Agenda 01/10/2012 Item #16D21/10/2012 Item 16.D.2.
EXECUTIVE SUMMARY
Recommendation to approve and authorize the Chairman to sign certifications required by the
State of Florida, Department of Children and Families (DCF) in order to be eligible to accept the
awarded 2012 Challenge Grant funding
OBJECTIVE: To approve and authorize the Chairman to sign the State of Florida, Department
of Children and Families certifications and documentation required to demonstrate eligibility for
2012 Challenge Grant funding.
CONSIDERATIONS: On July 26, 2011 the BCC provided approval (Item 16D10) for the 2012
State of Florida Challenge Grant application submission. Recently the Department of Housing,
Human and Veteran Services received notification that Collier County will receive a total award
amount of $63,397 pending receipt of Collier County's signed certifications and backup
documentation. This funding will be used to provide assistance to Collier County citizens
experiencing homelessness through two non - profit entities: St. Matthew's House and The Shelter
for Abused Women and Children, and to increase information management reporting systems
through the Collier County Housing, Human and Veteran Services Department known as the
Homeless Management Information System (HMIS). Funds from the HHVS portion of this
grant will be used as the required cash match for our U.S Department of Housing and Urban
Development (HUD) Continuum of Care (CoQ HMIS grant.
FISCAL IMPACT: There is no fiscal impact with this action, however, when the funds are
received, they will be brought back to the Board for acceptance and recognition.
GROWTH MANAGEMENT IMPACT: Challenge Grant funding will further the goals,
objectives and policies of the County's Growth Management Plan's Housing Element.
LEGAL CONSIDERATIONS: The required certifications and documentation have been
reviewed by the County Attorney's Office and are legally sufficient for Board action. This item
requires a simple majority vote. — JBW
RECOMMENDATION: To approve and authorize the Chairman to sign the State of Florida,
Department of Children and Families certifications and documentation required to demonstrate
eligibility for 2012 Challenge Grant funding.
Prepared by: Sandra Marrero, Grants Coordinator
Housing, Human and Veteran Services Department
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1/10/2012 Item 16.D.2.
COLLIER COUNTY
Board of County Commissioners
Item Number: 16.D.2.
Item Summary: Recommendation to approve and authorize the Chairman to sign
certifications required by the State of Florida, Department of Children and Families (DCF) in
order to be eligible to accept the awarded 2012 Challenge Grant funding
Meeting Date: 1/10/2012
Prepared By
Name: MarreroSandra
Title: Grants Coordinator,Housing, Human & Veteran Services
12/5/20112:23:29 PM
Submitted by
Title: Grants Coordinator,Housing, Human & Veteran Services
Name: MarreroSandra
12/5/2011 2:23:31 PM
Approved By
Name: CastorenaMargo
Date: 12/9/2011 10:44:44 AM
Name: AckermanMaria
Date: 12/9/20114:13:44 PM
Name: AlonsoHailey
Title: Administrative Assistant,Domestic Animal Services
Date: 12/14/2011 8:17:36 AM
Name: GrantKimberley
Title: Interim Director, HHVS
Date: 12/19/2011 11:58:37 AM
Name: FoordMarlene
Title: Grant Development & Mgmt Coordinator, Grants
Packet Page -1023-
Date: 12/19/2011 12:30:03 PM
Name: WhiteJennifer
Title: Assistant County Attorney,County Attorney
Date: 12/21/2011 10:50:25 AM
Name: RamseyMarla
Title: Administrator, Public Services
Date: 12/21/2011 12:34:00 PM
Name: KlatzkowJeff
Title: County Attorney,
Date: 12/27/20119:51:52 AM
Name: PryorCheryl
Title: Management/ Budget Analyst, Senior,Office of Management & Budget
Date: 1/3/2012 10:09:44 AM
Name: OchsLeo
Title: County Manager
Date: 1/3/2012 10:43:08 AM
Packet Page -1024-
1/10/2012 Item 16.D.2.
go,yx aspuammW
chlldrcn Bi Fam"
State of Florida
Department of Children and Families
Collier County Board of County Commissioners
Attention: Kim Grant, Interim Director
Department of Housing, Human and Veterans Services
3301 Tamiami Trail East
Building H, Suite 211
Naples, FI 34112
1/10/2012 Item 16.D.2.
Rick Scott
Governor
David E. Wilkins
Secretary
October 11, 2011
Dear Ms. Grant:
In anticipation of and preparing for your agency's new Challenge Grant Award
(HFZ2B) from the Department of Children and Families through the State Office on
Homelessness for Fiscal Year 2011/2012, we need to begin completing and compiling
necessary documents. In an effort to begin the grant execution process, your agency
will need to complete and provide me with the following documents rD for to entering into
a grant agreement:
1. Subcontracting Determination (Enclosed).
2. Current Civil Rights Compliance Checklist (Enclosed).
3. Certification Regarding Lobbying (Enclosed).
4. Certification Regarding Debarment (Enclosed).
5. Copy of Current Substitute Form W -9 filed with the Department of
Financial Services.
6. Copy of Current Certification of Liability Insurance.
7. Vendor Certification Regarding Scrutinized Companies Lists (CF1110
Enclosed).
8. Certification of Executive Compensation Reporting Requirements for
FFATA (CF1111 Enclosed).
9. Support to the Deaf or Hard of Hearing Attestation Form (Enclosed).
10. Implementation of Coordinated Contract Services (Spreadsheet of Senate
Bill 2386 Enclosed).
11. Original Written Delegation of Authority on Agency's Official Letterhead
including a Sample Signature.
12. Copy of Proof of Registration in MyFloridaMarketplace Vendor System.
13. Copy of Proof of Registration with IRS as a 501 (c) (3); Government
Agency; Incorporation; LLC; etc. Status to include FEID Number.
P.O. Box 60085, Fort Myers, Florida 33906 -6085
Mission: Protect the Vulnerable, Promote Strong and Economically Self- Sufficient Families, and
Advance Personal and Family Recovery and Resiliency
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1/10/2012 Item 16.D.2.
it is also important to note that within 30 days after execution of any contract or
grant, an Emergency Preparedness Plan must be submitted to the Department of
Children and Families grant manager. If any sub recipients will benefit from Challenge
Grant Funding, than they will need to provide your agency with a Emergency
Preparedness Plan as well. A copy of the checklist is included.
Please do not hesitate to call me at 239/338 -1295, if you should have any
questions.
Sincerely,
Qbl'e-
Contract Manager
Enclosures (9)
Subcontracting Document
Civil Rights Compliance Checklist
Certification of Lobbying
Certification of Debarment
Vendor Certification Regarding Scrutinized Companies Lists
Certification of Executive Compensation Reporting Requirements
Support to the Deaf or Hard of Hearing Attestation Form
Spreadsheet of Senate Bill 2386
Emergency Preparedness Plan Checklist
Copy to: Grant File
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1/10/2012 Item 16.D.2.
1.Subcontracting Determination
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VERIFICATION OF
PROVIDER SUBCONTRACTING STATUS
CONTRACT MANAUF -R COMPLETE THE
G
In accordance with the provisions of Standard Contract or Grant Agreement:
❑ This contract allows the provider to contract for the provision of all services under this
contract. .
❑ This contract does not allow the provider to subcontract for the provision of any services
under this contract.
® This grant allows the provider to subcontract for the provision of the following services
under this grant: As contained in the grant agreement.
Contract Manager Signature:
NO WOrK is currently pertormeu by sumontractorS Tor the services wnicn are una(
contract or there is currently no intent to subcontract for contracted services being
negotiated with the department.
X Subcontractors are currently performing services which are under contract or there is an
intent to subcontract for contracted services being negotiated with the department.
❑ Please provide a list of those services:
The provider understands that if the Department allows subcontracting, and the provider
chooses to subcontract any of the contracted services, the provider shall submit a written
request to subcontract for the provision of services to the Contract Manager for Department
approval.
Oha�� -main
Signature of provider personnel authorized Date:
to legally bind the provider:
All (listed above) Exception (please specify services)
❑ Disapprove services to be subcontracted.
DWIGHT E. BROCK, Clerk
By' P.O. Box 60085, Fort Myers, Florida 33906 -0085
Mission: Protect the Vulnerable, Promote Strong and Economically Self- Sufficient Families, and
Advance Persor ^' and Resiliency
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1/10/2012 Item 16.D.2.
2. Current Civil Rights Compliance
Checklist
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1/10/2012 Item 16.D.2.
A. CIVIL RIGHTS COMPLIANCE CHECKLIST
Program /ProridedFaaAity county
':hallenge Grant(Collier County Board of County Commissioners Collier
ress
3299 Tamiami Trail Suite 303
amity, State, Zip Code Date
Naples, FL 34112 -5726 1 4 ,^ .
1 L 1 Z. S%l -.,
PART I. 1. Briefly describe the geographic area served by the program /provider /facility and the type of services) provided:
9 POPI11 ATION r)F ARFA ,FRVFn I iat snurca of data:
Total # °% White % Black % His pan % Other %Female % Male
-221,520183.S 6_ti �� 9 _ 50.7 49.3__
�.. _ -
3. STAFF CURRENTLY EMPLOYED. Effective date:
i
ircult {
Sun Coast
Total # % White % Black ° %Hispanic % Other °% Female % Male % Disabled
34 1 56 9 3S n 1 79 _ .71___ __ 0
4. CLIENTS CURRENTLY ENROLLED OR REGISTERED. Effective date:
Total If % White I % Black I % Hispanic % Other % Female % Male % Disabled
5. ADVISORY OR GOVERNING BOARD. IF APPLICABLE.
Total #
% White
% Black
% Hispanic
% Other
°% Female
% Male
10
1 11
1 0
1 0
1 0
1 20
1 80
NO
❑
PART 11.
6. Is an Assurance of Compliance on file with the Department of Children and Families? If NA or NO, explain ..................
NA,
;
YES
❑
NO
❑
p car PGF tab �w'r
..Compare staff composition to the population. Are staff representative of the population? If NA or N0, explain ......................
NAB
❑
X
NO
❑
B. Compare the client composition to the population. Are race/gender composition representative of the population ? ..................
NA
❑
YE5
NO
❑
If NA or NO, explain.
NA YES, NO
B. Are employees, applicants d r ipienis informed of their protection against discrimination? .................. ............................... ❑ ❑
If YES, how? [Verbal ritten ❑ Poster If NA or NO, explain.
NO
1 1'.1. Do recruitment and notification materials advise applicants, employees and recipients of your non - discrimination policy?........ ❑
I-. NO, explain.
Y10 NO
I-.. Is there an established grievance/complaint procedure to resolve complaints of discrimination regarding service .................... j ®1 ❑
delivery or employment decisions? If NO, explain.
NA NUMBER
12. Provide the number and current status of any discrimination complaints regarding services or employment ............................ ❑
filed against the program /provider/facility within the last year.
NA E5 NO
la Are eligibility requirements for services applied to clients and applicants without regard to race, color, national origin, ........... ❑ ❑
gender, age, religion or disability? If NA or NO, explain.
NA I NO
14. Are benefits, services, and facilities available to applicants and participants in an equally effective manner ........................... ❑ ❑
regardless of race, gender, age, national origin, religion or disability? If NA or NO, explain.
Distribution os ^- '_ -• — 1- 1...1- 0 --'-- /Circuit Program Office
CF 946, Oct 2005 Packet Page -1030- Page' °t 2
1/10/2012 Item 16.D.2.
15. Are room assignments made without regard to race, color, national origin or disability for in services ? ......................... XN �� El
If NA or NO, explain. Cc\
C� D \,• O �- C�aS v, c` c NA NO
are Limited - English Proficient (LEP) applicants and recipients provided equal access to benefits including free ..................... ❑ El interpreter services? if NA or NO, explain. /
NA YZV NO
Are the programs /facilities /services accessible to mobility, hearing, and sight Impaired individuals? If NA or N0, explain...... ❑ ❑
NO
iD. Are auxiliary aids available to assure accessibility of services to hearing and sight impaired Individuals? If N0, explain........
YEY NO
19. Has aself- evaluation been conducted to identify any barriers to serving individuals with disabilities? If N0, explain ..............
20. State the name of the designated Section 504 Coordinator for compliance activities: C c'yV\p K e."i1y cz"r *'\ t
NA V NO
2-. Has Civil Rights training been conducted for local staff? If NA or NO, explain ........................................ ............................... ❑ ❑
22. SIGNATURE:
Signature and Title of Person Completing This Form
gnature of Program Manager or
1-10-12
Date Signed
Notice of Corrective Action Required: ❑ YES ❑ NO
If "Yes ", attach list of corrective actions.
Date Reviewed by Compliance Officer: Response Due:
Type of Review: ❑ On -Site ❑ Desk Review Response Received:
Comments:
Date of Last Compliance Review:
Approved as to form & legal Sufficiency
�As ant County Attorney
Se_eN "� 4 (- i3 . t..J n ; -),c
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1/10/2012 Item 16.D.2.
3. Certification Regarding Lobbying
Packet Page -1032-
1/10/2012 Item 16.D.2.
Attachment
CERTIFICATION REGARDING LOBBYING
CERTIFICATION FOR CONTRACTS, GRANTS, LOANS AND
COOPERATIVE AGREEMENTS
The undersigned certifies, to the best of his or her knowledge and belief, that:
(1) No federal appropriated funds have been paid or will be paid, by or on behalf of the
undersigned, to any person for influencing or attempting to influence an officer or an employee
of any agency, a member of congress, an officer or employee of congress, or an employee of
a member of congress in connection with the awarding of any federal contract, the making of
any federal grant, the making of any federal loan, the entering into of any cooperative
agreement, and the extension, continuation, renewal, amendment, or modification of any
federal contract, grant, loan, or cooperative agreement.
(2) If any funds other than federal appropriated funds have been paid or will be paid to any person
for influencing or attempting to influence an officer or employee of any agency, a member of
congress, an officer or employee of congress, or an employee of a member of congress in
connection with this federal contract, grant, loan, or cooperative agreement, the undersigned
shall complete and submit Standard Form -LLL, "Disclosure Form to Report Lobbying,° in
accordance with its instructions.
(3) The undersigned shall require that the language of this certification be included in the award
documents for all subawards at all tiers (including subcontracts, subgrants, and contracts
under grants, loans and cooperative agreements) and that all subrecipients shall certify and
disclose accordingly.
This certification is a material representation of fact upon which reliance was placed when this
transaction was made or entered into. Submission of this certification is a prerequisite for making
or entering into this transaction imposed by section 1352, Title 31, U.S. Code. Any person who
fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and
not more than $100,000 for each such failure.
Signature
Name of Authorized Individual
Collier County Board of County Commissioners
Name of Organization
1 -10 -12
Date
HFZ2B
Application or Contract Number
dt gf 0 anization `
ADWIGHT E. BROCK, Clerk to form &legal Sufflclgncy
By.
CF 1123, PDF 03196 Assistant County Attorney Page
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1/10/2012 Item 16.D.2.
id
4. Certification Regarding Debarment
Packet Page -1034- \ C�
Attachment
1/10/2012 Item 16. D.2.
Contract No. HFZ213
CERTIFICATION REGARDING
DEBARMENT, SUSPENSION, INELIGIBILITY AND VOLUNTARY EXCLUSION
CONTRACTS /SUBCONTRACTS
This certification is required by the regulations implementing Executive Order 12549, Debarment and Suspension,
signed February 18, 1986. The guidelines were published in the May 29, 1987 Federal Register (52 Fed. Reg., pages
20360 - 20369).
INSTRUCTIONS
1. Each provider whose contract/subcontract equals or exceeds $25,000 in federal moneys must sign
this certification prior to execution of each contract/subcontract. Additionally, providers who audit
federal programs must also sign, regardless of the contract amount. The Department of Children
and Families cannot contract with these types of providers if they are debarred or suspended by the
federal government.
2. This certification is a material representation of fact upon which reliance is placed when this
contract/subcontract is entered into. If it is later determined that the signer knowingly rendered an
erroneous certification, the Federal Government may pursue available remedies, including
suspension and /or debarment.
3. The provider shall provide immediate written notice to the contract manager at any time the
provider learns that its certification was erroneous when submitted or has become erroneous by
reason of changed circumstances.
4. The terms "debarred ", "suspended ", "ineligible ", "person ", "principal ", and "voluntarily excluded ", as
used in this certification, have the meanings set out in the Definitions and Coverage sections of
rules implementing Executive Order 12549. You may contact the department's contract manager
for assistance in obtaining a copy of those regulations.
5. The provider agrees by submitting this certification that, it shall not knowingly enter into any
subcontract with a person who is debarred, suspended, declared ineligible, or voluntarily excluded
from participation in this contract/subcontract unless authorized by the Federal Government.
>� The provider further agrees by submitting this certification that it will require each subcontractor of
c this contract/subcontract, whose payment will equal or exceed $25,000 in federal moneys, to
o submit a signed copy of this certification.
c; The Department of Children and Families may rely upon a certification of a provider that it is not
'o c debarred, suspended, ineligible, or voluntarily excluded from contracting /subcontracting unless it
knows that the certification is erroneous.
This signed certification must be kept in the contract manager's contract file. Subcontractor's
c: certification must be kept at the provider's business location.
0 v CERTIFICATION
o ~�
91) The prospective provider certifies, by signing this certification, that neither he nor his principals is
presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily
H excluded from participation in this contract/subcontract by any federal department or agency.
(2) Where the prospective provider is unable to certify to any of the statements in this certification,
CL
C such prospective provider shall attach an explanation to this certification.
1-10-12
Signature Date
Chairman
Name (type or print) Title
CF 1125, PDF 0912003 OWIGHT E. BR ^ ^"
Packet Page -1035-
By:
1/10/2012 Item 16.D.2.
5. Copy of Current Substitute Form
W -9 Filed with the Department of
Financial Services
Packet Page -1036- 1 -�,
State of Florida
Chief Financial Officer
Department of Financial Services
Bureau of Accounting
200 East Gaines Street
Tallahassee, FL 32399 -0354
Telephone: (850) 413 -5519 Fax:(850) 413 -5550
Substitute Form W -9
1/10/2012 Item 16.D.2.
In order to comply with Internal Revenue Service (IRS) regulations, we require Taxpayer Identification information
that will be used to determine whether you will receive a Form 1099 for payment(s) made to you by an agency of the
State of Florida, and whether payments are subject to Federal withholding. The information provided below must
match the information that you provide to the IRS for income tax reporting. Federal law requires the State of Florida
to take backup withholding from certain future payments if you fail to provide the information requested.
Taxpayer Identification Number (FEIN): 59- 6000558
IRS Name: COLLIER COUNTY BOARD OF COUNTY COMMISSIO
Address: 3299 TAMIAMI TRL E STE 700
NAPLES, FL
34112 -5749
Business Designation: Government Entity
Certification Statement:
Under penalties of perjury, I certify that:
1. The number shown on this form is my correct taxpayer information AND
2.1 am not subject to backup withholding because:
(a I am exempt from backup withholding or
(b; I have not been notified by the Internal Revenue Service (IRS) that I am subject to backup
withholding as a result of failure to report all interest or dividends, or
(c) the IRS has notified me that I am no longer subject to backup withholding AND
3. 1 am a U.S. citizen or other U.S. person (including U.S. resident alien)
Preparer's Name: MARLENE FOORD
Preparer's Title: GRANT COORDINATOR
Phone: 239 252 -4768
Email: madenefoord @colliergov.net
Date Submitted: 07/07/2011
Date printed from the State of Florida Substitute Form W -9 Website: 07/07/2011
Packet Page -1037- � 3
1/10/2012 Item 16. D.2.
DATE: March l 8, 2011
TO: Agency Addressed (No. 23, 2010 -2011)
FROM: Christina Smith, Director
Division of Accounting and Auditing
Department of Financial Services
SUBJECT: FLORIDA SUBSTITUTE FORM W -9 REQUIREMENTS
Vendors are required to submit a Florida Substitute Form W -9 to the Department of Financial
Services (DFS) prior to doing business with the State of Florida. A vendor is defined as an
individual or entity that provides commodities or services to the State. In addition to vendors,
any other person or entity that receives a payment from the.State that is 1099 reportable must
also submit a Substitute Form W -9 to DFS prior to payment. Refer to the object code listing at
http://www.myfloridaefo.com/aadir/eocodespdf.htm which indicates those object codes that are
1099 reportable.
The Substitute Form W-9 requires a Taxpayer Identification Number (TIN), an IRS Name and
other related information about the vendor. A TIN is an identification number used by the
Internal Revenue Service (IRS) in the administration of tax laws. A TIN may be a Social
Security Number (SSN), which is issued by the Social Security Administration (SSA) or a
Federal Employer Identification Number (FEIN), which is issued by the IRS. The IRS Name is
the individual or business entity's name on file with the IRS and should be the name used in
filing Federal income taxes.
The 3 Percent Federal Withholding Law that is to be implemented on January 1, 2012, requires
the State to collect additional information on the business designations of payment recipients
beyond what has previously been required. As a result, DFS has modified the State's Substitute
Form W -9 and must collect new W -9 forms on all existing vendors by November 1, 2011, as
well as W -9 forms on new vendors. DFS has determined that.an electronic Substitute Form W -9
is essential to efficiently process W -9 forms on over 250,000 vendors and other payment
recipients.
All vendors are required to submit their Substitute Form W -9 on DFS' new Vendor Website at
h_ps:Hflvendor myffloridacfo.com.
Both MyFloridaMarketPlace (MFMP) vendors and non -MFMP vendors must submit a Substitute
Form W -9 through the DFS Vendor Website. MFMP vendors may access the Vendor Website
directly through the link above or may link to the Vendor Website through the MFMP website.
Please note that the MFMP User ID and password will not work on DFS' Vendor Website.
IRS TIN Matchine Process and W -9 Status
After a vendor registers on the Vendor Website and submits a Form W -9, their TIN and IRS
Name will be sent through the IRS TIN Matching program for verification. The current status of
1
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1/10/2012 Item 16.D.2.
a vendor's Form W -9 will systemically update the W -9 Indicator field on the Statewide Vendor
File in FLAIR. Refer to Section III in Agency Addressed Memorandum (No. 20, 2010 -2011) for
further information on the codes displayed in the W -9 Indicator field.
A vendor will be notified of their verification result after a response is received back from IRS
TIN Matching. Instructions will be sent via e-mail to the vendor regarding how to correct their
W -9 if the verification fails. The vendor's W -9 record will be resent to IRS TIN Matching for
verification after the information is corrected on the website.
As of the date of this memorandum, the W -9 Indicator field has been populated based on
whether a vendor has submitted a hardcopy W -9 form. On Friday, March 18, 2011, the codes in
the W -9 Indicator field will be reset to provide the current status of W -9s submitted through the
Vendor Website. Therefore, nearly all W -9 Indicators will reset to "N" (No W -9 on File).
Effective November 1, 2011, all vendors must have a completed Substitute Form W -9 on file
with DFS that has been verified with. the IRS in order to receive purchase orders or payments
from the State of Florida. Edits will be placed in MFMP and FLAIR to systematically enforce
this requirement. For Purchasing Card payments, see the section below on Purchasing Card
Vendors.
Submission of Ilardcopv Form W -9s
Effective as of the date of this memorandum, DFS will not accept any hardcopy Substitute
Form W -9s &cept in situations where a vendor does not have Internet or e-mail service.
For these instances, agencies may download a hardcopy of Form W -9 at
http://www.myfloridaefo.con-daadir/SubsfituteFormW9.litm and provide the form to the vendor.
The vendor should fax or mail the completed and signed Substitute Form W -9 to the contact
information provided at the end of this memorandum.
DFS will not accept an IRS Form W -9. Florida's Substitute Form W -9 requires information
specific to Florida's tax reporting and is the only form that will be accepted.
Purchasing Card Vendors
Purchasing Card vendors are required to submit a Substitute Form W -9 to DFS in order to
maintain data integrity in the FLAIR Statewide Vendor File. However, under current IRS
regulations, DFS is not required to issue Form 1099s for purchasing card payments, or withhold
3 percent from purchasing card payments under the 3 Percent Federal Withholding Law being
implemented on January 1, 2012. Therefore, purchasing card payments will by -pass FLAIR
edits being implemented on November 1, 2011, requiring a valid Form W -9 (i.e., purchasing
card payments will be processed regardless of whether a Form W -9 is on file with DFS).
Foreign Vendors without a TIN
Foreign Vendors doing business with the State of Florida that do not have a TIN issued by the
U.S. Government will need to contact the DFS Vendor Management Section.
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1/10/2012 Item 16.D.2.
Vendor Inquiry into W -9 Status
The vendor can determine the status of their vendor record and Substitute Form W -9 via two
methods:
1. A MFMP vendor may access their vendor registration in MFMP, which will provide a
W -9 status acquired from the information sent in the nightly batch to MFMP from
FLAIR.
2. Any vendor may access their Substitute Form W -9 record via the DFS Vendor Website.
The current status of the vendor's Substitute Form W -9 will be displayed when the
vendor signs into the website.
