Agenda 04/13/2021 Item #16E2 (Updated Comprehensive Emergency Management Plan)04/13/2021
EXECUTIVE SUMMARY
Recommendation to approve a resolution adopting the updated Comprehensive Emergency
Management Plan for Collier County and the municipalities within its borders.
OBJECTIVE: To adopt, by Resolution, the revised Collier County Comprehensive Emergency
Management Plan (CEMP) for Collier County.
CONSIDERATIONS: Chapter 252, Florida Statutes requires this plan. The plan is updated with minor
revisions locally each year. The Florida Division of Emergency Management (“State”) reviews and
approves the plan every four years. The State approved the CEMP on February 28, 2021 finding it in
compliance with Rule Chapter 27P-6, Florida Administrative Code (FAC). The approved plan must now
be adopted by resolution by the Board within 90 days in accordance with Rule 27P-6.006(11).
Staff from all the Collier County Divisions, Everglades City, the City of Marco Island, the City of Naples,
the Sheriff’s Office, Collier Schools, private non-profit organizations, partner organizations, and the Fire
Districts have had opportunities to participate in the update process. The current and updated plan have
been posted on the Emergency Management website since September 2020 for public comment.
The main changes made were:
• Census updates and organizational realignments.
• Updating wildfire operations.
• Updating the flood warning program with the latest FEMA guidance.
• Adding a clarifying annex for damage and impact assessment. (Annex H)
The approved CEMP enables all participating jurisdictions to have a standard of practice to respond to
disaster situations that complements the State’s CEMP.
A copy of the approved plan is posted on the Emergency Management website.
FISCAL IMPACT: There is no fiscal impact associated with this Executive Summary.
GROWTH MANAGEMENT IMPACT: There are no Growth Management Impacts associated with
this Executive Summary.
LEGAL CONSIDERATIONS: This item is approved for form and legality and requires a majority
vote. - JAB
RECOMMENDATION: To approve the attached resolution adopting the revised Comprehensive
Emergency Management Plan for Collier County.
Prepared by: Richard Zyvoloski, Emergency Management Coordinator, Emergency Management
Division
ATTACHMENT(S)
1. Collier County CEMP Compliance Letter 2020-21 (PDF)
2. Final CEMP Reso CAO approved (PDF)
3. {Linked]CompleteCEMP (PDF)
16.E.2
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04/13/2021
COLLIER COUNTY
{BoardName}
Item Number: 16.E.2
Doc ID: 15366
Item Summary: Recommendation to approve a resolution adopting the updated Comprehensive
Emergency Management Plan for Collier County and the municipalities within its borders.
Meeting Date: 04/13/2021
Prepared by:
Title: Executive Secretary – Emergency Management
Name: Kathy Heinrichsberg
03/22/2021 11:57 AM
Submitted by:
Title: Division Director - Bureau of Emer Svc – Emergency Management
Name: Daniel Summers
03/22/2021 11:57 AM
Approved By:
Review:
Emergency Management Daniel Summers Additional Reviewer Completed 03/22/2021 12:22 PM
Administrative Services Department Paula Brethauer Level 1 Department Reviewer Completed 03/22/2021 4:33 PM
County Attorney's Office Jennifer Belpedio Level 2 Attorney of Record Review Completed 03/24/2021 11:44 AM
Administrative Services Department Len Price Level 2 Department Head Review Completed 03/25/2021 4:08 PM
Office of Management and Budget Debra Windsor Level 3 OMB Gatekeeper Review Completed 03/25/2021 5:03 PM
County Attorney's Office Jeffrey A. Klatzkow Level 3 County Attorney's Office Review Completed 03/26/2021 8:46 AM
Office of Management and Budget Laura Wells Additional Reviewer Completed 03/26/2021 9:41 AM
County Manager's Office Dan Rodriguez Level 4 County Manager Review Completed 03/31/2021 9:18 AM
Board of County Commissioners MaryJo Brock Meeting Pending 04/13/2021 9:00 AM
16.E.2
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16.E.2.a
Packet Pg. 1273 Attachment: Collier County CEMP Compliance Letter 2020-21 (15366 : 2021 Collier County Comprehensive Emergency Management Plan)
16.E.2.a
Packet Pg. 1274 Attachment: Collier County CEMP Compliance Letter 2020-21 (15366 : 2021 Collier County Comprehensive Emergency Management Plan)
16.E.2.bPacket Pg. 1275Attachment: Final CEMP Reso CAO approved (15366 : 2021 Collier County Comprehensive Emergency Management Plan)
Collier County
Comprehensive
Emergency Management
Plan – 2021
(March 16, 2021)
-i- March 16, 2021
TABLE OF CONTENTS
RECORD OF CHANGES ……………………………………………………………………. vi
ACRONYMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii
EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . … . . . . . . . . . . . . . . . . . . . . . . . . . . ix
BASIC PLAN
I. INTRODUCTION …………………………………………………………… Basic 1
A. Purpose
B. Scope
C. Methodology
II. SITUATION …………………………………………………………… Basic 3
A. Hazards Analysis
B. Geographic Information
C. Demographics
D. Economic Profile
E. Emergency Management Support Facilities
F. Planning Assumptions
III. RESPONSIBILITIES ……………………………….…………………………. Basic 13
A. Responsibilities of Local Government
B. Coordination with the State
C. Coordination with the Federal Government
D. Communication
E. Plan Revisions
F. Roles/Responsibilities: Recovery and Mitigation
G. Tasking Coordination
IV. CONCEPT OF OPERATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Basic 17
A. Levels of Disaster...……………….…………………….…………………... Basic 17
B. General ……………………………………………………………………… Basic 18
1. Non Emergency Operations
2. Emergency Operations
C. Coordination, Direction & Control…………………………………….……..Basic 21
-ii- March 16, 2021
1. EOC Role and Activation Conditions
2. Emergency Management System
3. The Emergency Organization
D. Preparedness ………………………………………………………………....Basic 33
1 Training
2. Exercises
3. Public Awareness and Education
E. Response ………………………………………………………………….. Basic 39
1. General
2. Notifications and Warnings
3. Evacuation
4. Sheltering
F. Recovery ……... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …… Basic 53
1. General Recovery Functions and Responsibilities
2. Recovery Field Operations
3. Public Assistance Activities
4. Individuals & Household Programs
5. Emergency/Disaster Support Activities Other Than Public Assistance
6. Collier County Disaster Recovery Task Force
7. National Flood Insurance Program
G. Mitigation …………………………………………………………….…..... Basic 63
1. Collier County Local Mitigation Strategy Working Group
2. Interagency Hazard Mitigation Team (Post Disaster)
H. Mobilization/Deployment of County Resources……………………………Basic 67
1. Requesting Party Responsibilities
2. Assisting Party Responsibilities
V. FINANCIAL MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . Basic 68
A. Administrative Authorities and Fiscal Procedures
B. Resource Procurement and Reimbursement
C. Reporting Tasks and Established Deadlines
D. Records Maintenance
1. Local Accounting
-iii- March 16, 2021
2. Reports and Records - General
3. Emergency Reporting
4. After Action Reports
VI. CONTINUITY OF OPERATIONS (COOP) AND
CONTINUITY OF GOVERNMENT (COG) …………………………… Basic 70
A. Mission Essential Functions
B. Plans and Procedures
C. Delegation of Authority
D. Orders of Succession
E. Alternate Facilities
F. Interoperable Communications
G. Vital Records and Databases
H. Personnel Issues & Coordination
I. Logistics & Administration
J. Security
K. Test, Training & Equipment
L. Emergency Actions
VII. REFERENCES AND AUTHORITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Basic 74
A. Local Responsibilities – Chapter 252.38, Florida Statutes
B. Applicable Ordinances and Administrative Rules
C. Local Resolution
D. Applicable CEMP References
E. Specific Documents and Plans that Supplement CEMP
F. Mutual Aid Agreements, Memoranda of Understanding and Other Agreement
LIST OF FIGURES IN BASIC PLAN
Figure 1, Geographic Information ………………………………………..……………. Basic 4
Figure 2, Census Data …………………………………………………..……………... Basic 6
Figure 3, Education, Economic & Business Information …..…………..……………… Basic 8
Figure 4, Collier Economic Data ………………………………………..…………….. Basic 9
Figure 5, Total Population Distribution ……………………………………………… Basic 10
Figure 6, Emergency Management Support Facilities …………………………………Basic 11
Figure 7, Roles & Responsibilities Overview ………………………………………….Basic 13
Figure 8, Levels of Disaster …………………………………………………………….Basic 17
Figure 9, Collier County Organizational Chart ……………………………….……….. Basic 19
Figure 10, Emergency Operations Support Structure …………………………………. Basic 20
Figure 11, Emergency Management System Diagram ………………………………….Basic 25
Figure 12, Emergency Support Functions (ESF) Lead Agencies …………………….. Basic 28
Figure 13, ESF Support Responsibilities …………………………………………….. Basic 29
Figure 14, Levels of Activation ………………………………………………………… Basic 31
-iv- March 16, 2021
Figure 15, Recommended Training …………………………………………………….. Basic 34
Figure 16, Commercial Media Outlets …………………………………………………. Basic 37
Figure 17, Flow Chart for Resource Requests …………………………………………. Basic 40
Figure 18, Notification & Warning System ……………………………………………...Basic 42
Figure 19, Collier County Evacuation Zones and Evacuation Routes……………………Basic 45
Figure 20, Shelters & Public Transportation System ………….…………………………Basic 47
Figure 21, Hurricane Shelters & Evacuation Routes ……………………………………. Basic 48
Figure 22, “Maximum of Maximums” Storm Surge ……………………………………..Basic 51
Figure 23, Special Flood Hazard Areas …………………………………………………..Basic 52
Figure 24, Recovery Operations Structure ………………………………………………..Basic 54
APPENDICES TO THE BASIC PLAN
Appendix 1…General Responsibilities:
Emergency Support Function Agencies …………………………General – Page 1
ESF-1 Transportation
ESF-2 Communications
ESF-3 Public Works & Engineering
ESF-4 Firefighting
ESF-5 Planning & Intelligence
ESF-6 Mass Care
ESF-7 Resource Support
ESF-8 Health, Medical & Human Services
ESF-9 Urban Search & Rescue
ESF-10 Hazardous Materials
ESF-11 Food & Water
ESF-12 Energy
ESF-13 Military Support
ESF-14 Public Information
ESF-15 Volunteers & Donations
ESF-16 Law Enforcement
ESF-17 Animal Issues
ESF-18 Business & Industry
Appendix 2…Disaster Accounting Forms
Contract Work Summary Record
Force Account Labor Summary Record
Force Account Equipment Summary Record
Materials Summary Record
Rented Equipment Summary Record
Appendix 3…Sample Declaration/Proclamation
Appendix 4…CEMP Notification List
-v- March 16, 2021
HAZARD ANNEXES
ANNEX A…Hazardous Weather Response
ANNEX B…Terrorism Incident Response
ANNEX C…Wildfire Operations Response
ANNEX D…Hurricane Response
ANNEX E…Flood Warning Program
ANNEX F…Area Command
ANNEX G…Radiological Emergency Response
ANNEX H …Damage/Impact Assessment
-vi- March 16, 2021
RECORD OF REVISIONS
REVISION
NUMBER
DATE OF REVISION
DATE ENTERED
ACTION
Change 1 9/17/12 9/17/12
-Replaced pages 34, 49 & 57 to
Basic Plan
-Replaced ESFs 3 and 10 entirely
Change 2
9/24/12
9/24/12
-Replaced ESF 8 entirely
Change 3
1/16/13
1/16/13
-Replaced Basic Page 48
Change 4
5/14/13
5/14/13
Added/included U of Fla IFAS to
ESF’s 17 & 18 and inserted IFAS
into pgs 18 & 34.
Change 5
10/24/13
10/25/13
Change Collier Health
terminology to Florida Department
of Health-Collier in both
Appendix 1, ESF 8 and Annex G
Change 6
11/26/13
11/26/13
Page 60, added Floodplain Mgr to
Recovery Task Force.
Page 63, added Floodplain, etc.,
info and expanded GMD’s info for
Recovery Information Center.
Page 68-69, added Floodplain
Management Plan to strategy in
para 6 and expanded NFIP info in
para 7.
Appdx 1, ESF-14, added under
Responsibilities para 9. Added
Attachment 2.
Change 7
1/6/14
1/8/14
Resolution – City of Marco Island
adoption the Collier CEMP
Change 8
3/10/14
3/10/14
Added to Annex A’s assumptions
and EM Responsibilities the
activation process of the Skywarn
Weather Spotters.
Change 9
12/16/14
12/16/14
Annex E - Added 4 Aug 2014 rain
event to page 13.
Change 10
8/6/15
8/6/15
Updated the names of the merged
fire districts throughout the Basic
Plan.
Updated Basic Plan, Fig.19,
Notification & Warning System.
Change 11 1/9/2017 1/9/2017 Updated terminology in Annex C-
-vii- March 16, 2021
Wildfire.
Change 12 3/9/2017 3/9/2017 Cell phone numbers removed from
EM listing in Annex H.
Change 13
8/30/2017
8/30/2017
Appendix 1 to Basic - Added
Landmark Hospital to ESF-8
Change 14
12/15/2017
12/15/2017
Annex E updated to reflect
Hurricane Irma Impact
Change 15
7/28/2020
7/28/2020
Annex G- Pandemic removed and
Annex H changed to Annex G-
Ingestion Pathway Response
Change 16
9/1/2020
9/1/2020
New Annex H, Damage/Impact
Assessment, added
-viii- March 16, 2021
ACRONYMS
ADPAC - Animal Disaster
Preparedness Advisory Committee
ALF - Assisted Living Facility
ALT - Alternative
ARC - American Red Cross
ARES - Amateur Radio Emergency
Services
ARRL - American Radio Relay
League
ASD- Collier County
Administrative Services Department
ARASWF- Amateur Radio Association
of Southwest Florida
CAP- Civil Air Patrol
CCFCA - Collier County Fire Chiefs’
Association
CEMP - Comprehensive Emergency
Management Plan
CERT - Citizen Emergency Response
Team
CFR - Code of Federal Regulations
CIEH- Collier Emergency
Information Hotline
COG- Continuity of Government
Plan
COOP- Continuity of Operations
Plan
CPA- Closest Point of Approach
CR - County Road
CRS- Community Rating System
DART - Domestic Animal Response
Team
DOH- Department of Health
DRC - Disaster Recovery Center
DRIC- Disaster Recovery
Information Center
DRU- Disaster Response Unit
EAS - Emergency Alert System
EM - Emergency Management
EMS - Emergency Medical Services
EOC - Emergency Operations
Center
ESATCOM - Emergency Satellite
Communications
ESF - Emergency Support Function
FDEM - Florida Division of
Emergency Management
FDLE - Florida Department of Law
Enforcement
FDOT - Florida Department of
Transportation
FEMA - Florida Emergency
Management Agency
FHP- Florida Highway Patrol
FS - Florida Statutes
GMD - Growth Management
Department
HAZMAT - Hazardous Materials
HM - Hazard Mitigation
HSUS - Humane Society of the
United States
HSPD - Homeland Security
Presidential Directive
IA - Individual Assistance
IAP- Incident Action Plan
ICS - Incident Command System
LE- Law Enforcement
MARS - Military Affiliate Radio
System
MOU - Memorandum of
Understanding
NAD- North American Datum
NIMS - National Incident
Management System
NETC- National Emergency Training
Center
NFIP - National Flood Insurance
Program
NOAA - National Oceanographic and
Atmospheric Administration
NWSFO - National Weather Service
Forecast Office
OMB - Office of Management and
Budget
PA - Public Assistance
PIO - Public Information Office
-viv- March 16, 2021
PL - Public Law
PRI - Primary
PSA- Public Safety Announcement
PSD- Collier County Public
Services Department
PSN - People with Special Needs
PUD- Collier County Public
Utilities Department
PW- Project Worksheet
RACES - Radio Amateur Civil
Emergency Service
REP - Radiological Emergency
Preparedness
RDSTF - Regional Domestic Security
Task Force
RMD- Collier County Risk
Management Division
SEOC - State Emergency Operations
Center
SERT- State Emergency Response
Team
SFWMD- South Florida Water
Management District
SITREP - Situation Report
SLOSH - Sea, Lake, Overland Surge
from Hurricanes
SMART - Strategic Metropolitan
Assistance and Recovery Teams
SOG- Standard Operating Guide
SOP - Standard Operating
Procedure
SR - State Road
SWO- State Watch Office
TDS - Time-Delineated Schedule
TH - Temporary Housing
TTY - Teletype
USNG - United States National Grid
VOAD - Voluntary Organizations
Assisting in Disaster
NOTE: I know the page number should be “ix”, but the computer would not let me change it ͔͕͖.
-ix-
EXECUTIVE SUMMARY
The Collier County Comprehensive Emergency Management Plan addresses 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 Collier County plan was produced by the team efforts of the entire Collier County
Emergency Management Division’s staff, the other agencies who comprise the emergency support
functions (ESFs), and personnel involved in Preparedness, Response, Recovery and Mitigation activities.
The CEMP was approved by the Florida Division of Emergency Management and complies with
Homeland Security Presidential Directives. Included in the plan are summaries of relevant data (e.g.,
demographics, geography, economic), emergency and non-emergency organization structures, roles and
responsibilities for county government and private sector agencies/businesses, financial management
guidance, and supporting documentation (e.g., references, mutual aid, memoranda of understanding,
standard operating procedures/guidelines.) This information is included under seven sections:
Introduction; Situation; Concept of Operations; Responsibilities; Financial Management; Training,
Exercise and Public Awareness and Education; and References and Authorities. Supporting detail is
included in the Appendices.
The plan is comprised of the above seven sections, plus nine annexes: Hazardous Weather
Response, Terrorism Incident Response (Consequence Management), Wildfire Operations Response,
Hurricane Response, Flood Warning Program, Area Command, Radiological Emergency Response and
Damage-Impact Assessment. The annexes provide general guidance for actions and taskings. Tasked
agencies in the CEMP should develop standard operating guidelines (SOGs) that will ensure capability to
carry out their respective missions.
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Basic - 1
COLLIER COUNTY
COMPREHENSIVE EMERGENCY
MANAGEMENT PLAN (CEMP)
2021
I. INTRODUCTION
The Collier County Comprehensive Emergency Management Plan (CEMP) addresses most of the
threats to which the County and its population may be exposed. At the present time, of the
twenty-three (23) hazards analyzed using a broad range of sources, twelve (12) hazards were
identified as High Risk because of widespread potential impact. This ranking carries a high threat
to the general population and/or built environment.
This plan is an outline of emergency situations and agencies’ responsibilities. Each agency that is
identified will be given a broad overview of their responsibilities. Tasked agencies should
develop Standard Operating Guides (SOGs) and/or checklists to aid them in accomplishing their
responsibilities.
A. Purpose
1. The CEMP establishes the framework through which Collier County may prevent
or mitigate the impacts of, prepare for, respond to, and recover from most
natural, manmade, and technological hazards that could adversely affect the
health, safety and general welfare of residents and visitors to this County.
Appendices to the Basic Plan describe the general Emergency Support Functions
ESFs) which are deemed the essential program functions. As a leading or
supporting agency, department, organization, or individual within an ESF, this
ensures coordinated emergency response actions that ensure the provision of vital
services, the protection of the safety and well-being of the citizens of Collier
County, and the sustainment of the economic base of the County. The Annexes
help to address unique hazards or operations whereby the County is better able to
manage that specific hazard or operation in an effective, efficient, and deliberate
manner. In other cases, hazards may have unique requirements that deviate from
the Basic Plan.
2. Through this CEMP, provisions are made for the needed flexibility of direction,
coordination, and methods of operations to enable County, City, and non-
governmental agencies to accomplish the objectives of prevention, mitigation,
preparedness, response and recovery. This plan provides the framework for
rendering support to other counties, State and Federal government in their
emergency preparedness efforts.
3. This CEMP, by adoption, establishes the National Incident Management System
(NIMS) as the standard for all operations encompassed by the plan within Collier
County. The NIMS process encompasses much more than the Incident
Command System (ICS), although ICS is a critical component of NIMS. It also
provides a common foundation for training, communicating and sharing
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Basic - 2
information with other responders and with the public, ordering resources to
assist with a response effort, and for integrating new technologies and standards
to support incident management. All the nation's emergency responders are
encouraged to use plain language and a common set of procedures when working
individually and together to keep America safe. NIMS ensures that they will
have the same preparation, the same goals, and shared or agreed upon
expectations.
B. Scope of the Collier County CEMP:
1. The “Basic Plan” is sufficient to provide an “all-hazards” response template for
most emergencies. Hazard-specific annexes were developed for unique
emergencies such as wildland fire, terrorism and pandemic responses.
2. The “Basic Plan” and its annexes identify roles, responsibilities, relationships,
direction and control measures and protocols for a variety of incident responses
between local, State and Federal agencies. Generally, a unified command is
established to manage the emergency response.
3. This “Plan” details actions necessary for short-term and long-term recovery and
mitigation efforts following a disaster. The EOC serves as the initial forum to
coordinate recovery activities. Once recovery activities are focused on a specific
function, e.g., debris management, long-term recovery will best be managed by
the Department, Division or Agency directly. Mitigation measures are addressed
through the county’s Local Mitigation Strategy meetings and through rebuilding
initiatives associated with damaged facilities from a major disaster event.
C. Methodology
1. The Collier CEMP was produced by the team efforts of the entire Collier County
Emergency Management staff, the tasked agencies for each of the eighteen (18)
Emergency Support Functions, and personnel involved in recovery and
mitigation activities. Additionally, following each major disaster response and
exercise response, all responding agencies are asked to participate in a critique
and complete an After-Action Report with corrective action identification and
assignment. The Emergency Management Director or his/her representative is
responsible for the development and maintenance of the CEMP including
coordinating revisions, publishing changes and/or disseminating the CEMP.
2. Guidance documents include the following: The National Response Framework,
Florida Statute Chapter 252 and the Robert T. Stafford Act.
3. Maintenance of plan currency is achieved in the following manner:
a. Basic Plan will be reviewed by Emergency Management staff before
June 1st , of each year and after each plan implementation due to a threat
of or actual disaster. Major changes to the Basic Plan will be subject to
Board of County Commissioners’ review for adoption.
b. Emergency Support Function (ESF) appendices will be reviewed by the
appropriate agencies associated with the ESF. Corrections will be
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Basic - 3
forwarded to Emergency Management who will distribute page changes
to all recipients of the plan. Changes to the ESF appendices do not need
Board of County Commissioner approval if the spirit and intent of the
Basic Plan has not changed.
c. Hazard-specific annexes will be developed as needed and reviewed at
least annually and immediately after the disaster event for which the
annex was written. Hazard-specific annexes can be developed and added
to/removed from the Collier County CEMP, as needed, without Board of
County Commissioner approval as long as the spirit and intent of the
Basic Plan has not changed.
d. Standard Operating Guides (SOGs) should be developed and maintained
by each tasked agency to support the responsibilities in this plan.
e. The master CEMP document is maintained electronically in the
Emergency Management virtual library on the web (bit.ly/3h8GQUU).
A paper version of the current plan is available in the County Manager’s
Office for review.
f. A CEMP notification list is maintained in Appendix 4 to the Basic Plan
and updated as required by the Collier County Emergency Management
Division.
g. Collier County Emergency Management maintains a Revision Log.
Revisions will be noted on the web page when they are approved.
h. The Revision Log will reflect both the date and number of the revision,
as well as a brief description of the content. A copy of this log will be
found in the front of the CEMP.
II. SITUATION
Because of the existing and continuing possibility of the occurrence of natural, human-caused, or
technological hazards within Collier County, the County must be adequately prepared to deal
with, reduce vulnerability to, and recover from such emergencies or disasters. The emergency
management functions must be coordinated with other local governmental and non-governmental
agencies and the Florida Division of Emergency Management (FDEM) to ensure the most
effective preparation and use of manpower, resources, and facilities. The figures following depict
Collier County specifics.
A. Hazards Analysis: An all-inclusive Hazard Identification & Risk Assessment
(HIRA) and Consequence Analysis was conducted which reviewed twenty-three (23) hazards
with a potential to impact Collier County. Of these hazards, twelve (12) have been identified as
High Risk because the potential for damage is widespread. The Collier County Multi-
Jurisdictional Local Mitigation Strategy (LMS) provides a detailed analysis of the twenty-three
(23) hazards. This document may be found online through the following URL: bit.ly/395qdEJ.
The core hazards identified by the HIRA:
Tsunami
Major Transportation Incidents
Flood
Tropical Storm
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Basic - 4
- Severe Storms & Tornadoes
- Wildfire
- Coastal Erosion
- Drought
- Extreme Heat
- Sea Level Rise & Climate Change
- Sink Holes
- Winter Storms & Freeze
- Earthquake
- Pandemic Outbreak
- Hazardous Materials
- Coastal Oil Spills
- Nuclear Power Plant
- Terrorism
- Mass Migration Incident
- Civil Disorder
- Critical Infrastructure Disruption
- Special Events
- Red Tide/Algae Bloom
B. Geographic Information: Collier County is located on the southwest coast of
Florida. Lee and Hendry Counties border to the north, on the east by Broward and Miami-Dade
Counties, on the south by Monroe County and on the west by the Gulf of Mexico. See Figure 1,
Geographic Information, for specific physical characteristics.
Figure 1, Geographic Information
CHARACTERISTICS DESCRIPTION
Square Miles Land area = ~2,000 square miles; 50 miles front directly on the Gulf of Mexico
Topography/Elevation Flat topography, ranging from 0-5 feet above sea level along the coast, gradually rising to 35-40
feet in the northeast portion of the County.
The average elevation in the County is 10-11 feet. A ridge (elevation 11-17 feet), which generally
mimics US 41, runs from 4th Avenue S. in Naples northward to Bonita Shores.
Rivers/Water Areas There are no major rivers within the County and there are approximately 50 miles of coastline.
Water areas are comprised of man-made lakes, canals and water retention areas with the exception
of Lake Trafford, west of Immokalee. From a high point near Immokalee, the drainage pattern is
south and southwesterly toward the coast with an average slope of one foot per mile.
Wetlands &
Environmentally Sensitive
Areas
Big Cypress National Preserve, Florida Panther National Wildlife Refuge, Fakahatchee Strand State
Preserve, Everglades National Park, Collier Seminole State Park, Rookery Bay National Estuarine
Research Reserve, and Cape Romano-Ten Thousand Islands Aquatic Preserve.
Agriculture/Wetlands Rural Estates Planning Community, the western portion of the Royal Palm community, and portions
of the Corkscrew planning community
Bridges: Swing/Draw None
Major transportation routes Interstate 75 (I-75) is the main north/south and east/west transportation routes through Collier
County. There are currently five off/on ramps from I-75 within the County: Exit 111 (Immokalee
Road), Exit 107 (Pine Ridge Road), Exit 105 (Golden Gate Parkway), Exit 101 (CR 951), and Exit
80 (SR 29). US 41 from East Naples to the Lee County line is generally local truck and automobile
traffic.
Commercial area Four areas zoned for light industry in the north and central Naples planning communities: along
U.S. 41 from CR 951 to the Lee County line, CR 951 in Golden Gate, Airport and Goodlette Roads
south of Golden Gate Parkway, 5th Avenue South in the City of Naples, and Main Street (US 29) in
Immokalee.
Urban area Naples: bounded west and south by the Gulf of Mexico, Lee County to the north and CR 951 to the
east.
Development West of CR 951, intensity of development is low (three to six dwellings per acre). The only
exceptions to this are in the Park Shore, Pelican Bay, Vanderbilt Beach (sixteen dwelling units per
acre) and Marco Island.
Geographic Area(s) of
Hazard Impacts
Six of the twelve high risk hazards (Transportation, Tropical Cyclone, Severe Storm (Tornadoes),
Civil Infrastructure Disruption, Wildfire and Pandemic) are difficult to map besides the obvious
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Basic - 5
C. Demographics
1. See Figure 2, Census Data, for resident and non-resident population data.
Population density ranges from one dwelling unit per six acres in portions of
Golden Gate Estates to 16 units per acre in portions of Pelican Bay, Park Shore,
Vanderbilt Beach and the southwest coast of Marco Island.
2. As of August 1, 2020, there are approximately 1,070 people that are registered
with the County as special needs clients. This number generally increases by the
100s when a tropical cyclone threatens.
3. Collier County experiences an increase of 70,000 to 80,000 tourists throughout
the peak tourist months of January through April each year. As expected, tourists
tend to congregate along the beaches and golf course communities in the Naples-
Marco Island metropolitan areas. Eco-tourism is also increasing substantially
each year in the area around Everglades City.
4. Collier County is becoming very cosmopolitan with residents representing most
of the world's nations. Although English is widely spoken and understood, there
is a sizeable population of Hispanic and Creole speaking population in the
agricultural areas of Immokalee and East Naples.
5. Approximately 600 to 700 people are considered transients and live near the day-
labor areas of East Naples. Migrant farm workers account for an additional
9,000 people and are concentrated in Immokalee and East Naples.
6. Mobile Home Parks: There are 128 mobile home parks with approximately
7,893 spaces within Collier County. The locations of most of the parks outside
Immokalee are along/near route US-41. The community of Immokalee has the
next highest concentration of 62 mobile home parks (1,059 spaces). These parks
are mainly populated by residents associated with the agricultural businesses.
The associated population numbers for the Immokalee area are not known. The
population for the 61 mobile home parks (approximately 6,828 spaces) west and
south of I-75 is mostly retirees and winter visitors.
7. Prisoners: The prisoner population in Collier County averages 900.
population centers along the coastline, in Golden Gate and the Immokalee communities. Beginning
on page 74 of the Local Mitigation Strategy ‘s Section Two (HIRA: bit.ly/395qdEJ), the areas
vulnerable to wildfire are described and depicted. For Hurricanes/Tropical Storms, see Basic Plan’s
Figure 22, page 51 for potential storm surge impact areas.
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Figure 2 – Census Data
Source: https://www.census.gov/quickfacts/fact/dashboard/colliercountyflorida/AGE295218
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
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D. Economic Profile
Major industrial sectors within Collier County include services, retail trade, finance, insurance, real estate,
agriculture and instruction. Historically, employment within the County has been s and largely attributable
to a pleasant sub-tropical climate during the winter months, creating a seasonal-based tourist economy.
Recently, however, Collier County’s seasonal population has stayed longer, thus adding additional diversity
to the County’s economy. The County’s average unemployment rate in 2015 was 5.2%, contrasted
with a statewide average of 5.4%. The per capita income for Collier County in 2014 was $73,869,
which was the fourth highest in the United States. The State’s per capita income was $42,737 and
the national per capita income was $46,049, respectively. (Source: The 2016 Collier County
Economic, Demographic & Community Profile. )
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Figure 3 – Education, Economic & Business Information
[Source: https://www.census.gov/quickfacts/fact/dashboard/colliercountyflorida/AGE295218]
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
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Data compiled and edited by the Regional Economic Research Institute. All data is current as of 2019, unless noted
otherwise.
* Data as recent as 2018 Q3. & ** Data as recent as of 2017. [https://www.swfleda.com/top-100-employers]
Figure 4, Collier Economic Data
Rank Company Name Employment
1 NCH Healthcare System** 7,017
2 Collier County School District 5,604
3 Collier County Local Government* 5,119
4 Publix Super Market 3,083
5 Arthrex, Inc.** 2,500
6 Walmart 1,480
7 Ritz Carlton-Naples 1,450
8 City of Naples 1,169
9 Physicians Regional 950
10 Mooring Park 888
11 Seminole Casino 800
12 Naples Grande Beach Resort 750
13 Germain Cars 554
14 Downing Frye Realty 550
15 Gulf Bay Group Of Companies 500
16 Bentley Village A Classic 500
17 Agmart Produce Inc 500
18 Home Depot 480
19 John R Wood Properties 470
20 McDonald’s 441
21 Walgreens 373
22 Naples Beach Hotel & Golf Club 350
23 Naples Lakes Country Club 320
24 Nordstrom 313
25 Lowe’s Home Improvement 310
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Figure 5 - Total Population Distribution
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E. Emergency Management Support Facilities
The funding sources that provide financial assistance to acquire and maintain emergency
operations equipment, vehicles, support facilities and the local role of Emergency
Management are Collier County general revenue, Emergency Management Performance
Grant from FEMA (EMPG), Emergency Management Performance Agreement (EMPA)
and other FEMA and State Mitigation grants when available. See Figure 6, Emergency
Management Support Facilities, for critical facilities, staging areas and landing zones.
Figure 6, Emergency Management Support Facilities
EMERGENCY OPERATIONS CENTER (EOC)/MULTI-AGENCY COORDINATION CENTER
US National Grid Coordinate System used: NAD 1983 UTM Zone 17R
TYPE LOCATION ELEVATION SIZE DESCRIPTION
Primary Collier Co. Emergency Services Center
8075 Lely Cultural Pkwy, 3rd Floor
Naples, Florida 34113
17R MJ 3055 8753 USNG
23 ft. elevation 111,000 sq.
ft. under air.
EOC on the 3rd floor. Built to 175
mph winds. Two 2.5 MHz
generators. Redundant telephone,
satellite, and radio communications.
First
Alternate
3851 City Gate Dr.
Naples, Fl. 34117
17R MJ 3168 9422 USNG
10 ft. elevation &
in an “X” Flood
Zone
5,500 sq. ft. Second-floor conference/training
room. North of I-75.
Second
Alternate
Collier County Agriculture Center
14700 Immokalee Road
Naples, Florida 34120
17R MK 4076 0965 USNG
19 ft. elevation 300 sq. ft. Other space within facility can be
acquired if necessary. Hurricane
security-film glass covering; no
backup power, however, outlet
installed to bring in rental unit. All
communications must come from
primary EOC.
Third
Alternate
Any Location that can be supported by
the MACC-V
.
ROLLING STOCK
TYPE QUANTITY DESCRIPTION
Multi-Agency Coordination and
Communication Vehicle (MACC-V) 1 38-foot Ford Super-Duty Commercial Chassis (2005) with a
separated operations and communications area as well as two
7KW gensets to support the unit. The comm. area has two
slide-outs. Installed are: mobile fax, cellular phones, satellite
phones/radios/internet, programmable radios, tower-mounted
camera & ACU-1000.
Major Incident Response Vehicles 4 1 – Medical Ambulance Bus
1 – Ford E-450 Van
1 – Ford E-450 Box Truck
1 – Trailered Kubota all-terrain vehicle w/patient litter
Emergency Management Response Vehicle 5 Two Ford Expeditions, one Ford Explorer and one F250
Crew-Cab pickup truck, one Ford Focus
Disaster Response Unit (DRU) Trailers 24 18 – General Population
5 – Special Needs
1 – Variable Use/Points of Distribution
Portable Radio Towers 2 The two radio tower trailers have inflatable radio masts and
radio repeaters in each.
Towable Generators 13 11 – 45 kW
1 – 55 kW
1 – 100 kW
Light Trailers (light-all units) 5
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CRITICAL FACILITIES
Note: A detailed, current listing is maintained at the County EOC.
