNTY AND REGIONAL TRANSPORTATION SYSTEM SURTAX.— (a) Each charter county that has adopted a charter, each county the government of which is consolidated with that of one or more municipalities, and each county that is within or under an interlocal agreement with a regional transportation or transit authority created under chapter 343 or chapter 349 may levy a discretionary sales surtax, subject to approval by a majority vote of the electorate of the county or by a charter amendment approved by a majority vote of the electorate of the county. (b) The rate shall be up to 1 percent. (c) The proposal to adopt a discretionary sales surtax as provided in this subsection and to create a trust fund within the county accounts shall be placed on the ballot in accordance with law at a time to be set at the discretion of the governing body. (d) Proceeds from the surtax shall be applied to as many or as few of the uses enumerated below in whatever combination the county commission deems appropriate: 1. Deposited by the county in the trust fund and shall be used for the purposes of development, construction, equipment, maintenance, operation, supportive services, including a countywide bus system, on-demand transportation services, and related costs of a fixed guideway rapid transit system; 2. Remitted by the governing body of the county to an expressway, transit, or transportation authority created by law to be used, at the discretion of such authority, for the development, construction, operation, or maintenance of roads or bridges in the county, for the operation and maintenance of a bus system, for the operation and maintenance of on-demand transportation services, for the payment of principal and interest on existing bonds issued for the construction of such roads or bridges, and, upon approval by the county commission, such proceeds may be pledged for bonds issued to refinance existing bonds or new bonds issued for the construction of such roads or bridges; 3. Used by the county for the development, construction, operation, and maintenance of roads and bridges in the county; for the expansion, operation, and maintenance of bus and fixed guideway systems; for the expansion, operation, and maintenance of on-demand transportation services; and for the payment of principal and interest on bonds issued for the construction of fixed guideway rapid transit systems, bus systems, roads, or bridges; and such proceeds may be pledged by the governing body of the county for bonds issued to refinance existing bonds or new bonds issued for the construction of such fixed guideway rapid transit systems, bus systems, roads, or bridges and no more than 25 percent used for nontransit uses; and 4. Used by the county for the planning, development, construction, operation, and maintenance of roads and bridges in the county; for the planning, development, expansion, operation, and 2.A.6 Packet Pg. 57 Attachment: F.S. 212.055 (4087 : Infrastructure Sales Surtax Workshop) Statutes & Constitution :View Statutes : Online Sunshine maintenance of bus and fixed guideway systems; for the planning, development, construction, operation, and maintenance of on-demand transportation services; and for the payment of principal and interest on bonds issued for the construction of fixed guideway rapid transit systems, bus systems, roads, or bridges; and such proceeds may be pledged by the governing body of the county for bonds issued to refinance existing bonds or new bonds issued for the construction of such fixed guideway rapid transit systems, bus systems, roads, or bridges. Pursuant to an interlocal agreement entered into pursuant to chapter 163, the governing body of the county may distribute proceeds from the tax to a municipality, or an expressway or transportation authority created by law to be expended for the purpose authorized by this paragraph. Any county that has entered into interlocal agreements for distribution of proceeds to one or more municipalities in the county shall revise such interlocal agreements no less than every 5 years in order to include any municipalities that have been created since the prior interlocal agreements were executed. (e) As used in this subsection, the term “on-demand transportation services” means transportation provided between flexible points of origin and destination selected by individual users with such service being provided at a time that is agreed upon by the user and the provider of the service and that is not fixed-schedule or fixed-route in nature. (2) LOCAL GOVERNMENT INFRASTRUCTURE SURTAX.— (a)1. The governing authority in each county may levy a discretionary sales surtax of 0.5 percent or 1 percent. The levy of the surtax shall be pursuant to ordinance enacted by a majority of the members of the county governing authority and approved by a majority of the electors of the county voting in a referendum on the surtax. If the governing bodies of the municipalities representing a majority of the county’s population adopt uniform resolutions establishing the rate of the surtax and calling for a referendum on the surtax, the levy of the surtax shall be placed on the ballot and shall take effect if approved by a majority of the electors of the county voting in the referendum on the surtax. 2. If the surtax was levied pursuant to a referendum held before July 1, 1993, the surtax may not be levied beyond the time established in the ordinance, or, if the ordinance did not limit the period of the levy, the surtax may not be levied for more than 15 years. The levy of such surtax may be extended only by approval of a majority of the electors of the county voting in a referendum on the surtax. (b) A statement which includes a brief general description of the projects to be funded by the surtax and which conforms to the requirements of s. 101.161 shall be placed on the ballot by the governing authority of any county which enacts an ordinance calling for a referendum on the levy of the surtax or in which the governing bodies of the municipalities representing a majority of the county’s population adopt uniform resolutions calling for a referendum on the surtax. The following question shall be placed on the ballot: FOR the -cent sales tax AGAINST the -cent sales tax (c) Pursuant to s. 212.054(4), the proceeds of the surtax levied under this subsection shall be distributed to the county and the municipalities within such county in which the surtax was collected, according to: 1. An interlocal agreement between the county governing authority and the governing bodies of the municipalities representing a majority of the county’s municipal population, which agreement may include a school district with the consent of the county governing authority and the governing bodies of the municipalities representing a majority of the county’s municipal population; or 2. If there is no interlocal agreement, according to the formula provided in s. 218.62. 2.A.6 Packet Pg. 58 Attachment: F.S. 212.055 (4087 : Infrastructure Sales Surtax Workshop) Statutes & Constitution :View Statutes : Online Sunshine Any change in the distribution formula must take effect on the first day of any month that begins at least 60 days after written notification of that change has been made to the department. (d) The proceeds of the surtax authorized by this subsection and any accrued interest shall be expended by the school district, within the county and municipalities within the county, or, in the case of a negotiated joint county agreement, within another county, to finance, plan, and construct infrastructure; to acquire any interest in land for public recreation, conservation, or protection of natural resources or to prevent or satisfy private property rights claims resulting from limitations imposed by the designation of an area of critical state concern; to provide loans, grants, or rebates to residential or commercial property owners who make energy efficiency improvements to their residential or commercial property, if a local government ordinance authorizing such use is approved by referendum; or to finance the closure of county-owned or municipally owned solid waste landfills that have been closed or are required to be closed by order of the Department of Environmental Protection. Any use of the proceeds or interest for purposes of landfill closure before July 1, 1993, is ratified. The proceeds and any interest may not be used for the operational expenses of infrastructure, except that a county that has a population of fewer than 75,000 and that is required to close a landfill may use the proceeds or interest for long-term maintenance costs associated with landfill closure. Counties, as defined in s. 125.011, and charter counties may, in addition, use the proceeds or interest to retire or service indebtedness incurred for bonds issued before July 1, 1987, for infrastructure purposes, and for bonds subsequently issued to refund such bonds. Any use of the proceeds or interest for purposes of retiring or servicing indebtedness incurred for refunding bonds before July 1, 1999, is ratified. 1. For the purposes of this paragraph, the term “infrastructure” means: a. Any fixed capital expenditure or fixed capital outlay associated with the construction, reconstruction, or improvement of public facilities that have a life expectancy of 5 or more years, any related land acquisition, land improvement, design, and engineering costs, and all other professional and related costs required to bring the public facilities into service. For purposes of this sub- subparagraph, the term “public facilities” means facilities as defined in s. 163.3164(38), s. 163.3221(13), or s. 189.012(5), regardless of whether the facilities are owned by the local taxing authority or another governmental entity. b. A fire department vehicle, an emergency medical service vehicle, a sheriff’s office vehicle, a police department vehicle, or any other vehicle, and the equipment necessary to outfit the vehicle for its official use or equipment that has a life expectancy of at least 5 years. c. Any expenditure for the construction, lease, or maintenance of, or provision of utilities or security for, facilities, as defined in s. 29.008. d. Any fixed capital expenditure or fixed capital outlay associated with the improvement of private facilities that have a life expectancy of 5 or more years and that the owner agrees to make available for use on a temporary basis as needed by a local government as a public emergency shelter or a staging area for emergency response equipment during an emergency officially declared by the state or by the local government under s. 252.38. Such improvements are limited to those necessary to comply with current standards for public emergency evacuation shelters. The owner must enter into a written contract with the local government providing the improvement funding to make the private facility available to the public for purposes of emergency shelter at no cost to the local government for a minimum of 10 years after completion of the improvement, with the provision that the obligation will transfer to any subsequent owner until the end of the minimum period. e. Any land acquisition expenditure for a residential housing project in which at least 30 percent of the units are affordable to individuals or families whose total annual household income does not exceed 120 percent of the area median income adjusted for household size, if the land is owned by a local government or by a special district that enters into a written agreement with the local 2.A.6 Packet Pg. 59 Attachment: F.S. 212.055 (4087 : Infrastructure Sales Surtax Workshop) Statutes & Constitution :View Statutes : Online Sunshine government to provide such housing. The local government or special district may enter into a ground lease with a public or private person or entity for nominal or other consideration for the construction of the residential housing project on land acquired pursuant to this sub-subparagraph. 2. For the purposes of this paragraph, the term “energy efficiency improvement” means any energy conservation and efficiency improvement that reduces consumption through conservation or a more efficient use of electricity, natural gas, propane, or other forms of energy on the property, including, but not limited to, air sealing; installation of insulation; installation of energy-efficient heating, cooling, or ventilation systems; installation of solar panels; building modifications to increase the use of daylight or shade; replacement of windows; installation of energy controls or energy recovery systems; installation of electric vehicle charging equipment; installation of systems for natural gas fuel as defined in s. 206.9951; and installation of efficient lighting equipment. 3. Notwithstanding any other provision of this subsection, a local government infrastructure surtax imposed or extended after July 1, 1998, may allocate up to 15 percent of the surtax proceeds for deposit into a trust fund within the county’s accounts created for the purpose of funding economic development projects having a general public purpose of improving local economies, including the funding of operational costs and incentives related to economic development. The ballot statement must indicate the intention to make an allocation under the authority of this subparagraph. (e) School districts, counties, and municipalities receiving proceeds under the provisions of this subsection may pledge such proceeds for the purpose of servicing new bond indebtedness incurred pursuant to law. Local governments may use the services of the Division of Bond Finance of the State Board of Administration pursuant to the State Bond Act to issue any bonds through the provisions of this subsection. Counties and municipalities may join together for the issuance of bonds authorized by this subsection. (f)1. Notwithstanding paragraph (d), a county that has a population of 50,000 or less on April 1, 1992, or any county designated as an area of critical state concern on the effective date of this act, and that imposed the surtax before July 1, 1992, may use the proceeds and interest of the surtax for any public purpose if: a. The debt service obligations for any year are met; b. The county’s comprehensive plan has been determined to be in compliance with part II of chapter 163; and c. The county has adopted an amendment to the surtax ordinance pursuant to the procedure provided in s. 125.66 authorizing additional uses of the surtax proceeds and interest. 2. A municipality located within a county that has a population of 50,000 or less on April 1, 1992, or within a county designated as an area of critical state concern on the effective date of this act, and that imposed the surtax before July 1, 1992, may not use the proceeds and interest of the surtax for any purpose other than an infrastructure purpose authorized in paragraph (d) unless the municipality’s comprehensive plan has been determined to be in compliance with part II of chapter 163 and the municipality has adopted an amendment to its surtax ordinance or resolution pursuant to the procedure provided in s. 166.041 authorizing additional uses of the surtax proceeds and interest. Such municipality may expend the surtax proceeds and interest for any public purpose authorized in the amendment. 3. Those counties designated as an area of critical state concern which qualify to use the surtax for any public purpose may use only up to 10 percent of the surtax proceeds for any public purpose other than for infrastructure purposes authorized by this section. A county that was designated as an area of critical state concern for at least 20 consecutive years prior to removal of the designation, and that qualified to use the surtax for any public purpose at the time of the removal of the designation, may continue to use up to 10 percent of the surtax proceeds for any public purpose other 2.A.6 Packet Pg. 60 Attachment: F.S. 212.055 (4087 : Infrastructure Sales Surtax Workshop) Statutes & Constitution :View Statutes : Online Sunshine than for infrastructure purposes for 20 years following removal of the designation, notwithstanding subparagraph (a)2. After expiration of the 20-year period, a county may continue to use up to 10 percent of the surtax proceeds for any public purpose other than for infrastructure if the county adopts an ordinance providing for such continued use of the surtax proceeds. (g) Notwithstanding paragraph (d), a county having a population greater than 75,000 in which the taxable value of real property is less than 60 percent of the just value of real property for ad valorem tax purposes for the tax year in which an infrastructure surtax referendum is placed before the voters, and the municipalities within such a county, may use the proceeds and interest of the surtax for operation and maintenance of parks and recreation programs and facilities established with the proceeds of the surtax throughout the duration of the surtax levy or while interest earnings accruing from the proceeds of the surtax are available for such use, whichever period is longer. (h) Notwithstanding any other provision of this section, a county shall not levy local option sales surtaxes authorized in this subsection and subsections (3), (4), and (5) in excess of a combined rate of 1 percent. (3) SMALL COUNTY SURTAX.— (a) The governing authority in each county that has a population of 50,000 or less on April 1, 1992, may levy a discretionary sales surtax of 0.5 percent or 1 percent. The levy of the surtax shall be pursuant to ordinance enacted by an extraordinary vote of the members of the county governing authority if the surtax revenues are expended for operating purposes. If the surtax revenues are expended for the purpose of servicing bond indebtedness, the surtax shall be approved by a majority of the electors of the county voting in a referendum on the surtax. (b) A statement that includes a brief general description of the projects to be funded by the surtax and conforms to the requirements of s. 101.161 shall be placed on the ballot by the governing authority of any county that enacts an ordinance calling for a referendum on the levy of the surtax for the purpose of servicing bond indebtedness. The following question shall be placed on the ballot: FOR the -cent sales tax AGAINST the -cent sales tax (c) Pursuant to s. 212.054(4), the proceeds of the surtax levied under this subsection shall be distributed to the county and the municipalities within the county in which the surtax was collected, according to: 1. An interlocal agreement between the county governing authority and the governing bodies of the municipalities representing a majority of the county’s municipal population, which agreement may include a school district with the consent of the county governing authority and the governing bodies of the municipalities representing a majority of the county’s municipal population; or 2. If there is no interlocal agreement, according to the formula provided in s. 218.62. Any change in the distribution formula shall take effect on the first day of any month that begins at least 60 days after written notification of that change has been made to the department. (d)1. If the surtax is levied pursuant to a referendum, the proceeds of the surtax and any interest accrued thereto may be expended by the school district or within the county and municipalities within the county, or, in the case of a negotiated joint county agreement, within another county, for the purpose of servicing bond indebtedness to finance, plan, and construct infrastructure and to acquire land for public recreation or conservation or protection of natural resources. However, if the surtax is levied pursuant to an ordinance approved by an extraordinary vote of the members of the county governing authority, the proceeds and any interest accrued thereto may be used for operational expenses of any infrastructure or for any public purpose authorized in the ordinance under which the surtax is levied. 2.A.6 Packet Pg. 61 Attachment: F.S. 212.055 (4087 : Infrastructure Sales Surtax Workshop) Statutes & Constitution :View Statutes : Online Sunshine 2. For the purposes of this paragraph, “infrastructure” means any fixed capital expenditure or fixed capital costs associated with the construction, reconstruction, or improvement of public facilities that have a life expectancy of 5 or more years and any land acquisition, land improvement, design, and engineering costs related thereto. (e) A school district, county, or municipality that receives proceeds under this subsection following a referendum may pledge the proceeds for the purpose of servicing new bond indebtedness incurred pursuant to law. Local governments may use the services of the Division of Bond Finance pursuant to the State Bond Act to issue any bonds through the provisions of this subsection. A jurisdiction may not issue bonds pursuant to this subsection more frequently than once per year. A county and municipality may join together to issue bonds authorized by this subsection. (f) Notwithstanding any other provision of this section, a county shall not levy local option sales surtaxes authorized in this subsection and subsections (2), (4), and (5) in excess of a combined rate of 1 percent. (4) INDIGENT CARE AND TRAUMA CENTER SURTAX.— (a)1. The governing body in each county the government of which is not consolidated with that of one or more municipalities, which has a population of at least 800,000 residents and is not authorized to levy a surtax under subsection (5), may levy, pursuant to an ordinance either approved by an extraordinary vote of the governing body or conditioned to take effect only upon approval by a majority vote of the electors of the county voting in a referendum, a discretionary sales surtax at a rate that may not exceed 0.5 percent. 