Updates to Form W -9
Once a Substitute Form W -9 has been verified by the IRS, vendors may use the DFS Vendor
Website to make updates to their Form W -9 if necessary. If a vendor needs to change their TIN,
they must contact the DFS Vendor Management Section. All other changes to the vendor's
Form W -9 may be performed through the Vendor Website. Changes to the vendor's TIN or IRS
Name will require resubmission through the IRS TIN Matching process. If a MFMP vendor
updates their TIN or IRS Name on their Form W -9 to something different than their TIN or 1099
Name in MFMP, they should contact the MFMP Customer Service Desk at (866) 352 -3776 or
VendorHelp MyFloridaMarketPlace.com.
Contact Information:
Department of Financial Services
Bureau of Accounting/Vendor Management Section
200 East Gaines Street
Tallahassee, Florida 32399 -0354
Phone: (850) 413 -5519
Fax: (850) 413 -5550
Email: FLW9(rdmygoridacfo.com
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1/10/2012 Item 16.D.2.
6. Copy of Current Certification of
Liability Insurance
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I1
1/10/2012 Item 16.D.2.
A� 11.
CERTIFICATE OF LIABILITY INSURANCE
DATE (MMIDD/YYYY)
12107111
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS
CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES
BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED
REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATION IS WAIVED, subject to
the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the
certificate holder in lieu of such endorsement(s).
PRODUCER 239 - 649 -1444
Insurance and Risk Management 239 -649 -7933
Services, Inc.
8950 Fontana Del Sol Way #200
Naples, FL 34109.4374
William H. Kuhlman, CPCU, ARM
NAMET
PHONE FAIL No
E411AIL
ADDRESS:
PRODUCER COCCI -2
INSURER(SJ AFFORDING COVERAGE
NAIC 0
INSURED Collier County Board
of County Commissioners
3301 Tamiami Trail East, #D
Naples, FL 34112
INSURER A : Princeton Excess i Surplus
1 0786
INSURER B : Underwriters at Lloyds
EACH OCCURRENCE
INSURER C : Princeton Excess i Surplus
10786
INSURER D
A
INSURER E
INSURER F :
84A3Ex000001608
a
THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD
INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS
CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS,
EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
INSR
LTR
TYPE OF INSURANCE
POLICY NUMBER
MM/DD�
MMIDD EXP
LIMITS
GENERAL LIABILITY
EACH OCCURRENCE
$ 1,000,00
PREMISES Ea occurrence
$ Included
A
X COMMERCIAL GENERAL LIABILITY
84A3Ex000001608
10101/11
10/01!12
MED EXP (Any one person)
$ 1,00
CLAIMS -MADE � OCCUR
PERSONAL & ADV INJURY
$ Included
IR$200,000OCCURRENCE
A
I:R$100,000PERPERSON I
10/01/11
10/01112
X
Professional Liab
GENERAL AGGREGATE
$ 1,000,000
GEN'LAGGREGATELIMITAPPLIESPER:
PRODUCTS - COMPIOPAGG
$ 1,000,000
Prof.
$ 1,000,00
POLICY X PRO LOC
FCT F-1
A
AUTOMOBILE
X
LIABILITY
ANY AUTO
3EX0000016M
10/01/11
10/01/12
COMBINED SINGLE LIMIT
(Eaaccident) i
$ 1'000'00
BODILY INJURY (Per person) 1
$
BODILY INJURY (Per accident)
$
ALL OWNED AUTOS
X
SCHEDULED AUTOS
HIRED AUTOS
SIR $200,000 OCCURRENCE
SIR $100,000 PER PERSON
(,
(PROPERTY
DAMAGE
(Per accident)
$
$
X
NON -OWNEDAUTOS
I
$
C
X
UMBRELLA LIAB
EXCESS LUAB
X
OCCUR
CLAIMS -MADE
64A3FF000001108
.
10/01 H 1
10/01/12
EACH OCCURRENCE
$ 1,000.000
AGGREGATE
$ 1,000,00
DEDUCTIBLE
Excess
s
Gen. Liab
$
RETENTION $
A
WORKERS COMPENSATION
AND EMPLOYERS' LIABILITY
ANY PROPRIETORIPARTNERIEXECUTIVE YIN
F-7
000
64A3EX001608
10/01/11
10101112
X WC STATU- O R
Y
E.L. EACH ACCIDENT
$ 600.000
E.L. DISEASE - EA EMPLOYE
$ 600,000
OFFICERWEMBER EXCLUDED?
(Mandatory In NMI
NIA
S0
E.LDISEASE- POLICY LIMIT
$ 600,00
Ifyes,
DE SCdescribeRIPTION undeOF r OPERATIONS below
B
Property
N71NA01471
04101111
04101/12
Primary 26,000,00
5% Named Storm
REPLACEM COSTISPECIAL
AOP Reten 60,00
DESCRIPTION OF OPERATIONS I LOCATIONS I VEHICLES (Attach ACORD 101, Additional Remarks Schedule, N more space is required)
Self Insured Retention included within limits of liability as allowed by
Florida Statute 768.28.
FLORD23
Florida Department of Children
8r Families Contract Serv. Unit
2295 Victoria Ave
Fort Myers, FL 33901
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE
THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN
ACCORDANCE WITH THE POLICY PROVISIONS.
AUTHORIZED REPRESENTATIVE
m 1988 -2009 ACORD CORPORATION. All rights reserved.
ACORD 25 (2009/09) The ACORD name and logo are registered marks of ACORD
Packet Page -1042-
60
1/10/2012 Item 16.D.2.
7. Vendor Certification Regarding
Scrutinized Companies Lists
Packet Page -1043- 1
1/10/2012 Item 16.D.2.
t VENDOR CERTIFICATION REGARDING
SCRUTINIZED COMPANIES LISTS
Respondent Vendor Name: Collier County Board of County Commissioners
Vendor FEIN: 59- 6000558
Vendor's Authorized
Representative Nama and Title:
Address:
Sllitp- #301
City: Naples State: FL Zip:341 42 -5746
Phone Number: 239- 252 -8097
Email Address: - . _
Section 287.135, Florida Statutes, prohibits agencies from contracting with companies, for goods or
services over $1,000,000, that are on either the Scrutinized Companies with Activities in Sudan List or
the Scrutinized Companies with Activities in the Iran Petroleum Energy Sector List. Both lists are
created pursuant to section 215.473, Florida Statutes.
As the person authorized to sign on behalf of Respondent, I hereby certify that the company identified
above in the section entitled "Respondent Vendor Name" is not listed on either the Scrutinized
Companies with Activities in Sudan List or the Scrutinized Companies with Activities in the Iran
Petroleum Energy Sector List. I understand that pursuant to section 287.135, Florida Statutes, the
submission of a false certification may subject company to civil penalties, attorney's fees, and /or
costs.
Certified By: r r 1- i rmgn -
who is authorized to sign on behalf of the above referenced company.
Authorized Signature
Print Name and Title:
ATTEST:
DWIGHT E. BROCK, Clerk AgPPrOV8101 as to form & legal Sufficlenev
By:
CF 1110, Jul 2011
�►ssistant County Attorney
Packet Page -1044- / (3 ��•_
QC
1/10/2012 Item 16.D.2.
8. Certification of Executive
Compensation Reporting
Requirements for FFATA
Packet Page - 1045 -mil
1/10/2012 Item 16.D.2.
Certification of
Executive Compensation Reporting Requirements
The Federal Funding Accountability and Transparency Act (FFATA) requires that certain information
pertaining to federal awards (federal financial assistance and expenditures) be made available to the
public. Federal awards include grants, subgrants, loans, awards, cooperative agreements and other
forms of financial assistance as well as contracts, subcontracts, direct orders, task orders, and delivery
orders. Organizations meeting the Reporting Criteria listed below must disclose the total compensation
of their five most highly paid executives.
I
Reporting Criteria: During the preceding fiscal year the organization identified below
received more than $25 million in total federal funding, AND the federal funds received
during that fiscal year accounted for more than 80% of the Provider's annual gross revenue.
as an authorized representative of
Collier County Board of County Commissioners, certify that my organization:
[check which statement applies]
❑ is required to report Executive Compensation in compliance with FFATA.
K] is not required to report Executive Compensation in compliance with FFATA.
Exemption:
The organization is exempt from reporting executive compensation information if [check if applicable]:
❑ The public already has access to this information about the compensation of the executives of this
organization through periodic reports filed under section 13(a) or 15(d) of the Securities Exchange
Act of 1934 (15 U.S.C. §§ 78m(a), 78o(d)) or section 6104 of the Internal Revenue Code of 1986.
The undersigned certifies the foregoing information is accurate and complete to the best of his or her
knowledge and belief.
Signature
Name of Authorized inaiviuual (print)
Provider's DUNS Number: 076997790
1-10-12
Date
Position Title of Aut oftzed Individual
Contract Number: HFZ2B
Even if you are not subject to executive compensation reporting, you must also complete the top part of
page 2 of this form. To report the executive compensation information required by FFATA, complete the
bottom part and sign page 2 of this form.
According to federal law FFATA information must be reported to the Department of Children and Families
not later than the end of the month following the month during which an award in excess of $25,000 of
federal funds was made to your organization, or during which a lesser amount was awarded but the
cumulative value of funds made pursuant to this and previous awards exceeds $25,000.
Approved as to form & legal Sufficiency
ATTEST:
DWIGHT E. BROCK, Clerk
CF 1111, Sep 2011 ` `rl - "go 1 of 2
By: Packet Page -1046- Aseist t County Attorney a
Provider Name:
1/10/2012 Item 16.D.2.
Certification of
Executive Compensation Reporting Requirements
Collier County Board of County Commissioners
Provider Address: 3299 Tami ami Tra i 1
Suite 303
Naples FL, 34112 —S74F
Zip plus four is required
Contract No.: HFZ213 Total Amount: $ 63,397
Total Amount of Federal Funds in contract: $ 0.0 0
Contract Beginning Date: Ending Date: 06/30/2012
CFDA Number: N/ A Provider's DUNS Number: 0 7 6 9 9 7 7 9 0
City, State and Zip plus four of
Principal Place of Performance:
Naples, FL 34112 -5746
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Provider's Top 5 Most Hiahiv Compensated Executives & Compensation Information
"Total compensation" means the cash and noncash dollar value earned by the executive during the entity's preceding completed fiscal
year and includes the following (for more information see 17 CFR 229.402(c)(2)):
(1). Salary and bonus.
(ii). Awards of stock, stock options, and stock appreciation rights. Use the dollar amount recognized for financial statement reporting
purposes with respect to the fiscal year in accordance with the Statement of Financial Accounting Standards No. 123 (Revised 2004)
(FAS 123R), Shared Based Payments.
(iii). Earnings for services under non - equity incentive plans. Does not include group life, health, hospitalization or medical
reimbursement plans that do not discriminate In favor of executives, and are available generally to all salaried employees.
(iv) Change in pension value. This is the change in present value of defined benefit and actuarial pension plans.
(v). Above - market earnings on deferred compensation which is not tax- qualified.
(A). Other compensation, if the aggregate value of all such other compensation for the executive exceeds $10,000. Examples of other
compensation are severance, termination payments, value of life Insurance paid on behalf of the employee, perquisites or property ii the
value for the executive exceeds $10,000.
The undersigned certifies, to the best of his or her knowledge and belief, that the information
provided above to satisfy the Executive Compensation Reporting Requirement is complete and
accurate.
1 -10 -12
Signature ATTEST: Date
DWIGHT E. BROCK, Clerk
Name of Authorized Individuai,(pdnt) Position Title of Authorized Individual
t y.
Packet Page -1047- Page 2 of 2
�L3
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"Total compensation" means the cash and noncash dollar value earned by the executive during the entity's preceding completed fiscal
year and includes the following (for more information see 17 CFR 229.402(c)(2)):
(1). Salary and bonus.
(ii). Awards of stock, stock options, and stock appreciation rights. Use the dollar amount recognized for financial statement reporting
purposes with respect to the fiscal year in accordance with the Statement of Financial Accounting Standards No. 123 (Revised 2004)
(FAS 123R), Shared Based Payments.
(iii). Earnings for services under non - equity incentive plans. Does not include group life, health, hospitalization or medical
reimbursement plans that do not discriminate In favor of executives, and are available generally to all salaried employees.
(iv) Change in pension value. This is the change in present value of defined benefit and actuarial pension plans.
(v). Above - market earnings on deferred compensation which is not tax- qualified.
(A). Other compensation, if the aggregate value of all such other compensation for the executive exceeds $10,000. Examples of other
compensation are severance, termination payments, value of life Insurance paid on behalf of the employee, perquisites or property ii the
value for the executive exceeds $10,000.
The undersigned certifies, to the best of his or her knowledge and belief, that the information
provided above to satisfy the Executive Compensation Reporting Requirement is complete and
accurate.
1 -10 -12
Signature ATTEST: Date
DWIGHT E. BROCK, Clerk
Name of Authorized Individuai,(pdnt) Position Title of Authorized Individual
t y.
Packet Page -1047- Page 2 of 2
�L3
1/10/2012 Item 16. D.2.
9. Support to the Deaf or Hard of
Hearing Attestation Form
H
Packet Page - 1048 - c�-�I
1/10/2012 Item 16.D.2.
f
To support effective communications for customers or companions who are deaf or hard -of
hearing, in accordance with the Settlement Agreement between the U.S. Department of Health
and Human Services (HHS) and Department of Children and Families (DCF), every provider and
subcontractor employee is required to know or be familiar with the following
• Name, contact information, and role & responsibility for your DCF Contract Agency
Single- Point -of- Contact.
• Name, contact information, and role & responsibility for the DCF ADA/504
Coordinator,
• Requirements of Section 504 of the Rehabilitation Act of 1973, 29 U.S.C.794, as
implemented bye C.F.IL Part 84, the Americans with Disabilities Act of 1990 (ADA), 42
U.S.C. 12131, as implemented by 28 C.F.R. Part 35, and the Children and Families
Operating Procedure (CFOP) 60-10, Chapter 4 entitled "Auxiliary Aids and Services for
the Deaf or Hard -of- Hearing".
Contact Information and Roles and Responsibilities
My Single - Point -Of-- Contact at my location is:
This Single- Point -Of- Contact's responsibility is to:
1. Ensure effective communication with deaf or hard -of- hearing Customers or Companions in
accordance with the ADA and/or Section 504.
2. Capture the information required in the Auxiliary Aid Service Record described in Section G.8
within each Customer's case record.
3. Summarize the records into a report and submit to the DCF Contract Manager who will forward
to the appropriate DCF ADA/Section 504 Coordinator.
4. Ensure that information is provided to any agency to which a deaf or hard -of- hearing Customer or
Companion is referred about the disabled person's requested auxiliary aid or service.
5. Designate a Single- Point -0f -- Contact as each contractual agreement with DCF is renewed.
Page l
Packet Page -1049-
j:
1
r
1
a
j
Packet Page -1049-
1/10/2012 Item 16.D.2.
DCF ADA/SECTION 504 COORDINATORS
The ADA/504 Coordinator's responsibility is to:
. Disseminate specific plans and procedures to fully implement this agreement.
2. Analyze data collection collected in the Auxiliary Aid and Service Record and implement any
corrective action plan, if warranted.
3. Answer questions and provide appropriate assistance regarding immediate access to and proper
use of appropriate auxiliary aids and services.
4. Identify, develop and coordinate the distribution of qualified sign language and/or oral
interpreters for the Direct Service Facilities.
5. Keep abreast of new technology and resources for ensuring effective communication with deaf or
hard-of-hearing persons.
6. Cooperate with the Independent Consultant in implementing the terms of the Agreement.
7. Submit a report describing the method for capturing all information required in the Customer
Communication Template and Auxiliary Aid and Service Record.
8. Communicate with each Single - Point -of- Contact concerning services to deaf or hard -of hearing
Customers or Companions.
I, Inscrt Fmlaloyee's Naine '`'" aattest to the following:
1. 1 received the names, contact information, and Roles & Responsibilities for the Contract
Agency Single- Point -of- Contact and the DCF ADA/504 Coordinator.
2. I understand that I will contact the Contract Agency Single Point -of- Contact, within my office,
regarding assistance with the delivery of services to deaf or hard. -of- hearing customers.
3. 1 am familiar with the requirements of Section 504, the ADA, and the CFOP 60 -10, Chapter 4,
entitled, Auxiliary Aids and Services for the Deaf or Hard -of Hearing.
Q. i f
Slgna Date
*This document will be maintained in the perWMSl file.
Page 2
I
w
:'AN
Pamela Thornton
850 487 - 1904 -
Pamcla_Thotnto dcfetate.fl.us
Juari_.Cox dcfstatefl.us
Headquarte rs
Northwest
Juan Cox
850 488 -0831
Northeast
Rafael Bello
386 254 -3711
RafaeL.Bello f.stato.fl.us
Pamela -- � f state.fl.us
Central
Pamela Philli s
407 999 -5322
SunCoast
Sharon Pimle Fo
813 558 5656
Sharon. -L Rimle -Fon dcf state.fl.us
Southeast
Caroline Johnson
561 837 -5538
Carotin ohnsoa c£state.fl.us
Southern
Roosevelt Johnson
305 377 -5219
Rooseve1LJohnson £state.R.Us
The ADA/504 Coordinator's responsibility is to:
. Disseminate specific plans and procedures to fully implement this agreement.
2. Analyze data collection collected in the Auxiliary Aid and Service Record and implement any
corrective action plan, if warranted.
3. Answer questions and provide appropriate assistance regarding immediate access to and proper
use of appropriate auxiliary aids and services.
4. Identify, develop and coordinate the distribution of qualified sign language and/or oral
interpreters for the Direct Service Facilities.
5. Keep abreast of new technology and resources for ensuring effective communication with deaf or
hard-of-hearing persons.
6. Cooperate with the Independent Consultant in implementing the terms of the Agreement.
7. Submit a report describing the method for capturing all information required in the Customer
Communication Template and Auxiliary Aid and Service Record.
8. Communicate with each Single - Point -of- Contact concerning services to deaf or hard -of hearing
Customers or Companions.
I, Inscrt Fmlaloyee's Naine '`'" aattest to the following:
1. 1 received the names, contact information, and Roles & Responsibilities for the Contract
Agency Single- Point -of- Contact and the DCF ADA/504 Coordinator.
2. I understand that I will contact the Contract Agency Single Point -of- Contact, within my office,
regarding assistance with the delivery of services to deaf or hard. -of- hearing customers.
3. 1 am familiar with the requirements of Section 504, the ADA, and the CFOP 60 -10, Chapter 4,
entitled, Auxiliary Aids and Services for the Deaf or Hard -of Hearing.
Q. i f
Slgna Date
*This document will be maintained in the perWMSl file.
Page 2
I
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:'AN
1/10/2012 Item 16.D.2.
10. Implementation of Coordinated
Contract Services
Packet Page -1051- ;1
Notification of Coordination of Contracted Services
Sample Text for Initial Notice
Dear Provider:
1/10/2012 Item 16.D.2.
On May 28, 2010, Governor Charlie Crist signed into law Chapter 2010 -151, Laws of
Florida, which created Section 287.0575, F.S., "Coordination of Contracted Services ".
The provisions set forth in this legislation became effective July 1, 2010. The law can be
viewed at: http:// laws. flrules .orp,/files/Ck 2010- 15Lpdf.
Section 287.0575, F.S., mandates various duties and responsibilities for certain state
agencies and their contracted service providers, and requires the following five Florida
health and human services agencies to coordinate their management of contracted services:
Department of Children and Families, Agency for Persons with Disabilities, Department of
Health, Department of Elderly Affairs, and Department of Veterans' Affairs, where
applicable.
In accordance with s. 287.0575(2), F.S., no later than October, 1, 2010, each contract
service provider that has more than one contract with one or more of the five Florida
health and human services agencies must provide a comprehensive list of their health and
human services contracts to their respective Contract Manager(s). To assist you in
complying with this requirement, enclosed please find a template which may be utilized in
this regard. The list must include the following information about each contract:
• Name of the contracting state agency and the applicable office or program
issuing the contract.
• Contract name and number.
• Starting and ending dates.
• Total amount.
• A brief description of the purpose of the contract and the types of services
provided under the contract.
• Name and contact information of the Contract Manager.
You may receive multiple copies of this letter. Please respond to each of the Contract
Managers from whom you receive this letter.
Thank you in advance for submitting the list of contracts no later than October 1, 2010,
and for your compliance with the requirements of s. 287.0575, F.S. Should you have any
questions, please contact your Contract Manager.
Packet Page -1052-
9,i�
1/10/2012 Item 16.D.2.
g
federal
funding from
US
Department
of Health and
Human
Services) t
Dept. of Elder Title IIIE 0 �n12/31/11 $72,000 enm Affairs 01
Packet Page - 1053 -�
Implementation of Senate Bill 2386
Begin
End
Amount
Descripti Manager
Phone
Agency N ame
Number
on
Artie Bay
239-252 -
Dept. of EMS
C -0011
2/8/11
6/30/12
$78,484
Pre-
hospital
3756
Health County
EMS
Grant
$95,490
services
Aszheime
239-252 -
Dept. of Elder ADI
203.10
7/1/10
6/30/11
p
Fr nco
2689
Affairs 2010 -
Disease
2011
support
services
«
Dept. of Elder CCE
203.10
7/1/10
6/30/11
$655,478
tyCaare
Affairs 2010-
for the
2011
elderly
«
Dept. of Elder HCE
203.10
7/1/10
6/30/11
$85,066
Carne for
Affairs 2010-
the
2011
elderl
«
Dept. of Elder ADI
203.11
7/1/11
6/30/12
$95,490
Aszheime
Affairs 2011-
Disease
2012
support
services
«
Dept. of Elder CCE
203.11
7/1/11
6/30/12
$653,779 tyCaare
Affairs 2011-
for the
2012
elderly
«
Dept. of Elder HCE
203.11
7/1/11
6/30/12
$85,066
Carne for
Affairs 2011-
the
2012
elderl
Dept. of Elder Title IIIB OAA
1/1/11
12/31/11 $380,000 Transport
ation
Affairs
203.201
support
(ori inates as
1
services
g
federal
funding from
US
Department
of Health and
Human
Services) t
Dept. of Elder Title IIIE 0 �n12/31/11 $72,000 enm Affairs 01
Packet Page - 1053 -�
nates as
al
F
1
funding from
US
Department
of Health and
Human
Services)
Dept. of Elder Title C 1 A
Affairs
203.201
(originates as
1
federal
funding from
US
Department
of Health and
Human
Services)
Dept. of Elder
Title C2 AA
Affairs
20 O1
(originates as
1
federal
funding from
US
Department
of Health and
Human
Services)
Dept. of Elder
Nutrition NSIP
Affairs
Services 203.11
(originates as
Incentive
federal
Program
funding from
2010 -
US
2011
Department
of Health and
Human
Services)
1/10/2012 Item 16.D.2.
services,
grandpar
ent
services
1 /1 /11 12/31/11 $ �Cteomeal ngrega I "
s
1 /1 /11 12/31/11 $250,000 Home "
delivered
meals
10 /l /10 9/30/11 $41,470 Delivery
fineals
to older
individua
Is
Packet Page -1054-
r�M
�M
'� 0
1/10/2012 Item 16.D.2.
Dept. of Elder Nutrition NSIP 2 10 /1 /11 9/30/12 $43,602 onf meals
Affairs Services 203 to older
(originates as Incentive individua
federal Program is
funding from 2011 -
US 2012
Department
of Health and
Human
Services)
Collier County Challenge HFZ2B
Housing,
Human &
Veteran
Services
06/30/12 1 $63,397
Packet Page -1055-
Aid to Sandra 239-252 -
Homeless Marrero 2399
3i
1/10/2012 Item 16. D.2.
11. Original Written Delegation of
Authority on Agency's Official
Letterhead with a Sample Signature
Packet Page -1056- 3 1
co per couHty 1/10/2012 Item 16.D.2.
Public Services Division
Housing, Human & Veteran Services
December 6, 2011
Mr. Bob Farr
Department of Children and Families
Contract Service Unit
Circuit 20 /Suncoast Region /Fort Myers
P.O. Box 60085
Fort Myers, FL 33906 -0085
Re: Collier County 2011 State Challenge Grant Documentation
Dear Mr. Farr:
Collier County Point of Contact for the DCF State Challenge Grant is Ms. Kimberley Grant, Interim
Director of the Collier County Housing, Human & Veteran Services Department Please grant her
signatory authority for monthly reporting and grant draw - downs.
Please see below for a sample of her signature.
Should you have any questions regarding the information contained in this letter, please contact Ms.
Margo Castorena, Grant Operations Manager at (239) 252 -2912.
Sincerely,
Chairman, Board of County Commissioners
Sample signature of Ms. Kimberley Grant, Interim Director, Collier County Department of Housing,
Human & Veteran Services:
Kimberley Grant
Housing,
Human andf7
Veteran AServices
of Collier County
3339 Tamiami Trail East, Suite 211 • Naples, FL 34112 -5361
239 - 252 -CARE (2273) • 239 252 -HOME (4663) - 239 - 252 -CAFE (2 Packet Page -1057-' 239 - 252 -VETS (8387) - w w.colliergov.netthumanservices
1/10/2012 Item 16.D.2.