TYPE OF FACILITY NUMBER OF FACILITIES
Schools: Public/Private 53/19
Fire/EMS Stations 21/17
Law Enforcement/Jails 8/3
Nursing Homes/ALFs/Day Surgery 16/32/17
Hospitals 4
STAGING AREAS
TYPE/PURPOSE SITE US NAT’L GRID COORD
National Guard Cantonment Area Collier County Fairgrounds 17R MK 4150 0965 USNG
County Logistics Staging Areas Barron Collier High School 17R MK 2389 0015 USNG
Immokalee Airport /Racetrack 17R MK 5976 2312 USNG
Debris Evaluated on an annual basis Various locations around the county
LANDING ZONES -------------------- NAD 1983 UTM Zone 17R
Primary EOC (PRI) 17R MJ 3074 8746 USNG
Alternate EOC 17R MJ 3165 9397 USNG
Naples Airport 17R MJ 2253 9286 USNG
Marco Island Exec Airport 17R MJ 3269 7523 USNG
Immokalee Airport 17R MK 5976 2312 USNG
Everglades City Airport 17R MJ 6094 5897 USNG
F. Planning Assumptions
1. A disaster may occur with little or no warning and may escalate more rapidly
than the ability of any single local response organization or jurisdiction can
manage.
2. Achieving and maintaining effective citizen and community preparedness
reduces the immediate demands on response organizations. This level of
preparedness requires continual public awareness and education programs to
ensure citizens will take appropriate advance actions to reduce their vulnerability
especially during the initial days (72 hours) after disaster impact.
3. Local municipalities will use local resources and coordinate with the Collier
County Emergency Management office for additional resources.
4. Evacuation and sheltering will be coordinated with the Board of County
Commissioners, the Health Department and Collier County School Board; and,
rely upon regional coordination for the best available shelter operations.
5. If Collier County is requested to provide “host evacuation sheltering”, the
Governor, through the State Emergency Operations Center, will issue
instructions/mission to the local government.
6. Local emergency management agencies will initiate actions toward saving lives
and protecting property while working to maintain direction and control through
their emergency operation centers.
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7. The State Emergency Operations Center will be activated and staffed by the State
Emergency Response Team to support local operations.
8. When State resources and capabilities are exhausted, additional resources will be
requested through interstate mutual aid agreements and federal assistance.
9. Planning at the county and State levels will be based on pre-identification of
populations and determination of resource shortfalls and contingencies. Persons
needing special care can either register online with the State or can contact the
Collier County Emergency Management Division to register as a person with special
needs.
10. There are two Federally recognized Native American Tribes (the Seminole and the
Miccosukee) within the State, with reservations, in Broward, Miami-Dade, Collier,
Hendry, Glades and Hillsborough Counties. The State Emergency Response Team
will help the Tribes as requested while respecting the governmental sovereign nation
status they hold in the United States. Effective emergency management requires the
cooperation, partnership, and mutual consideration of neighboring governments,
whether those governments are neighboring tribes, local governments, or the State.
Accordingly, the Plan will encourage early communication and partnership among
the two tribes, local governments, and the State in emergency management matters.
11. Each State agency and volunteer organization will document and seek
reimbursement, as appropriate, for expenses incurred during disaster operations.
III. RESPONSIBILITIES
Government officials at all levels share responsibility for the planning necessary to minimize losses
and provide relief from natural disasters. Figure 7, Roles & Responsibilities Overview, specifies
government agency responsibilities (primary or support) in the following categories: increased
readiness, local state of emergency, warning, evacuation, shelter, records preservation, damage
assessment for Individual & Household Assistance, damage assessment for Public Assistance,
temporary housing, disaster recovery centers, infrastructure, environmental protection, hazard
mitigation, training and education, exercises, and financial.
Figure 7, Roles & Responsibilities Overview
(P=Primary Responsibility/S=Secondary Responsibility
County
Government &
Agencies Increased ReadinessLocal State of EmergencyWarning Evacuation Shelter Records PreservationIndiv. & HouseholdPublic AssistanceTemporary& EmergencyDisaster RecoveryInfrastructure Damage, Impact and/orHazard MitigationTraining & EducationExercises Financial Board of County
Commissioners
P P S S X S
Airport Authority S S S S S S X S
County Attorney S S S X S
County Manager S P S S X S
Corporate Financial
& Mgmt.
X P
Services
Department
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University of
Florida IFAS
S S S S X
Collier County
Public Schools
S S S S S X S
Property Appraiser S S S S S S X S
Florida Health
Department –
Collier County
S S S S S S S S S S X S
Collier Sheriff P S P P S S S S S S S S S X S
Clerk of the Courts P S S S X S
Administrative
Services
Department
S S S S S S S S S S S X S
Public Services
Department
S S S S S S S P P S S S S X S
Public Utilities
Department
S S S S P S S S X S
Growth
Management
Department
S S S S S P P S S X S
Operations &
Public Information
S S S S S S S X
Emergency
Management
P S P S S P P P S P S S P P X S
INDEPENDENT
FIRE DISTRICTS Increased Readiness Local State of Emergency Warning Evacuation Shelter Records Preservation Indiv. & Household Public Assistance Temporary& Emergency Disaster Recovery Infrastructure Damage, Impact and/or Hazard Mitigation Training & Education Exercises Financial North Collier S S S S S S S X S
Greater Naples S S S S S S S X S
Immokalee S S S S S S S X S
CITY OF NAPLES Increased Readiness Local State of Emergency Warning Evacuation Shelter Records Preservation Indiv. & Household Public Assistance Temporary& Emergency Disaster Recovery Infrastructure Damage, Impact and/or Hazard Mitigation Training & Education Exercisesx Financial City of Naples Govt. P S S S S S S P P P S X S
Police Department S S S S S S S S X S
City of Naples Fire S S S S S S S X S
Naples Airport
Authority
S S S S S X S
CITY OF MARCO
ISLAND Increased Readiness Local State of Emergency Warning Evacuation Shelter Records Preservation Indiv. & Household Public Assistance Temporary& Emergency Disaster Recovery Infrastructure Damage, Impact and/or Hazard Mitigation Training & Education Exercises Financial Marco Island Govt. P S S S S S S P P P S X S
Fire Department S S S S S S S S X S
Police Department S S S S S S S S X S
EVERGLADES
CITY
P S S S S S S P P P S X S
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SOCIAL
SERVICES Increased Readiness Local State of Emergency Warning Evacuation Shelter Records Preservation Indiv. & Household Public Assistance Temporary& Emergency Disaster Recovery Infrastructure Damage, Impact and/or Hazard Mitigation Training & Education Exercises Financial Collier County
Community and
Human Services
Division
S X S
American Red
Cross
S P S S P S S X S
Salvation Army S S S S X S
Collier County
Public Transit &
Neighborhood
Enhancement
Division
S S S S X S
Meals on Wheels X S
WGCU-FM S S S S X S
Collier County
Public Schools
Transportation
Department
P S X S
NON-
GOVERNMENTAL
RESPONSE
AGENCIES Increased ReadinessLocal State of EmergencyWarning Evacuation Shelter Records PreservationIndiv. & HouseholdPublic AssistanceTemporary& EmergencyDisaster RecoveryInfrastructureDamage, ImpactHazard MitigationTraining & EducationExercises Financial Civil Air Patrol S S S S X S
U.S. Coast Guard
Auxiliary
S S S S X
A. Responsibilities of Local Government
Collier County government is prepared to:
1. Direct and control response to most incidents/emergencies in accordance with the
statutes and ordinances of the State of Florida and Collier County and mutual aid
agreements with adjacent political subdivisions, special districts and volunteer
organizations.
2. Provide immediate response through local law enforcement, fire, emergency
medical and public facilities that are in the vicinity of the emergency.
3. Establish readiness guidelines that ensure proper training, notification of
personnel and the availability of needed personnel and equipment in time of
emergency.
4. Request activation of mutual aid agreements when specific aid is required.
5. Request assistance from the State and Federal governments through the Florida
Division of Emergency Management when local government resources are
committed and found to be inadequate to respond to the situation and/or when a
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Basic - 16
capability is required and is not available locally.
6. Participate in federal and state efforts to accomplish post-disaster hazard
mitigation plans and studies as required by federal regulations when federal
grants and loans are made available to the jurisdiction under a Presidential
Disaster Declaration.
7. Coordinate post environmental remediation activities.
B. Coordination with the State
1. All local response and recovery efforts (resources and requests for assistance)
will be coordinated. To this end, the following direct communications are
established: between coordinating offices in respective state and local EOCs, and
between ESFs in the respective state and local EOCs.
2. All requests for out-of-county assistance must be coordinated through the Collier
County EOC. At the request of Collier County government, and contingent upon
available State staff, the Florida Division of Emergency Management will send
liaison officers to Collier County to coordinate requests for state assistance. For
Hurricane/Severe Storm operations, under the Time-Delineated Schedule, these
actions commence during the preparation phase (Hurricane Watch).
C. Coordination with Federal Government
During the Hurricane Warning Phase of the Time-Delineated Schedule, post-storm
response activities begin. Among them are coordination of preliminary damage
assessment, disaster recovery centers, temporary housing, public assistance, and
Presidential Declaration. These activities continue through all phases thereafter.
D. Communications
The primary communications system between all levels of government is the telephone
and/or facsimile systems. If the primary system fails, cellular phones will be made
available in the EOC. The EOC is equipped with a satellite phone/radio as well as a
portable satellite phone available for dispatch; there is also an additional satellite
phone/radios in the Multi-Agency Communication & Coordination Vehicle (Mobile
Command). ARES/RACES radio operators may also be available in the County EOC.
E. Plan Revisions
Collier County Emergency Management will maintain responsibility for plan revisions in
accordance with Section I., paragraph C. 3, "Maintenance of plan currency…."
F. Roles/Responsibilities: Recovery and Mitigation
In addition to the activities outlined in Section IV, paragraph F.6, the Disaster Recovery
Task Force shall address:
Community recovery planning;
Building and construction issues;
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Public and private financing;
Recovery management/information systems;
Public information citizen outreach;
Residential housing issues/concerns;
Business issues/concerns;
Environmental and ecological issues/concerns;
Development and implementation of a redevelopment plan for hazard prone
areas; and
Implementation of an acquisition program to acquire storm damaged property in
hazard prone areas.
G. Tasking Coordination
Taskings during all activation levels will be coordinated through the Operations Section
and associated Emergency Support Functions, using WebEOC when the EOC is staffed.
IV. CONCEPT OF OPERATIONS
This plan is based on the principle that the County bears the initial responsibility for disaster
preparedness response, recovery and mitigation. As a corollary to this principle, each level within
local government will accomplish the functions for which it is responsible, requesting relief from
the next higher level of government only after resources at that level are inadequate to respond to
the emergency. Requests for state-level assistance will usually be initiated only after a State of
Local Emergency has been declared.
A. Levels of Disaster
Disaster levels are defined in accordance with Chapter 252, Florida Statutes: Minor,
Major and Catastrophic. See Figure 8, Levels of Disaster, for a description of disaster
levels, event magnitude, and response and recovery actions.
Figure 8, Levels of Disaster
EVENT INCIDENT MINOR MAJOR CATASTROPHIC
LEVEL OF THREAT TO
PERSONS AND/OR PROPERTY
A condition of significant
and threatening peril
A condition of extreme
peril, with significant
threat
A condition of exceptional
threat
An extraordinary threat: the
community’s fulfillment of
essential functions are prevented
EXAMPLE Multiple alarm fire,
limited hazardous
materials spill
Brush fire, small tornado,
freshwater flooding, small
hazardous materials spill
Minor hurricane/ tropical
storm, major flooding,
major brush fires, or
medium size hazardous
materials spill
Category 3 or greater hurricane,
major offshore oil spills that
threaten county beaches and
environmentally sensitive areas
EVENT
MAGNITUDE
Isolated, with an ordinary
threat to life and/or
property
Isolated, with a significant
threat to life and/or
property
Several additional
associated hazards or
situations
Many additional associated
hazards or situations
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POPULATION AFFECTED Limited or small Limited Widespread Widespread
GEOGRAPHIC IMPACT Defined Defined Widespread Widespread
RESPONSE
EOC ACTIVATION LEVEL
NOTE: THE EOC
OPERATION MAY BE
VIRTUALLY ACTIVATED
USING WEBEOC PLATFORM
AND CONFERENCE CALLS.)
Normal Ops
Immediate action within
local resource capability;
no mutual aid required
Monitoring
Immediate action within
local resource capability;
no mutual aid required
Partial Activation
Immediate action within
local resource capability.
However, mutual aid may
be required. Area
Command may be
established.
Full Activation
Resource demand is expected to
be beyond local capability;
significant mutual aid and
support are needed. Area
Command may be established.
Pandemic Alert Phase Phases 3 and 4 Phase 5 Phase 6
TERRORIST THREAT Advisory Threat Level
Change
Elevated Threat Alert Imminent Threat Alert
AGENCY INVOLVEMENT Telephone/radio/email
coordination
Only one, to a few,
emergency support
functions. WebEOC may
be used.
Several emergency
support functions,
jurisdictions and levels of
government are involved.
WebEOC may be used.
Several emergency support
functions, jurisdictions and
levels of government are
involved. WebEOC will be
used.
LOCAL STATE OF
EMERGENCY
Not declared Not declared May be Declared Declared
COMMAND DECISIONS On scene On scene All coordination through
EOC and/or Area
Command
All coordination through EOC
and/or Area Command.
DURATION Fairly short, measured in
hours
Fairly short, measured in
hours. Usually during
normal duty hours.
Fairly short, measured in
hours to possibly days
Will last a prolonged period of
time
RECOVERY INCIDENT MINOR MAJOR CATASTROPHIC
SHORT TERM Restoration of vital
services and facilities
Restoration of vital
services and facilities
Restoration of vital
services and facilities
Restoration of vital services and
facilities
LONG TERM n/a n/a Restoration of vital
services and facilities
Reconstruction
Restoration of vital services and
facilities Reconstruction
AGENCY INVOLVEMENT One to a few local
agencies
A few local agencies All local agencies, and
state agencies; federal
assistance may be required
All local agencies, plus state and
federal agencies; immediate
military involvement may be
necessary
B. General
1. Non-Emergency Operations
The Board of County Commissioners, comprised of five elected officials, is the
chief policymaking body. Subordinate to the Board is the County Manager's
Office and the Office of the County Attorney. There are currently four
Departments under the County Manager comprising 38 divisions. The Collier
County Airport Authority operates independently and reports to the Board of
County Commissioners.
The organizational structure under the Board of County Commissioners is
indicated in the Organizational Flow Chart Figure 9, Collier County
Organizational Chart. The Clerk of Courts, Sheriff, Tax Collector, Supervisor of
Elections, and Property Appraiser, as elected officials, operate independently but
are fully integrated and have a vital role in the plan. Three Independent Fire
Districts, Collier County Public Schools and the Collier County Mosquito
Control District operate independently and are fully integrated into this plan as
well as having their own plans.
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There are three municipalities within the County: City of Marco Island, City of
Naples and Everglades City. The Cities of Naples and Marco Island have
developed their own emergency management programs. The Collier County
Emergency Management Division works closely with the City of Marco Island,
City of Naples, Everglades City, Collier County Sheriff's Office, Collier County
Public Schools District, and the Collier County Mosquito Control District and the
Independent Fire Districts in coordinating resources and personnel.
Figure 9, Collier County Organizational Chart
2. Emergency Operations
When the Board of County Commissioners issues a State of Local Emergency
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Declaration by invoking the provisions of Chapter 252, F.S., all county
departments and agencies are realigned and come under the direct control of the
Board of County Commissioners. In addition, the Emergency Management
Division becomes directly responsible to the Board of County Commissioners
during the emergency period.
The organization of county agencies will change to facilitate the performance of
emergency functions in accordance with Collier County's Incident
Management/Emergency Support Function organizational structure. See Figure
10 - Emergency Operations Support Structure.
Figure 10 - Emergency Operations Support Structure
C. Coordination, Direction & Control
1. EOC Role and Activation Conditions: The EOC may be activated as either as
“Command” entity or as a “Support” entity. For an event using many resources
of one jurisdiction, the EOC may serve as a single command element for the
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operation. Where incidents occur across political jurisdictions or there is more
than one responding agency with incident jurisdiction, the EOC is activated as a
“command” entity, usually using a “Unified Command” element to direct
operations. As a unified command, the EOC will serve as the “Area Command”
location (See Annex F). In its “Support” role it acts as a multi-agency
coordination center. It supports incident management policies and priorities
established by the on-scene command element, e.g., wildfire operations. EOC
activations may be conducted virtually using web-based software such as
WebEOC and conference calls if not feasible to operate out of the physical
Emergency Operations Center.
a. Board of County Commissioners
Establishes policy.
Promulgates emergency ordinances.
Establishes the mandatory evacuation zones.
b. County Manager
Activates EOC when appropriate.
Directs tasked organizations to ensure response personnel report
to the EOC or appropriate locations in accordance with agency
SOGs.
When notified, reports to EOC.
If appropriate, identifies and establishes contact with the Incident
Commander in the field.
Provides overall direction of emergency response operations. As
appropriate, directs the implementation of protective actions for
public safety.
If necessary, directs EOC staff to relocate to the alternate EOC to
maintain continuity of government and emergency operations.
When appropriate, terminates response operations and releases
personnel to resume normal operations.
c. County Attorney
Figure
EOC, if appropriate.
Provides legal support, prepares emergency ordinances and
proclamations.
d. Collier County Public Schools, Office of the Superintendent
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When notified of an emergency, sends a representative to the
EOC, when appropriate.
Protects students, in schools, when an emergency occurs.
Evacuates students, if appropriate.
When directed by appropriate authority, closes school facilities
and releases students.
When directed by appropriate authority, assists in the
transportation of "special needs" clients and those needing
transportation to shelters.
When directed by appropriate authority, assists in the evacuation
of nursing homes, assisted living facilities and hospitals.
When directed by appropriate authority, assists in the evacuation
of areas not serviced by the Collier Area Transit (CAT) system
and augments the CAT service should the service become
overwhelmed.
When directed by appropriate authority, notifies staff to be
prepared to operate the school-shelters and activate their
sheltering operations center.
e. Emergency Management
Immediately notifies the County Manager of significant
emergency situations that could affect the jurisdiction.
Opens a WebEOC incident and notifies participating agencies so
that all can have a common operating picture and document
actions and requests accordingly.
When tasked by the County Manager, or when circumstances
dictate, notifies all tasked organizations, informs of the situation,
and directs them to take appropriate action for the situation in
accordance with SOGs.
Activates the EOC when directed by the County Manager (or
his/her representative) or when the situation warrants such
action.
Manages EOC resources and directs the following EOC
operations. Duties may include ensuring that information-
processing activities/actions are accomplished.
Information processing involves the collection, evaluation,
display and dissemination of information about the emergency to
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assist in supporting the County's response operations.
Information collection sources include but are not limited to:
o Emergency response organizations, media,
o Neighboring jurisdictions,
o State and federal governments,
o Volunteer groups,
o Local businesses,
o Citizens, and
o Internet.
Tasks associated with information processing include:
o Maintaining significant event log;
o Message handling;
o Collecting damage assessment information from all
available sources;
o Identifying resource needs;
o Preparing summaries;
o Preparing briefings for senior staff and the Policy Group;
o Displaying appropriate information in the EOC; and
o Preparing situation reports (SITREPs) for dissemination;
and
o Managing & Directing EOC operations.
Coordinates logistical support for response personnel and
disaster victims.
Provides situation advisories/briefs to the County Manager and
other key members of the organization.
Recommends to the County Manager actions to protect the
public from the life-threatening consequences associated with
the emergency situation.
f. Public Utilities Department
Develops and maintains the Debris Management Plan.
Reports to the EOC when requested.
Provides multi-service disaster contractor support and deployment assistance.
g. Corporate Financial & Management Services Division
When notified of an emergency, reports to the EOC.
Upon Emergency Management’s request, obtains and
disseminates a “Project Number” for the disaster from the Clerk
of Court’s office to be used by all Collier County agencies under
the Board of County Commissioners.
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Provides guidance and training regarding financial management
during the disaster.
Provides the Resource Manager and the County Manager with
summary briefings on the status of financial transactions.
h. Administrative Services Department
Maintains records of all financial transactions during response
and recovery periods.
Becomes familiar with the protocol and guidelines of the
Stafford Act that are applicable to reimbursing Collier County
for eligible expenses associated with Presidential disaster
declarations and provided any guidance and training necessary.
Upon termination of the response effort, prepares the appropriate
reports that address costs incurred by the County during the
emergency period.
2. Emergency Management System
Below Figure 11, Emergency Management System Diagram, depicts the
relationship between the eligible governmental and quasi-governmental agencies
within Collier County, State of Florida Emergency Management Division
(FDEM) and the Federal Emergency Management Agency (FEMA). Essentially
all disaster communication, activities, requests, etc., between eligible agencies
within Collier County, FDEM, and FEMA (in that order) will be coordinated
through the Collier County Emergency Operations Center. Eligible expenses
incurred by each eligible entity not under the Board of County Commissioners
within Collier County is the responsibility of that entity and not the Board of
County Commissioners or the Collier County Emergency Operations Center.
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Figure 11, Emergency Management System Diagram
3. The Emergency Organization
a. Authority and Responsibility/Activation of the County Plan
(1) The Board of County Commissioners votes to declare that a
Local State of Emergency exists and to activate the County's
emergency plan. In the absence of a quorum, and as specified in
Article III, Chapter 38 (Civil Emergencies), of Collier County
Code of Laws and Ordinances, continuous leadership authority
and responsibility shall be designated to the Chairperson of the
Board of County Commissioners, or in his absence, to the Vice-
Chairperson; or, in alphabetical order, other County
Commissioners in the absence of the Chairperson and Vice-
Chairperson; or the County Manager in the absence of the
County Commissioners; or the Clerk of the Court in the absence
of the aforementioned elected officials; or the Deputy County
Manager in the absence of the above. Emergency measures may
likewise be ordered and promulgated via the above line of
succession.
(2) The County Emergency Management Director or his/her
representative may activate portions of the plan, if disaster
threatens, prior to the Board of County Commissioners’ decision
to issue a State of Local Emergency Declaration. In this
situation, the Emergency Management Division will
coordinate increased readiness guidelines and such
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emergency response actions as might be necessary for the
immediate protection of life and property. (See Appendix 3
to Basic Plan is a sample Local State of Emergency
Declaration.) Another situation whereby a portion of the
EOC may be activated is when a responsible emergency
response official, e.g., fire or operations chief, law
enforcement or EMS chief, etc., requests that Area
Command be established. Area Command is established as
an authority to command fire suppression, emergency
medical services and rescue resources in support of one or
more complex incidents. Collier County Area Command is
established by declaration of a County Fire Chief /
Operations Chief in cooperation with Collier County
Emergency Management upon determination that the
impact of an incident or multiple incidents are competing
for the same resources or have diminished County
resources to the point of effecting service delivery. The
purpose of an Area Command is either to assist in the
management of multiple incidents that are each being
handled by a separate ICS organization or to support the
management of a very large or complex incident. (See
Annex F)
(3) Emergency Powers of the Board of County Commissioners.
By authority of Chapter 252.38 (1) and (2), Collier County and
the Cities of Marco Island and Naples have certain emergency
powers as listed below. The municipality of Everglades City,
without a formal emergency management program, will be
provided by the Collier County Emergency Management
Division with technical and/or liaison assistance. In accordance
with Chapter 252.38 (3) emergency powers are as follows:
Perform public work and take whatever prudent action is
necessary to ensure the health, safety, and welfare of the
community. This includes but is not limited to:
Directing the evacuation from a stricken or threatened
area;
Establishing evacuation routes and destinations;
Controlling ingress and egress to and from an emergency
area;
Suspending or limiting the sale, dispensation or
transportation of alcoholic beverages, firearms,
explosives or combustibles;
Making provision for the availability and use of
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temporary emergency housing;
Taking effective measures for limiting or suspending
lighting devices and appliances, gas and water mains,
electric power distribution, and all other utility services
in the public interest; and
Taking measures concerning the conduct of the general
population, the movement and cessation of movement of
vehicular traffic prior to, during and subsequent to actual
or threatened emergencies.
Enter into contracts;
Incur obligations;
Employ permanent and temporary workers;
Use volunteer workers;
Acquire and distribute, with or without compensation,
supplies, materials and facilities, as well as donated
goods and services;
Rent equipment; and
Appropriate and expedite public funds.
A Declaration of a State of Local Emergency (pursuant to
Chapter 252, Florida Statutes) will activate the disaster response
and recovery efforts of county and municipal disaster plans that
apply to the affected area. During the period of Local State of
Emergency, all County departments and agencies come under
the direct control of the Board of County Commissioners.
Departments in the cities of Naples and Marco Island come
under the direct control of the Naples and Marco Island City
Councils, respectively. As a result, the organizational structure
of each agency may change to facilitate the performance of
emergency functions. All County agencies and municipalities
must coordinate requests for State or Federal assistance through
the Collier County Emergency Operations Center. This
requirement does not apply to request for reimbursement under
the Federal Public Disaster Assistance Program.
b. Emergency Support Function (ESF) Agencies' Responsibilities
See Figure 12, Emergency Support Functions (ESF). The lead agencies
of these eighteen functions coordinate activities so Collier County
maximizes its ability to respond to and recover from most disaster
situations. Figure 13, ESF Supporting Agencies, is a listing of other
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agencies involved in each of the eighteen ESFs and their agencies. ESF
personnel in the EOC are essentially planning agents and liaisons for the
function.
Figure 12, Emergency Support Functions (ESF) Lead Agencies
ESF # Name Primary Responsibilities
1 Transportation Collier County Growth Management Department
2 Communications Collier County Administrative Services Department
3 Public Works/Engineering Collier County’s Public Utilities Department, Growth Management
Department
4 Fire Fighting Collier County Fire and EMS Chiefs Association (CCFEMSA)
5 Planning & Intelligence Collier County Emergency Management
6 Mass Care/Special Needs Program Collier County Emergency Management
7 Resource Support Collier County Emergency Management
8 Health, Medical & Human Services Florida Department of Health – Collier County
9 Urban Search and Rescue Collier County Emergency Medical Services & Collier County Fire
Chiefs’ Association
10 Hazardous Materials Collier County Public Utilities Department
11 Food and Water Collier County Emergency Management
12 Energy Collier County Emergency Management
13 Military Support Collier County Emergency Management
14 Public Information Collier County Administrative Services Department
15 Volunteers and Donations Collier County Emergency Management
16 Law Enforcement and Security Collier County Sheriff’s Office
17 Animal Issues Collier County Public Services Department
18 Business and Industry Collier County Tourism Division
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Figure 13, ESF Support Responsibilities
Agency ESF-1 (Transportation) ESF-2 (Communications) ESF-3 (Public Works) ESF-4 (Fire Fighting) ESF-5 (Planning & Intelligence) ESF-6 (Mass Care/Special Needs) ESF-7 (Resource Support) ESF-8 (Hlth., Med. & Human Svs) ESF-9 (Search & Rescue) ESF-10 (Hazardous Material) ESF-11 (Food & Water) ESF-12 (Energy) ESF-13 (Military Support) ESF-14 (Public Info) ESF-15 (Volunteers & Donations) ESF-16 (Law Enforcement) ESF-17 Animal Issues) ESF-18 (Business & Industry) Administrative Services Department X X X X X X X X X X X
Collier County Airport Authority X
American Red Cross X X X X
Business & Economic Development
Division
X
Civil Air Patrol X X X
Clerk of Courts X
Collier Fire & EMS Chiefs’ Association X X X X X X X X X X
ARASWF X
Collier County Public Schools X X X
Collier County Sheriff’s Office X X X X X X X X X
Communications & Customer Relations X X X X
Growth Management Department X X X X X X X X X X
Emergency Management X X X X X X X X X X X X X X X
Emergency Medical Services X X X X X X X
Florida Power & Light Company X X X
Florida Department of Environmental
Protection
X
Florida Department of Health – Collier
County
X X X X
Florida Forest Service X
Lee County Electric Cooperative X X
Naples Chamber of Commerce X
NCH Healthcare System X X
Office of Management & Budget X
Physicians Regional Healthcare System X X
Public Services Department X X X X
Public Utilities Department X X X X
The Salvation Army X X X
Tourism Division X
University of Florida IFAS Extension,
Collier
X X
US Coast Guard Auxiliary X X
c. Organizational System
NIMS: Collier County has adopted the National Incident Management
System (NIMS) for managing disaster operations. Additionally, the
eighteen emergency support functions are integrated into the NIMS
structure. The Time-Delineated Schedule (TDS) is a decision-making
tool used to guide emergency management activities during disaster
operations. The TDS covers the response, recovery and mitigation phases
of emergency management.
Area Command: This NIMS structure may be initially used to manage
most emergencies within Collier County. It may be established near the
incident site or established in the EOC. The purpose of it will be to assist
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in the management of multiple incidents or support the management of a
complex incident. (See Annex F)
d. Direction and Control
(1) Activation and Management of the EOC
The Emergency Operations Center may be activated and staffed
depending on the impact or anticipated impact of a disaster. The
need to activate the EOC will be determined by the Emergency
Management Director, the County Manager or their designated
representatives. WebEOC may be used as a virtual platform for
incident-related information sharing, resource coordination, and
documentation.
In activation scenarios, liaison(s) for the affected municipalities
will be requested to report to the County EOC. The Collier
County Multi-Agency Coordination and Communication Vehicle
(Mobile Command) is available for deployment to provide on-
scene support to the Incident Commander for all incidents within
Collier County including municipalities, including the
community of Immokalee.
The County Manager, or in his absence the Deputy County
Manager, will advise of activation and take charge.
The Policy/Multi-Agency Coordination Group, consisting of the
Board of County Commissioners and/or affected jurisdictional
leaders, will furnish authority to act.
The Operations Group will advise and furnish manpower and
facilities for operation. The Operations group will consist of:
County Manager (Group Chief)
Sheriff's Office Representative
Growth Management Department Administrator
Growth Management Department Deputy Administrator
Administrative Services Administrator
Public Utilities Administrator
Public Services Administrator
Director, Department of Health - Collier
Emergency Management Director
Emergency Management Coordinator
Emergency Management Secretary
Red Cross Representative
Public Information Officer
Fire Services Representative
EMS Representative
Solid and Hazardous Waste Mgmt. Dept. Director
Collier County Public Schools Superintendent
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(2) Levels of Activation
Other than “Normal Operations”, three levels have been
established as a means of activating certain operations
procedures. (Figure 14, Levels of Activation).
Figure 14, Levels of Activation
LEVEL PERSONNEL EOC ACTIVATION NOTIFICATIONS
Monitoring Phase EM Staff “Focused” Daily
Operations
- EM Director
- State Watch Office
- County Warning Point
- Selected external
agencies
May open a WebEOC
Incident
Partial/Alert Phase Incident Commander
and Operations,
Planning, Logistics and
Finance Section
managers
Joint Information
System
Partial, with extended
hours
May open a WebEOC
Incident
Collier Emergency
Information Hotline
(CEIH) may be
activated
- County Administrator
- County Departments
- State Watch Office
- Local Media
- Other appropriate
agencies
Full Activation
(usually with
state and
federal support)
All of the above plus
Federal Liaisons and
Military Support
Full activation with 24-
hour staffing
WebEOC, Collier
Emergency Information
Hotline (CEIH), PIO,
Message Center,
Security, Media
- General Public
- State Watch Office
- Other appropriate
agencies
(3) EOC Standard Operating Guides (SOGs)
Collier County Emergency Management Division has prepared
"Standard Operating Guides for occupants of the Collier County
Emergency Operations Center (EOC) during Activation." Items
not found in this plan are maintained in the Emergency
Operations Center. The Collier Emergency Information Hotline
(CEIH) and procedures incorporated into this plan by reference
and on file, include:
(a) EOC locations;
(b) EOC functions;
(c) Guidelines for activation/deactivation of the EOC;
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Basic - 32
(d) Emergency workers personal needs;
(e) EOC access and registration procedures;
(f) Radio and telephone usage;
(g) Status briefings;
(h) Media briefings;
(i) Personnel needs such as rest areas (workers and
families), sanitation facilities, and medical support; and
(j) Emergency utility systems; and,
(k) The Messaging System SOG
(4) ESF Standard Operating Guides and Checklists
The responsibility to develop and maintain SOGs and checklists
rests with each ESF and responsible agency within.
(5) Transition between Response and Recovery
Initially after the disaster threat passes, first responders will be
performing lifesaving activities and mending critical lines of
communication. The Incident Commander, in the EOC will
manage both response and initial recovery activities until the
environment stabilizes so that longer term recovery activities can
be managed outside the EOC by the agencies responsible for
those activities. Consistent with the Time-Delineated Schedule,
recovery actions begin during the response phase (evacuation)
with the coordination of post-storm response planning activities.
Recovery actions continue thereafter.
(6) Mutual Aid and Memoranda of Understanding
Mutual aid agreements with other political subdivisions will be
consistent with this plan. It is the duty of the parties to mutual
aid agreements to render assistance in accordance with the
agreements. Authority to enter into mutual aid agreements is
contained in Article III, of Chapter 38 of the Collier County
Code of Laws and Ordinances for Civil Emergencies.
Mutual aid agreements are signed legal agreements between
governing bodies for reciprocal assistance in emergencies under
the terms of the agreement. They become effective when signed
by the responsible officials having authority in each political
subdivision and will remain in effect until terminated by the
affected parties.
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Lead Emergency Support Function agencies are encouraged to
develop Mutual Aid and/or Memoranda of Understanding
agreements to facilitate efficient operations to their functions to
support taskings within this CEMP.
Mutual aid agreements address the following:
Notification guidelines; immunity from liability, waiver
of claims, and indemnifications from third party claims;
Compensation considerations; direction and control of
persons and units rendering assistance;
Any other provisions or guidelines necessary for the
expeditious and efficient rendering of aid; and,
Procedures through which the agreement may be
terminated.
E. Preparedness
1. Training
Trained, knowledgeable personnel are essential to successful preparation and
implementation of disaster plans. Individuals/agencies with assigned tasks under
this plan receive appropriate training and participate in plan drills and exercises.
a. Responsibility
The Collier County Emergency Management Director is responsible for
the coordination of disaster related training and exercising within the
County. The Emergency Management Director will make local training
requirements known to the Florida Division of Emergency Management
(FDEM) Regional Coordinator via submission of the Multi-Year
Training and Exercise Plan (MYTEP). The plan will be distributed to all
responsible agencies. Every effort should be made to attend training in
Southwest Florida.
(1) Local training for response, recovery and mitigation teams,
Collier Emergency Information Hotline (CEIH), damage
assessment, fiscal accounting and damage survey request will be
coordinated by Emergency Management.
Each agency tasked within this plan should be trained to
complement/fulfill the requirements of the National Incident
Management System (NIMS) commensurate with the role
assigned. The NIMS Integration Center establishes the
minimum training standards for credentialing personnel &
equipment. (HSPD-5)
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Each agency shall maintain a roster of trained personnel,
including the type of training and date received, for all persons
with emergency response capabilities.
Trained responders in times of disaster and during recovery
operations include, but are not limited to, primary responders,
Amateur Radio Association of Southwest Florida and specialized
Community Emergency Response Teams (CERT). Functions
and activities for which the volunteer organizations may require
specialized training include:
Emergency Radio Operations
SKYWARN (Hazardous Weather Spotting)
Human Needs Assessment
Community Damage Assessment
Augmentation Staff (EOC, Staging Areas, etc.)
Employees/volunteers may be provided with some form of
Collier County Emergency Management identification when
they have demonstrated competency in performing certain
disaster-related tasks. This identification permits entry into
disaster areas when their services are required.
(2) Training Requirements
Minimum and recommended training requirements for ESFs and
other agencies are outlined in Figure 15, Recommended
Training.