2. If the ordinance is conditioned on a referendum, a statement that includes a brief and general description of the purposes to be funded by the surtax and that conforms to the requirements of s. 101.161 shall be placed on the ballot by the governing body of the county. The following questions shall be placed on the ballot: FOR THE. . . .CENTS TAX AGAINST THE. . . .CENTS TAX 3. The ordinance adopted by the governing body providing for the imposition of the surtax shall set forth a plan for providing health care services to qualified residents, as defined in subparagraph 4. Such plan and subsequent amendments to it shall fund a broad range of health care services for both indigent persons and the medically poor, including, but not limited to, primary care and preventive care as well as hospital care. The plan must also address the services to be provided by the Level I trauma center. It shall emphasize a continuity of care in the most cost-effective setting, taking into consideration both a high quality of care and geographic access. Where consistent with these objectives, it shall include, without limitation, services rendered by physicians, clinics, community hospitals, mental health centers, and alternative delivery sites, as well as at least one regional referral hospital where appropriate. It shall provide that agreements negotiated between the county and providers, including hospitals with a Level I trauma center, will include reimbursement methodologies that take into account the cost of services rendered to eligible patients, recognize hospitals that render a disproportionate share of indigent care, provide other incentives to promote the delivery of charity care, promote the advancement of technology in medical services, recognize the level of responsiveness to medical needs in trauma cases, and require cost containment including, but not limited to, case management. It must also provide that any hospitals that are owned and operated by government entities on May 21, 1991, must, as a condition of receiving funds under this subsection, afford public access equal to that provided under s. 286.011 as to meetings of the governing board, the subject of which is budgeting resources for the rendition of charity care as that term is defined in the Florida Hospital Uniform Reporting System (FHURS) manual referenced in s. 408.07. The plan shall also include innovative health care programs that provide cost-effective 2.A.6 Packet Pg. 62 Attachment: F.S. 212.055 (4087 : Infrastructure Sales Surtax Workshop) Statutes & Constitution :View Statutes : Online Sunshine alternatives to traditional methods of service delivery and funding. 4. For the purpose of this paragraph, the term “qualified resident” means residents of the authorizing county who are: a. Qualified as indigent persons as certified by the authorizing county; b. Certified by the authorizing county as meeting the definition of the medically poor, defined as persons having insufficient income, resources, and assets to provide the needed medical care without using resources required to meet basic needs for shelter, food, clothing, and personal expenses; or not being eligible for any other state or federal program, or having medical needs that are not covered by any such program; or having insufficient third-party insurance coverage. In all cases, the authorizing county is intended to serve as the payor of last resort; or c. Participating in innovative, cost-effective programs approved by the authorizing county. 5. Moneys collected pursuant to this paragraph remain the property of the state and shall be distributed by the Department of Revenue on a regular and periodic basis to the clerk of the circuit court as ex officio custodian of the funds of the authorizing county. The clerk of the circuit court shall: a. Maintain the moneys in an indigent health care trust fund; b. Invest any funds held on deposit in the trust fund pursuant to general law; c. Disburse the funds, including any interest earned, to any provider of health care services, as provided in subparagraphs 3. and 4., upon directive from the authorizing county. However, if a county has a population of at least 800,000 residents and has levied the surtax authorized in this paragraph, notwithstanding any directive from the authorizing county, on October 1 of each calendar year, the clerk of the court shall issue a check in the amount of $6.5 million to a hospital in its jurisdiction that has a Level I trauma center or shall issue a check in the amount of $3.5 million to a hospital in its jurisdiction that has a Level I trauma center if that county enacts and implements a hospital lien law in accordance with chapter 98-499, Laws of Florida. The issuance of the checks on October 1 of each year is provided in recognition of the Level I trauma center status and shall be in addition to the base contract amount received during fiscal year 1999-2000 and any additional amount negotiated to the base contract. If the hospital receiving funds for its Level I trauma center status requests such funds to be used to generate federal matching funds under Medicaid, the clerk of the court shall instead issue a check to the Agency for Health Care Administration to accomplish that purpose to the extent that it is allowed through the General Appropriations Act; and d. Prepare on a biennial basis an audit of the trust fund specified in sub-subparagraph a. Commencing February 1, 2004, such audit shall be delivered to the governing body and to the chair of the legislative delegation of each authorizing county. 6. Notwithstanding any other provision of this section, a county shall not levy local option sales surtaxes authorized in this paragraph and subsections (2) and (3) in excess of a combined rate of 1 percent. (b) Notwithstanding any other provision of this section, the governing body in each county the government of which is not consolidated with that of one or more municipalities and which has a population of less than 800,000 residents, may levy, by ordinance subject to approval by a majority of the electors of the county voting in a referendum, a discretionary sales surtax at a rate that may not exceed 0.25 percent for the sole purpose of funding trauma services provided by a trauma center licensed pursuant to chapter 395. 1. A statement that includes a brief and general description of the purposes to be funded by the surtax and that conforms to the requirements of s. 101.161 shall be placed on the ballot by the governing body of the county. The following shall be placed on the ballot: FOR THE. . . .CENTS TAX AGAINST THE. . . .CENTS TAX 2.A.6 Packet Pg. 63 Attachment: F.S. 212.055 (4087 : Infrastructure Sales Surtax Workshop) Statutes & Constitution :View Statutes : Online Sunshine 2. The ordinance adopted by the governing body of the county providing for the imposition of the surtax shall set forth a plan for providing trauma services to trauma victims presenting in the trauma service area in which such county is located. 3. Moneys collected pursuant to this paragraph remain the property of the state and shall be distributed by the Department of Revenue on a regular and periodic basis to the clerk of the circuit court as ex officio custodian of the funds of the authorizing county. The clerk of the circuit court shall: a. Maintain the moneys in a trauma services trust fund. b. Invest any funds held on deposit in the trust fund pursuant to general law. c. Disburse the funds, including any interest earned on such funds, to the trauma center in its trauma service area, as provided in the plan set forth pursuant to subparagraph 2., upon directive from the authorizing county. If the trauma center receiving funds requests such funds be used to generate federal matching funds under Medicaid, the custodian of the funds shall instead issue a check to the Agency for Health Care Administration to accomplish that purpose to the extent that the agency is allowed through the General Appropriations Act. d. Prepare on a biennial basis an audit of the trauma services trust fund specified in sub- subparagraph a., to be delivered to the authorizing county. 4. A discretionary sales surtax imposed pursuant to this paragraph shall expire 4 years after the effective date of the surtax, unless reenacted by ordinance subject to approval by a majority of the electors of the county voting in a subsequent referendum. 5. Notwithstanding any other provision of this section, a county shall not levy local option sales surtaxes authorized in this paragraph and subsections (2) and (3) in excess of a combined rate of 1 percent. (5) COUNTY PUBLIC HOSPITAL SURTAX.—Any county as defined in s. 125.011(1) may levy the surtax authorized in this subsection pursuant to an ordinance either approved by extraordinary vote of the county commission or conditioned to take effect only upon approval by a majority vote of the electors of the county voting in a referendum. In a county as defined in s. 125.011(1), for the purposes of this subsection, “county public general hospital” means a general hospital as defined in s. 395.002 which is owned, operated, maintained, or governed by the county or its agency, authority, or public health trust. (a) The rate shall be 0.5 percent. (b) If the ordinance is conditioned on a referendum, the proposal to adopt the county public hospital surtax shall be placed on the ballot in accordance with law at a time to be set at the discretion of the governing body. The referendum question on the ballot shall include a brief general description of the health care services to be funded by the surtax. (c) Proceeds from the surtax shall be: 1. Deposited by the county in a special fund, set aside from other county funds, to be used only for the operation, maintenance, and administration of the county public general hospital; and 2. Remitted promptly by the county to the agency, authority, or public health trust created by law which administers or operates the county public general hospital. (d) Except as provided in subparagraphs 1. and 2., the county must continue to contribute each year an amount equal to at least 80 percent of that percentage of the total county budget appropriated for the operation, administration, and maintenance of the county public general hospital from the county’s general revenues in the fiscal year of the county ending September 30, 1991: 1. Twenty-five percent of such amount must be remitted to a governing board, agency, or authority that is wholly independent from the public health trust, agency, or authority responsible for the county public general hospital, to be used solely for the purpose of funding the plan for indigent 2.A.6 Packet Pg. 64 Attachment: F.S. 212.055 (4087 : Infrastructure Sales Surtax Workshop) Statutes & Constitution :View Statutes : Online Sunshine health care services provided for in paragraph (e); 2. However, in the first year of the plan, a total of $10 million shall be remitted to such governing board, agency, or authority, to be used solely for the purpose of funding the plan for indigent health care services provided for in paragraph (e), and in the second year of the plan, a total of $15 million shall be so remitted and used. (e) A governing board, agency, or authority shall be chartered by the county commission upon this act becoming law. The governing board, agency, or authority shall adopt and implement a health care plan for indigent health care services. The governing board, agency, or authority shall consist of no more than seven and no fewer than five members appointed by the county commission. The members of the governing board, agency, or authority shall be at least 18 years of age and residents of the county. No member may be employed by or affiliated with a health care provider or the public health trust, agency, or authority responsible for the county public general hospital. The following community organizations shall each appoint a representative to a nominating committee: the South Florida Hospital and Healthcare Association, the Miami-Dade County Public Health Trust, the Dade County Medical Association, the Miami-Dade County Homeless Trust, and the Mayor of Miami-Dade County. This committee shall nominate between 10 and 14 county citizens for the governing board, agency, or authority. The slate shall be presented to the county commission and the county commission shall confirm the top five to seven nominees, depending on the size of the governing board. Until such time as the governing board, agency, or authority is created, the funds provided for in subparagraph (d)2. shall be placed in a restricted account set aside from other county funds and not disbursed by the county for any other purpose. 1. The plan shall divide the county into a minimum of four and maximum of six service areas, with no more than one participant hospital per service area. The county public general hospital shall be designated as the provider for one of the service areas. Services shall be provided through participants’ primary acute care facilities. 2. The plan and subsequent amendments to it shall fund a defined range of health care services for both indigent persons and the medically poor, including primary care, preventive care, hospital emergency room care, and hospital care necessary to stabilize the patient. For the purposes of this section, “stabilization” means stabilization as defined in s. 397.311(45). Where consistent with these objectives, the plan may include services rendered by physicians, clinics, community hospitals, and alternative delivery sites, as well as at least one regional referral hospital per service area. The plan shall provide that agreements negotiated between the governing board, agency, or authority and providers shall recognize hospitals that render a disproportionate share of indigent care, provide other incentives to promote the delivery of charity care to draw down federal funds where appropriate, and require cost containment, including, but not limited to, case management. From the funds specified in subparagraphs (d)1. and 2. for indigent health care services, service providers shall receive reimbursement at a Medicaid rate to be determined by the governing board, agency, or authority created pursuant to this paragraph for the initial emergency room visit, and a per-member per-month fee or capitation for those members enrolled in their service area, as compensation for the services rendered following the initial emergency visit. Except for provisions of emergency services, upon determination of eligibility, enrollment shall be deemed to have occurred at the time services were rendered. The provisions for specific reimbursement of emergency services shall be repealed on July 1, 2001, unless otherwise reenacted by the Legislature. The capitation amount or rate shall be determined before program implementation by an independent actuarial consultant. In no event shall such reimbursement rates exceed the Medicaid rate. The plan must also provide that any hospitals owned and operated by government entities on or after the effective date of this act must, as a condition of receiving funds under this subsection, afford public access equal to that provided under s. 286.011 as to any meeting of the governing board, agency, or authority the subject of which is 2.A.6 Packet Pg. 65 Attachment: F.S. 212.055 (4087 : Infrastructure Sales Surtax Workshop) Statutes & Constitution :View Statutes : Online Sunshine budgeting resources for the retention of charity care, as that term is defined in the rules of the Agency for Health Care Administration. The plan shall also include innovative health care programs that provide cost-effective alternatives to traditional methods of service and delivery funding. 3. The plan’s benefits shall be made available to all county residents currently eligible to receive health care services as indigents or medically poor as defined in paragraph (4)(d). 4. Eligible residents who participate in the health care plan shall receive coverage for a period of 12 months or the period extending from the time of enrollment to the end of the current fiscal year, per enrollment period, whichever is less. 5. At the end of each fiscal year, the governing board, agency, or authority shall prepare an audit that reviews the budget of the plan, delivery of services, and quality of services, and makes recommendations to increase the plan’s efficiency. The audit shall take into account participant hospital satisfaction with the plan and assess the amount of poststabilization patient transfers requested, and accepted or denied, by the county public general hospital. (f) Notwithstanding any other provision of this section, a county may not levy local option sales surtaxes authorized in this subsection and subsections (2) and (3) in excess of a combined rate of 1 percent. (6) SCHOOL CAPITAL OUTLAY SURTAX.— (a) The school board in each county may levy, pursuant to resolution conditioned to take effect only upon approval by a majority vote of the electors of the county voting in a referendum, a discretionary sales surtax at a rate that may not exceed 0.5 percent. (b) The resolution shall include a statement that provides a brief and general description of the school capital outlay projects to be funded by the surtax. The statement shall conform to the requirements of s. 101.161 and shall be placed on the ballot by the governing body of the county. The following question shall be placed on the ballot: FOR THE CENTS TAX AGAINST THE CENTS TAX (c) The resolution providing for the imposition of the surtax shall set forth a plan for use of the surtax proceeds for fixed capital expenditures or fixed capital costs associated with the construction, reconstruction, or improvement of school facilities and campuses which have a useful life expectancy of 5 or more years, and any land acquisition, land improvement, design, and engineering costs related thereto. Additionally, the plan shall include the costs of retrofitting and providing for technology implementation, including hardware and software, for the various sites within the school district. Surtax revenues may be used for the purpose of servicing bond indebtedness to finance projects authorized by this subsection, and any interest accrued thereto may be held in trust to finance such projects. Neither the proceeds of the surtax nor any interest accrued thereto shall be used for operational expenses. (d) Surtax revenues collected by the Department of Revenue pursuant to this subsection shall be distributed to the school board imposing the surtax in accordance with law. (7) VOTER-APPROVED INDIGENT CARE SURTAX.— (a)1. The governing body in each county that has a population of fewer than 800,000 residents may levy an indigent care surtax pursuant to an ordinance conditioned to take effect only upon approval by a majority vote of the electors of the county voting in a referendum. The surtax may be levied at a rate not to exceed 0.5 percent, except that if a publicly supported medical school is located in the county, the rate shall not exceed 1 percent. 2. Notwithstanding subparagraph 1., the governing body of any county that has a population of fewer than 50,000 residents may levy an indigent care surtax pursuant to an ordinance conditioned to 2.A.6 Packet Pg. 66 Attachment: F.S. 212.055 (4087 : Infrastructure Sales Surtax Workshop) Statutes & Constitution :View Statutes : Online Sunshine take effect only upon approval by a majority vote of the electors of the county voting in a referendum. The surtax may be levied at a rate not to exceed 1 percent. (b) A statement that includes a brief and general description of the purposes to be funded by the surtax and that conforms to the requirements of s. 101.161 shall be placed on the ballot by the governing body of the county. The following questions shall be placed on the ballot: FOR THE. . . .CENTS TAX AGAINST THE. . . .CENTS TAX (c)1. The ordinance adopted by the governing body providing for the imposition of the surtax must set forth a plan for providing health care services to qualified residents, as defined in paragraph (d). The plan and subsequent amendments to it shall fund a broad range of health care services for indigent persons and the medically poor, including, but not limited to, primary care and preventive care, as well as hospital care. It shall emphasize a continuity of care in the most cost-effective setting, taking into consideration a high quality of care and geographic access. Where consistent with these objectives, it shall include, without limitation, services rendered by physicians, clinics, community hospitals, mental health centers, and alternative delivery sites, as well as at least one regional referral hospital where appropriate. It shall provide that agreements negotiated between the county and providers shall include reimbursement methodologies that take into account the cost of services rendered to eligible patients, recognize hospitals that render a disproportionate share of indigent care, provide other incentives to promote the delivery of charity care, and require cost containment, including, but not limited to, case management. The plan must also include innovative health care programs that provide cost-effective alternatives to traditional methods of service delivery and funding. 2. In addition to the uses specified or services required to be provided under this subsection, the ordinance adopted by a county that has a population of fewer than 50,000 residents may pledge surtax proceeds to service new or existing bond indebtedness incurred to finance, plan, construct, or reconstruct a public or not-for-profit hospital in such county and any land acquisition, land improvement, design, or engineering costs related to such hospital, if the governing body of the county determines that a public or not-for-profit hospital existing at the time of issuance of the bonds authorized under this subparagraph would, more likely than not, otherwise cease to operate. The plan required under this paragraph may, by an extraordinary vote of the governing body of such county, provide that some or all of the surtax revenues and any interest earned must be expended for the purpose of servicing such bond indebtedness. Such county may also use the services of the Division of Bond Finance of the State Board of Administration pursuant to the State Bond Act to issue bonds under this subparagraph. A jurisdiction may not issue bonds under this subparagraph more frequently than once per year. Any county that has a population of fewer than 50,000 residents at the time any bonds authorized in this subparagraph are issued retains the authority granted under this subparagraph throughout the terms of such bonds, including the term of any refinancing bonds, regardless of any subsequent increase in population which would result in such county having 50,000 or more residents. (d) For the purpose of this subsection, the term “qualified residents” means residents of the authorizing county who are: 1. Qualified as indigent persons as certified by the authorizing county; 2. Certified by the authorizing county as meeting the definition of the medically poor, defined as persons having insufficient income, resources, and assets to provide the needed medical care without using resources required to meet basic needs for shelter, food, clothing, and personal expenses; not being eligible for any other state or federal program or having medical needs that are not covered by any such program; or having insufficient third-party insurance coverage. In all cases, the authorizing 2.A.6 Packet Pg. 67 Attachment: F.S. 212.055 (4087 : Infrastructure Sales Surtax Workshop) Statutes & Constitution :View Statutes : Online Sunshine county shall serve as the payor of last resort; or 3. Participating in innovative, cost-effective programs approved by the authorizing county. (e) Moneys collected pursuant to this subsection remain the property of the state and shall be distributed by the Department of Revenue on a regular and periodic basis to the clerk of the circuit court as ex officio custodian of the funds of the authorizing county. The clerk of the circuit court shall: 1. Maintain the moneys in an indigent health care trust fund. 2. Invest any funds held on deposit in the trust fund pursuant to general law. 3. Disburse the funds, including any interest earned, to any provider of health care services, as provided in paragraphs (c) and (d), upon directive from the authorizing county. 