12. Proof of Registration in
MyFlorida Marketplace
Packet Page -1058- � q
1/10/2012 Item 16.D.2.
Please print this page for your records.
Print d
Registration Summary
General Vendor Information
Vendor Name: Collier County Housing, Human &Veteran
Services
Short Name (Does Business As): Collier County BCC
Ariba Network ID:
Dun and Bradstreet Number:
Web Site:
Federal Tax ID Number:
Name that appears on 1099 Form:
W9 Status:
DFS W9 Last Update Date:
Business Designation:
Contacts
hftp://co.collier.fl.us
F596000558
Board of County Commissioners, Collier County
Valid W -9 on File
Oct 20, 2011
Government Entity - County
Name
Title
Phone
Fax
Email
Nancy Mesa
Accountant
239 - 252 -5770
239 - 252 -2638
nancymesa @colliergov.net
Constance Murray
General Operations Manager
239 - 774 -8481
239 - 774 -2096
Connie.Murray @collierclerk.com
Wendy Klopf
Operations Coordinator
239 - 252 -2901
239 - 252 -2638
WendyKlopf @colliergov.net
Kimberley Grant
Interim Director
239 - 252 -6287
238 - 252 -2638
KimberleyGrant @colliergov.net
Locations
Collier County BCC Seauence 149
P.O. Info: Remit To: Billing Contact:
Orders: EMAI L Fax:239 -744 -2096 Email:
Email:Connie.Murray @collierclerk.com Contact: Constance Murray Fax:239- 774 -2096
Fax:239- 744 -8481 Contact: Constance Murray
Contact:Constance Murray
3299 Tamiami Trail E 3299 Tamiami Trail E 3299 Tamiami Trail E
7th Floor 7th Floor 7th Floor
Naples, FL 34112 Naples, FL 34112 Naples, FL 34112
Collier Collier Collier
us US US
CC Housina.Human & Veteran Ser
P.O. Info: Remit To:
Orders:EMAIL Fax:239- 774 -2096
Email:nancymesa @ colliergov.net Contact: Constance Murray
Fax:239- 252 -2638
Contact:Nancy Mesa
Packet Page -1059-
Seauence157
Billing Contact:
Email:
Fax:239- 252 -2638
Contact:Nancy Mesa
3
3339 Tamiami Trail E
Suite 211
Naples, FL 34112
Collier
us
3299 Tamiami Trail East
7th Floor
Naples, FL 34112
Collier
us
CC Housina.Human & Veteran Ser
P.O. Info: Remit To:
Orders: EMAI L Fax:239- 252 -2638
Email:nancymesa @colliergov.net Contact: Constance Murray
Fax:239- 252 -2638
Contact:Nancy Mesa
3339 Tamiami Trail East
Suite 211
Naples, FL 34112
Collier
us
3299 Tamiami Trail E
7th Floor
Naples, FL 34112
Collier
us
Certified Business Enterprise Info (CBE)
1/10/2012 Item 16.D.2.
3339 Tamiami Trail East
Suite 211
Naples, FL 34112
Collier
us
Seauence144
Billing Contact:
Email:
Fax:239- 252 -2638
Contact:Nancy Mesa
3339 Tamiami Trail East
Suite 211
Naples, FL 34112
Collier
us
Minority Business Designation: Non - Minority
Woman Owned Designation: Non - Woman -Owned
SDVBE Owned Designation: Non -SDVBE
Solicitation Selection
Florida Terms of Use
Commodity Codes
No Commodity Codes Selected
Registered for Solicitations: No
Registered for VBS: No
Accepted: 07/21/2003 by Gary Young
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Copyright @ 2009 State of Florida
MyFloridaMarketPlace Vendor Registration Customer Service: 866- FLA -EPRO (866- 352 -3776)
Packet Page -1060- ,`�G
1/10/2012 Item 16.D.2.
13. Copy of Proof of Registration
with IRS
Packet Page -1061- ^�
IHIERNAL REVENUE SERVICE
DISTRICT DIRECTOR
C - 1130
ATLANTA. GA 30301
1/10/2012 Item 16.D.2.
DEPARTMENT OF THE TREASURY
(rate: Employer Identificatic•s Number:
j 4 59- 2752CVS
Contact Person:
LORETTA HAMILTON
SHELTER FOR AFUSED WOMEN OF COLLIER Contact Telephone Number:
COUNTY INC .(104) 331 -0170
Pit FOX loloz
NbFt,ES, FL 33941
Addendum Appliet:
No
Dear Applicant:
Eased os the information you recently submitted, rre have classified
Your organization as one that is sot a private fossdatios Nithis the meaning
Of section S09(a) of the Internal Revenue Code because you are described is
sections 509(5) (1) and 170(b) (1) (A) (vi).
Your exempt status under section 501(a) of the Internal Revenue Code as
an organization described is 501(c)(3) is still is effect.
This classification is based on the asiumption that your operations will
c ?ntinge as You have stated. If your sources of supports or your purposesl
character, or method of operation chasgel please let us km0H so we can Consider
the effect of the change on your exempt status and fousdatlos status.
This supersedes our letter dated January 131 1992.
Grantors and contributors may rely on this determination unless the
Internal Revenue Service publishes nrtice to the contrary. However, if you
lose jcur section 509(a)(1) statiss a grantor or contributor may not rely on
this determinatiom if he or she was is part respossible fors or was aware of,
the art or failure to act, or the substantial or material change ou the part of
the orgasisaliom that resulted im yaur loss of such statust or if he or she
acquired knowledge that the Internal Revenue Service had given Notice that you
would no longer be classified as a secf)os 509(5)(1) organization.
_ If sm bave imAicated is the heading of this letter that as addendum
- appliiry "emdum enclosed is an istegral part of this letter_
Because this letter could help resolve any questions about your private
fvridatiou status• yon should keep it in your permanent records.
-2-
SHELTER FOR aUSED ROMER OF COLLIER
Letter 1078(00/CG)
If you have any questions, please CQntact the persou Ilhose name and
telephone number are sho,ls above.
Packet Page - 1062 -.1y yours,
It
id
id
3�
INTERNAL REVENUE SERVICE
P. O. SOX 2508 .
CINCINNATI, OH 45201
Date: DEC 12 ?005
ST MATTEMS HOUSE INC
2001 AIRPORT RD S
NAPLES, FL 34112 -0000
Dear Applicant:
1/10/2012 Item 16.D.2.
DEPARTMENT OF THE TREASURY
Employer Identification Number:
65- 1110501
DLN:
17053309744075
Contact Person:
THOMAS C KOESTER ID# 31116
Contact Telephone Number:
(877) 829 -5500
Public Charity Status:
170 (b) (1) (A) (vi)
Our letter dated March 2002, stated you would be exempt from Federal
income tax under section 501(c)(3) of the Internal Revenue Code, and you would
be treated as a public charity, rather than as a private foundation, during
an advance ruling period.
Based on the information you submitted, you are classified as a public charity
under the Code section listed in the heading of this letter. Since your
exempt status was not under consideration, you continue to be classified as
an organization exempt from Federal income tax under section 501(c)(3) of the
Code.
Publication 557, Tax- Exempt Status for Your Organization, provides detailed
information about your rights and responsibilities as an exempt organization.
You may request a copy by calling the toll -free number for forms,
(800) 829 -3676. Information is also available on our Internet web Site at
www.irs.gov.
If you have general questions about exempt organizations, please call our
toll -free number shown in the heading between 8:30 a.m. - 5:30 p.m. Eastern
time.
Please keep this letter in your permanent records.
Sincerely yours,
`...3F v5
Lois G. Lerner
Director, Exempt Organizations
Rulings and Agreements
Letter 1050 (DO /CG)
Packet Page -1063-
1/10/2012 Item 16.D.2.
state of Florida Substitute Form W -9 for COLLIER COUNTY BOARD OF COUNTY COMMISSIO.txt
From: FLW9 @myfloridacfo.com
sent: Monday, July 11, 2011 12:21 PM
To: FoordMarlene
Subject: state of Florida Substitute Form W -9 for COLLIER COUNTY BOARD OF
COUNTY COMMISSIO
Thank you for registering with the Florida Department of Financial services (DFS).
we received
your completed Florida substitute Form w -9. Information from this form was
submitted to the
Internal Revenue service (IRS) for Taxpayer Identification Number (TIN) matching.
The results from the IRS Tin Matching show your IRS Name /TIN combination matches
their
records. Based on this match we have activated your Florida substitute Form w -9.
There are no
further actions required at this time.
If you need to update your Florida substitute Form w -9 for any of the following
reasons, please
return to the Florida vendor website:
* You have a change in business designation (i.e., you incorporate your sole
proprietorship).
• You change your address, telephone number or e-mail address.
• You are notified by the IRS that you are subject to backup withholding.
• You add a Doing Business As (DBA) Name.
NOTE: If you change your TIN or sell or close your business, please contact the
vendor
Management section at (850) 413 -5519 or FLw9@myfloridacfo.com. Please do not
include
Social Security Numbers in any emails sent to the vendor Management section.
Thank You
vendor Management section
Florida Department Of Financial Services
Phone: (850) 413 -5519
Fax: (850) 413 -5550
Email: FLw9@myfloridacfo.com
Page 1
Packet Page -1064- LA
1/10/2012 Item 16.D.2.
14. Emergency Preparedness Plan
Checklist
Packet Page -1065- l
1/10/2012 Item 16.D.2.
St. Matthew's House Emergency
Preparedness Plan
Packet Page -1066- 'A a
1/10/2012 Item 16.D.2.
St. Matthew's House will follow all county, state and federal guidelines for
hurricane preparedness, evacuation, and reentry. The north Atlantic hurricane
season begins June 1 and lasts through November 30.
Each department will have procedures to follow upon an impending hurricane.
Department heads are responsible to orientate staff on these procedures
In the event that an evacuation is required, St. Matthew's employees will be
given letters of proof of employment to gain access back to the facility.
Hurricanes are rated by the following categories:
Category 1:
74 -95 mph, minimal damage to trees and unanchored mobile homes
Category 2.
96 -110 mph, moderate damage to some roofs, doors and windows
Category 3.
111 -130 mph, extensive damage to small residences, large trees down,
mobile homes destroyed.
Category 4.•
131 -155 mph, extreme damage causing complete roof failures, extensive
damage to doors and windows.
Category 5.-
155 and over, catastrophic damage causing complete building failures,
major damage to lower floors of structures within 500 feet of shoreline.
Packet Page - 1067 -.�
St Matthew's House, Inc.
Policy and Procedure Manual
Policy Number
Effective Date
Subject
Hurricane Preparedness
Page
Supersedes
Approval Signature
Title
Armroval Signature
Title
President/CEO
St. Matthew's House will follow all county, state and federal guidelines for
hurricane preparedness, evacuation, and reentry. The north Atlantic hurricane
season begins June 1 and lasts through November 30.
Each department will have procedures to follow upon an impending hurricane.
Department heads are responsible to orientate staff on these procedures
In the event that an evacuation is required, St. Matthew's employees will be
given letters of proof of employment to gain access back to the facility.
Hurricanes are rated by the following categories:
Category 1:
74 -95 mph, minimal damage to trees and unanchored mobile homes
Category 2.
96 -110 mph, moderate damage to some roofs, doors and windows
Category 3.
111 -130 mph, extensive damage to small residences, large trees down,
mobile homes destroyed.
Category 4.•
131 -155 mph, extreme damage causing complete roof failures, extensive
damage to doors and windows.
Category 5.-
155 and over, catastrophic damage causing complete building failures,
major damage to lower floors of structures within 500 feet of shoreline.
Packet Page - 1067 -.�
1/10/2012 Item 16.D.2.
Hurricane Terms:
AW
EYE:
The relatively calm area in the center of a hurricane. It can range from 5 to
more than 50 miles wide
EYE WALL:
A doughnut - shaped zone of the highest winds and heavy rain surrounding the
eye
FEEDER BANDS:
The bands of thunderstorms that spiral into and around the center of a tropical
system. A typical storm may have three or more bands moving in advance of
the main rain shield, usually 40 to 80 miles apart.
HURRICANE WARNING:
Issued when hurricane conditions — winds of 74 mph and greater — are expected
within 24 hours.
HURRICANE WATCH:
Issued when hurricane conditions are possible within 36 hours.
LANDFALL:
When the surface center of a tropical cyclone intersects with the coastline.
MAJOR HURRICANE:
A storm with highest winds of 111 mph or higher.
STORM SURGE:
An abnormal rise in the level of the sea along a coast caused by the onshore
winds of a severe cyclone.
TROPICAL DISTURBANCE:
An area of thunderstorms that keeps it identiby for at least 24 hours.
TROPICAL STORM:
A warm - centered low- pressure circulation with highest sustained winds between
30 and 73 mph.
WINDSHEAR:
Upper level winds that can blow the tops of hurricanes weakening or destroying
them.
Packet Page -1068- —A ��
1/10/2012 Item 16.D.2.
Disaster Recovery Policy
The disaster recovery policy must be reviewed at least annually to assure its
relevance. Just as in the development of such a policy, a planning team that
consists of upper management, and personnel from information security,
information technology, human resources, or other operations should be
assembled to review the disaster policy. Roles and responsibilities of the
planning team should be as follows:
• Perform an initial risk assessment to determine current information
systems vulnerabilities.
• Perform an initial business impact analysis to document and understand
the interdependencies among business processes and determine how the
business would be affected by an information systems outage.
• Take an inventory of infatuation systems assets such as computer
hardware, software, applications, and data.
• Identify single points of failure within the information systems
infrastructure.
❑ Identify critical applications, systems, and data.
❑ Prioritize key business functions.
Company personnel will cant' out the following procedures in the implementation
of a disaster recovery policy
❑ Setup and maintain offsite facilities for data backup storage and electronic
vaulting as well as redundant and reliable standby systems if necessary.
❑ Ensure that critical applications, systems, and data are distributed among
facilities that are reasonably easy to get to but not so close that they
could be affected by the same disaster.
❑ Establish written policies, contracts, and service level agreements with
third party hosting, collocation, telecommunications, and Internet service
providers that facilitate prompt recovery and continuity.
❑ Create an incident response team that consists of information security, IT,
marketing, HR, legal, and other relevant personnel.
❑ Define the roles and responsibilities of the incident response team.
o Obtain each incident response team member's contact information.
a Determine which methods the incident response beam members will use to
communicate in the event of a disaster.
❑ Create a public relations plan to assist with the effective handling of an
incident.
• Assign a manager (such as an IT or Information Security Manager) that
has the responsibility and authority th make critical IT decisions.
• Develop testing standards.
• Document and distribute the disaster recovery plan.
• Distribute copies of the written plans to everyone involved and also store
extra copies in an offsite, fireproof vault.
Packet Page -1069- ��
1/10/2012 Item 16.D.2.
The following are ongoing procedures that must be foilowed:
• Continuously perform data backups, stone at least weekly backups offsite,
and test those backups regularly for data integrity and reliability.
• Test plans at least annually, document and review the results, and update
the plans as needed.
• Analyze plans on an ongoing basis to ensure alignment with current
business objectives and requirements.
• Provide security awareness and disaster recovery education for all team
members involved.
• Continuously update information security policies and network diagrams.
• Secure critical applications and data by patching known vulnerabilities with
the latest fixes or software updates.
❑ Perform continuous computer vulnerability assessments and audits.
Packet Page -1070- `6
1/10/2012 Item 16.D.2.
Collier County- Housing, Human &
Veteran Services Emergency
Preparedness Plan
Packet Page - 1071 - 1--1 1
Home - Human Resources
xTeamBCC
Human
Resources
CDIIilr County 8CC
Human Resources Department
Human Resources
Mission, Vision and Values
Statement
1/10/2012 Item 16.D.2.
All sites '► p
To Provide Quality Strategic Human Resources Leadership and
Technical Expertise to both the internal and external customers
of the Collier County Board of County Commissioners that
"Exceed The Expectations" of our customers, support the
wellness of our employees and demonstrate unquestionable
ethical values.
Frequently Requested Items
HR Forms CMAs EAP Performance
Evaluations
k
Holiday
Payroll Calendar Calendar Ethics Leaves of Absence
GOSignMeu a°, o pno.. •
Training Registration Discounts Class HR Newsletters
Specifications
La
Emergency Response HR FAQ
HR Services Contact Us
http:// bccspOl /SiteDirectory /ASD/HR/defz Packet Page -1072-
Welcome to
C;07 per County
AdminishaWe Services Division
Human Resources
HUMAN RESOURCES MAIN
LINE:
252 -8460
Amy Lyberg
AmyLyberg@colliergov.net
HR Director
tel: 252 -8262
fax: 252 -8996
Carolyn Eiselman
CarolynEiselman @colliergov.net
Administrative Assistant
tel: 252 -8759
fax: 252 -8996
Links
Actions -
Type Edit URL Notes
Register Register
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Services etc.
12/6/2011 lZ
1/10/2012 Item 16.D.2.
Practices and Procedures - Home Page 1 of 2
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CMA 1000 Administrative Procedures
8/4/2011 3:11 PM
CMA 1001 County Manager Agency Organization Code
8/4/2011 3:11 PM
CMA 1002 Staff Interface with Individual Board Members
8/4/20113: 11 PM
CMA 1200 Media and Public Relations - Coordination of
8/4/20113:11 PM
CMA 52DO Posting of Notices and Signs, procedures for
8/4/2011 3:11 PM
CMA 5201 Emergency Evacuation Plans
8/4/20113:11 PM
CMA 5202 Annual County Driver Agreement
8/4/2011 3:11 PM
CMA 5204 Fleet Management System
8/4/20113: 11 PM
CMA 5205 American with Disabilities
8/4/2011 3:11 PM
CMA 5206 County Vehicla Colors, Logos and Graphics
8/4/2011 3:11 PM
CMA 5207 Sanctions for Failure to Comply with HIPAA Policies
8/4/2011 3:11 PM
CMA 5300 Business Casual Dress and Casual Dress Day
8/4/2011 3:11 PM
CMA 5301 Vacation Sell Back Option Procedures
814/2011 3:11 PM
CMA 5305 ADA (American With Disabilities Act)
8/4/2011 3:11 PM
CMA 5306 Administrative Provisions
8/4/20113:11 PM
CMA 5307 AIDS Catastrophic Illness in the Workplace
8/4/2011 3:11 PM
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8/4/2011 3: 11 PM
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8/412011 3:11 PM
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8/4/2011 3: 11 PM
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8/4/20113: 11 PM
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8/4/2011 3:11 PM
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8/4/20113: 11 PM
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8/4/20113: 11 PM
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8/4/20113:11 PM
CMA 5316 Jury Duty
8/4/20113: 11 PM
CMA 5317 Labor Agreement
8/4/2011 3:11 PM
CMA 5318 Non - Smoking Workplace
8/4/2011 3:11 PM
CMA 5319 Performance Evaluation
8/4/20113: 11 PM
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8/4/20113: 11 PM
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8/4120113: 11 PM
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8/4/20113: 11 PM
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1/10/2012 Item 16. D.2.
Page 2 of 2
1 -35 ►
Packet Page -1074- C'
1/10/2012 Item 16.D.2.
Chapter 5201
EMERGENCY BUILDING EVACUATION PLAN
§ 5201 -1. Purpose.
§ 5201 -2. Concept.
§ 5201 -3. Procedures.
§ 5201 -4. Currency.
§ 5201 -5. Reference.
[Effective Date: September 20, 1996 (Revised: November 21, 2000; Revised: October 1,
2001; Revised: October 1, 2003; Revised: January 1, 2005)]
§ 5201 -1. Purpose.
The purpose of this Instruction is to provide procedures for the evacuation and general safety
of customers, employees and the judiciary in the event of a fire, bomb, terrorist or other threat
resulting in the need for an emergency evacuation. Also to communicate and implement an
emergency evacuation plan that will be consistent for each facility within Collier County
Government.
§ 5201 -2. Concept.
This plan sets specific guidelines that each facility will follow in the event of an emergency
evacuation. Using this plan as a guide, each facility will be responsible for establishing a
Department Specific Emergency Plan that will include a floor plan with evacuation routes and
other important information described within this document. A listing of current department
representatives and their alternate representatives should also be included. Any special needs
and other site - specific information for a facility need to be described in the Emergency Plan.
The Department Director will be responsible for keeping a current list of employees and
establishing a system to assure all employees are accounted for, even if they are in the field.
§ 5201 -3. Procedures.
The following procedures are listed in outline form and chronological order. Each facility will
utilize this plan to develop an Emergency Plan to be added to this plan.
A. Management and Employee Responsibilities: It is the Department Director's
responsibility to develop an Emergency Plan that follows the guidelines listed below to
make this plan complete and site specific for his/her department. The Department
Director must also assure that each employee is trained and aware of his or her
site - specific emergency evacuation plan. A review of the evacuation plan with each new
employee as part of the Department Orientation Checklist, annual reviews with all
employees, and a review if any revisions are made is the Department Director's
responsibility. It is the responsibility of all the occupants of each building to know and
understand this emergency evacuation plan in its entirety. Each employee is also
responsible for following this plan unless otherwise instructed by a member of
management or local emergency responders.
5201:1
09-15-2007
Packet Page -1075- 1
1/10/2012 Item 16.D.2.
OFFICE OF COUNTY MANAGER ADMINISTRATIVE
§ 5201 -3 PROCEDURE § 5201 -3
(1) Bomb Threat: If the threat is in the form of a phone call or other similar
notification, Call 911 and Facilities Management at 774 -8380. Facilities
Management may give instructions to follow a specific evacuation procedure
during this initial phone call. After making the phone call to Facilities
Management and 911, the supervisor should initiate an evacuation. If the threat is
in the form of an unknown or suspicious object, notify Facilities Management at
774 -8380. Facilities Management will investigate and notify management of their
immediate actions and if an evacuation is necessary.
(2) Fire: Dial 911 and Facilities Management at 774 -8380. Notify those around you,
pull the fire alarm if possible, and evacuate immediately.
E. Bomb Threat Checklist Card:
(1) The International Association of Bomb Technicians and Investigators supplies this
card. Cards can be obtained through Facilities Management.
(2) Management must assure that each employee with a telephone who receives
incoming calls has this card posted by his/her phone. Department management
using a Collier County Safety Meeting Minutes form must complete a documented
yearly review. This form lists the date, topics discussed and signatures of
employees in attendance. It can be obtained on the County Wide Web Risk
Management Web Page.
(3) If a bomb threat call is received, the recipient should ask the caller, if possible, to
repeat the message by saying, "What did you say ?" as though not understanding or
in disbelief. Hopefully the caller will repeat the message. The recipient should
calmly ask as many questions as possible listed on the Bomb Threat Checklist
Card.
F. Actions Taken After Receiving a Bomb Threat:
(1) Call 911 and Facilities Management at 774 -8380 unless the threat is an unknown
object. See § 5201 -3C(1) above.
Facilities Management will notify:
County Manager's Office
774 -8383
Division Administrator(s):
Public Services
774 -8468
Public Utilities
732 -2540
Transportation
213 -5811
Administrative Services
774 -2700
Community Development
403 -2385
Emergency Services
732 -2567
Sheriffs Office
774 -4434
Fire Department
911
5201:4 09-15-2007
Packet Page -1078- ��
§ 5201 -3 EMERGENCY BUILDING EVACUATION PLAN
EMS 911
Emergency Management 774 -8444
Risk Management 774 -8461
1/10/2012 Item 16.D.2.
§ 5201 -3
(2) Orders will be taken from Facilities Management, County security or local
emergency providers describing the procedure to stop all customer and employee
entrance into the facility. Department representatives should check and secure the
perimeter of the facility and turn off all two -way radios. Do not activate new
power sources such as light switches, computers, fax machines, etc. Do not touch
light switches when entering a room. Flashlights will be utilized during the search.
(3) Facilities Management and/or law enforcement will order the beginning of an
evacuation.
(4) Facilities Management or law enforcement will begin evacuations. Since bomb
threat evacuations are unique in that no new power sources are to be activated, the
evacuation notification will be relayed by the department representatives rather
than by using the fire alarm. All department representatives must be notified to
follow their established protocol to lead their department's evacuation.
(5) Department representatives and all building occupants should ensure that their
respective areas are totally evacuated.
(6) All evacuees should take their personal possessions such as purses, briefcases, etc.
Evacuees should also secure their immediate area and calmly but quickly exit the
building to their assigned areas.
(7) Evacuees should be alert to possible threats, paying close attention to employees
with special needs, suspicious boxes or unclaimed briefcases. Any information
gathered by the department representatives should be shared with the personnel at
the Command Center. The location of the Command Center will be determined by
the local emergency providers and is unique to the emergency.
(8) Any employees dealing with customers or coming in contact with customer(s)
during the evacuation should direct them to their facility's customer meeting area
established within their specific plan.
(9) Once evacuated, the department representatives will utilize their established roll
call roster to assure that all employees who were present in the facility have
evacuated.