Figure 15, Recommended Training
MINIMUM EMERGENCY
OPERATIONS TRAINING
REQUIREMENTS & OTHER
RECOMMENDED TRAINING
COURSES FOR ESFS AND OTHER
AGENCIES
R - Recommended
O - Optional
IS=Independent Study Course ESF-1 (Transportation) ESF-2 (Communications) ESF-3 (Public Works/Engineering) ESF-4 (Fire Fighting) ESF-5 (Planning & Intelligence) ESF-6 (Mass Care/Special Needs) ESF-7 (Resource Support) ESF-8 (Health, Medical & Human Services) ESF-9 (Urban Search & Rescue) ESF-10 (Hazardous Materials) ESF-11 (Food & Water) ESF-12 (Energy) ESF-13 (Military Support) ESF-14 (Public Information ) ESF-15 (Volunteers & Donations) ESF-16 (Law Enforcement & Security) ESF-17 (Veterinary Services) ESF-18 (Business & Industry) Recovery Task Force Damage Assessment Team Human Needs Assessment Team EOC Staff WebEOC & EOC Operations R R R R R R R R R R R R R R R R R R R
Local Financial Management Training R R R R R R R R R R R R R R R R R R
PREPAREDNESS & RESPONSE
NIMS REQUIRED TRAINING
IS-700 Natl Incident Mgt Sys. (NIMS) R R R R R R R R R R R R R R R R R R R R R R
IS-800.B Natl Response Framework R R R R R R R R R R R R R R R R R R R R R R
ICS-100 Intro to ICS R R R R R R R R R R R R R R R R R R R R R R
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Basic - 35
ICS-200 Basic ICS R R R R R R R R R R R R R R R R R R R R R R
ICS-300 Intermediate ICS R R R R R R R R R R R R R R R R R R
ICS-400 Advanced ICS R R R R R R R R R R R R R R R R R R
Emergency Management Institute
offers resident training in a lot of the
subject areas. Check with the EM
department.
MITIGATION & RECOVERY
TRAINING
G-393a Mitigation for EM O O O O O O O O O O O O O O O O O O
IS-30a Mitigation eGrant System for the
Subgrant Applicant O O O O O O O O O O O O O O O O O O
IS-280 Engineering Principles and
Practices for Retrofitting Flood-Prone
Residential Structures
R
IS-393a - Introduction to Mitigation O O O O O O O O O O O O O O O O O O R
Specialized training such as required for the hospitals, law
enforcement, fire/rescue, EMS, nursing homes, schools, and the
American Red Cross is conducted by the agencies involved.
Selected staff of the appropriate agency conducts these training
programs. The Emergency Management Director will assist in
the development of these programs when requested. Copies of
the disaster plans and training programs are maintained in the
Emergency Management Office.
COSTS FOR TRAINING: All State-delivered courses (G-
series courses listed in Figure 15) are free of cost. The student,
or sponsoring agency, is responsible for all other associated
costs. For those attending FEMA-resident courses, the training
is free. FEMA will reimburse the student the allowable travel
costs and provide free lodging on the campus. The student or
their sponsoring agency are responsible for all other costs, e.g.,
meals. All FEMA Independent Study courses, (IS-courses listed
in Figure 16, above) are free. For other State-delivered training
opportunities, US Department of Justice, etc., all associated costs
will be contained in the training announcement. All training is
available to County and municipal personnel, and their
volunteers, on a routine basis.
The Collier County Emergency Management Division will
continuously monitor emergency management-related training
activities offered at the Federal, State and Local levels. These
opportunities will be disseminated to all Federal, State, County
and Municipalities that have an emergency response role. The
Emergency Management Director will present the County’s
training needs for State sponsored courses in the MYTEP to the
Florida Division of Emergency Management’s Training section
via the FDEM Region Coordinator.
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2. Exercises
The Emergency Management Director schedules at least one disaster exercise
each year. Exercises can be one of the following types: Tabletop, Drill,
Functional or Full-Scale.
Participants include, but are not limited to, all agencies with emergency response
capability. (See Figure 8, Roles & Responsibilities Overview)
a. Agency Participation
Hospitals and nursing homes are required to schedule two disaster-
related drills per year to maintain their accreditation.
Training and drills for Naples and Collier County Airport Authorities are
scheduled as needed to meet respective requirements.
The Collier County All-Hazards School Consortium aids in coordinating
exercises between school organizations and first response agencies.
Training for primary responders is held several times per year.
When drills or exercises are conducted, only those agencies with a
response requirement are included. For example, a full-scale hurricane
exercise would include all agencies listed in Figure 6, Roles and
Responsibilities Overview. A hazardous materials drill, however, would
involve only the agencies that would respond in an actual event (e.g.,
Sheriff's Office, Fire District, EMS, pollution control, utility department,
road department, and emergency management).
The Local Emergency Planning Committee (LEPC) is required to
conduct a regional Hazardous Materials/Community Evacuation
planning on a biannual basis.
b. Inter-Agency Exercises
Interagency training and exercises are conducted as often as practicable,
especially when major changes are made to the Collier County CEMP.
At a minimum, Collier County participates in the State's annual hurricane
exercise.
c. Exercise Schedule
In the springtime of each year, the Emergency Management Division
updates and submits the Multi-year Training and Exercise Plan
(MYTEP) to the State. This plan lists exercises scheduled based on the
hazard analysis and input of the Collier County Training and Exercise
Working Group. In addition, Collier County participates in the annual
statewide exercise. Figure 8, Roles & Responsibilities, identifies
agencies likely to participate in exercises.
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d. Exercise Evaluation and Improvement Plans
Exercise Planning Teams should have representatives from
organizations with primary or other significant roles and extensive
knowledge of the plans, policies, and procedures related to the
selected scenario or hazard. Representatives from emergency
management agencies, first responder agencies and subject matter
experts from neighboring counties may be invited to attend Collier
County drills and exercises as qualified Evaluators and Controllers;
and, in a reciprocal fashion, Collier County’s first responder
agencies, etc., may assist neighboring jurisdictions.
All exercises are critiqued through a Hot Wash immediately
following the exercise. An after-action planning meeting is
recommended to be held within 30 days of the exercise and the
After-Action Report (AAR) to be completed within 90 days. A
copy of AAR may be provided to the Florida Division of
Emergency Management in accordance with any funding, grant, or
other existing requirements. An Improvement Plan is also
developed by the exercise planning team for tracking and
documenting as the identified improvements are completed.
3. Public Awareness and Education
a. Mass Media: Radio/TV stations are listed below.
Figure 16, Commercial Media Outlets
RADIO
NOAA WEATHER RADIO 162.525 MHZ MIAMI
NOAA WEATHER RADIO 162.475 MHz RUSKIN/LEE EOC
Primary - FM WFGU/WMKO 90.1 / 91.7 FM Naples/Marco Island
Secondary - FM WSRX 89.5 Naples
WGUF 89.9 Naples
WAFZ 92.1 Immokalee (Sp)
WTLT 93.7 Ft. Myers/Naples
WARO 94.5 Ft. Myers/Naples
WOLZ 95.3 Ft. Myers/Naples
WINK 96.9 Ft. Myers/Naples
WAVV 101.1 Naples
WWGR 101.9 Ft. Myers
WSGL 104.7 Naples
WJPT 106.3 Ft. Myers/Naples
WCIW 107.9 Immokalee
Primary - AM WAFZ (Spanish) 1490 AM Immokalee
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Secondary - AM WINK
WNOG
WWCL
WVOI
WCNZ
1240 AM
1270 AM
1440 AM
1480 AM
1660 AM
Ft. Myers
Naples
Naples (Sp)
Marco Island
Marco Island
TELEVISION
Primary Comcast - Collier County Government Naples
Secondary WGCU (PBS) Ft. Myers
WBBH (NBC) Ft. Myers
WZVN (ABC) Ft. Myers
WFTX (FOX) Ft. Myers
WINK (CBS) Ft. Myers
Weather Channel Atlanta
b. Public Service Announcements (PSAs)
Collier County’s Communications & Customer Relations (CCR)
maintains a distribution listing of all local media. CCR assists with
transmitting announcements for hurricane/disaster seminars or
information pertaining to an impending hazard and/or vulnerability upon
receipt. Additionally, the Emergency Management Division also
maintains a web site (www.CollierEM.org) which contains information
and educational material for the public. Some other useful information
available on the website includes:
Maps containing information about locations of gas stations with
generators, evacuation routes, shelter locations, a storm surge
inundation map as well as maps of the storm tide depth analyses.
Web pages dedicated to the FEMA mitigation opportunities
available to the disaster victims, the governments, the private
non-profit agencies and the public.
During emergencies, or impending emergencies, this website contains
emergency information for the public such as information about hazards
and vulnerabilities, locations of Disaster Recovery Centers, Points of
Distribution, Disaster Legal Assistance (if made available), Debris Pick-
up Information/Instructions and other useful information to aid in the
public returning to pre-disaster living.
c. Notification Through Non-Media Means
The Naples/Collier County telephone book has a section dedicated to
“Hurricane Information” which includes:
Weather term definitions,
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Information on how to prepare homes and boats,
Decision Checklist for Hurricane Evacuation Planning,
Storm Surge Map with evacuation routes identified,
Tracking map, and
Special Needs Registration Information
The Collier County "All Hazards Guide" is published and disseminated
to approximately 60,000 households annually. This magazine contains
information about all the hazards that threaten Collier residents and how
they can best prepare and mitigate the hazards.
F. Response
1. General
a. Chapter 38 of the Collier County Code of Laws & Ordinances for Civil
Emergencies specifies the authority for the Declaration of a Local State
of Emergency, line-of-succession to declare an emergency, and the
measures that may be taken.
b. The process to close schools and businesses are listed in the Time
Delineation Schedule, Decision Phase. The Superintendent of Schools
will recommend to the School Board when schools should be closed.
c. The County Manager will coordinate with County Constitutional Officers on
either closing or limiting County business and/or services. (CAA
Instruction 5900, Cessation of Normal Government Activities, Personnel
Roles and Responsibilities During Emergencies and Emergency Disaster
Pay)
d. Business and industry closings will be coordinated through ESF-18.
e. Requests for Resources: When Collier County’s emergency response system
is activated, either through emergency management staff deployment to
an incident scene, Multi Agency Communication and Coordination
Vehicle deployment, some level of EOC activation and/or BCC
declaration of a State of Local Emergency, Figure 17 (Flow Chart for
Resource Requests) depicts the flow process in determining how
resources are obtained when requesting resources through the emergency
Management Division.
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Figure 17
Flow Chart for Resource Requests
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Basic - 41
f. Requests for State Assistance:
Requests for state assistance must be forwarded to the SEOC for
assessment and approval before deployment of state resources. (See
Figure 11, Emergency Management System).
Prior to requesting state assistance, the current situation must be
identified, the current and projected resource needs must be assessed, and
a time frame indicating how long the State resources would be needed
must be identified. This should be done as early as possible in order for
the State to allocate resources.
When local and state resources are determined to be inadequate, the
Governor will request assistance through the Federal Emergency
Management Agency (FEMA) channels. This request will be based on
local and state damage assessments and expenditure reports that are to be
maintained and supplied by the County for each disaster-related activity.
g. All County personnel are encouraged to develop personal disaster plans,
which include safe haven for family members and established points of
contact if sheltering is outside the area.
2. Notifications and Warning
Guidelines for warning require timely dissemination to two audiences: public
officials and the public.
a. Receipt of Warnings
24-Hour Warning Point: The warning point is staffed around-the-clock
by the Collier County Sheriff's Communications Group. The warning
point is located on the third floor of the James V. Mudd Emergency
Services Center. The Emergency Management Division serves as a
backup to the Communications Group in acting as a Warning Point.
Both agencies are co-located in the same building with adequate
communications capabilities to receive warning information from all
relevant sources, backup power, and sufficient elevation to be safe from
storm surge flooding up to 25 feet above ground and storm winds from a
Category 5 hurricane.
The alternate EOC is located at the County’s South Water Treatment
Plant. It has adequate communications and backup power. It has internet
and is on the county’s fiber network.
Warnings may be received by the following means: the Internet, the
commercial weather satellite receiver, NOAA weather radio, facsimile,
and/or report from the public. (Note: Reports from the public will be
confirmed prior to dissemination.)
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All computer systems in the EOC have access to the Internet and there is
a public Wi-Fi service available throughout the ESC for non-county
computers.
b. Notification to Public Officials & Organizations
The extent of notification and warning will be governed by the type and
magnitude of the disaster event. Community Emergency Response Team
(CERT) initial notifications will be made by their sponsoring Fire
Districts. See Figure 18, Notification & Warning System.
Figure 18, Notification & Warning System Notification [Communication Systems Available to the EOC]
SYSTEM Population Reached Activated & Tested by Purpose
NOAA Weather Radio
(Emergency Alerting
System, EAS)
Public, Schools,
Public/Government
Facilities
State Emergency
Operations Center,
National Weather
Service, Collier County
Emergency Management
The best system for immediate hazardous weather
warning. Additionally, acts as the vehicle to provide
weather warnings and Civil Emergency Messages (CEM) to
the commercial media for retransmission to their media
markets.
ALERT Collier Public, Special
Needs Registrants,
Collier County
employees
Emergency Management System for both National Weather Service Weather
Alerts AND BCC/Emergency Management alert
notifications. Provides recipients with option to opt into
service with multiple contact path options, including SMS,
Voice, and Email. Also has current contract for all
residential and commercial wireless voice lines
(resident/business connect FDEM contract).
Emergency Management
Website (CollierEM.org)
Worldwide Emergency Management
and Administrative
Services
During a County State of Local Emergency, this website
will be the “Emergency Home Page” for the county and a
source of current emergency information relevant to the
public. The web site is maintained on two servers. It
provides preparedness, recovery and weather information.
NOTE: Not a good system for immediate warning.
One Call Now Select Groups
(County Personnel,
registered people
with special needs,
EOC staff
Emergency Management During One Call Now is a web-based program that allows
Collier County to send automated mass voice, text, and
email notifications within minutes using a single toll-free
call. Communications can be sent at any time via voice,
SMS text, or email. Currently, One Call Now is
maintained as a backup to Alert Collier for contacting
Special Needs Registrants and for various
EOC/emergency operations
Satellite Radio-Phone State Watch
Office, Mobile
Command, FDEM
Regional
Coordinators,
LECC Operational
Area 9, & certain
counties
Emergency Management System is good for warning those who have the service.
We can communicate with the State group, SW Fla. Group,
the Collier Group, National FBI offices, our Local
Emergency Communications Committee’s Operational Area
9 Local Primary 1 radio station (LECC O/A9, LP1) and our
MACCV and portable units.
“Code Red” Phone Service An audience
designated on a
map.
Sheriff’s Office, Cities of
Naples and Marco Island
This system is activated by 9-1-1 dispatchers at the direction
of the law enforcement on-scene commander and each city’s
warning point for their jurisdiction.
Email Collier County
employees and
established lists
Collier County
employees and
established lists
Good for getting out information during duty hours.
Additionally, from the EM office, it can transmit immediate
information to other groups listed above.
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(1) In County: During non-business hours, the Sheriff's Office will
notify the Emergency Management Director (or his
representative) of all warnings via digital text message or phone.
The Collier County Sheriff's Office will notify the following
agencies over Emergency Control as indicated below:
Countywide Emergency: Sheriff’s Office, EMS, Naples
Fire and Police, Independent Fire Districts, Marco Island
Fire and Police, Florida Forest Service, others as needed
Hazardous Spills/Major Transportation Accident: Fire
District(s), Law Enforcement, EMS, and road authority(ies),
as appropriate based on jurisdictional considerations.
Major Structure Fire: Fire District and Law Enforcement
having jurisdiction, EMS.
Urban Interface Wildfire: Fire District and Law
Enforcement having jurisdiction, EMS.
The Emergency Management Division may notify the following
by phone or email as indicated below.
Countywide Emergency: School Administration, Naples
Community Hospital, Physicians Regional Medical Centers,
Red Cross Disaster Chair, Civil Air Patrol, Board of County
Commissioners, the Department of Health, County Manager
and all Department administrators and division heads.
Notification will also be made to the healthcare and visiting
nurse focal points for further dissemination to their
associations.
Hazardous Spills: State Watch Office, Department of
Environmental Protection, and U.S. Coast Guard (for all
incidents west and south of US 41) or the Florida
Department of Environmental Protection (for all incidents
east and north of US 41). Notification will also be made to
Collier County Solid and Hazardous Waste Management
Division (anywhere in Collier County), the Department of
Health and Road Department, if so requested by the Incident
Commander.
The Emergency Management Director will coordinate activities
with the Cities of Marco Island, Naples, Everglades City and
adjacent counties if conditions so warrant.
All warnings passed to primary responders over Emergency
Control are recorded. The Emergency Management Director (or
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representative) will log date, time and addressee of all messages
disseminated.
(2) Out-of-County: Collier County Emergency Management will
coordinate with neighboring counties via ESATCOM or
telephone.
c. Notification to the Public
The Emergency Management Director (or representative) has the
responsibility for disseminating warnings to the general public, the
various public safety agencies, neighboring jurisdictions, the media, the
hotels/motels and the nursing/health facilities. All warnings affecting
Collier County will be disseminated to local media and public safety
agencies upon receipt of "hard copy”/official warning. An attempt will
be made to transmit bulletins to other governmental and non-
governmental agencies if time and resources permit.
(1) Primary and Backup Warning Systems -
Warnings will be transmitted to WGCU 90.1 FM, and
COMCAST Cablevision, who will provide the information to
customers. Television customers will see the warning as a
scrolling message at the bottom of the TV screen. The Weather
Channel routinely transmits all warnings for this area upon
receipt. The Collier County Sheriff’s Office may directly
activate the Emergency Alert System through EMnet or the
Emergency Management office may request that emergency
action statements be transmitted by the State Watch Office or the
National Weather Service Forecast Office in Miami via the
Emergency Alerting System (EAS).
Various fire and law enforcement agencies may accomplish
door-to-door checks for areas that are in peril from hazardous
spills or fires. Checks will be generally based on the severity of
the event regardless of time of day or day of week.
(2) Public Emergency Notification -
The type of disaster threatening the area will govern the extent of
warning. For example, a severe weather warning, marine
warning, or hazardous spill would be less extensive than that for
a hurricane warning.
(3) Warning Hearing Impaired, Visually Impaired and Non-English-
Speaking Populations -
Warnings to the public are available via television and radio
(AM and FM) in English, Spanish and Creole translations. The
Collier County Sheriff's Office, the Emergency Operations
Center and the Collier County Communication and Customer
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Relations have TDD equipment for providing information to the
hearing impaired.
3. Evacuation
Evacuation Study and Clearance times: The Emergency Management Director
makes his evacuation zone recommendations to the Board of County
Commissioners to act upon. During tropical storm or hurricane events, all
evacuation measures must be taken before the arrival of sustained tropical storm
force winds, i.e., greater than 39 miles per hour. After that time power lines,
trees, etc. will start falling. All public safety personnel in the affected area of
tropical storm force winds will seek shelter. The graphic below depicts the six
evacuation zones within Collier County. (See also the Statewide Regional
Evacuation Study for SW Florida, https://www.swfrpc.org/evacuation-study/)
a. Primary Evacuation Routes, Evacuation Zones and Shelters -
The primary evacuation routes out of the county are I-75 and US-41
north and eastbound, CR 846 (Immokalee Road) and SR 29. The normal
flow of traffic, under most circumstances, will not be changed if the
decision to evacuate is issued with sufficient time.
Collier County’s Evacuation Zones and Evacuation Routes: Figure 19
shows Collier County’s Evacuation Zones and Evacuation Routes.
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These zones may be used for other hazards/situations and are not
specifically based on the storm surge models. These zones were
developed as a means to easily communicate critical information to the
affected area(s) such as protective actions. When a zone is identified to
“evacuate” or otherwise act, this applies to both sides of the street for the
boundaries of the affected zone(s).
Using the Public Transportation System: When a voluntary or
mandatory evacuation order is in place, Collier Area Transit (CAT) and
Collier County Public Schools bus fleets will be used to help facilitate
the general population and Special Needs evacuations. The general
population evacuation buses will follow the normal CAT routes
(depicted on the map below) and deposit passengers at the Transfer
Station to be shuttled to a designated shelter. Evacuation bus services
will cease based on estimated arrival time of the anticipated sustained
winds of 30 miles per hour. When the weather conditions are safe after
the departure of the storm, those shuttled to a shelter will be returned to
the Transfer Station or community from which they came. See Figure
20, Shelters & Public TransportationSystem.
Hurricane Shelters and Evacuation Routes: Not all shelters will be
opened at the same time. For those people/families whose plan is to go to
a Collier County evacuation shelter, go to the Collier County Home Page
(https://www.colliercountyfl.gov/) or pay attention to the local media for
information about shelter openings and/or which ones are pet-friendly, if
needed. (See Figure 19)
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Figure 20 – Shelters & Public Transportation System
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Figure 21, Hurricane Shelters & Evacuation Routes
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b. Registration and Evacuation of People with Special Needs -
The County maintains a registry of individuals who have special
transportation and/or sheltering needs. The Florida Department of Health
– Collier County's Guidelines for Special Needs Shelters serves as
guidance for sheltering of special populations. The transportation of
special needs clients takes precedence using the Collier County Public
Schools bus fleet assets and/or Collier County EMS ambulance Services.
c. The Collier County Emergency Management Division maintains a listing
of mobile home parks and marinas. The most recent listings are updated
in July of each year and are incorporated into this plan by reference (as
are future updates). Mobile home park and marina listings are maintained
in the Director’s office. These listings will be reviewed and updated
prior to July 1 of each year.
d. Collier County has neither draw nor swing bridges.
e. Re-entry:
The incident commander or executive group, depending on the incident,
may permit and communicate re-entry into an area according to the
following guidelines:
(1) No damages reported: Upon cancellation of all warnings and
watches which include Collier County, and when no damage has
been reported, re-entry may be authorized.
(2) Substantial damages and/or injuries: After a countywide state of
emergency which has resulted in substantial injury or harm to the
population or substantial damage or loss of property, the
evacuation order within those areas of Collier County that
previously existed will be rescinded to the degree appropriate.
An orderly return may be implemented in accordance with the
levels and in order of priority as established below:
Level One: Search and rescue teams operating under
ESF 9, fire personnel operating under ESF 4, law
enforcement personnel operating under ESF 16,
transportation crews operating under ESF 1, utilities
personnel operating under ESF-3, and Health under
ESF-8.
Level Two: Damage assessment teams and elected
officials, ESF-8, and Recovery operations for the
purpose of making preliminary determinations related to
accessibility and safety hazards in the evacuated area(s).
Level Three: Cleanup teams, operating under ESFs listed
above for the purpose of clearing and repairing roads,
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restoring utilities, and eliminating safety hazards to the
degree necessary to allow re-entry to the evacuated area.
Level Four: Individuals who possess and exhibit
appropriate residency documentation shall be determined
"priority class parties." Priority Class parties will be
given a reasonable time to return to their property (home
or business) to survey damage and secure the property.
Collier County no longer has a color-coded re-entry
sticker identification system in order to accelerate the re-
entry process.
Level Five: Complete accessibility shall be restored as
soon as practicable.
4. Sheltering (See ESF 6) -
a. Storm Surge Vulnerability
Storm surge areas are assessed using the SLOSH (Sea, Lake, and
Overland Surge from Hurricanes) models. See Figure 22, “Maximum of
Maximums” Storm Surge, for communities whose boundaries closely
approximate SLOSH zones. Additionally, Figure 23, Special Flood
Hazard Areas, shows the areas within the county prone to flooding due to
heavy rains.
This map below indicates the areas vulnerable to flooding due to storm
surge from hurricanes based on the SLOSH depths from a storm category
specific to Collier County. It shows possible worst-case scenarios (or
“Maximum of Maximums”) for landfalling storms of varying
magnitude and angles of approach in the county. It does not show the
surge from any singular track, but from all possible tracks. Each color
boundary shows the worst possible case for each category of tropical
cyclone. Exiting and paralleling storms will not generate the surges
shown in this map.
The map also does not show water depths, which would vary depending
on the storm strength, as well as an individual spot’s site elevation and
distance from the coast. The picture only shows the depth in relation to
mean sea level.
A storm’s category designation is given specific to wind speeds and not
storm surge. Surge threat is no longer tied only to higher categories of
storm. Although Hurricane Charley was a Category 4 storm, it produced
surge of a typical Category 1 storm. A tropical storm or Category 1
hurricane can have significant storm surge impacts in some scenarios.
During events, the National Hurricane Center produces general storm
surge forecasts to inform of potential impacts and to assist toward
evacuation decision-making. The National Weather Service in Miami
supplements this by providing Collier County the estimated storm surge
threat specific to this community.
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Figure 22, “Maximum of Maximums” Storm Surge
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Figure 23, Special Flood Hazard Areas (100 yr. Areas)
(Map from Figure 4-12, CC Floodplain Mgt. Plan, 2015)
b. Risk & Host Sheltering
Figure 21, Hurricane Shelters & Evacuation Routes, depicts potential
shelters for evacuees available to the county to select from based on the
storm surge threat. We term these shelters as “risk shelters”. Three
buildings, not listed or depicted, have been identified on Marco Island as
host shelters for those seeking refuge from outside “risk areas”. Please
note that not all shelters will be opened. The Emergency Management
Division, in consultation with the American Red Cross and Collier
County Public Schools, will decide which shelters to open based on the
characteristics of the storm and the community at risk.
c. Pet Friendly Sheltering
When pet owners purchase the required County Rabies/License Tag, the
licensed pets are automatically pre-registered for the Pet Friendly
Shelters (NOTE: Licenses may be purchased on-line or by phone.).
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Admission to a designated pet shelter is first come, first serve for the
Collier County residents and their pets with a current rabies license.
Only cats and dogs are accepted. Capacity for designated shelters vary
and space is limited. Owners must remain at the Pet Friendly Shelter
and care for their animal(s). Owners should bring their pet’s(s’) food,
medications, crates, and other essentials. See Collier County’s Domestic
Animal Services Division web site (bit.ly/3m0q8cr) for more
information.
F. Recovery
1. General Recovery Functions and Responsibilities
a. The purpose of this component is to initiate activities necessary to ensure a
successful recovery effort (e.g., condition monitoring, situation evaluation,
identification of recovery center sites, recovery center managers, damage
assessment teams, mitigation assessment teams, deployment of damage
assessment teams, and mitigation assessment teams to identification of
hazard mitigation issues, etc.). During the response phase a minor
“Recovery” component will be contained within ESF-5, Planning & Intel
Section, in order to project the requirements and needs after the response
phase. However, depending on the type disaster and damages received, the
Operations Group may decide to activate a Recovery Task Force. Regarding
Municipalities, the city managers should identify their respective Recovery
Managers (Figure 24, Recovery Operations Structure).
b. In a Presidential disaster declaration, there may be many affected agencies;
each with a responsibility to apply for its own disaster assistance and manage
its own project(s). Therefore, ESF-5 will coordinate bringing all the eligible
activities to meet with FEMA after a disaster in order to facilitate each
eligible applicant’s ability to define their own project, grant and financial
activities. At a minimum, representatives from the following agencies will
be invited to participate in the FEMA Kick-Off meeting: Board of County
Commissioners, Sheriff’s Office, Clerk of Courts, Property Appraiser, Tax
Collector, City of Naples, City of Marco Island, Everglades City, United
Way agencies, Collier County Public Schools and NCH Healthcare. There
will be media announcements of the meeting to invite any potential, but
omitted, eligible applicants to the meeting.
c. Recovery Task Force: A group composed of individuals that reflect broad-
based representation of community interests. Chapter 38 of the Code of Laws
[Civil Emergencies] specifies who is a member of this task force. The
purpose of this group is to advise the BCC on a wide range of post-disaster
recovery (short and long term), reconstruction and mitigation issues. The
Deputy County Manager shall chair the Recovery Task Force, appoint the
Recovery Manager for the Emergency Operations Center and invite
additional membership based on the disaster, but at a minimum it shall
consist of the following, or their representatives:
Liaisons from each of the Cities.
County Attorney
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Growth Management Department Administrator
Public Utilities Department Administrator
Public Services Department Administrator
Operations & Public Information Director
Collier County Sheriff’s Office
Growth Management Department Deputy Administrator
Florida Power & Light
Lee County Electric Cooperative
Collier County Public Schools Superintendent
Collier County Property Appraiser
Chair/Vice Chair of the Local Mitigation Strategy Working Group
Floodplain Manager
d. Recovery Manager(s): The Recovery Manager function may be divided into
two managers: Financial and Rebuilding. In either case the individual(s)
is/are charged by the Deputy County Manager to oversee the recovery
efforts by insuring consistency with the policies of the Recovery Task Force.
This/these individual(s) is/are responsible for establishing the management
system and structure. An additional responsibility is setting up an office
location the Emergency Operations Center for sustained recovery operations
as soon as possible after the disaster event so that the Emergency Operations
Center can re-equip and be ready to meet the next threat.
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Figure 24, Recovery Operations Structure
e. The Collier County Time-Delineated Schedule (TDS) for hurricanes and
storms can be used for recovery actions in other disaster events. It specifies
recovery actions and the responsible agencies/sections under the Immediate
Emergency, Restoration and Reconstruction phases. See Figure 7, Roles &
Responsibilities Overview, for the ESFs roles and responsibilities of the
recovery functions (damage/impact assessment, Housing & Human Services,
Infrastructure, and Mitigation) and agencies responsible for lead and support
activities. The lead agency for each function is responsible for the
development of Standard Operating Guides.
f. Article I (Post-Disaster Recovery) of Chapter 38 of the Code of Laws and
Ordinances provides guidance for disaster recovery operations. This
ordinance establishes the Disaster Recovery Task Force. Additionally, it:
Provides priorities for post-disaster redevelopment.
Recovery
Manager
Liaisons
PIO
Safety
Operations Planning
&
Intelligence
Logistics Administration
&
Finance
- Public Safety Br (ESF 4,
8, 9 & 16)
- Human Services Br (ESF
6, 8, 11, 17 & 18)
- Infrastructure Br (ESF 1,
3 & 12)
- Information Mgt. (ASD)
- Situation Unit
- Resources Unit
- Documentation Unit
- Damage Assessment
(GMD/P & R)
- Technical Specialists
(Weather, ESATCOM,
GIS)
- Supplies (EM)
- Recovery Facilities (Fac.
& Real Estate Divs.)
- Communications (IT)
- Food (Fac)
- Support (EM & Fac)
-Purchasing & Contracts
-Accounting & Budget
-Human Resources
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Provides priorities for essential services and facility restoration.
Establishes policies for debris clearance and disposal.
Establishes policies for damages determination, county build-back,
building repair moratoria, building permitting, new development,
emergency permitting, etc.
Establishes policies on emergency repairs.
Establishes policies on economic redevelopment.
Establishes policies on acquiring damaged properties.
g. Requests for federal disaster assistance will be predicated on the
requirements outlined in the Robert T. Stafford Disaster Relief and
Emergency Assistance Act (Public Law 93-288). After local government
conducts the initial damage assessment and reports the results to the State
Emergency Operations Center via the Collier County EOC, a joint local/State
preliminary damage assessment (PDA) may be requested and scheduled that
could include the Federal Emergency Management Agency. This damage
assessment validates the local data and is the basis for requesting a
Presidential Disaster Declaration. Other federal agencies that may participate
in the assessment process include the Small Business Administration and
Natural Resource Conservation Service. This process is described in 44 CFR,
Part 206, Subpart B – The Declaration Process and other federal and State
policies and procedures. The EOC’s ESF-5, through the Planning and
Intelligence Chief will coordinate the visits within the County of the Joint
PDA team to the disaster sites.
2. Recovery Field Operations
In the aftermath of a disaster, with or without a Presidential Declaration, the
Collier County EOC may deploy several specialized recovery teams (personnel)
and centers (facilities/activities) into the impacted area. Examples of some of
these are:
a. Recovery Personnel
(1) Damage/Impact Assessment Team – A team deployed to conduct
assessments of damages to public entities and individual homes
and businesses. The assessment quantifies the extent of the
damage, the impact of the damages and is used to justify federal
assistance. The Collier County Building Plan Review &
Inspection Division has the primary responsibility to field the
initial impact teams and report results to ESF-5. Unless
otherwise coordinated, each municipality will conduct their own
assessment and report results to ESF-5. Usually the assessments
are of two types: Windshield/aerial and post-disaster habitability
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inspections. In Windshield assessments, teams rapidly determine
the scope and severity of the damage area without leaving their
vehicles. Post-disaster habitability inspections are those in which
trained, qualified engineers and/or inspectors determine the level
of safe access to each damaged structure and record those
measures that need to be taken before unlimited access is
permitted.
(2) Community Relations Team – A team that is deployed into the
impacted community to collect information as well as meet with
the disaster-affected community(ies) and eligible individuals in
receiving assistance. The primary function of this team is to
identify and report unmet human needs and to inform disaster
victims of the disaster assistance programs and registration
process. The Emergency Management Human Services
Coordinator acts as our liaison to the FEMA/State Community
Relations team. This person’s role is to help frame the human
needs impact assessment of the community. Should
FEMA/State Community Relations teams not be present, this
coordinator will interface with ESF-5 and Human Needs
Assessment teams to develop a human needs impact profile.
(3) Collier Organizations Active in Disasters (COAD) – A
committee that helps identify unmet needs and possible
assistance. This committee is comprised of volunteer agencies,
private sector representatives and governmental agencies.
(4) Human Needs Assessment Team – A team that is deployed
immediately after a disaster and before the establishment of a
Disaster Field Office to help the County assess and report the
immediate needs of disaster victims. They will develop a list of
observations for Human Services Coordinator to prioritize for
Community Relations teams to follow. Some examples include
ensuring safety of community members in their purview,
relaying information back to disaster field office/EOC, ensuring
that special needs and special populations receive aid
information as well and ensuring that accurate and timely
information is provided. Additionally, the Human Services
Coordinator, who maintains the listing, will contact key
community leaders regarding emergency community needs.
b. Recovery Facilities/Activities
Recovery operation sites such as: recovery centers, disaster field office,
Disaster Recovery Centers, and travel trailer/mobile home sites will be
sited nearest the victims using community park facilities and leased
commercial facilities.
(1) Disaster Recovery Centers (DRCs) and Essential Service Centers
(EssSCs) – are each a temporary facility located in or near the
impacted area where survivors can go to obtain information. The
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centers may be staffed with specialists from FEMA, the State
Emergency Response Team (SERT), the U.S. Small Business
Administration (SBA) and a variety of disaster-recovery
representatives from local and voluntary agencies. The EOC
will request a DRC, if warranted. FEMA has the responsibility
for operating the DRC, while the responsible party for the EssSC
is the Florida Division of Emergency Management. The centers
are usually sited at community park buildings that have been
identified within the county or its municipalities. Collier
County’s Emergency Management and Facility Management
Divisions will work with FEMA or the State to make the facility
functional and operational to serve the public. Some of the
services that a DRC/EssSC may provide:
Guidance regarding disaster recovery
Clarification of any written correspondence received
Housing assistance and rental resource information
Answers to questions, resolution to problems and
referrals to agencies that may provide further assistance
Status of applications being processed by FEMA
SBA program information
Floodplain, FEMA and NFIP information
(2) Reconstruction Information Center(s) (RIC) – Centers that are
set up as a single point site for recovery-related information such
as permitting, technical assistance and reconstruction expertise
for recovery and mitigation activities. These centers will be
staffed by agencies with reconstruction and/or permitting
responsibilities. The primary RIC will be established at the
Collier County Growth Management Department located at 2800
North Horseshoe Drive in Naples, assuming it is undamaged and
serviceable. The Growth Management Department, in
coordination with the Building Plan Review & Inspection
Division and the Floodplain Manager, will provide:
informational handouts, FEMA guides, and repair/build-back
information pertaining to the National Flood Insurance Program
(NFIP) and County Ordinances as appropriate at all identified
RIC sites.
