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Backup Documents 01/12/2012 Item #16D 21602 ORIGINAL DOCUMENTS CHECKLIST & ROUTING SLIP TO ACCOMPANY ALL ORIGINAL DOCUMENTS SENT TO THE BOARD OF COUNTY COMMISSIONERS OFFICE FOR SIGNATURE Print on pink paper. Attach to original document. Original documents should be hand delivered to the Board Office. The completed routing slip and original documents are to be forwarded to the Board Office only after the Board has taken action on the item.) ROUTING SLIP Complete routing lines #1 through #4 as appropriate for additional signatures, dates, and/or information needed. If the document is already complete with the exception of the Chairman's signature, draw a line through routine lines # 1 thrnnoh ;bd enn,,,I.t. the hA L-1; t .,.,,4 f .... A — c..,, U;I- -- I':__ Lam. Route to Addressee(s) Office Initials Date (List in routing order) appropriate. (Initial) Applicable) I .Jennifer B. White County Attorney ^ a 16D2 Approved by the BCC signed by the Chairman, with the exception of most letters, must be reviewed and signed 2. Ian Mitchell, Supervisor Board of County Commissioners Number of Original l Attached Challenge Grant Certifications Documents Attached 3. Minutes and Records Clerk of Court's Office �j'Y\ 4. Chairman and Clerk to the Board and possibly State Officials.) 5. All handwritten strike - through and revisions have been initialed by the County Attorney's NA 6. Office and all other parties except the BCC Chairman and the Clerk to the Board PRIMARY CONTACT INFORMATION (The primary contact is the holder of the original document pending BCC approval. Normally the primary contact is the person who created/prepared the executive summary. Primary contact information is needed in the event one of the addressees above, including Ian Mitchell, need to contact staff for additional or missing information. All original documents needing the BCC Chairman's signature are to be delivered to the BCC office only after the BCC has acted to approve the item.) Name of Primary Staff Sandra Marrero, Grants Coordinator Phone Number 252 -2399 Contact appropriate. (Initial) Applicable) Agenda Date Item was January 10, 2012 Agenda Item Number 16D2 Approved by the BCC signed by the Chairman, with the exception of most letters, must be reviewed and signed Type of Document Department of Children and Families (DCF) Number of Original 1 Attached Challenge Grant Certifications Documents Attached INSTRUCTIONC & CHVCWr MT I: Forms/ County Forms/ BCC Forms/ Original Documents Routing Slip WWS Original 9.03.04, Revised 1.26.05, Revised 2.24.05, Revised 9.18.09 Initial the Yes column or mark "N /A" in the Not Applicable column, whichever is Yes N/A (Not appropriate. (Initial) Applicable) I . Original document has been signed/initialed for legal sufficiency. (All documents to be SM signed by the Chairman, with the exception of most letters, must be reviewed and signed by the Office of the County Attorney. This includes signature pages from ordinances, resolutions, etc. signed by the County Attorney's Office and signature pages from contracts, agreements, etc. that have been fully executed by all parties except the BCC Chairman and Clerk to the Board and possibly State Officials.) 2. All handwritten strike - through and revisions have been initialed by the County Attorney's NA Office and all other parties except the BCC Chairman and the Clerk to the Board 3. The Chairman's signature line date has been entered as the date of BCC approval of the SM document or the final negotiated contract date whichever is applicable. 4. "Sign here" tabs are placed on the appropriate pages indicating where the Chairman's SM signature and initials are required. 5. In most cases (some contracts are an exception), the original document and this routing slip NA should be provided Ian Mitchell in the BCC office within 24 hours of BCC approval. Some documents are time sensitive and require forwarding to Tallahassee within a certain time frame or the BCC's actions are nullified. Be aware of your deadlines! 6. The document was approved by the BCC on January 10, 2012 (enter date) and all SM changes made during the meeting have been incorporated in the attached document. The County Attorney's Office has reviewed the changes, if applicable. I: Forms/ County Forms/ BCC Forms/ Original Documents Routing Slip WWS Original 9.03.04, Revised 1.26.05, Revised 2.24.05, Revised 9.18.09 16 D2 MEMORANDUM Date: January 20, 2012 To: Sandra Marrero, Grants Coordinator Housing, Human & Veteran Services From: Ann Jennejohn, Deputy Clerk Minutes and Records Department Re: Certifications required by the State of Florida's Department of Children and Families required to be eligible for accepting 2012 Challenge Grant funds Attached is the original document referenced above (Item #16D2) approved by the Board of County Commissioners on January 10, 2012. The Minutes and Records Department will hold a copy of the document on file for the Board's Official Record. If you have any questions, please contact me at 252 -8406. Thank you. Attachment Wr Familks gorrd()Rp�Faml s Chlen & 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 Dear Ms. Grant: 16 0? Rick Scott Governor David E. Wilkins Secretary October 11, 2011 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 rp for to entering into a grant agreement: 1. Subcontracting Determination (Enclosed). - ?c y 2. Current Civil Rights Compliance Checklist (Enclosed). 3. Certification Regarding Lobbying (Enclosed). -P5G 4. Certification Regarding Debarment (Enclosed). -% 5. Copy of Current Substitute Form W -9 filed with the Department of Financial Services. - p 6. Copy of Current Certification of Liability Insurance. - 7. Vendor Certification Regarding Scrutinized Companies Lists (CF1110 Enclosed). - P - a0 8. Certification of Executive Compensation Reporting Requirements for FFATA (CF1111 Enclosed). 9. Support to the Deaf or Hard of Hearing Attestation Form (Enclosed).- %a54- �(p 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. --33 12. Copy of Proof of Registration in My IoridaMarketplace 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. - 3� �3�, C 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 1602 '�'l 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, o- be Farr Contract Manager Enclosures (9) Subcontracting Document - P y Civil Rights Compliance Checlist? 