(10) After each department has completed its roll call, the department representative
will report his/her findings and confirmation of evacuation to the Command
Center. The local emergency responders will establish the Command Center.
G. Actions to Take During a Fire Emergency:
(1) If a fire emergency is discovered, the alarm system should be immediately
activated. If the facility does not have an alarm activation device, the facility's plan
5201:5 09-15-2007
Packet Page -1079-
1/10/2012 Item 16.D.2.
OFFICE OF COUNTY MANAGER ADMINISTRATIVE
§ 5201 -3 PROCEDURE § 5201 -3
to alert for an evacuation should be followed. Specific information should be
described in the Emergency Plan from each facility.
(2) Fire extinguishers may be used after an alarm for an evacuation has been activated.
A fire extinguisher should only be used by trained personnel.
(3) Upon the alarm or notice to evacuate, each department representative and all
building occupants should ensure that their respective areas are totally evacuated.
The use of elevators should be avoided. The stairwells provide a safer exit. Unless
absolutely mandated, all office doors should be left unlocked. Any employees
needing assistance using the stairs should be listed in the facility's specific
Emergency Plan.
(4) All evacuees should take their personal possessions such as purses, briefcases, etc.
Evacuees should also secure their immediate area and calmly but quickly exit the
building to their assigned areas.
(5) Evacuees should be alert to the fire, remain calm, and walk with deliberate steps.
(6) Employees dealing with customers or coming in contact with customers during the
evacuation should direct them to their facility's customer meeting area. Each
facility's plan should include an area established for customers.
(7) Once evacuated, the department representatives will utilize their established roll
call to assure that all employees who were present in the facility have evacuated.
(8) After each department has completed its roll call, the department representative
will report his/her findings and confirmation of evacuation to the Command
Center.
H. Command Center:
(1) Each facility must establish an area where the emergency response providers and
designated Collier County personnel will meet. As instructed above, fire
emergencies and bomb threats may differ in locations. The Primary Command
Center should be listed on the map included in each facility's Emergency Plan. The
Primary Command Center is essentially the same as the Command Center. The
reason it is listed as the Primary Command Center on the evacuation routes posted
is that it is subject to change due to the emergency.
(2) The Primary Command Center will be the area where each department
representative will report their roll call and any other pertinent information.
(3) Command Center positions may vary according to threat location or other hazards.
(4) Command Centers must be mobile and able to adjust to a variety of potentially
unique situations.
(5) A secondary communication area may be set up utilizing Emergency
Management's mobile command vehicle from a remote location for telephone
communication. Facilities Management will be responsible to initiate a secondary
communication area.
5201:6 09-15-2007
Packet Page -1080- S
1/10/2012 Item 16.D.2.
§ 5201 -3 EMERGENCY BUILDING EVACUATION PLAN § 5201 -4
I. Bomb Threat Search Procedures:
(1) As described above, each department representative and all employees should be
aware of making visual inspections while exiting the facility during a bomb threat
evacuation.
(2) Department representatives, Facilities Management and the local emergency
providers will form a team, divide the building, and conduct a search of the
building and all areas around the facility. Department representatives may
accompany the search team and provide a map of their facility if needed.
(3) The interior and exterior of the facility including any suspicious vehicles parked
too close to the facility will be checked. Any vehicle found to be suspicious or
possibly containing explosives should be immediately reported to Facilities
Management and law enforcement. Once reported the area must be cleared and
secured until checked by experts.
(4) All obvious accessible public areas should be checked thoroughly along with all
secured areas. Searchers should place a green colored sticker on the doors of office
areas that have been checked and cleared. This will prevent confusion and promote
safety. Facilities Management will be responsible for providing the green stickers.
(5) Anything unusual, such as personnel out of place, should be reported to the
department representative who will relay the information to the Command Center.
The Command Center area is for designated personnel, Facilities Management and
local emergency providers. Following the order from Facilities Management,
unusual or out of place items may be checked out by the Fort Myers Airport
Authority Police Bomb Squad from the International Airport in Lee County.
Facilities Management will authorize the calling of the bomb squad.
(6) Local two -way radio communication must be stopped since some devices can be
detonated by radio waves. All emergency personnel must comply with this rule as
well. This also includes the use of cellular phones in the immediate area. Cellular
phones may be used at a distance of 300 feet or more from the threat area for
emergency communication as needed.
(7) Facilities Management will make the decision to evacuate and re -enter any facility
with the assistance and professional advice of law enforcement and other experts.
(8) All employees and customers will leave any facility during any evacuation for
emergency reasons, leaving only the necessary emergency response personnel at
the scene.
(9) All responses to the media should come from the County Manager's Office, law
enforcement or the assigned Public Information Officer at the scene.
§ 5201 -4. Currency.
Each department is responsible for maintaining a current Emergency Plan, training new
employees and providing annual training for all employees on its site - specific evacuation
5201:7 09-15-2007
Packet Page - 1081 - 5
1/10/2012 Item 16.D.2.
OFFICE OF COUNTY MANAGER ADMINISTRATIVE
§ 52014 PROCEDURE § 5201 -5
procedures. Facilities Management, with technical assistance from the Bureau of Emergency
Services and Risk Management, is responsible for maintaining the currency of this Instruction.
§ 5201 -5. Reference.
It is the policy of the County to provide procedures for the evacuation and general safety of
customers, employees and the judiciary in the event of an emergency evacuation.
5201:8
09-15-2007
r
Packet Page -1082- J9
1/10/2012 Item 16.D.2.
Departmental Emergency Operations Planning Template
Table of Contents
EmergencyOperations Plan ......................................................... ............................... 2
Foreword................................................................................................... ..............................2
Acknowledgements................................................................................... ..............................2
Recordof Revisions .................................................................................. ..............................3
I. The Strategic Plan ........................................................................... ..............................3
II. Hazard Identification and Vulnerability Anal ysis ............................ ..............................5
III. Emergency Operations/ Response .................................................. .............................12
IV. Recovery Plan ............................................................................... .............................20
V. Prevention Plan .............................................................................. .............................28
VI. Program Maintenance and Assessment .......................................... .............................31
List1 References ...................................................................................... .............................32
List2 Glossary ......................................................................................... .............................33
List 3 Business Unit Functions / Critical and Time Sensitive Services ...... .............................36
List 4 Business Unit Procedures/ Critical and Time Sensitive Services SOGs /Continuity of
OperationsPlan ........................................................................................ .............................36
Listof Figures .......................................................................................... .............................37
ListOf Appendices .................................................................................. .............................37
Appendix B Recovery Team Strategies and Functions .............................. .............................60
Appendix C Notification Procedures ........................................................ .............................60
Appendix D Inventories and Vital Records ............................................... .............................61
Appendix E Alternate (Recovery) Site ...................................................... .............................62
Emergency Response Plan ......................................................... ............................... 62
CriticalVendors .............................................................................. .............................68
Critical Documents & Records ...................................................... .............................70
CriticalSoftware List ...................................................................... .............................71
CriticalEquipment List ................................................................ ............................... 72
CriticalProcess List ....................................................................... .............................73
DisasterChecklists ...................................................................... ............................... 74
1. Stabilization Checklist ................................................................... .............................74
II. Response Checklist ........................................................................ .............................75
III. Recovery Checklist ........................................................................ .............................77
Standard Operating Guidance ..................................................... ............................... 79
I. Policy ............................................................................................ .............................79
II. Purpose .......................................................................................... .............................79
III. Standard Operating Procedures ...................................................... .............................79
1V. Distribution Roster ........................................................................ .............................79
V. Distribution Verification ................................................................ .............................80
VI. End ................................................................................................ .............................80
Page 1 of 80
Packet Page -1083-
1/10/2012 Item 16.D.2.
Departmental Emergency Operations Planning Template
Emergency Operations Plan
Foreword
A Letter from the Administrator /Co. Manager demonstrating management support for
the Division Emergency Operations Plan should be included in the distribution of the
plan. Include commitment to the safety and protection of employees and the public.
EXECUTIVE SUMMARY
The Emergency Operation Plan (EOP) is designed to outline Housing, Human & Veteran
Services effort in supporting the Collier County Comprehensive Emergency Management Plan
(CEMP). The CEMP is designed to address the major and lesser disaster threats to which the
community and its citizens may be subjected. The plan is designed to provide a framework
through which Collier County may prevent or mitigate the impacts of, prepare for, respond to,
and recover from natural, manmade, and technological hazards that could adversely affect the
health, safety and general welfare of residents and visitors to the County. Additionally, this plan
establishes the National Incident Management System (NIMS) as the standard for tasked
agencies to use in responding to emergency events.
The EOP will support the lead and support agencies of each of the Emergency Support
Functions, and personnel involved in Recovery and Mitigation activities.
The EOP also outlines procedures that will enable Housing, Human & Veteran Services return to
normal operations.
The EOP is committed to ensuring the health, safety, welfare, and protection of Collier County
citizens as well as its employees.
Acknowledgements
A list of the personnel who assisted in the development, review and implementation of
the Division Operations Emergency Plan - the planning Team
Page 2 of 80
Packet Page -1084- ��`
1/10/2012 Item 16.D.2.
Departmental Emergency Operations Planning Template
Frank Ramsey, Housing Manager
Kelly Robinson, Case Manager
Rolando Torres, Veteran Services Manager
Record of Revisions
L The Strategic Plan
A. Purpose
Explain the reason(s) for development of the Plan and indicate the plan is
being published to comply with CMA 5900 & Collier County Comprehensive
Emergency Management Plan.
The purpose of this document is to identify Housing, Human & Veteran Services
Department's operational role during a disaster situation in support of Collier
County's Comprehensive Emergency Management Plan (CEMP), and County
Manager Agency Procedure (CMA 5900).
B. Department Mission Statement
General statement indicating what your business hopes to accomplish with
the development of the Emergency Operations Plan.
The mission of the Housing, Human & Veteran Services Department is to serve
Collier County's very low, low and moderate income residents, including the senior
population, by providing the resources necessary to sustain a safe, decent and healthy
quality of life; to provide access to health care, develop volunteer services with
retirees, assist with affordable homeownership and other housing opportunities,
maintain safe and decent housing and independent living for seniors, utilize federal
and state grants to support safe, livable and healthy communities, attend to the
nutritional needs of the senior population; provide access for veterans and their
families to VA benefits, and to meet the local government mandates of human
services in Collier County. During emergency operations, the department will support
the County's implementation of the CEMP, utilizing its personnel and assets as
Page 3 of 80
Packet Page - 1085 - C,'
1/10/2012 Item 16.D.2.
Departmental Emergency Operations Planning Template
needed and as permitted. We are also commited to continuing our mission of assisting
the public by resuming housing, human and veteran services programming as soon as
possible.
During emergencies the department will support the lead agency.
C. Program Tasks
List Tasks describing how you will accomplish your goals.
1. Develop a Emergency Operations Plan
2. Identify hazards
3. Conduct an Operations Impact Analysis
4. Consider Response Actions
5. Components of the Emergency Operations Plan
6. Implement a Mitigation Strategy to prevent or minimize operational
impacts
7. Identify Resource Needs
8. Establish procedures to Update and Test the Plan and Train
Employees.
Page 4 of 80
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1/10/2012 Item 16.D.2.
Departmental Emergency Operations Planning Template
Ill. Emergency Operations/ Response
A. Roles and Responsibilities
This section of the plan describes the methods for the management of the
emergency activities during the response and recovery phases of the
disaster. The major elements of this section should include the structure
of the organization, direction and control, and those actions necessary to
ensure the Division's essential mission(s) effectively continue. Be sure to
identify the general duties of each of the individuals. (More specific details
should be listed in the specific checklist- Appendix A). If there are time
sensitive or critical main- mission functions/ services, a specific
contingency plan for that activity should be developed (Sample Outline in
Attachment 4).
1. Organization
This section should identify how emergency response and recovery
actions will be organized. Where possible, identify individuals and
responsibilities by position rather than individual name. Also,
identify shortfalls in people and equipment to sustain mission -
critical activities In Section IV you'll need to identify the training
necessary to meet your shortfalls should others be detailed to
assist.
The Director of Housing, Human & Veteran Services and /or their designee is responsible for
ordering activation of the Emergency Operations Plan upon receitpt of direction from the County
Manager.
The Director may call on the area Supervisors to disseminate the functions and duties of the
Emergency Operations Plan to staff. The Director of Housing, Human & Veteran Services will
implement the Department Emergency Operations Plan.
Once the Emergency Operations Plan is activated, the Collier County Emergency Operations
Center should be notified and Housing, Human & Veteran Services will respond to, and assist
with, the needs of the community they serve.
Page 12 of 80
Packet Page -1094-
1/10/2012 Item 16.D.2.
Departmental Emergency Operations Planning Template
a. Field Response
Provide detailed instructions as to how the basic response
and recovery actions will be carried out and by whom and
within what timeframe. Team organization should consist of
one or more emergency recovery teams responsible for
these tasks, e.g. damage assessment, restoration of
business operations, etc.
Upon activation; Recovery Team members will organize and equip
themselves to execute the EOP. Teams consist of one primary and
one alternate recovery team in case members are on leave.
Primary Recovery Team Leader is Frank Ramsey. Assistant team
leader is Tammy Hammer.
Alternate Recovery Team Leader is Rick Torres. Assistant team
leader position currently vacant.
Each Recovery Team Leader and alternate will be responsible for
the execution of the EOP with the goal of returning to normal
operations as soon as safely possible.
The Recovery Team Leader will be responsible for keeping a daily
log with notes and photos (as needed) for use in providing "After
Action Reports." These daily logs will be helpful in preparing for
future emergencies. Additionally, provide a daily brief of ongoing
operations and status to the Director of Housing Human & Veteran
Services. Daily logs will also contain the following information:
names, dates and times of all staff working as a part of the
Emergency Operations Plan.
b. Management Support
Identify how management will monitor the situation,
coordinate the actions of the recovery team(s) and provide
administrative and logistical support.
Page 13 of 80
Packet Page -1095- -� 1
1/10/2012 Item 16.D.2.
Departmental Emergency Operations Planning Template
The Director will receive at least one daily brief by the Recovery
Team Leader. Briefing may include an outlined plan of action for
the day as well as a de- briefing when tasks are accomplished.
Management may also assign members to the appropriate recovery
teams and monitor daily activities. Standard communications such
as cell phones, land line, and face to face meetings are the expected
methods of coordination and communication.
2. Leadership and Team Structures
a. Normal
Primary Recovery Team Leader: Frank Ramsey
Primary Assistant Recovery Team Leader: Rick Torres
Alternate Recovery Team Leader: Tammy Hammer
Alternate Assistant Recovery Team Leader: Vacant
In the event that the Emergency Operations Center (EOC) requires
additional personnel to assist in recovery operations, management
will assign additional personnel as needed.
b. Key leadership — Delegation of Authority
Identify those key individuals who will ensure continuous
leadership authority and responsibility during emergency
situations — Identify the line of succession at least 3 -
persons deep, if appropriate.
Director: Kim Grant (Interim)
Accounting Supervisor: Ashlee Franco
Case Management Supervisor: Louise Pelletier
Page 14 of 80
Packet Page -1096-
1/10/2012 Item 16.D.2.
Departmental Emergency Operations Planning Template
C. Emergency Operations Management
Describe the organization of the Response/ Recovery
Team(s). Define the missions and functions (tasks and
objectives) of each of the identified teams and members.
Examples
• Emergency Response Team
Detailed information on how the team will be used to
respond to the emergency event.
The Recovery Team will be used as the lead element in
executing the EOP in order to facilitate Housing, Human &
Veteran Services return to normal operations as soon as
safely possible.
Pre - event, the Recovery Team will ensure that personnel
within the department know their responsibilities during an
emergency, and pre - position equipment as needed.
During the actual emergency ie. a hurricane, the Recovery
Team will stay informed via Emergency Operations Center
for "all clear" in order to begin to implement this EOP.
Post- event, the Recovery Team will implement the EOP
protocols to ensure all employees are accounted for and
coordinate the return to normal operations as soon as safely
possible.
• Contingency Operations Team
Detailed information on how the team will initiate a
contingency plan to ensure the recovery and
continuation of critical functions, including setting up
an Alternate Facility, initiating Telework options,
bringing in emergency equipment and supplies, etc., if
necessary.
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The Recovery Team will report the physical condition of
Housing, Human & Veteran Services' spaces to the
Director in order to determine whether it is safe for
employees to enter their respective space.
Primary option is for Building H. operations to continue as
the primary choice utilizing available I.T. and
telecommunication assets if available or paper and forms as
back up.
Secondary option is for personnel to shift operations to an
alternate building (currently working with Parks and Recs
and the Library to designate secondary sites) that are
cleared for employees to enter. Staff will utilize available
laptops, cell phones, land lines, thumb drives, and
telecommunication assets.
Tertiary option is for personnel to work from home
utilizing available laptops, cell phones, land lines, thumb
drives, and telecommunication assets. Housing, Human &
Veteran Services personnel will be notified by their
supervisors to shift operations as directed by the Director of
Housing Human & Veteran Services.
• Division Recovery Team
Detailed information on how the team will operate
during the Recovery Phase will be addressed with
special instructions in training by BES..
The Division Recovery Team is responsible for
coordinating and shifting the focus of effort in cases where
other departments within the Division require assistance.
B. Operations
1. Concept of Operations
Broad guidance governing the conduct of response actions
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Response actions will be governed depending on the type of event, time,
and location.
Pre -event preparations are continuing actions that will occur throughout
the year.
During an emergency event, Recovery Team members will monitor the
situation.
Post Event operations will consist of implementation of the EOP in order
to resume normal operations.
2. Activation of Plan
Describe the speck events or conditions that will trigger or invoke
the plan (i.e. facility /route to facility is flooded, power outage,
employees are unable to access worksite). Be certain to identify
who is responsible for notifications, under what conditions and the
acceptable time frame in which notification is to be made taking into
consideration notification during business and after business hours.
a. Identification of an Emergency
Emergencies will be identified through Collier County's
Emergency Operation Center and /or the County Manager's Office.
The Director will notify employees and the Recovery Team to
implement the EOP.
b. Notification and Reporting
Describe how incidents are initially reported and subsequent
notifications
Notification and reporting incidents will be relayed from the
Director to employees, via supervisors. Subsequent reporting will
be accomplished in the same manner.
C. Assessment and classification
Establish a common basis for assessing and classifying
each incident that requires a response regardless of the
nature of the event
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Assessment and classification of incidents will be made by the
EOC. This provides a standard for assessing what is considered an
incident or emergency. The department's role is in how to best
prepare and enact its response to each incident.
d. Protective Actions
Describe the general measures that will be taken to protect
employees, customers, visitors, etc. from the direct, indirect
or potential effects of any incident or emergency (i.e.
evacuation, shelter -in- place, area of refuge) and to eliminate
or reduce further interruption. See Checklists.
Incidents in which personnel have adequate warning that an
emergency is imminent such as hurricanes, forest fires etc.,
personnel will have the opportunity to evacuate and / or obtain
shelter. Incidents that are immediate in nature, such as flash
floods, fire, tornadoes, personnel may shelter -in -place or evacuate.
e. Damage Assessment
Describe the process and guidelines for determining the
extent of injuries, physical damage and business operation
interruption.
Recovery Team members will utilize checklists to assess injuries
and damage to office spaces in Building H. Damage Assessment
teams from CDES may be utilized to assess the extent of damage.
C. Communications Plan
1. Internal Communication Procedures
Describe how communications will be established, maintained,
including redundancy between and among the Response /Recovery
Teams and management support during the response and recovery
phases.
Communicaiton will utilized a tiered system. In cases where the systems
are down, team members will automatically fall back to secondary and
terciary systems, etc.:
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1. Cellular phones with car charger.
2. Land lines.
3. Motorola short range radios.
4. Email.
5. Daily personal briefs.
6. AM /FM radios with battery back up, to monitor weather and
Emergency Broadcast System.
2. Personnel Notification Procedures
Describe how notification will be made to employees that the
contingency plan is being implemented. Identify the expected time -
frame for notification as well as the primary, secondary and tertiary
notification methods.
The Director will notify supervisors who in turn will notify their
employees of implementation of contingency plans.
Pre -event notification will be made to employees via personal contact,
phone and / or email.
During Event and Post Event communication will depend on damage to
communication services. In such cases, refer to Section C. (above) for
Communication Plan.
3. Customer, Supplier and Vendor Notification Procedures
Describe how notification will be made to the public, suppliers and
vendors that the contingency plan is being implemented. Identify
the expected time frame for notification as well as the primary,
secondary and tertiary notification methods.
Notification to Supplier / Vendor will utilize the same Communication
Plan in Section C. (above).
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D. Media Relations
Develop policy and procedures that compliment the existing CMA &
Emergency Management SOG regarding media interest or
coverage of any actual or perceived potential emergency. Be sure
to identify the official spokesperson (s).
The Department Director or the current Public Information Officer (PIO)
will act as the official spokespersons for Housing Human & Veteran
Services. Employees will refer all inquiries to the PIO or Director for
public comment.
IV. Recovery Plan
A. Strategy for Normal Operations Restoration
Based on the hazard and vulnerability analyses and identification of critical
main - mission functions, the plan should provide the overall strategy to (1)
maintain or reconstitute critical operations; (2) recover /account for losses, and
(3) resume normal operations. The Strategy should consider scenarios
including the loss of power or other key services, loss of access to your
facility for whatever reason and loss or impacts to key employees, the public,
suppliers, and the community. The Recovery Strategy should provide detailed
instructions regarding re -entry and security, damage assessment, continuity
of operations, repair and reconstruction.
Recovery actions begin almost concurrently with response activities and are directed at restoring
essential services and resuming normal operations. Depending on the emergency's impact on the
organization, this phase may require a large amount of resources and time to complete.
This phase includes activities taken to assess, manage and coordinate the recovery from an event
as the situation returns to normal. These activities include:
a. Deactivation of emergency response. The Director or designee will call for deactivation of the
emergency in order to return to normal or near normal services, procedures, and staffing. Post -
event assessment of the emergency response will be conducted to determine the need for
improvements.
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b. Establishment of an employee support system. Human resources will coordinate referrals to
employee assistance programs as needed.
c. Accounting for disaster - related expenses. The Accounting Supervisor will account for disaster
related expenses. Documentation will include: direct operating cost; costs from increased use;
all damage or destroyed equipment; replacement of capital equipment; and construction related
expenses. Employee work hours, and description is needed for FEMA reimbursement, as well.
d. Return to normal operations as rapidly as possible in accordance with CMA 5900.
4.2 Documentation
To continue providing the same efficient service as was provided prior to the incident, Housing,
Human & Veteran Services will immediately begin gathering complete documentation including
photographs. Depending on the event, it may be necessary to expedite resumption of health care
services to address unmet community medical needs.
4.3 Inventory Damage and Loss
Housing, Human & Veteran Services will document and photograph damage and loss of
equipment using cameras and a current / complete list of equipment serial numbers, costs, and
dates of inventory. One copy will be filed with the Accounting Supervisor and another copy in a
secure offsite location selected by the Director.
4.4 Lost Revenue through Disruption of Services
The CFO will work with the Finance Section to document all expenses incurred from the
disaster. An audit trail will be developed to assist with qualifying for any Federal reimbursement
or assistance available for costs and losses incurred by the department as a result of the disaster.
4.5 Cost / Loss Recovery Sources
Depending on the conditions and the scale of the incident, Housing Human & Veteran Services
will seek financial recovery resources in accordance with the following:
4.5.1 Public Assistance (FEMA/OES) - After a disaster occurs and the President has issued a
Federal Disaster Declaration, assistance is available to applicants through FEMA and the OES.
The Small Business Administration (SBA) provides physical disaster loans to businesses for
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repairing or replacing disaster damages to property owned by the business. Businesses and Non-
profit organizations of any size are eligible.
Federal Grant - Following a presidential disaster declaration, the Hazard Mitigation Grant
Program (HMGP) is activated.
4.6 Psychological Needs of Staff
Mental health needs of residents and staff are likely to continue during the recovery phase.
Louise Pelletier, Case Management Supervisor, will continue to monitor for and respond to the
mental health needs of staff.
4.7 Restoration of Services
Housing, Human & Veteran Services will take the following steps to restore services as rapidly
as possible:
a. Confirm employees and their families are safe.
b. If necessary, repair facility or relocate services to pre- designated alternate site(s).
c. Inventory and repair or replace damaged equipment.
d. Expedite structural and licensing inspections required to re -open.
e. Facilitate the return of staff to work.
f. Replenish expended supplies.
g. Decontaminate equipment and facilities.
h. Attend to the psychological needs of staff and community.
i. Follow -up on rescheduled appointments.
4.8 After - Action Report
Housing, Human & Veteran Services will conduct after - action debriefings with staff and
participate in consortium and Operational Area after - action debriefings. The department will
also produce an after - action report describing its activities and corrective action plans including
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recommendations for modifying standard operating procedures, additional training and improved
coordination.