(3) Disaster Field Office (DFO)/Joint Field Office (JFO) - When an
area is identified to receive a Presidential Disaster Declaration,
FEMA sets up a Disaster Field Office/Joint Field Office in or
near the affected area to coordinate federal recovery efforts with
the state and local governments. The Federal government and the
State of Florida both have Coordinating Officers who serve as
the respective heads of the recovery effort. The County’s
Emergency Management Office, through ESF-5, will coordinate
local activities to support the DFO/JFO.
3. Public Assistance Activities
a. The Public Assistance process starts when the county begins to take any
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actions because of an imminent major disaster threat. The Emergency
Management Director creates a WebEOC event and directs all agencies
to begin documenting all activities relating to the disaster threat
preparations until there is no threat and normal operations resume. All
agencies are instructed to have their people initiate the ICS Form 214,
Activity Log, to track the work as well as personnel hours and
equipment used. When the Emergency Operations Center is partially or
fully, virtually or physically activated, the Logistics section is activated
to receive and act on resource requests as well as maintain all
documentation associated with these requests. Simultaneously, the
Finance and Administration section within the EOC tracks expenses
associated with the requests and reports “burn-rates to the leadership”
while safeguarding the associated documentation and 214’s at the end of
each Operational Period. Before |demobilizing the EOC, the Director
reminds the agencies of what are the eligible expenses, equipment rates,
damage estimating techniques in order to gather the initial estimates of
the disaster costs in preparation for the Joint FEMA/State Preliminary
Damage Assessment. The EOC Director reminds agencies about the
importance of maintaining documentation associated with the disaster
and to follow Federal procurement, contracting and accounting
requirements spelled out in the FEMA’s “Public Assistance Program and
Policy Guide” in order to ensure FEMA does not reduce eligible
reimbursements based on not following established rules.
b. A Presidential Disaster Declaration initiates a process that begins
with applicants filing a Request for Public Assistance at an applicants’
briefing. These briefings are publicized through the media and
notifications to the Collier Cunty Emergency Management Director in
accordance with 44 CFR-206 Subpart G & H. The Administrative
Services Department Director is responsible for grants management,
maintaining the “FloridaPA” account and administering the Public
Assistance Program for the agencies under the Board of County
Commissioners. All municipalities, not-for-profit agencies, Native
American tribes, Community Development Districts (CDDs) and other
quasi-governmental agencies will be notified of application opportunities
by the Emergency Management Division. Since severity and magnitude
of a disaster event need to be demonstrated in order to warrant a
Presidential Disaster Declaration each eligible agency within the county
is responsible for establishing its own procedures that include processing
and maintaining records of all expenditures and obligations for
manpower, equipment and materials as well as total damages. The
County’s Emergency Management agency will offer public assistance
training and updates annually to all eligible entities in order to update
them on eligible work items and the EOC’s current process to gather all
eligible costs and estimated damages costs. Post-disaster media press
releases will be used to identify potential public assistance applicants
when FEMA meetings are announced. The following agencies and their
representative position participate in the Applicants’ Briefing.
Board of County Commissioners (BOCC) Admin. Services Department (ASD) Director
BOCC ASD Operations Support Division Director
BOCC Bureau of Emergency Services Director
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BOCC Emergency Mgmt. Division Coordinator
BOCC Transit Director/PTNE Division Director
BOCC Transit Manager
BOCC Collier County Airport Authority Manager
BOCC Pelican Bay Services Division Director
BOCC Domestic Animal Services Division Director
BOCC Collier County Library Division Director
BOCC Community Redevelopment Agency Director
BOCC EMS Chief
BOCC EMS Assistant Chief
BOCC EMS Deputy Chief
BOCC Tourism Director
Collier Clerk of Courts Accounting Supervisor
Collier Clerk of Courts Clerk’s Purchasing Agent
City of Marco Island City Manager
City of Marco Island Fire Chief/Emergency Manager
City of Marco Island Deputy Fire Chief
City of Marco Island Police Chief
City of Marco Island Police Public Information Officer
City of Naples Fire Chief/Emergency Manager
City of Naples Assistant City Manager
Everglades City Floodplain Administrator
Collier County Sheriff’s Office (CCSO) Senior Grants Coordinator
CCSO Emergency Mgmt. Lieutenant
Collier County Public Schools (CCPS) Associate Superintendent, School & Dist. Opns.
CCPS Executive Director, School & District Opns.
CCPS Administrative Director, Safety & Security
CCPS Assistant Superintendent, Financial Services
Collier Mosquito Control District Accounting Specialist
Fla. Department of Health – Collier (DOH) Administrator
DOH-Collier Preparedness/Planning Consultant
DOH-Collier Preparedness/Government Opns. Consultant
S. Fla. Water Mgmt. Dist. – Big Cypress
Basin (BCB)
BCB Administrator
Lee County Electric Coop. (LCEC) CFO
LCEC Accounting Supervisor
LCEC Analyst, Financial Planning
Naples Healthcare System Director of Infection Prevention
David Lawrence Center Director of Facilities & Safety
North Collier Fire Control and Rescue
District
Executive Director
Immokalee Fire Control District Chief
Greater Naples Fire Rescue District Chief
c. Project worksheets are prepared for eligible emergency costs and eligible
costs for restoration of damaged facilities.
d. The federal share for reimbursement under most federal declarations is
75 percent. The 25 percent non-federal share is normally provided from a
combination of State and local sources in accordance with policies
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established by the Executive Office of the Governor and the Florida
Legislature. In addition, the federal government does provide for an
administrative cost allowance for each eligible project that is 100 percent
federally funded.
e. The State serves as the Grantee and eligible applicants are Sub-grantees
under the federal disaster assistance program. There is no one agency in
the county authorized to execute funding agreements with other legal
entities on behalf of the county. Each eligible jurisdiction/entity (e.g.
municipalities, independent fire districts, certain private-non-profit
organizations, etc.) establishes its own procedures to follow to execute
funding agreements with other entities. Agreements necessary for
agencies under the Board of County Commissioners are only executed by
the Board of County Commissioners unless otherwise designated.
Contractual agreements with the Florida Division of Emergency
Management are executed with applicants with all reimbursements
coming through the Division. Some of the Sub-grantees within Collier
County are: the Board of County Commissioners, agencies which draw
their monies from General Revenue; each independent Fire District, each
City, Collier County Public Schools, each taxing district, etc.
f. Documentation, recordkeeping, inspections and final closeouts are
overseen and approved by the Florida Division of Emergency
Management. One office under each Sub-grantee will maintain these
records locally making them available for audit.
g. Non-presidential or agency declarations can provide some disaster
assistance through the Department of Agriculture, the Small Business
Administration, and other federal agencies. In the event there is no
Federal or agency assistance available, the unmet needs committee (see
paragraph 5.a) will be formed to see if any direct assistance agencies can
address the needs of those affected with their resources.
h. The Governor or the Legislature may authorize other assistance to a local
government based upon a declared emergency.
4. Individuals & Household Programs
a. Once a Presidential Disaster Declaration has been issued that authorizes
Individuals and Household Programs, the State Individual Assistance
Officer will coordinate with a federal counterpart on all related
individual assistance programs, as defined and prescribed in 44 CFR,
Part 206, Subparts D, E, and F.
b. The primary means of applying for Individuals and Household Programs
will be made through a National Tele-registration toll-free number.
c. Disasters that do not support the criteria for requesting Individuals and
Household Programs as part of a Presidential Disaster Declaration may
meet the criteria for other federal assistance.
d. Individuals and Household Programs Inspectors will meet with the State
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Mitigation Officer in a contractor’s Briefing.
e. Temporary Housing – Following a Presidential Disaster Declaration
FEMA will manage the Temporary Housing program. They will initially
look for available rental properties and apartments before they will bring
in mobile homes for disaster displaced victims. Prior to FEMA’s arrival,
governmental departments within the County that have access to
agencies and businesses which control rental housing and subsidized
housing, shall query their sources for available units then pass on the
results to the FEMA housing activity upon their arrival. This activity
will significantly reduce the time victims spend in the shelters and
greatly contribute toward their recovery. Additionally, by being
proactive, should the President not “declare” the disaster, the Collier
County community would solely need to deal with the housing issue.
Collier County will then be responsible for assisting the public to
available housing and to other local post-incident assistance resources.
5. Emergency/Disaster Support Activities beyond Public Assistance or Individuals
& Household Programs.
a. Unmet Needs Coordination
Collier Organizations Active in Disasters (COAD) meets as an Unmet
Needs committee to deal with the essential needs of the victims and to
coordinate donated goods and services. A Volunteer Reception Center
and Disaster Assistance Centers may be established in the county to help
support unmet needs coordination (See Appendix 1, ESFs 6 and 15).
(1) Lead Person for Coordinating Volunteer Agencies Locally:
The Volunteer Agency and Recovery Coordinator with CCEM
has lead responsibility for coordinating unmet needs agencies in
the event of an emergency.
(2) Agency Responsible for Unmet Needs Coordination: Collier
County Emergency Management will support the coordination of
the unmet needs.
(3) Role & Responsibility for Unmet Needs Coordination: The
Volunteer Agency and Recovery Coordinator is responsible for
the oversight and coordination of human needs agencies and
their points of contact in the event of an emergency.
(4) Coordination with Municipalities: The Volunteer Agency and
Recovery Coordinator will obtain municipal points-of-contact
from the municipal liaisons assigned to the Emergency
Operations Center. The municipal personnel assigned will be
involved in all activities addressing the unmet needs of the
community to avoid duplication of efforts and benefits.
(5) Groups that May Be Used to Comprise Unmet Needs
Committee and Support the Community Relations Programs:
Agencies that coordinate the skills of volunteers are utilized
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during an emergency. The agencies come together as COAD
during the crisis and will disperse to non-emergency response
status once the needs are resolved. These agencies are:
1. Community Foundation
2. Catholic Charities
3. Goodlette Arms
4. Collier County Domestic Animal Services
5. Collier County Parks & Recreation
6. American Red Cross
7. Moorings Presbyterian Church
8. Pace Center
9. Harry Chapin Food Bank
10. Collier County Sheriff’s Office
11. The Salvation Army
12. NCH Healthcare System Blood Bank
13. Collier County Housing, Human and Veteran Services
14. The United Way
15. Emmanuel Lutheran Church
16. North Collier Fire Control and Rescue District
17. St. Paul’s Episcopal Church
18. Florida Department of Health – Collier County
19. Retired Senior Volunteer Program (RSVP)
(6) Process for Identifying Local Unmet Needs and the Process to
Address Them: Generally, agencies (both nonprofit and profit)
will notify the Emergency Management Division of the needs of
the communities which they canvas. Emergency Management
Division has a cooperative relationship with a multitude of field
agencies in both emergency and non-emergency times. During a
major disaster operation FEMA will field Community Relations
teams and Collier County, along with the American Red Cross,
will field damage/impact assessment teams to get a sense of the
community’s needs. Emphasis areas for the teams will be:
1. Areas of the greatest disaster impact
2. Isolated and rural areas
3. Low economic areas
4. Elderly, special needs and socially isolated individuals
(7) Training: In addition to Figure 15, Recommended Training,
training and seminars are available through several resources.
Local businesses that specialize in homecare offer classes.
Appropriate agencies provide clear directives on homecare and
debris removal. Seminars are conducted by Emergency
Management staff. Weather-related training is coordinated by
Emergency Management for weather emergencies. When
appropriate training opportunities are known to the Emergency
Management Division, the Volunteer Agency and Recovery
Coordinator will advise the appropriate volunteer groups.
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b. Emergency assistance may be provided through other State programs such
as:
Small Cities Community Development Block Grant.
Community Services Block Grant.
Low-Income Home Energy Assistance Program.
Low-Income Emergency Home Repair Program.
Home Investment Partnership Program.
State Housing Initiative Partnership Program.
6. Collier County Disaster Recovery Task Force has two major hazard mitigation
responsibilities:
Develop and implement a redevelopment plan for hazard prone areas that
would minimize repeated exposure to life-threatening situations; and
Implementation of an acquisition program to acquire storm damaged
property in hazard prone areas
The following strategies should be included in the recovery, reconstruction and
mitigation ordinance:
Essential Service and Facility Restoration Priorities;
Post Disaster Debris Clearance and Disposal Strategies;
Determination of Damage,
Build Back Policy;
Emergency Repairs;
Emergency Permitting System and Emergency Review Board;
Economic Development Policies;
Redevelopment in High Hazard Areas;
Guidelines for Acquiring Damaged Property; and
Collier County Floodplain Management Plan.
Emergency Support Function 5, Planning & Intelligence, is the section
responsible for the initial recovery component to disaster operations and works
closely with the Recovery Task Force/Recovery Manager until those operations
are moved outside the Emergency Operations Center. Its responsibilities
include:
Review damage reports from all sources (jurisdictions, businesses,
communities, etc.),
Continually communicate with the State about the disaster’s impact to
the governmental, business and residential sectors,
Request from the State a Joint Preliminary Damage Assessment Team
when either threshold for a Presidential Declaration for a Public or
Individual Assistance Disaster Declaration been met,
Address restoration issues,
Identify mitigation opportunities and/or
Hazard mitigation projects.
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7. National Flood Insurance Program (NFIP)
Collier County’s three municipalities as well as unincorporated Collier County
participate in the National Flood Insurance Program (NFIP). All jurisdictions
(except Everglades City) participate in the NFIP Community Rating System.
Collier County will coordinate Recovery Operations to ensure that policies,
procedures and public information pertaining to the NFIP/CRS are available to
the community in a consistent and convenient manner.
G. Mitigation
1. Collier County Multi-Jurisdictional Local Mitigation Strategy (LMS)
a. Collier County has a State and FEMA-approved Multi-Jurisdictional
Local Mitigation Strategy (LMS) which expires on April 13, 2025. The
most current copy of the Collier County LMS can be found on the
internet at the following URL: http://bit.ly/2nU3zO9. The Collier
County Emergency Management Division’s Planning Coordinator is
responsible for coordinating mitigation efforts through the activities of
the LMS Working Group. Some of the coordination responsibilities
include: maintaining the web pages associated with the LMS and LMS
meeting activities, acting as staff to the LMS Working Group Chair by
recording meeting minutes, making public meeting announcements and
arranging the LMS Working Group meeting location. One of the major
focuses of the LMS Working Group activities deals with the flood and
wildfire hazards. The Emergency Management staff facilitates the flood
warning program for the floodplain managers of Collier County, as well
as collects information on all weather-related damages. Emergency
Management also works with the Florida Forest Service and independent
fire districts in looking for ways to mitigate wildfire threats in Collier
County. The following jurisdictions have adopted the Collier County
Local Mitigation Strategy:
City of Naples
City of Marco Island
City of Everglades
Collier County Mosquito Control District
North Collier Fire Control and Rescue District
Greater Naples Fire Rescue District
Immokalee Fire Control District
b. The Local Mitigation Strategy Working Group is composed of members
drawn from county and municipal governments as well as from
interested citizens from around Collier County and formed under the
Collier County Citizen Corps Advisory Committee. The three
Floodplain Managers regularly report out to the working group activities
related to their respective floodplains. The objective of the Working
Group is to identify new mitigation opportunities, techniques, and if
necessary, reprioritizes existing mitigation projects. This group is
responsible for maintaining the Collier County Multi-Jurisdictional Local
Mitigation Strategy (http://bit.ly/2nU3zO9).This group meets at least
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annually and after every disaster event that causes significant impacts on
infrastructure. The public meetings are posted at this link:
http://bit.ly/2dp3ZRQ .
2. Interagency Hazard Mitigation Team (Post-Disaster)
[NOTE: Damaged facilities should have mitigation measures considered in its
repair (406 program). All other mitigation measures to non-damaged structures
should be addressed through the procedures addressed within the Collier County
Local Mitigation Strategy.]
a. The Collier County Emergency Management Director will serve as the Post-
Disaster Hazard Mitigation Coordinator. ESF-5 is required aid in the
establishment and coordination of State/Federal hazard mitigation efforts,
including performance of hazard mitigation projects or programs to reduce
the community’s hurricane susceptibility and vulnerability. An Interagency
Hazard Mitigation Team (IHMT) comprised of Federal, State and local
agencies that were impacted by the disaster will need to identify failures and
recommend mitigation activities that would prevent a recurrence.
Representatives from the municipalities as well as the County will be asked
to participate on the IHMT. Due to the nature of the disaster, the amount of
people and equipment will vary. Equipment and vehicles necessary to
perform mitigation assessment will come from the affected jurisdiction.
Should additional personnel or items become necessary to complete this
mission; the EOC Operations Coordinator will task appropriately via EOC
staff. Staff who participate in the mitigation assessment opportunities should
complete mitigation training identified in Figure 16, above.
b. Most of the residential structures in unincorporated Collier County are at or
above the 100-year floodplain; repetitive losses from flooding are virtually
nonexistent.
c. Potential applicants for Public Assistance and Hazard Mitigation Programs
will be notified via press releases, e-mail and/or facsimile. Agencies from
County, Municipal, Community Development Districts, Special Taxing
Districts, Native American tribes and not-for-profit (NFP) organizations with
a public safety role are included on the notification list.
d. Post-disaster mitigation activities within Collier County require a well-
orchestrated and coordinated effort among the various levels of governments.
Under the Federal Response Framework, a Deputy Federal Coordinating
Officer for Mitigation will be appointed for each Presidential Declared
Disaster. The Deputy Federal Coordinating Officer for Mitigation will have a
staff composed of hazard mitigation and floodplain management specialists.
One of the major tasks assigned to the Deputy Federal Coordinating Officer
for Mitigation is to assure that mitigation disaster operations are integrated
and unified with the State and local recovery efforts. The State Mitigation
Officer, working under the direction of the Deputy State Coordinating
Officer for Recovery should work in concert with the Deputy Federal
Coordinating Officer for Mitigation to assure that the State is aware of and
takes advantage of all available mitigation opportunities.
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e. Post-Disaster Mitigation
(1) Mitigation Preliminary Damage Assessment – The Collier
County Interagency Hazard Mitigation Team may request from
the State Mitigation Officer to assign mitigation personnel to
assist the community in conducting a Mitigation Preliminary
Damage Assessment. The purpose of the Mitigation Preliminary
Damage Assessment is to identify the causes of specific disaster-
related damage in order to determine the appropriate mitigation
measures. This assessment is forwarded to the appropriate Local
Mitigation Strategy committee and the mitigation staff in the
Disaster Field Office.
(2) Mitigation Assessment Report - The State Mitigation Officer
coordinates with the Deputy Federal Coordinating Officer for
Mitigation to develop a Mitigation Assessment Report which
identifies appropriate mitigation measures and highlights the
mitigation priorities as determined by the local mitigation
strategies in the affected counties. These priorities and measures
then guide the use of State and Federal funds for mitigation
purposes. The Report is also the appropriate plan to identify any
recommended changes to the State Hazard Mitigation Plan based
on lessons learned from the disaster.
(3) Post-disaster Mitigation Technical Assistance – The Hazard
Mitigation Grant Program is a federally sponsored program
administered by the Florida Division of Emergency
Management, Bureau of Recovery and Mitigation. The program
provides State funds equal to 20 percent of the total federal
disaster expenditures in the aftermath of a Presidentially
Declared Disaster. These funds have a 25 percent nonfederal
match requirement and are distributed as grants to the
communities affected by the disaster to implement the mitigation
projects identified in the local mitigation strategy.
(4) Coordinate with the Deputy State Coordinating Officer and the
State Recovery Officer to assure that the mitigation
opportunities provided under the Individual Assistance
Minimization Program are realized. The Minimization Program
is designed to fund low-cost activities that can be used to reduce
future disaster losses to a residential structure. The
Minimization Program offers grants to eligible homeowners
based on 25 percent of the total Individual and Family Grant
award received by the homeowner, for a maximum award of
$5,000.
(5) The Flood Mitigation Assistance Program - The Florida Division
of Emergency Management, Bureau of Recovery and Mitigation
manages the Flood Mitigation Assistance Program. This program
makes federal funds available pre-disaster to fund mitigation
projects in communities participating in the National Flood
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Insurance Program. These funds have a 25 percent non-federal
match requirement. The overall goal of the Flood Mitigation
Assistance Program is to fund cost effective measures that
reduce or eliminate the long-term risk of flood damage to
National Flood Insurance Program insurable structures. This is
accomplished through the reduction of the number of repetitively
or substantially damaged structures.
f. Public Assistance Program
This Program assures that the mitigation opportunities provided under
Section 404 of the Stafford Act is realized. Also, Section 406 of the
Stafford Act provides for direct federal assistance for repairs and
improvements to eligible damaged public facilities. Mitigation measures
(improvements) must be identified in the Project Worksheets. The award
of Section 406 hazard mitigation projects is at the discretion of the
Federal Emergency Management Agency Regional Director. The State
Mitigation Officer will designate staff to support mitigation outreach at
established Disaster Recovery Centers, and at Reconstruction
Information Center Centers. The State Mitigation Officer will designate
staff to assist communities in completing their mitigation Preliminary
Damage Assessment reviewing and updating local mitigation strategies,
identifying mitigation success stories, and potential mitigation grand
fund projects. Section 404 monies (competitive grant hazard mitigation
monies) can only be spent on projects contained in the Collier County
Local Mitigation Strategy.
g. Long-Term Redevelopment Activities
The State of Florida administers a variety of programs that support pre-
disaster, post-disaster, and mitigation activities. These programs include
but are not limited to a residential construction mitigation program and a
resource identification strategy. These programs are designed to help
minimize the impact of disasters and to address local unmet needs
identified after a disaster.
H. Mobilization/Deployment of County Resources
As a signatory to the Statewide Mutual Aid Agreement, signatory governments may be
asked to deploy resources to other counties affected by a disaster. The Collier County
Emergency Management Division acts as the local broker for mutual aid activities for
Collier County. All requests for assistance should be coordinated through the Collier
County Emergency Management Division/ESF-5. Human Resource agencies of the
potential Assisting Parties should screen potential deployment candidates for
suitability, e.g., emergency contact information, health, immunization currency,
financial details for family remaining behind.
1. Requesting Party responsibilities include:
a. A description of the type assistance needed.
b. A description of the types of personnel, equipment, services and supplies
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needed.
c. The place, date, and time for personnel of the requesting party to meet
and receive personnel and equipment.
d. A technical description of any communications or telecommunications
equipment needed.
e. Emergency contact names and telephone numbers for assisting personnel
to provide their supervisors.
2. Assisting Party Responsibilities include:
a. A description of the personnel, equipment, supplies and services it has
available, together with a description of the qualifications of any skilled
personnel. (Note: Personnel and equipment assigned to deploy must be
trained/credentialed according to the standards established by the
National Incident Management System (NIMS) Integration Center.)
b. An estimate of the time such personnel, equipment, supplies and services
will continue to be available.
c. An estimated cost for the assistance requested.
d. An estimate of the time it will take to deliver such personnel, equipment,
supplies and services at the date, time and place specified.
e. Self-Sufficiency. Those deploying to a catastrophic/major disaster area
should have sufficient equipment and supplies to make them self-
sufficient for food, shelter and operations unless the Requesting Party
specifies otherwise. For minor disasters, the Requesting Party is required
to provide food and shelter to the Assisting Party.
f. A technical description of the communications and telecommunications
equipment.
g. Submission of a bill for assistance within 30 days after the period of
assistance closes.
V. Financial Management
A. Administrative Authorities and Fiscal Guides
Collier County fiscal management is consistent with the following:
Chapter 252, F.S., Emergency Management;
44 CFR, Emergency Management Assistance;
29 CFR, Labor Chapter;
OMB A-87, Cost Principles for State, Local, and Indian Tribal Governments ;
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"The State of Florida Resource and Financial Management Policy and
Procedures," February 1, 1996.
B. Resource Procurement and Reimbursement
Use of Local Firms and Individuals.
In the expenditure of Federal funds for debris clearance, distribution of supplies and other
major disaster or emergency assistance activities which are carried out by private firms,
preference will be given to individuals or companies that reside or do business in the
affected area, to the maximum extent possible. (IAW 42 U.S. Code § 5150 - Use of local
firms and individuals).
When major disaster assistance activities are carried out by private firms or individuals,
preference will be given to individuals or companies that reside or do business primarily
in the area affected by the disaster (PL 100.707, Paragraph 206.10 and Section 252.46,
Florida Statutes.)
Emergency use of resources and capabilities of the private sector will be pre-arranged
through agreements to the maximum extent possible.
Agreements shall be in writing and shall be entered into by duly appointed officials.
Agreements between elements of the same level of government will be included as part
of the plans of the government.
Unless otherwise provided, agreements remain in effect until rescinded or modified.
Annual updates should be conducted.
A clear statement of agreement regarding payment or reimbursement for services
rendered is necessary.
Procurement of goods and services must meet all the requirements of established state
and local procurement rules and regulations.
See Appendix 1 to Basic Plan, ESF-7 for additional information.
C. Reporting Tasks and Established Deadlines
Disaster assistance grants are governed by time limits under 44 CFR, Part 206, and can
be extended until the work is completed.
D. Records Maintenance
1. Local Accounting
Each subdivision may allocate and expend funds as appropriate for local
emergency operations. Complete, accurate accounts of emergency expenditures
and obligations, including personnel and equipment costs, must be maintained.
For the ease of capturing response and recovery expenditures, a separate disaster-
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related coding system should be used (or use the forms found in Appendix 2 to
the Basic Plan) which includes personnel, materials, equipment, contract and
mileage.
Despite the difficulty in maintaining such records in the stress of an emergency,
agencies are required to identify and document:
Funds for which no federal reimbursement will be requested should a
declaration be made
Funds eligible for reimbursement under emergency or major disaster
project applications
2. Reports and Records - General
When federal public assistance is provided under the Disaster Relief Act, local
projects approved by the Federal Emergency Management Agency are subject to
both state and federal audit. (Public Law 100-707, paragraph 206.16)
During any emergency activity, the maintenance of accurate records is essential.
Suspense dates and formats for reports will be in accordance with emergency
reporting and preliminary damage assessment protocols and procedures.
All municipalities and non-BCC agencies should collect and coordinate their own
logs and reporting information. Each BCC Department will follow instructions
from the County Managers Office, or the designated representative, for collecting
logs and reporting information.
County and municipal governments, to record accurately and account for
activities during an emergency, should keep the following records, at a
minimum:
Record of expenditures and obligations;
Log of actions taken;
Recordings of satellite communications message traffic;
Historical records of declarations, newly created ordinances and any
special actions taken to deal with the emergency.
Copy of the State Mission and associated number, to validate an
authenticated and approved request.
3. Emergency Reporting
Emergency reports such as preliminary damage assessment reports are the
necessary basis for the Governor's decision to declare a State of Emergency and
to request a Presidential emergency or disaster declaration.
Updates giving new developments and more complete information will be
forwarded in the most expeditious manner available, e.g. WebEOC, email, the
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internet, satellite communications, etc.
4. After-Action Reports
The Emergency Management Director will provide reporting requirements and
suspense dates. Normally a critique and after action report will be completed
within two weeks following the emergency or disaster and can be expected to
address evaluations of: warning system effectiveness, practical application of
emergency plans, communication effectiveness, coordination with adjoining
counties and the Florida Division of Emergency Management, and the
effectiveness of mutual aid agreements.
VI. Continuity of Operations (COOP) and Continuity of Government (COG)
Continuity of Operations (COOP) is a process within individual departments and agencies
to ensure the continued performance of minimum essential functions during a wide range of
potential emergencies. This is accomplished through the development of plans, comprehensive
guidelines, and provisions for alternate facilities, personnel, resources, interoperable
communications, and vital records/ databases. The planning effort should consider essential
activities that need to be operational within each of the following scenario timeframes: 24-hours,
7 days, and 30 days. All BCC agencies, divisions, and departments are required to maintain their
online COOPs (www.CollierCOOP.org).
Continuity of Government is an essential function of emergency management and is vital during
an emergency/disaster situation. Continuity of Government is defined as the preservation,
maintenance, or reconstitution of a government's ability to carry out its constitutional
responsibilities.
A. Mission Essential Functions
A disaster can affect public service activities in various ways. Equipment may be lost or
destroyed, personnel needed to deliver a service may be deficient, supplies/commodities
to meet the needs of the County may be lacking. Yet, disaster-affected and unaffected
residents expect services to be delivered in an efficient and effective way. Essential
Program Functions are activities that enable an agency, department, organization
orindividual to carry out emergency response actions, provide vital services, protect the
safety and well-being of the citizens of the jurisdiction, and maintain the economic base
of the jurisdiction. The following have been determined to be the Essential Program
Functions for the Collier County Emergency Management Program:
Law Enforcement – CCSO
Fire Rescue/Emergency Medical Services – CCFEMSCA
Infrastructure – PUD
Recovery – GMD
Health and Medical – DOH-Collier
Emergency Management – CCEM
Human Services – CCPSD & CCEM
Information Technology – ASD
1. Each agency/activity governed by this CEMP should analyze its functions and
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rank-order the services/activities from the most to the least critical. The results
of this process/exercise can be contained in a departmental/divisional standard
operating procedure (SOP). A listing of each activity’s Mission Essential
Functions and the status of each will be provided to the Recovery Task Force, via
ESF-5, upon request.
2. ESF-5 will compile the governmental activity status listing and provide it to the
Recovery Task Force with impact assessments and recommendations.
3. The Recovery Task Force will validate the level of service available to the
community and/or shift resources to meet the service level expectations.
B. Plans and Procedures
A time-phased concept of operations to direct relocation of rostered personnel and
resources to an alternate facility, along with the necessary support documentation should
be developed and maintained by each activity.
C. Delegation of Authority
Each agency chief should establish, in writing, the delegations of authority and lines of
succession within the agencies when under a Local State of Emergency Declaration and
other circumstances. This can be done through a standing agency SOG or letter.
D. Orders of Succession
The succession of authority in Collier County begins with a quorum of the Board of
County Commissioners. The succession transfers from the quorum to the Chairman of
the Board of County Commissioners, or the Vice-Chairman in his/hers absence, or other
Commissioner by seniority order in the Chair or Vice Chair’s absence, or the County
Manager in their absence, or the Clerk of the Court in his/her absence, or the Deputy
County Manager in his/her absence. Each agency, in turn, should publish an internal
order of succession letter that address three levels below the manager.
E. Alternate Facilities
Each activity should identify and pre-plan for using an alternate facility capable of
supporting operations for 30 days. This plan should include identifying the infrastructure
for relocation of essential staff. This information should be maintained in an
organizational SOG.
F. Interoperable Communications
1. The Emergency Management Division possesses redundant and robust internal
and external communications capabilities. Additionally, Emergency
Management has historically had ability to supply emergency amateur radio
operators with their equipment.
2. Administrative Services Department Administrator will develop a plan that
prioritizes restoration of communications. This plan should be updated and
validated annually.
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3. Each activity should conduct an inventory of its communications assets and
determine minimum mission essential levels.
G. Vital Records and Databases
Most vital records in the Collier County Government Center are located in buildings with
first floor elevations higher than a Category 3 landfalling storm. Additionally, all
municipal government centers are within a Category 1 surge zone. All agencies should
regularly review various methods to protect vital records based on the associated hazard.
1. All county agencies must ensure the protection of their records so that normal
procedures may continue after the disaster. Divisions within the Administrative
Services Department will support identifying ways and means to best safeguard
digital records.
2. Damage to records is most often the result of fire and/or water damage.
Damaged records can often be saved by prompt salvage action. Technical
guidance for records salvage operations may be obtained from the Florida
Division of Emergency Management or the Collier County Emergency
Management Division.
3. Vital records that establish or protect the rights of citizens and government are
divided into two categories:
Category A: Records needed for the emergency operation of government
during a disaster; and
Category B: Records needed for the re-establishment or continuity of
normal governmental functions after the disaster event is over.
4. Agencies directly under the Board of County Commissioners are required to
protect records under criteria previously established. Agencies that are not under
the Board of County Commissioners are encouraged to use the criteria as
guidance in their records preservation programs.
H. Personnel Issues & Coordination
To have a successful COOP/COG planning effort, each agency needs to address internal
personnel issues that could affect your plan. Ensure your organization addresses timing
for employees to take care of personal matters while assuring the operation maintains an
acceptable level of performance.
I. Logistics & Administration
Because your plans are developed to continue operations to deliver services to the public,
your planning effort should be detailed enough to determine what needs to be packed, as
well as where and how those assets will be moved. The contingency planning should
include the identification and a setup process for a suitable alternate location. The plan
should also consider what labor is needed to simultaneously maintain operational posture
while conducting the contingency-related logistical and administrative work.
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Basic - 75
J. Security
In an emergency that warrants implementation of the COOP/COG plans, various levels of
security should be factored in the planning process including physical security of the
facility for the activities you plan to accomplish and cyber security of vital records.
K. Test, Training and Equipment
To make the Continuity of Operations and Continuity of Government Plans viable, all
employees need to be trained regularly on various elements of the plans in order to make
sure all are aware of their roles and responsibilities as well as validate the currency of
plans and procedures. See Section IV, D (Preparedness) for information on training and
exercise opportunities.
L. Emergency Actions
The Collier County Comprehensive Emergency Management Plan assigns lead and
support responsibilities to County agencies and personnel for emergency support
functions and other support activities. Specific emergency delegations are contained in
this plan. The head of each tasked organization shall identify a person as the emergency
coordination officer (ECO) for that agency to the Collier County Emergency
Management.
The ECO is responsible for coordinating with the Emergency Management Division on
emergency preparedness issues, preparing and maintaining plans or SOGs related to
emergency preparedness and post-disaster response and recovery, maintaining rosters of
personnel to assist in disaster operations and coordinating appropriate training for
personnel.
VII. References & Authorities
A. Local Responsibilities - Chapter 252.38, Florida Statute (http://www.leg.state.fl.us)
B. Applicable Ordinances and Administrative Rules (incorporated by reference)
Chapter 38 of the Code of Laws (Civil Emergencies) contains the following sections:
Article I. Post-Disaster Recovery and Reconstruction Management; Article II. (Not used)
Article III. Declaration of State of Emergency and Article IV. Automotive Fuel
Allocation.
Collier County Resolution 90-286: "Resolution authorizing the execution and acceptance
of an agreement between Collier County and other Florida Counties and Municipalities
for Public Works Mutual Aid..."
Collier County Ordinance 75-19: "An Ordinance Establishing the Coastal Construction
Setback Line, Providing for the Granting of Variances thereof..."
Collier County Ordinance 90-31: "...Amending Collier Ordinance No. 86-28, as
amended, the Flood Damage Prevention Ordinance..."
Collier County Ordinance 91-28: "...Amending Ordinance No. 82-2, the Comprehensive
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Basic - 76
Zoning Regulations..."