4. Disburse the funds, including any interest earned, to service any bond indebtedness authorized in this subsection upon directive from the authorizing county, which directive may be irrevocably given at the time the bond indebtedness is incurred. (f) Notwithstanding any other provision of this section, a county may not levy local option sales surtaxes authorized in this subsection and subsections (2) and (3) in excess of a combined rate of 1 percent or, if a publicly supported medical school is located in the county or the county has a population of fewer than 50,000 residents, in excess of a combined rate of 1.5 percent. (8) EMERGENCY FIRE RESCUE SERVICES AND FACILITIES SURTAX.— (a) The governing authority of a county, other than a county that has imposed two separate discretionary surtaxes without expiration, may, by ordinance, levy a discretionary sales surtax of up to 1 percent for emergency fire rescue services and facilities as provided in this subsection. As used in this subsection, the term “emergency fire rescue services” includes, but is not limited to, preventing and extinguishing fires; protecting and saving life and property from fires or natural or intentional acts or disasters; enforcing municipal, county, or state fire prevention codes and laws pertaining to the prevention and control of fires; and providing prehospital emergency medical treatment. (b) Upon the adoption of the ordinance, the levy of the surtax must be placed on the ballot by the governing authority of the county enacting the ordinance. The ordinance will take effect if approved by a majority of the electors of the county voting in a referendum held for such purpose. The referendum shall be placed on the ballot of a regularly scheduled election. The ballot for the referendum must conform to the requirements of s. 101.161. (c) Pursuant to s. 212.054(4), the proceeds of the discretionary sales surtax collected under this subsection, less an administrative fee that may be retained by the Department of Revenue, shall be distributed by the department to the county. The county shall distribute the proceeds it receives from the department to each local government entity providing emergency fire rescue services in the county. The surtax proceeds, less an administrative fee not to exceed 2 percent of the surtax collected, shall be distributed by the county based on each entity’s average annual expenditures for fire control and emergency fire rescue services in the 5 fiscal years preceding the fiscal year in which the surtax takes effect in proportion to the average annual total of the expenditures for such entities in the 5 fiscal years preceding the fiscal year in which the surtax takes effect. The county shall revise the distribution proportions to reflect a change in the service area of an entity receiving a distribution of the surtax proceeds. If an entity declines its share of surtax revenue, such revenue shall be redistributed proportionally to the entities that are participating in the sharing of such revenue based on each participating entity’s average annual expenditures for fire control and emergency fire rescue services in the preceding 5 fiscal years in proportion to the average annual total of the expenditures for the participating entities in the preceding 5 fiscal years. (d) If a local government entity requests personnel or equipment from any other service provider on a long-term basis and the personnel or equipment is provided, the local government entity providing the service is entitled to payment from the requesting service provider from that provider’s 2.A.6 Packet Pg. 68 Attachment: F.S. 212.055 (4087 : Infrastructure Sales Surtax Workshop) Statutes & Constitution :View Statutes : Online Sunshine share of the surtax proceeds for all costs of the equipment or personnel. (e) Upon the surtax taking effect and initiation of collections, each local government entity receiving a share of surtax proceeds shall reduce the ad valorem tax levy or any non-ad valorem assessment for fire control and emergency rescue services in its next and subsequent budgets by the estimated amount of revenue provided by the surtax. (f) Use of surtax proceeds authorized under this subsection does not relieve a local government entity from complying with chapter 200 and any related provision of law that establishes millage caps or limits undesignated budget reserves and procedures for establishing rollback rates for ad valorem taxes and budget adoption. If surtax collections exceed projected collections in any fiscal year, any surplus distribution shall be used to further reduce ad valorem taxes in the next fiscal year. These proceeds shall be applied as a rebate to the final millage, after the TRIM notice is completed in accordance with this provision. If a local government entity receiving a share of the surtax is unable to further reduce ad valorem taxes because the millage rate is zero, the funds shall be applied to reduce any non-ad valorem assessments levied for the purposes described in this section. If no ad valorem or non-ad valorem reduction is possible, the surplus surtax collections shall be returned to the county, and the county shall reduce the county millage rates to offset the surplus surtax proceeds. (g) Surtax collections shall be initiated on January 1 of the year following a successful referendum in order to coincide with s. 212.054(5). (h) Notwithstanding s. 212.054, if a multicounty independent special district created pursuant to chapter 67-764, Laws of Florida, levies ad valorem taxes on district property to fund emergency fire rescue services within the district and is required by s. 2, Art. VII of the State Constitution to maintain a uniform ad valorem tax rate throughout the district, the county may not levy the discretionary sales surtax authorized by this subsection within the boundaries of the district. (9) PENSION LIABILITY SURTAX.— (a) The governing body of a county may levy a pension liability surtax to fund an underfunded defined benefit retirement plan or system, pursuant to an ordinance conditioned to take effect upon approval by a majority vote of the electors of the county voting in a referendum, at a rate that may not exceed 0.5 percent. The county may not impose a pension liability surtax unless the underfunded defined benefit retirement plan or system is below 80 percent of actuarial funding at the time the ordinance or referendum is passed. The most recent actuarial report submitted to the Department of Management Services pursuant to s. 112.63 must be used to establish the level of actuarial funding for purposes of determining eligibility to impose the surtax. The governing body of a county may only impose the surtax if: 1. An employee, including a police officer or firefighter, who enters employment on or after the date when the local government certifies that the defined benefit retirement plan or system formerly available to such an employee has been closed may not enroll in a defined benefit retirement plan or system that will receive surtax proceeds. 2. The local government and the collective bargaining representative for the members of the underfunded defined benefit retirement plan or system or, if there is no representative, a majority of the members of the plan or system, mutually consent to requiring each member to make an employee retirement contribution of at least 10 percent of each member’s salary for each pay period beginning with the first pay period after the plan or system is closed. 3. The pension board of trustees for the underfunded defined benefit retirement plan or system, if such board exists, is prohibited from participating in the collective bargaining process and engaging in the determination of pension benefits. 4. The county currently levies a local government infrastructure surtax pursuant to subsection (2) which is scheduled to terminate and is not subject to renewal. 2.A.6 Packet Pg. 69 Attachment: F.S. 212.055 (4087 : Infrastructure Sales Surtax Workshop) Statutes & Constitution :View Statutes : Online Sunshine 5. The pension liability surtax does not take effect until the local government infrastructure surtax described in subparagraph 4. is terminated. (b) A referendum to adopt a pension liability surtax must meet the requirements of s. 101.161 and must include a brief and general description of the purposes for which the surtax proceeds will be used. (c) Pursuant to s. 212.054(4), the proceeds of the surtax collected under this subsection, less an administrative fee that may be retained by the department, shall be distributed by the department to the local government. (d) The local government may use the pension liability surtax proceeds in the following manner: 1. If the proceeds of the pension liability surtax have been actuarially recognized as provided in s. 112.64(6), the local government must distribute the proceeds to an eligible defined benefit retirement plan or system, not including the Florida Retirement System. 2. If the proceeds of the pension liability surtax have not been actuarially recognized, the local government is authorized to distribute the proceeds to an eligible defined benefit retirement plan or system, not including the Florida Retirement System, to pledge the proceeds of the surtax to repay debts incurred for the purpose of making advanced payments toward the unfunded liability of an underfunded defined benefit retirement plan or system, and to reimburse itself from the proceeds of the surtax for any borrowing costs associated with such debts. (e) The ordinance providing for the imposition of the pension liability surtax must specify how the proceeds will be used: 1. The ordinance must specify the method of determining the percentage of the proceeds, and the frequency of such payments, distributed to each eligible defined benefit retirement plan or system if the proceeds of the pension liability surtax are actuarially recognized as provided in s. 112.64(6). 2. The ordinance must specify the local government’s intention to incur debt for the purpose of making advanced payments toward the unfunded liability of an underfunded defined benefit retirement plan or system if the proceeds of the pension liability surtax are not actuarially recognized as provided in s. 112.64(6). (f) A pension liability surtax imposed pursuant to this subsection shall terminate on December 31 of the year in which the actuarial funding level is expected to reach or exceed 100 percent for the defined benefit retirement plan or system for which the surtax was levied or December 31, 2060, whichever occurs first. The most recent actuarial report submitted to the Department of Management Services pursuant to s. 112.63 must be used to establish the level of actuarial funding. (g) Notwithstanding any other provision of this section, a county may not levy local option sales surtaxes authorized in this subsection and subsections (2), (3), (4), and (5) in excess of a combined rate of 1 percent. History.—s. 2, ch. 76-284; s. 5, ch. 82-154; s. 3, ch. 83-3; s. 1, ch. 84-373; s. 1, ch. 84-555; s. 25, ch. 85-180; s. 70, ch. 85-342; s. 8, ch. 87-99; s. 1, ch. 87-100; s. 2, ch. 87-239; s. 12, ch. 87-548; s. 85, ch. 90-132; s. 4, ch. 90-203; s. 1, ch. 90-282; ss. 2, 3, ch. 91-81; s. 29, ch. 91-112; s. 2, ch. 91-418; s. 1, ch. 91-423; s. 148, ch. 92-279; ss. 1, 2, ch. 92- 309; s. 55, ch. 92-326; s. 3, ch. 93-207; s. 3, ch. 93-222; s. 51, ch. 94-356; s. 1, ch. 95-258; s. 1, ch. 96-240; s. 1, ch. 97- 83; s. 17, ch. 97-384; s. 7, ch. 98-258; s. 9, ch. 98-342; s. 4, ch. 99-4; s. 1, ch. 99-340; s. 54, ch. 99-385; s. 40, ch. 2000- 151; ss. 10, 11, 13, 16, ch. 2000-312; s. 78, ch. 2000-318; s. 33, ch. 2001-60; s. 100, ch. 2002-20; s. 7, ch. 2002-196; s. 1, ch. 2003-77; ss. 33, 42, ch. 2003-254; s. 91, ch. 2003-402; s. 6, ch. 2004-41; s. 1, ch. 2004-66; s. 1, ch. 2004-259; s. 3, ch. 2005-55; s. 1, ch. 2005-56; s. 1, ch. 2005-96; s. 1, ch. 2005-242; s. 1, ch. 2006-66; s. 2, ch. 2006-223; s. 14, ch. 2007-196; s. 19, ch. 2009-96; s. 1, ch. 2009-132; s. 1, ch. 2009-146; s. 1, ch. 2009-182; s. 1, ch. 2010-154; s. 1, ch. 2010-225; s. 5, ch. 2011-15; s. 3, ch. 2012-117; s. 14, ch. 2013-198; s. 6, ch. 2015-100; s. 1, ch. 2015-169; s. 2, ch. 2016-146; s. 2, ch. 2016-225; s. 64, ch. 2016-241; s. 27, ch. 2017-173. 2.A.6 Packet Pg. 70 Attachment: F.S. 212.055 (4087 : Infrastructure Sales Surtax Workshop) 11/07/2017 COLLIER COUNTY Board of County Commissioners Item Number: 2.B Item Summary: Hurricane Irma After Action Workshop Meeting Date: 11/07/2017 Prepared by: Title: Operations Analyst – County Manager's Office Name: Geoffrey Willig 11/01/2017 4:20 PM Submitted by: Title: County Manager – County Manager's Office Name: Leo E. Ochs 11/01/2017 4:20 PM Approved By: Review: County Manager's Office Geoffrey Willig County Manager Review Completed 11/01/2017 5:13 PM Board of County Commissioners MaryJo Brock Meeting Pending 11/07/2017 9:00 AM 2.B Packet Pg. 71 After Action Findings Hurricane Irma Response September 6 –16, 2017 Board of County Commissioners Work Session November 7, 2017 2.B.1 Packet Pg. 72 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Today’s Agenda Opening Remarks: Overview of Customer Service-Facts at a Glance. Emergency Management Staff introductions: Executive Overview of the After Action Report Presentation on Topics for Review: –Core Competences for Emergency Management –National Incident Management System (BCC resolution) –Citizen Communication Linkages, Cellular Services and Commercial Media –Public Safety Announcements and Social Media –Emergency Alert System and New Technology coming to Collier County. –Fuel Management for Citizens and Emergency Operations –Critical Facilities –Nursing homes and other licensed facilities.-Emergency Rules –Critical Facilities-Shelters and Pet Friendly Operations –Critical Facilities-Special Needs Shelters and Clients –Transportation, Road and Bridge-Growth Management 2 2.B.1 Packet Pg. 73 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Today’s Agenda Continued: Volunteer and Donations Coordination Debris Removal EOC Logistical Support Temporary Housing Financial Operations –County Managers Office Cat A -Debris Cat B-Emergency Measures Questions and Comments: Re-Cap of focus areas for Board and Staff Action If time allows: Brief updates are available regarding: –Beach Damage Assessment –County Property Damage –Debris Mission Financial Impact –National Flood Insurance Program Public Comment Adjourn 3 2.B.1 Packet Pg. 74 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Opening Remarks Len Price, Administrative Services 4 2.B.1 Packet Pg. 75 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Customer Service: Facts at a Glance: Extraordinary work by the County, Municipal, District and Voluntary Agencies: Collier County and the EOC coordinated the following: 63 tractor trailer loads of emergency commodities-Meals, Water, Tarps at 24 points of distribution. Over 500 major mission deployments/actions by the EOC. 53 External Voluntary Agencies were working countywide 240 Debris Removal vehicles are on the road today. 4 million cubic yards of debris based on current estimates 30,000 Hotline and 311 calls were answered 18 Media Press Conferences or Media Availability events 756 man-hours on Damage Assessment providing a comprehensive damage assessment to the State with a new state of the art damage assessment software application. 379 Portable Toilets deployed to 133 locations. 41,000 meals served to first and second responders 5 2.B.1 Packet Pg. 76 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Facts at a Glance continued: 4 large generators for County and Sherriff's Bldgs. 1 Tractor Trailer Chiller System deployed for Special Needs Shelter. 17,000+ Safely sheltered. 140+-State Missions Action Request ranging from National Guard to commodities supply and distribution. 110 Pumper Trucks 144 Lift Station Generators (44 County owned) 857 Lift stations-County –Impacted by massive power outage 400+_ Private Lift stations –impacted by power outages 80,000 gallons of fuel provided by State mission support. Countless efforts of County and City support to mutual assistance for public safety, health and welfare. 6 2.B.1 Packet Pg. 77 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Executive Summary –After Action Report-Dan Summers 7 2.B.1 Packet Pg. 78 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Report Scope and Overview Critical Findings Next Steps 8 2.B.1 Packet Pg. 79 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) After-Action Report Scope Collier County response actions from September 6 –Oct. 16th. Includes preparedness efforts through the week after landfall. Does NOT include After-Action discussions with municipalities, Fire Service, EMS and District Schools. Information relevant to the Board or the County Managers office, from those meetings, either hosted or attended by Emergency Management will be brought forward. Developed using information gathered from 14 interviews with 48 Collier County employees and stakeholders Limited to observations and analysis available through October 18, 2017 9 2.B.1 Packet Pg. 80 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) After-Action Report Overview Identifies observations of both strengths and challenges during response to Hurricane Irma Provides analysis and recommendations related to each observation. Staff will make comments on each topic on the agenda, so as to share concerns, corrective actions and Board considerations. Organized by FEMA National Preparedness Goal Core Capabilities Common national framework for local, state, and federal agencies Intended as a roadmap for future development and modifications of processes Areas for improvement are not shortcomings, they are opportunities to enhance capabilities before the next disaster in Collier County. Staff will present to the Board some policy and future action considerations. 10 2.B.1 Packet Pg. 81 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Report Scope and Overview Critical Findings Next Steps 11 2.B.1 Packet Pg. 82 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Critical Findings The pre-landfall public information campaign was successful, but communication with the public was impacted post-landfall by power loss. Fuel shortages impacted County employees responding to the hurricane, private citizens, and supply for generators. Shelter demand far exceeded the planning assumptions, requiring last minute coordination to open sufficient number of shelters. Under State licensing some assisted living facilities and long-term care facilities did not have sufficient back-up power capabilities. While a large number of life-safety issues were presented in this event the presence of strong leadership and coordination at all levels led to successful operations to address life sustaining issues. 12 2.B.1 Packet Pg. 83 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Public Information and Communication Systems The use of the County’s established traditional and social media platforms allowed for effective public information and warning messages to be delivered before landfall. Collier County staff answered an estimated 30,000 calls on the Hurricane Hotline and 3-1-1. The County’s ability to communicate with the public immediately after the storm was limited due to widespread loss of power. Primary Recommendations Identify and create procedures and pre-scripted messages to support alternative public information messaging and the use of other devices (AM/FM-NOAA) when web-based and television mediums are not available. 13 2.B.1 Packet Pg. 84 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Fuel Shortages The lack of commercially available fuel severely impeded the County’s ability to support some response efforts. Fuel was needed for generators at County and non-County owned critical facilities. County employees needed fuel for cars to fulfill response roles due to commercial shortages. County ensured all life-safety needs were met with its available fuel supply. Primary Recommendations Identify multiple fuel vendors with contract penalty clause to prevent future vendor shortages or vendor managed inventory. Including those who specialize in disaster and those out of the immediate region. Identify all County assets that can be used for fuel storage and distribution (e.g., department fuel trucks, portable tanks for pickup trucks). 14 2.B.1 Packet Pg. 85 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Alternate Power for Critical Facilities Non-County owned or managed critical facilities, including private lift stations, nursing homes, assisted living facilities, and shelter facilities did not have adequate alternate power sources in most cases. Collier County had limited supply of portable generators and portable AC units to meet County and non-County owned critical facility needs. We propose discussing a range of options. There were no life-safety failure issues at any facility due to efforts to provide generator, fuel, or cooling support as needed. Primary Recommendations Work with non-County owned critical facilities to identify generator status, facility functions supported by generators, and maintenance plan. Such efforts may be by ordinance or State regulation. Prioritize list of critical facilities to receive portable generator support in a disaster based on fixed or temporary needs.. 