B. Recovery Support Resources
Includes agreements made with commercial vendors to provide restorative
services following an emergency event. Examples may include commercial
data processing equipment vendors to supply equipment in times of
emergencies, contracts with commercial restoration companies to restore
buildings, furnishings, equipment, etc. following an emergency event, etc.
Fire Service, Inc.
A Cut Above Tree Service, Inc.
Waste Management, Inc.
Collier County Transportation Department
Florida Power & Light
LCEC - Lee County Electric Cooperative
Collier County Purchasing Department
Aztek Communications
C. Human Resources Employee Support Programs
Describe what services may be provided following a major emergency (i.e.
grief counseling, financial assistance, temporary housing, etc.)
Normal services such as grief counseling, financial assistance, food and shelter
assistance are provided via Human Resources, as directed by the County Manager's
Office.
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Post Event, the Director and Social Services Supervisor can provide the latest
information regarding locations of employee services and the types of services that
are available.
D. Administration and Logistics
This section will describe how personnel, material resources and other
support functions will be organized
1. Personnel Management
Describe how personnel resources will be assigned and managed &
describe how non - mission critical personnel will be detailed to other
mission- critical activities
Supervisors are responsible for managing their assigned personnel.
Non - mission essential personnel may be temporarily assigned to assist with
internal or external agencies as directed (refer to CMA 5900).
All requests for reassignment of non - essential personnel will normally be
routed through the Director.
Personnel assigned to external organizations will be responsible for checking
in with their primary supervisor at the beginning of each day during the
emergency.
2. Administrative Support
Describe how administrative support supplies and equipment will be
provided and managed
Administrative support supplies and equipment will be maintained in Bldg. H
and in each department vehicle as needed. Supervisors are responsible for
ensuring enough administrative supplies to conduct 30 days of continous
operations are on hand.
3. Logistical Support
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Describe how the supplies and equipment will be provided and
managed.
Supplies and equipment are provided in metal lockers located in Building H.,
Suite 216.
Recovery Team Leaders are responsible for ensuring supplies listed on the
"Vehicle and Equipment Inventory Checklist" are available at all times. Items
that are used throughout the year must be replenished as soon as possible.
Each month, an inventory utilizing the "Vehicle and Equipment Inventory
Checklist" will be conducted by the Rehabilitation Specialist and kept on file
for 30 days.
Pre - event: only with Director approval, vehicles may be taken home and
stored in garages to minimize the loss of all vehicles in the event they were all
staged in one location. Additionally, some county vehicles should be staged
in the Collier County Main Complex Parking Garage while others at the N.
Horseshoe Drive parking garage in order to dispurse vehicle assets.
Vehicle fuel tanks must be filled when they reach 1/2 tank especially during
Hurricane Season.
E Criteria for Resuming Normal Operations
Describe how it will be determined to discontinue contingency operations and
resume normal business operations.
1. Basic Criteria
Describe the conditions or events that would lead to the return to
normal operations such as certification that the system or process is
functioning normally as well as all necessary support systems.
1. Both Bldg. H. and /or temporary locations must be approved for re -entry by
Facilities Management.
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2. Administrative and technology support must be able to support resumption
of normal operations.
3. The Director makes official decision to resume normal operations.
2. Procedures
Provide detailed procedures for returning to normal operations. In
many cases this may be the reverse of transferring to contingency
operations.
The first priority for sections within Housing, Human & Veteran Services
during an emergency is to conduct contingency operations, in support of the
EOC.
While contingency operations are being conducted, elements within the
department will simultaneously focus on returning to normal operations.
The Director is responsible for choosing the date /time it is safe to resume
normal operations.
3. Contacts and Notification
Identify key personnel responsible for returning the system or process
to normal operations.
Staff from Facilites Management and Recovery Team Leaders will conduct
initial Damage Assessments and report whether buildings are safe.
IT Department and commercial vendors may be required to ensure computer
and network systems can resume normal operations.
Individual supervisors are critical to resuming normal operations and
providing status updates to the Director.
4. Key Decision Makers
Marla Ramsey, Division Administrator
Kim Grant, Interim Department Director
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Louise Pelletier, Case Management Supervisor
Ashlee Franco, Accounting Supervisor
5. Operational Personnel
Frank Ramsey & Tammy Hammer (Primary Recovery Team)
Rick Torres & (Vacant) T.B.D. (Alternate Recovery Team)
Individual employees, as assigned.
6. Customers, Suppliers, Vendors
Housing, Human & Veteran Services will contact vendors of critical supplies
and equipment to alert them of pending needs and to ascertain vendor capacity
to meet those needs. Housing, Human & Veteran Services recognizes that in a
major disaster, medical supply vendors may face competing demands that
exceed their capacity. In that case, request for assistance will be submitted to
the ESF -8, who will set resource allocation priorities. Each customer, supplier,
or vendor is responsible for establishing timelines for safely returning to
normal operations.
7. Requirements
Identify what resources, data, technology and steps must be taken to
bring the process back to normal. Be as specific as possible.
Order of execution to return to normal opertations:
1. All contingency operations / assistance to external organizations is
completed.
2. Buildings inspected and safe for re -entry utilizing the 'Damage
Assessment Checklist."
3. All equipment and logistical needs are prepositioned in Bldg. H. and
placed in vehicles as needed.
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4. Communication plan reviewed and tested; falling back to alternate systems
as needed.
5. Cleared by Director to resume normal operations.
V. Prevention Plan
Specifically address those tasks/ investments and resources necessary to
eliminate or reduce the impacts of specific hazards. Identify costs in time and
resources, a cost - benefit analysis and, if appropriate, a timeline for
implementation.
A. Benefits of Prevention
Prior planning is critical to the systematic implementation of the Emergency
Operation Plan. This organization is committed to review and update this plan
annually or on an as needed basis.
The emphasis of our prevention plan is to ensure that employees are trained and
equipped to respond to any emergency.
B. Risk Assessment
Housing, Human & Veteran Services will assess the risks identified in Collier
County's Hazard Vulnerability Assessment that could not be eliminated or
satisfactorily mitigated through its hazard mitigation program and determine their
likelihood of occurrence and the severity of their consequences. This assessment of
remaining risks will help to define the emergency response role the department adopts
for itself and the preparation required to meet that role.
C. Protecting Human Resources
1. Employee Training
Housing, Human & Veteran Services employees will take advantage of
available training resources. Each employee is required to complete the
National Incident Management System (NIMS) training series, SERIES
NUMBERS 100, 200, 700, 701 and 704, and additional training as needed. A
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listing and Certificates of Completion are maintained by Louise Pelletier and
the department's Human Resources representative.
2. Awareness and Reporting Policies
Employees will take advantage of available training resources.
3. Employee Preparedness
Employees will take advantage of-available training resources.
4. Employee Support Programs
a. Payroll and Cash Advances
Pay issues will be handled by Ann Fasching (Primary) and Ana Diaz
(Alternate).
b. Flexible / Reduced Work Hours/ Telework
Each employee must clear alternate work schedules through their
supervisor, and must comply with CMA 5900.
5. Identification/ Passes
Employee badges are the primary form of identification and provide entry to
county buildings. Driver's licenses can be used as a secondary form of
identity if primary is lost or damaged during the emergency event.
Additionally, employees will keep a current bill showing their home address
to assist with re -entry to their homes.
6. Traumatic Stress: Crisis Counseling
Employees will have access to available resources such as the Employee
Assistance program (EAP).
D. Security Issues
1. Procedures For Handling Mail, Visitors And Deliveries
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All visitors are required to sign -in. There is only one area where deliveries are
accepted and the Public Services / Health Bldg. have adequate security.
Suspicious packages will be reported and mail is monitored for suspicious
materials.
2. Restricting Access
• Security will be provided initially by existing security services or by personnel under the
direction of the Sheriffs Office. Existing security may be augmented by contract security
personnel, law enforcement, if necessary, by volunteers.
• Checkpoints at building and parking lot entrances will be established by Facilities personnel as
needed to control traffic flow and ensure unimpeded staff safety, and continued operations.
• Supervisors will ensure that each employee wears their ID badge at all times. Security will
issue temporary badges if needed.
• Security staff will use yellow tape and a bullhorn to assist in crowd control, if needed.
E. Property Damage Prevention: Facility Protection
1. Flood
Facililties management contains plans for flood prevention of buildings.
2. Wind
Facililties management contains plans for wind damage of buildings.
3. Fire
Facililties management contains plans for fire damage at builings.
F. Protection of Vital Records and Data
1. Protection of Data — Backups, Software and Policies
I.T. department routinely backs up computer system drives while some
department staff members have laptops and thumb drives.
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2. Vital Records
On site vital documents will be moved to secure areas and/or covered from
water and wind damage. Additionally, some vital documents are backed up
on network and thumb drives or compact disk drives as needed.
3. Go Kit
A go kit will be housed at each site in a known area. Additionally, vehicle
#043143 also serves as the department's primary recovery vehicle and has the
majority of tools and equipment.
G. Short and Long Range Prevention Initiatives/ Timeline for Implementation
Short range plans include familiarizing employees with the Emergency Operation
Plan each Spring; ensuring employees know their roles prior to an event.
Long range plans include ensuring employees receive the required training in order to
assist with emergency operations. Additionally, conducting preparedness drills as
directed.
Vl. Program Maintenance and Assessment
A. Training, Drills and Exercise
This section should outline the specific training requirements including NIMS
activities necessary for carrying out the specific response and recovery
activities as well as a schedule defining the frequency and types of drills and
exercises to be conducted. These activities should be coordinated with the
Emergency Management Department.
All employees will complete the required NIMS training and will also be provided
information on personal preparation plans.
Employees will participate in any drills and /or exercises conducted by Emergency
Management Department.
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The Director, Recovery Team Leaders, and program managers will review of the
EOP procedures each Spring in a conference room setting. This will enable the
identification of potential changes or updates to the EOP.
B. Plan Review and Revision
This section should be used to define when and how the program will be
reviewed and evaluated. Be certain to include the process and protocols for
plan approval and issue resolution. Review of the plan and plan components
should be conducted annually and also be re- evaluated when any of the
following occur.
Regulatory changes
New hazards are identified or existing hazards change
Resources or organizational structures change
After tests, drills, or exercises contact Emergency Management for after
action report format.
After plan activation
Infrastructure changes
Funding or budget level changes
The Director is committed to reviewing and updating this plan annually or as needed
to incorporate significant changes.
List 1 References
List any documents that were used as a basis or relate to the development of the Plan.
a. 41 Code of Federal Regulations 101.20.103 -4, Occupant Emergency Program, revised
as of July 1, 2000
b. 36 Code of Federal Regulations, Part 1236, Management of Vital Records, revised as
of July 1, 2000.
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c. Presidential Decision Directive 62, Protection Against Unconventional Threats to the
Homeland and Americans Overseas, dated May 22,1998.
d. Homeland Security Presidential Directive 3, Homeland Security Advisory System,
dated March 11, 2002.
e. Homeland Security Presidential Directive 5, Management of Domestic Incidents,
dated February 28, 2003.
f. Homeland Security Presidential Directive 7, Critical Infrastructure Identification,
Prioritization, and Protection, dated December 17, 2003.
g. Homeland Security Presidential Directive 8, National Preparedness, dated December
17, 2003.
h. Federal Preparedness Circular 60, Continuity of the Executive Branch of the Federal.
Government at the Headquarters Level During National Security Emergencies, dated November
20, 1990.
List 2 Glossary
List all terms and definitions used in the plan. If it is a very large document it can be a
numbered attachment and referred to by this paragraph. List acronyms.
ALTERNATE SITES/FACILITIES
Locations other than the primary facility where operations will continue during and/or after an
emergency.
COLLIER COUNTY EMERGENCY SUPPORT FUNCTION -8 DIRECTOR (ESF -8)
The position in the National Incident Management System (NIMS) responsible for all disaster
health and medical operations in an operational area. The ESF -8 is stationed in the Collier
County Emergency Operations Center EOC and is frequently, but not always, the County Health
Officer or designee. During the response to disasters, the ESF -8 is the Operational Area contact
point for requests for health and medical resources including personnel, supplies and equipment,
pharmaceuticals, and medical transport.
CONTINUITY OF OPERATIONS (COOP)
Plans and actions necessary to continue essential business functions and services and ensure
continuation of decision making even though primary facilities are unavailable due to
emergencies.
EMERGENCY PREPAREDNESS COMMITTEE (EPC)
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The Emergency Preparedness Committee guides the development and maintenance of the
Enclave's emergency management program and development of its emergency operations plan.
EMERGENCY RESPONSE TEAM (ERT)
The Emergency Response Team (ERT) consists of the Enclave staff who will fill the core
positions of the Tactical Operations Center (TOC) and manage the Enclave's emergency
response.
ESSENTIAL FUNCTIONS (EF)
Essential functions and services are those that implement the Enclave's core mission and goals.
The extended loss of these functions, following an emergency, would create a threat to
life /safety, or irreversible damage to the Enclave, its residents, staff or its stakeholders.
HAZARD MITIGATION
Measures taken by an enclave to lessen the severity or impact a potential disaster or emergency
may have on its operation. Hazard mitigation can be divided into two categories.
• Structural Mitigation. Reinforcing, bracing, anchoring, bolting, strengthening or
replacing any portion of a building that may become damaged and cause injury, including
exterior walls, exterior doors, exterior windows, foundation, and roof.
• Nonstructural Mitigation: Reducing the threat to safety posed by the effects of
earthquakes on nonstructural elements. Examples of nonstructural elements include: light
fixtures, gas cylinders, HazMat containers, desktop equipment, unsecured bookcases and other
furniture.
HAZARD VULNERABILITY ANALYSIS
Hazard vulnerability analysis identifies ways to minimize losses in a disaster considering
emergencies that may occur within the facility as well as external to the facility in the
surrounding community.
HOUSING & HUMAN SERVICES (HHS)
The department for which this Emergency Operation Plan is written.
INCIDENT COMMAND SYSTEM (ICS)
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A temporary management system used to manage and coordinate Enclave activities during an
emergency. ICS is designed to facilitate decision - making in an emergency environment.
MULTI - HAZARD APPROACH
A multi - hazard approach to disaster planning evaluates all threats including the impacts from all
natural and man -made disasters, including technological threats, terrorism, and a state of war.
OPERATIONAL AREA (OA)
An intermediate level of the State emergency organization, consisting of a county and all
political subdivisions within the county area. Enclaves will coordinate their disaster response
with the Collier County Emergency Support Function -8 Director (ESF -8).
PHASES OF EMERGENCY MANAGEMENT
Mitigation - Pre -event planning and actions which aim to lessen the effects of potential disaster.
Preparedness — Actions taken in advance of an emergency to prepare the organization for
response.
Response - Activities to address the immediate and short-term effects of an emergency or
disaster. Response includes immediate actions to save lives, protect property and meet basic
human needs.
Recovery - Activities that occur following a response to a disaster that are designed to help an
organization and community return to a pre- disaster level of function.
STANDARD OPERATING PROCEDURES (SOP)
Pre - established procedures that guide how an organization and its staff perform certain tasks.
SOPs are used routinely for day to day operations and response to emergency situations. SOPS
are often presented in the form of checklists or job action sheets.
TACTICAL OPERATIONS CENTER (TOC)
The location at which management can coordinate Enclave activities during an emergency. It is
managed using the Incident Command System (ICS). The TOC may be established in the
primary Enclave facility or at an alternate site
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NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)
NIMS is the mandatory system established by Homeland Security Presidential Directive (HSPD-
8) - Management of Domestic Incidents and Preparedness establishing standardized incident
management processes, protocols, and procedures that all responders -- Federal, state, tribal, and
local -- will use to coordinate and conduct response actions. NIMS incorporates the use of the
Incident Command System
List 3 Business Unit Functions / Critical and Time Sensitive Services
Each business unit should identify those functions critical to business operations. Each
function should be prioritized in relation to recovery timeline, the resources necessary to
bring it back online, recovery strategy to facilitate continuity of operations and a
mitigation strategy to prevent an interruption from occurring or minimizing its impact.
Phase I — Activation (0 to 12 hours):
During this phase, alert and notification of all employees (both CRT and CST) and other
organizations identified as "critical customers" (e.g., vendors or public /private entities
that may provide resource support) will take place. It is during this phase that the
transition to alternate operations at the alternate facility begins. However, if events turn
out to be less severe than initially anticipated, the time - phased COOP activation may terminate
during this phase and a return to normal operations will take place.
Phase II — Alternate Operations (12 hours to Termination):
During this phase, the transition to the alternate facility is complete and the performance
of mission - essential functions should be underway. Also during this phase, plans should
begin for transitioning back to normal operations at the primary facility or other designated
facility.
Phase III — Reconstitution and Termination:
During this phase, all personnel, including those that are not involved in the COOP
activation, will be informed that the threat or actual emergency no longer exists and
instructions will be provided for resumption of normal operations.
List 4 Business Unit Procedures/ Critical and Time Sensitive Services
SOGs /Continuity of Operations Plan
Each business unit with critical and time sensitive functions should develop a Disaster
Recovery Standard Operating Guideline (SOG) — a specific contingency plan outlining
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the specific requirements to reestablish that particular process of function. The SOG
should be consistent with the Emergency Operations Plan.
HHVS may perform a variety of roles in responding to disasters including providing emergency
nutrition and temporary shelter to meet increased community needs created by damage to other
department facilities.
HHVS may also provide homemaking and personal care services to disaster victims and serve as
a conduit for information dissemination to affected communities. HHVS role may be
constrained by limited resources and technical capability and by the impact of the disaster on the
facility. As a part of its mitigation program, HHVS will identify the response roles it will
prepare to perform following a disaster.
This decision will involve input from management and staff. Based on the findings of the risk
assessment, HHVS will take the following steps to define the disaster response roles for which it
should prepare:
• Assess the pre- disaster environment and the role the HHVS performs in providing
services.
• Assess HHVS resources including availability of staff to respond.
• Discuss potential response roles and findings of risk assessment with Collier County.
• Obtain community input.
• Obtain input from HHS staff especially Directors, Safety Officer, and Chief Operating
Officer.
List of Figures
Figure 1 Hazards Analysis
Figure 2 Facility Vulnerability Analysis
Figure 3 Cyber Security Threat Assessment
Figure 4 Business Critical Functions
List Of Appendices
Appendix A: Emergency Checklists & Procedures as appropriate.
1. Emergency Evacuation Procedures
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Procedures to account for employees after the evacuation to ensure that everyone got
out. This might include procedures for designated employees to visually sweep
common areas, office spaces, and rest rooms, before being the last to leave a
workplace or conducting a roll call in the assembly area. Many employers designate
an "evacuation warden" to assist others in an evacuation and to account for personnel
Employees will safely evacuate their buildings and proceed to the predesignated areas
for accountability.
All doors will be closed but not locked when evacuating the building in order to slow
any movement of fire through the building.
2. Facility Disaster Supplies Kit
Tool & Equipment Inventory List, See Enclosure ( x ),
Tool & Equipment Inventory List (Ford F -250 - #043143)
DATE of last inventory: 0515110 Iventory by: Rick Torres
ITEM DESCRIPTION QTY. Actual Qty Notes
MAG -LITE 1 1
MEASURING TAPE 1
1
MEASURING WHEEL 1
1
WHEEL CARRYING CASE 1
1
TORPEDO LEVEL, 9 INCH 1
I
MULTIMETER 1
1
METER, DRYWALL MOISTURE 1
1
HAMMER 1
1
SCREWDRIVER, 6 IN 1 1
1
PLIER, LOCKING 1
1
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PLIER, LONGNOSE 6IN.
1
I
LADDER, FG, TWIN, 6FT.
1
1
LADDER, FG, 24FT.
1
1
CABLE ADJUSTABLE LOCK
1
1
HARD SHELL KNEE PAD, PR
1
1
WORK BOX 20.6 IN
1
1
BELT, BACK SUPPORT
1
1
CAULK GUN
I
1
NAIL/TOOL BELT
1
1
BELT, LEATHER
1
1
CANVAS DROP CLOTH
1
1
BATTERY, 9V, PACK OF 8
2
2 Kept In Office & truck
BATTERY, 1.5V, D, PK OF 12
2
2 Kept In Office
BATTERY, AA, 1.5V, PK OF 8
2
2 Kept In Office & truck
TAPE, 1 IN. WIDTH
3
3
TACKER, WIRE /CABLE GUN
1
1
STAPLE, 5/8 IN, PK1000
1
1
REFLECTIVE CONES
2
2
TOOL BOX, 20 IN.
1
1
TESTER, GFCI
1
1
RESPIRATOR, 20PK
1
1
GLOVE, LEATHER
I
1
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3. Employee Family Disaster Plan
The Department of Housing and Human & Veteran Services will maintain a current
list of employee distaster contact information. The information will include, but not
be limited to:
Employee's Home Address
Employee's Home Phone Number and Cell Phone Number
Employee's Evacuation Plan
Employee's Emergency Contact information
This information will be periodically reviewed for accuracy
4. Emergency Call -Down Procedures
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WRENCH, ADJUSTABLE, 81N.
1
1
SCREWDRIVER, 4BIT
I
1
TIEDOWN, 26 IN, BLACK
4
4
L SHAPED HEX KEY SET
2
2
HAND MEDIC, 80Z
2
2
ENGRAVER
1
1 Kept in Office
EXTENSION CORD, 25FT
2
2
THERMOMETER, INFRARED
1
1
I
CAR WASH BRUSH
1
1
WATER HOSE, 5/8" X 50'
1
1
NOZZLE, BRASS TWIST
1
1
3. Employee Family Disaster Plan
The Department of Housing and Human & Veteran Services will maintain a current
list of employee distaster contact information. The information will include, but not
be limited to:
Employee's Home Address
Employee's Home Phone Number and Cell Phone Number
Employee's Evacuation Plan
Employee's Emergency Contact information
This information will be periodically reviewed for accuracy
4. Emergency Call -Down Procedures
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HHVS Staff Call List
HHVS will compile and maintain an internal contact list that will include the following
information for all staff. name, position title, home phone, cell phone, and preferred method of
contact during off hours. The Staff Call List contains sensitive contact information and will be
treated confidentially.
The list of staff phone numbers will be kept offshe as well as onsite by key employees and at key
locations. All Managers will maintain a list of current employee contact information.
HHS will also develop an email group and a phone tree for employees to facilitate rapid staff
contact.
5. Shelter In -Place Procedures
Shelter -in -Place means to stay indoors - in homes, schools, businesses, or public buildings. It
includes additional precautions such as turning off air conditioners and ventilation systems, and
closing all windows and doors. Shelter -in -Place can be used when there is little time to react to
an incident, and it would be more dangerous to be outside trying to evacuate than it would be to
stay where you are."
6. What to do Before, During and After a Hurricane
Before Hurricane - Learn about hurricanes, prepare home hurricane kits, car hurricane kits,
office hurricane kits, take hurricane risk reduction measures such as shutters in place and trees
trimmed. Decide if you will leave or shelter in place.
During - stay in a safe location
After - Recovering from a disaster is usually a gradual process. Safety is a primary issue, as are
mental and physical well -being. If assistance is available, knowing how to access it makes the
process faster and less stressful. Information retrieved from:
http : / /www.quakekare.com /emergency- preparedness/ hurricane - preparedness - recovering.html on
September 15, 2011.
HEALTH AND SAFETY ISSUES
Your first concern after a disaster is your family's health and safety. You need to consider
possible safety issues and monitor family health and well- being.
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AIDING THE INJURED
Check for injuries. Do not attempt to move seriously injured persons unless they are in
immediate danger of death or further injury. If you must move an unconscious person, first
stabilize the neck and back, then call for help immediately. If the victim is not breathing,
carefully position the victim for artificial respiration, clear the airway, and commence mouth -to-
mouth resuscitation. Maintain body temperature with blankets. Be sure the victim does not
become overheated. Never try to feed liquids to an unconscious person.
HEALTH ISSUES
Be aware of exhaustion. Don't try to do too much at once. Set priorities and pace yourself. Get
enough rest. Drink plenty of clean water. Eat well. Wear sturdy work boots and gloves. Wash
your hands thoroughly with antibacterial soap and clean water often when working in debris.
Buy a Hygiene Kit, which helps you keep clean when fresh water may not be available.
SAFETY ISSUES
Be aware of new safety issues created by the disaster. Watch for washed out roads, contaminated
buildings, contaminated water, gas leaks, broken glass, damaged electrical wiring, and slippery
floors. Inform local authorities about health and safety issues, including chemical spills, downed
power lines, washed out roads, smoldering insulation, and dead animals.
7. Flood Safety Checklist
Flood Safety Checklist
To prepare for a flood, you should:
• Avoid building in a floodplain unless you elevate and reinforce your home.
• Elevate the furnace, water heater, and electric panel if susceptible to flooding.
• Install "check valves" in sewer traps to prevent flood water from backing up into the
drains of your home.
• Construct barriers (levees, beams, floodwalls) to stop floodwater from entering the
building.
During a Flood
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If flood is likely in your area, you should:
• Listen to the radio or television for information.