Office of the County Manager, Administrative Code 5900: "Cessation of Normal
Government Activities, Personnel Roles and Responsibilities during Emergencies and
Emergency Disaster Pay"
C. Local Resolution - State of Emergency: See example at Appendix 3 to Basic Plan.
D. Applicable CEMP References
Federal Disaster Assistance Program - Title 44, Code of Federal Regulations, Part 206
(http://bit.ly/2aYgPtj)
2020 Florida Comprehensive Emergency Management Plan
(https://bit.ly/30qN4tl)
Florida Executive Order 80-29
(https://bit.ly/2DvT9fk)
2020 Statewide Emergency Shelter Plan – go to URL below for the current year’s plan.
(https://bit.ly/2XrkzKl)
National Response Framework
(https://bit.ly/3guQYXM)
FEMA’s Assistance for Governments & Private Non-Profits After a Disaster
(https://www.fema.gov/assistance/public)
FEMA Public Assistance Policy Guide
(https://bit.ly/2PlCsWB)
NOAA - Sea, Lake, Overland Surge from Hurricanes (SLOSH)
(https://www.nhc.noaa.gov/surge/slosh.php)
Statewide Regional Evacuation Study for the Southwest Florida Region
(https://www.swfrpc.org/evacuation-study/)
"State of Florida Resource and Financial Management Policy and Procedures"
(https://bit.ly/31hW6Z9)
USCG Sector St. Petersburg Area Contingency Plan
(http://ocean.floridamarine.org/ACP/STPACP/DOCUMENTS.html)
LEPC District 9 Emergency Management Plan for Hazardous Materials
(https://bit.ly/3kevjFu)
State of Florida Emergency Alert System (EAS) Plan (http://fab.org/eas-plan/)
Collier County’s Disaster Housing Strategy
E. Specific Documents, SOG’s and Plans that Supplement CEMP
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Basic - 77
Hurricane Evacuation Procedures. ................................................. SOG # 1
Civil Emergency Message Dissemination… .................................. SOG # 3
Unified Media Management ........................................................... SOG # 4
Emergency Support Function Responsibilities. .............................. SOG # 5
Initial Recovery Process… ............................................................. SOG # 8
Emergency Operations Center Activation… ................................... SOG# 9
Satellite Radio & Telephone Operations Communications… ....... SOG # 10
Special Needs Registry Program…............................................ ,,,SOG # 16
RACES Communications Plan… .................................................. SOG # 21
Special Needs Phone Bank ............................................................ SOG # 22
Immokalee Recovery and Coordination Center (IRCC)… ............ SOG # 23
HazMat Emergency Response… ................................................... SOG# 24
Satellite Mutual Aid Radio Talkgroup… ....................................... SOG# 25
Collier Emergency Information Hotline ........................................ SOG# 27
Alternate Location Activation and Testing. ................................... SOG# 28
Essential Personnel Family Assistance .......................................... SOG# 29
Emergency Refueling… ................................................................. SOG# 30
Shelter Operations… ...................................................................... SOG#31
Points of Distribution & CSAs…................................................... SOG# 32
Mutual Aid Assistance/ EMAC Requests… ................................... SOG#38
Florida Department of Health - Guidelines for Special Needs Shelters
Collier County Local Mitigation Strategy (http://bit.ly/2nU3zO9)
Collier County Fuel Spill Policy
Collier County Marinas
Collier County Mobile Home Park Listing
Collier County Disaster Housing Strategy
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Basic - 78
Homeland Security Presidential Directives
(https://www.dhs.gov/presidential-directives)
Public Service Announcements (Tropical Depression, Tropical Storm, Hurricane)
F. Mutual Aid Agreements, Memoranda of Understanding, and Other Agreements
(incorporated by reference)
ILA – Collier Public Schools for sheltering, transportation, and school dismissal.
ILA – City of Marco Island
Statewide Mutual Aid Agreement
FL Dept. of Health – Collier
FL Dept. of Ag. & Consumer Svs.
Amateur Radio Emergency Services
Benison Center
Coalition of Immokalee Farmworkers
Collier Resource Center Community Foundation
Collier County Public and Private Schools
Covenant Church of Naples
Guadalupe Center
Harry Chapin Food Bank
Immokalee Unmet Needs Coalition (IUNC)
National Alliance on Mental Illness (NAMI)
Our Daily Bread
Pride of Naples FL
Redlands Christian Migrant Assn.
St. Matthew’s House
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Appendix 1 to Basic
General - Page 1
Emergency Support Functions
Appendix 1 to Basic
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Appendix 1 to Basic
General - Page 2
GENERAL RESPONSIBILITIES
EMERGENCY SUPPORT FUNCTION AGENCIES
I. INTRODUCTION
A. Purpose
The ESFs provide the structure for coordinating governmental interagency support in
preparation for, during and after a disaster. This structure provides mechanisms for
providing governmental support to jurisdictions within the County, between Counties, or
from the county to the State both for declared disasters and emergencies under the
Stafford Act and for non-Stafford Act events. Each ESF group is responsible for
identifying and coordinating resources necessary to accomplish emergency management
missions during the response, recovery and mitigation phases of a disaster event.
B. Scope
The resources may be used under any level of disaster activation: incident, minor, major
or catastrophic.
C. Standard Operating Guidance
Each ESF should develop standard operating guidance that ensures capability to carry out
their respective missions.
D. Resource Identification
1. Necessary resources are defined as those that would be required for optimal
response to an emergency or disaster.
2. Available resources are defined as those that are currently in the possession of or
under the purview of Collier County. They include personnel, technology,
equipment and supplies.
3. Obtainable resources include personnel, technology, equipment, facilities,
materials, and supplies that are obtainable from contractors, vendors, suppliers,
and related agencies. The business, agency or department resources that are not
under the purview of the county structure shall be coordinated through
Memoranda of Understanding (MOU). The MOU will specify the resources that
will be provided and reimbursement mechanisms.
4. Resource shortfalls shall be defined as the difference between available and
obtainable resources vs. the necessary resources to accomplish the ESF missions.
Resource shortfalls shall be projected as part of each ESF`s standard operating
procedures, by disaster level (minor, major or catastrophic), to ensure that
specific requests to the State Emergency Operations Center can be quickly made.
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Appendix 1 to Basic
General - Page 3
E. Policies
Each ESF should use resources available and obtainable to accomplish missions/tasks
within its defined purpose. Resource shortfalls will be coordinated through the Collier
County EOC, so that a formal request may be made for additional resources through the
most appropriate means.
II. C ONCEPT OF OPERATIONS
A. General
1. Duty rosters shall be maintained by each ESF. The responsible agency shall
ensure that notification points of contacts lists are maintained and available at the
EOC. All ESF agency representatives shall notify their agency, region or district
of emergency operations activations.
2. Each ESF should notify its team of actual or pending emergencies or disaster
events. In the case of a pending event, personnel shall be placed on standby
notification, and provided duty station information.
3. Each ESF team shall be prepared to review and assess emergency situations, by
planning to provide the following information:
a. Periodic situation reports;
b. Potential problems and corrective measures;
c. Response and short-term recovery plans of action;
d. Resource requests based on short-term and long-term needs;
e. Financial management; and
f. Mutual aid options.
4. Each on-duty ESF team shall prepare and file situation reports with ESF-5 upon
request.
5. Each on-duty ESF should track the status of resources: available/obtainable and
committed.
6. Each on-duty ESF agency shall maintain personnel, expense records and
appropriate ICS forms, especially the ICS Form 214, Activity Log.
7. Each person assigned to the EOC and/or ESF shall complete WebEOC training
provided by the Emergency Management Division before assignment to an
activated EOC as the organizational representative.
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Appendix 1 to Basic
General - Page 4
B. Organization
1. Collier County Emergency Management has adopted the Incident Command
System as its management structure. Each ESF will be managed under one (or
more) of the four management categories: Operations, Planning, Logistics, and/or
Finance (see the Emergency Organization Structure organizational chart). Each
ESF acts as a functional group within the ICS structure. Within the Operations
Group, the following ESF are in each of the following Branches:
a. Human Service: ESFs 6, 8, 11, 15, 17 & 18
b. Infrastructure: ESFs 1,2,3 &12
c. Public Safety: ESFs 4, 8, 9, 10 & 16
2. The Collier County Time-Delineated Schedule (incorporated into this document
by reference) shall serve as a timeframe for response and recovery actions.
3. ESF Lead/Coordinator: The Operations Section Chief shall designate each
ESF Coordinator, if the lead agency is not present, for each incident or incident
period. The ESF lead/coordinator has ongoing responsibilities throughout the
prevention, preparedness, response, recovery and mitigation phases of incident
management. The role of the ESF lead/coordinator is filled through a “unified
command” approach if agreed upon by the primary agencies. Responsibilities of
the ESF coordinator include:
a. Coordinating ESF activities as appropriate relating to catastrophic
incident planning and critical infrastructure preparedness.
b. Pre-incident planning and coordination;
c. Maintaining ongoing contact with ESF agencies;
d. Conducting periodic ESF meetings and conference calls;
e. Coordinating efforts with corresponding private sector organizations; and
f. In concert with Collier County Emergency Management, annual review
and revision of ESF procedures, protocols and/or policies;
g. Maintenance and annual update of available and obtainable resources
database; and
h. Maintenance and annual update of duty roster.
4. ESF agency representatives shall have the authority of their respective agencies
to commit available and obtainable resources without a requirement of additional
managerial approval.
5. In the event that a mission assignment (tasking) requires resources beyond the
scope of a given ESF, coordination with the other ESFs shall be made through
the Operations Section Chief.
6. Supporting Agencies: When an ESF is activated in response to an incident,
support agencies are responsible for:
a. Conducting operations, when requested, using their own authorities,
subject-matter experts, capabilities or resources;
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Appendix 1 to Basic
General - Page 5
b. Participating in planning for short-term and long-term incident
management operations and the development of supporting operational
plans, standard operating procedures, checklists or other job aids, in
concert with existing first responder standards;
c. Assisting in conducting situational assessments;
d. Furnishing available personnel, equipment or other resource support as
requested by DHS or the ESF primary agency;
e. Providing input to periodic readiness assessments;
f. Participating in training and exercises aimed at continuous improvement of
prevention, response, and recovery capabilities;
g. Identifying new equipment or capabilities required to prevent or respond to
new or emerging threats and hazards or to improve the ability to address
existing threats; and
h. Nominating new technologies to the Emergency Management Director for
review and evaluation that have the potential to improve performance
within or across functional areas.
C. Preparedness Phase
Basic preparedness actions include the following for all ESFs.
1. Contact shall be made to all agency points of contact;
2. Twenty-four-hour staffing shall be scheduled, when necessary;
3. Personnel shall report to the Collier County EOC upon confirmation of EOC
activation;
4. Each ESF coordinator should contact and liaison with their appropriate
counterpart at the State EOC;
5. Preliminary vulnerability assessments shall be made and reported to the Collier
County EOC Operations Manager, with estimated repair time frames; and
6. Confirm operational status of all relevant systems outside the EOC.
7. Insure ESF staff have attained the appropriate level of NIMS training and
understand how to prepare the associated ICS paperwork.
8. Complete WebEOC training conducted by the Emergency Management Division.
D. Response Actions
Each ESF agency shall be prepared to:
1. Receive, distribute, evaluate and act upon resource requests;
2. As appropriate, make preliminary arrangements for participation in formal
damage assessments;
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Appendix 1 to Basic
General - Page 6
3. Provide information (verbal and/or written) for situation reports, action plans,
and EOC briefings;
4. Monitor team rosters to ensure 24-hour staff coverage;
5. Maintain ICS Form 214, Activity Log; and,
6. Assess recovery phase requirements and initiate phase-over when and as
required.
E. Recovery
The above actions shall be continued as appropriate during EOC activation, which may
extend well beyond the initial 72-hour response phase. ESF representatives shall remain
aware of the need for relief teams and make request for it based on the magnitude of the
event and projected EOC activation time frames.
F. Mitigation
Each ESF team shall consider mitigation strategies.
G. Direction and Control
The Collier County Emergency Management EOC policies and procedures shall govern
the processing of resource requests, mutual aid and memoranda of understanding.
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Appendix 1 to Basic
General - Page 1
Emergency Support Functions
Appendix 1 to Basic
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Appendix 1 to Basic
General - Page 2
GENERAL RESPONSIBILITIES
EMERGENCY SUPPORT FUNCTION AGENCIES
I. INTRODUCTION
A. Purpose
The ESFs provide the structure for coordinating governmental interagency support in
preparation for, during and after a disaster. This structure provides mechanisms for
providing governmental support to jurisdictions within the County, between Counties, or
from the county to the State both for declared disasters and emergencies under the
Stafford Act and for non-Stafford Act events. Each ESF group is responsible for
identifying and coordinating resources necessary to accomplish emergency management
missions during the response, recovery and mitigation phases of a disaster event.
B. Scope
The resources may be used under any level of disaster activation: incident, minor, major
or catastrophic.
C. Standard Operating Guidance
Each ESF should develop standard operating guidance that ensures capability to carry out
their respective missions.
D. Resource Identification
1. Necessary resources are defined as those that would be required for optimal
response to an emergency or disaster.
2. Available resources are defined as those that are currently in the possession of or
under the purview of Collier County. They include personnel, technology,
equipment and supplies.
3. Obtainable resources include personnel, technology, equipment, facilities,
materials, and supplies that are obtainable from contractors, vendors, suppliers,
and related agencies. The business, agency or department resources that are not
under the purview of the county structure shall be coordinated through
Memoranda of Understanding (MOU). The MOU will specify the resources that
will be provided and reimbursement mechanisms.
4. Resource shortfalls shall be defined as the difference between available and
obtainable resources vs. the necessary resources to accomplish the ESF missions.
Resource shortfalls shall be projected as part of each ESF`s standard operating
procedures, by disaster level (minor, major or catastrophic), to ensure that
specific requests to the State Emergency Operations Center can be quickly made.
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Appendix 1 to Basic
General - Page 3
E. Policies
Each ESF should use resources available and obtainable to accomplish missions/tasks
within its defined purpose. Resource shortfalls will be coordinated through the Collier
County EOC, so that a formal request may be made for additional resources through the
most appropriate means.
II. C ONCEPT OF OPERATIONS
A. General
1. Duty rosters shall be maintained by each ESF. The responsible agency shall
ensure that notification points of contacts lists are maintained and available at the
EOC. All ESF agency representatives shall notify their agency, region or district
of emergency operations activations.
2. Each ESF should notify its team of actual or pending emergencies or disaster
events. In the case of a pending event, personnel shall be placed on standby
notification, and provided duty station information.
3. Each ESF team shall be prepared to review and assess emergency situations, by
planning to provide the following information:
a. Periodic situation reports;
b. Potential problems and corrective measures;
c. Response and short-term recovery plans of action;
d. Resource requests based on short-term and long-term needs;
e. Financial management; and
f. Mutual aid options.
4. Each on-duty ESF team shall prepare and file situation reports with ESF-5 upon
request.
5. Each on-duty ESF should track the status of resources: available/obtainable and
committed.
6. Each on-duty ESF agency shall maintain personnel, expense records and
appropriate ICS forms, especially the ICS Form 214, Activity Log.
7. Each person assigned to the EOC and/or ESF shall complete WebEOC training
provided by the Emergency Management Division before assignment to an
activated EOC as the organizational representative.
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Appendix 1 to Basic
General - Page 4
B. Organization
1. Collier County Emergency Management has adopted the Incident Command
System as its management structure. Each ESF will be managed under one (or
more) of the four management categories: Operations, Planning, Logistics, and/or
Finance (see the Emergency Organization Structure organizational chart). Each
ESF acts as a functional group within the ICS structure. Within the Operations
Group, the following ESF are in each of the following Branches:
a. Human Service: ESFs 6, 8, 11, 15, 17 & 18
b. Infrastructure: ESFs 1,2,3 &12
c. Public Safety: ESFs 4, 8, 9, 10 & 16
2. The Collier County Time-Delineated Schedule (incorporated into this document
by reference) shall serve as a timeframe for response and recovery actions.
3. ESF Lead/Coordinator: The Operations Section Chief shall designate each
ESF Coordinator, if the lead agency is not present, for each incident or incident
period. The ESF lead/coordinator has ongoing responsibilities throughout the
prevention, preparedness, response, recovery and mitigation phases of incident
management. The role of the ESF lead/coordinator is filled through a “unified
command” approach if agreed upon by the primary agencies. Responsibilities of
the ESF coordinator include:
a. Coordinating ESF activities as appropriate relating to catastrophic
incident planning and critical infrastructure preparedness.
b. Pre-incident planning and coordination;
c. Maintaining ongoing contact with ESF agencies;
d. Conducting periodic ESF meetings and conference calls;
e. Coordinating efforts with corresponding private sector organizations; and
f. In concert with Collier County Emergency Management, annual review
and revision of ESF procedures, protocols and/or policies;
g. Maintenance and annual update of available and obtainable resources
database; and
h. Maintenance and annual update of duty roster.
4. ESF agency representatives shall have the authority of their respective agencies
to commit available and obtainable resources without a requirement of additional
managerial approval.
5. In the event that a mission assignment (tasking) requires resources beyond the
scope of a given ESF, coordination with the other ESFs shall be made through
the Operations Section Chief.
6. Supporting Agencies: When an ESF is activated in response to an incident,
support agencies are responsible for:
a. Conducting operations, when requested, using their own authorities,
subject-matter experts, capabilities or resources;
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Appendix 1 to Basic
General - Page 5
b. Participating in planning for short-term and long-term incident
management operations and the development of supporting operational
plans, standard operating procedures, checklists or other job aids, in
concert with existing first responder standards;
c. Assisting in conducting situational assessments;
d. Furnishing available personnel, equipment or other resource support as
requested by DHS or the ESF primary agency;
e. Providing input to periodic readiness assessments;
f. Participating in training and exercises aimed at continuous improvement of
prevention, response, and recovery capabilities;
g. Identifying new equipment or capabilities required to prevent or respond to
new or emerging threats and hazards or to improve the ability to address
existing threats; and
h. Nominating new technologies to the Emergency Management Director for
review and evaluation that have the potential to improve performance
within or across functional areas.
C. Preparedness Phase
Basic preparedness actions include the following for all ESFs.
1. Contact shall be made to all agency points of contact;
2. Twenty-four-hour staffing shall be scheduled, when necessary;
3. Personnel shall report to the Collier County EOC upon confirmation of EOC
activation;
4. Each ESF coordinator should contact and liaison with their appropriate
counterpart at the State EOC;
5. Preliminary vulnerability assessments shall be made and reported to the Collier
County EOC Operations Manager, with estimated repair time frames; and
6. Confirm operational status of all relevant systems outside the EOC.
7. Insure ESF staff have attained the appropriate level of NIMS training and
understand how to prepare the associated ICS paperwork.
8. Complete WebEOC training conducted by the Emergency Management Division.
D. Response Actions
Each ESF agency shall be prepared to:
1. Receive, distribute, evaluate and act upon resource requests;
2. As appropriate, make preliminary arrangements for participation in formal
damage assessments;
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Appendix 1 to Basic
General - Page 6
3. Provide information (verbal and/or written) for situation reports, action plans,
and EOC briefings;
4. Monitor team rosters to ensure 24-hour staff coverage;
5. Maintain ICS Form 214, Activity Log; and,
6. Assess recovery phase requirements and initiate phase-over when and as
required.
E. Recovery
The above actions shall be continued as appropriate during EOC activation, which may
extend well beyond the initial 72-hour response phase. ESF representatives shall remain
aware of the need for relief teams and make request for it based on the magnitude of the
event and projected EOC activation time frames.
F. Mitigation
Each ESF team shall consider mitigation strategies.
G. Direction and Control
The Collier County Emergency Management EOC policies and procedures shall govern
the processing of resource requests, mutual aid and memoranda of understanding.
Appendix 1 to Basic
ESF 2 - Page 1 March 16, 2021
ESF-2: COMMUNICATIONS
AGENCIES RESPONSIBLE
Lead Agency: Collier County Administrative Services Department (Information Technology
Division)
Collier County Emergency Management
Collier County Fire and EMS Chiefs’ Association
Collier County Sheriff’s Office
MUTUAL AID
All jurisdictions that have entered into the Statewide Mutual Aid Agreement
MEMORANDA OF UNDERSTANDING (actual or anticipated)
None
PURPOSE
Provide and/or coordinate communications equipment and service in support of field operations during all
phases of emergency management.
CONCEPT OF OPERATIONS
Resource requests will be acted upon if the request is technically practical and within the objectives of the
incident, response or recovery.
ORGANIZATION
In the Incident Management System, ESF-2 is a function in the Infrastructure Branch and reports through the
Operations Section, Infrastructure Branch.
RESPONSIBILITIES
1. Establish and maintain liaison with all recognized communications groups, as required, within Collier
County, including the following:
State, County, Municipal and other Governmental Agencies
Private Industry;
Electronic Media;
ESF-2 counterparts in adjacent and mutual aid counties.
2. Verify that communications system is fully operational and that all back up systems are operational
Appendix 1 to Basic
ESF 2 - Page 2 March 16, 2021
(generators, uninterruptible power supplies).
3. Establish communications between County and State EOCs, and the County and local governments.
4. Monitor communications system operation to assure efficient communications and to guarantee
availability of radio system resources to emergency responders.
5. Repair, replace or relocate radio system equipment to assure optimal efficiency and operation.
6. Identify and prioritize any repairs necessary to the communication system prior to, during and after
any emergency situation.
7. Contact the radio system vendor to secure additional communications equipment if needed by the
County.
ACTIONS
PREPAREDNESS
1. Test communication system equipment including equipment in the EOC.
2. Notify radio system maintenance vendor of potential emergency situations and anticipated service
requirements.
3. Note any communications system that does not meet operational status and report same via
messaging system.
4. Advise Operations Manager of operational status and estimated time of required repairs.
5. Notify Cellular phone providers for possible need of additional cellular phones.
6. Arrange to secure Multi-Agency Communications and Coordination Vehicle (aka Mobile Comand).
7. Maintain emergency public shelter communications.
RESPONSE
1. Confirm operational status of all communications systems and establish contact with the SEOC.
2. Maintain the ICS Form 205, Incident Radio Communications Plan.
3. Restore critical communications.
4. Repeat operational checks every four hours.
RECOVERY
1. Check communications systems for operational status in emergency shelters, mass care facilities,
feeding sites, distribution sites, staging areas, and Disaster Recovery Information Centers.
2. Plan and execute the repair, replacement or relocation of communications systems equipment to meet
Appendix 1 to Basic
ESF 2 - Page 3 March 16, 2021
the communication needs of disaster workers.
INTERFACE - ALL ESFS.
Appendix 1 to Basic
ESF 3 - Page 1
March 16, 2021
ESF-3: PUBLIC WORKS AND ENGINEERING
AGENCIES RESPONSIBLE
Federal: U.S. Army Corps of Engineers
Federal Emergency Management Agency (FEMA)
State: Florida Division of Emergency Management (FDEM)
Florida Department of Transportation (FDOT)
Florida Department of Environmental Protection (DEP)
County: Growth Management Department and the Collier County Public Utilities Department (PUD)
(Lead Agencies)
Collier County Growth Management Department (GMD):
Coastal Issues, Damage Assessment, Emergency Permits and Building Inspections, Post-storm
NFIP/CRS flood support, Stormwater Management, Emergency Temporary Housing, Traffic
Signaling & Lighting (Emergency Signage), Transportation Infrastructure Issues (Road & Bridge
Inspection and repair), County Airports, Infrastructure Engineering Matters, Waterway Debris
(Assessment and Removal)
Collier County Public Utilities Department (PUD):
County Water Systems (Plants and Distribution system inspection/repair), Wastewater Systems
(Plants and Collection system inspection/repair), Solid & Hazardous Waste Management (Land-
Borne Debris and Hazardous Material Issues)
Support Departments & Agencies:
Collier County Administrative Services
Department
Collier County Emergency Management
Division
Collier County Emergency Medical
Services
Collier County Fire & EMS Chiefs’
Association
South Florida Water Management
District (SFWMD)
Florida Power & Light (FPL)
Lee County Electric Cooperative
(LCEC)
TECO
Collier County Fleet Management
PUD’s Facilities Management Division
Appendix 1 to Basic
ESF 3 - Page 2
March 16, 2021
MUTUAL AID
Statewide Mutual Aid Agreement
Florida Fire Mutual Aid Agreement and FLAWarn Mutual Aid Agreement
PURPOSE
1. Provide and coordinate infrastructure and engineering services to the County’s emergency
management effort during all phases of emergency management.
2. Provide Emergency Support Function 3 (ESF-3) resources (human, technical, equipment, facility,
materials and supplies) upon notification, or activation of the Emergency Operations Center (EOC.)
ESF-3 may also obtain resources (human, technical, equipment, facility, materials, and supplies)
through agency contractors, vendors, and suppliers. Resources may also be obtained from agency
related local, State, regional, national, public, private associations and/or groups.
3. Develop and initiate emergency collection, sorting and debris routes and sites for debris clearance
from public and private property.
4. Prioritize and initiate recovery efforts to restore, repair and mitigate damage to all Public Utility
infrastructure.
ORGANIZATION
The ESF-3 is organized utilizing personnel from both the Growth Management and Public Utilities
Departments depending on their respective areas of responsibility and expertise, as outlined below.
Public Utilities Department:
-Engineering and Project Management Division (Project Management and Inspections)
-Water Division (Water Plants, Compliance, Power Systems, Well Field and Water Distribution)
-Wastewater Division (Water Reclamation Plants, Power Systems, Irrigation Quality System and Collections)
-Solid & Hazardous Waste Division
-Facilities Management Division (Inspections, Prepare Reports, Secure Sites and Coordinate
(Repairs)
Growth Management Department:
- Capital Project Planning, Impact Fees & Program Management Division (Impact Fees,
Stormwater, Transportation Planning, Coastal Zone Management, Pollution Control and
Prevention)
- Development Services Division (Regulatory Management, Development Review, Building,
Zoning and Code Enforcement)
- Operations Division (County Airports, GMD Media Relations, Budget)
- Road Maintenance Division (Road Maintenance & Inspection, Landscape, Survey)
- Transportation Engineering Division (Roads & Bridges, Right of Way, Traffic Lighting and
Signals)
Appendix 1 to Basic
ESF 3 - Page 3
March 16, 2021
RESPONSIBILITIES
The ESF-3 area of responsibility is focused and responsible for those County; Infrastructure (Roads,
Bridges, Causeways, Public buildings, Airports, Stormwater facilities), Waterways (Man-made & Natural
Canals, Beaches & Shorelines, Estuaries and other bodies of water), Utilities (Water, Wastewater and Solid
Waste facilities), as well as the assessment and reporting of damages to all public and private property
within the County. In addition, execute emergency contract support for lifesaving and life-sustaining
services, provide technical assistance to include engineering expertise, construction management and
contracting for real estate services.
- Emergency repair, rerouting or closure of damaged infrastructure.
- Emergency repair or closure of potable water, raw water, sanitary sewer, irrigation quality,
power systems, solid waste facilities, storm waste collection, generators and electrical
distribution system.
- Respond to customer calls for assistance regarding service restoration.
- Establish temporary staging and sorting sites.
- prioritize debris clearance relative to infrastructure restoration.
- Perform initial survey of utility infrastructure damage and prioritize preliminary repairs,
- Allocate debris clearing and public works equipment and process all requests for debris
clearing.
- Execute emergency contracts to support lifesaving & life-sustaining services
- Provide technical assistance to include engineering expertise, construction management and
contracting for real estate services.
Public Utilities Department:
- Land-borne Debris Assessment & Removal Mission
- Maintain fueling operations for the utilities and government infrastructures
- Hazardous Material Issues
- Public Information – Status of potable water and wastewater service to customers.
- Water Distribution System – Water mains (raw and potable), services and fire hydrant damage
assessment and testing of potable water within distribution system.
- Wastewater System – Force Main and gravity main, master pump stations and lift station
damage assessment.
- Public Utilities Engineering – Inspection of project sites and hazard mitigation
- Inspect County facilities for damages
- Prepare damage assessment reports
- Secure facilities
Growth Management Department:
- Damage Assessment of both Public and Private Property
Buildings – Development Services Division
Waterways – Capital Projects Planning, Impact Fees & Project Management
Division
Roads & Bridges – Transportation Engineering and Road Maintenance Divisions
County Airports – Operations Support Division (with support from GMD, a
required)
Appendix 1 to Basic
ESF 3 - Page 4
March 16, 2021
- Coastal Issues (Pre & Post Condition Assessment and documentation) – Coastal Zone
Management
- Emergency Condemnation and Permitting - Development Services Division
- Localized Flooding - Development Services Division and Road Maintenance Division
High Water Marks
Roadway Flooding
- Public Information (GMD) - Community and Media Relations
- Roadway Signaling, Signage and Lighting – Transportation Engineering & Road
Maintenance Divisions
- Stormwater Issues - Capital Projects Planning, Impact Fees & Project Management Division
Weirs, Spillways & Drainage Canals
County Retention Lakes/Ponds
- Temporary Housing - Development Services Division
- Waterway Debris Removal and Mitigation - Capital Projects Planning, Impact Fees & Project
Management Division
CONCEPT OF OPERATIONS
ACTIONS
PREPAREDNESS
Public Utilities Department:
1. Ensure all personnel have received emergency preparedness training in accordance with the Collier
County CEMP, Basic pg 34-35 and Departmental plans and SOPs.
2. Ensure all personnel have their required equipment to perform their assigned responsibilities
3. Ensure Departmental Contact lists for Federal, State, County, Municipalities, Cooperating
Agencies and Contractors are up to date and accurate.
4. Ensure that the ESF EOC workstation is operational and contains all require supplies
5. Ensure that the condition of all infrastructure, property and equipment is recorded and documented
as required by the Federal, State and Local authorities and partners
6. Ensure that all emergency response equipment (generators, radios, food, water and supplies) are
prepared for use
7. Ensure that the Collier County Fleet Management Division has a current list of emergency
requirements
8. Ensure all fuel tanks are full, or to the level required
9. Coordinate with private utility systems
10. Comply with FDEP regulations responding, reporting, and resolving any SSO’s in accordance to
included but not limited to, timeframes to achieve compliance and limit environmental impact.
11. Ensure staff notified of emergency assignments for both pre and post storm.
12. Coordinate with major vendors for assistance post storm.
13. Coordinate staging area for post storm response, including for both staff and vendor response.
14. Pre-inspection of debris sites and approval by all necessary agencies prior to hurricane season.
15. Right of Entry agreements for debris removal obtained for gated communities and others prior to
hurricane season.
16. Interlocal agreements executed for debris removal prior to hurricane season.
Appendix 1 to Basic
ESF 3 - Page 5
March 16, 2021
17. Open purchase orders for all vendors anticipated to be used during the event prior to the storm.
18. Have all portable generators filled and ready for deployment to lift stations.
Growth Management Department:
1. Ensure all personnel have received emergency preparedness training in accordance with the Collier
County CEMP, Basic pg 34-35 and Departmental plans and SOPs.
2. Ensure all personnel have their required equipment to perform their assigned responsibilities
3. Ensure Departmental Contact lists for Federal, State, County, Municipalities, Cooperating
Agencies and Contractors are up to date and accurate.
4. Ensure that the ESF EOC workstation is operational and contains all require supplies
5. Ensure that the condition of all infrastructure, property and equipment is recorded and documented
as required by the Federal, State and Local authorities and partners
6. Ensure that all emergency response equipment (generators, radios, food, water and supplies) are
prepared for use
7. Ensure that the Collier County Fleet Management Division has a current list of emergency
requirements
8. Ensure all fuel tanks are full, or to the level required
RESPONSE
First Priority – Restore Water and Wastewater Plants to operation.
Second Priority – Restore raw water system to supply water plants and master pump
stations to service.
Third Priority – Restore water and wastewater service to hospitals, shelters, and
nursing homes.
Fourth Priority – Restore service utilizing auxiliary power and FPL power to lift
stations.
Fifth Priority – Ensure all compliance requirements are being met for State Reporting
and all testing of water and wastewater system events.
Public Utilities Department:
1. Based on information received from initial inspection work through restoration of water and
wastewater systems in accordance with prioritize areas established pre-storm.
2. Mobilize vendor assistance to post storm staging area, provide assignments, and document
work completed.
3. Organize first push of debris removal from major roadways with Fire and Road & Bridge to
allow for emergency vehicle access and transport.
4. Coordinate assistance through the FlaWarn system for resources from other Florida Utilities,
organizing response and ensuring tracking of all work completed.
5. Provide Debris removal and processing for the County.
6. Project management of debris removal.
7. Monitor and audit debris removal contractors.
8. Provide Hazardous Material response activities in support as appropriate.
9. Maintain all required documentation of work completed and costs, through use of appropriate
records of logs, and work schedules.
10. Mobilize vendor sewage pumper trucks to lift stations that have lost power.
11. Deploy mobile generators to lift stations that have lost power and resource request additional
Appendix 1 to Basic
ESF 3 - Page 6
March 16, 2021
generators as needed.
12. Prepare a draft of after-action issues for EOC
13. Comply with FDEP regulations responding, reporting, and resolving any water or wastewater
system issues to include but not be limited to the timeframes to achieve compliance and limit
environmental impact.
Growth Management Department:
1. Based on information received from First Responders and other trained sources begin planning
for the clearing of priority transportation routes, as directed by the EOC
2. Assist First Responding agencies with Life/Safety priorities as directed by the EOC
3. Make preliminary arrangements for damage assessment team deployment in accordance with the
procedures and protocols contained in the Collier County Damage Assessment SOP
4. Contact appropriate partner agencies and authorities for assistance, as required
5. Assess the condition of all transportation signals, signage and lighting and prioritize temporary
power, repairs and signage
6. Assess the condition and operational status of the County Airports
7. Generate in a timely manner, information to be included in the County Emergency Operations
briefing, situation reports, and/or action plans
8. Provide information and accurate updates to the Emergency Information Center (EOC) and ESF-
14 (County Public Information)
9. Provide Hazardous Material response activities in support of PUD
10. Maintain appropriate records of work schedules, logs and costs incurred
11. Prepare a draft of after-action issues for EOC
RECOVERY
The Collier County Post Disaster Recovery Ordinance, 06-38 specifies the protocols, which set
priorities for restoration of services after a local disaster.
Public Utilities Department:
1. Complete a thorough damage assessment of the County Utilities in accordance with priorities to
provide service to all customers in the water and wastewater system.
2. Provide a status of County Utilities and any urgent concerns to the EOC.
3. Establish a debris removal and recovery timeline for approval by the EOC.
4. Coordinate permanent repairs to utilities infrastructure, providing status updates to EOC as
requested.
5. Complete testing of potable water distribution system with updates provided to the EOC.
6. Auditing of expenses and preparation of documentation for FEMA reimbursement.
7. Inspect County facilities and prepare damage assessment reports.
Growth Management Department:
1. Complete a thorough damage assessment of the County in accordance with the priorities and
needs set by the EOC (Buildings, Infrastructure, Waterways and Coastal)
2. Coordinate the restoration of the County’s stormwater infrastructure, provide updates and status
to the EOC as required
3. Coordinate the restoration of the County’s road and transportation infrastructure, provide updates
and status to the EOC as required
Appendix 1 to Basic
ESF 3 - Page 7
March 16, 2021
4. Coordinate the restoration of the County’s building department services, provide updates and
status to the EOC as required
5. Coordinate and provide for temporary housing as required by the EOC
6. Coordinate and manage waterway debris removal in accordance with the County Disaster
Waterway Debris Plan (Coordinate with PUD)
7. Provide flood response activities as required in support of the NFIP/CRS program and as
requested by the EOC
8. Provide Hazardous Material activities in support of PUD
MITIGATION
1. All activities conducted during a County Emergency or Disaster will be reviewed or considered for
future mitigation activities to lessen or prevent future damage or failure
2. All Departments and Divisions with responsibilities outlined in ESF-3 should participate in the
County’s Local Mitigation Strategy Working Group (before, during and after an event)
3. GMD and PUD will participate with their Division experts in all Federal and State assistance and
mitigation meetings held after an event
4. Where feasible, Departments will pursue mitigation grant opportunities in support of ESF-3
responsibilities
5. Department will update plans and procedures after all events to reflect lessons learned and policy
changes
INTERFACE
Federal, State, County, Municipal and Partner Agencies as required
Appendix 1 to Basic
ESF 4 - Page 1
March 16, 2021
ESF‐4: FIREFIGHTING
AGENCIES RESPONSIBLE
Lead Agency: Collier County Fire and EMS Chiefs Association (CCFEMSA)
City of Naples Fire Rescue Department
North Collier Fire Control & Rescue District
Greater Naples Fire Rescue District
City of Marco Island Rescue Department
Immokalee Fire Control & Rescue District
Collier County Emergency Medical Services
Florida Forest Service
Collier County Sheriff’s Office
Collier County Emergency Management
Appendix 1 to Basic March 16, 2021
ESF 4 - Page 2
Mutual Aid
All jurisdictions that have entered into the Statewide Mutual Aid Agreement and participate in the
Florida Fire Chiefs Association (FFCA) State Emergency Response Plan
PURPOSE
ESF-4 will provide central coordination for fire rescue resource response through a countywide and
regional concept in conjunction with Emergency Support Functions (ESF) 4/9 (Firefighting/ Search &
Rescue) at the Collier County EOC.