6) Certification of Lobbying 1 Jc� Certification of Debarment Vendor Certification Regarding Scrutinized Companies Lists -p Certification of Executive Compensation Reporting Requirements - a4 Support to the Deaf or Hard of Hearing Attestation Form- Spreadsheet of Senate Bill 2386 - pt� Emergency Preparedness Plan Ch6tklist Copy to: Grant File 16 OP 1. Subcontracting Determination iboz '114 �H Ft., klu O.wl".M.r Children Families State of Florida Department of Children and Families VERIFICATION OF PROVIDER SUBCONTRACTING STATUS WI ITKAGT MANAGER (:UMPLETE THP_ FULLUWINU: Provider Name: Collier Countv Board of County Commissiol Grant Number: N 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 allowthe 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 PKUVIDER 5ELE(:4 UNE OF TKF_ No work is currently performed t contract or there is currently no in negotiated with the department. ibcontractors Tor the services wnicn are una( to subcontract for contracted services being 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. � . ,� I� `�'0� W -- Chair-man Signature of provider personnel auth r ed Date: to legally bind the provider: F:red W. Coyle All (listed above Djsapprove services to be subcontracted. DWIGW E. BRO C& E1a (please specify services) P.O. Box 60085, Fort Myers, Florida 33906 -0085 Protect the Vulnerable, Promote Strong and Economically Self- Sufficient Families, and Advance Personal and Family Recovery and Resiliency C s a to a _o o� E y c c c 3 o� C- b 16172 0" 2. Current Civil Rights Compliance Checklist ej� CIVIL RIGHTS COMPLIANCE CHECKLIST 16 02 Grant/Collier County Board of County Commissioners I Collier I Sun Coast ress 3299 Tamiami Trail Suite 303 LDate Telephone ily, Stale, Zip Code Naples, FL 34112 -5726 1 -10- - (PART I. 1. Briefly describe the geographic area served by the program /provider /facility and the type of service(s) provided: 2. POPULATION OF AREA SERVED List source of data: 51 Total If % White 9'° Black % Hispanic °% Other % Female %Male �° Disabled 321 520 S 1( E,5 J NO ❑ 13. Compare the client composition to the population. Are race /gender composition representative of the population ? ................. 50.7 E 0 a r nrr- vvnn�jl Total # I � 1 gym. — , ...,. % White - .. % Black % Hispanic % Other % Female %Male �° Disabled % Male 1 80 NA ❑ 1( E,5 J NO ❑ 13. Compare the client composition to the population. Are race /gender composition representative of the population ? ................. NA ❑ E 0 4. CLIENTS CURRENTLY ENROLLED OR REGISTERED. Effective date: Total # % White % Black % Hispanic % Other % Female % Male % Disabled 5. ADVISORY OR GOVERNING BOARD, IF APPLICABLE. NA W Total # 1 % White 1 10( % Black 1 0 °% Hispanic % Other % Female 20 % Male 1 80 NA ❑ FART II. Is an Assurance of Compliance on file with the Department of Children and Families? If NA or NO, explain ........................... NA W YES NO ti. P e.s PGF `fib Fw'� Compare staff composition to the population. Are staff representative of the population? If NA or NO, explain ...................... NA ❑ 1( E,5 J NO ❑ 13. Compare the client composition to the population. Are race /gender composition representative of the population ? ................. NA ❑ E NO ❑ If NA or NO, explain. NA YES NO 9. Are employees, applicants and roelplents informed of their protection against discrimination? .................. ............................... ❑ ❑ If YES, how? ❑Verbal Written 171 Poster If NA or N0, explain. NO 'I(l. Do recruitment and notification materials advise applicants, employees and recipients of your non - discrimination policy ?........ ❑ I•` NO, explain. X, NO 1%. Is there an established grievance /complaint procedure to resolve complaints of discrimination regarding service .................... ❑ delivery or employment decisions? If NO, explain. NA NUMBER 12. Provide the number and current status of any discrimination complaints regarding services or employment ............................ ❑ L,7 filed against the program /provider /facility within the last year. c��;� �_�� c� v�u , r �ov�S '�I' -'�'\t -A NA ES NO '13. Are eligibility requirements for services applied to clients and applicants without regard to race, color, national origin, ........... ❑ V El gender, age, religion or disability? If NA or NO, explain. ��/ \ \\ NA 1( NO 14. Are benefits, services, and facilities available to applicants and participants in an equally effective manner ........................... ❑ Jm� ❑ regardless of race, gender, age, national origin, religion or disability? If NA or NO, explain. Distribution of Copies: Original — Region /Circuit Program Office CF 946, Oct 2005 Copy — Facility Page 1 of 2 1602 15. Are room assignments made without regard to race, color, national origin or disability for in- patient services ? ......................... NNY N Y❑ ❑ NO If NA or NO, explain. CC\ \,fit Cz, -,�j USCf, Sib- rec.��ie��S- S,,'b� Notice of Corrective Action Required: ❑ YES ❑ NO If "Yes ", attach list of corrective actions. Date Reviewed by Compliance Officer: G D (:),� , C_ ( t r--, 'k v` NA `Ea NO are Limited - English Proficient (LEP) applicants and recipients provided equal access to benefits including free ..................... ❑ L� ❑ interpreter services? If NA or NO, explain. 1-,'. Are the programs /facilities /services accessible to mobility, hearing, and sight impaired individuals? If NA or N0, explain...... NA ❑ YE NO ❑ If N0, Y NO ❑ 10. Are auxiliary aids available to assure accessibility of services to hearing and sight impaired individuals? explain........ 19. Has a sell- evaluation been conducted to identity any barriers to serving individuals with disabilities? If N0, explain .............. A NO ❑ 20, State the name of the designated Section 504 Coordinator for compliance activities: � � yv\y K cA l'i CO -YV,* e\ t NA YE� NO 2'. Has Civil Rights training been conducted for local staff? If NA or NO, explain ........................................ ............................... ❑ N ❑ 22. SIGNATURE: _9 n_n 2 Signature and Title 'o erson Completing This Form Date Signed Date of Last Compliance Review: Approved as to form & legal Sufficiency Ass stant County Attorney, Sc,e%V 1 -4r 3. L,-)n;�� Page 2 of 2 Y> f} pEpAFITM:ENT OF;':GNILD,REN ANdlFAMILIES USE,;ONLY. U�te of Receipt Signature of Program Manager or Designee Notice of Corrective Action Required: ❑ YES ❑ NO If "Yes ", attach list of corrective actions. Date Reviewed by Compliance Officer: Response Due: Type of Review: Comments: ❑ On -Site ❑ Desk Review Response Received: Date of Last Compliance Review: Approved as to form & legal Sufficiency Ass stant County Attorney, Sc,e%V 1 -4r 3. L,-)n;�� Page 2 of 2 16 D2 " 3. Certification Regarding Lobbying a .1 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. ILUI bi' Signature Date V- C9=A � A 2 - C�7 t le, HFZ26 Name of Authorized Individual Application or Contract Number Collier County Board of County Commissioners Name of Organization i -TiECL l Ems- S L T 3 C) (�l l�s I= r` . t>T� EST Address o ,9rgamzation �- °" Approved as to form & legal Sufflclency 3 y (� _ DWIGHT E.�QF�QC�, Clerk 71 -A CF 1123, P0,15 40 Assistant County Attorney Page _tf� , 16D2 4. Certification Regarding Debarment � (7) Attachment i6o2 go Contract No. HFZ2B 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. 6. The provider further agrees by submitting this certification that it will require each subcontractor of this contract/subcontract, whose payment will equal or exceed $25,000 in federal moneys, to submit a signed copy of this certification. 7. The Department of Children and Families may rely upon a certification of a provider that it is not debarred, suspended, ineligible, or voluntarily excluded from contracting /subcontracting unless it knows that the certification is erroneous. 8. This signed certification must be kept in the contract managers contract file. Subcontractor's certification must be kept at the provider's business location. CERTIFICATION (1) 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 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, such prospective provider shall attach an explanation to this certification. �r Chu 1„ T Name (iwpe ar OTIM)� CF 1125, PDF 09/2003 4441 Date C.