• Be aware that flash flooding can occur. If there is any possibility of a flash flood, move
immediately to higher ground. Do not wait for instructions to move.
• Be aware of streams, drainage channels, canyons, and other areas known to flood
suddenly. Flash floods can occur in these areas with or without such typical warnings as rain
clouds or heavy rain.
If you must prepare to evacuate, you should do the following:
• Secure your home. If you have time, bring in outdoor furniture. Move essential items to
an upper floor.
• Turn off utilities at the main switches or valves if instructed to do so. Disconnect
electrical appliances. Do not touch electrical equipment if you are wet or standing in water.
If you have to leave your home, remember these evacuation tips:
• Do not walk through moving water. Six inches of moving water can make you fall. If you
have to walk in water, walk where the water is not moving. Use a stick to check the firmness of
the ground in front of you.
• Do not drive into flooded areas. If floodwaters rise around your car, abandon the
car and move to higher ground if you can do so safely. You and the vehicle can be
quickly swept away.
8. Tornado Safety Checklist
Tornado Safety Checklist
Be alert to changing weather conditions.
• Listen to NOAA Weather Radio or to commercial radio or television newscasts for the
latest information.
• Look for approaching storms
• Look for the following danger signs:
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o Dark, often greenish sky
o Large hail
o A large, dark, low -lying cloud (particularly if rotating)
o Loud roar, similar to a freight train.
If you see approaching storms or any of the danger signs, be prepared to take shelter
immediately.
What to Do During a Tornado
If you are under a tornado WARNING, seek shelter immediately!
If you are in:
A structure (e.g. residence, small building, school, nursing home, hospital, factory, shopping
center, high -rise building); go to a pre- designated shelter area such as a safe room, or the lowest
building level. If there is no safe room, go to the center of an interior room on the lowest level
(closet, interior hallway) away from corners, windows, doors, and outside walls. Put as many
walls as possible between you and the outside. Get under a sturdy table and use your arms to
protect your head and neck. Do not open windows.
If in a vehicle, trailer, or mobile home: Get out immediately and go to the lowest floor of a
sturdy, nearby building or a storm shelter. Mobile homes, even if tied down, offer little
protection from tornadoes.
If outside with no shelter: Lie flat in a nearby ditch or depression and cover your head with your
hands. Be aware of the potential for flooding.
Do not get under an overpass or bridge. You are safer in a low, flat location.
Never try to outrun a tornado in urban or congested areas in a car or truck. Instead, leave the
vehicle immediately for safe shelter.
Watch out for flying debris. Flying debris from tornadoes causes most fatalities and injuries.
9. Lightning Safety Checklist
To prepare for a thunderstorm, you should do the following:
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• Remove dead or rotting trees and branches that could fall and cause injury or damage
during a severe thunderstorm.
• Remember the 30/30 lightning safety rule: Go indoors if, after seeing lightning, you
cannot count to 30 before hearing thunder. Stay indoors for 30 minutes after hearing the last clap
of thunder.
The following are guidelines for what you should do if a thunderstorm is likely in your area:
• Postpone outdoor activities.
• Get inside a home, building, or hard top automobile (not a convertible). Although you
may be injured if lightning strikes your car, you are much safer inside a vehicle than outside.
• Remember, rubber -soled shoes and rubber tires provide no protection from lightning.
However, the steel frame of a hard - topped vehicle provides increased protection if you are not
touching metal.
• Secure outdoor objects that could blow away or cause damage.
• Shutter windows and secure outside doors. If shutters are not available, close window
blinds, shades, or curtains.
• Avoid showering or bathing. Plumbing and bathroom fixtures can conduct electricity.
• Use a corded telephone only for emergencies. Cordless and cellular telephones are safe to
use.
• Unplug appliances and other electrical items such as computers and turn off air
conditioners. Power surges from lightning can cause serious damage.
• Use your battery- operated NOAA Weather Radio for updates from local officials.
Avoid the following:
• Natural lightning rods such as a tall, isolated tree in an open area.
• Hilltops, open fields, the beach, or a boat on the water.
• Isolated sheds or other small structures in open areas.
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• Anything metal — tractors, farm equipment, motorcycles, golf carts, golf clubs,
and bicycles.
90. Wildfire Safety Checklist
If you see a wildfire, call 9 -1 -1. Don't assume that someone else has already called. Describe the
location of the fire, speak slowly and clearly, and answer any questions asked by the dispatcher.
Before the Fire Approaches Your House
• Evacuate. Evacuate your pets and all family members who are not essential to preparing
the home. Anyone with medical or physical limitations and the young and the elderly should be
evacuated immediately.
• Wear Protective Clothing.
• Remove Combustibles. Clear items that will burn from around the house, including wood
piles, lawn furniture, barbecue grills, tarp coverings, etc. Move them outside of your defensible
space.
• Close/Protect Openings. Close outside attic, eaves, vents, windows, doors, pet doors, etc.
Remove flammable drapes and curtains. Close all shutters, blinds or heavy non - combustible
window coverings to reduce radiant heat.
• Close Inside Doors /Open Damper. Close alt doors inside the house to prevent draft. Open
the damper on your fireplace, but close the fireplace screen.
• Shut Off Gas. Shut off any natural gas, propane or fuel oil supplies at the source.
• Water. Connect garden hoses. Fill any pools, hot tubs, garbage cans, tubs or other large
containers with water.
• Pumps. If you have gas - powered pumps for water, make sure they are fueled and ready.
• Ladder. Place a ladder against the house in clear view.
• Car. Back your car into the driveway and roll up the windows.
• Garage Doors. Disconnect any automatic garage door openers so that doors can still be
opened by hand if the power goes out. Close all garage doors.
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• Valuables. Place valuable papers, mementos and anything "you can't live without" inside
the car in the garage, ready for quick departure. Any pets still with you should also be put in the
car.
Preparing to Leave
• Lights. Turn on outside lights and leave a light on in every room to make the house more
visible in heavy smoke.
• Don't Lock Up. Leave doors and windows closed but unlocked. It may be necessary for
firefighters to gain quick entry into your home to fight fire. The entire area will be isolated and
patrolled by sheriff s deputies or police.
11. Sinkhole Action Checklist
HHS will follow the direction of Collier County Health Dept, CDC, Emergency
Management or other responsible agency.
12. Extreme Heat Safety Checklist
To prepare for extreme heat, you should:
• Install window air conditioners snugly; insulate if necessary.
• Check air- conditioning ducts for proper insulation.
• Install temporary window reflectors (for use between windows and drapes), such as
aluminum foil- covered cardboard, to reflect heat back outside.
• Weather -strip doors and sills to keep cool air in.
• Cover windows that receive morning or afternoon sun with drapes, shades, awnings, or
louvers. (Outdoor awnings or louvers can reduce the heat that enters a home by up to 80
percent.)
During a Heat Emergency
What you should do if the weather is extremely hot:
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• Stay indoors as much as possible and limit exposure to the sun.
• Stay on the lowest floor out of the sunshine if air conditioning is not available.
• Consider spending the warmest part of the day in public buildings such as libraries,
schools, movie theaters, shopping malls, and other community facilities. Circulating air can cool
the body by increasing the perspiration rate of evaporation.
• Eat well - balanced, light, and regular meals. Avoid using salt tablets unless directed to do
so by a physician.
• Drink plenty of water. Persons who have epilepsy or heart, kidney, or liver disease; are
on fluid - restricted diets; or have a problem with fluid retention should consult a doctor before
increasing liquid intake.
• Limit intake of alcoholic beverages.
• Dress in loose - fitting, lightweight, and light - colored clothes that cover as much skin as
possible. AOW
• Protect face and head by wearing a wide - brimmed hat.
• Check on family, friends, and neighbors who do not have air conditioning and who spend
much of their time alone.
• Never leave children or pets alone in closed vehicles.
• Avoid strenuous work during the warmest part of the day. Use a buddy system
when working in extreme heat, and take frequent breaks.
13. Water Conservation Checklist
Water Conservation Checklist
Check your toilet for leaks
Stop using your toilet as an ashtray or wastebasket.
Put two filled plastic bottles in your toilet tank.
Take shorter showers.
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Install water- saving shower heads or flow restrictors.
Turn off the water after you wet your toothbrush.
Rinse your razor in the sink.
Check faucets and pipes for leaks.
Use your automatic dishwasher only for full loads.
If you wash dishes by hand, don't leave the water running for rinsing.
Don't let the faucet run while you clean vegetables.
Keep a bottle of drinking water in the refrigerator.
Use your automatic washing machine only for full loads.
Plant drought- resistant trees and plants.
Put a layer of mulch around trees and plants.
Use a broom to clean driveways, sidewalks and steps.
Don't run the hose while washing your car.
Teach your children that your hose and sprinklers are not toys.
Water your lawn only when it needs it.
Deep -soak your lawn.
When you do water your lawn, do it just long enough for water to seep down to the roots where
it won't evaporate quickly and where it will do the most good. A light sprinkling which sits on
the surface, will simply evaporate and be wasted. A slow steady fall of water is the best way to
irrigate your lawn.
Water during the cool parts of the day.
Don't water the street gutters /sidewalks.
Check for leaks in pipes, hoses, faucets and couplings.
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14. Winter Storm Safety Checklist
15. Steps to Protect Your Farm from Pest and Disease
NA
16. What to do During and After a Hazardous Material Incident
IHHS will follow the direction of Collier County Health Dept, CDC, Emergency Management or
other responsible agency.
17. Fire Safety Checklist
The following are things you can do to protect yourself, your family, and your property in the
event of a fire:
Smoke Alarms
• Install smoke alarms. Properly working smoke alarms decrease your chances of dying in
a fire by half.
• Place smoke alarms on every level of your residence. Place them outside bedrooms on
the ceiling or high on the wall (4 to 12 inches from ceiling), at the top of open stairways, or at the
bottom of enclosed stairs and near (but not in) the kitchen.
• Test and clean smoke alarms once a month and replace batteries at least once a year.
Replace smoke alarms once every 10 years.
Escaping the Fire
• Review escape routes with your family. Practice escaping from each room.
• Make sure windows are not nailed or painted shut. Make sure security gratings on
windows have a fire safety opening feature so they can be easily opened from the inside.
• Consider escape ladders if your residence has more than one level, and ensure that
burglar bars and other antitheft mechanisms that block outside window entry are easily opened
from the inside.
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• Teach family members to stay low to the floor (where the air is safer in a fire) when
escaping from a fire.
• Clean out storage areas. Do not let trash, such as old newspapers and magazines,
accumulate.
Flammable Items
• Never use gasoline, benzine, naptha, or similar flammable liquids indoors.
• Store flammable liquids in approved containers in well- ventilated storage areas.
• Never smoke near flammable liquids.
• Discard all rags or materials that have been soaked in flammable liquids after you have
used them. Safely discard them outdoors in a metal container.
• Insulate chimneys and place spark arresters on top. The chimney should be at least three
feet higher than the roof. Remove branches hanging above and around the chimney.
Heating Sources
• Be careful when using alternative heating sources.
• Check with your local fire department on the legality of using kerosene heaters in your
community. Be sure to fill kerosene heaters outside, and be sure they have cooled.
• Place heaters at least three feet away from flammable materials. Make sure the floor and
nearby walls are properly insulated.
• Use only the type of fuel designated for your unit and follow manufacturer's instructions.
• Store ashes in a metal container outside and away from your residence.
• Keep open flames away from walls, furniture, drapery, and flammable items.
• Keep a screen in front of the fireplace.
• Have heating units inspected and cleaned annually by a certified specialist.
Matches and Smoking
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• Keep matches and lighters up high, away from children, and, if possible, in a locked
cabinet.
• Never smoke in bed or when drowsy or medicated. Provide smokers with deep, sturdy
ashtrays. Douse cigarette and cigar butts with water before disposal.
Electrical Wiring
• Have the electrical wiring in your residence checked by an electrician.
• Inspect extension cords for frayed or exposed wires or loose plugs.
• Make sure outlets have cover plates and no exposed wiring.
• Make sure wiring does not run under rugs, over nails, or across high - traffic areas.
• Do not overload extension cords or outlets. If you need to plug in two or three appliances,
get a UL- approved unit with built -in circuit breakers to prevent sparks and short circuits.
• Make sure insulation does not touch bare electrical wiring.
Other
• Sleep with your door closed.
• Install A -B -C -type fire extinguishers in your residence and teach family members how to
use them.
• Consider installing an automatic fire sprinkler system in your residence.
• Ask your local fire department to inspect your residence for fire safety and
prevention.
18. Tips for Fire Prevention for Small Business
FIRE EXTINGUISHERS: Every business location is required to have at least one extinguisher.
Required extinguishers must be serviced yearly, or immediately after use, by a person having a
valid certificate. Extinguishers must be installed on approved brackets or set in a fire department
approved cabinet. They must be conspicuously located or have signs, which identify the location.
Please contact your local fire station if you have any questions regarding the size, type, or
placement of extinguishers.
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WATER HEATERS: The burner flame can easily start a fire if flammable items are placed too
close. Maintain at least three feet of clearance around your hot water heater. Electrical Panels: In
the event of a fire, three feet of clearance around the electrical panel is necessary to access circuit
breakers. Exit Aisles: Must be clear of storage at all times. Fire Control Valves: Often located in
obscure areas of buildings, fire control valves can get blocked by storage. Maintain a three -foot
access aisle and make sure that the valves are well marked.
ELECTRICAL HAZARDS: Extension cords are often misused and can be very hazardous. They
should be used only for temporary wiring, not permanent use. They should not be run through
ceilings, walls, doors or windows. Also, beware of the extension cord 'octopus." Using multiple
outlet adapters to run numerous items off a single outlet can be dangerous. It is much safer to
install additional outlets rather than to use adapters and extension cords.
EXIT DOORS: For security purposes many business owners lock rear exit doors. Even in a small
shop, a fire can trap someone and need to rely on the rear door to escape. All required exit doors
must be unlocked during business hours or have escape hardware, which allows them to be
opened from the inside without a key. This is a crucial issue to life safety. Installing escape
hardware or a door alarm can accommodate both security and fire safety
ADDRESS NUMBERS: Make sure that your address is clearly visible from the
street. If you have a fire or medical emergency, we want to find you fast. It is also
very helpful if someone can wait for us out on the street and flag us in. These few
simple precautions can go a long way toward preventing a hostile fire from
destroying your business
19. Power Service Disruption Checklist
Planning Considerations
Identify all critical operations, including:
• Utilities including electric power, gas, water, hydraulics, compressed air, municipal and
internal sewer systems, wastewater treatment services
• Security and alarm systems, elevators, lighting, life support systems, heating, ventilation
and air conditioning systems, electrical distribution system.
• Manufacturing equipment, pollution control equipment
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• Communication systems, both data and voice computer networks
• Transportation systems including air, highway, railroad and waterway
Determine the impact of service disruption.
Ensure that key safety and maintenance personnel are thoroughly familiar with all building
systems.
Establish procedures for restoring systems. Determine need for backup systems.
Establish preventive maintenance schedules for all systems and equipment.
20. Bomb Threat Procedures
If you receive a telephoned bomb threat, you should do the following:
• Get as much information from the caller as possible. Try to ask the following questions:
1. When is the bomb going to explode?
2. Where is it right now?
3. What does it look like?
4. What kind of bomb is it?
5. What will cause it to explode?
6. Did you place the bomb?
7. Why?
8. What is your address?
9. What is your name?
• Keep the caller on the line and record everything that is said.
• Notify the police and building management.
21. Cyber Security Threat Assessment low
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How Safe Are You?
1. Do you use an antivirus software or service?
Yes
No
If yes, have you updated it within the past week?
Yes
No
2. When you are sent a file attachment or program you don't expect or want, do you:
A) Ask the sender what s/he sent you?
B) Throw it away?
C) Open it and see what it is?
3. Have you read about a security hole or security patch for your computer within the past 6
months?
Yes, I've read about both a security hole and a security patch.
Yes, I've read about either a security hole or a patch, but not both.
No, I haven't read about either in the past 6 months.
4. Do you use a firewall?
Yes
No
Don't know/Not sure
5. Do you use file sharing over the Internet?
No, I have no file sharing turned on.
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Yes, I have open file sharing, but I know which programs make use of them.
Yes, I have open file sharing, and I don't know which programs use them, or, I am not sure.
6. When you are not using the computer, do you disconnect from the Internet?
Yes
Orel
22. Cyber Security Checklist
Use this checklist of computer security basics to assess and improve your computer security
practices:
• Do Your Work Habits Promote Security?
Passwords and user names are your first line of defense in cyber security. Use passwords that are
difficult to guess and change them frequently. (If you think you might forget your password,
write it down and file it where only you can get to it.) Always remember to logoff when you
aren't using your computer. The most basic, and low -tech, security practice is to lock or shut
down a computer when it's not in use. If you don't, there's little point in password - protecting your
hard drive.
• Can Your Data Be Restored If Your Computer Crashes?
Regular backups are a crucial component of computer security. Documents and other data should
be backed up daily. Backed up data can be stored on removable media (such as CDs), on a
separate hard drive that is connected to your computer externally, on a tape drive, or on a secure
web site. Redundancy is the best strategy: create several backup sets so at least one is stored off
site. It's also a good idea to periodically make a full backup of your hard drive so that if your
hard drive crashes you won't have to reinstall each software program individually. Many new
computers include CD drives that make data backups easy and affordable. External hard drives
that can be disconnected and stored off site are an affordable option for backing up a complete
hard drive.
• Is Your Computer Safe From Viruses and Worms?
New computer viruses and worms are discovered all the time. Installing and regularly updating
your anti -virus software is essential to maintaining the security of your computer files.
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• Is Your Computer Safe From Malicious Hackers?
Every computer connected to the Internet without a firewall is vulnerable, but the risk is greater
if you are using DSL or cable broadband, or are connected to an office network. Because these
types of connections are typically always on, malicious hackers can get into your computer and
steal confidential information, deface your organization's web site, or use your computer as part
of a distributed denial of service (DDoS) attack directed at another server. Firewall software is
available from many of the same developers who produce anti -virus software, including
Symantec and McAffee.
• Are Your Mailing Lists Safe From Spammers?
Email lists are frequent targets of Spam, so mailing list security is a high priority. If you are
running commercial list software, such as Majordomo, configure your email lists so only the list
owner has access to subscribers' addresses. If you are using your email client software, such as
Eudora or Outlook, avoid disclosing subscribers' addresses by putting all your recipients'
addresses in the "Bcc" field. If you are using an application service provider, such as Topica or
Yahoo Groups, make sure the lists are configured to prevent the disclosure of addresses. Also,
back up your subscriber list regularly. Those addresses are one of your organization's most
important assets!
• Are Your Confidential Files Safe From Snoopers?
Nearly everyone stores some data on their computer that is sensitive or confidential. Use
passwords and encryption to protect private data. Disable operating system features that allow
files to be shared unless it's absolutely necessary, and when you do allow sharing use passwords
to ensure that only authorized users have access. If you send or receive confidential data, encrypt
your email messages.
• Do You Check "Under the Hood" Periodically?
Although not strictly a security issue, good disk maintenance is also important. Several software
vendors sell utility tools (such as Norton System Works) that can alert you to and fix minor
problems, and sometimes even retrieve lost data. Specific maintenance requirements vary, so
review the User Guide and check your disk periodically to ensure optimal performance.
• Are You Prepared for the Worst?
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Hard drives crash; accidents happen, natural disasters occur without warning. If you depend on
computers, disaster planning is a necessity. Start by keeping an up -to -date backup of your hard
drive off site, but don't stop there. Inventory your hardware, software and service providers. Ask
yourself what it would take to get back online if your office was destroyed in an earthquake or
fire. Write it all down and keep a copy with your off site backup. Periodically review your plan
to make sure it's up -to -date.
23. Checklist to Prepare and Respond to a ChemicalBiological Attack
HHS will follow the direction of Collier County Health Dept, CDC, Emergency Management or
other responsible agency.
24. Handling Suspicious Parcels and Letters
Please see the FBI web site (www.fbi.gov) and the CDC Health Advisory of October 12, 2001
for identifying characteristics of "suspicious" mail or packages. Links to this information is
available on the State of Alaska home page (www.state.ak.us).
Unopened Mail:
In the event an unopened item which appears to be suspicious is discovered, the mail handler
must:
1. Put item in a plastic zip -lock bag or a plastic garbage bag and set the item aside. At the
end of the mail opening process, meet with a supervisor to determine if the item is "suspicious ".
2. If the decision is made that the unopened item is suspicious, follow the CDC instructions
for unopened letters or packages. The supervisor will call the local police non - emergency phone
number to report the suspicious item(s). Do not call 911.
Opened Mail:
In the event of "suspicious" opened mail, please refer to the instructions contained in
the CDC Health Advisory and dial 9 -911.
25. Radiological Emergency Safety Checklist
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HHS will follow the direction of Collier County Health Dept, CDC, Emergency Management or
other responsible agency.
26. Radiological Emergency.- Immediate Precautions in the Case of a Terrorist
Attack
HHS will follow the direction of Collier County Health Dept, CDC, Emergency Management or
other responsible agency.
27. Prevention and Response to Workplace Violence
Prevention of Workplace Violence
A sound prevention plan is the most important and, in the long run, the least costly portion of any
agency's workplace violence program. Your agency should have the following programs in place
to help prevent workplace violence:
Pre - Employment Screening — An agency should determine, with the assistance of its servicing
personnel and legal offices, the pre - employment screening techniques which should be utilized,
such as interview questions, background and reference checks, and drug testing if it is
appropriate for the position under consideration and consistent with Federal laws and
regulations.
Security — Maintaining a safe work place is part of any good prevention program. There are a
variety of ways to help ensure safety, such as employee photo identification badges, guard
services, and individual coded key cards for access to buildings and grounds. Different measures
may be appropriate for different locations and work settings.
Alternative Dispute Resolution (ADR) — This program is most effective in resolving disputes
when a conflict has been identified early and one of the following techniques is used:
ombudspersons, facilitation, mediation, interest -based problem solving, and peer review.
Threat Assessment Team — This interdisciplinary team will work with management to assess the
potential for workplace violence and, as appropriate, develop and execute a plan to address it.
Agency Work and Family Life Programs (such as flexiplace, child care, maxiflex,
etc.) — An agency should identify and modify, if possible, self - imposed policies and
procedures which cause negative effects on the workplace climate.
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Appendix B Recovery Team Strategies and Functions
Appendix C Notification Procedures
1. Emergency Contact List
HHVS Administrative Staff will:
Update the internal contact list /recall roster. This list will include the following information:
name, position title, home phone, cell phone, and preferred method of contact during off hours.
The recall roster contains sensitive contact information and will be treated confidentially.
Distribute recall roster via email to key personnel, and maintain a hard copy with the front desk
receptionist.
Develop an email group and a phone tree for employees to facilitate rapid staff contact.
Compile and maintain an external contact list of phone numbers of emergency AW
response agencies, key vendors, stakeholders, and resources.
2. Team Call Procedures/ Employee Contact Information
Administrative staff will update recall roster monthly. Supervisors will maintain
copy of updated recall roster and initiate recall as directed.
3. Key Customer Information
Staff will identify key customers and verify their contact information.
4. Supplier Contact Information
Each supervisor will contact key suppliers and verify their contact information as
needed.
5. Financial Contact Information
HHVS Fiscal staff will verify financial contact information is accurate and ensure the
information is current.
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Appendix B Recovery Team Strategies and Functions
Appendix C Notification Procedures
9. Emergency Contact List
HHVS Administrative Staff will:
Update the internal contact list /recall roster. This list will include the following information:
name, position title, home phone, cell phone, and preferred method of contact during off hours.
The recall roster contains sensitive contact information and will be treated confidentially.
Distribute recall roster via email to key personnel, and maintain a hard copy with the front desk
receptionist.
Develop an email group and a phone tree for employees to facilitate rapid staff contact.
Compile and maintain an external contact list of phone numbers of emergency
response agencies, key vendors, stakeholders, and resources.
2. Team Call Procedures/ Employee Contact Information
Administrative staff will update recall roster monthly. Supervisors will maintain
copy of updated recall roster and initiate recall as directed.
3. Key Customer Information
Staff will identify key customers and verify their contact information.
4. Supplier Contact Information
Each supervisor will contact key suppliers and verify their contact information as
needed.
5. Financial Contact Information
HHVS Fiscal staff will verify financial contact information is accurate and ensure the
information is current.
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Appendix D Inventories and Vital Records
9. Vital Records Inventory
Protection of vital records.
To the extent possible, protect vital records from fire, damage, theft and public exposure. If the
Enclave is evacuated, provide security to ensure privacy and safety of vital records.
Protection of vital records, data and sensitive information
• Ensure offsite back -up of financial and other data.
• Store copies of critical legal and financial documents in an offshe location.
• Protect financial records, passwords, credit cards, provider numbers and other sensitive
financial information.
• Update plans for addressing interruption of computer processing capability.
• Maintain a contact list of vendors who can supply replacement equipment.
2. Computer Software Inventory
IT Dept. has this inventory on file.
3. Computer Hardware Inventory
IT Dept. has this inventory on file.