15 2.B.1 Packet Pg. 86 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) General Population, Pet Friendly and Special Needs Shelters The Collier County pre-hurricane shelter plans and resources accounted for a demand of 10,000 evacuees in 10 shelters; an estimated 17,620 people sought shelter during Hurricane Irma. The Special Needs Shelter had a planned capacity of 40 special needs clients, and there were 396 special needs clients that were served at this facility during Hurricane Irma. Collier County, Collier County Public Schools, and all response stakeholders coordinated to open 29 shelters to accommodate all evacuees. Primary Recommendations Perform a shelter needs assessment for future incidents, including a new triage system for the demand for critical care or special needs evacuees. Work with neighboring counties on regional shelter planning efforts to leverage and share resources. 16 2.B.1 Packet Pg. 87 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Coordination and Leadership All responding Collier County employees and stakeholders worked tirelessly together to prepare for and respond to the needs of the County residents during Hurricane Irma. Through this teamwork and coordination the County—under County Manager, senior leaders, and Bureau of Emergency Services leadership—identified and addressed all critical issues that arose throughout the incident. Primary Recommendations Provide regular training for all County staff on coordination processes. Identify additional response staffing procedures and resources (e.g., mutual aid) to supplement existing structure for long activation periods. 17 2.B.1 Packet Pg. 88 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Report Scope and Overview Critical Findings Next Steps 18 2.B.1 Packet Pg. 89 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Next Steps Following Staff Presentations and Board Discussion, We will re- cap before we adjourn our suggestions for bringing future action items to the Board based on discussions today. County EM will continue to work with municipalities, fire districts and others for corrective actions. 19 2.B.1 Packet Pg. 90 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Staff Presentation on Topics: 20 2.B.1 Packet Pg. 91 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Core Competences Dan Summers Public Information and Warning Logistical and Supply Chain Mass Care Operational Communications Operational Coordination Planning 21 2.B.1 Packet Pg. 92 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) National Incident Management System-Weak Links 22 2.B.1 Packet Pg. 93 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Citizen Communications –Public Information and Warning 23 2.B.1 Packet Pg. 94 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Cellular Communications Challenges: Cellular is “radio” it takes towers to provide coverage. Towers in some cases connect to underground fiber and copper for both data and voice communications. Fiber and Cooper connect to local switch stations Uprooted trees and broken lines can generate interruptions Collier County experienced a significant outage when the Golden Gate Centurylink switch station experienced major storm damage that switches and routes calls and data. Some switch site nodes are outside of Collier County and can bog down due to statewide resource demand. Cellular is unregulated. Service restoration is market driven. Storm Messaging: Do more with text-Family and Friends-Less cellular resource Our EOC could do more with text 24 2.B.1 Packet Pg. 95 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Cellular and Public Messaging: Storm Messaging: Re-enforce AM/FM and NOAA weather alert radio EOC should re-visit AM/FM public private opportunities EOC should re-visit text resources-See Everbridge Expand post event use of Variable Message Boards, Flyers, and critical facilities as a means of public information. Facebook Live and Twitter were highly effective Our WebSite was highly effective Our Hurricane Hotline Call Center was Awesome! Local TV media was very cooperative and live feeds from EOC press conferences worked well. Review “on-air” capabilities versus our dependency on “cable” Simulcasting by several local broadcasters seemed to work well. 25 2.B.1 Packet Pg. 96 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Emergency Alert System and New Technology 26 2.B.1 Packet Pg. 97 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Fuel Management (Citizens and Emergency Operations) Collier County governmental unit-did not run out of fuel. Commercial fuel was impacted by several factors: Hurricane Harvey Scheduled closing of the Port of Tampa Surge demand-Commercial, Industrial and Retail both pre and post event. Fuel was in the ground, but could not be pumped at traditional retail due to widespread power outages. State’s Fuel Desk-reported ample commodity-but shortage of transportation resources-Governor suspended all DOT weights and hours. County supported private critical needs situations where life and death concerns were prevalent. Some cases vendor’s overcommitted. Recommendations are provided later in the presentation. 27 2.B.1 Packet Pg. 98 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Critical Facilities-Nursing Homes and licensed facilities Local Emergency Management reviews and approves licensed facilities emergency operations plans. We announced early in the EOC activation, that life safety missions for frail and elderly were our top priority. Most facilities were in a stalemate situation with their evacuation plans due to the track of the storm. Many facilities –Bus contracts and or route failed due to the track of the storm. Our engagement -77 Facilities get our review Our request for the Board to endorse the emergency rules or evoke local ordinances-Now needs to include electrical inspections. 28 2.B.1 Packet Pg. 99 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Critical Facilities –Shelters and Pet Friendly We underestimated the number of evacuees in this model scenario. We will change our planning assumption on the % of individuals who will seek local shelter-based in part to the fears of interstate travel. We have a deficit in shelter workers and resources and based our shelter models on what we have, not what we need in a worst or moderate case. There is no mutual aid or contractual resources to provide relief to local government or the school district for shelter management manpower. National Guard was a last resort source of help. Not trained, Not part of their normal mission and quite expensive. Red Cross, continue to retreat and only offered assistance with 1 shelter contrary to their national mission. School District and County Employees were life-savers and stepped-up. However, the need manpower need is greater if we look at 20-30 shelters in future scenarios. 29 2.B.1 Packet Pg. 100 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Critical Facilities –Shelters and Pet Friendly Since the Board’s resolution to offer limited Pet Friendly shelter operations, FEMA now approves those expenses as reimbursable shelter cost. We were evaluating sites for pet-friendly operations to bring to the District Schools for consideration before this event. District Schools was most accommodating and we will after- action review and develop policy and procedure moving forward from this event. Board should be aware of future cost such as: Trained animal control staff, spare crates and kennels, supplies, portable power needs, and in-depth site cleaning will be part of this accommodation. 30 2.B.1 Packet Pg. 101 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Critical Facilities-Special Needs Shelter Florida Department of Health-Collier, has the lead role for patient care. DOH clinical staff reductions-statewide impact the disaster service capability. 1,150 registrants were on EM records before the storm. In 8 days the number jumped to 2014. Over/Under triage of PSN Clients needing shelter which may have contributed to an excess population at the shelter-Under review. We need to double our efforts for: Staffing (State, Contract, and Mutual Aid) Electrical and cooling capability Square footage-Single site preferred. Supplies, Handicap Accessible facilities and specialty meals Plan for longer stays and expand options for post-event placement. 31 2.B.1 Packet Pg. 102 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Transportation Division Tremendous success in Road and Bridge Department handling - massive efforts to clear intersections Excellent job by CCSO, FHP, and mutual aid law enforcement agencies to provide intersection monitoring and traffic control Temporary 4 way stop signs deployment was quick. Temporary power provided at intersections was well executed. Asset losses were quickly verified and efforts on-going for re- building and hardening. 32 2.B.1 Packet Pg. 103 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Volunteer and Donations Management Rouge messaging via Social Media led to an overwhelming number of spontaneous and converging volunteers, that in some cases were a bigger challenge to manage and support than the event itself. Pacing the donations, Avoidance of duplication, leveraging resources, Placing cash back into the community. Some complaints of excess donations impacting smaller businesses. Immokalee recovery coordination committee and inter-agency groups we had supported since Wilma, could not carry the massive burden of the inbound resources. Turn-over and lack of storm experience made integration of volunteer actions challenging. United Way support-Awesome, etc. 33 2.B.1 Packet Pg. 104 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Temporary Housing Collier County has a temporary housing plan We followed the plan…. Plan called for FEMA resources… we made all the necessary accommodations for FEMA in our plan. New this year and post Harvey, the additional efforts for FEMA Direct Rental Assistance, which we believe has hampered the unique situations for Immokalee and Everglades City. Housing missions should remain at the Federal level . Discovered a delay in the State approval of the mission, that caused almost 2 week late start-up. Sustainable housing, elevated housing and newer code compliance efforts will generate the best long-term solution. 34 2.B.1 Packet Pg. 105 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Debris Removal 4 million cubic yard estimate 2-3 times the amount of debris from Wilma Held the line on contract pricing AshBritt came through with resources when the market was strained by Hurricane Harvey Solid path to solid reimbursement. Keep looking ahead for processing sites Commend the team on a revised ordinance for PPDR and identification of a ROE process for FEMA approval. 35 2.B.1 Packet Pg. 106 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) FEMA Reimbursement Remember its not an allocation, It’s a grant! Entails manual documentation Specific policy is written under the Stafford Act and newer FEMA procurement SuperCircular. NO local preferences can be instituted with any federal dollars. Categories: A Debris Removal B Emergency Protective Measures C Roads and Bridges D Water Control Facilities E Buildings and Equipment F Utilities G Parks, Recreational and other facilities. 36 2.B.1 Packet Pg. 107 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) FEMA Reimbursement Continued Large funding efforts are typically Cat A & Cat B. Approximate Estimates to Date: Cat A: 25% of work completed-Estimate at completion $70-80 million. Cat B: 80% of work completed-Estimate at completion $40-50 million. DETAILED AND AGGRESSIVE REVIEW IS ON-GOING! 37 2.B.1 Packet Pg. 108 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Break or Question and Comments Staff/BCC Q&A Recap of focus areas for Board and Staff Action –See Next Slide Public Comment Adjourn 38 2.B.1 Packet Pg. 109 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Re-Cap Focus Areas for Board and Staff Action 39 2.B.1 Packet Pg. 110 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Staff Proposed: For Board Consideration –Regulatory #1 1.Pursue either by legislative or regulatory requirements that licensed health care facilities expand their on-site generator capabilities to address cooling, extended generator fuel run times and comprehensive generator testing and evaluation via a certification process. Staff would also suggest that in the case of new facilities that 7 day fuel supplies be required and have a redundant connection for towable “plug and play” back-up generators. In the event the current injunction on the emergency order is upheld, Collier County should strongly consider drafting such an ordinance. 2.Siting of future licensed health care facilities shall ensure all efforts where appropriate to be sufficiently wind and flood hardened so as to allow for safe shelter-in place. 40 2.B.1 Packet Pg. 111 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Staff Proposed: For Board Consideration Regulatory #2 To help address evacuation shelter deficits, new developments outside of Cat 1,-3 Storm Surge Zones be required to hardened club houses, amenity centers, etc., to Cat 3 windspeeds with a standby generator operation supporting cooling and life safety, with a 40 sqft. open space for 40% of the total number of residential structures. Example: 300 homes =120 “units” X 40 sqft. =4800 sqft. of protected “in-community” shelter space. Such global efforts for sheltering, hardening, generators, and in- building public safety radio communications signal penetration should be evaluated and considered for future amendments to the LDC. Current county facilities and proposed future county facilities shall be studied to find opportunities for shelter hardening/retrofit effort with emphasis on building capability for Special Needs. 41 2.B.1 Packet Pg. 112 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Staff Proposed: For Board Consideration Regulatory #3 Through legislative or regulatory efforts strengthen the emergency generator requirement for not only commercial fuel stations near the interstate, but additional multi-pump stations (TBD) inland. Current legislation has little to no enforcement. Such efforts should include permanent on-site generator with annual testing and operational certificates. 42 2.B.1 Packet Pg. 113 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Staff Proposed: For Board Consideration Regulatory #4 Propose a requirement for on-site permanent generator to be required for certain wastewater lift stations owned or managed by private entities. Evaluate additional public and private critical infra-structure locations including but not limited to licensed medical facilities that operate around-the-clock, evacuation shelters, essential service locations such as Fire, EMS, and Law Enforcement operations to ensure permanent on-site generators are installed and tested with a 96 hour fuel supply and a redundant connection. Such plans shall be reviewed both by Emergency Management and Building Inspections. 43 2.B.1 Packet Pg. 114 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Staff Proposed: For Board Consideration Regulatory #5 Florida Department of Health is responsible for the care of Functional and Access Needs Clients during a disaster: Emergency Management is responsible for the registry and logistical support. Through legislative consideration, the Florida Dept. of Health remains critically short of nursing and support staff statewide during these disaster events while trying manage more patients and more acute patients in the shelter. Current health care financing concerns, offer no incentive for hospitals to support temporary placement of the most critical special needs clients. The State should be encouraged to substantially improve its disaster health care field support capability and provide avenue for hospitals to support temporary critical client placements. 44 2.B.1 Packet Pg. 115 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Staff Proposed: For Board Consideration Operational #1 Direct staff to seek additional opportunities to expand year- around and surge capacity for county fuel. Efforts may include but not be limited to: Expanding fixed site capacity Expanding the number of county owned fuel tenders for both bulk and vehicle dispensing. Expanding the number of “pony tanks” in support vehicles who can dispense smaller quantities while in-transit. Seek contracting opportunities for Vendor Managed inventory. (Bulk ownership of fuel in the tank that is circulated.) Procure indefinite quantity indefinite delivery vendors who specialize in disaster response fueling support who have inventories, dispensing tankers and resources outside of the region. 45 2.B.1 Packet Pg. 116 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Staff Proposed: For Board Consideration Operational #2 Seek opportunities in partnership with the District School Board of Collier County for grants or new construction to address the following: Expand capability and reliability of current and future on-site generator support and cooling systems to school buildings that serve as shelters. This may include expanding the towable generator fleet owned by EM, as well as inclusion of on-site generators for new construction with efforts to focus on post-disaster grant opportunities. Ensure all future middle and high schools are built to Enhanced Hurricane Protection standards and where possible with accommodations made for functional and access needs (Special Needs Clients) Request on-site air conditioned storage at key shelter sites where possible to extend the life of shelter supplies which will substantially reduce the County’s logistical storage and deployment cost. 46 2.B.1 Packet Pg. 117 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Staff Proposed: For Board Consideration Operational #3 Consider directing Public Utilities Division to conduct an assessment and provide a range of option for back-up power for lift stations. Such efforts may include but not be limited to: Stationary generator purchases at a tiered level. Combination of rental and stationary delivery systems Partnerships with FP&L or LCEC, whereby a generator “hub” could support several critical infra-structure operations. Seek grant opportunities for hardening and redundancy of primary and secondary station operations. 47 2.B.1 Packet Pg. 118 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Staff Proposed: For Board Consideration Operational #4 Support the Emergency Management Division to continue efforts to build depth in its Emergency Operations Center team from all public and private sources. Focus areas shall include: Expanding and reinforcing public education efforts regarding emergency messaging. Continue to build local capability with supplies and equipment. Continue efforts to expand technology capability for emergency messaging. Consider restoring funding for a Donations and Volunteer coordinator to build year-around capability and leverage for maximum benefit the generosity of the community for the disaster survivor and taxpayer savings. Seek funding sources to enclose the East Bay of the Emergency Services Center to improve and extend the life of disaster supplies and inbound commodities. 48 2.B.1 Packet Pg. 119 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Staff Proposed: For Board Consideration Policy #1 Seek opportunities and where appropriate consulting and technical services to seek broad scope opportunities for post-disaster mitigation grant funded opportunities. Utilize the FEMA/State approved Local Mitigation Strategy plan and process for project vetting. Seek creative financing opportunities to include public and private partnerships were feasible. Evaluate future construction plans to find avenues for additional shelter or disaster hardening and redundancy capability. Make recommendations within the Land Development Code to find future opportunities to help build a disaster resilient community and strategies to break the damage repair cycle of disaster. 49 2.B.1 Packet Pg. 120 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Closing Remarks- Supplemental Reports Our sincere thanks to the County and the Community! Adjourn. 50 2.B.1 Packet Pg. 121 Attachment: Collier County_Hurricane Irma After Action Findings_final ppt v7a.lgp_ (007) Collier County Hurricane Irma Response After-Action Report October 31, 2017 2.B.2 Packet Pg. 122 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Administrative Handling Instructions Page 1 Hagerty Consulting, Inc. (“Hagerty”) provides this Collier County Hurricane Irma Response After-Action Report (the “Deliverable”) pursuant to its contract with Collier County Board of County Commissioners (the “Client”) dated October 9, 2017 (the “Contract”). Hagerty developed this Deliverable in a collaborative effort with the Client, and made use of input from the Client. Hagerty does not, in providing this Deliverable, make any representations about this Deliverable, oral or written, that change or are in addition to those representations that Hagerty makes in the Contract. Hagerty states that its obligations and rights with respect to this Deliverable are those expressly stated in the Contract. The only warranties to which this Deliverable is subject are any applicable warranties that are stated in the Contract, and any such warranties are subject to all limitations on warranties and exclusions of warranties that appear in the Contract and that apply to this Deliverable. All other provisions of the Contract that relate to the product to be provided by Hagerty, including statements about the performance and characteristics of that product, and all limitations on any such statements, apply to this Deliverable. Further, Hagerty here affirms that all limitations on its liability, any provisions for indemnification, any provisions for limited or exc lusive remedies, and provisions for the forum or forums in which remedies may be sought, and all other applicable provisions of the Contract, apply to this Deliverable, to the exclusion of any terms not set forth in the Contract. Hagerty intends this Deliverable to be used by the Client and by persons that are affiliated with the Client, in the undertaking for which Hagerty prepared this Deliverable, and does not intend it to be used by any other person or in any other manner. In supplying this Deliverable, Hagerty relies on the specialized knowledge of the Client about how this Deliverable should be used and should not be used, and about how it may have to be updated. Hagerty advises any person that uses this Deliverable that Hagerty owes no duties with respect to this Deliverable to any person other than the Client. Hagerty accepts no responsibility for the results of any use or attempted use of this Deliverable by any person other than the Client. 