• Providing resources for pre-hospital EMS in coordination with ESF-8 (Health & Medical).
• Providing resources for Hazardous Material response in coordination with ESF-10
(Hazardous Materials).
• Providing resources for active shooter, bomb and terrorism in coordination with ESF-16
(Law Enforcement).
• Pre-designating responsibilities for leadership and resources at the local, county, Regional
and state levels.
• Integrating fire rescue into the planning and response phases of emergency management
systems at the county and state level.
Scope
The firefighting resources of the support agencies listed under ESF-4 are utilized under any level of
activation of the Collier County Emergency Operations Center.
The available resources of ESF-4 include personnel, facilities, equipment, vehicles, and supplies. A list
of available resources inventory is located at the headquarters of each of the agencies and at the
Emergency Operations Center. This document outlines the extent of activities conducted by lead and
support agencies to provide and coordinate the firefighting function during response and recovery
phases of a disaster.
This Procedure would be activated for planned events [deemed by the United States Department of
Homeland Security (DHS) as a National Special Security Event (NSSE)], major county disasters or
complex incidents; major state-wide disasters; and terrorist attacks within the local community, county
or state.
Assumptions & Considerations
Assumptions & considerations include the following:
a. A major disaster or catastrophic event may generate conditions (that vary widely in scope,
urgency and degree of devastation) that place a substantial number of people in life threatening
situations requiring prompt rescue and protective actions.
b. The incident or event is expected to go into multiple operational periods and exceeds capabilities
Appendix 1 to Basic March 16, 2021
ESF 4 - Page 3
of day-to-day resources of one or two agencies.
c. The EOC Director has activated the ESF in support of managing the incident or event.
CONCEPT OF OPERATIONS
Within Collier County there are five (5) Fire Departments providing Fire / Rescue services within their
jurisdiction under the command of a Fire Chief.
The responsibility for all types of fire rescue operations is vested in the Fire Chief whose jurisdiction
the fire or incident takes place, regardless of type (structural, grassland, forest or vehicle).
All Fire Departments participate in a local mutual/automatic aid agreement and maintain
communication for the coordination of resources.
The Collier County Emergency Management Mobile Command Center will be dispatched upon request
by the on-scene Incident Commander. Upon arrival, a determination will be made by the Incident
Commander to activate the Collier County EOC for resource support.
Assistance for brushfires is also available through the Florida Forest Service (Caloosahatchee District),
by telephone or radio. See Annex C, Wildfire Response, to this plan for details.
ORGANIZATION
In the Incident Management System, ESF-4 is a function reporting through the Operations Section. The
Emergency Management Director will activate ESF-4 when firefighting services are deemed necessary.
The ESF-4 EOC functions will be managed by Fire Rescue Area Command representatives of the Collier
County Fire and EMS Chiefs’ Association, holding a rank of Captain or above.
RESPONSIBILITIES
Facilitating the ESF-4 Operation;
1. Maintaining contact with the Incident Command Post and maintaining situational awareness;
2. Collect data of current operations and provide that information to the Emergency Management
Director;
3. Prioritize current incidents and determine potential resource needs;
4. Coordinating resources based upon priorities;
5. Receive, distribute, and evaluate resource requests.
6. Develop a list of current operational and resource status of all fire departments;
7. Communicate with the County Coordinator, who will contact the Southwest Regional
Coordinator of the State Emergency Response Plan
8. Provide information and data for inclusion in situation reports.
9. Use information gathered from the community and other agencies to help identify on-going
issues, problems, concerns, and threats.
10. Receive, distribute and evaluate data on impacted areas.
Appendix 1 to Basic March 16, 2021
ESF 4 - Page 4
11. Establish staging areas of mutual aid responders and deploy these teams as needed.
12. Assist in the development of a de-mobilization plan.
INTERFACE
ESF-6, Mass Care
ESF-8, Health, Medical and Human
Services
ESF-9, Search and Rescue
ESF-10, Hazardous Materials
ESF-13, Military Support
ESF-14, Public Information
ESF-16, Law Enforcement
REFERENCES
Collier County CEMP
Terrorism Annex to the Collier County CEMP
Collier County Fire and EMS Chiefs Association (CCFEMSA) Mutual Aid Agreement
Florida Fire Chief’s Association Statewide Emergency Response Plan (SERP)
Florida Association of Search and Rescue Resource Typing Policy and Annexes
State of Florida CEMP, ESF-9
State of Florida Field Operations Guide (FOG)
Federal ESF-9 Annex
Appendix 1 to Basic March 16, 2021
ESF 4 - Page 5
ESF-4 Checklist
Status
Done
Status
Pending
ESF-4 Checklist
□ □ Obtain initial briefing regarding the incident
□ □ Discuss with the Emergency Management Director, the level of
involvement in the incident for the Firefighting Emergency Support
Function and the Emergency Operations Center.
□ □ Establish EOC activation level and time of activation.
□ □ Confirm notification & ascertain status of support agencies
□ CC Sheriff’s Office
□ Florida Fish and Wildlife
□ Greater Naples Fire Rescue
□ Immokalee Fire Rescue
□ North Collier Fire Rescue
□ City of Marco Fire Rescue
□ City of Naples Fire Rescue
□ Florida Forest Service
□ CC EMS
□ □ Identify any applicable existing emergency management plans/reference
books that will serve as a resource(s).
□ □ Obtain a summary of resources and support agencies currently involved
in the response to the incident
Ascertain each agencies current:
□ Role or funcƟon;
□ Incident objecƟves (long‐term and short‐term).
□ □ Prepare initial strategies for the immediate near future (i.e., for the next 4
to 24 hours).
□ Develop a list of preliminary incident objectives.
□ Generate a tentative evacuation and sheltering schedule, as the
situation requires an ESF‐4 24‐hour staffing schedule.
Appendix 1 to Basic March 16, 2021
ESF 4 - Page 6
Status
Done
Status
Pending
ESF-4 Checklist
□ □ Develop a list of preliminary incident objectives.
□ □ Assemble information on alternative strategies:
□ Review current situation status, weather conditions, and prediction
reports from current incident status.
□ Develop alternative strategies and identify resources required to
implement alternative operations.
□ Contact the involved ESFs to identify resource availability for the
incident.
□ □ Identify need for use of specialized resources (e.g., technical specialists).
□ □ Provide periodic predictions on incident potential:
□ Identify values at risk/possible hazards and document predictions on
course of incident.
□ If prediction indicates a significant change in the course of the incident,
immediately notify the Public Safety Branch Director.
□ □ Review and distribute Incident Commander’s orders.
□ □ Prepare demobilization plan if the incident de‐escalates:
□ Plan of action should summarize and include how agency will transition
to normal day‐to‐day operations.
□ Ensure proper coordination with MDFR Command Post, EOC Operations
Section Chief, EOC Branch Directors, and ESFs.
□ Coordinate communication relative to the demobilization process and
support the EOC demobilization process until completed.
Appendix 1 to Basic March 16. 2021
ESF 5- Page 1
ESF-5: PLANNING AND INTELLIGENCE
RESPONSIBLE AGENCIES
Lead Agency: Collier County Emergency Management Division
Collier County Administrative Services
Department
Collier County Operations & Public
Information Division
Collier County Growth Management
Department
Mutual Aid
All jurisdictions that have entered into the Statewide Mutual Aid Agreement
PURPOSE
1. Collect, interpret and distribute information to assist government agencies, private business and
the general public with response and recovery operations. Disseminate the process for how
missions/assignments and resources will be coordinated between agencies and levels of
government.
2. Provide impact and damage assessment information to all pertinent state and federal agencies.
CONCEPT OF OPERATIONS
ESF 5 acts as the central point of contact for gathering information/intelligence and producing the
incident action plan and maintaining the communication and coordination linkage with the SEOC. This
function also provides the external communications and coordination between the EOC and FEMA,
SEOC, Collier’s municipalities, etc.
ORGANIZATION
The ESF-5 lead agency representative reports to the Response and Recovery Managers. Groups under
ESF-5 include: Geographic Information Services (GIS), Emergency Satellite Communications/Warning,
Damage/Impact Assessment, Redevelopment, documentation, emergency planning and other technical
planning specialists.
RESPONSIBILITIES
The Lead Agency will:
1. Obtain a summary of resources and agencies currently involved in response to the incident.
2. Prepare an initial strategy for the immediate operational period (e.g., the next four hours, the next 24
hours).
3. Establish time intervals for the operation period.
4. Prepare a list of all agencies, department, and/or individuals with whom contact must be made for
Appendix 1 to Basic March 16. 2021
ESF 5- Page 2
representation in the EOC.
5. Compile and display incident assessment and status information.
6. Assemble information on alternative strategies.
7. Identify the need for specialized resources and activities, e.g., DRCs and PODs.
8. Provide periodic predictions on incident potential.
9. Prepare and distribute Response/Recovery Manager’s Incident Action Plans.
10. Maintain communications and coordination processes with the State Emergency Operations Center.
11. Prepares geographical depictions of the disaster impact.
12. Prepare an EOC phase-down/demobilization plan.
Support Agencies will provide staff to train in assist in emergency operations center.
ACTIONS
Preparedness
Emergency Management Division will:
1. Perform a hurricane vulnerability analysis of the threatening emergency event and revise as situation
warrants.
2. Monitor NOAA Weather Radio information.
3. Maintain the capability to trigger Civil Emergency Message (CEM) activation and to include local
statements in NOAA Weather Radio advisories with NWS – Miami.
4. Maintain and update needed computer data and programs, maps, critical facility information,
evacuation studies, demographics and critical county data.
5. Periodically review and update procedures, forms and the proper application of information and data.
6. Determine method of assessing damages and activate damage/impact assessment team(s).
7. Complete and report, as required, information addressed in Attachment 1, Essential Elements of
Information for Situation Reports if access to the State’s WebEOC account is not available.
Public Utilities Department (Facilities) will implement interior and exterior security systems and plans for
EOC.
Response
Administrative Services Department (Human Resources) will provide augmentation staff for the EOC support
and manage the Collier Emergency Information Hotline.
Appendix 1 to Basic March 16. 2021
ESF 5- Page 3
Information Technology Department will:
Provide and display mapping and spatial analysis.
Operations & Public Information Division will:
1. Establish the EOC’s Joint Information Center (JIC), when necessary.
2. Perform duties as the County Public Information Officer
3. Monitor social media.
4. Maintain the Collier Emergency Web page.
5. Maintain coordination and communication channels with the Collier Emergency Information Hotline.
Emergency Management Division will:
1. Develop Incident Action Plans through meetings and review of the IAP worksheets (see Attachment
3 – INCIDENT ACTION PLAN/SITREP WORKSHEET) from EOC members.
2. Staff the planning cell similar to Attachment 4.
3. Complete and transmit situation and impact report(s) to the Florida Division of Emergency
Management either through WebEOC, e-mail or telephone. Initial situation report will be sent to
the SEOC within the first four hours of “an event.” Situation/Impact reports thereafter will be
transmitted to the FDEM by 5:00 pm daily until no longer required.
4. Monitor storm characteristics and provide periodic predictions on incident potential.
5. Activate the warning/information communication networks.
6. Determine initial mutual aid requirements, State/Federal resource requirements and request
assistance from State EOC. Use Attachment 2, Resource Request Form, if the State’s WebEOC
account is not available.
7. Compile and display incident assessment and status information.
8. Maintain communications with the State Emergency Operations Center.
Recovery
The County Manager will activate and mobilize the Recovery Task Force to perform duties in accordance
with Post Disaster Recovery Ordinance.
Emergency Management will:
1. When warranted, initiate the request to the State Emergency Operations Center (SEOC) for the Joint
State/FEMA Preliminary Damage Assessment (PDA).
Appendix 1 to Basic March 16. 2021
ESF 5- Page 4
2. As necessary, make requests to the State for assistance not available locally. The State will
coordinate this/these request(s) with FEMA should the assistance not be available within the State.
3. Collect and process information regarding recovery activities while the response phase of the disaster
is ongoing. If warranted, request FEMA Disaster Recovery Centers and coordinate their placement.
4. Determine Information and Referral Services data for disaster recovery centers, individual assistance
and temporary housing programs.
5. ECONOMIC INJURY ASSESSMENT: Gather information from the damage/impact assessment
teams regarding the disaster’s impact to businesses in order to begin building a case regarding an
Economic Injury to a community. At a minimum, the planning section needs to know the business
name, address and type damages noted. Based on the information gathered, the Plans Chief may
transmit a request, via WebEOC or telephonically, to the SEOC and request a SBA assessment team.
6. Compile information to support recovery activities.
7. Develop IAPs to identify projected operational objectives and requirements for the recovery phase.
8. Establish Disaster Recovery Information Centers and coordinate other support activities.
9. Anticipate the types of recovery information the Operations Section will require.
10. Establish staging areas.
11. Establish emergency distribution centers and coordinate other support activities upon receiving a
Presidential Declaration.
12. Coordinate emergency relief assistance.
13. Distribute FEMA information provided at briefing.
14. Prepare EOC phase down/demobilization plan.
Communications and Customer Relations Division will:
1. Maintain the Collier County Emergency Web page.
2. Monitor social media.
Information Technology Division will provide and display mapping and spatial analysis to determine physical
and economic disaster impact.
All Departments and Governmental agencies having disaster related expenses and damages:
1. Should attend the public officials briefing for Federal Public Assistance.
2. Developing project worksheets for their areas of responsibility.
3. Coordinate documentation of emergency work (daily activity reports; personnel, equipment and
materials expense logs; and data on damage eligible for Federal reimbursement).
Appendix 1 to Basic March 16. 2021
ESF 5- Page 5
Growth Management Department will:
1. Prepare maps showing disaster damage locations as determined by the Emergency Management
Department.
2. Aid in identifying temporary housing sites.
3. Transition Recovery activities from the Emergency Operations Center to another facility in order to
ready the EOC for the next disaster event.
4. Initiate local damage/impact assessment activities.
Mitigation
1. Assess the County and its municipalities’ emergency management programs, with assistance from
State and Federal agencies.
2. Aid in the establishment and coordination of State/Federal hazard mitigation programs.
3. Perform hazard mitigation projects or programs to reduce the community’s hurricane susceptibility
and vulnerability.
INTERFACE
ESF-5 interfaces with all personnel and agencies in the EOC in obtaining relevant information.
Appendix 1 to Basic March 16. 2021
ESF 5- Page 6
Attachment 1
State Emergency Response Team
Essential Elements of Information
Event Information Form Event:
County: Collier County Contact:
Completed By: Phone Number:
E-mail Address: Date and Time:
SERT Liaison: Report #: Pre-Event Post
Event
1. EOC Activation Level: 2. Local State of Emergency Date and Time:
3. PIO Activated: Media Releases:
4. Rumor Control / Hotline Phone Number: Date and Time:
5. Confirmed Fatalities:
Confirmed Injured: Confirmed Missing:
6. Incident Command Post Location: Latitude Longitude
7. Staging Area Location: Latitude Longitude
8.Evacuation Order: Date and Time: Est. Number Evacuated:
9. Curfew Orders: Date and Time:
10. Local Government Office Closing Date:
11. School Closing Date:
12. Boil Water Order (ESF 8):
13. Other Health Orders (ESF 8):
14. Hospital Closed (ESF 8):
15. Animal Issues:
Homes and Businesses Destroyed Major Damages (>50%) Minor Damages
(<50%)
16. Single Family Dwellings:
17. Multi-Family Dwellings:
18. Businesses Impacted:
19. Total Homes and Businesses:
Public Assistance
20. Critical Facilities Impacted:
21. Water and Sewer Structures Impacted (ESF 3):
22. Other Structures Impacted (ESF 3):
23. Vehicles Impacted:
24. Communications Impacted (ESF 2):
25. Hotel / Motel Sheltering Status:
Additional Comments:
Appendix 1 to Basic March 16. 2021
ESF 5- Page 7
Attachment 2 – Resource Request Form
WEBEOC MISSION # DATE/TIME:
CALLER/TITLE COUNTY
Phone/pager/cell # Municipality
What are they requesting? (size / capacity / amount / quantity)
What need will the requested resource fulfill?
Number of Individuals to be served?
(food/water/ice requests) When do they need it?
Do they have the ability to pick up the resource? Yes/ No Do they have the ability distribute the resource? Yes/ No
How long will the resource be needed?
Delivery Address City/ street/ zip code/ latitude longitude or landmarks. As much information available.
On Scene Contact’s Name Final “Point of Use” location of the Resource:
On Scene Contacts phone / pager/ cell #
GENERATOR REQUESTS
Generator Size kW or KVA Use: Facility Back up Field Ground Power
Voltage
All GenSets 5-150 kW are 110/220V / Larger are 440V Do they need power cable? Yes / No Quantity Feet
Can they refuel?
All sets use diesel Yes / No Phase 1 / 3 Do they have personnel to install, maintain /operate it. Yes / No
Do they have conversion fittings to connect to/by-pass facilities/lift stations? Yes / No Do they have a forklift to off load it? Yes / No
PUMP REQUESTS
Pipe Diameter or volume of water in Gallons-Per-Minute
Pipe Length : Intake Discharge
Can they re-fuel Yes / No Type Gas/Diesel Do they have personnel to install, maintain /operate it Yes / No
Do they have proper conversion fittings to connect to by-pass, facilities? Yes / No Can they off Load it? Yes / No
WATER
Bottled water or bulk water If Bulk water to they need containers in order to distribute it or will they transfer water to holding tank(s) Yes/ No
Bottled Water: Do they have a loading dock Yes / No Do they have a fork lift or pallet jack Yes / No
Number of Individuals to be served? Is this a recurring mission if so or how many days
Pack Pref. □ PET □ 1.5 LTR □ 1 Gal □ 2.5Gal Holding Tanks ________________ Gal. Capacity
TRUCKS/HEAVY EQUIPMENT
Type: (Dump Truck, LGP Dozer, Road Grader,
Vacuum Truck, Forklift etc.)
Truck Capacity (volume or tonnage) Dump Cu Yd Truck GVW Forklift Capacity
Two, four or six wheel drive capability Fuel Type Gasoline / Diesel / Propane
Driver and Maintenance requirements All-Terrain? Yes / No
Trailer: □ Box 48’ or 53’ □ Flatbed □ Drop Deck □ Low Boy □ Tanker (Potable Water) □ Vacuum truck (non-potable or waste water)
Appendix 1 to Basic March 16. 2021
ESF 5- Page 8
Attachment 3 – INCIDENT ACTION PLAN/SITREP WORKSHEET
INCIDENT
BRIEFING
1. INCIDENT NAME
2. DATE PREPARED 3. TIME PREPARED
4. SECTION/FUNCTIONAL GROUP/AGENCY COMPLETING FORM
5. OPERATIONAL PERIOD:
6. SUMMARY OF CURRENT SITUATION, OPERATIONS, AND OBJECTIVES
No change from previous report
7. PROBLEMS ENCOUNTERED OR POTENTIAL OBSTACLES
No change from previous report
8. ASSISTANCE REQUIRED OR REQUESTED
No change from previous report
9. PROJECTED INCIDENT OBJECTIVES
No change from previous report
10. PREPARED BY (Name and Position)
11. APPROVED BY (Name and Position)
Appendix 1 to Basic March 16. 2021
ESF 5- Page 9
Attachment 4 – Planning Structure
Planning
SITREP Resources/Tracker Documentation Technical
Weather GIS Modeling
Appendix 1 to Basic March 16, 2021
ESF 6 - Page 1
ESF-6: MASS CARE
RESPONSIBLE AGENCIES
Lead Agency: Collier County Emergency Management Division
Collier County Growth Management
Department
American Red Cross - Collier County
Chapter
Collier County Domestic Animal
Services
Florida Health Department - Collier
County
Collier County Emergency Medical
Services
Collier County Fire and EMS Chiefs’
Association
I HOPE
Collier County Community & Human
Services
Collier County Parks and Recreation
Division
Collier County Public Schools
The Salvation Army
St. Matthew’s & Immokalee Friendship
Houses
Collier County Sheriff’s Office
Mutual Aid
All jurisdictions that have entered into the Statewide Mutual Aid Agreement
Memoranda of Understanding (actual or anticipated)
Collier County Disaster Mental Health
Task Force
First Assembly of God
Harry Chapin Food Bank (Second
Harvest)
St. Matthew’s House/ Immokalee
Friendship House
PURPOSE
The purpose of ESF6 is to provide and coordinate mass care services. The basic human services needs
include temporary shelter, feeding, first aid, clothing, disaster welfare information, and transition from pre-
disaster response to post-disaster recovery.
POLICIES
1. Shelters shall be managed in accordance with ARC 3031, “Mass Care - Preparedness and
Operations” (April 1987), regardless of whether they are County operated shelters or ARC designated
shelters.
2. The Salvation Army Standard Operating Procedures and Food Protocols shall serve as the standard
protocols for comfort stations and mass feeding sites.
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ESF 6 - Page 2
3. The Emergency Management Division, in consultation with the Board of County Commissioners,
Sheriff’s Office and on-scene Incident Commander will make determinations as to which populations
need to be evacuated and when provisions for mass care will be provided.
4. Special Needs Shelters will be managed and staffed in accordance with the recommendations of the
Collier County Special Needs Task Force, as described in the County’s “Guidelines for Special
Needs Shelters” (Dec 2016). The manual is incorporated into this plan by reference.
5. The Collier County “Inclement Weather Sheltering Policy” incorporated in this plan by reference,
shall serve as guidance for inclement weather shelter operations.
6. Generally speaking, Points of Distribution (POD) sites will not be established with five miles of an
operating grocery store. At these POD sites, commodities for public distribution will vary based on
the effects of a particular disaster event, e.g., ice, water, roofing tarps, food, etc.
CONCEPT OF OPERATIONS
Comfort Stations are designed to support existing services lost or overwhelmed due to disaster: feeding,
temporary refuge (respite), information, first aid, crisis counseling, social service assistance and showers.
Points of Distribution are sites established near disaster impacted areas whereby people can drive through the
location in order to receive emergency essential items such as: ice, water, food, tarps, etc. Additionally, this
appendix addresses the strategy used by Collier County to facilitate meeting the short-term and long-term
housing needs of disaster victims.
ORGANIZATION
In the Incident Management System, ESF-6 is a function in the Human Services Branch and reports through
the Operations Section, Response Unit.
RESPONSIBILITIES
The Emergency Management Director and Collier County Public Schools Representative, in coordination
with the superintendent, will determine which facilities are to be used as shelters and the time of shelter
opening. The school representative will alert school staff, ARC and/or Collier County Emergency
Management designee will alert shelter managers. The Emergency Management Division will contact
law-enforcement for security and EMS for basic medical support at each shelter. Shelter openings and
times will be disseminated to local media.
1. Maintain current listing of shelter sites and up-to-date comfort site resource lists.
2. Open and operate shelters (evacuation centers) and feeding centers for people who must evacuate due
to a disaster or potential threat.
3. Make provisions for temporary housing for people whose homes are uninhabitable after the disaster.
(See Attachment 1 to this Appendix for the Temporary Housing Strategy)
4. Provide food and water to the evacuation centers, disaster relief centers and other established feeding
sites. (See Attachment 2 to this Appendix for the Points of Distribution & Staging Area Strategy.)
5. Provide comfort items and services to people affected by or responding to the disaster, including
social service assistance and mental health services.
Appendix 1 to Basic March 16, 2021
ESF 6 - Page 3
6. Provide centralized registration and inquiry service on evacuees.
ACTIONS
Preparedness
1. Commence coordination of the emergency public sheltering plan (i.e., transportation, designation,
staffing, equipment, and supplies).
2. Determine need for portable toilets to be delivered to shelter locations.
3. Activate Emergency Worker Family Shelter(s).
Response
1. Evaluate the status and conditions of the evacuation centers to determine which centers should
remain open. Continue phasing of emergency public shelter openings and placement of shelter signs.
2. Monitor shelter conditions and correct any deficiencies.
3. Determine long-term relief service or Human Service delivery needs (i.e., information and referral,
housing, health care, transportation, chores for elderly/disabled).
4. Consider establishing Community Assessment Teams to survey those persons who sheltered in place.
5. Consider establishing Human Services Teams to survey elders who sheltered in place as to their
general welfare and needs.
6. If necessary, establish information and referral desk at Disaster Recovery Information Center(s).
7. Establish a mechanism for delivery of food and water, clean up kits and other supplies as determined
for individuals who cannot access them in the community.
8. Coordinate and establish a mechanism for delivery of food and water, clean up kits, and other
supplies through existing delivery systems for the elderly.
9. Based on information received from damage/impact assessment teams determine if additional mass
care services are needed and in which communities.
10. Consider opening mass feeding sites: Guadalupe Center, Immokalee; St. Matthew’s House and
Immokalee Friendship House
11. Coordinate the establishment of Comfort Stations at centralized locations for disaster victims and
responders to seek information and obtain basic life-sustaining services.
12. Coordinate with ESFs -5 and -11 regarding mass feeding sites.
13. Coordinate with ESF-8 to ensure medical attention is provided for people who have a medical need
beyond the first aid level of care.
Appendix 1 to Basic March 16, 2021
ESF 6 - Page 4
14. Coordinate with ESF-8 for the provision of medical and mental health services.
15. Coordinate with ESF-12 for priority service restoration to mass care sites and for the acquisition of
supplemental power sources.
16. Coordinate with ESF-16 for additional security at mass care sites.
Recovery
1. Monitor the condition of evacuees and responders and provide needed services.
2. Coordinate mass feeding locations to ensure optimal logistics for public service based on emergency
needs.
3. Coordinate with ESFs-3 and -8 to ensure sanitation and garbage removal services.
4. Coordinate with ESFs -11 and -15 to ensure continued coordination for mass feeding.
5. Continue/complete furnishing relief/human service delivery assistance.
6. Establish mobile and fix Points of Distribution (POD) sites around the affected disaster area.
Mitigation
1. Participate in shelter deficit reduction strategies/activities and shelter demand studies.
2. Coordinate public education and awareness to encourage individual responsibility (preparedness) and
to reduce shelter demand.
INTERFACE
ESF-2 - Communications
ESF-5 – Planning & Intelligence
ESF-8 – Health, Medical, and Human Services
ESF-11 - Food
ESF-12 – Energy
ESF-14 – Public Information
ESF-15 - Volunteers and Donations
ESF-16 - Law Enforcement
Appendix 1 to Basic March 16, 2021
ESF 6 - Page 5
Disaster Temporary Housing Strategy
Attachment 1
PURPOSE:
Develop a strategy that addresses emergency housing needs once “risk-shelters” close. Both short term and
long-term housing needs will be addressed.
BACKGROUND:
Hurricane Wilma (2005) demonstrated the need to have options developed prior to a disaster event to meet
the housing needs of the displaced residents of Collier County.
DEFINITIONS:
Short-term Housing Assistance/Emergency Housing: Housing assistance for up to 30 days
to meet immediate post-disaster housing needs. This may be Transitional Shelter Assistance
(TSA). Transitional Shelter Assistance (TSA) is for FEMA-registered applicants who are unable to
return to their pre-disaster primary residence because their home is either uninhabitable or
inaccessible due to a Presidentially declared disaster. TSA is intended to reduce the number of
disaster survivors in congregate shelters by transitioning survivors into short-term
accommodations through direct payments to lodging providers. TSA does not count toward an
applicant’s maximum amount of assistance available under the Individuals and Households
Program (IHP). The initial period of assistance will be 5-14 (adjustable to 30 days, if needed)
days from date of TSA implementation. FEMA, in conjunction with the state, territorial, or tribal
government, may extend this period of assistance, if needed, in 14-day intervals for up to six
months from the date of disaster declaration. Under TSA, disaster survivors may be eligible to
stay in an approved hotel or motel for a limited period of time and have the cost of the room and
taxes covered by FEMA. For those who are eligible, FEMA will authorize and fund, through direct
payments to participating hotels/ motels, the use of hotels/motels as transitional shelters.
Long-term Housing Assistance: Temporary housing assistance for up to 18 months, unless
extended by FEMA.
Comfort Stations: These resources are provided by the State to establish a communal-type
service in a neighborhood in order to allow people back into their homes while addressing basic
health and safety needs, e.g., showers, waste, feeding, first aid, etc.
GOALS:
Get people back into their homes.
o Through rapid habitability assessments
o Through installation of Comfort Stations
Identify retail temporary housing sites on the economy, e.g., apartments, hotels/motels, etc.
Provide communal housing facilities using government or private-non-profit facilities.
Smooth the process of permitting and temporary zoning waivers, etc., to accommodate the
prompt placement of mobile homes and travel trailers.
Last resort; identify potential lands that could be used by FEMA for temporary mobile home
communities or group sites for displaced disaster victims. (NOTE: May require private/public
partnerships in order to accomplish this mission.)
ROLES & RESPONSIBILITIES:
Appendix 1 to Basic March 16, 2021
ESF 6 - Page 6
In order for this strategy to be successful, initial roles and responsibilities need to be embraced by those
tasked.
Emergency Management Division will maintain this strategy.
Director of Community and Human Services has the primary leadership role for emergency,
temporary and long-term housing following a disaster.
American Red Cross will mainly be responsible for administering short-term housing as it relates
to shelters.
Collier County Parks & Recreation Division will provide the “bridge” between short-term and
long-term housing using recreation center facilities should no other short-term housing assistance
be readily available.
Tourism Development Council (TDC) will maintain contacts with the hotel-motel industry for
room availability.
Growth Management Department will report on the status of HUD housing availability, home &
apartment-rental availability, travel trailer/mobile home pad site availability, provide habitability
assessment services for any dwelling unit or structure identified for disaster housing use and
provide land use verification for potential housing missions to include zoning restrictions and
elevation determinations.
SHORT-TERM & EMERGENCY HOUSING:
Immediately after the disaster event passes, initial damage assessment and habitability assessment
teams will blanket the community to assess the impact and potential housing needs. While this is
occurring, shelters (Collier District Schools) will begin the process of closing and the EOC will begin the
process of identifying & opening community shelters for those unable to return to their homes because
they are neither safe, sanitary nor secure.
The EOC will identify potential communities that can benefit by having Comfort Stations and
initiate the process with the State to bring them to those areas.
Tourism Department will prepare a listing of hotel/motel room availability and furnish it to the
State/FEMA Housing Officer.
GMD will identify potential home and apartment rental leads to the State/FEMA Housing Officer.
LONG-TERM HOUSING:
While short-term housing operations are occurring, long-term housing options begin.
State/FEMA Housing officers, with the help of the appropriate GMD departments, will facilitate
placing people in leased accommodations within the community.
GMD will facilitate the legal requirements to allow travel trailers to be temporarily placed within
housing communities while repairs to the permanent homes occur.
GMD will help State/FEMA Housing officers identify sites for placement of mobile homes
(individual lots and/or open lands for new temporary mobile home communities)
Note: Initial Staging Area(s) for travel trailers/mobile homes: The potential areas that have been
identified for the drop-off area of disaster housing units are:
Collier County Fair Grounds
Immokalee Airport
Appendix 1 to Basic March 16, 2021
ESF 6 - Page 7
Appendix 1 to Basic March 16, 2021
ESF 6 - Page 8
Points of Distribution & County Staging Area Strategy
Attachment 2
PURPOSE:
Develop a strategy identify Points of Distribution (POD) sites and Logistical Staging Areas around the county
as well as to determine the resources required to activate them.
BACKGROUND:
Hurricane Wilma (2005) demonstrated the need to identify and activate an initial single large, survivable site
in the county to receive State/FEMA-delivered food, water ice, etc., items for distribution to the public. Then
to break down those supplies and distribute them to the impacted areas while assessing which pre-sited
PODs would be activated to best serve the affected communities. We found that by activating all PODs
simultaneously, resources were spread too thinly; resources were sent to areas not needing the supplies and
promises were broken; thereby almost causing a riotous situation.
GOALS:
Establish a county logistical staging area to receive emergency supplies and equipment.
Establish a mobile emergency supply distribution capability for immediate safe response to
impacted areas as soon as possible.
Efficiently establish practical points of distribution (PODs) in an impacted community that will be
of the greatest benefit to the most victims.
ROLES & RESPONSIBILITIES:
In order for this strategy to be successful, initial roles and responsibilities need to be embraced by those
tasked.
Emergency Management Division will determine which PODs are activated and provide overall
POD program management and supervision.
Real Estate Services will make contacts & arrange leases and agreements.
Parks & Recreation Division will plan for their Parks employees being available to distribute
product to the disaster victims. They will be the lead agency for each POD.
Code Enforcement Division will provide product distribution assistance to disaster victims under
the direction of the Emergency Management Director, once the preliminary damage assessment
tasks are complete, as determined by the Building Director or his/her designee.
Human Resources Division will plan to identify employees to staff each POD 72-hours after the
initial POD is activated.
Collier County Sheriff will assist with traffic control and security at each POD and monitor crowd
activities.
Collier County Purchasing Division will arrange for contracts for material handling equipment
and POD support items, e.g., lighting units, porta-potties, etc.
Each city will plan to assume responsibility and staffing for their respective PODs should they
require them beyond the initial 72-hour operation.
Depending on the magnitude of the disaster, one (or two) main initial POD(s) will be established to
receive State/Federal disaster relief essential supplies. The State will establish the initial POD with
material handling equipment (MHE) and 20 Florida National Guard. They will be responsible for the POD
in the initial 72-hours; then the County assumes responsibility for the POD. (NOTE: The State will not
Appendix 1 to Basic March 16, 2021
ESF 6 - Page 9
place a POD within 5 miles of an open major retailer supermarket or home improvement store.)
A listing of potential POD sites will be maintained in the Emergency Operations Center by ESF-5,
Planning & Intelligence. The reason for this is: Advertisement for an operational POD will not occur until
the site is ready for operation. The State Division of Emergency Management has a copy of the county’s
potential POD listing.
Initial Staging Area(s) & Points of Distribution:
The initial setup of each Fixed Point of Distribution (F-POD) will be accomplished by the Florida National
Guard (FNG). They will run the F-POD for the fixed 72-hours. We will use the “State’s County Point of
Distribution Model” as a guideline to staff, organize and equip local PODs.
Depending on how a disaster impacts a community, the EOC will deploy mobile units to distribute essential
supplies, e.g., water, ice & food, etc., to impacted areas. These points are referred to as Itinerant-Points of
Distribution (I-POD) if a F-POD would not be suitable either because of traffic pattern or the number of people
served. Non – Governmental Organizations (NGO) wishing to participate in bulk distribution of essential
supplies will coordinate their activities with the EOC, ESF-15, Volunteers and Donations, in order to pick up
bulk items at the County Staging Area.
Regarding the ordering of food, water and tarps from the State’s Logistics Staging Area (LSA), water and food
are ordered by the truckload. About 20 pallets of water and 22-24 pallets of food are in each truckload.