4. Computer Peripheral Inventory
IT Dept. has this inventory on file.
5. Equipment, Furniture and Telecommunications Inventory
IT Dept. has this inventory on file.
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Appendix E Alternate (Recovery) Site
Relocation of services
HHVS will take the following steps, as feasible and appropriate, to prepare for an event that
makes the primary facility unusable. HHVS will:
• Shift operations to an alternate site (yet to be determined) as directed by the Director
and/or Facilities Management.
• Establish agreements with staff to work from home.
Emergency Response Plan
Identify Facilities (location, transportation. entry /egress)
Physical street location
Primary: 3339 E. Tamiami Trail Suite 211 Naples, FL 34112 -5361
Main Telephone Number
239 - 252 -2273
Size of facility (square footage, floors) and description
Located on Second Floor, Building H. of the main Government Complex, approx. 4000 sq.ft.
Entrances
Main entrance to Building H. located across from parking garage. Main entrance to HHVS
located on second floor of same.
Number of employees
Building H - approx. 32 -35
Hours of operation, shifts
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Monday through Friday: Normal shifts 8:OOa.m. to 5:OOp.m. (except holidays).
Alternate shifts (Split Crews): Day- 8:OOa.m. to 5:OOp.m. & Night - 4:30p.m. to 1:30a.m.
Security offices /desks
Security guard is located on first floor lobby in Building H.
Identification of routes likely to be used for the transportation
Main supply routes are Tamiami Trail, Airport Road, and I -75.
Describe unique characteristics of geographic area (hospitals, gas stations, chemical
plants, natural hazards, etc.)
Building H. is located within five square miles of hospitals, fire stations, gas stations.
Describe procedures for respondina
Internal notification procedures (alarms, paging systems, hazard codes)
Cell phones and internet will be used for internal notification. Employee meetings, internal
informational publications, press releases and other programs intended to disseminate accurate
information regarding the event and its impact will also be utilized.
Procedure for calling 9 -1 -1
9 -1 -1 wil l be used only in case of emergency
Evacuation procedures
Evacuation routes are reviewed and updated by Emergancy Management Department and
disseminated to staff
Security/ lockdown policies
The goal of any lockdown is to minimize accessibility to room or building, and /or to minimize
movement of persons, thus reducing the risk to staff, or patrons.
Lockdowns should be implemented when requested by law enforcement, fire department,
security, building administrator or any staff member with confirmed information.
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If staff is able to communicate to the front office information about an incident that requires a
lockdown, time should not be spent trying to get "official" approval to start the lockdown. Staff
is allowed to start a lockdown.
Examples of incidents requiring a lockdown include the detection of persons armed with
firearms on the property, gunshots directed at or near the workplace and grounds, police
incidents involving dangerous persons that are adjacent to or within a short distance to the
workplace site, intruders, hazardous chemical spills, gas leaks, adverse electrical
conditions on or near the workplace, or disasters close to the workplace or grounds.
Remain in lockdown until "All Clear" announcement is given.
Hazardous Material teams
Utilize county assets.
Internal staff with training /certifications (plant nurse)
Use of Red Cross CPR and Basic First Aid training is encouraged.
Human Resources and Louise Pelletier maintain a current list of National Incident
Management System (NIMS) trained employees along with a copies of certificates.
Priority level for medical emergencies
Individual employees will ensure they have enough prescription drugs to sustain them through
an emergency. Medical emergencies will be handled through normal triage procedures to the
closest medical facility or the use of ambulatory services.
Accounting for employees, visitors, temporary employees /contractors
Individual supervisors will be responsible for making contact with their employees, temporary
employees, or contractors daily. Supervisors will make every effort to contact individuals that
are on vacation, sick, etc., as soon as phone systems are active. Employees are also responsible
for checking in with their supervisors daily. Once employees are accounted for daily,
supervisors will make contact with Kim Grant unless otherwise directed.
Community and facility emergency coordinators authority (plan activation)
Designate internal emergency coordinators (per facility)
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Frank Ramsey (Primary) and Tammy Hammer (Alternate) emergency coordinators for
activities located at the Building H.
Rick Torres (Second Primary) and vacant position (Second Alternate) emergency coordinators
for activities located at Building H. and/or an alternate site if Building H is unsuitable.
Plan activation procedures (delegation of authority)
The Director of Housing & Human Services is responsible for plan activation.
External emergency coordinators
Assigned by Emergency Management.
Internal Emergency Operation Center
The Building H. location is the Primary EOC for Housing & Human Services. An alternate
site may be selected if Bldg. H is unsuitable.
Internal shelters
Employees occupying an office space during emergencies are directed to remain away from
any hazardous situations such as potential electrical, wind, or water hazards. During a
hurricane event, keep clear of windows.
Emergency Notification / Dissemination of Information (staff and public)
Public Information Policy; designated PIO / spokesperson
The current Public Information Officer during an emergency will be responsible for providing
official comment regarding the resumption of operations of Housing & Human Services.
Internal staff notification including facilities
Internal staff notification includes provisions for employee meetings, internal informational
publications, press releases and other programs intended to disseminate accurate information
regarding the event and its impact as well as deal with misinformation.
HHS will incorporate disaster preparedness information into its normal communications and
education programs for staff and residents including:
• Home and family preparedness.
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Information on HHVS emergency preparedness activities.
Information dissemination channels for these activities include newsletters, pamphlets, health
education and in- service education classes, and internet postings.
Notice of closures, delay
Voice mail communications will be set up for staff to call in for information. In addition the
above channels will be used to disseminate information.
Employees may call Collier County Emergency Management for information regarding county
work schedules related to an event. Additional information may be obtained on Collier County
Emergency Management's webpage or the "Essential Personnel Brochure" located on Human
Resource's webpage.
Emergency Equipment / Response (what and who in community)
Equipment available at site, storage location
Go kits including shelf stable foods, emergency blankets, flashlights and communications.
Equipment available locally through external sources /vendors
See vendor information and resources form emergency management.
Evacuation plans and alternate traffic routes
Facility evacuation plans, meeting locations
Employees will use existing building evacuation plans to safely exit buildings. During a
declared emergency, the Primary Meeting Location for Housing & Human Services is adjacent
to the Collier County Museum on campus.
Use of public transportation / mass transportation (buses)
May be utilized if operating.
Access to parking lots
Will be accessed as soon as safely permissible.
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Traininq programs
Training for community partners (fire, medical services, law enforcement). Internal &
external training should be coordinated with Emergency Management.
Emergency Management training is on file. Training will be conducted and documented as it
becomes available throughout the year.
Training for internal staff
Training will be conducted and documented as it become available throughout the year.
Exercise program
Type and frequency of exercise program
Training and Exercises for a variety of scenarios to test internal and external disasters and
disasters that require extensive community cooperation. HHVS will participate in community AOW
drills that assess communication, coordination, and the effectiveness of HHVS's command
structures. Emergency Management training is on file.
Page 67 of 80
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1/10/2012 Item 16.D.2.
Departmental Emergency Operations Planning Template
Standard Operating Guidance
Title:
Origination Date: Number:
Supersedes: Effective Date:
Prepared By: Revision Number:
Review Date: Date of Expiration:
Distribution Roster: See Below Contact Dept(s):
Approval(s)
County Manager's Office Director of Emergency Management
(Coordination Agency) (Coordination Agency)
1. Policy
H. Purpose
Ill. Standard Operating Procedures
IV. Distribution Roster
This SOG shall be approved and distributed as follows:
1.
2.
3.
Page 79 of 80
Packet Page -1162- ` 39-
1/10/2012 Item 16.D.2.
Departmental Emergency Operations Planning Template
V. Distribution Verification
o Action Printed Name, Signature, and Date
15
V1. End
Page 80 of 80
Packet Page -1163- 1 `��
1/10/2012 Item 16.D.2.
Shelter for Abused Women &
Children Emergency Preparedness
Plan
Packet Page -1164- N i L-*,
1/10/2012 Item 16.D.2.
EMERGENCY POLICY AND PROCEDURE
For the purposes of maintaining the integrity of our operation, our definition of
`trespass' may differ slightly from the legal definition. The posting of NO TRESPASSING
signs along our perimeter narrows this distinction. Be sure to distinguish in written
reports between intrusions into our space and actual violations that can involve law
enforcement intervention. For our purposes we will consider any unwanted access onto
our property to be a form of trespass.
Trespass Law Effective July 1, 2006
The offender commits a felony of the third degree, punishable as
provided in s.776.082, s.776.083, or s.776.084, if the property
trespassed upon is a domestic violence center certified under
s.39.906 which is legally posted and identified substantially in
the following manner:
THIS AREA IS A DESIGNATED RESTRICTED SITE
AND ANYONE WHO TRESPASSES ON THIS PROPERTY
COMMITS A FELONY.
A trespasser is a person who intrudes upon another person's
property for his own reasons, without purposes other than his
own.
Under Florida Statute, Section 810.11, a property owner must
provide proper notice to all parties who may enter the property.
All gates, fence corners, and all boundaries must have posted
notice of proper size and composition. The postings can be no
more than 600 feet apart.
Statute 810.11 reads, "Posted land is that land upon which signs
are placed not more than 600 feet apart along, and at each corner
of, the boundaries of the land, upon which signs there appears
prominently, in letters of not less than 2 inches in height, the
words `no trespassing. "'
SAWCC has complied with and is covered by the provisions of the above listed
statute. It may be necessary to remind Sheriffs deputies of the existence of the new law
and request the arrest of violators.
Packet Page -1165- `t�,
1/10/2012 Item 16.D.2.
Unknown persons
Any person who gains access to the Weeks Ave. site during the free flow of traffic
occurring on Support Group nights or during special events should be noted by the
Security Staff and compared to the Abuser Alert list. Be advised that the Shelter displays
no signage and may be confused for other businesses in the area. No formal report is
warranted if the person leaves willingly and does not appear to pose an ongoing threat.
When entering the building at the same time as a visitor that you don't recognize
there are several prudent courses of action that can reduce danger to yourself and
others. You should use your judgment in applying these procedures. It is reasonable to
consider gender, dress, physical size, age and demeanor and "gut instinct" when
evaluating unknown persons.
• Do not approach and /or confront unknown persons or vehicles on SAWCC
property. Allow security to determine the visitor's intentions.
• If the visitor is approaching the front door, paying no attention to you and does
not appear to be hostile, remain in your vehicle and allow security to open the
front doors or turn the visitor away.
• If you did not see the visitor until near the front door and are therefore unable to
avoid contact with the unknown person, press the call button and request entry.
Security will then ask the unknown person to identify themselves or unlock the
door based on prior knowledge. Never demonstrate the use of your fob in
front of an unknown visitor.
• If an unknown visitor approaches your vehicle while you are in it, simply pull out
of your parking space, exit the properly and call from a safe location.
• If at any time an unauthorized person actually gains entry to the building, a short
report should be written and relevant video saved.
Phone Numbers
Security Desk desk phone 280 -1356
Security Supervisor cell phone 229 -8758
Security Officer cell phone 229 -8754
Packet Page -1166- \ y
Hostile Person on Property.
Don'ts
1/10/2012 Item 16.D.2.
• Security or shelter advocates serving as security should sound the alert
"Attention, there is an unknown person in the . Please remain
inside the building until further notice." The door intercom system should
not be used for this message as the system broadcasts outside the
building as well.
• Shelter staff should gather all persons from the lanai, playground and
resident parking lot areas.
• Call 911 — remember to dial 9 -911 if using a desk phone
• Be ready to move all shelter staff and residents to bunkered bedrooms
• Complete a detailed report of the incident before the end of your shift. E-
mail report to the ED, Director of Operations, Director of Programs,
Shelter Manager and Security Supervisor.
• Do not use the intercom to speak to the trespasser (you may accidentally
open the very door you are asking him /her to leave)
• Do not allow other visitors onto the property until the situation is resolved
• Do not allow people to leave the building
• Do not proceed beyond any window displaying a red card or security
folder
Intruder in the Building
There are few hard and fast rules concerning intruders inside the building. Other
than protecting yourself as a link to outside help, the following guidelines may have to be
instantly tailored to the situation at hand.
In the event a subject with hostile intruder
• Follow directions given by security.
• Try to take your cell phone with you.
• Get to a secure room or office or to rooms 116 and 120 as directed by
security.
• Remain in a locked room until given the all clear by a familiar voice.
Packet Page -1167- 1 �-\ I
1/10/2012 Item 16.D.2.
Red Folders
Red folders or a similar red card placed in a window indicates a hostile situation
beyond that window. If the window is near two doors do not go through either one. Call
the security office or shelter desk for clarification.
Yellow Folder Drills
For drill purposes a yellow folder is used. Red folders or cards always indicate an
actual emergency. Signal security that you've seen the yellow folder then proceed as
normal.
The "all clear"
An all clear notification should only be accepted from a familiar voice at outside
of your locked door or over the intercom.
Packet Page -1168- `
1/10/2012 Item 16.D.2.
Harassment
Harassing Messages
Due to the nature of our organization, we are prone to receive some prank or
threatening phone calls, a -mails and letters. Shelter employees receiving such
messages should:
• Make a note of the time
• Notify Security
• Deliver the letter or printed version of the e-mail to Security
• Do not destroy, disfigure or erase any e-mail, letter or envelope.
Security will keep track of the incidents and related evidence. Police assistance
will be sought when deemed necessary.
Verbal Harassment
Many of our residents will walk to and from the Shelter. If a resident reports such
harassment
• Make a note of the time and date
• Gather brief details and descriptions
• Notify Security
• Follow the resident with cameras #16 and #14 when she leaves again.
Make a note of that time and date for Security.
Security will notify the Program Director. If feasible and warranted, the Shelter
will attempt to obtain legal and /or law enforcement assistance.
Packet Page -1169- 1 I-A 5
1/10/2012 Item 16.D.2.
Fire Emergencies and Drills
Fire Evacuation Procedure
During a fire drill or an actual fire emergency, all personnel are required to leave
the building and assemble in predetermined locations for accountability. The Shelter
Desk Staff, however, have added responsibilities related to the safety and accountability
of shelter residents.
The duties assigned to Security will fall to Shelter Staff in the absence of
Security. Shelter Staff must know this policy completely well in advance of an
emergency.
Treat all alarms as actual emergencies unless instructed otherwise in advance.
The audible fire alarm consists of three loud blasts followed by one period of silence in
the same tempo. This pattern repeats with 3 blasts and one rest until the system is
cleared by Security or public safety professionals.
Please take a minute to locate the exits near the places where you usually work.
The fire exit doors will sound a local alarm if you open them. The east side of the
building is particularly dangerous. Watch your footing when exiting the building on the
east (playground) side. Take time now to plan your emergency exit.
Do not assume you will be able to think clearly in an actual fire emergency.
Always test for fire behind a door by feeling the door for heat. Open the door
slowly and exit with caution.
The fire evacuation meeting areas are located at the four comers of the property
on the lawns. Watch for fire department personnel and equipment.
Once you arrive at an evacuation meeting area, please stay in that particular
area. Firmly encourage Shelter guests and residents to do the same. Security will need
to get an accurate accounting of evacuees. Do not attempt to drive away from the
property while public safety equipment is trying to enter.
Packet Page -1170- \ *A(o
1/10/2012 Item 16.D.2.
Fire Department professionals maintain legal authority over structures
during fire emergencies.
When you hear the fire alarm
1. Remain calm. Project this demeanor to residents and clients
2. Proceed to the nearest exit. Feel the door.
3. If the door is hot, find the next nearest door. If the door is cool open it
slightly and look outside before running out.
4. If your path is clear, proceed to the nearest Fire Evacuation Meeting
Area. Remain there until the all clear is given.
Please contact Security promptly if you have any questions.
If you discover a fire before alarm activation
1. Activate the building's fire alarm by actuating a fire alarm pull station.
These small red boxes are located near each fire exit and various
locations throughout the building. Locate the ones near your workstation
now.
2. Call 911. (9 -911) Do not rely on the alarm company to properly notify
local fire professionals. Remember that the street address for the Beau
Venturi Home is 2636 Weeks Avenue, 34112.
3. You may attempt to extinguish the fire yourself if you feel comfortable.
You are in no way required to do this. If you do, be sure to remain aware
of your surroundings, your path out of the building, and the condition of
the air you are breathing. Be sure to aim the spray at the base of the
flame.
4. Get out of and away from the building. Report to the nearest fire
evacuation area and resume the duties of a Shelter Advocate.
Kennel
Animals are the responsibility of their resident owners. In the event of a fire alarm
the resident may choose to enter the kennel (via the shelter ramp) to retrieve their pets.
Residents must then exit through the dog run via the kennel outer door.
Do not re -enter the building during a fire alarml
Packet Page -1171- 1 ki -I
1/10/2012 Item 16.D.2.
Hurricane
Hurricanes provide ample warning. The experience and training of Collier County
Emergency Management, as well as police and fire professionals and shelter staff will be
employed at the first signs of an impending named storm.
Staff Duties
Please be advised that duties and schedules may be altered to fit the needs of
the Shelter and its program participants. Your immediate supervisor will assign relevant
duties as a named storm approaches.
Employees who wish to be exempt from hurricane duties and have not declared
so as of January 1st should contact the Director of Operations immediately.
Consult the Security Supervisor or Director of Operations with any questions.
Packet Page -1172- k-1k
1/10/2012 Item 16. D.2.
Emeroency Shelter for Staff and Families
During a hurricane, our first priority is to keep our residents safe. However, we
are also concerned about the safety of our staff. The Weeks Ave. site has been built to
current (2002) hurricane standards and is believed to be sturdier than certain homes in
the county, however, the site is located near to the water and only 8 feet above the flood
plane. There is significant risk of flooding. Management may allow staff, immediate
families and pets to shelter in the administrative /counseling portions of the building with
the following provisos.
1. This policy will apply only during category 3 and higher hurricanes, AND when
put in effect by management.
2. Only staff, their immediate families and pets are eligible. Each adult requesting to
stay in the building will be required to sign a broad release of liability. Advance
permission from senior management is required.
3. Those wanting to stay at the building must arrive before the front gate is secured
by Security. Check with the Security Guard on duty to learn the exact time. You
will not be allowed to leave the property after the gate is secured. You, your
family, pets, and all belongings must be removed from the building by the
morning after the storm or earlier if determined by the manager in charge.
4. All necessities must be brought with you, including food, water, bedding, clothing,
flashlights, radio, games, pet supplies, etc. No cooking will be allowed. Items
belonging to the Shelter should not be used by staffed and families.
5. Those who have offices in the building may stay in their offices. Others will be
assigned an area by the manager in charge.
6. Entry into the residential wing of the building will be prohibited.
7. When the storm is at its peak, everyone will stay in the ramp area of other
assigned area until the storm has passed, as determined by the Security Guard.
8. No one will be allowed to disrupt others by their actions or by noise.
9. Clean up of all areas used is the responsibility of those staying there. Repair of
any damage done to the facility will be the sole responsibility of the staff
member(s) causing such damage. The staff member(s) will also be responsible
for the actions of and damage caused by family members and pets.
10. You will be responsible for the care and feeding of your pets. Pets must be
crated at all times except during outdoor walks. You must bring your own crates,
and the crates must be kept in the kennel. Since space in the kennel is limited,
priority will be given to the pets of staff working in the shelter during the storm.
The kennel must be left in clean, orderly condition when your pets leave.
11. The Administrative /Counseling portion of the building portion of the building not
connected to the emergency power generator. If power fails, there will be no air
conditioning and limited emergency lighting in this area. Bathrooms may be
available, but no showers. No refrigeration will be available.
12. Should the building suffer damage while you staying here, you may be adked to
help mitigate the damage, i.e., mop up water leaks, move items from flooded
areas, cover holes in the structure, etc.
13. These procedures will be strictly enforced. Those not following these procedures
as well as the instructions of the manager in charge of the security guard will be
required to leave the building.
Packet Page -1173- ` 4 l
1/10/2012 Item 16.D.2.
RELEASE OF LIABILITY
In consideration of being allowed to stay in the shelter building during category 3 or
greater hurricanes, I hereby release SAWCC, Inc., its board, officers, staff and insurance
company from any and all responsibilities for any and all harm, injury, or detriment,
including both personal injury and property damage that may befall me, my family, and
my pets from any source while accepting such emergency shelter and during the period
of my stay at the shelter.
I have read the above procedures for staying in the building, and I agree to comply with
all of them. I have also been given a copy of this document for reference during my stay
in the building.
Signature of Employee or Relative
Printed Name of Employee or Relative
Date
Packet Page -1174- \ J C
Tomado
Durincga Tomad_ o Watch
1/10/2012 Item 16.D.2.
• Security will notify all persons on site that a tornado watch has been
issued by the national weather service.
• If during normal business hours be sure that the maintenance office is
unlocked to expand the capacity of the tornado shelter.
• Stay appraised of the developing weather situation by using television,
radio and internet sources. More than one source monitoring local
weather should be used.
• Gather the shelter's battery operated radio and have them nearby. The
shelter owns a "Free Play" radio which should be stored near the Shelter
Desk first aid kit.
During a Tornado Warning
The tornado shelter within the Weeks Ave. site is the ramp that separates the
residential wing from the counseling /admin portion of the building. This area is only a
tornado shelter if the fire doors, kennel inner, and shelter ramp doors are closed and
secured. Once a warning has been issued by the national weather service:
• Move everyone on site to the tornado shelter.
• Bring the Free Play radio into the tornado shelter.
• Begin hand - cranking the Free Play radio.
• Do not allow residents to open the Kennel Inner Door to tend to pets as
this would expose residents to danger from breaking glass and excited
animals.
After a Tornado
Follow safety precautions as detailed in the Hurricane section of this manual and
clean up procedures as detailed in the Flood section.
Packet Page -1175- Vs I
NNNMEEi
1/10/2012 Item 16.D.2.
Flood
The SAWCC Weeks Avenue site was constructed about 8 feet above the flood
line. The residential section of the building is elevated another 3 feet for a total flood
cushion of 11 feet.
In the event of a flood which is predicted to rise to that threshold, actions should
be taken to protect the following categories in the following order.
1. Life
2. Health
3. Records and information
4. Property
The Executive Director or the Director of Operations will make the determination to
evacuate the facility.
Before Evacuation
• Follow resident relocation procedures as detailed in the Hurricane section of this
manual.
• Remember that information is not replaceable but machinery may be. It may
actually make more sense to save certain files and documents than the computer
they're on.
• Move all chemicals, such as pesticides (including herbicides), fertilizers, etc. and
store in water -proof containers above flood levels
• Secure the dumpster lid.
Packet Page -1176- \ S Q
1/10/2012 Item 16.D.2.
Mechanical Safety Precautions_
• If you see downed power lines, do not try to repair or grab them. Even when
flood water levels appear to have subsided, electrical currents can travel through
the remaining water over a distance of more than 100 yards. Contact Florida
Power and Light or police department to report downed power lines
• Keep extension cords out of the water.
• If the building is primarily water -free, ensure that the main power switch is turned
off in the main electrical room. If conditions are wet/damp around the main power
switch call an electrician.
• Do not attempt to turn the power back on until wiring has been inspected by an
electrical inspector or electrician.
• For all heating systems and large appliances, ensure that equipment is
thoroughly inspected by a qualified technician before using again.
• In case of loss of power during or after a flood, do not use a gas oven, range,
barbeque, hibachi or portable propane heater for heat. These units use up the
oxygen needed to breathe and give off deadly carbon monoxide, which can
cause suffocation.
Re- entering the Shelter
• Stay out of the building if floodwaters remain around or in the building.
• Ensure access is safe, and that there are no downed power lines, road washouts
or dangerous debris.
• Complete a perimeter check of the shelter and note any structural or other
damage.
• Listen to you local media for news from the public health authorities on whether
or not your water is safe to drink.
Packet Paee -1177- i 5 3
1/10/2012 Item 16.D.2.
Cleaning Up
• Wash and disinfect all dishes and utensils to prevent possible illness from
contamination.
• Dry area as soon as possible. Clean with 10:1 water:bleach solution.
• Discard food in the freezer or refrigerator, boxed foods, fresh vegetables and
fruit, bottled drinks and home preserves, as well as medicines, cosmetics and
toiletries if there is water damage.
• Wash and disinfect all dishes and utensils in boiling water or a diluted bleach
solution of one part bleach to 10 parts water or a non - ammonia dish detergent.
• If you can, wear gloves and boots at all times to avoid skin contact with anything
that has been contaminated by floodwaters. Do not allow children to play in flood
areas.
• Open windows and doors to air naturally. Ventilate or dehumidify the building
until it is completely dry.
• Clear shelter property of debris and refuse left outside by floodwaters, since
these will attract animals and insects.
• All undamaged canned goods must be thoroughly washed and disinfected. Any
cans with large dents or leaks of any kind must be disposed of.
• Any of the following items exposed to flood waters or thawed must be disposed
of:
1. The contents of your freezer or refrigerator, including all meats, fresh fruit
and vegetables,
2. All boxed foods such as cereals,
3. All bottled drinks and products in jars, including home preserves - since
the area under the seal of jars and bottles cannot be properly disinfected,
and
4. All medicines, cosmetics and other toiletries.
After the flood it will be up to administration to account and recover for damages,
but keep this in mind when executing evacuation, return and clean up procedures.