2.B.2 Packet Pg. 123 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Administrative Handling Instructions Page 2 Administrative Handling Instructions The Collier County Hurricane Irma Response After-Action Report identifies areas of strength and opportunities for improvement based on the lessons learned associated with Collier County’s response to Hurricane Irma from September 6, 2017, through September 16, 2017. This report is limited to observations and analysis available through October 18, 2017, a month following Hurricane Irma. The analysis outlined in this report represents an analysis of immediate or short-term issues. Structurally, this document is aligned with the core capabilities identified by the federal government under the National Preparedness Goal (NPG) and was developed leveraging planning meetings as outlined under the Homeland Security Exercise and Evaluation Program (HSEEP). The information contained in this document is current as of the date of publication, October 25, 2017. As of the date of publication, hurricane response and recovery efforts are still ongoing. Input for the After-Action Report (AAR) was sought from and provided by Collier County departments and divisions under the County Board of Commissioners, as well as from Emergency Operations Center liaisons from the Collier County Sherriff’s Office and the Collier County Public Schools. Appendix C: Interview Schedule and Attendance provides the list of participating agencies. For more information about this report, please use the following point of contact. Dan Summers, Director Collier County Bureau of Emergency Services 8075 Lely Cultural Pkwy Naples, FL 34113 DanSummers@colliergov.net 239-252-3600 2.B.2 Packet Pg. 124 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Acknowledgements Page 3 Acknowledgements A critical component of post-disaster processes is the identification of lessons learned to enable Collier County to enhance their capabilities before the next hurricane. Almost 50 Collier County employees and stakeholders took part in interviews and compiled their own findings to inform the Collier County Hurricane Irma Response After-Action Report. Collier County thanks these individuals for their work to help develop this report. From the days preceding landfall through the weeks and months after the storm, countless community members, volunteers, and government employees have been active to prepare for, respond to, and recover from the impacts of the hurricane. As these efforts continue, Collier County would like to thank the individuals, communities, and recovery teams that are actively involved in restoring the community and maintaining Collier County’s state of excellence. 2.B.2 Packet Pg. 125 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Executive Summary Page 4 Executive Summary The Collier County Hurricane Irma Response After-Action Report was requested by the Collier County Board of Commissioners to help identify the strengths and challenges in Collier County’s emergency response capabilities demonstrated from September 6, 2017, through September 16, 2017. This After-Action Report (AAR) highlights the positive aspects of the response by Collier County, while also noting areas in which there is room for improvement to improve response capabilities for future disaster. This report is not intended to assign blame for actions or identify shortcomings, it is an opportunity to identify improvements through the strategic organization of actions and assets. The AAR is a tool to be used as a roadmap for future development and modifications of processes, as well as to ident ify priorities for procurement of needed response assets. Critical Priority Findings The following are the critical priority findings from the Collier County Hurricane Irma Response After-Action Report. These findings reference observations contained in the report that provide further analysis and identified recommendations.  The pre-landfall public information campaign was successful, but communication with the public was impacted post-landfall by power loss. (Observation 1, Observation 3)  Fuel shortages impacted County employees responding to the hurricane, private citizens, and supply for generators. (Observation 5)  Shelter demand far exceeded the planning assumptions, requiring last minute coordination to open sufficient number of shelters. (Observation 9, Observation 10)  Under State licensing, some assisted living facilities and long-term care facilities did not have sufficient back-up power capabilities. (Observation 6)  While a large number of life-safety issues were presented in this event, the presence of strong leadership and coordination and commitment at all levels led to successful operations to fulfill all life-saving and sustaining missions. (Observation 17) 2.B.2 Packet Pg. 126 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Table of Contents Page 5 Table of Contents 1.0 Introduction ...................................................................................................................................... 6 1.1 Event Summary ............................................................................................................................. 6 1.2 Description of Data Sources .......................................................................................................... 7 2.0 Hurricane Irma Response Analysis .................................................................................................... 8 2.1 Public Information and Warning ................................................................................................... 9 2.2 Logistics and Supply Chain Management .................................................................................... 11 2.3 Mass Care Services ...................................................................................................................... 14 2.4 Operational Communications ...................................................................................................... 18 2.5 Operational Coordination ............................................................................................................ 20 2.6 Planning ....................................................................................................................................... 25 3.0 Corrective Actions Implementation Plan ......................................................................................... 31 Appendix A: Acronyms ................................................................................................................................ 32 Appendix B: Glossary ................................................................................................................................... 33 Appendix C: Interview Schedule and Attendance ....................................................................................... 36 Appendix D: Survey Results ......................................................................................................................... 38 Appendix E: Incident Timeline ..................................................................................................................... 44 Appendix F: Planning and Regulation Resources and NIMS Resolution ...................................................... 45 2.B.2 Packet Pg. 127 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Introduction Page 6 1.0 Introduction On Sunday, September 10, 2017, Hurricane Irma made landfall in Collier County bringing powerful winds, downing power lines, uprooting trees, turning streets into rivers, and leaving a trail of debris and devastation behind. Preparations in Collier County for Irma started 5 days before landfall with close monitoring that ramped up to a full activation of the Emergency Operations Center (EOC) on September 8. Through the hard work and dedication of Collier County employees, the County successfully responded to one of the worst hurricanes in the County’s history. The Collier County Hurricane Irma Response After-Action Report was requested by the Collier County Board of Commissioners to help identify the strengths and challenges in Collier County’s emergency response capabilities. The findings are based on lessons learned associated with Collier County’s response to Hurricane Irma from September 6, 2017, through September 16, 2017. This After-Action Report (AAR) documents the positive aspects of the response, while also noting areas in which there is room for improvement. This report is intended to be used as a roadmap for future development and modifications of processes, and for the prioritization of the procurement of needed response assets. It is not intended to place blame for any actions, or for anything to be seen as a shor tcoming, but rather is an opportunity for improvement through the strategic organization of actions and assets. Over the course of a week, Collier County personnel participated in interview sessions and provided detailed information to help inform this report. The issues identified in this report should be referenced in the coming months by each department to develop and implement corrective actions specific to their emergency response roles and responsibilities. As the County continues to recovery from Irma, additional after-action analysis will be undertaken to incorporate city, private-sector, and volunteer agency perspectives. 1.1 Event Summary Hurricane Irma made landfall in Marco Island at 3:35 PM EDT on September 10, 2017, as a Category 3 hurricane. Irma was an intimidating storm, having maintained Category 5 winds for longer than any other Atlantic hurricane in recorded history, and causing severe impacts on Collier County:  Approximately five feet of storm surge and 7.5 to 11.5 inches of rainfall in different areas.  $325 million in estimated damage.  4.2 million cubic yards of estimated debris. The storm had a massive impact on Collier County, and on the entire state. Hurricane Irma caused power outages to almost 98 percent of the County, which had cascading impacts on communication services, and resources across the state were delayed in staging areas due to the time it took the hurricane to travel Collier County Bureau of Emergency Services (BES) is comprised of the Collier County Emergency Management Division, Collier County Emergency Medical Services, and Collier County the District 20 Medical Examiner’s Officer. The Collier County Emergency Management Division holds the lead responsibility for the coordination of all disaster-related activities, including the activation and operation of the Collier County Emergency Operations Center (EOC). The EOC is housed within the BES building and serves as the central coordination hub for all agencies, departments, organizations, and other response partners who have a role in supporting the provision of services to community. 2.B.2 Packet Pg. 128 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Introduction Page 7 through the length of Florida. These impacts affected the resources and procedures that Collier County had identified before the storm, necessitating a large coordination effort from all response stakeholders to ensure the provision of life-safety and life-sustaining services. The supply of resources was also impacted by the national response to Hurricane Harvey two weeks prior to Hurricane Irma. Additionally, the demand for services was higher than anticipated due to the forecasted impact of the storm and the greater public awareness due in part to the national news stories about Hurricane Harvey. Almost 8,000 more residents sought shelter than anticipated, and in the week leading up to Hurricane Irma, there was a 75 percent increase in the number of registrants on the Collier County Florida Special Needs Registry. Collier County Bureau of Emergency Services (BES) fully activated its EOC on September 8, 2017, in anticipation of the impending landfall of the major hurricane. During response, an estimated 180 partners from over 60 agencies and departments played a role, either within the EOC or out in the field. An estimated 42,000 to 45,000 people in Collier County were ordered to evacuate their homes, with almost 18,000 people seeking refuge in one of the 30 shelters coordinated by BES and response partners. 1.2 Description of Data Sources This report was compiled based on input provided through a series of 14 interviews conducted from October 11, 2017 – October 18, 2017 with 48 representatives from Collier County departments and divisions under the County Board of Commissioners, as well as with EOC liaisons from the Collier County Sherriff’s Office and the Collier County Public Schools. The full list of participating agencies is documented in Appendix C: Interview Schedule and Attendance. In addition to interview attendance, representatives from participating agencies provided departmental or division after-action findings to inform the development of the Collier County Hurricane Irma After-Action Report. Information gathered from WebEOC, the emergency management coordination platform used in the EOC during Hurricane Irma, was also referenced to inform these findings. In addition, pertinent Collier County plans and policies were researched and referenced to complete these findings. 2.B.2 Packet Pg. 129 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 8 2.0 Hurricane Irma Response Analysis The following sections identify and describe the strengths and opportunities for improvement related to actions that Collier County took in preparation for and in response to Hurricane Irma. Both the strengths and areas for improvement offer opportunities for Collier County to improve its response capabilities and capacity for future incidents. The recommendations included in the sections below identify opportunities for Collier County to address the lessons learned identified here to improve the County’s ability to provide services in future incidents. This analysis is strategically presented in alignment with core capabilities under the National Preparedness Goal (NPG). The NPG provides a common taxonomy and framework for local, state, and federal agencies to consider and increase their capabilities to prevent, prepare for, respond to, recover from, and mitigate against the potential impacts of future disasters. The observations are organized first by Core Capability, and then by strength and area for improvement, they are not organized in an order of overall priority. The relevant core capabilities associated with the event and examined in this AAR are presented below. National Preparedness Goal Core Capability Definition Public Information and Warning Deliver coordinated, prompt, reliable, and actionable information to the whole community through the use of clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information regarding any threat or hazard, as well as the actions being taken and the assistance being made available, as appropriate. Logistics and Supply Chain Management Deliver essential commodities, equipment, and services in support of impacted communities and survivors, including emergency power and fuel support, as well as the coordination of access to community staples. Synchronize logistics capabilities and enable the restoration of impacted supply chains. Mass Care Services Provide life-sustaining and human services to the affected population, including hydration, feeding, sheltering, temporary housing, evacuee support, reunification, and distribution of emergency supplies. Operational Communications Ensure the capacity for timely communications in support of security, situational awareness, and operations by any and all means available, among and between affected communities in the impacted area and all response forces. Operational Coordination Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of core capabilities. Planning Conduct a systematic process engaging the whole community as appropriate in the development of executable strategic, operational, and/or tactical-level approaches to meet defined objectives. 2.B.2 Packet Pg. 130 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 9 2.1 Public Information and Warning The Public Information and Warning Core Capability includes the ability of the county to deliver coordinated, prompt, reliable, and actionable information to the whole community through the use of clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information regarding any threat or hazard, as well as the actions being taken and the assistance being made available. The following observations relate to this core capability and include recommendations to enhance the County’s capabilities in the future. The observations are organized within this Core Capability by strength and then area for improvement, they are not organized in an order of overall priority. 2.1.1 Strengths The section below provides analysis on the observed strengths related to the Public Information and Warning Core Capability. Observation 1: Pre-Landfall Public Communication The use of the County’s established traditional and social media platforms allowed for effective public information and warning messages to be delivered before Hurricane Irma made landfall. Analysis The Public Information Officer (PIO) from the Communication and Customer Relations Division coordinated with BES, Collier County departments, and the Collier County Sherriff’s Office to disseminate public information and warnings, ensuring that all residents received timely and effective evacuation information as the track of Hurricane Irma shifted. The PIO leveraged Spanish and Creole language media and organization contacts, as well as an American Sign Language contracted interpreter, to ensure the County’s messages were accessible to the largest possible percentage of County residents. Additionally, the PIO utilized the Collier County website and social media platforms, including Facebook live, to disseminate storm-related messages and provide real-time responses to questions and misinformation. The efforts of the PIO and public information stakeholders ensured that all County residents had reliable and timely evacuation information to guarantee their safety before Hurricane Irma landfall. These efforts over traditional and social media platforms, including through National Oceanic and Atmospheric Administration (NOAA) weather radio and simulcasted television and radio stations, ensured that information about Hurricane Irma was available to as many County residents as possible. Observation 2: Hurricane Hotline Collier County provided real-time response to community questions and needs via the 3-1-1 and Hurricane Hotline services. Analysis The Administrative Services Department operated a phone bank with 16 stations, and 104 staff and volunteers manning these stations, from September 6 – 22, 2017 to provide Collier County residents information before the hurricane about preparedness efforts, including details about evacuation and Collier County held 18 press conferences and interviews in order to disseminate information about Hurricane Irma to the public. 2.B.2 Packet Pg. 131 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 10 sheltering procedures, and after the hurricane about response and recovery efforts. The 3-1-1 and Hurricane Hotline services received at least an estimated 30,000 calls during this period. This service ensured residents had a source for real-time information about Collier County services leading up to and after the hurricane. 2.1.2 Areas for Improvement The section below provides analysis on the observed areas for improvement related to the Public Information and Warning Core Capability. Observation 3: Communication Disruption due to Power Loss The County’s ability to communicate with the public immediately after the storm was limited due to widespread loss of power. Analysis The widespread loss of Internet and power during Hurricane Irma impacted Collier County residents’ ability to receive communications, especially due to cell phone tower power outages, and highlighted the need to be prepared for alternate methods of public information dissemination during future disasters. Text messaging, broadcast radios, and community message boards are potential alternative methods that can be employed when web-based and television communication methods are not available. Recommendations  Identify and create procedures and pre-scripted messages to support alternative public information messaging when web-based and television mediums are not available.  Continue to implement the Everbridge system purchased by FDEM as part of AlertFlorida to support text message alerts during disasters. 2.B.2 Packet Pg. 132 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 11 2.2 Logistics and Supply Chain Management The Logistics and Supply Chain Management Core Capability includes the ability of the county to deliver essential commodities, equipment, and services in support of impacted communities and sur vivors, to include emergency power and fuel support, as well as the coordination of access to community staples. Synchronize logistics capabilities and enable the restoration of impacted supply chains. The following observations relate to this core capability and include recommendations to enhance the County’s capabilities in the future. The observations are organized within this Core Capability by strength and then area for improvement, they are not organized in an order of overall priority. 2.2.1 Strengths The section below provides analysis on the observed strengths related to the Logistics and Supply Chain Management Core Capability. Observation 4: Coordination to Support Resource Requests EOC representatives coordinated to provide support to the Logistics and Disaster Resources Section in order to ensure all critical resource requests were fulfilled. Analysis The EOC received over 500 logged resource requests during Hurricane Irma. The resource requests had the potential to overwhelm the planned capacity of Emergency Support Function (ESF) #7 – Resource Support and the Logistics and Disaster Resources Section. EOC representatives from supporting divisions supplemented the Section to provide targeted support for critical requests, including fuel disbursement, to ensure that there was no gap in life-saving or life-sustaining service provision. 