Regarding tarps, 20 pallets if single stacked and 40 pallets if they come in double staked. We ordered
10,000 tarps and they came in on six tractor trailers.
County Logistics Staging Areas:
Site Responsible Agency USNG
Immokalee Airport Airport Authority 17R MK 5983 2370
Barron Collier High School Collier District Schools 17R MJ 2394 9987
Recommended Equipment for Immokalee Airport:
Two Forklifts
Two Portable loading Docks
Six Pallet Jacks
Six Portable Light Kits
Four Porta-Potties
Canopy/Tent
Traffic Cones X 50
Recommended Equipment for Barron Collier site :
Three forklifts
Seven Pallet Jacks
Three portable light kits
Four Porta-Potties
Canopy/Tent
Traffic Cones X 50
Other Potential Distribution Sites:
Although we haven’t previously used these Wal-Mart sites, CC `BCC does have agreements with each
store allowing us to use a portion of the parking areas.
Site Responsible Agency USNG
North Collier Regional Park CC Parks & Recreation 17R MK 2509 0524
Wal-Mart, Immokalee Road & I-75, Agreements on file in EOC 17R MK 2553 0603
Appendix 1 to Basic March 16, 2021
ESF 6 - Page 10
Wal-Mart, US-41 and Immokalee Rd. Agreements on file in EOC 17R MK 1985 0643
Wal-Mart, CR-951 & Davis Blvd. Agreements on file in EOC 17R MJ 3121 9242
Wal-Mart, US-41 E & Courthouse Agreements on file in EOC 17R MJ 2385 8958
Appendix 1 to Basic March 16, 2021
ESF 6 - Page 11
Recommended Equipment for each POD
Type III Distribution Point Resources Required
Type III Distribution Point
Manpower Equipment
Type Day Night Type Num ber Local Responsibility Forklift Operator 1 1 Forklifts 1
Labor 15 2 Pallet Jacks 1
Loading PT 9 Power Light Sets 1
Back-up Loading PT 5 Toilets 2
Pallet Jacks Labor 1 Tents 1
Totals 16 3 Dumpsters 1 Others Law Enforcement 2 1 Traffic Cones 10
Comm unity Rel. 1 0 Two-way radios 0
Grand Total 19 4
Appendix 1 to Basic March 16, 2021
ESF 6 - Page 12
Disaster Recovery Centers
Attachment 3
PURPOSE:
Develop a strategy that addresses how to obtain information about emergency assistance after the disaster
strikes.
BACKGROUND:
A variety of disasters have demonstrated the need to have people available to explain the emergency
assistance available to disaster victims.
DEFINITIONS:
Mobile Disaster Recovery Centers (MDRC): They are RVs equipped with computers and
satellite uplink capabilities. Designed as traveling disaster recovery centers, MDRCs can be
centrally located in disaster areas.
Disaster Recovery Centers (DRC): A fixed site, usually a community center, sited near the
disaster areas equipped with phone services and fax services and staffed with representatives
from federal, state and local agencies.
SERVICES:
Guidance regarding disaster recovery;
Clarification of any written correspondence received;
Housing Assistance and Rental Resource information;
Answers to questions, resolution to problems and referrals to agencies that may provide further
assistance;
Status of applications being processed by FEMA; and
U.S. Small Business Administration (SBA) program information.
ROLES & RESPONSIBILITIES:
In order for this strategy to be successful, initial roles and responsibilities need to be embraced by those
tasked.
Emergency Management Division will make all “formal communications” with the SEOC via the
EM Constellation program, e-mail or a phone call. Some of the activities initiated by the
Emergency Management Department include:
o Identify potential DRC sites to the SEOC,
o Make the requests to the SEOC for DRCs,
o Insure FEMA is provided a liaison for each DRC,
o Coordinate local agency presence at each DRC from the follow agencies based upon the
type needs anticipated:
Appendix 1 to Basic March 16, 2021
ESF 6 - Page 13
Collier County Community & Human Services
American Red Cross
Project Hope
Department of Children & Families
Direct Assistance Group (I HOPE)
o Advertise to the disaster victims the need to apply for assistance at (800) 621-FEMA
(3362), TTY (800) 462-7585 or online at www.fema.gov before visiting an MDRC/DRC.
o Based on the local services desired in the Disaster Recovery Center by the Emergency
Management Director, personnel identified to fulfill those services will be contacted by
phone, e-mail, or any other form of communication and given instructions to report to
work by their host organizational representative in the EOC, per CMA 5900.
Collier County Parks & Recreation Division will provide community centers to support DRC
operations.
Collier County Facilities Division will provide tables, chairs, set-up as required and requested
by the County EOC, if necessary.
Appendix 1 to Basic March 16, 2021
ESF 7 - Page 1
ESF-7: RESOURCE SUPPORT
AGENCIES RESPONSIBLE
Lead Agency: Collier County Emergency Management Division
Collier County Corp. Financial &
Mgmt. Svs. Division
Collier County Procurement
Collier County Sheriff’s Office
Cities of Naples and Marco Island
Collier County Public Utilities
Department
Collier County Facilities Management
Division
Collier County Parks and Recreation
Division
Collier County Road Maintenance
Division
Mutual Aid
All jurisdictions that have entered into the Statewide Mutual Aid Agreement
PURPOSE
Ensure that the needs of emergency responders and residents are prioritized so that additional
resources can be located, secured, distributed and used in the most effective manner possible
during response and recovery operations.
POLICIES
1. Immediate survival needs of victims will be given the highest priority in resource allocation
decision-making.
2. All emergency responders (county departments, municipalities, and private organizations) must
use all of their own available and obtainable resources before requesting assistance from ESF 7.
3. ESF 7 will support emergency operations by supplementing available and obtainable resources of
response and recovery agencies.
CONCEPT OF OPERATIONS
1. The Emergency Management Director, in cooperation with the Logistics Section Manager, will
have the authority to determine which facilities, resource receiving areas, checkpoints and
warehouses should be made operational.
2. All incoming requests for assistance or resources will be reviewed and routed as appropriate,
considering first any local resources or vendors before routing to the State.
Appendix 1 to Basic March 16, 2021
ESF 7 - Page 2
3. ESF 7 agencies can communicate directly with agencies within the Operations and Recovery
branches. However, all requests for resources must be submitted through WebEOC.
ORGANIZATION
In the Emergency Operations Center, the ESF-7 function falls primarily within the Logistics
Section and reports directly to the EOC Director. The Collier County EOC and its Logistics
Section coordinates directly with the City EOCs and liaisons as appropriate to support each other
with resources or task assignments.
RESPONSIBILITIES
1. As required in the General Responsibilities of all ESFs, resource shortfalls should be estimated
based on the organization and its associated Emergency Support Function’s available and
obtainable resources.
2. Anticipate needs which will go above and beyond local resource capabilities. Begin preparations
and arrangements for meeting those needs through the most appropriate means at the lowest level
possible.
3. Compile local resource lists and the establishment of agreements and contracts prior to the onset
of any emergency.
4. Assessment and prioritization of all disaster-related needs will be made on an ongoing basis to
ensure the most efficient use of resources.
5. Obtain resources through one of several means including local resource inventories or local
agreements, donations, mutual aid (local or statewide), memoranda of understanding, or
procurement.
6. Receipt, inventory, and organizing of bulk resources at the most appropriate staging areas.
7. Identification and operation of facilities for the purpose of receiving and storing resources.
8. Coordination of effective transportation of resources to their destination.
9. Manage staging, reception and distribution areas.
ACTIONS
Preparedness
1. Maintain paper, digital and other pertinent record keeping for all disaster-related activities.
2. Contact agencies with which contracts, agreements or arrangements have been made.
3. Identify warehouses and locations that could be used for staging areas for incoming resources.
4. Compile resource lists from EOC representative agencies.
5. Collect all necessary information for the submittal of mutual aid requests to the SEOC.
Appendix 1 to Basic March 16, 2021
ESF 7 - Page 3
Response and Short-Term Recovery
1. Acquire funds to purchase needed emergency resources.
2. Activate the Collier County Disaster Emergency Purchase Order System if the County’s
Automated Purchasing and Procurement Program is rendered inoperative.
3. Anticipate needs based on damage assessment reports and prior experiences.
4. Receive resource requests and route as appropriate.
5. Determine need to activate Points of Distribution site(s).
6. Maintain log or other tracking system for loaned property.
7. Coordinate security, if necessary, for any warehousing or other commodity storage sites.
8. Secure resources through existing donations, mutual aid and/or procurement.
Long-Term Recovery and Deactivation
1. Contact all recipients of loaned equipment, etc. and plan for their return.
2. Arrange for relocation, disposal or storage of excess donations.
3. Close warehousing facilities after verifying that all paperwork is completed.
4. Deactivate volunteers and staff.
5. Send or ensure that appropriate letters/certificates are presented to donors and suppliers.
6. Determine if donors and suppliers are willing to enter into MOU or other agreements.
7. Ensure that all loaned or rented property is returned to the ESF-7 for proper disposition and
returned to the proper owner.
INTERFACE: Coordination with all ESFs is essential.
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ESF 8 - Page 1
ESF-8: HEALTH, MEDICAL, AND HUMAN SERVICES
AGENCIES RESPONSIBLE
Lead Agency: Florida Department of Health - Collier County
Collier County Emergency Medical Services
Division
American Red Cross
Collier County Community & Human
Services Division
Collier County Medical Examiner
Domestic Animal Services Division
Collier County Emergency Management
Division
Collier County Fire Chiefs’ Association
NCH Healthcare System
PRMC Healthcare System
Landmark Hospital
Mutual Aid
All jurisdictions have entered into the Statewide Mutual Aid Agreement.
PURPOSE
1. Plan for, mobilize and manage health, medical and Collier County Community and Human Services
during the response and recovery phases of a disaster.
2. Identify health, medical and human service needs of Collier County residents after a disaster.
ASSUMPTION
Emergency response measures may be exclusively dependent on local and pre-positioned resources during the
first 24 hours.
CONCEPT OF OPERATIONS
ESF-8 services include:
Medical treatment and support to disaster victims, response personnel and the general public
(Coordinated / Performed by EMS);
Provide emergency social service assistance for prescription medicines to those in need
(Coordinated by County Community & Collier County Community and Human Services);
Coordinate support from other social service agencies to provide needed assistance (Collier
County Community and Human Services and Florida Department of Health – Collier County);
Treatment, transport and evacuation of the injured (Coordinated and/or performed by EMS);
Disposition of the dead (Coordinated by Florida Department of Health - Collier County and
Appendix 1 to Basic March 16, 2021
ESF 8 - Page 2
the Medical Examiner’s Office);
Medical and special needs evacuations (Coordinated by the Florida Department of Health -
Collier County).
Community health needs include:
Prevention and control of disease spread (Coordinated by Florida Department of Health -
Collier County);
Protection of public from contaminated foods and drugs (Coordinated by Florida Department
of Health –Collier County);
Control of public health hazards (Coordinated by the Florida Department of Health –Collier
County);
First Aid treatment (Coordinated by EMS and Fire):
Collaboration with city, county and private potable water systems in the restoration of safe
drinking water supply (Coordinated by County Public Utilities and Florida Department of
Health –Collier County);
Collaboration with law enforcement officers in the release of human remains to the Collier
County Medical Examiner for identification and disposal and assisting as needed
(Coordinated by Florida Department of Health –Collier County).
ORGANIZATION
In the Incident Management System, ESF-8 is a function in the Emergency Services Branch and reports
through the Operations Section, Response Unit.
RESPONSIBILITIES
1. Assess medical needs.
2. Ensure that each agency monitors field care workers.
3. Monitor for high-risk infectious diseases.
4. Coordinate hospital services.
5. Coordinate potable water services and alternative human waste facilities.
6. Provide general medical information for disaster victims.
7. Provide for body removal and monitor deceased identification.
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ESF 8 - Page 3
ACTIONS
Preparedness
1. Collaborate with county emergency management in the performance of a preliminary vulnerability
analysis based upon projected damage assessment data.
2. Notify the Florida Department of Health - Collier County to commence acquisition of nurses,
doctors, oxygen cylinders and other supplies to support shelter operations.
3. Arrange to secure the following public safety equipment, e.g., EMS ambulances and Medflight
helicopter.
4. Provide coordination/support for referrals to the Department of Children and Families for emergency
benefits, evaluations for competency and aftercare support.
5. Advise area nursing homes and adult living facilities to initiate response plan related to relocating
residents.
6. In coordination with the Director of Emergency Management, Domestic Animal Services Division
activate Special Needs notification of PSN shelter activation, PSN evacuee pet pick up and begin
transporting clients to shelters.
7. In coordination with the Director of Emergency Management activate ARC Disaster Mental Health
Workers to help with Mass Casualty Disasters (i.e., Bus accident, Airplane crash, Explosion, etc.)
8. Commence coordination of post-storm response planning activities, e.g., emergency medical care,
care of dead, public health monitoring, etc.
9. Provide social services assistance at shelter through Collier County’s Community and Human Service
Division.
Response
1. Monitor public health conditions and correct deficiencies.
2. Coordinate with ESF-15 to provide relief personnel for health workers.
3. In coordination with Director of Emergency Management assist in the set-up of casualty collection
points.
4. Coordinate with ESF-14 to disseminate information to the public concerning potential and existing
health hazards.
5. Collier County Community and Human Services Division may help to identify mental health needs
of those affected by or responding to the disaster. Coordinate disaster mental health services and
critical incident stress debriefings with the ARC Grief Counseling Teams.
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ESF 8 - Page 4
6. Coordinate with ESF-16 for victim identification and notification of next of kin, and ESF-14 for
release of information to the public.
7. Coordinate with the Collier County Mosquito Control District for air and land-based units for vector
control.
Recovery
1. Ensure adequacy of sanitary facilities in shelters and Disaster Recovery Centers.
2. Monitor and report any potential or existing environmental and epidemiological concerns.
3. Coordinate with ESF-14 the dissemination of information to the public concerning potential and
existing health hazards.
4. Coordinate with ESF-3 to ensure the availability of potable water, an effective sewage system and
sanitary garbage disposal.
5. Inspect purity and usability of all foodstuffs, water, pharmaceuticals and other consumables that were
exposed to the hazard.
6. Coordinate the inspection of damaged buildings in search of health hazards.
7. Coordinate with ESF-17 in the disposition of dead animals and stray animals that may present health
issues.
8. Coordinate operations for immunizations or quarantine procedures, if necessary.
9. Monitor food handling and mass feeding sanitation service in emergency facilities.
10. Coordinate with Collier County’s Community and Human Services recovery and ARC personnel
regarding disaster mental health services.
INTERFACE
ESF-6, Mass Care
ESF-14, Public Information
ESF-15, Volunteers and Donations
ESF-16, Law Enforcement
Appendix 1 to Basic March 16, 2021
ESF 9 - Page 1
ESF-9: URBAN SEARCH AND RESCUE
RESPONSIBLE AGENCIES
Lead Agency: Collier County Fire and EMS Chiefs Association (CCFEMSA)
City of Naples Fire Rescue Department
North Collier Fire Control &Rescue
District
Light Technical Rescue Team
Greater Naples Fire Rescue District
Light Technical Rescue Team
City of Marco Island Rescue
Department
Collier County Emergency Medical
Services
Florida Forest Service
Civil Air Patrol
Big Cypress National Preserve
Collier County Sheriff’s Office
Collier County Emergency Management
Municipal Police Departments
Florida Fish and Wildlife Commission
United State Coast Guard
USCG Auxiliary Marco Flotilla
USCG Auxiliary Naples Flotilla
Immokalee Fire Control & Rescue
District
Light Technical Rescue Team
Mutual Aid
All jurisdictions that have entered into the Statewide Mutual Aid Agreement and participate in the
Florida Fire Chiefs Association (FFCA) State Emergency Response Plan.
Purpose
The purpose of this ESF is to coordinate Search and Rescue Operations and Resources during emergency
response and recovery. ESF-9 will provide support to local governments and agencies and describe the
use of resources in both Urban Search and Rescue (USAR) Wildland, and Marine Search and Rescue
(SAR) in response to municipal, local, state, and federal governments during a major emergency or
disaster.
Scope
The search & rescue resources of the primary and support agencies listed under ESF-9 are utilized under
any level of activation of the Collier County Emergency Operations Center.
The available resources of ESF-9 include personnel, facilities, equipment, vehicles, and supplies. A list
of available resources inventory is located at the headquarters of each of the support agencies. This
document outlines the extent of activities conducted by lead and support agencies to provide and
coordinate the search and rescue function during the response and recovery phases of a disaster.
This Annex would be activated for planned events [deemed by the United States Department of
Homeland Security (DHS) as a National Special Security Event (NSSE)]; major county disasters or
Appendix 1 to Basic March 16, 2021
ESF 9 - Page 2
complex incidents; major state-wide disasters; and terrorist attacks within the local community, county, or
state.
Wilderness SAR
Search and Rescue teams are being frequently called to urban areas to search for missing
and overdue children as well as altered mental status adults.
Locating downed aircraft
Extrication if necessary
USAR
Locating, accessing, stabilizing and removing victims trapped in collapsed structures and
confined spaces.
Marine SAR
Locating boats which are lost at sea
Assumptions & Considerations
Assumptions & considerations include the following:
a. A major disaster or catastrophic event may generate conditions (that vary widely in scope,
urgency, and degree of devastation) that place a substantial number of people in life
threatening situations requiring prompt rescue and protective actions.
b. The incident or event is expected to go into multiple operational periods and exceeds
capabilities of day-to-day resources of one or two agencies.
c. The EOC Director has activated the ESF in support of managing the incident or event.
POLICIES
Priorities
The assets available to ESF-9 will be used to support county emergency operations and other ESFs with
their emergency efforts. The priorities for allocation of these assets will be:
1. To locations or events where there may be numerous trapped or vulnerable victims of the
emergency who need immediate medical and rescue assistance. Structures that offer the highest
chance of survivability (in terms of type of construction) and the number of potential victims (in
terms of type of building occupancy and vulnerability to hazard affects) should receive priority.
Examples of such structures could include hospitals or walk-in clinics, shelters (schools,
churches, hotels, etc.), mobile home parks, nursing home and independent living retirement
centers, high-rise and multi-residential buildings, and office buildings.
2. Assisting in the evacuation of persons from immediate peril.
3. Responding to and implementing public safety and protective actions.
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ESF 9 - Page 3
4. All operations will be conducted using the Incident Command System (ICS) or National Incident
Management System (NIMS) with a Unified Command Structure being utilized whenever
applicable.
5. Providing for the safety and health of all emergency personnel by providing logistical support,
food/hydration, shelter and medical care. ESF-9 will interface with ESF-8, ESF-11 and ESF-15.
Responsibilities
Facilitating the ESF-9 Operation;
1. Maintaining contact with the Incident Command Post and maintaining situational
awareness;
2. Collect data of current operations and provide that information to the Emergency
Management Director;
3. Prioritize current incidents and determine potential resource needs;
4. Coordinating resources based upon priorities;
5. Receive, distribute, and evaluate resource requests.
6. Develop a list of current operational and resource status of all responding agencies;
7. Provide information and data for inclusion in situation reports.
8. Use information gathered from the community and other agencies to help identify on-going
issues, problems, concerns, and threats.
9. Receive, distribute, and evaluate data on impacted areas. ESF-9 will assist with providing
initial impact analysis information as quickly as possible. Aviation assets (fixed wing and rotary)
utilizing video cameras will be the quickest way to identify the extent of storm damage over large
areas. More localized information will come from fire and law enforcement reconnaissance
teams.
10. Establish staging areas of mutual aid responders and deploy these teams as needed.
11. ESF-9 will interface with ESF 4, ESF-6 and ESF-8 to assist with medical treatment as needed.
12. ESF-9 will interface with the Medical Examiner for all fatalities.
13. Assist in the development of a de-mobilization plan.
Response Requirements
Federal and State assistance to this ESF will be provided under Public Law 93-288, and Florida Statute
252, and the Florida Comprehensive Emergency Management Plan. However, during the emergency
response and for the first hours after the occurrence of catastrophic emergency there may be little or no
assistance available. The primary and support agencies of the ESF must plan to be as self sufficient as
feasible while awaiting state and/or federal assistance.
INTERFACE
ESF 3 – Public Works
ESF 4 – Fire
ESF 5 –Planning & Intelligence
ESF 6 – Mass Care
Appendix 1 to Basic March 16, 2021
ESF 9 - Page 4
ESF 7 – Resource Support
ESF 8 – Health and Medical
ESF 10 – Hazardous Materials
ESF 15 – Volunteers and Donations
ESF 16 – Law Enforcement
REFERENCES
Collier County CEMP
Terrorism Annex to the Collier County CEMP
Collier County Fire and EMS Chiefs Association (CCFEMSA) Mutual Aid Agreement
Florida Fire Chief’s Association Statewide Emergency Response Plan (SERP)
Florida Association of Search and Rescue Resource Typing Policy and Annexes
State of Florida CEMP, ESF-9
State of Florida Field Operations Guide (FOG)
Federal ESF-9 Annex
Appendix 1 to Basic March 16, 2021
ESF 9 - Page 5
Attachment 1 – ESF 9 Checklist
Status
Done
Status
Pending
ESF-9 Checklist
□ □ Obtain initial briefing regarding the incident:
Receive briefing on initial information from the Public Safety
Branch Director or Duty Officer.
□ □ Discuss with the Public Safety Branch Director, the level of
involvement in the incident for the SAR Emergency Support Function
and the Emergency Operations Center.
□ □ Establish EOC activation level and time of activation.
□ □ Confirm notification & ascertain status of primary and secondary
support agencies that have been contacted (if any).
□ North Collier Fire Rescue
□ Greater Naples Fire Rescue
□ Immokalee Fire Rescue
□ City of Marco Fire Rescue
□ City of Naples Fire Rescue
□ CC EMS
□ CC Sheriff’s Office
□ Florida Forest Service
□ Other County Department or EOC Partner Agency
□ FL Task Force 6
□ □ Identify any applicable existing emergency management
plans/reference books that will serve as a resource(s).
□ □ Obtain a summary of resources and support agencies
currently involved in the response to the incident (if any).
Ascertain each agencies current:
□ Jurisdiction (i.e., legal authority);
□ Role or function;
□ Incident objectives (long-term and short-term).
Appendix 1 to Basic March 16, 2021
ESF 9 - Page 6
Status
Done
Status
Pending
ESF-9 Checklist
□ □ Prepare initial strategies for the immediate near future (i.e., for the
next 4 to 24 hours).
□ Develop a list of preliminary incident objectives.
□ Generate a tentative evacuation and sheltering schedule, as the
situation requires an ESF-9 24-hour staffing schedule.
□ □ Develop a list of preliminary incident objectives.
□ □ Assemble information on alternative strategies:
□ Review current situation status, weather conditions, and prediction
reports from current incident status.
□ Develop alternative strategies and identify resources required
to implement alternative operations.
□ Contact the involved ESFs to identify resource availability for the
incident.
□ □ Identify need for use of specialized resources (e.g., technical
specialists).
□ □ Provide periodic predictions on incident potential:
□ Identify values at risk/possible hazards and document
predictions on course of incident.
□ If prediction indicates a significant change in the course of the
incident, immediately notify the Public Safety Branch Director.
□ □ Review and distribute Incident Commander’s orders.
□ □ Prepare demobilization plan if the incident de-escalates.
□ Plan of action should summarize and include how agency will
transition to normal day-to-day operations.
□ Ensure proper coordination with Area Command Post, EOC
Operations Section Chief, EOC Branch Directors, and ESFs.
□ Coordinate communication relative to the demobilization process and
support the EOC demobilization process until completed.
Appendix 1 to Basic March 16, 2021
ESF 10 - Page 1
ESF-10: HAZARDOUS MATERIALS
AGENCIES RESPONSIBLE
Lead Agency: Collier County Public Utilities Dept.
Collier County Emergency Management
Division
Collier County Emergency Medical
Services Division
Collier County Administrative Services
Department
Risk Management Division
Procurement Services Division
Collier County Growth Management
Department
Collier County Fire & EMS Chiefs’
Association
Collier County Sheriff’s Office
NCH Healthcare System
Physicians’ Regional Medical Center
(Pine Ridge and Collier Blvd.)
United States Coast Guard
Florida Department of Environmental
Protection
Civil Air Patrol
Primary Disaster Response Team
Collier County Hazardous Materials / WMD District Response Team (DRT)
Memoranda of Understanding
All Florida Department of Environmental Protection approved hazardous materials response/clean-up
companies.
PURPOSE
1. Help coordinate needed resources for an Incident Commander and to monitor areas identified for
potential releases. (Fire-Rescue DRT, Solid and Hazardous Waste Management Division,
Sheriff’s Communication Department, Emergency Management Division, Collier County
Risk Management Division)
2. Provide necessary information to responders. (Solid and Hazardous Waste Management
Division, Risk Management Division, Sheriff’s Communication Department, Emergency
Management Division and on scene Incident Commander)
3. Coordinate cleanup of hazardous materials. (Solid and Hazardous Waste Management Division
for county property and/or the Florida Department of Environmental Protection)
4. Coordinate cleanup of released petroleum under the Oil Pollution Act (USEPA and/or US Coast
Guard for all other property).
Appendix 1 to Basic March 16, 2021
ESF 10 - Page 2
POLICIES
ESF-10 is maintained and updated by the Collier County Public Utilities Department. Each listed
agency/department will be responsible for maintaining their appropriate standard operating procedures and
protocols to ensure consistency with all applicable Federal/State/Local requirements.
PLANNING ASSUMPTIONS
Assumptions that were considered in the development of the hazardous materials function. (i.e. capability
limitations, resource shortfalls, use of mutual aid/outside resources and personnel, etc.).
1. For Board of County Commissioner (BCC) agencies ONLY: For those “small” or “limited”
events (e.g. small localized fire, accident related fuel/chemical spills) the BCC relies on their
internal Collier County Emergency Spill Response Procedure (ESRP), found in the Risk
Management Division’s intranet SharePoint site, for those “small” or “limited” events until
relieved by the outside lead agency. The Site-Specific Emergency Response Coordinators
(SSERC) functions as the Incident Commander on hazardous materials incidents only where:
The hazardous material is known and/or readily identifiable
The spill/release is a reportable quantity that does not present a hazard to employees,
the public and/or the environment and is easily contained by existing permanent
containment structures
The spill/release is a non-reportable quantity that does not present a hazard to
employees, the public and/or the environment regardless of containment capabilities
The spill/release is a non-reportable quantity and does not present a hazard to
employees or the public but may present a hazard to the environment and where the
material cannot be contained by existing permanent containment structures and a
vendor(s) specializing in hazardous materials clean-up and disposal can mobilize on
site within the determined time frame*.
*It is possible that different materials would require different time frames for response
and therefore a specific timeframe will not be represented here.
2. For those “major” events that require the activation of the EOC and ESF-10, and where
County resources can adequately respond and remediate all reported hazardous material
releases the Lead Agency, Supporting Agencies and Mutual Aid Agencies will work
together to address public safety and environmental protection.
3. For those catastrophic events where County resources are limited, the County’s contactors
will facilitate the clean-up operations; thereby freeing the local HAZMAT teams for
newly created urgent situation.
4. For HAZMAT incidents affecting municipal facilities, the County may assist and coordinate
responses if requested by the municipalities.
CONCEPT OF OPERATIONS
1. The on-scene Incident Commander will determine if a Hazardous Material (HAZMAT) Response
Team needs to respond.
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ESF 10 - Page 3
2. The NCH Healthcare Northeast: Emergency Department has a decontamination facility. In
addition, portable capabilities are available through the Emergency Medical Service Division. The
on-site HAZMAT Team will coordinate gross and fine decontamination, if necessary. All
contaminated wastes from this process will be disposed of properly.
3. Local area hospitals within the County will provide additional fine decontamination, if necessary.
(NCH Healthcare System and Physician’s Regional Healthcare System) All contaminated
wastes from this process will be disposed of properly.
ORGANIZATION
In the Incident Management System, “ESF-10” is a function in the Emergency Services Branch and reports
through the Operations Section, Response Unit.
RESPONSIBILITIES
1. Ensure the protection of the public safety by supporting the incident commanders need for
evacuation, hazardous material support and cleanup or mitigation, in a first response capacity.
(Lead, Support and Mutual Aid Departments/Agencies)
2. Each Agency is responsible to ensure their responders are trained to the appropriate training level.
3. Collier County Risk Management Division and Public Utilities Water and Wastewater Divisions
are to ensure that if hazardous materials are stored onsite that they have a Hazardous Material
Release Plan designed to effectively address hazardous material releases at their facilities. This
Plan should ensure the protection of the Public’s health, safety and welfare at all times.
ACTIONS
Preparedness
1. Identify the local agency or the individual, by title or position that has primary responsibility for
coordination of hazardous materials activities.
The responding Fire Department’s Incident Commander has the primary responsibility of
coordinating hazardous material activities on scene to ensure that the immediate threat to the
citizen’s safety, health and welfare is properly addressed. (NOTE: For responses to BCC
facilities once this goal has been met the Solid and Hazardous Waste Management Division and
Risk Management Division will provide oversight to ensure the responsible parties and
appropriate Federal/State/County agencies/departments or private resident cleanup the released
hazardous material and documented in the Online Risk Management System.)
2. Agencies/organizations that have support roles and responsibilities in hazardous materials
operations with either personnel or equipment are:
a. Civil Air Patrol – If requested, assist in the location of hazardous material releases and help
protect public safety.
Appendix 1 to Basic March 16, 2021
ESF 10 - Page 4
b. Collier County Administrative Services Department
Risk Management Division – For events involving the BCC facilities only, this
division acts as the direct liaison with the Occupational Safety & Health
Administration (OSHA) and will be the Single Point of Contact (SPOC) if needed
with all applicable State and Federal Safety Organizations. Responsible for
providing a HAZWOPER trained, “On-Call” EHS Personnel 24/7/365. Ensures
that all members of the internal Collier County Emergency Response Team
(CCERT) have the appropriate training, certifications and PPE. Acts as the “Site
Safety Officer” and advises the Site-Specific Emergency Response Coordinator
(SSERC) on all aspects of health and safety on site until relieved by the outside
lead agency. Sets up an initial perimeter for security and entrance at BCC locations
and remains until relieved by the outside lead agency. Provides support to the Solid
and Hazardous Waste Management Department on cleanup and documentation of
the released hazardous material and cleanup. Risk Finance ensures all damage to
any BCC asset is recorded into the Online Risk Management System for insurance
purposes and coordinates all claims from 3rd party administrators.
Purchasing Division – If needed, in the event of an emergency Purchasing Division
Team Members will work with the County Department(s) to expedite the quick
purchase of needed supplies in accordance with established purchasing policies
and directives.
c. Collier County Emergency Management Division – To monitor and maintain a database of
County based businesses that store large amounts of hazardous products in accordance with
Federal/State requirements. This information will be made readily available to all of your
first responders/fire companies.
d. Collier County Emergency Medical Services Division - Retains the First Responder Role
until relieved by the responding Fire Department’s Incident Commander. Works in
conjunction with the responding HAZMAT Team to provide onsite decontamination and
needed medical services for personnel.
e. Collier County Fire & EMS Chiefs’ Association – The responding Fire Department
establishes onsite Incident Command and coordinates HAZMAT notification and response
until relieved. The responding HAZMAT Team’s Commander takes the necessary actions
to ensure that hazardous material operations protect the citizen’s safety, health and welfare.
f. Collier County Sheriff’s Office – Retains the First Responder Role until relieved by the
responding Fire Department’s Incident Commander. The Collier County Sheriff’s Office
takes the necessary steps to protect the citizen’s safety, health and welfare.
g. Collier County Solid and Hazardous Waste Management Division – For BCC facilities acts
as the Lead Environmental Center of Expertise (COE) on all Chemical/Fuel Spills. Leads
all Remediation Protocol and activities on BCC Property other than right of way associated
with roadways, swales and ditches (ROW). Acts as the direct liaison with the Florida
Department of Environmental Protection (FDEP) and will be the Single Point of Contact
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ESF 10 - Page 5
(SPOC) if needed with all applicable State and Federal Environmental organizations.
Following any “major” disasters (natural/manmade) in which the County’s Contractor is
activated to clean up debris and hazardous material releases, the Solid and Hazardous
Waste Management Director (Deputy Debris Manager) will function as the County’s
liaison in the cleanup and tracking of reported hazardous material releases. Once the
immediate threat to the public safety, health and welfare are addressed, the Solid and
Hazardous Waste Management Department with support from the Risk Management
Division the will provide oversight to ensure the responsible parties and appropriate
State/County agencies cleanup the released hazardous material and all damage to any BCC
asset is recorded into the Online Risk Management System.
For discharges caused by tanks regulated by 62-761/762, Florida Administrative Code
(FAC) the division will be the COE per contract GC-919 between the FDEP and the BCC.
The division acts as the direct liaison with the FDEP and will be the SPOC if needed with
all applicable State and Federal Environmental organizations.
h. Collier County Pollution Control & Prevention Section: For hazardous materials spills on
BCC ROW, non-BCC owned property, and tanks not regulated by 62-761/762, FAC acts
as the COE. Leads all Remediation Protocol and activities and acts as the direct liaison
with the FDEP and will be the SPOC if needed with all applicable State and Federal
Environmental organizations.
3. Duties, responsibilities and resources of all responsible agencies are listed above.
4. Position responsible for maintaining and updating the hazardous materials resource inventory are:
Those agencies (e.g. Fire Departments, Collier County Emergency Medical Services, Sheriff’s
Department, Mutual Aid Agencies, NCH Healthcare System and Physicians Regional Healthcare
System) having resources to support HAZMAT operations will maintain an updated inventory of
supplies and resources and submit inventories to Emergency Management twice a year, updating
them upon EOC activation. Upon activation of the EOC, they will transmit this information to
the County’s EOC. This inventory shall include specific information (e.g. pre-location, inventory
etc.) on all personnel, equipment and vehicles that will or may be used for hazardous materials
missions. In preparation of future ESF-10 activations, each agency will forward a contact
name(s), cell phone number(s), pager number(s) or other method for immediate and direct
contact.
5. Regularly updated reference location of inventory of personnel, data, equipment and vehicles that
will be used for hazardous materials missions are maintained by each responsible agency.
6. Pre-positioning or staging of hazardous materials resources.
The pre-positioning or staging of hazardous material resources shall be included in an agency’s
supporting plans. This information should be forwarded to the EOC upon request.
Appendix 1 to Basic March 16, 2021
ESF 10 - Page 6
Response
Collier County Emergency Management Division will:
1. Activate the warning/information system as necessary to either facilitate evacuation or “shelter-in-
place” while keeping the remainder of the public informed.
2. Activate the EOC as requested and/or deploy the mobile command post.
3. Determine if Special Needs client(s) are affected and prepare to notify and/or transport and shelter
those affected.
4. Prepare and/or activate shelters/assembly areas, as necessary.
Collier County Sheriff’s Office will direct traffic around the scene accordingly.
Growth Management Department will furnish barricades as needed to block roadways.
1. Activities to be performed during response operations (i.e. site identification, monitoring and
reporting contaminated sites, coordination of protective actions, evacuations, press releases,
restoration of hazardous material site, equipment, environmental issues, record keeping, traffic
control, etc.) are described above.
2. Hazardous materials missions are prioritized as described below:
First priority – Public safety, health and welfare.
Second priority – Environmental protection.
3. Activities will be coordinated with the State Emergency Support Function -10 and the owner of
the hazardous material/site.
The Solid and Hazardous Waste Management Division and Pollution Control & Prevention
Section will be the lead oversight agencies for any final cleanup activities as outlined in
Preparedness 2.g. and 2.h. above. Federal and State ESF-10 operations may have to handle actual
cleanup activities if the event is significant enough or in those cases where the responsible
authority has not commenced a cleanup or has refused.