Notice:
SWACC insurance does not cover any personal belongings. Failure to remove or
adequately protect any personal property constitutes acceptance of own risk.
Packet Page -1178- 1 S IL")
1/10/2012 Item 16.D.2.
Bomb Threat
Any message or discovery which indicates the possible presence of an explosive
device is considered a bomb threat. This includes but is not limited to notices on paper,
by mail, e-mail, telephone or spoken word. This may also include packages of seemingly
purposeful construction and unknown origin which are found on the premises.
Suspicious Packages or Items
Due to the procedures involved in entry into and egress from the building itself, it
is reasonably easy to discount all packages left within the building itself as parcel
deliveries, donations or the stored property of residents. However, this is not the case if
the item discovered appears, even to the untrained eye, to in fact be a bomb of some
sort.
For the most part, suspicion of found items will be warranted if the item is found
near the perimeter of the property as if it has been thrown over the wall or fence. Such a
package may have landed in a way that shows it was not hand placed. Drab packages
with stuffed animals, kids' toys, open cash, or anything else attached to the outside in an
abnormal fashion should not be picked up or approached. Live puppies or kittens may
also be tethered to a device. A package left at a door, especially a door with anticipated
steady traffic, should be considered suspect if no one knows its origin. Note: there is a
free flow of traffic on Tuesday nights that is much less stringent than at all other
times. Additional prejudice is warranted on Wednesday morning.
If the threat comes in the form of a suspicious package, staff must notify Security
immediately. Such a discovery supercedes all other Shelter or administrative
activities. No employee should attempt to complete any other task when asked to assist
is such a situation. All available staff will be instantly recruited to perform specific duties.
Upon discovery of a suspicious package or item:
• Do not touch the item.
• Organize additional employees to keep others away from the item. These
employees should be nowhere near the item but should be able to see
the item by camera or bullet resistant glass if possible.
• Contact CCSO. Explain the situation and carefully follow all instructions
from police.
• Contact Security if discovery is during week day hours. Shelter Staff
must act as Security in their absence.
• Gather all children far from the threat.
• Security will determine if the package warrants further concern.
• If an all clear determination cannot be made with 100% certainty,
assume Bomb Threat Status.
• Shelter staff assumes the role of security in their absence. Notify Security
supervisor ASAP.
Packet Page -1179- ) 5 `5
1/10/2012 Item 16.D.2.
Threat by Completed Message
A completed message is one that cannot be negotiated at that time because
there is no ongoing mode of conversation. If the threat is left in the form of a letter,
mailed or placed, an e-mail or voice mail the person who discovers the message will:
• Immediately notify Security, and the Director of Operations.
• The Director of Operations will notify the Executive Director.
• Security should give the order to assume Bomb Threat Status. Time is
critical. If Security cannot immediately be notified, assume Bomb Threat
Status.
Threat by Telephone or Other Ongoing Communication
Threats made by a party during an ongoing conversation, whether by telephone
or computer chat, give us a special opportunity to obtain information and thereby
decrease the risk of tragedy.
• If on a cell phone note the caller ID
• Maintain communication with the subject making the threat while
simultaneously and discreetly notifying another Shelter employee of the
threat. A fuchsia sign with black letters reading
This is a
BOMB
THREAT
Call 911 !
will be placed under phones at the Reception Desk, Security Desk,
Shelter Desk, and Hotline Offices to facilitate this communication.
Another employee will notify the police.
Maintain a cooperative attitude with the caller. Do not interrupt or criticize
the caller.
Follow police instruction to the letter. This single instruction is the
most crucial advice in a bomb threat scenario. Do not deviate from police
instruction in any way, no matter how minor, without notifying them of
your intended actions.
Packet Page -1180-
\ 5G
1/10/2012 Item 16.D.2.
Bomb Threat Status
Bomb threat status means that SAWCC now takes direction from the Collier
County Sheriffs Office. Do not use cell phones, radio phones or walkie - talkies as
they may activate blasting caps. Entry onto the site is disallowed for employees,
clients, residents, volunteers and guests. Egress from the site is discouraged for clients,
residents, volunteers and guests except by direction from CCSO. Children should be
kept near their mothers with the help of shelter staff. CCS will dictate the movement of
persons in and around the property.
Bomb Threat Don'ts
• Do not use cell phones, radio phones or walkie- talkies
• Do not allow more persons onto the property. This does not include
Security, the Director of Operations, the Executive Director or law
enforcement.
• Do not inform residents or guest of the specific nature of our status.
• Do not use the fire alarm to evacuate the building.
• Do not inspect found packages.
• Do not search for explosives.
• Do not speak to the media.
• Do not allow children to roam free.
Law enforcement officials will advise when it is safe to resume normal business.
Packet Page -1181- 1 S -I
1/10/2012 Item 16.D.2.
Mandatory Evacuation
In the event of a government mandated or event driven evacuation affecting our
area of Collier County, the following guidelines should be followed, although they should
be adapted to the situation at hand. There may be little or no warning preceding
conditions leading to evacuation.
Uninhabitable Building
In the event the Weeks Ave site becomes uninhabitable due to malfunctions in
the sewage system or other site specific contaminants or hazards, the following protocol
will apply. If there is a question of structural soundness the Director of Operations will
contact a qualified engineer. Security and the Facilities Systems Coordinator will
observe and record any changes to structural integrity.
• Limit exposure to the hazardous condition by use of rubber boots,
breathing barriers, rubber gloves or other devices appropriate to the
threat.
• If necessary and appropriate, use the parking lot as a safe staging area
while transportation arrangements are made.
• Advocates may need to escort residents into building to retrieve
prescriptions, medical devices and special needs items.
Uninhabitable Nei, hg boyhood
Determine the perimeter of the affected area and perform only what is
necessary to relocate non - essential persons beyond that perimeter.
Prescription medicines and special needs items should accompany this
primary evacuation
If time does not permit, do not attempt to transport anything that can be
reasonably purchased elsewhere.
1 �19
Packet Page -1182-
1/10/2012 Item 16.D.2.
Area Wide Evacuation
These are generally the result of nuclear, biological or chemical threats caused
by proximity to a power plant, chemical plant or depot or railroad line. As such, none of
these events are likely at our current location.
• Determine the perimeter of the affected area and perform only what is
necessary to relocate non - essential persons beyond that perimeter.
Prescription medicines and special needs items should accompany this
primary evacuation. This may need to be preformed even before a final
destination has been established
• Do not attempt to transport anything that can be reasonably purchased
elsewhere.
• Evacuation routes and times should be well planned to minimize
exposure to the threat.
• Tune vehicle radios to local AM stations for traffic and evacuation
updates.
• If necessary and appropriate, ventilation system in the building should be
immediately deactivated.
• Obtain and distribute respiration masks if relevant to the threat. Parents
and children's advocates must supervise children's wearing of the
masks.
All Evacuations
• Secure boarding at an appropriate establishment away from the affected
area.
• Obtain $5,000 cash from the Fiscal Coordinator.
• Residents should be cautioned to bring one change of clothing for
persons beyond diaper age. The sum amount should not be more than
the adults can carry.
• Distribute working cell phones between the various transport vehicles
and the team securing the building.
• All rest stops, plan changes and difficulties should be immediately
communicated throughout the separated parties.
• Transfer Hotline phones as appropriate.
• Security should print a hard copy of active abuser profiles. Coordinate
with security and management from destination facility. Communicate
only what is necessary.
• Determine what services can be continued including how and where.
Notify outreach clients of our change of service.
• Notify alarm companies and local public safety professionals of our
intended vacancy.
• Security, Facilities Coordinator and the Director of Operations will arm
and secure the building.
• Establish rotation schedule for staff living in affected area.
Packet Page -1183- ` Sq
1/10/2012 Item 16.D.2.
Relocation of Residents
The first priority will be to relocate residents to a safe facility. Depending on the
circumstances, arrangements will be made to house the residents at facilities such as
hotels; our Immokalee Outreach Office; community shelters; or other domestic violence
shelters in Florida. Staff will be assigned to stay with the residents at all times.
Recovery Plan
If the Shelter building is not habitable following an emergency, the management team
will meet as soon as possible to determine a plan for: (1) continued safe shelter of
residents; (2) staffing schedule; (3) repairs and reconstruction of the facility; and (4)
communication schedule. Team members will maintain their normal responsibilities as
best as possible during this time, from remote locations if necessary. A temporary site
may be established where staff can report and perform some duties. Management will
communicate frequently with staff and FCADV.
After you add this, could you send me the revised pages? I'll put them in the book I
have to send FCADV. You can include them in your big revision you'll be doing soon.
Thank you!
Packet Page -1184- k (-�
1/10/2012 Item 16.D.2.
SAWCC HAZMAT POLICY
For the purposes of this policy the term "spill' shall refer to a substance that settles to
the floor or ground and the term "leak" shall refer to the release of any substance which
can be inhaled.
Purpos e
To reduce the risk of injury in the case of a spill or leak of hazardous substances.
SAWCC is a group of non - industrial administrative /residential sites. No industrial
chemicals are in use.
Preparedness
Sgllls
• Locate the Hazmat spill kits before incidents occur.
• Maintain properly stocked spill kits.
• Train staff in their location and use.
• If discovered during normal business hours, notify security for assistance.
• If discovered during night, weekend or holiday hours, notify a second
employee for assistance.
• Do not leave the spill unattended.
• The assisting employee will gather markers to prevent others from
accidentally becoming exposed. Caution markers or mop buckets marked as
caution markers
• Don protective clothing. Protective clothing includes but is not limited to
1. Non -latex surgical gloves
2. Rubber cleaning gloves
3. Dust masks
4. Goggles
■ Remove the substance in a safe manner based on its nature.
a. Infectious Materials
1. Dilute the spill with Envirocide® if the spill is on a finished indoor floor.
Concentrated bleach may used on outdoor surfaces. Always use full face
protection when using concentrated bleach.
2. Allow Envirocide® to remain on spill according to package labeling. Allow
bleach to remain for 20 minutes.
3. Absorb neutralized spill with a generous amount of paper towel.
4. Discard absorbed material in bio- hazard bags from the spill kit. Contact
Emergency management when dealing with substances of a highly toxic or
infectious nature.
5. In the event of a noxious or potentially dangerous inhalant, contact
outside agency for safe removal.
6. Mop surface with fresh water and normal non - ammonia based cleaner.
7. Thoroughly clean and dry the mop.
8. Use protective gear throughout each of these steps.
b. Non - biological Substances
1. Cover the spill with inert sand from the bottom half of the pill kit.
Packet Page -1185- l G I
1/10/2012 Item 16. D.2.
2. Collect sand in heavy duty trash bags. Double bag heavy spills
3. Move absorbed material directly to the outside dumpster.
4. Mop surface with fresh water and normal non - ammonia based cleaner.
5. Thoroughly clean and dry the mop and any other tools used.
6. Use protective gear throughout every step
Gaseous Leaks
• If discovered during normal business hours, notify security for assistance.
• If discovered during night, weekend or holiday hours, notify a second
employee for assistance.
• Do not leave the affected area unattended.
• Mark doors leading to the affected area. Do not allow persons to enter the
area.
• The assisting employee will gather markers to prevent others from
accidentally becoming exposed.
• Attempt to ventilate area with outside air. This may not be possible in all
areas of the Beau Venturi Home.
• In the event of a noxious or potentially dangerous inhalant, contact outside
agency for safe removal.
Spills with Out - gassing
Be mindful that spilled substances may potentially give off fumes which can be
inhaled. Treat such incidents as spills with out - gassing.
• Treat the area first as a gaseous leak as described above.
• Collect the spill as described above.
General
• When possible, take care to protect and maintain building surfaces and
SAWCC property.
• Complete and incident report if property damage or injury occurred.
• Notify security so that kits can be restocked.
Packet Page -1186- k
1/10/2012 Item 16.D.2.
HAZARDOUS MATERIAL
INCIDENT REPORT
I. Can the cause of the spill or leak be determined? Were there any witnesses?
2. What chemicals, substances or waste products were involved?
3. Describe the incident. List all persons and /or devices involved. What was being
done by the persons and /or devices at the time of the spill or leak?
4. Determine all potential causes of the spill or leak.
5. Describe any injuries or illnesses that may have been caused by exposure to the
substance.
6. Describe emergency response and first aid administered.
7. Determine if similar incidents have occurred in the past:
8. Suggest what actions might be taken to prevent future occurrences.
Packet Page -1187- % 3
1/10/2012 Item 16.D.2.
Pandemic
Should a pandemic or major outbreak of illness be declared in Collier County, the
following checklist will be used to respond.
POLICY UNDER CONSTRUCTION:
Packet Page -1188- (10�
1/10/2012 Item 16.D.2.
Report Writing
Incident Reports will be written, stored and managed within the Simplicity® program on
the SAWCC computer network.
All reports, regardless of their origin or format, must adhere to certain standards
in order to be useful. The purpose of a written or recorded report is to give someone a
complete account of an event that they did not personally witness. If the party viewing
the report has further questions, the report is not complete.
The following information must be in every Security generated Incident Report.
• Who, what, where, when, why. (it may be appropriate to substitute a
client number for a name in the 'who' column.)
• All relevant times and dates
• Everything that was said
• All criminal or civil liability actions
• Careful descriptions
• Staff members involved
• An easy to understand and chronologically ordered narrative
The following information must never appear in any Incident Report.
• Profanity — except as a quote of something actually said.
• The security officer's or advocate's personal feelings
• Speculation
• Confidential Shelter information that should not given out in public. (all
reports are subject to subpoena)
Every Incident Report should be scrutinized for the following before being
submitted.
• Factual accuracy
• Grammar and spelling
• A concise but detailed narrative
All reports will be reviewed by a Supervisor before turning them in to the Executive
Director who will review all SAWCC reports. Certain reports of a confidential or sensitive
nature may be brought directly to the Executive Director. Any evidence will be stored in a
secured location. If the incident involves any action by police or fire safety professionals,
a copy must be given to the Director of Operations.
All incidents involving calls to 911, personal injury, property damage or
involvement by police or fire professionals should be reported to the Executive Director
immediately. Persons failing to report serious incidents to the Executive Director may be
subject to disciplinary action. Give a copy of the written report to the Director of
Operations and Security Supervisor.
See "When to Notify the Executive Director" in you Personnel Policy Manual for
further details. A full list of FCADV reporting guidelines is as follows:
It is the responsibility of all staff paid or unpaid to promptly report all incidents in
Packet Page -1189- l
1/10/2012 Item 16.D.2.
accordance with the requirements of these procedures.
Definitions of Reportable Incidents
Altercation - Any incident resulting in a serious injury that requires medical
treatment by a licensed health care professional due to a physical altercation
between two or more participants, or their dependents; or between one or more
participant, their dependent, an employee, or a volunteer.
Sexual Battery - Any incident resulting in a participant alleging sexual battery by
another participant, employee, or volunteer while residing at the shelter facility or
while receiving outreach services.
+ Serious Injury /Illness - Any incident resulting in a serious injury or illness that
requires the response of law enforcement, emergency medical services,
paramedics, or firefighters and is a result of conditions at the center that pose a
serious risk of imminent harm to the health or safety of participants.
+ Embezzlement — Theft/larceny of center assets (money or property) by any staff
member or volunteer. (Seek the advise of your CPA)
+ Altercation - Any incident resulting in a serious injury that requires medical
treatment by a licensed health care professional due to a physical altercation
between two or more participants, or their dependents; or between one or more
participant, their dependent, an employee, or a volunteer.
Sexual Battery - Any incident resulting in a participant alleging sexual battery by
another participant, employee, or volunteer while residing at the shelter facility or
while receiving outreach services.
+ Serious Injury /Illness - Any incident resulting in a serious injury or illness that
requires the response of law enforcement, emergency medical services,
paramedics, or firefighters and is a result of conditions at the center that pose a
serious risk of imminent harm to the health or safety of participants.
+ Embezzlement — Theftflarceny of center assets (money or property) by any staff
member or volunteer. (Seek the advise of your CPA)
Timelines for Submissions
Immediate Notification: Incidents which require immediate notification are to be reported
to the center Executive Director and notification to FCADV within 5 hours by telephone.
At a minimum, however, regardless of the perceived severity of the issue, all incidents of
death, communicable disease or negative media coverage should be reported to FCADV
immediately by telephone.
During normal business hours telephone reporting to FCADV shall be made by
contacting the FCADV Contract Administrator or Contract Manager at the main phone
line (850) 425 -2749. Incident reporting after normal business hours may be made to the
Quality Assurance Department at (850) 284 -0286 or to the President/CEO at (850) 510
8168.
All incidents requiring immediate notification by telephone shall be followed -up with the
completion of the incident reporting form within 24 hours of the incident to the FCADV
Contract Manager
Packet Page -1190- l �'
1/10/2012 Item 16.D.2.
Incident Reporting Forms
There are two incident reporting forms:
Domestic Violence Center General Incident Report form
Domestic Violence Center Death Incident Report form
The Domestic Violence Center Incident Report Form and the Domestic Violence Center
Death Incident Report form shall be filled out by the staff person having witnessed the
incident or having first hand knowledge of the issue. Hand written documentation and
documentation that is not 100% perfect English is completely acceptable. Clarification or
more detailed information can always be obtained later if necessary. The Shelter
maintains these forms on the S drive within the incident reporting folder.
Reporting Procedures
For incidents that involve participants or their dependents, the actual names shall
not be included in the report, only participant case numbers shall beused for
identification.
Incident reporting forms shall be completed fully and provide a detailed summary
of the incident including specifics as to who, what, where, how and when.
Incident reports are to be submitted to FCADV utilizing the following email
address:
lncidentReportingafcadv orr
Internal Protocols
• Staff or volunteers witnessing an incident should immediately report it to their
managers and begin completing an incident report form. The Manager will
determine if it is a reportable incident.
• All incidents require the incident form be completed.
• If it is a reportable incident the Manager will contact the Director of Programs
who intern contacts the CEO.
• If it is a reportable incident the Manager or the Director of Programs notify
FCADV within the required timeframe.
• Completed incident reports must be routed through the chain of command within
a 24 hour period. Chain of command:
• Staff or volunteer witnessing incident complete form and email it to their
respective managers.
• Managers review, edit & obtain clarification & route to the Director of
Programs.
• Director of Programs reviews & routes to FCADV and the Director of
Operations. All reportable incident repot forms are also routed to the
CEO.
• The Director of Operations maintains the necessary incident report log.
Packet Page -1191- Ve.+ 7
1/10/2012 Item 16.D.2.
A
SAWCC Crisis Communications Plan - DRAFT
Crisis Communications Team
This team should represent various aspects of the agency. Depending on the type of
situation, specific members should not participate.
• ED
• Legal Counsel
• Board President
• Directors
• Development & Public Relations Officer and /or a Crisis Communications Specialist
• Security Supervisor
• Staff related to the specific situation (i.e. if Options related, the Store Manager should
be involved; if something happens to a shelter resident, we would want the
Residential Supervisor's input, etc.)
• Volunteers and trusted community members — who can be used to gather
information and feedback from the community
o These individuals don't necessarily need to be on the 'team' but function
as resources to help spread the message and get word back to the
Shelter
Spokespersons
The spokesperson or persons will be identified based on the specific type of crisis from a
pool of potential spokespersons (each should be trained in advance)
• ED
• Board President
• Development & Public Relations Officer
• Director of Services
• Residential Supervisor
• Immokalee Program Supervisor
Potential SAWCC Crises
• Injury or death of program participant
o By abuser
o Suicide
• Injury or death of staff or volunteer
o By abuser
• Breach of security
• Breach of confidentiality
• Certification issues
• Criminal behavior (violent & nonviolent)
• Disasters (natural and manmade)
o Hurricane
• Foodborne illness
• Airborne illness
• Investigations by authorities (local, state, national)
• IT issues — possible breach of confidentiality
• Loss of facility (in part or whole — related to natural disaster or manmade)
• Rumors, scandal
• Lawsuits
• Employment issues
• Sexual impropriety
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1/10/2012 Item 16.D.2.
• Special event misbehavior
• Funding issues
• Volunteer, Board, Trustee issues
This plan should address if something happens at Immokalee Outreach Office and
Options Thrift Shoppe as they don't have security, media relations or Directors on -site.
Notification Systems
Based on the type of crisis we may be notifying any one of those listed in the
Stakeholders section below, or all of them.
Also, depending on the situation, the following modalities could be included as ways to
notify the various audiences:
• Security
• Shelter Desk
• Email to "Everyone" list on server
• Shelter phone system (Is there a way to leave a message to everyone, including
Options and Immokalee, at one time ?)
• Text messages to cell phones
• Phone tree
• Fax tree
• Post information to website
• Press releases
• Press conference
• Letters (to donors, etc.)
• Newsletter article
Audiences /Stakeholders
Audiences to be notified of situations (not necessarily in this order) as soon as possible
and given relevant information based on their role with the Shelter:
• Staff — Naples, Immokalee & Options
• Security
• ED
• Program Participants
• Board
• Trustees
• Police /Emergency Personnel
• Media
• Donors
• Volunteers
• Funders — HUD and other grantors, United Way, etc.
• County Commission & Mayor
Holding Statements
To be used when the crisis breaks and before full details are available....
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1/10/2012 Item 16.D.2.
General:
• At this time we simply don't have all the facts to be able to speak with any certainty
on this matter /today's events but
• we are following the protocols we've established for these types of
situations and will be providing you additional information as it becomes
available.
• we have already begun our internal investigation and will be providing
additional information as it becomes available.
• Please keep in mind the confidential, life and death nature of the work we do here at
the Shelter for Abused Women & Children. We certainly want to keep the community
informed of what is occurring, but our priority is, and must remain, the safety and
wellbeing of our program participants and all those who help care for them.
• You can be assured that all of our current programs, services and scheduled events
will continue as planned. Our organization is strong and will remain strong and our
commitment to providing a safe haven for all who come to our doors continues.
• We are aware of the situation and working diligently to address this issue. Our
highest priority remains the safety, health and wellbeing of our program participants,
volunteers and staff not only here (at the shelter), but throughout the community.
• We have implemented our crisis response plan, which places the highest priority on
the safety, health and wellbeing of our program participants, volunteers and staff.
• Our thoughts and well wishes are with those in harm's way ...
• We will be supplying additional information as it becomes available and posting it on
our website (Or holding a press conference, etc.).
• We continue to stand behind the decision made by the Board of Directors/Trustees/
ED (whomever) and we want to thank the community for their continued support of
the Shelter and those we serve.
Key Messages
Crisis Communications Team identifies key messages to be used for all stakeholders. If
necessary, develop individualized messages for specific audiences.
• Natural Disaster
The Shelter's emergency plan is being enacted with the focus on the safety, health and
wellbeing of program participants, volunteers and staff in Naples, Immokalee and at our
Options Thrift Shoppe.
As always, victims in immediate danger should call 911. All calls to our 24 -hour crisis
line will be routed to other shelters throughout the state /region as we work to ensure the
safety of those in our community.
At this time, our Administrative office and emergency shelter are (open and running on
limited schedule, resumed normal hours, closed until further notice).
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1/10/2012 Item 16.D.2.
Additionally, Options Thrift Shoppe, owned and operated by the Shelter, remains
(closed, open, etc.)
As additional details become available we will share them with the community.
• Security Breach
We have implemented our crisis response plan, which places the highest priority on the
safety, health and wellbeing of our program participants, volunteers and staff.
At this time we can /cannot confirm that an undisclosed individual has breached security
(breached security at TIME or approximate time today). (if over — let them know if people
are safe, etc.)
At this time we ask for your cooperation in respecting not only the seriousness of this
situation, but also its confidential nature. We will be providing more details as they
become available.
• Confidentiality Breach
At this time I can /am not able to confirm that there was a breach in confidentiality at the
> ? ? ?? (Naples Office, Immokalee Outreach Office, with our files, in the shelter, computer
records, etc.)...
We are devastated by these circumstances and apologize for any harm we have caused
those we serve.
An internal review of policies, procedures and staffing was implemented immediately to
ensure no further information is comprised and, most importantly, that our program
participants, volunteers and staff remain safe.
Additionally, we are working with the Florida Coalition of Domestic Violence to identify
any potential areas of concern and implement the necessary steps to prevent such
breaches in the future.
We will continue to share information as it becomes available and based on the legal
constraints of this situation.
• Possible Criminal Activity
o Staff, volunteer, abuser arrested.
At this time the Shelter community, like the rest of Southwest Florida, is putting our faith
in the criminal justice system and allowing the process to run its course.
Of course, we are extremely grateful to the community for their continued support of the
children, women and men we serve, as well as the volunteers and staff at the Shelter for
Abused Women & Children.
o If no arrest results from perceived `criminal' activity:
Just like the rest of the community, the Shelter for Abused Women & Children placed our
trust in the criminal justice system and allowed due process to occur.
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