2.2.2 Areas for Improvement The section below provides analysis on the observed areas for improvement related to the Logistics and Supply Chain Management Core Capability. Observation 5: Fuel Shortages The lack of fuel severely impeded the County’s ability to support emergency response efforts. Analysis The county’s disaster fuel vendor was unable to provide the level of support contracted, and the County’s fuel reserve tanks were not fully filled before Hurricane Irma made landfall. The fuel shortage impeded the County’s ability to supply full fuel reserves for operating generators at critical facilities and to fuel cars for County employees providing response services. The County ensured all life-safety needs were met with the available fuel supply. Recommendations  Identify multiple fuel vendors, including those who specialize in disaster and those out of the immediate region, with contract penalty clause to prevent future vendor shortages.  Identify all County assets that can be used for fuel distribution (e.g., department fuel trucks, portable tanks for pickup trucks). 2.B.2 Packet Pg. 133 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 12  Explore potential public/private agreements with developers to build additional fuel storage facilities at new private facilities (e.g., government pays for the storage component and helps with permitting) for government use in a disaster. Observation 6: Generators at Non-County Owned Critical Facilities Not all non-Collier County owned or managed critical facilities, including private lift stations, shelter facilities, nursing homes, and assisted living facilities, had adequate alternate power sources. Analysis Over 205,000 Florida Power and Light (FPL) customers in Collier County were without power after Hurricane Irma. This meant that critical facilities not owned by the County, including private lift stations, shelters, assisted living facilities, and nursing homes, relied on alternate power sources in order to provide services for their residents. Many of the generators in these facilities were not adequate, or sufficiently maintained, to provide these services. For example, the generator at Palmetto Ridge, which served as the Special Needs Shelter, failed almost immediately after power loss. The backup generator only provided power for one building, where the patients requiring oxygen were housed, and emergency lights in all remaining buildings. The County maintains a supply of portable generators, and provided these as well as fuel as needed, to ensure life-safety and life-sustaining services at these facilities. Additionally, Collier County Emergency Medical Services (EMS), the Public Transit and Neighborhood Enhancement Division, and the Collier County Public Schools provided vehicles with air conditioning to provide relief for clients in these facilities. The County’s current supply of portable generators was insufficient to meet the demand due to increased amount of shelters, as well as critical facilities in need of alternate power supply. Recommendations  Work with non-County owned critical facilities to identify generator status, facility functions supported by generators, and maintenance plan.  Prioritize list of critical facilities to receive portable generator support in a disaster based on fixed or temporary needs.  Identify additional generator requirements, including on-site generators or portable generators, to support all planned shelter facilities.  Identify and implement policy to require non-County owned critical facilities to maintain their generators, test them with potential load on a regular (e.g., alternate power industry standard) basis, and keep enough fuel in supply to support continued operation for up to three days.  Closely review the plans submitted by assisted living communities and nursing home facilities to ensure their viability and to identify any areas where there may be too much reliance on one vendor to supply fuel for the generators. BES should work with these facilities to make their plan operationally effective by having the local authority to impose more stringent requirements than the present rules from the Florida Agency for Health Care Administration. 2.B.2 Packet Pg. 134 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 13 Observation 7: Generators for County Owned Critical Facilities Not all of the Collier County identified critical facilities, especially lift stations, have alternate power sources. Analysis There are over 425 lift stations in Collier County. While Collier County provides alternate power sources for the majority of the critical facilities that they own or manage, the number of lift stations makes the provision of alternate power sources for all of these economically non-viable. The failure of lift stations during Hurricane Irma caused wastewater system failures and spills in limited areas across the County. While Collier County maintains a supply of portable generators to meet the needs of these facilities, this was not a sufficient supply to meet the high demand due to the large power outages in the immediate aftermath of the storm. There was also a high national demand for generators in the aftermath of Hurricane Harvey and the preparation for Hurricane Irma. Recommendations  Prioritize list of critical facilities to receive portable generator support in a disaste r based on fixed or temporary needs.  Identify additional generator requirements, including on-site generators or portable generators, to support high demand for alternate power at County owned critical facilities. Observation 8: Emergency Management Storage Space The amount and logistics of the emergency management supply storage space is not adequate for efficient storage or response-related distribution. Analysis The County maintains a cache of emergency supplies in warehouse spaces in the Emergency Services Building. The largest of these spaces is the East Bay, a non- environmentally controlled space. Additionally, some commodities are stored in trailers, which are exposed to heat and humidity. The lack of adequate environmentally controlled space results in loss of resources due to mildew, and creates challenges for unloading commodities in the East Bay during inclement weather. There are forklift and liftgate capabilities at the East Bay site, but this space does not have a loading dock to enable a more efficient movement of supplies. This has caused delays in getting resources out to those who need them. Recommendations  Renovate the existing emergency management covered parking area to include environmentally controlled areas as well as a loading dock. Or Identify an alternative storage area that fully meets the needs of the County.  Form agreements with potential shelter locations to build or convert on-site existing space to be environmentally controlled supply storage to provide easier access for shelter operation and substantially reduce the burden of storage on the Emergency Services Building. Figure 1: Rain coming into the east bay storage area. 2.B.2 Packet Pg. 135 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 14 2.3 Mass Care Services The Mass Care Services Core Capability includes the ability of the county to provide life-sustaining and human services to the affected population, to include hydration, feeding, sheltering, temporary housing, evacuee support, reunification, and distribution of emergency supplies. The following observations relate to this core capability and include recommendations to enhance the County’s capabilities in the future. The observations are organized within this Core Capability by strength and then area for improvement, they are not organized in an order of overall priority. 2.3.1 Strengths The section below provides analysis on the observed strengths related to the Mass Care Services Core Capability. Observation 9: Shelter Identification and Activation The coordination between Collier County, Collier County Public Schools, and all response stakeholders enabled the identification and activation of 29 shelters to ensure all residents had access to shelter services. Analysis Pre-hurricane Collier County plans allowed for staff, resources, and shelter locations to support approximately 10,000 evacuees; an estimated 17,620 people sought shelter during Hurricane Irma. The County, Collier County Public Schools, and all response stakeholders made heroic efforts to identify and open 29 shelter locations in a 22-hour window between 1300 hours on September 8, 2017, when the first shelters opened, and 1100 hours on September 9, 2017. These efforts to identify suitable locations, and the resources to support these locations, ensured that all residents who needed sheltering services received them during Hurricane Irma. 2.3.2 Areas for Improvement The section below provides analysis on the observed areas for improvement related to the Mass Care Services Core Capability. Observation 10: Pre-Hurricane Shelter Planning The pre-hurricane identification of available potential shelter locations and resources was insufficient for the number of evacuees who sought shelter in Collier County facilities. Analysis As noted above, Collier County shelter plans identified space for approximately 10,000 people in 10 shelter locations. During Hurricane Irma, the shelter demand was approximately 17,620. The Special Needs Shelter was planned to have a capacity of 40 special needs clients, and there were 396 special needs clients that were served at this facility during Hurricane Irma. As the County identified shelter locations, there was sometimes a lack of awareness of the status of potential locations. One of these facilities, the University of Florida's Institute of Food and Agricultural Sciences (IFAS) extension building, was evacuated due to concerns of stability and suitability. The roof on the IFAS extension building failed due to high winds during the storm, after it was evacuated of all shelter clients. 2.B.2 Packet Pg. 136 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 15 Table 1: Shelter Locations, Capacity, and Occupancy Shelter Name Capacity Occupants During Irma Sheltering Ave Maria Field House 1000 500 Calusa Park 744 183 Corkscrew Middle School 1031 1000 Cypress Palm Middle School 1675 800 Eden Park Elementary 250 564 First Baptist Church Naples 150 250 Golden Gate Elementary 310 310 Golden Gate High School 1300 1300 Golden Gate Middle School 500 500 Golden Terrance Elementary 250 500 Gulf Coast High School 1018 1525 Highlands Elementary 420 420 Hodges University 250 250 Immokalee High School 1500 1500 Immokalee Middle School 450 450 Lake Trafford Elementary School 419 419 Laurel Oak Elementary School 250 315 Lely High School 750 1002 Mike Davis Elementary School 900 900 North Collier Regional Park 489 489 North Naples Middle School 500 500 Oak Ridge Middle School 500 512 Palmetto Ridge High School 880 880 Pine Crest Elementary School 875 875 Sabal Palm Elementary 250 287 St. Agnes Catholic Church 200 200 Temple Shalom 250 250 Veteran's Memorial Elementary 250 152 Village Oaks Elementary 250 427 Vineyards Elementary 175 360 Total Planned Shelter Capacity Total Number of Sheltered 8,562 17,620 Total Shelter Capacity 17,786 Key Pre-Planned Shelter Operated Over Capacity 2.B.2 Packet Pg. 137 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 16 Recommendations  Perform a shelter needs assessment to determine potential demand during future incidents, including the demand for critical care and those with access and functional needs.  Perform shelter assessments on all potential shelter locations to determine vulnerability to hazards, alternate power supply, and other suitability considerations. Assessments should include a structural engineering component to determine the wind load capacity of the building.  Continue to work with neighboring counties on regional shelter planning efforts to leverage and share resources.  Enforce Enhanced Hurricane Protection Area standards for retrofitted or new facilities. Observation 11: Pre-Hurricane Shelter Resources The County did not have an adequate numbers of pre-hurricane trained staff in all the activated shelters to support the high shelter demand. Analysis The shelters were managed and staffed with a combination of Collier County employees, American Red Cross volunteers, Collier County Public School employees in school facilities, and Florida National Guard troops. The shelter staff were not all pre-identified and so did not all receive training in shelter processes from Collier County BES before the hurricane, and there was reported confusion about who was responsible for managing the shelter and making decisions. EOC Shelter Coordinators could not communicate directly with schools and had to use school liaisons to pass and receive information. National Guard troops were unfamiliar with shelter protocols, and they did not provide an opportunity in advance of deployment to receive local coordinating instructions. Recommendations  Develop a shelter management plan that involves all key parties and clearly specifies roles and responsibilities. Consider developing these plans at an individual shelter facility level.  Expand the frequency and curriculum for the implementation of the annual shelter training program to clearly communicate what shelter staff should expect while working at a shelter, including information about what they should bring with them to care for themselves.  Develop an on-the-job abbreviated training that shelter staff can take immediately before being activated to support shelter activities. Observation 12: Pet Sheltering The Governor publicly guaranteed that all shelters in the state would receive pets, but not all Collier County shelters had the processes and resources in place for these services. Analysis Co-locating pets with their owners is now a national emergency management standard to ensure that all people, including those with pets, will seek shelter during a disaster. Many shelters did not have supplies to house pets (e.g., pet tarps, carriers, food), and they did not have pet policies defined. The County had to pay for the cleanup of these facilities from minor damages made by pets. 2.B.2 Packet Pg. 138 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 17 Recommendations  Develop campaign about what owners should do with pets during a disaster; include this with pet licensing materials the County sends to owners.  Perform a pet shelter needs assessment in alignment with sheltering needs assessment.  Determine resources needed to provide services in all sheltering locations.  Identify staffing resources needed to provide services in all sheltering locations; begin recruiting and training staff.  Form a County Animal Response Team to coordinate with other county and state teams to help develop a plan and policies, identify resources, and train potential pet sheltering staff. Observation 13: Paratransit Services There was insufficient paratransit transportation to take special needs residents to shelters. Analysis Residents needing paratransit transportation waited for hours to be picked up to be taken to shelters. The demand was so great that paratransit providers were picking up evacuees long after their pre-determined shut down time, up to the first bands of the storm, to ensure all evacuees made it into a shelter. Recommendations  Coordinate with Public Transit and Neighborhood Enhancement Division to identify ways to reduce the coordination time to dispatch paratransit.  Identify alternative solutions, using private companies or volunteer groups, such as cabs that have wheelchair lifts, to support transportation efforts.  Expand the Special Needs Coordination team in the EOC to improve dispatch determination and timing. Observation 14: Post-Hurricane Support for Individuals with Continuing Care Needs Due to the large county- and state-wide demand for healthcare services, there was insufficient available support for individuals with access and functional needs that require continuing care after the storm. Analysis The County’s plan to provide services to those with access and function needs that require continuing care after the storm is limited to the availability of resources from local or regional hospitals or nursing homes, and the support from state departments to assist with client care and post-event placement. Due to the large county- and state-wide impact of the storm, these resources were not available to assist Collier County upon closure of the special needs/critical care shelter. Collier County had requested state support to meet these needs; however, while the state offered five personnel from the Agency for Health Care Administration, these personnel did not become available to assist the County. These services are essential for providing care for individuals who cannot return to their previous living situation due to home damages or because their daily care giver is not available. Recommendations:  Identify additional mutual aid resources to engage before and after future incidents to support this mission. 2.B.2 Packet Pg. 139 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 18 2.4 Operational Communications The Operational Communications Core Capability includes the ability of the county to ensure the capacity for timely communications in support of security, situational awareness, and operations by any and all means available, among and between affected communities in the impact area and all response forces. The following observations relate to this core capability and include recommendations to enhance the County’s capabilities in the future. The observations are organized within this Core Capability by strength and then area for improvement, they are not organized in an order of overall priority. 2.4.1 Strengths The section below provides analysis on the observed strengths related to the Operational Communications Core Capability. Observation 15: Restoration of the Public Safety Radio System Collier County was able to quickly restore full operations of the public safety radio systems to ensure minimal disruption of communications immediately after the storm. Analysis A generator failure at the County Barn site and wind damage at three sites caused disruption to the radio system operations and capabilities across the County. The Information Technology Division provided support to restart the generator and verify system operations at the County Barn during Hurricane Irma, and additional technicians began inspections and repairs on September 11 when the conditions were safe for travel. This quick identification of system issues and completion of repairs needed for restoration ensured that the disruption of the public safety radio system was minimal, and very short-term. 2.4.2 Areas for Improvement The section below provides analysis on the observed areas for improvement related to the Operational Communications Core Capability. Observation 16: Communication Disruptions Damaged infrastructure caused disruptions to multiple modes of communication during and immediately after the storm. Analysis After Hurricane Irma made landfall, there were multiple failures in communications across different modes of communication, causing intermittent loss in communications between the EOC and shelters and facilities across the county, especially in Immokalee and Everglade City. As described above, there were areas with low fault tolerance in the existing radio network and radio antenna damage that caused communication outages along this mode of emergency service provider communication. Additional disruptions were caused by loss of power, and inadequate alternate power supply, for cell towers and internet system 2.B.2 Packet Pg. 140 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 19 providers. This lack of communication capability impeded the County’s ability to coordinate some response actions. Recommendations  Evaluate and validate the new radio system when installation is complete in 2018 to ensure it addresses the issues identified in radio pathway fault tolerance during Hurricane Irma.  Require that all departments and divisions identify their COOP locations to the IT Division to ensure primary and alternate data and voice communications connectivity. 2.B.2 Packet Pg. 141 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 20 2.5 Operational Coordination The Operational Coordination Core Capability includes the ability of the County to establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of core capabilities. The following observations relate to this core capability and include recommendations to enhance the County’s capabilities in the future. The observations are organized within this Core Capability by strength and then area for improvement, they are not organized in an order of overall priority. 2.5.1 Strengths The section below provides analysis on the observed strengths related to the Operational Coordination Core Capability. Observation 17: Incident Coordination and Leadership While a large number of life-safety issues were presented in this event, the presence of strong leadership and coordination and commitment at all levels led to successful operations to fulfill all life-saving and sustaining missions. Analysis The response to Hurricane Irma was led from the EOC under the leadership of the Bureau of Emergency Services (BES) Director, and supported by the County Manager, Deputy County Manager, and County Attorney. All the Collier County partners who served in roles in the EOC and across the County to prepare for and respond to the needs of the County residents during Hurricane Irma worked tirelessly together under this leadership to ensure that they were identifying and addressing critical issues that arose throughout the incident. This was a complex incident, and there were many factors that caused complications beyond the County’s control, including the changing path of the storm, the heightened awareness of consequences due to the recent impacts of Hurricane Harvey, and a shortage of resources due to vendor failures and national resources being previously deployed to other parts of the country. The strong coordination of Collier County BES and all departments and divisions ensured that any issue that arose, as detailed in other sections of this report, was addressed as efficiently and effectively as possible during the response to Hurricane Irma. This coordination was critical in ensuring that no fatalities occurred as a result of evacuation operations, hurricane landfall, storm surge, structural failure, or re-entry operations. Observing operations in the EOC “pre-event and post-event was one of the most impressive things I've seen in my life. I'm very proud of the work that was done here.” -Jeff Klatzkow, County Attorney 2.B.2 Packet Pg. 142 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 21 2.5.2 Areas for Improvement The section below provides analysis on the observed areas for improvement related to the Operational Coordination Core Capability. Observation 18: WebEOC Use EOC staff found it difficult to maintain an adequate situational awareness of all events and resource needs through WebEOC. Analysis WebEOC is an incident management tool that helps maintain situational awareness and supports resource management issues. Staff received information from WebEOC, email, phone, and face-to-face interactions. This was partially due to some personnel being unfamiliar with WebEOC as they were assigned to the EOC for the first time without the benefit of attending previously offered monthly training, and it quickly became difficult to maintain awareness of information and resource requests in WebEOC without prior training. This caused issues for situational awareness in the EOC as well as in the call centers, which did not have adequate visibility of up-to-date information. In some instances, the public was given misinformation about sheltering procedures or available locations due the quickly filling shelters and data entry lag from County shelter workers or Red Cross. Lack of awareness of command, control, coordination, and communication flow protocols inside the EOC caused difficulty for EOC staff, as well as staff in the field relying on the EOC for information. If information was being accurately captured by all partners in WebEOC, this would have alleviated some of the cr oss- communication and difficulty in maintaining information integrity and awareness. Recommendations  Provide all County employees with EOC responsibilities mandated training multiple times a year on using and monitoring WebEOC to ensure all resource requests are made and tracked through this system.  