•,arlrV�� v� Title Assistant County 16D2 " S. Copy of Current Substitute Form W -9 Filed with the Department of Financial Services 12- State of Florida 16 D2 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 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: marienefoord @colliergov.net Date Submitted: 07/07/2011 Date printed from the State of Flonda Substitute Form W -9 Website: 07/07/2011 �3 16D2 DATE: March 18, 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 hitp://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 https:Hflvendor.myfloridacfo.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 Matchina 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-+ 16 0 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 DES 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 FLARR to systematically enforce this requirement. For Purchasing Card payments, see the section below on Purchasing Card Vendors. Submission of Hardcouv Form W -9s Effective as of the date of this memorandum, DFS will not accept any hardcopy Substitute Form W -9s except 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.myfloridacfo.com/aadir/SubstituteFormW9.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. S 16 D2 -.'11 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 VendorHeIR@MyFloridaMarketPlace.com. Contact Information: Department of Financial Services Bureau ofAccounting/Vendor Management Section 200 East Gaines Street Tallahassee, Florida 32399 -0354 Phone: (850) 413 -5519 Fax: (850) 413 -5550 Email: FLW9Amyfloridacfo.com �L- 1602 1 6. Copy of Current Certification of Liability Insurance I1 16 D2 OP ID: AP '`��CO�RO CERTIFICATE OF LIABILITY INSURANCE DATE 21071/YYYY) 12/07/11 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 ONACT NAME: PHONE FAx __AA/C_, Nom_ - - -__ E-MAIL _ADDRESS: PRODUCER COLLI -2 CUSTOMER ID Y: S) AFFORDING COVERAGE NAIC 0 INSURED Collier County Board of County Commissioners 3301 Tamiami Trail East, #D Naples, FL 34112 _INSURER( _ _ INSURER A: Princeton Excess & Surplus 1 0786___ INSURER B: Underwriters at Lloyds INS REU C : Princeton Excess 6 Surplus 1 0786 - - — - - - -- INSURER D : INSURER E: — INSURER F: COVERAGES CERTIFICATE NUMBER: REVISION NUMBER: 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. I�TR TYPE OF INSURANCE U POLICY NUMBER MMM/DDYNM MM�/DD/YYYY LIMITS GENERAL LIABILITY EACH OCCURRENCE $ 1,000,00 A X COMMERCIAL GENERAL LIABILITY ',64A3EX000001608 10101/11 10/01/12 PREMISES RENTED occurrence) _$ Include J CLAIMS -MADE X :OCCUR u MED EXP (Any one person) $ _ 1,00 SIR $200,000 OCCURRENCE �! PERSONAL & ADV INJURY $ Included A X Professional Liab' ,'SIR $100,000 PER PERSON ' 10/01111 10/01112 GENERAL AGGREGATE , $ 1,000,00 GEN'L AGGREGATE LIMIT APPLIES PER PRODUCTS - COMP /OP AGG $ 1,000,00 POLICY i X I PRO- i7 LOC .. :Prof. $ - - -- -_ 1,000,00 AUTOMOBILE LIABILITY '': ',.,:, COMBINED SINGLE LIMIT $ 1,000,00 A X ANY AUTO - 64A3EX000001608 10/01/11 I 10/01112 (Ea accdent) _ '.; BODILY INJURY (Per person) ALL OWNED AUTOS SCHEDULED AUTOS SIR $200,000 OCCURRENCE BODILY INJURY (Per accident)', $ X '. HIRED AUTOS �, 'SIR $100,000 PER PERSON PROPERTY DAMAGE ': (Per accident) $ X NON -OWNED AUTOS' $ - - - -- ti UM13RELLALIAB X OCCUR EACH OCCURRENCE $________1,000,000 X EXCESS LIAR CLAIMS -MADE' - C - - - -- 64A3FF000001106 10/01/11 10101/12 'AGGREGATE. $ -- - 1,000,00 -- DEDUCTIBLE Excess $ RETENTION $ 'Gen. Liab $ WORKERS COMPENSATION X WC STATU- OTH -! AND EMPLOYERS' LIABILITY y I N TORY LIMITS ER A ANY PROPRIETOR/PARTNEW/EXECUTIVE - -- I64A3EX000001508 10/01/11 10/01112 E L EACH ACCIDENT S 600,00 OFFICER/MEMBER EXCLUDED? N I A: (Mandatory In NH) - SIR $500,000 E . DISEASE - EA EMPLOYEE $ 600,00 If Yes, descnbe under -- - -... -- -- -- DESCRIPTION OF OPERATIONS below E . DISEASE - POLICY LIMIT $ 600,00 B Property N11NA01471 04/01111 04/01/12 Primary 26,000,0 50% Named Storm REPLACEM COSTISPECIAL AOP Reten 60,00 DESCRIPTION OF OPERATIONS I LOCATIONS I VEHICLES (Attach ACORD 101, Additional Remarks Schedule, if more space is required) Self Insured Retention included within limits of liability as allowed by Florida Statute 768.28. FLORD23 Florida Department of Children & 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 ©1988 -2009 ACORD CORPORATION. All rights reserved. ACORD 25 (2009/09) The ACORD name and logo are registered marks of ACORD X 16D2 t�xg4 7. Vendor Certification Regarding Scrutinized Companies Lists 1602 .... �.`flu4m 6 •mRn z VENDOR CERTIFICATION REGARDING SCRUTINIZED COMPANIES LISTS Respondent Vendor Name: Collier County Board of County Commissioners Vendor FEIN: rJ 0� - (O0 0 0 Vendor's Authorized Representative Name and Title: Address: City: State: FL Zip: y.'l 1 �, Phone Number: 3L VA - D's I -`t ocl: Email Address: V-,c t r�Cc A\ 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: who is authorized to sign on behalf of the above referenced company. Authorized Signature Print Name and Title: Cr C& VU C r'l I C ma V� Approved as to fOrm & 19gid puffWamey Ass m� w�k CF 1110, Jul 2011 Attw 0, to # f` M01oJ 1602 8. Certification of Executive Compensation Reporting Requirements for FFATA ; 1602 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. 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. 1, Vc e�\ We C�e , 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. D( 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. 7k"L W. Signature Name of Authorized Indiv�al (print) Date Position Title of Authorized Individual Provider's DUNS Number: C� 4 (,ickcA rl -i S D Contract Number: HFZ26 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 exrfeeds $25,000. 1' I I9, Approved as to form & legal sufficiency ...... ""F', pow %9- W. CF 1111, Sep 2011 9e„j of 2 As start County Attorney ' ` • ;S�rJ F 4.i R ivt _ $t "" 162 "1 °4 Certification of Executive Compensation Reporting Requirements Provider Name: Collier County Board of County Commissioners Provider Address: ;'�KAC3 caw i 'T trcu ` Zip plus four is required Contract No.: HFZ2B Total Amount: $ 3 q rl Total Amount of Federal Funds in contract: $ n . O d Contract Beginning Date: Ending Date: 06/30/2012 CFDA Number: Provider's DUNS Number: 6 -1 6ti (IQ ri �t d City, State and Zip plus four of Principal Place of Performance: Provider's Top 5 Most Highiv Compensated Executives & Compensation Information d j;- � tit 5'T�4� Z • � � °" e l %, �� 9 ?'jt � 'y .�';Zi.�.':i. Bhfi' :.a.AA1}�.G.�i„'#s.M1bibeee....; �"J:�/' .�`�' S �.dA" ,�f:.:.9d:i:.�.L "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. (11). 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 Financlal Accounting Standards No. 123 (Revised 2004) (FAS 123R), Shared Based Payments. (ill). 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. (vi). 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 if 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. Signature FRED W. COYLE, CHAIRMAN approved as to form b legal sufficiency Name of Authorized Individual (print) Assistant County Atto nw , Date.. r :n Pow ©i Authorzed. Individual Page 2 of 2 . ;-_j�'3 16 oz 9. Support to the Deaf or Hard of Hearing Attestation Form �4 - 160-2 - - 00000000010=wml� Support to the Deaf or Hard -of- Hearing Attestation Form 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.R. 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 -of -- Contact as each contractual agreement with DCF is renewed. Page 1 -�, j 16 D 2 ' DCF ADA/SECTION 504 COORDINATORS The ADA/504 Coordinator responsible for my activity is : Headquarters Pamela Thornton 850 487 -1904 Pamela Thornto fstate.fl.us Northwest Juan Cox 850 488 -0831 JuaaCox dcfstate.fl.us Northeast Rafael Bello 386 254 -371 l RafheUd1o@dcfstateX.us dcf state.fl.us Central Pamela Phillips 407 999 -5322 Pamela-YhiIIips@&f.state.fl.us SunCoast Sharon Pimle -Fo 813 558 -5656 Sharon—L_Pimley-Fong@dcfstate.fl.us Southeast Caroline Johnson I 561 837 -5538 Caroline —Johnson dcfstate.fl.us Southern Roosevelt Johnson 305 377 -5219 Roosevelt �Johnson JolmsoR@Lcfstate.f1.us The ADA/504 Coordinator's responsibility is to: 1. 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 wan-anted. 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. attest to the following: 1. l received the names, contact information, and Roles & Responsibilities for the Contract Agency Single- Point -of- Contact and the DCF ADA/504 Coordinator. 2. 1 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. *This document will be maintained in the Page 2 file. Signature Date 16 02 1 10. Implementation of Coordinated Contract Services a� Notification of Coordination of Contracted Services Sample Text for Initial Notice Dear Provider: 16 D2 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: hq: / /Iaws.thules.org/files/Ch 2010- 151.pdf. 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. 2L, S Agency I Name Dept. of EMS Health County r Grant Dept. of Elder ADI Affairs 2010- Phone 2011 16D2 " Implementation of Senate Bill 2386 CCE 2010- r 2011 Dept. of Elder HCE Affairs 2010- Phone 2011 Dept. of Elder ADI Affairs 2011- Art 2012 16D2 " Implementation of Senate Bill 2386 Number B Begin E End A Amount D Desccnipti M Manager P Phone C -0011 2 2/8/11 6 6/30/12 $ $78,484 i Art 239-252 - hospital 3 EMS 7/1/10 6 6/30/11 $ $95,490 A services F Klee 5 52 203.10 7 2689 Disease support services 203.10 7 7/1/10 6 6/30/11 $ $655,478 l n lty n for the elderl 203.10 7 7/1/10 6 6/30/11 $ $85,066 H Home f for Care t the elderl 203.11 7 7/1/11 6 6/30/12 $ $95,490 A Alzheime is Disease support services Dept. of Elder I CCE 203.11 7/1 ity Care Affairs 2011- for the 2012 elderly Dept. of Elder HCE 203.11 7/1/11 6/30/12 $85,066 Care for Affairs 2011- the 2012 elderl Dept. of Elder Title IIIB OAA 1 /l /11 12/31/11 $380,000 Transport 203.201 ation Affairs support (originates as 1 services federal funding from US Department of Health and Human Services) Dept. of Elder Title IIIE OAA Affairs 203.201 f12/31/11 r172,000 Supplem ent � CI federal funding from US Department of Health and Human Services) Dept. of Elder Title IIIE OAA Affairs 203.201 f12/31/11 r172,000 Supplem ent � CI 16D2 1 ,� C 1 services, (originates as grand par federal ent funding from services US Department of Health and Human Services) Dept. of Elder Title C 1 OAA " 1 / 1 / 11 12/31 / 11 $217,000 � gaga Affairs 203.201 (originates as 1 federal funding from US Department of Health and Human Services) Dept. of Elder Title C2 OAA 1 /1 /11 12/31/11 $250,000 Home " Affairs 203.201 meals (originates as 1 federal funding from US Department of Health and Human Services) Dept. of Elder Nutrition NSIP 10/1/10 9/30/11 $41,470 Df meals Affairs Services 203.11 to older (originates as Incentive individua federal Program Is funding from 2010 - US 2011 Department of Health and Human Services) ,� C Dept. of Elder Nutrition NSIP Affairs Services 203.12 (originates as Incentive federal Program funding from 2011 - US 2012 Department of Health and Human Services) Collier County Challenge HFZ2B Housing, Human & Veteran Services 10/1/11 9/30/12 1 $43,602 7 06/30/12 I $63,397 ibo2 , Delivery " of meals to older individua Is 46 , LG 4 Aid to Sandra 1 239-252 - Homeless I Marrero 2399 1602 , 11. Original Written Delegation of Authority on Agency's Official Letterhead with a Sample Signature �a Co per County 16 0Z 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 Commissio s Fred W. Coyle Sample signature of Ms. Kimberley Grant, Interim Director, Collier County Department of Housing, Human & Veteran Services: Kimberley Grant Approved as to form & legai Sufflclsncy Assistant County Attorney y ATTEST: �`t DWI HT k.r 0 r ec Housing, s Human and SY' Veteran1�Services St of Collier County 3339 Tamiami Trail East, Suite 211 • Naples, FL 34112 -5361 239 - 252 -CARE (2273) • 239 252 -HOME (4663) • 239 - 252 -CAFE (2233) • 239 - 252 -RSVP (7787) • 239 - 252 -VETS (8387) • www .colriergoy:netlhumanservices D 16D2 12. Proof of Registration in MyFlorida Marketplace �VI Please print this page for your records. 16 D2 Print i 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 http: / /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:EMAIL 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 7th Floor Naples, FL 34112 Collier US 3299 Tamiami Trail E 7th Floor Naples, FL 34112 Collier us 3299 Tamiami Trail E 7th Floor Naples, FL 34112 Collier US CC Housina.Human & Veteran Ser Seauence 157 P.O. Info: Remit To: Billing Contact: Orders: EMAI L Fax:239- 774 -2096 Email: Email: nancymesa @colliergov.net Contact: Constance Murray Fax:239- 252 -2638 Fax:239- 252 -2638 Contact:Nancy Mesa Contact:Nancy Mesa 3339 Tamiami Trail E 3299 Tamiami Trail East 3339 Tamiami Tr Suite D Suite 211 7th Floor Suite 211 VV 2 Naples, FL 34112 Naples, FL 34112 Naples, FL 34112 Collier Collier Collier us us us CC Housina.Human & Veteran Ser P.O. Info: Orders:EMAIL Email:nancymesa@colliergov.net Fax:239- 252 -2638 Contact:Nancy Mesa 3339 Tamiami Trail East Suite 211 Naples, FL 34112 Collier us Remit To: Fax:239- 252 -2638 Contact: Constance Murray 3299 Tamiami Trail E 7th Floor Naples, FL 34112 Collier us Certified Business Enterprise Info (CBE) Seouence 144 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 Close Window Copyright @ 2009 State of Florida MyFloridaMarketPlace Vendor Registration Customer Service: 866- FLA -EPRO (866- 352 -3776) 2(I- 16D2 1� 13. Copy of Proof of Registration with IRS 16 D2 "" I111F_RUAL REVENUE SERVICE DEPARTMENT OF THE TREASUkY GISIRICT DIRECTOR C - 1130 ATLANTA, GA 30301 Pate: Employer Idestifirati!•a Ilumber: 1 i 59- 2752595 Contact Person: LORETTA HAMILTON SHELIER fuR ABUSED WOMEN OF COLLIER Contact Telephone Number: COUNTY INC (404) 331 -0170 Pp ROx tow it /dtEB, FL 33941 Addendum Applles: No . Dear Applicant: Eased OR the information you recently submitted, ue have classified your organization as one that is not a private foundation Within the meaning Of section 509(a) of the Internal Revenue Code because you are described is sections 909(a) (1) and 170(b)(1)(A)(vi). Your exempt status under section 501(a) of the In Revenue Cade as as organization described is 501(c)(3) is still in effect. This classificatlom is based am the assumption that yliur operations Nil) cost"""' as you have stated. If your sources of supports or your purposes, characters or method of operation change, please let as kro„ $o we can consider the effect of the change on your exempt status and foundation status. This supersedes our letter dated January 13, 1992. Grantors and contributors may rely on this determination unless the Internal Revenue Service publishes rr_.tice to the contrary. However, if yoi l se your section F09(a)(I) statist a grantor or contributor may sot rely or this determination if he or she Has is part responsible for, or was aware of, the act or failure to acts or tl%% substantial or material change on the part of tl.e organizatios th -4t resulted in your loss of such status, or if he or she acquired knowledge that the Internal Reverse Service had given notice that you Mould no longer be classified as a section 509(a)(1) organization. _ If tW jave indicated In the heading of this letter that an addendum 4404 iST, th"Resdum enclosed is as integral part of this letter. Because this letter could help resolve any questions about your private foundation status, you should keep it is your permasest records. -2- SHELTER FOR ABUSED WOMEN OF COLLIER Letter 1079(00/C(;) If yea lo4ve any questions, please contact the person 11hose name and l-elephose rumbFr are slr•,rla above. - Sinctrely yours, -)V _�. 