Develop a method to incentivize emergency management training—including Collier County- specific procedures, FEMA Independent Study courses, EOC exercises, and Incident Management Team concepts—for employees who take trainings to become proficient in their emergency response-related role (e.g., four hours of comp time for every fifteen hours of approved trainings).  Remind EOC staff of the handy job aides at each workstation to ensure the use of command, control, and coordination communication flow diagram included in the EOC reference binder. Figure 2: WebEOC Significant Events board 2.B.2 Packet Pg. 143 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 22 Observation 19: Coordination with Immokalee Communication system interruptions led to challenges in the coordination with government and non- governmental organizations in Immokalee, resulting in barriers, and perceived barriers, in service provision. Analysis Communication system interruption and physical distance contributed to challenges in coordination with Immokalee residents. Previously established interagency and post Hurricane Wilma coordination recovery committees were not still functioning during Hurricane Irma, and they were not able to reform to serve as a liaison to the County and with other community groups, which resulted in a general lack of awareness of activities in Immokalee, impacting decision making, and leading to disorganized messaging of relief and recovery efforts. Recommendations  Sign an interlocal agreement with a suitable facility to ensure its use as a satellite EOC during any activation involving Immokalee.  Identify multiple liaisons from BES and other Collier County departments who will staff the satellite EOC with relevant operational structure and ESF representatives during an activation.  Assign responsibilities to liaisons to maintain robust community contacts in Immokalee year-round to ensure lines of communication and coordination after a disaster, in coordination with a Volunteer and Donations Manager if the position is approved. Observation 20: External Resource Coordination Barriers Two notable instances in barriers in coordinating with the State and deployed team resulted in delays to temporary housing and volunteer and donations management missions. Analysis A request to the State of Florida for a temporary housing assessment for Immokalee and Everglade City submitted on September 15, 2017, was delayed by the state for 10 days. BES followed procedures identified in the 2010 Collier County Board of Commissioners Disaster Housing Strategy and confirmed during Hurricane Irma response by the state and FEMA liaisons to request a temporary housing assessment as a precursor to deployment of a direct temporary housing mission. The state did not process the request appropriately because it was not a request for a temporary housing mission. This failure in communication resulted in additional distress in these communities for residents whose housing loss threatened their health, safety, and welfare. Additionally, the EOC experienced a barrier in coordination with an Incident Management Team (IMT) that did not follow its mission assignment to support volunteer and donations management efforts in Immokalee. The IMT wrote a recovery plan without input from the community. This error was compounded after the plan was made public without validating the information contained within the plan. Figure 3: Food and water distribution at the Immokalee Growth Management Department Office. 2.B.2 Packet Pg. 144 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 23 Recommendations  Coordinate with the Florida Division of Emergency Management to determine any additional resource request protocols to ensure all requests receive timely consideration.  Ensure all IMT leadership meets directly with EOC leadership daily to address issues not typically reported in traditional National Incident Management System (NIMS) reporting. Observation 21: Public Perception of Service Provision There is a reported public perception that Collier County was not at the forefront of service provision after Hurricane Irma due to a lack of “branding” in the service provision. Analysis Reports from County staff in the field noted that the public did not fully recognize the service provision efforts of Collier County. This was noted to be caused at least in part by the lack of “branding” in the field (e.g., personnel in County shirts or hats, signs at points of distribution). This perception was somewhat exacerbated by not timing the dispersal of press releases and information with the Sherriff’s Office. The community’s perception of the County’s ability to provide services during and after a disaster is critical to the success of continuing response and recovery efforts. While the Communication and Customer Relations Division PIO coordinated with the Sherriff’s Office to validate and disseminate information, the timing of the releases was not coordinated. Recommendations  Establish a battle rhythm with all participating agencies to coordinate the timing, as well as message, of press releases.  Provide better branding (e.g., shirts, hats, signs) for Collier County employees providing services in the field. Observation 22: EOC Layout The current EOC layout does not adequately meet the needs of the County when the EOC is fully activated. Analysis Throughout the response, there was insufficient space to allow for coordination and completing essential functions. For example, the Special Needs Phone Bank only had spaces for four to five positions during the incident, but this was not enough staff to appropriately fill the needed amount of case workers due to the most recent surge in clients with functional and special needs requirements, such as oxygen, skilled care, and electricity dependent clients. Ensuring that all activated stakeholders have the ability to attend briefings and have access to other response stakeholders is critical to ensuring coordination and situational awareness. 2.B.2 Packet Pg. 145 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 24 Recommendations  Reconfigure existing and contiguous space to provide more room for Human Services, Finance, Logistics, and Planning operations during an EOC activation.  Conduct an analysis to identify ways to maximize current space. Potential opportunities include:  Reprogram recently vacated space, formally used by Communications and Customer Relations.  Attempt to reconfigure the in-house EOC audio and television view of EOC status and activity, which was lost as a result of the forced migration from analog cable signals to digital cable systems implemented by Comcast in 2015. 2.B.2 Packet Pg. 146 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 25 2.6 Planning The Planning Core Capability includes the ability of the county to conduct a systematic process of engaging the whole community as appropriate in the development of executable strategic, operational, and tactical- level approaches to meet defined objectives. The following observations relate to this core capability and include recommendations to enhance the County’s capabilities in the future. The observations are organized within this Core Capability by strength and then area for improvement, they are not organized in an order of overall priority. 2.6.1 Strengths The section below provides analysis on the observed strengths related to the Planning Core Capability. Observation 23: Available County Planning Resources The Comprehensive Emergency Management Plan (CEMP) outlines all ESF functions and responsibilities during a disaster. Analysis The CEMP is a critical resource for all departments, divisions, and other response stakeholders to identify their role in the 18 Collier County ESFs and the responsibilities of these ESFs. Additionally, the CEMP outlines the operational structure to enable communications, coordination, and information sharing during an incident in the EOC and the field. This CEMP is used as a resource for departments and divisions when identifying their pre- and post-disaster responsibilities and plans. 2.6.2 Areas for Improvement The section below provides analysis on the observed areas for improvement related to the Planning Core Capability. Observation 24: EOC Finance Section The County EOC needs to have a defined and named Finance Section staffing roster, with procedures and sufficient trained staff to cover all EOC shifts. Analysis The County EOC does not have a defined Finance Section, outside of a Procurement Unit in the Logistics and Disaster Resources Section, or enough qualified and trained staff assigned to serve in positions related to a finance section. Without an EOC Finance Section to provide technical and back-up documentation support to some of the procurement processes, generated additional efforts in the days to follow to assemble back-up data. An expanded finance team, organized under NIMS principles of EOC operations, could offer timely support for analysis and information sharing during an event Recommendations  Expand the Finance Section with roles, responsibilities, and guidance in the CEMP.  Identify and assign staff from Collier County Corporate Financial and Management Services Division and the Collier County Clerk’s Office to serve as dedicated EOC Finance Section staff when the EOC 2.B.2 Packet Pg. 147 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 26 is activated. Ensure that their day-to-day responsibilities are assigned to other employees so they can fully dedicate themselves to the essential emergency response tasks.  Provide training on CEMP procedures to identified staff who will serve as finance section personnel during EOC activation. Observation 25: County Department and Division Emergency Plans County department and division emergency plans did not comprehensively identify critical emergency roles and responsibilities, resulting in employees that were not sufficiently trained to perform their disaster roles. Analysis Many of the County departments and divisions do not have fully comprehensive plans that adequately identify all the necessary emergency response tasks required or assign staff to support specific activities. Many employees reported for duty but spent a considerable amount of time waiting to be assigned to a task. There was considerable confusion among staff that had been trained to support shelter operations about their activation to a shelter, especially if their department or division also assigned them roles during the hurricane response. Others expressed confusion on what was expected of them during an emergency response. Recommendations  The County should engage in a countywide effort to revise emergency plans for each department using established planning development tools. These plans should outline the critical roles and responsibilities and be assigned to staff to complete. If BES is unable to support this effort given critical staffing shortages, the County should procure external subject matter expertise to assist with this task.  Upon completion of plans, each department should implement a comprehensive and annual training and exercise program to ensure all staff understand their roles and responsibilities. These efforts could be a part of, or separate from, the annual Collier County hurricane exercise.  Pre-script partial and full EOC activation messages to clearly state expectations for ESF staff both serving in the EOC and the field.  Build a WebEOC county staffing data board that will allow all Department Directors an on-line tool for assigning staff to EOC support roles or critical Departmental of Divisional assignments. Observation 26: EOC Staffing Some sections and ESFs within the County EOC did not have adequate staff for multiple shifts to complete all required tasks within this complex incident. Analysis Many of the command staff in the EOC did not have adequate backup staff from County departments, as well as positions traditionally filled by Fire Services or EMS personnel, to maintain multiple shifts during the immediate response to Hurricane Irma. The ramifications of this were highlighted in the Logistics and Disaster Resources, detailed elsewhere in this report, and the Planning Section. Due to limited Planning Section staffing and many conflicting demands during Hurricane Irma, key pieces of information were not Divisions that had comprehensive and up-to- date hurricane response plans and/or clearly identified and communicated employee responsibilities before Hurricane Irma did not experience major issues with employee turnout. 2.B.2 Packet Pg. 148 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 27 able to be documented, such as specific shelter opening and closing times. Decisions on generator and fuel allocation were often made without this critical information. Maintaining situational awareness and establishing a common operational picture is critical to making informed response decisions. Recommendations  Identify additional County staff that can support all shifts during EOC operations to ensure adequate coverage of the Planning Section for extended operations.  Train newly-identified staff on Planning Section processes.  Research mutual aid partners that could be called upon to provide EOC support during an extended emergency in all sections.  Prior to a disaster, obtain authorization to establish pre-disaster contingency contracts for EOC support in all sections. Once this authorization has been provided for, identify external partners (such as private consulting vendors or non-profit agencies) that can provide assistance. Observation 27: EOC Logistics and Disaster Resources Section The County does not have sufficient trained staff pre-identified to fulfill the responsibilities of a robust Logistics and Disaster Resources Section. Analysis The Collier County emergency management resource management process requires a more comprehensively staffed Logistics and Disaster Resources Section to appropriately manage resource requests, fill and assign resources, track and monitor deployed resources, and demobilize assets once the mission has been filled. Throughout the incident, logistics personnel were called away from the EOC to support field activities, and there were not staff available to manage operations out of the warehouse. Resource and logistics management is critical for an effective response. Without additional trained staff in the Logistics and Disaster Resources Section to manage the operations in the EOC and warehouse, the resource request and management process was sometimes delayed. Additionally, to consistently maintain a strong readiness posture, BES Logistics employees carry out a series of maintenance tasks for the response asset inventory, such as deliveries, cleaning, and other associated tasks, that consume a significant amount of time that could instead be used for planning and working on the strategic aspects of a strong readiness posture. Additional support from contract and existing County department personnel would free BES experienced and trained employees to use their skills on their more targeted planning and training tasks. Recommendations  Hire a part-time Logistics Technician to improve preparedness efforts.  Identify and provide pre-disaster training for additional County staff that can support all logistics section shifts in the EOC and warehouse.  Review the resource management process outlined in the Collier County CEMP to identify ways to streamline and make the process less time-intensive and define a Supply Unit. 2.B.2 Packet Pg. 149 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 28 Observation 28: County Employee Disaster Services Many County employees faced challenges in fulfilling their disaster response roles due to issues with shelter and fuel provision. Analysis While the County had identified and opened a “county-employee” shelter, many employees were turned away because of a misunderstanding in the policy, and others were turned away because it was only for immediate family members. Employees sought refuge for their families at their workplace, which were not equipped to serve as shelters. This was especially evident in the Emergency Services Building, where an estimated 400 EOC and Sherriff’s Office staff and some family members sought shelter. The population was higher than expected, due to the Sherriff’s Office activated strike teams of dispatchers for the 9-1-1 center and mutual aid officers to prepare for anticipated needs. The high population exacerbated sanitation issues caused by low water pressure and an in-building booster pump failure, as well as resulted in insufficient space to allow assigned responders and critical EOC staff and relief personnel to rest and recharge to ensure peak performance. Employees, whether driving their own vehicles or County vehicles, did not always have adequate fuel to report to work or carry out their responsibilities due to the regional and statewide shortage following the impacts of both Hurricanes Harvey and Irma. While the County had identified County fueling stations that were reserved for first responders such as fire and law enforcement, they were often turned away due to confusion by the contractor operating the refueling sites from the Division of Emergency Management. Recommendations  The County should conduct an assessment of the potential shelter needs of Sherriff’s Office, EMS, and essential county employees. This assessment should also examine the need to support employees’ extended families and the impact on employee performance if not addressed.  Once this assessment has been completed, the County should identify a facility that is suitable to meet the needs, covering essential requirements such as essential county employee childcare and facilities for pets.  The County should widely distribute the rules, policies, and procedures for utilizing the employee shelter facility and ensure that those assigned to manage this shelter are fully trained.  Coordinate with Sherriff’s Office to identify alternative locations for mutual aid resources prior to, during, and after a disaster.  The County should conduct a review of the fuel supply issue to identify potential solutions, including alternative transportation options to support staff following an emergency, giving consideration to increases in year-round fuel inventory, identifying multiple contract vendors outside of the region with mobile dispensing capabilities, and priority designation for the County employees as a second responder or essential emergency worker. Observation 29: Initial Debris Management Communication s While the debris management mission is progressing efficiently, earlier messaging to the public and site identification could enhance these services, and the public perception of these services. Analysis Debris Management in response to Hurricane Irma has been managed in the weeks since Hurricane Irma in a sufficient manner to clear an estimated 4.2 million cubic yards of horticultural and construction and 2.B.2 Packet Pg. 150 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 29 demolition debris; however, there are opportunities to take actions to further improve future large debris management missions in the County. Some of the previously identified debris management sites were no longer available either due to development or Florida Department of Environmental Protection concerns that they were too wet at the time, thus hampering the debris collection efforts. Additionally, four cities were identified as having mixed construction and demolition debris with vegetative debris, and some hazardous materials on the curbside. Recommendations  The County should revisit its Disaster Debris Management Plan to identify additional debris management sites.  The revised plan should also include public messaging procedures and pre-scripted outreach materials that PIOs and BES can use as part of annual hurricane preparedness outreach efforts as well as specific hurricane messaging. The hurricane messaging can include the identification of drop-off sites, once a pre-approved site has been chosen and debris management contractors are positioned to monitor drop-off operations. Observation 30: Emergency Management Trained and Focused PIO Collier County does not have a full-time PIO trained in emergency management, or guidance relevant to coordination with state or federal elected officials, which could have been leveraged to enhance the County’s public information and external affairs efforts. Analysis The ESF #14 – Public Information appendix to the CEMP establishes roles and responsibilities for public information, but it is limited to coordinating with the media and directly to the public through social media or the county’s incident hotline. During a national incident like Hurricane Irma, state and federal elected officials need to be continuously apprised of the situation, and the staff from the Communication and Customer Relations Division were not trained in the external affairs aspects of the emergency management public information mission. It is critical to have a trained full-time staff member and a standard process for communicating with these officials to ensure their needs are being met and to obtain their support for Collier County response and recovery efforts. During the response to Hurricane Irma, BES employees coordinated with the Communication and Customer Relations Division PIO to ensure the timeliness and effectiveness of the public messaging. While the Communication and Customer Relations Division showed great strength in its ability to utilize available media sources to reach all communities, they did not have a depth of knowledge in messaging related to emergency management, response, and long-term recovery that a full-time PIO at BES would contribute to the joint information coordination. Recommendations  Engage mutual aid and Emergency Management Assistance Compact (EMAC) resources for additional public information surge staffing.  