1602 ' INTERNAL, REVENUE SERVICE P. O. BOX 2508 . CINCINNATI, OH 45201 Date: DEC 12 2005 ST MATI'HEWS HOUSE INC 2001 AIRPORT RD S NAPLES, FL 34112 -0000 Dear Applicant: 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, c'� F. c� Lois G. Lerner Director, Exempt Organizations Rulings and Agreements Letter 1050 (DO /CG) 16 02 " 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 yo 16 02 14. Emergency Preparedness Plan Checklist 1602 iw St. Matthew's House Emergency Preparedness Plan ,A a I re� Approval Signature St. Matthew's House, Inc. Policy and Procedure Manual Subject Hurricane Preparedness Policy Number Effective Date Page Supersedes Title 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. L�'� Hurricane Terms: EYE: The relatively calm area in the center of a hurricane more than 50 miles wide 16D2 It can range from 5 to 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 identitiy 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. K (Ay 1602 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 information 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. o 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. o Define the roles and responsibilities of the incident response team. o Obtain each incident response team member's contact information. ❑ Determine which methods the incident response team 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 to 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. y3' 16D2 � The following are ongoing procedures that must be followed: • Continuously perform data backups, store at least weekly backups offsite, and best 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. y(o 1602''1 Collier County- Housing, Human & Veteran Services Emergency Preparedness Plan �-4, Home - Human Resources Tea m B C C Resources collier county ecc Human Resources Department Human Resources Mission, Vision and Values Statement 1662 ', All Sites 10 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 RA .00, A111116 RAW /;tl ~ ti - w ? HR Forms CMAs EAP Performance Evaluations G4 F Cr 00 -" �LhI S Holiday Payroll Calendar Calendar Ethics Leaves of Absence Sews dll o` Job oSignMeU E- ----, Training Registration Discounts Class HR Newsletters Specifications '1 Emergency Response HR FAQ HR Services Contact Us Welcome to Cor ner County Administrative Services Derision 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 with to Commuter carpool, Services etc. http:// bccsp0I/ SiteDirectory/ASD/HR/default.aspx 12/6/2011 �� Practices and Procedures - Home Practices and Procedures ► Home CMAS Human Resources Practices and Procedures Please find the complete version of the CMAs or browse the individual policies below: Complete Practices and Procedures Document (PDF version with search function) And Instructions for finding CMAs on the web and how to search 16 0 Z' Page 1 of 2 1 Like It Tags & Nntrs Shared Documents F Type Name Modified 12 2011 Complete CMAs w letter updated Oct 2011 10/19/2011 9:29 AM 92 AccessingtheCMASOnlinewithsearch 8/4/2011 3:11 PM 93 CMA 1000 Administrative Procedures 8/4/2011 3:11 PM 02 CMA 1001 County Manager Agency Organization Code 8/4/2011 3:11 PM 92 CMA 1002 Staff Interface with Individual Board Members 8/4/2011 3:11 PM 92 CMA 1200 Media and Public Relations - Coordination of 8/4/2011 3:11 PM CMA 5200 Posting of Notices and Signs, procedures for 8/4/2011 3:11 PM a CMA 5201 Emergency Evacuation Plans 8/4/2011 3:11 PM CMA 5202 Annual County Driver Agreement - 8/4/2011 3:11 PM CMA 5204 Fleet Management System 8/4/2011 3:11 PM CMA 5205 American with Disabilities 8/4/2011 3:11 PM CMA 5206 County Vehicla Colors, Logos and Graphics 8/4/20113:11 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 8/4/2011 3:11 PM CMA 5305 ADA (American With Disabilities Act) 8/4/2011 3:11 PM CMA 5306 Administrative Provisions 8/4/2011 3:11 PM CMA 5307 AIDS Catastrophic Illness in the Workplace 8/4/2011 3:11 PM CMA 5309 Appearance and Personal Hygiene 8/4/2011 3:11 PM 92 CMA 5310 Business Travel 8/4/2011 3:11 PM I CMA 5311 Code of Ethics 8/4/2011 3:11 PM 92 CMA 5311.1 Standards of Conduct 8/4/2011 3:11 PM 02 CMA 5312 Drug -Free Workplace 8/4/2011 3:11 PM M CMA 5313 Public Records Request Management Procedure 8/4/2011 3:11 PM 12 CMA 5314 Employee Assistance Program 8/4/2011 3:11 PM CMA 5315 Inspection of Personnel Records 8/4/2011 3:11 PM CMA 5316 Jury Duty 8/4/2011 3:11 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 8/4/2011 3:11 PM CMA 5320 Political Activity 8/4/2011 3:11 PM CMA 5321 Probationary Period 8/4/2011 3:11 PM CMA 5322 Separation 8/4/2011 3:11 PM CMA 5323 Prohibition of Sexual Harassment 8/4/2011 3:11 PM CMA 5323.1 Prohibition of Unlawful Harassment 8/4/2011 3:11 PM UA Cf Practices and Procedures - Home I -35 ► Getting Started Share this site Change site theme Set a site icon Customize the Quick Launch 16 D age 2 of 2 c \ Chapter 5201 EMERGENCY BUILDING EVACUATION PLAN § 5201 -1. Purpose. § 5201 -2. Concept. § 5201 -3. Procedures. § 5201 -4. Currency. § 5201 -5. Reference. 1602 [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 I1 16D2 �! OFFICE OF COUNTY MANAGER ADMINISTRATIVE § 5201 -3 PROCEDURE § 5201 -3 B. Developing and Submitting an Emergency Plan for Each Facility: Each department will establish a Department Specific Emergency Plan that will serve as a current evacuation plan. The Emergency Plan will be kept current by the assigned department representative(s) with copies going to Facilities Management to be kept on file as Collier County's Current Emergency Evacuation Plan. Facilities Management will review each facility's Emergency Plan to assure that all items are addressed as described below. Using this plan as a guideline, each facility will submit an Emergency Plan to Facilities Management to complete Collier County's Current Emergency Evacuation Plan. Emergencies such as, but not limited to, fire, bomb and terrorist threat specifications are addressed in each Emergency Plan. The following components shall be placed in each department's Emergency Plan: (1) A copy of the facility floor plan with emergency evacuation routes must be submitted as a part of each department's Emergency Plan. It is the responsibility of the building management company of each location (if leased space) and Facilities Management to arrange for the floor plans to be completed and accurate. Upon request, Risk Management will provide recommendations for placement of each floor plan and technical support as needed. If a building has several departments and divisions, management will need to coordinate to complete their Emergency Plan. (2) A list of each department's evacuation meeting places for emergency evacuations must be included. Facilities Management is responsible for establishing and communicating emergency evacuation meeting locations for all buildings. The safe distance from a facility during an emergency evacuation is 300 feet. In the event the evacuation is related to a biological, chemical or other airborne related hazard, Facilities Management will communicate the distance and direction necessary for evacuation should evacuation be initiated. (3) A list of employees with special needs and any provisions that must be made to assist the person will be provided. Adequate training shall be provided covering "special assistance" equipment, such as, but not limited to stair chairs. (4) A copy of each department's evacuation meeting place. (5) A current listing of all department representatives and alternates. Each department should have ample employees assigned as department representatives to assure one is present during an evacuation. The Department Director is responsible to assure the job duties of the department representative are communicated to each assigned department representative as outlined in § 5201 -3C of this Instruction. Risk Management will provide technical assistance with training department representatives upon request. (6) A roll call sheet to be utilized during the evacuation process with confirmation of which department representatives and alternates will be responsible for assuring that the roll call roster will be initiated. (7) Each Department Specific Emergency Plan shall include a "Statement of Commitment" to conduct a yearly drill for evacuations to be scheduled and coordinated by Facilities Management. On an annual basis, the Department 5201:2 09- 15-2007 ca 16D2 § 5201 -3 EMERGENCY BUILDING EVACUATION PLAN § 5201 -3 Director will communicate the bomb threat telephone procedures and evacuation plan to staff. Documentation of the annual evacuation drills and review of the emergency evacuation plan must be maintained by each department's management. Risk Management may audit documentation at any time. (8) Specific procedures to follow to activate its alarm system or shut down operations, this information should be included in its Emergency Plan. C. Department Representative's Protocol for Emergency Evacuations: Department representatives must be established within each facility to complete this plan. department representatives must be aware of and accept the duties described in this section. Alternate members must be assigned to assure the following duties are carried out. The department representatives and their alternates are expected to carry duties listed below: (I) Management and department representatives are responsible for assuring that a current listing of their department representatives is maintained and submitted as an Emergency Plan to complete this program. (2) Management and department representatives must ensure that all department representative and their alternates are physically capable of performing the duties prescribed in this protocol. (3) Management and department representatives must review and document the review of the duties described below at least annually with all department representatives and their alternates. (4) Department representatives must ensure that their respective area is totally evacuated to its assigned assembly area. (5) Department representatives should establish a roll call clipboard to be taken to the evacuation area during a fire or bomb threat. Maintaining this roll call clipboard with current employees will also be the department representatives' responsibility. department representatives shall also maintain an orange vest to wear during the evacuation so they are recognizable by local emergency providers and Facilities Management. (6) Department representatives should complete a second check at the assembly area using the established roll call sheet to assure that everyone is accounted for after the primary evacuation. (7) Department representatives should wait at the assembly area to report to Facilities Management or law enforcement any information obtained during the evacuation or roll call. Facilities Management and/or law enforcement will make their rounds to each group /department to collect information from the department representatives. D. Fire Emergencies and Bomb Threats: All bomb threats and fire alarms should be considered valid with immediate notification to local emergency providers and Facilities Management. 5201:3 09- 15-2007 Z 1602 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 7744434 Fire Department 911 5201:4 09- 15- 2007 5y I 1602 5201 -3 EMERGENCY BUILDING EVACUATION PLAN § 5201 -3 EMS 911 Emergency Management 774 -8444 Risk Management 774 -8461 (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. 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 16D2 -1 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 ClQ-1 16D2 " § 5201 -3 EMERGENCY BUILDING EVACUATION PLAN § 5201 -4 1. 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. (S) 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 1 16D2 OFFICE OF COUNTY MANAGER ADMINISTRATIVE § 5201 -4 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 1602 Departmental Emergency Operations Planning Template Table of Contents EmergencyOperations Plan ......................................................... ............................... 2 Foreword................................................................................................... ..............................2 Acknowledgements................................................................................... ..............................2 Recordof Revisions .................................................................................. ..............................3 I. The Strategic Plan ........................................................................... ..............................3 I1. Hazard Identification and Vulnerability Analysis ............................ ..............................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 EmergencyResponse Plan ......................................................... ............................... 62 CriticalVendors .............................................................................. .............................68 Critical Documents & Records ...................................................... .............................70 CriticalSoftware List .................................................................... ............................... 71 CriticalEquipment List ................................................................ ............................... 72 CriticalProcess List ....................................................................... .............................73 DisasterChecklists ...................................................................... ............................... 74 I. Stabilization Checklist ................................................................... .............................74 11. Response Checklist ........................................................................ .............................75 111. Recovery Checklist ........................................................................ .............................77 Standard Operating Guidance ..................................................... ............................... 