Hire a full time PIO at BES to establish media and elected official relationships and procedures and to lead joint information coordination with the Communication and Customer Relations Division during future disasters.  Develop plans and procedures to support coordinating with state and federal elected officials. 2.B.2 Packet Pg. 151 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Hurricane Irma Response Analysis Page 30 Observation 31: Volunteer and Donations Management There was a large influx of unsolicited donations and self-deployed volunteers in the aftermath of Hurricane Irma, which could have been more efficiently coordinated by a Volunteer and Donations Manager. Analysis After Hurricane Irma passed, there was a large influx of unsolicited donations and self-deployed volunteers to Immokalee; an estimated 50 non-governmental and governmental organizations were in Immokalee, without a central point of contact to organize activities. The volunteers coordinated with some members of the community, but the large outpouring of volunteer and donation support was not centrally organized. This helped precipitate a perception of gaps in government leadership after the storm passed. A full-time Volunteer and Donations Manager at BES would coordinate with local, state, and federal non- governmental organization contacts to identify needed resources and manage volunteers, as well as function as needed surge support within the Logistics Section. Recommendation  Engage mutual aid and EMAC resources for volunteer and donations management surge staffing.  Hire a full time Volunteer and Donations Manager at BES to coordinate and form relationships with local, regional, state, and national non-governmental volunteer organizations and manage the Voluntary Organizations Active in Disaster (VOAD) and Community Organizations Active in Disaster (COAD) groups to increase participation and communication to enhance coordination after a disaster. Figure 4: Unsolicited donations in Immokalee (Source: Mormon Helping Hands) 2.B.2 Packet Pg. 152 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Corrective Actions Implementation Plan Page 31 3.0 Corrective Actions Implementation Plan The Collier County Bureau of Emergency Services will submit a list of corrective actions after the recommendations are discussed and priorities determined with the County Departments and Divisions. 2.B.2 Packet Pg. 153 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Appendix A: Acronyms Page 32 Appendix A: Acronyms Acronym Definition AAR After-Action Report BES Collier County Bureau of Emergency Services CMA County Manager Administrative Procedure COAD Community Organizations Active in Disasters COOP Continuity of Operations EOC Emergency Operations Center EMAC Emergency Management Assistance Compact EMS Emergency Medical Services ESF Emergency Support Function HSEEP Homeland Security Exercise and Evaluation Program IFAS University of Florida’s Institute of Food and Agricultural Sciences IMT Incident Management Team NIMS National Incident Management System NOAA National Oceanic and Atmospheric Administration NPG National Preparedness Goal PIO Public Information Officer SpNS Special Needs Shelter VOAD Volunteer Organizations Active in Disasters 2.B.2 Packet Pg. 154 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Appendix B: Glossary Page 33 Appendix B: Glossary AlertFlorida: A statewide emergency notification initiative sponsored by the Florida Division of Emergency Management Core Capability: 32 identified activities in the National Preparedness Goal that address the greatest risks to the nation. This report pertains to:  Planning- Conduct a systematic process engaging the whole community as appropriate in the development of executable strategic, operational, and/or tactical-level approaches to meet defined objectives.  Operational Coordination- Establish and maintain a unified and coordinated operational structure and process that appropriately integrates all critical stakeholders and supports the execution of core capabilities.  Public Information and Warning- Deliver coordinated, prompt, reliable, and actionable information to the whole community through the use of clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information regarding any threat or hazard, as well as the actions being taken and the assistance being made available, as appropriate.  Logistics and Supply Chain Management- Deliver essential commodities, equipment, and services in support of impacted communities and survivors, to include emergency power and fuel support, as well as the coordination of access to community staples. Synchronize logistics capabilities and enable the restoration of impacted supply chains.  Mass Care Services- Provide life-sustaining and human services to the affected population, to include hydration, feeding, sheltering, temporary housing, evacuee support, reunification, and distribution of emergency supplies.  Operational Communications- Ensure the capacity for timely communications in support of security, situational awareness, and operations by any and all means available, among and between affected communities in the impact area and all response forces. Emergency Support Function (ESF): The structure for coordinated governmental interagency support for response to an incident. In Collier County, the ESFs are:  ESF 1: Transportation  ESF 2: Communications  ESF 3: Public Works & Engineering  ESF 4: Firefighting  ESF 5 Planning and Intelligence  ESF 6: Mass Care  ESF 7: Resource Support  ESF 8: Health, Medical, & Human Services  ESF 9: Urban Search & Rescue  ESF 10: Hazardous Materials  ESF 11: Food & Water  ESF 12: Energy  ESF 13: Military Support  ESF 14: Public Information 2.B.2 Packet Pg. 155 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Appendix B: Glossary Page 34  ESF 15: Volunteers & Donations  ESF 16: Law Enforcement  ESF 17: Animal Issues  ESF 18: Business & Industry Emergency Operations Center (EOC): A central command and control facility responsible for carrying out the principles of emergency preparedness and emergency management, or disaster management functions at a strategic level during an emergency Hurricane Category: The Saffir-Simpson Hurricane Wind Scale is the classification system used to denote the strength of a hurricane based on estimated potential property damage. This scale is a 1 to 5 rating based on a hurricane’s wind speed. Category 3 hurricanes and higher are considered major hurricanes because of their potential to cause significant loss of life and damage. Table 2: Saffir -Simpson Hurricane Wind Scale, NOAA National Hurricane Center Category Sustained Winds Types of Damage Due to Hurricane Winds 1 74-95 mph 64-82 kt 119-153 km/h Very dangerous winds will produce some damage: Well- constructed frame homes could have damage to roof, shingles, vinyl siding and gutters. Large branches of trees will snap and shallowly rooted trees may be toppled. Extensive damage to power lines and poles likely will result in power outages that could last a few to several days. 2 96-110 mph 83-95 kt 154-177 km/h Extremely dangerous winds will cause extensive damage: Well- constructed frame homes could sustain major roof and siding damage. Many shallowly rooted trees will be snapped or uprooted and block numerous roads. Near-total power loss is expected with outages that could last from several days to weeks. 3 (major) 111-129 mph 96-112 kt 178-208 km/h Devastating damage will occur: Well-built framed homes may incur major damage or removal of roof decking and gable ends. Many trees will be snapped or uprooted, blocking numerous roads. Electricity and water will be unavailable for several days to weeks after the storm passes. 4 (major) 130-156 mph 113-136 kt 209-251 km/h Catastrophic damage will occur: Well-built framed homes can sustain severe damage with loss of most of the roof structure and/or some exterior walls. Most trees will be snapped or uprooted and power poles downed. Fallen trees and power poles will isolate residential areas. Power outages will last weeks to possibly months. Most of the area will be uninhabitable for weeks or months. 5 (major) 157 mph or higher 137 kt or higher 252 km/h or higher Catastrophic damage will occur: A high percentage of framed homes will be destroyed, with total roof failure and wall collapse. Fallen trees and power poles will isolate residential areas. Power outages will last for weeks to possibly months. Most of the area will be uninhabitable for weeks or months. 2.B.2 Packet Pg. 156 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Appendix B: Glossary Page 35 Special Needs Shelter: A shelter for people who have special needs according to the definition in the Florida Administrative Code (Chapter 64-3): "someone who during periods of evacuation or emergency, requires sheltering assistance, due to physical impairment, mental impairment, cognitive impairment or sensory disabilities" The basic eligibility criteria to stay in a special needs shelter are: 1. Special medical needs 2. Needed care exceeds the basic first aid provided at general population shelters 3. Impairments or disabilities are medically stable and do not exceed the capacity, staffing and equipment of the special needs shelter to minimize deterioration of the individual’s pre-event level of health WebEOC: An internet-based platform allowing for secure and real-time sharing of information related to management of emergencies among emergency management personnel, first response agencies, and cooperating agencies. 2.B.2 Packet Pg. 157 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Appendix C: Interview Schedule and Attendance Page 36 Appendix C: Interview Schedule and Attendance Date and Time Agency/Interview Topic Group Attendees October 11, 2017, 8:30 – 9:30 am Emergency Services Dan Summers Mike Shaw Rick Zyvoloski Christine Boni Kathy Heinrichsberg Lauren Bonica Melanie Collins John Neuman October 11, 2017, 10:15 – 11:15 am Administrative Services Len Price Mike Sheffield Ted Coyman Jeff Walker October 11, 2017, 11:30 am – 12:30 pm Administrative Services Dan Croft Travis Gossard Mario Menendez Mike Burks Ron Miller October 11, 2017, 1:45 – 5:15 pm Public Services Tanya Williams Steve Carnell Barry Williams Ilonka Washburn Rick Garby Darcy Andrade Sean Callahan October 12, 2017, 8:30 – 9:30 am County Manager and Attorney Nick Casalanguida Jeff Klatzkow October 12, 2017, 10:00 – 11:00 am Corporate Business and Community Redevelopment Tim Durham Deborah Forester Geoff Williy October 12, 2017, 11:15 am – 12:15 pm Business and Economic Development Ed Caum October 12, 2017, 1:45 pm – 2:45 pm Transportation Michelle Arnold Don De Tesso Braian Morales October 12, 2017, 3:00 – 4:00 pm Community and Human Services Lauren Bonica Louise Pelletier October 12, 2017, 4:15 – 5:00 pm Shelters Melanie Collins Tim Kutz Kathleen Marr Amy Lyberg October 13, 2017, 8:30 am – 12:30 pm Public Utilities Beth Johnssen Alister Burnett Dennis Linquidi 2.B.2 Packet Pg. 158 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Appendix C: Interview Schedule and Attendance Page 37 Date and Time Agency/Interview Topic Group Attendees October 13, 2017, 1:45 – 2:45 pm Public Safety and Emergency Services Chief Tabatha Buther Sgt. Jose Carillo Artie Bay October 13, 2017, 2:45 – 3:45 pm Airports Justin Lobb October 17, 2017, 9:00 – 10:00 am Information Technology John Daly Mike Berrios 2.B.2 Packet Pg. 159 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Appendix D: Survey Results Page 38 Appendix D: Survey Results A survey was conducted with Hurricane Irma response partners from October 18-20, 2017. The purpose of this survey was to gather information about Hurricane Irma response from the point at which the Collier County government and Emergency Operations Center (EOC) began preparation activities on September 6, 2017 through September 16, 2017. The survey consisted of 27 questions and received 139 responses. A list of the survey questions is included below as well as analytics from key survey questions. The survey is hosted on Emergency Management’s Survey Monkey account and all specific responses can be accessed through that account. 2.B.2 Packet Pg. 160 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Appendix D: Survey Results Page 39 Hurricane Irma Response After Action Survey Questions 1. Did you serve primarily in the Collier County Emergency Operations Center (EOC) or in the field during Hurricane Irma response? 2. What Emergency Support Function (ESF) did you serve during Hurricane Irma response? 3. What was your role in the Collier County Hurricane Irma response? 4. What was your organization’s mission during the first week? 5. What were your responsibilities related to this mission upon activation? 6. Did you have responsibilities outside of the scope of this mission? If so, what were some of the activities you performed that were outside of your expected or perceived scope? 7. What were your responsibilities throughout this first week? 8. Did your responsibilities evolve or change throughout this week? 9. Who did you coordinate primarily with during the first week? 10. What information did you rely on during the first week to enable decision-making and ensure you could meet your mission? 11. Who did you receive this information from? 12. How did you receive this information? 13. Did you experience any issues in receiving this information? 14. Was the coordination with other agencies and organizations during the week adequate to ensure you had the support needed to meet your mission? 15. Did you experience any issues in coordination during the week? 16. What programs or systems do you consider to be your primary tools to accomplish your mission or responsibilities throughout the first week? 17. Did you reference any plans or procedures during your activation? Which ones? 18. What operational tools did you use during your activation? 19. Did you experience any gaps in achieving your mission or responsibilities during the first week? 20. What were the causes, or potential causes, of these gaps? 21. Do you have examples of achievements or successes, where you worked to overcome a complex issue or a gap? 22. Please Check All That Apply: How did you receive incident-related information during Hurricane Irma? 23. What was your experience with notifications and receiving information related to this event? 24. Did you feel that you had adequate information related to the storm and preparedness activities? 25. How helpful was the available information for your organization and its needs? 26. What was your experience with WebEOC in this event? 27. To what level do you feel that organizations were working together collaboratively during this event? 2.B.2 Packet Pg. 161 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Appendix D: Survey Results Page 40 Key Analytics Question 2: What ESF did you serve during Hurricane Irma Response? (139 total responses) Question 10: What information did you rely on during the first week to enable decision-making and ensure you could meet your mission?  Meetings  Supervisor/Manager/Director  Emails  Briefings 0 5 10 15 20 25 Other ESF 18: Business & Industry ESF 17: Animal Issues ESF 16: Law Enforcement & Security ESF 15: Volunteers & Donations ESF 14: Public Information ESF 13: Military Support ESF 12: Energy ESF 11: Food & Water ESF 10: Hazardous Materials ESF 9: Search & Rescue ESF 8: Health & Medical ESF 7: Resource Support ESF 6: Mass Care ESF 5: Planning & Intelligence ESF 4: Fire ESF 3: Public Works ESF 2: Communications ESF 1: Transportation 2.B.2 Packet Pg. 162 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Appendix D: Survey Results Page 41  EOC  Reports Question 11: Who did you receive this information from?  EOC  Staff/Personnel  Supervisor/Manager/Director Question 12: How did you receive this information?  E-mail  Phone  Radio  Verbally  EOC Question 16: What programs or systems do you consider to be your primary tools to accomplish your mission or responsibilities throughout the first week?  WebEOC  Phone  Radio  Email Question 22: Please check all that apply: How did you receive incident-related information during Hurricane Irma? (90 total responses) 0 10 20 30 40 50 60 70 Other Email WebEOC Websites Internal Communications 2.B.2 Packet Pg. 163 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Appendix D: Survey Results Page 42 Question 23: What was your experience with notifications and receiving information related to this event? (90 total responses) Question 24: Did you feel that you had adequate information related to the storm and preparedness activities? (90 total responses) 0 5 10 15 20 25 30 35 40 45 50 Negative Neutral Fair Excellent 0 5 10 15 20 25 30 35 40 Strongly Disagree Somewhat Disagree Somewhat Agree Strongly Agree 2.B.2 Packet Pg. 164 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Appendix D: Survey Results Page 43 Question 26: What was your experience with WebEOC in this event? (90 total responses) Question 27: To what level do you feel that organization were working together collaboratively during the event? (90 total responses) 0 5 10 15 20 25 30 35 40 Did Not Use Not At All Helpful Somewhat Helpful Very Helpful 0 10 20 30 40 50 60 Poor Fair Strong 2.B.2 Packet Pg. 165 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Appendix E: Incident Timeline Page 44 Appendix E: Incident Timeline Day Key Events Sept 5, 2017  Collier County begins response coordination activities  291 new Special Needs registries were entered Sept 7, 2017  Additional animal sheltering request  Hurricane-related traffic congestion noted on I-75, US-41, and SR 27.  NWS issues hurricane WATCH  EOC partially activated  Shelter employee activation Sept 8, 2017  NWS issues hurricane WARNING  Special Needs Shelter (SpNS) transportation begins  EOC fully activated  SpNS opens  Marco Island mandatory evacuation issued  Mandatory evacuations for Goodland, Everglades City, and Chokoloskee in effect. Mobile homes strongly advised to evacuate.  Eight General Population Shelters open  Mass telephone notification sent to 1300 people to identify special needs transport or a traditional transport.  Mandatory evacuations added for people living west and south of U.S. 41  Four General Population Shelters noted as full  Three additional General Population Shelters opened  Nine General Population Shelters noted as full Sept 9, 2017  Five additional General Population Shelters open  Evacuation Zone expanded  SpNS noted as full with a population of 421 Sept 10, 2017  Presidential Emergency Disaster Declaration  Two hospitals on generator power  Approximately 196,000 Florida Power & Light Customers in Collier County without power.  Pet Friendly Shelter at North Collier Regional Park housing 118 animals experienced flooding under the doors into the area where the animals belonging to owners at the SPNS and first responders/essential personnel. The dogs and cats had to be relocated to another area of the shelter.  SpNS noted as full with a Population of 524  Major Disaster Declaration for Charlotte, Collier, Hillsborough, Lee, Manatee, Miami-Dade, Monroe, Pinellas and Sarasota. Sept 11, 2017  5 General Population Shelters Open Sept 14, 2017  Memory care clients at SpNS moved to alternate room due to lack of air conditioning  SpNS population noted as 262 2.B.2 Packet Pg. 166 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Appendix F: Planning and Regulation Resources Page 45 Appendix F: Planning and Regulation Resources 2.B.2 Packet Pg. 167 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Appendix F: Planning and Regulation Resources Page 46 Regulatory  Local Responsibilities - Chapter 252.38, Florida Statute (http://www.leg.state.fl.us)  Chapter 38 of the Code of Laws (Civil Emergencies) contains the following sections: Article I. Post-Disaster Recovery and Reconstruction Management; Article III. Declaration of State of Emergency and Article IV. Automotive Fuel Allocation.  Collier County Resolution 90-286: "Resolution authorizing the execution and acceptance of an agreement between Collier County and other Florida Counties and Municipalities for Public Works Mutual Aid..."  Office of the County Manager, Administrative Code 5900: "Cessation of Normal Government Activities, Personnel Roles and Responsibilities during Emergencies and Emergency Disaster Pay"  Florida Executive Order 80-29 2.B.2 Packet Pg. 168 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Appendix F: Planning and Regulation Resources Page 47 Planning  Collier County Comprehensive Emergency Management Plan (2016)  2010 Southwest Florida Regional Planning Council’s Regional Hurricane Evacuation Study (http://www.swfrpc.org/evac_study.html)  Florida Comprehensive Emergency Management Plan (http://www.floridadisaster.org/cemp.htm)  Florida Handbook for Disaster Assistance (http://www.floridadisaster.org/documents/disasterhandbook.pdf)  2016 Statewide Emergency Shelter Plan (http://www.floridadisaster.org/Response/engineers/library.htm)  State of Florida Resource and Financial Management Policy and Procedures (http://bit.ly/2anzAGI)  Federal Disaster Assistance Program - Title 44, Code of Federal Regulations, Part 206  (http://bit.ly/2aYgPtj)  National Response Framework (http://floridadisaster.org/documents/nrf-core.pdf) 2.B.2 Packet Pg. 169 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Appendix F: Planning and Regulation Resources Page 48 2.B.2 Packet Pg. 170 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop) Collier County Hurricane Irma After-Action Report Appendix F: Planning and Regulation Resources Page 49 >end of report< 2.B.2 Packet Pg. 171 Attachment: Collier County_Hurricane Irma AAR_FINAL DRAFT V5 (4088 : Hurricane Irma After Action Workshop)