79 I. Policy ....... ............................... II. Purpose ..... ............................... III. Standard Operating Procedures IV. Distribution Roster .................. V. Distribution Verification.......... VI. End---------------- - - - - -- ...................................................... .............................79 ...................................................... .............................79 ...................................................... .............................79 .................................................... ............................... 79 .................................................... ............................... 80 ...................................................... .............................80 Page 1 of 80 1 's 16 D2 -4 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 16D2 " 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 G� 1 16 02 "1 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. 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C, k 1602 O 00 4-, O a� on a l-_ci L 0 E 0 C W E m L bn N E n u � L C � � y b C o � o N U U CL O L � C � Im LM 4) E c Cd _ W o u ou L -a CC W L E O m CL 0 5 = a t. ar L � E b fi. LQ C � U C cn Q v Q Q < 1602 O 00 4-, O a� on a l-_ci 16D2 Departmental Emergency Operations Planning Template N. 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 1F) 1602 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 - �I ibo2 ", 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 -1 l 1602 No- 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. Page 15 of 80 �3 16D2 Departmental Emergency Operations Planning Template 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 LT. 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 Page 16 of 80 �I 16D2 " Departmental Emergency Operations Planning Template 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 specific 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 Page 17 of 80 1602 °' Departmental Emergency Operations Planning Template 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.: Page 18 of 80 iiiY; Departmental Emergency Operations Planning Template 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). Page 19 of 80 __�1 1602 Departmental Emergency Operations Planning Template 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. Page 20 of 80 -1 V 16D2 Departmental Emergency Operations Planning Template 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 Page 21 of 80 1Ci 16D2 Departmental Emergency Operations Planning Template 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 Page 22 of 80 '�K'O 16D2 Departmental Emergency Operations Planning Template 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. Page 23 of 80 'C 1 1602 Departmental Emergency Operations Planning Template 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 Page 24 of 80 k� 1602 Departmental Emergency Operations Planning Template 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. Page 25 of 80 ibo2 �"' Departmental Emergency Operations Planning Template 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 Page 26 of 80 'iOA 1602 1 Departmental Emergency Operations Planning Template 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. Page 27 of 80 ;�, -1� 16D2 4 Departmental Emergency Operations Planning Template 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 Page 28 of 80 0 16D2 W.J. Departmental Emergency Operations Planning Template 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 Page 29 of 80 4 1 1602 0114 Departmental Emergency Operations Planning Template 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. Page 30 of 80 12 X 16 D 2 " Departmental Emergency Operations Planning Template 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 N1MS 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 employess 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. Page 31 of 80 lkci 16 oz Departmental Emergency Operations Planning Template 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. Page 32 of 80 �1 O 1602 Departmental Emergency Operations Planning Template 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) Page 33 of 80 U 1602 Departmental Emergency Operations Planning Template 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) Page 34 of 80 C{ 1 16 n 2 "-lq Departmental Emergency Operations Planning Template 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 Page 35 of 80 2 1602 " Departmental Emergency Operations Planning Template 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 prirpary 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 Page 36 of 80 0 v 1bn2 ` Departmental Emergency Operations Planning Template 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 Page 37 of 80 c? s 16D2 Departmental Emergency Operations Planning Template 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 MAG -LITE 1 I MEASURING TAPE 1 1 MEASURING WHEEL 1 1 WHEEL CARRYING CASE 1 1 TORPEDO LEVEL, 9 INCH 1 1 MULTIMETER 1 1 METER, DRYWALL MOISTURE 1 1 HAMMER I 1 SCREWDRIVER, 6 IN 1 1 1 PLIER, LOCKING 1 I Page 38 of 80 Notes 1'(; Departmental Emergency Operations Planning Template PLIER, LONGNOSE 6IN. 1 I LADDER, FG, TWIN, 6FT. 1 I LADDER, FG, 24FT. 1 1 CABLE ADJUSTABLE LOCK 1 1 HARD SHELL KNEE PAD, PR I 1 WORK BOX 20.6 IN 1 1 BELT, BACK SUPPORT 1 1 CAULK GUN 1 1 NAIL /TOOL BELT 1 1 BELT, LEATHER 1 1 CANVAS DROP CLOTH 1 I 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 I STAPLE, 5/8 IN, PK 1000 1 1 REFLECTIVE CONES 2 2 TOOL BOX, 20 IN. 1 1 TESTER, GFCI 1 I RESPIRATOR, 20PK 1 1 GLOVE, LEATHER l 1 Page 39 of 80 1602 a--7 M" 16D2 111 Departmental Emergency Operations Planning Template WRENCH, ADJUSTABLE, 81N. SCREWDRIVER, 4BIT 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 CAR WASH BRUSH 1 1 WATER HOSE, 5/8" X 50' l 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 Page 40 of 80 (q 7 16 02 Departmental Emergency Operations Planning Template 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 offsite 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. Page 41 of 80 G 0 Mel 4� Departmental Emergency Operations Planning Template 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 Page 42 of 80 t ,-'1 r-. 1602 " Departmental Emergency Operations Planning Template If a 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: Page 43 of 80 iboz "' A Departmental Emergency Operations Planning Template 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: Page 44 of 80 � h l 162 " Departmental Emergency Operations Planning Template • 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. Page 45 of 80 tn�p 16D2 ` Departmental Emergency Operations Planning Template • Anything metal — tractors, farm equipment, motorcycles, golf carts, golf clubs, and bicycles. 10. 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. Page 46 of 80 iZ k I i6n2 0" Departmental Emergency Operations Planning Template • 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 sheriffs 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: Page 47 of 80 - i ib oz 4 Departmental Emergency Operations Planning Template • 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. • 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. 93. 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. Page 48 of 80 1 () r ibo2 " Departmental Emergency Operations Planning Template 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. Page 49 of 80 10-1 N/A 1602 F- 04 Departmental Emergency Operations Planning Template 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. Page 50 of 80 r'17 16D2 Departmental Emergency Operations Planning Template • 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 Page 51 of 80 I ^n 1602 Departmental Emergency Operations Planning Template • 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. Page 52 of 80 k%r 1602 0"! Departmental Emergency Operations Planning Template 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 Page 53 of 80 I% 1602 " Departmental Emergency Operations Planning Template • 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 Page 54 of 80 16 02 Departmental Emergency Operations Planning Template How Safe Are You? 1. Do you use an antivirus software or service? Yes IM If yes, have you updated it within the past week? Yes [me 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? Q 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. Page 55 of 80 k%') 1602 Departmental Emergency Operations Planning Template Yes, I have open file sharing, but I know which programs make use of them. Yes, I have open file sharing, and 1 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 No 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. Page 56 of 80 \i ib o2 Departmental Emergency Operations Planning Template • 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 McAfee. • 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? Page 57 of 80 % k < •1 Departmental Emergency Operations Planning Template 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 Chemical /Biological 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 Page 58 of 80 \\ 1, 1602 " Departmental Emergency Operations Planning Template 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. Page 59 of 80 \ k_1 16D2 Departmental Emergency Operations Planning Template 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 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. Page 60 of 80 1 i 1� 16n2 Departmental Emergency Operations Planning Template 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 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. Page 60 of 80 rA 16 n2 "' Departmental Emergency Operations Planning Template Appendix D Inventories and Vital Records 1. 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 offsite 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. Page 61 of 80 � �.r> •1 Departmental Emergency Operations Planning Template 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 Page 62 of SO 11I 1602 Departmental Emergency Operations Planning Template 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 responding 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 will 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. Page 63 of 80 -A 1 16 f12 Departmental Emergency Operations Planning Template 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) Page 64 of 80 a-.1 16 0P Departmental Emergency Operations Planning Template 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. Page 65 of 80 \ A-NA 1602 pl Departmental Emergency Operations Planning Template 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. Page 66 of 80 \ X.S 16D2 Departmental Emergency Operations Planning Template 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 drills that assess communication, coordination, and the effectiveness of HH VS's command structures. Emergency Management training is on file. Page 67 of 80 \ 'AlG, 0 ca CL E m F- a� c 'c c a N c L a O c W �E i. CL d 0 i V L V 16D2 O 00 4-. 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O 00 Cd a. 7 '1 1602 Departmental Emergency Operations Planning Template Standard Operating Guidance Title: Origination Date: Supersedes: Prepared By: Review Date: Distribution Roster: See Below County Manager's Office (Coordination Agency) Number: Effective Date: Revision Number: Date of Expiration: Contact Dept(s): Approval(s) Director of Emergency Management (Coordination Agency) L Policy IL Purpose lll. Standard Operating Procedures IV. Distribution Roster This SOG shall be approved and distributed as follows: 1. 2. 3. Page 79 of 80 ► IN r,- 1602 Departmental Emergency Operations Planning Template V. Distribution Verification Vl. End Page 80 of 80 � 39 To Action Printed Name, Signature, and Date 1 2 3 4 5 6 Vl. End Page 80 of 80 � 39 16 n2 Shelter for Abused Women & Children Emergency Preparedness Plan \�L" � 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.775.082, s.775.083, or s.775.084, if the property trespassed upon is a domestic violence center certified under s.39.905 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 500 feet apart. Statute 810.11 reads, "Posted land is that land upon which signs are placed not more than 500 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. N1 16[t� 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 property 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 \ ya 16 02 Hostile Person on Property. • 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. Don'ts • 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. 1,-\l I 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. \yy U o 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. �� 16 0 P 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 corners 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. M�� 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 191 16 D? 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. I 1-25k 16D2 Emergency 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. 1.14 t6n? 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 1�c Tornado During a Tornado Watch 1602 • 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. rsI 16D2 � 4 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. Asa 16D2 " 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. \53 1602 " 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. J L) 16D2''" 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. X55 16a2v.-I" 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 0811 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. 15G 1602 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. 5� i6o2 #.,. 0 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 Neighborhood 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. 1 519 16 [12 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. k sq 16 n 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! l 1602 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. Purpose 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 S ills • 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. 1(�I !6 DT 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. 1�� ibnP HAZARDOUS MATERIAL INCIDENT REPORT 1. 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. 1 (�3 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: 16D2 " se D2 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 � (,5 -,� 1602 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 Iniury /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 Iniury/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) 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 ,(4n ib oz 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: IncidentReporting(a fcadv org 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. `i 3 1602 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 • By abuser • 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 1 C-11K 1602 ' • 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.... \ cl,�A r 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). 1-10 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. 1 -1 t