4. Decontamination sites and/or facilities for personnel.
There is one known decontamination facility in Collier County at The NCH Healthcare Northeast
Emergency Department. In addition, portable capabilities are available through the Emergency
Medical Service Division and, if necessary, the on-site HAZMAT team will coordinate gross and
fine decontamination prior to the transport of any patient to the hospital. The Emergency Medical
Service Division will not transport a patient deemed contaminated. All contaminated wastes from
this process will be disposed of properly and are the responsibility of the spiller or property owner
in the event they can be identified.
Appendix 1 to Basic March 16, 2021
ESF 10 - Page 7
If considered necessary, the local area hospitals within the County will provide additional fine
decontamination upon the patient’s arrival to the medical facility. All contaminated wastes from
this process will be disposed of properly. (NCH Healthcare System and Physicians Regional
Healthcare System).
5. Wash down stations for vehicles and equipment.
There are no fixed decontamination facilities that presently exist in Collier County. The on-site
HAZMAT team will provide decontamination, if necessary. All contaminated wastes from this
process will be disposed of properly.
6. Medical facilities that can accept contaminated patients.
The NCH Healthcare System and Physicians Regional Healthcare System can accept contaminated
patients and provide both gross and fine decontamination.
Recovery
1. Identify the responsible agencies for hazardous materials on during the recovery phase of an
emergency.
Refer to information listed above.
2. Duties and responsibilities of the responsible agency during recovery, if different.
Refer to information listed above.
3. Activities to be performed during recovery operations (i.e. clean-up operations, monitoring
contamination, environmental issues, reimbursement, etc.).
Refer to information listed above.
INTERFACE
ESF-3 – Public Works & Engineering
ESF-4 - Fire Fighting
ESF-8 – Health, Medical & Human Svs.
ESF-14 - Public Information
ESF-16 - Law Enforcement
Appendix 1 to Basic March 16, 2021
ESF 11 - Page 1
ESF-11: FOOD & WATER
RESPONSIBLE AGENCIES
Lead Agency: Collier County Emergency Management Division
American Red Cross
Collier County Public Schools
Florida Department of Health – Collier
County
Collier County Facilities Management
Division
The Salvation Army
Mutual Aid
All jurisdictions that have entered into the Statewide Mutual Aid Agreement
PURPOSE
Identify food, water and ice needs in the aftermath of a disaster or emergency; obtain needed resources; and
transport to the impacted area.
POLICIES
Timely distribution of food, water and ice will be a high priority.
USDA Bulk Food distribution will not be made to individuals; only to mass-feeding activities.
CONCEPT OF OPERATIONS
1. At the earliest possible time prior to a disaster event, the needs of the community (food, water and
ice) will be estimated based on damage projection models, and stock of current stores taken.
2. Adjustments to the projected need will be made based on damage assessment data and reassessed at
regular intervals until determined no longer necessary.
3. Distribution sites generally will be selected based on accessibility to main thoroughfares and ability
to accommodate large numbers of people. However, self-service drop sites may be used for isolated
areas where pedestrian traffic is likely and vehicle traffic is not feasible.
ORGANIZATION
In the Incident Management System, ESF-11 is a function in the Human Services Branch and reports through
the Operations Section, Response Unit.
RESPONSIBILITIES
1. Coordinate food and water distribution from the Regional Recovery Staging Areas to local
distribution sites.
2. Monitor the collection and sorting of all food and water supplies and establish procedures to ensure
Appendix 1 to Basic March 16, 2021
ESF 11 - Page 2
that they are safe for consumption.
3. Coordinate with state counterpart in requesting authorization for emergency food stamp assistance.
ASSUMPTIONS
1. For less-than-catastrophic disaster events, stores will be available for victims to purchase food, water
and ice and the Emergency Management Division will only need to facilitate obtaining food, water
and ice for the emergency responders.
2. When disaster shelters are operational, food, water and ice will be required.
3. During a catastrophic disaster situation, stores will not be readily open for purchase of food, water
and ice. Therefore, outside assistance will be required either via the Statewide Mutual Aid
Agreement or from the State, directly.
ACTIONS
Preparedness
Emergency Management Division will:
1. Estimate quantities of food, water and ice that may be needed based on damage assessment
projections.
2. Alert agencies, vendors and others who will provide food, ice, water, and access to refrigerated and
non-refrigerated storage space.
3. Inventory food, water and ice supplies.
4. Prepare and transmit requests for food and water to the State Emergency Operations Center via
WebEOC. If WebEOC is “down” use form in attachment 1 to make a request either via fax or e-
mail.
Response
The American Red Cross and/or The Salvation Army will:
1. Provide both fixed and mobile feeding capabilities.
2. Will help with the distribution of water.
3. Coordinate with ESF-6 to identify the number of people in shelters and others in need of food and
water.
Emergency Management will:
1. Coordinate with ESF-6 to identify the locations of mass feeding and food distribution sites.
Appendix 1 to Basic March 16, 2021
ESF 11 - Page 3
2. Coordinate with ESF-12 to monitor power outages to project ice needs.
3. Coordinate with ESF-14 to disseminate public information.
4. Assess warehouse space and needs for staging areas. Secure additional refrigerated and non-
refrigerated space if needed.
5. Monitor and coordinate the flow of food, water and ice supplies into the County.
6. Coordinate with ESF-15 to integrate donated supplies into mass feeding, bulk distribution and related
activities.
7. Coordinate with ESFs-3 and -8 to monitor water contamination and estimate water needs.
Public Utilities Department (Facilities Division) will manage the feeding requirements of the EOC staff.
Recovery
Emergency Management Department will:
1. Maintain communications and coordination with the State for food, water and ice until the
appropriate Recovery services, e.g., American Red Cross Disaster Services, FEMA, Social Services,
are in place to assume responsibility.
2. Continue to monitor food, water and ice needs.
3. Monitor the number and location of community-based feeding sites, soup kitchens, and food pantries
and determine their plans to assist disaster victims in the long-term.
Florida Department of Health – Collier County will provide technical assistance to disinfect bulk water
tenders for potable water distribution.
INTERFACE
ESF-3, Public Works and Engineering
ESF-6, Mass Care
ESF-8, Health, Medical & Human
Services
ESF-12, Energy
ESF-14, Public Information
ESF-15, Volunteers and Donations
Appendix 1 to Basic March 16, 2021
ESF 12 - Page 1
ESF-12: ENERGY
RESPONSIBLE AGENCIES
Lead Agency: Collier County Emergency Management Division
Collier County Administrative Services
Department
Florida Power & Light
Lee County Electric Co-op
Collier County Growth Management
Department
Mutual Aid
All jurisdictions that have entered into the Statewide Mutual Aid Agreement
PURPOSE
Restore to the community normal supplies of electricity and fuel supplies as soon as possible after a disaster
event. Prioritize all energy and utility repairs.
CONCEPT OF OPERATIONS
1. Maintain energy system integrity and minimize impact.
2. Assess energy system damages, coordinate relief efforts, and restore normal service when emergency
is over.
ORGANIZATION
In the Incident Management System, ESF-12 is a function in the Infrastructure Branch and reports through the
Operations Section, Response Unit.
RESPONSIBILITIES
Communicate and coordinate with local, State and Federal agencies; public and private utilities; and other
related organizations regarding energy emergencies and energy restoration.
ACTIONS
Preparedness
1. Perform a preliminary vulnerability assessment based upon projected impact to the energy
infrastructure.
2. Preposition fuel and transportation resources based upon vulnerability assessment.
Response
1. Evaluate the energy needs of the County based upon damage assessment data and any other reliable
sources.
Appendix 1 to Basic March 16, 2021
ESF 12 - Page 2
2. Arrange for the transportation of fuels to meet the emergency needs of the County.
3. Coordinate with ESF-3 for the priority repair of any infrastructure required to facilitate the movement
of fuels.
4. Plan, coordinate and implement operations relative to the restoration of the energy infrastructure.
5. Energy system damage will be readily apparent after a disaster. The two electric companies, public
water utilities and telephone companies will provide service in accordance with their own restoration
plans as well as the requirements under County Ordinance 98-62.
Recovery
Assess mitigation needs.
Mitigation
Coordinate mitigation projects (e.g., availability of generators for emergency power).
INTERFACE
Damage Assessment
ESF-3 - Public Works and Engineering
ESF-6 - Mass Care
ESF-14 - Public Information
Appendix 1 to Basic March 16, 2021
ESF 12 - Page 3
Generator Size (kW) 1/4 Load (gal/hr) 1/2 Load (gal/hr) 3/4 Load (gal/hr) Full Load (gal/hr)
20 0.6 0.9 1.3 1.6
30 1.3 1.8 2.4 2.9
40 1.6 2.3 3.2 4.0
60 1.8 2.9 3.8 4.8
75 2.4 3.4 4.6 6.1
100 2.6 4.1 5.8 7.4
125 3.1 5.0 7.1 9.1
135 3.3 5.4 7.6 9.8
150 3.6 5.9 8.4 10.9
175 4.1 6.8 9.7 12.7
200 4.7 7.7 11.0 14.4
230 5.3 8.8 12.5 16.6
250 5.7 9.5 13.6 18.0
300 6.8 11.3 16.1 21.5
350 7.9 13.1 18.7 25.1
400 8.9 14.9 21.3 28.6
500 11.0 18.5 26.4 35.7
600 13.2 22.0 31.5 42.8
750 16.3 27.4 39.3 53.4
1000 21.6 36.4 52.1 71.1
1250 26.9 45.3 65.0 88.8
1500 32.2 54.3 77.8 106.5
1750 37.5 63.2 90.7 124.2
2000 42.8 72.2 103.5 141.9
2250 48.1 81.1 116.4 159.6
Attachment 1
Approximate Fuel Consumption
Chart
This chart approximates the fuel consumption of a diesel generator based on the
size of the generator and the load at which the generator is operating at. Please
note that this table is intended to be used as an estimate of how much fuel a
generator uses during operation and is not an exact representation due to various
factors that can increase or decrease the amount of fuel consumed.
www.dieselserviceandsupply.com
Appendix 1 to Basic March 16, 2021
ESF 13 - Page 1
ESF-13: MILITARY SUPPORT
RESPONSIBLE AGENCIES
Lead Agency: Collier County Emergency Management Division
Collier County Sheriff’s Office
City of Marco Island Police Department
City of Naples Police Department
Mutual Aid
All jurisdictions that have entered into the Statewide Mutual Aid Agreement
PURPOSE
Coordinate and arrange for military support to assist with security, response and recovery operations for all of
Collier County, including municipalities, during an incident, disaster or in times of civil unrest.
POLICIES
The Florida National Guard (FNG) will operate in compliance with Chapters 250 and 252, Florida Statutes
(Military Code and Emergency Management, respectively), and Executive Order 80-29 pursuant to a
Declaration of Emergency by the Governor.
CONCEPT OF OPERATIONS
The Incident Commander, in cooperation with ESF-13, will coordinate military support requests through the
State Emergency Operations Center.
ORGANIZATION
In the Incident Management System, ESF-13 is a function in the Operations Branch and reports through the
Operations Section, Response Unit.
RESPONSIBILITIES
Focus on security and life-saving functions required by the population in the disaster area.
ACTIONS
Response
When deployed to the EOC, the Florida National Guard liaison will act as the SEOC liaison and will NOT
coordinate all FNG activities within Collier County. The FNG coordination element will arrive with the
deployed troops.
Recovery
1. The Florida National Guard will set up and operate Points of Distribution (POD) sites for 72 hours
Appendix 1 to Basic March 16, 2021
ESF 13 - Page 2
and then hand over responsibility for POD operation to the jurisdiction having the POD.
2. Coordinate with the following ESFs to arrange for military support in the completion of mission
assignments:
Transportation (ESF-1);
Communications (ESF-2);
Public Works and Engineering (ESF-3);
Firefighting (ESF-4);
Mass Care (ESF-6);
Health, Medical & Human Services (ESF-8);
Urban Search and Rescue (ESF-9);
Food and Water (ESF-11); and
Law Enforcement and Security (ESF-16).
INTERFACE
ESF-1, Transportation
ESF-2, Communications
ESF-3, Public Works and Engineering
ESF-4, Firefighting
ESF-6, Mass Care
ESF-8, Health, Medical & Human
Services
ESF-9, Urban Search and Rescue
ESF-11, Food and Water
ESF-16, Law Enforcement
Appendix 1 to Basic March 16, 2021
ESF 14 - Page 1
ESF-14: PUBLIC INFORMATION
RESPONSIBLE AGENCIES
Lead Agency: Collier County Operations & Public Information Division
Collier County Administrative Services
Department
Collier County Sheriff’s Office PIO
Collier County Fire Chiefs’ Association
PIO
Public Utilities Department PIO
South Florida Water Management PIO
Public Services Department PIO
Florida Department of Health – Collier
County PIO
Growth Management Department PIO
Florida Forest Service PIO
City of Marco Island PIO
City of Naples PIO
Mutual Aid
All jurisdictions that have entered into the Statewide Mutual Aid Agreement
PURPOSE
1. To provide accurate information prior to, during and after a disaster to save lives, minimize
damage, and inform people where to go for assistance.
2. To maintain/establish public confidence in the county’s ability to manage a disastrous event.
3. To provide countywide emergency information and warnings using all available means.
4. To interface with the local media. Schedule and provide periodic press briefings and serve as reliable
source of information.
POLICIES
The following are priority for public information missions:
Protect life.
Protect property.
Situation Reporting.
1. ESF-14 will serve as the central point of contact for the media to ensure accurate information is
released to the public in a timely manner.
2. Whenever possible, a Joint Information Center will be used in the Emergency Operations Center.
3. Information regarding fatalities will only be released by the Collier County Medical Examiner.
Appendix 1 to Basic March 16, 2021
ESF 14 - Page 2
4. All information released to the press and the public will be coordinated and approved prior to release.
Collier County maintains a library of public service announcements (in English, Spanish and Creole).
5. Information that requires the approval of other County departments will have to be approved by their
respective officials; then released by the EOC.
6. ESF briefings may be open to the media or briefings may be scheduled.
7. A media room may be established within the EOC, and access allowed as circumstances permit.
8. Collier Emergency Information Hotline will be staffed and operated in accordance with Collier
County “Emergency Operations Center, Information Dissemination”.
CONCEPT OF OPERATIONS
1. The Communication and Customer Relations Division will coordinate all news releases with the
Emergency Management Director and/or the Operations Section Chief.
2. Depending on the nature or expanse of the emergency, a Joint Information Center will need to be
formed to ensure unified messaging.
3. Collier Emergency Information Hotline will monitor residents’ concerns and recommend press
release items.
ORGANIZATION
The Collier County Communication and Customer Relations Division will direct all Emergency Support
Function-14 operations, led by the County’s Communications Director.
At the direction of the Collier County Communication and Customer Relations Division, County agencies
communications offices will provide staff and support to Emergency Support Function-14 operations.
Emergency Support Function-14 will adhere to the following organization:
1. Agency communications staff will assist with incoming news agency requests for information,
preparing for news conferences, drafting news releases and handling reporter and citizen calls.
2. At the request of Director of Emergency Management, the Administrator of Administrative
Services Department for Collier County may activate/deactivate the Collier Emergency
Information Hotline and coordinate oversight of Collier Emergency Information Hotline
operations during activation.
RESPONSIBILITIES
1. Provide liaison with public safety agencies for their input to and assistance with public education
programs.
2. Coordinate public information programs and related activities with regard to natural and man-made
disasters, to include: public awareness programs in schools, civic associations, and other organized
groups, e.g., religious, fraternal, including radio and television, as requested.
Appendix 1 to Basic March 16, 2021
ESF 14 - Page 3
3. Coordinate the timely dissemination of Public Service Announcements via television, web site(s),
radio and social media with regard to season specific disaster events, e.g., cold weather, brush fires,
hurricanes, etc.
4. Transmit all locally generated advisories to National Weather Service (NWS) - Miami for inclusion
on the NOAA Weather Radio broadcast.
5. Ensure emergency information is made available to non-English speaking residents, hearing impaired
residents and residents with special needs.
6. Establish and maintain the Collier Emergency Information Hotline to handle public inquiries and
rumor control.
7. Activate and maintain the Collier County Emergency webpage.
8. Coordinate the dissemination of pertinent information to the public as appropriate after a disaster to
the Disaster Recovery Centers (DRC), Reconstruction Information Centers (RIC) and Disaster Field
Offices (DFO). (See Attachment 2)
ASSUMPTIONS
1. Emergency Management can get timely public warning and information out through a variety of
media, e.g., satellite, Internet, social media, land line, mobile communications vehicle and
VHF/UHF radios. The limitation would be the staff being readily available and trained to
activate the system.
2. Adequate staff is available to activate the warning-information systems around the clock for a
developing disaster situation.
3. It will take several hours to fully activate a Joint Information Center (JIC) after duty hours. Fire,
Dept. of Health, Collier County Sheriff’s Office, Municipal and County Agencies each have
trained public information personnel.
4. Provided surrounding counties are not impacted at the same time, adequate mutual aid assistance
is available.
ACTIONS
Preparedness
Emergency Management Department will:
1. Issue public information statements, as applicable, until Communication & Customer Relations
Division fully assumes ESF-14 functions.
2. Ensure communications system described in Attachment 1 performs properly.
3. Activate the County Public Information Officer (PIO).
Appendix 1 to Basic March 16, 2021
ESF 14 - Page 4
4. Maintain appropriate social media outlets.
5. Contact appropriate outlets for EAS support to the EOC.
6. Determine the need for/or activate the Collier Emergency Information Hotline (311).
7. Ensure the availability of Public Information pamphlets, brochures and handouts.
Communications and Customer Relations Division will:
1. Train county PIOs and Emergency Information Center operators.
2. Verify operability of Telephone Device for the Deaf (TDD) system.
3. Get approval from FDOT for use of variable message boards on Interstate.
4. Advise cancellation of public events.
5. Issue public information statements, as applicable.
6. Prepare public information that will be distributed to local media outlets in English, Spanish and
Creole.
7. Maintain the Emergency Information Web page and appropriate social media outlets when sufficient
staff arrive at the EOC.
Response
Collier County ESF-14 will:
1. Communicate/coordinate press releases with the State Emergency Operations Center (SEOC).
2. Issue public information statements identifying areas of evacuation and cessation of evacuation.
3. Issue weather-related public information announcements, as necessary.
4. Monitor media statements on emergency and correct incorrect or misleading information.
5. Determine need to provide additional emergency information multilingual hotline operators.
Recovery
Collier County ESF-14 will:
1. Determine the best means to maintain the information flow with governmental entities as well as
Collier’s residents during the recovery phase.
Appendix 1 to Basic March 16, 2021
ESF 14 - Page 5
2. Coordinate variable message boards throughout the county and appropriate highway advisory radios
(HAR).
3. Assist with the establishment of the Disaster Recovery Center (DRC).
INTERFACE
All ESFs.
Appendix 1 to Basic March 16, 2021
ESF 14 - Page 6
Attachment 1
Notification/Communication System Available to the EOC
SYSTEM Population Reached Activated & Tested
by:
Purpose
NOAA Weather
Radio (Emergency
Alerting System,
EAS)
Schools, Public
/Gov’t Facilities &
up to 265,000
people
State Emergency
Operations Center,
National Weather
Service & Collier
Emergency
Management
The best system for immediate hazardous weather warning.
Additionally acts as the vehicle to provide weather warnings
and Civil Emergency Messages (CEM) to the commercial
media for retransmission to their media markets.
ALERT Collier Public, Special
Needs Population,
Gov BCC
employees
Emergency
Management
System for both National Weather Service Weather Alerts
AND BCC/Emergency Management alert notifications.
Provides recipients with option to opt into service with multiple
contact path options, including SMS, Voice, and Email. Also
has current contract for all residential and commercial wireless
voice lines (resident/business connect FDEM contract).
Emergency Mgt.
Web Site
Worldwide Emergency
Management and CEIH
Chief
During a County State of Local Emergency, this web site will
be the “Emergency Home Page” for the county and a source of
current emergency information relevant to the public. Not a
good system for immediate warning. The web site is
maintained on two servers. It provides preparedness, recovery
and weather information.
One Call Now Select Groups
(County Personnel,
registered people
with special needs,
EOC staff
Emergency
Management One Call Now is a web-based program that allows Collier County
to send automated mass voice, text and email notifications to any
size group within minutes using a single toll-free call. The
communication method, voice, SMS text* or email, is pre-selected
based on the message content and the County’s preferences.
Messages can be sent any time from any phone or from the web.
Messages can be recorded or typed “on the fly”, or stored for future
and repeat use. Currently, the Emergency Management office uses
One Call Now for the following voice message notifications:
Call-back for County personnel, Pre-registered Special Needs
Residents, EOC staff activations, Search and Rescue team alerts,
public and private citizens who have registered as having an
automated external defibrillator.
Satellite Radio-
Phone
LP1 for LECC
Operational Area 9,
State Watch Office,
Collier MACCV,
FDEM Regional
Coordinators, &
certain counties
Emergency
Management
System is good for warning those who have the service. We
can communicate with the State group, SW Fla. Group, the
Collier Group, National FBI offices, our Local Emergency
Communications Committee’s Operational Area 9 Local
Primary 1 radio station (LECC O/A9, LP1) and our MACCV
and portable units.
“Code Red” Phone
Service
An audience
designated on a
map.
Sheriff’s Office, Cities
of Naples and Marco
Island
This system is activated by 9-1-1 dispatchers at the direction of
the law enforcement on-scene commander and each city’s
warning point for their jurisdiction.
E-mail Collier Gov’t &
other deliberately
established groups
& list groups
All Collier Gov’t System is good for getting out Information Center during
duty hours. Additionally, from the EM office, it can transmit
immediate Information Center to other internet groups listed
above.
Appendix 1 to Basic March 16, 2021
ESF 14 - Page 7
Attachment 2
GMD’s Standard Operating Procedure (SOP) - for Public Outreach after a
Flooding Event
Scope: The procedures contained within this SOP are intended to provide guidance to
efficiently provide information in the form of digital informational materials to the affected
population of Collier County prior to and after a flooding event.
Purpose: To ensure that timely and pertinent flood preparedness, recovery and mitigation
information is available to the public; before, during and after a flooding event in support of the
National Flood Insurance Program (NFIP) and the requirements of the community.
General: In order to provide informational outreach to the community preparation, response,
recovery and mitigation to a flooding event in Collier County, the following procedures will be
followed:
The Floodplain Coordinator (Growth Management Division) will have available
in digital (pdf format) the following documents, including – but not limited to:
FEMA Publications
o Elevated Residential Structures [FEMA 54]
o Coastal Construction Manual [FEMA 55]
o Answers to Questions about the NFIP [F-084]
o Protecting Manufactured Homes from Floods and Other Hazards [FEMA
P-85]
o Mitigation of Flood and Erosion Damage to Residential Buildings in
Coastal Areas [FEMA P-257]
o Protecting Floodplain Resources – A Guidebook for Communities
[FEMA–268]
o Protecting Building Utilities from Flood Damage [FEMA P-348]
o Reducing Damage from Localized Flooding: A Guide for Communities
[FEMA–511]
FEMA Pamphlets
o NFIP: Condominium Coverage [FEMA F-029]
o Increased Cost of Compliance (ICC) Coverage: Guidance for State and
Local Officials [FEMA-301]
o Preferred Risk Policy for Businesses [FEMA F-437]
Appendix 1 to Basic March 16, 2021
ESF 14 - Page 8
o Why Do I Need Flood Insurance? [FEMA F-002]
Local Publications
o The Collier County All Hazards Guide
o Collier County Floodplain Management Ordinance
All publications are available 24/7 at the following web address:
https://www.colliercountyfl.gov/FEMA-and-Local-Publications
The Collier County Communications & Customer Relations (C&CR) Department
will assist in posting the appropriate documents in pdf format for availability on
the County website. Additionally, C&CR will assist in advertising availability of
this information via, PSAs, PRs and other notifications.
Coordinating Instructions: This SOP will be maintained by the Collier County Growth
Management Division, Operations & Regulatory Management Department as an Annex to the
ESF-14 (Public Information) Section of the Collier County CEMP and will be reviewed during
each update.
Appendix 1 to Basic March 16, 2021
ESF 15 - Page 1
ESF-15: VOLUNTEERS AND DONATIONS
RESPONSIBLE AGENCIES
Lead Agency: Collier County Emergency Management Division
Collier County Operations & Public
Information Division
Collier County Citizen Corps
Collier County Risk Management
Division
Collier County Human Resources
Division
Collier County Facilities Management
Division
American Red Cross
The Salvation Army
Collier County Fire Chiefs’ Assn
Immokalee Recovery and Coordination
Committee (IRCC)
Mutual Aid
All jurisdictions that have entered into the Statewide Mutual Aid Agreement
PURPOSE
The purpose of this ESF is to expedite the delivery of voluntary goods and services to support the relief effort in
the County before and after a disaster impact.
SCOPE
To coordinate response/recovery efforts as related to volunteers (pre-assigned and convergent) and to assure the
expeditious response/recovery delivery of donated goods to the affected area within Collier County.
ESF-15 - Volunteers and Donations will be composed of entities with major roles in coordination of volunteer
efforts. The scopes of activities of ESF 15 include, but are not limited to:
1. Maintaining a volunteers and donations phone and data bank.
2. Assessing and prioritizing affected areas -unmet needs.
3. Deploying resources, both human and material, to meet specified needs.
4. Maintaining contact with the State Emergency Operations Center (SEOC) ESF-15.
ASSUMPTIONS
1. Once emergency conditions subside, individuals and relief organizations from outside the disaster area
will begin to collect materials and supplies to assist the devastated region.
2. Individuals and organizations will feel compelled to go to the area to help.
Appendix 1 to Basic March 16, 2021
ESF 15 - Page 2
3. When disaster situations occur, a need for an organized response is imperative.
4. Local volunteer groups will experience a deficit in some, if not all, areas. This may necessitate State and
possibly Federal assistance.
5. EOC command staff will make the initial identification of resource needs
POLICIES
1. The resources available by the Volunteer and Donations functions will be used to assist organizations and
individuals with unmet needs. Basic policies, which will determine the operational procedures, are:
Determine the area with the greatest need. This will be based upon the needs assessment as
provided through the initial and subsequent assessment team deployments as well as field reports
from Collier County Emergency Management Division and will be compiled through the EOC’s
Planning Section.
Priority for delivery of goods for basic needs, i.e., food, water, medical care, shelter, etc.
Distribution of public information regarding resources needed/not needed.
Maintenance of a complete database to assure prompt allocation of available resources.
Assumption that resources will be needed during a major event for at least six months.
2. The Emergency Management Division will coordinate activities of the Planning Section with the
assistance from the Support agencies.
3. All personnel, technology, equipment, facilities, goods, services and cash received through donations from
the community at large will be made available to support the response and recovery efforts of local
government and private not for profit agencies.
4. Donations and volunteers solicited and collected by specific organizations are the responsibility of that
agency within their respective plans and procedures. The ESF-15 plan is not meant to interfere with that
process.
5. ESF-15 in concert with ESF-7 - Resource Support will contact authorized vendors to supply unmet needs.
ESF-15 with the assistance of ESF-14 - Public Information will solicit support from volunteer groups to
address unmet needs. This request will also be disseminated to all local media via media releases.
6. Donations will not be requested without first obtaining concurrence of ESF-15.
CONCEPT OF OPERATIONS
1. General:
The primary function of Volunteer and Donations is to expedite delivery of donated goods and services in
order to meet the needs of the affected area. In all probability, the outpouring of goods and services will not
parallel Collier County's needs. Due to this inequity, it is imperative that a defined tracking mechanism be
implemented to facilitate the proper utilization of incoming goods and volunteers. The distribution of goods
and volunteers will necessitate cooperation with all Support Functions including Law Enforcement (ESF-16),
Public Information (ESF-14), Resource Support (ESF-7), Mass Care (ESF-6), Health, Medical & Human
Services (ESF-8) as well as the municipal liaisons. Close coordination between regional recovery sites and
other impacted counties will be of primary concern.
Appendix 1 to Basic March 16, 2021
ESF 15 - Page 3
2. County:
The Collier County Emergency Management Volunteer Coordinator will work from the County EOC and
will interface with the responding volunteer organizations in the Collier County Recovery Center, a
Collier County Community Center located near the disaster area. When Collier County resources are
inadequate, the Volunteer Coordinator will contact the SEOC for additional assistance. A Donations
Liaison will also be designated who will coordinate with the Logistics Section to receive the distribution
sites within the County to ensure appropriate donated goods to meet specified needs.
3. Regional:
A Regional Recovery Center may be identified and activated as needed. For this region, this center will most
likely be located at the Tampa Fairgrounds, conditions permitting. The toll-free line for resources will be
directly accessible to the Recovery Center(s). When goods are not available from the database, Recovery
Centers will contact the SEOC for assistance. Until these centers are activated, resources will be received
electronically and stored on database.
ORGANIZATION
In the Incident Management System, ESF-15 is a function in the Human Services Branch and reports through the
Operations Section, Response Unit.
RESPONSIBILITIES
1. Coordinate the receipt of offers and requests for volunteer services and donated goods.
2. Expedite the delivery of voluntary goods and services to support the relief efforts in areas impacted by a
disaster event.
ACTIONS
Preparedness
1. ESF-15 - Volunteers and Donations will be composed of entities with major roles in coordination of
volunteer efforts. (See Attachment 1, ESF 15 Support Agencies and their Responsibilities and
Attachment 2, ESF 15 Capabilities Matrix). The scopes of activities of ESF-15 include, but are not
limited to:
Maintaining a volunteers and donations phone and data bank.
Assessing and prioritizing affected areas unmet needs.
Deploying resources, both human and material, to meet specified needs.
Contact State EOC to determine if they plan to activate a Donations Phone Bank hotline at the
State level.
Maintaining contact with the SEOC ESF-15.
Gather and maintain donations and volunteer resource availability lists from all ESF-15 agencies.
Contact entities with whom agreements are in place for donations and/or volunteers to assess
their current availability.
Appendix 1 to Basic March 16, 2021
ESF 15 - Page 4
2. Collier County Citizen Corps will meet and be briefed on the situation so that they can take the appropriate
protective measures.
3. Collier County Operations & Public Information Division (ESF-14) will organize and train the staff for the
Emergency Information Center (EIC).
4. American Red Cross will coordinate activities with ESF-15.
5. The Salvation Army will coordinate activities with ESF-15.
Response
ESF-15 will:
1. Coordinate with the ESF-7 Lead Agency representative regarding all EOC originated requests for donations
and volunteers.
2. Inventory, update and maintain a database of offers of goods and services.
3. Match donated goods and services with the resource requests received from support agencies through ESF-7.
4. Maintain listing of resource requests for which donated goods or services were not yet available.
5. Coordinate with ESF-14 to prepare and distribute solicitation requests for donation and volunteer resources
that have not yet been met.
6. Coordinate with ESF-14 to advise the public regarding acceptable procedures for making donations and/or
volunteering.
7. Coordinate field activities related to donated goods and services, e.g., volunteer assembly areas, staging
areas.
Collier County Citizen Corps will meet and assess volunteers and services available to meet the needs of the
community.
Collier County Operations & Public Information Division (ESF-14) will:
1. Establish and arrange for staffing of the “Citizen Emergency Information Hotline”.
2. Provide ESF-15 with trends information regarding human needs voiced by the community.
3. Disseminate volunteers and donations information/requests as requested by ESF-15.
American Red Cross will coordinate activities with ESF-14 so as to preclude duplication of services.
The Salvation Army will coordinate activities with ESF-14 so as to preclude duplication of services.
ESF-7 will refer to ESF-15 the resource needs that cannot be met through existing local resources or mutual aid.
Community Emergency Response Teams (CERTs), when made available by Fire Departments, will provide
augmentation staff to EOC operations, damage assessment teams and human needs assessment teams.
Appendix 1 to Basic March 16, 2021
ESF 15 - Page 5
Recovery
ESF-15 will
1. Establish the Volunteer and Donations Center.
2. Coordinate with ESF-7 to arrange for the relocation of excess donated goods to charitable organizations.
3. Coordinate with ESF-14 to advise the public how to contact specific disaster relief organizations if they wish
to make additional donations or volunteer.
Collier County Citizen Corps will meet to be briefed on Recovery Activities.
Collier County Operations & Public Information Division (ESF-14) will maintain public information channels and
disseminate information as requested.
American Red Cross will:
1. Coordinate with Mass Care and the Medical functions to determine needs which could be filled by the
Volunteer and Donations Functions.
2. Act as liaison with agencies with signed agreements with the American Red Cross.
The Salvation Army responsibilities are to:
1. Provide liaison to the EOC, if possible.
2. Assist with warehousing and distribution of donated goods.
CERTs, when available, will be deployed as teams to support a disaster-related activity.
INTERFACE
ESF-6, Mass Care
ESF-7, Resource Support
ESF-8, Health, Medical & Human Services
ESF-14, Public Information
ESF-6, Law Enforcement
ATTACHMENTS
1. ESF 15 Support Agencies and their Responsibilities
2. ESF 15 Capabilities Matrix
Appendix 1 to Basic March 16, 2021
ESF 15 - Page 6
Attachment 1
Excerpt from the 2020 State’s CEMP - ESF 15 Support Agencies and their Responsibilities
AGENCY RESPONSIBILITIES
1. ACTS World Relief a. Provide emergency mass feeding preparation and distribution
of meals.
b. Maintain emergency food banks for distribution of food and
other supplies to supplement mass feeding.
c. Support pet-friendly family shelters.
d. Support emergency points of distribution, where food, bottled
water, ice are distributed to the public.
e. Conduct emergency roof repairs with the installation of tarps
and other materials
f. Provide building/rebuilding construction management and safety
training.
g. Conduct emergency yard cleanup, tree removal, and gutting of
homes.
h. Register and coordinate non-affiliated volunteers using mobile
volunteer registration facilities.
i. Establish central public address and presentation venues using
mobile sound stages and public address systems.
j. Support community relief centers providing hot meals,
emergency supplies, counseling, public address venues (with
portable sound stages) and support facilities for other
agencies to reach into the impacted community.
2. Adventist Community
Services
a. Provide management of a Multi-agency Donations Warehouse
if requested by the State.
b. Provide distribution of food, clothing, water and other needed
items.
c. Maintain close coordination with ESF 15 on utilization of above
resources.
3. American Red Cross a. Provide an American Red Cross representative to work with
ESF 15 through the American Red Cross State Liaison. ESF 15
personnel will interact with the American Red Cross liaison
assigned to Emergency Support Function 6.
b. Provide the American Red Cross toll-free telephone numbers to
the Public Information Officer.
c. Coordinate with chapter offices and the disaster relief operation to
identify unmet needs.
d. Produce a resource directory of services available specifically to
the current disaster that will be distributed to agencies
through the disaster relief operation.
4. Billy Graham
Evangelistic
Association
a. Provide emotional and spiritual care.
5. Catholic Charities of
Florida, Inc.
a. Provide a State Emergency Operations Center liaison to
coordinate statewide diocesan and Catholic Charities
participation in disaster response and recovery.
b. Promote diocesan-level and parish-level training and education
in disaster preparedness, response, and mitigation.
c. Establish points of distribution and other operations as needed
and as assigned.
d. Manage, when needed, volunteers and donations, solicited and
unsolicited, from organizations and agencies, with emphasis on
those that are faith-based.
e. Assist as many organizations and agencies as possible involved
in disaster response to improve the quality of the response and
to ease the burden of the local Emergency
Operations Center.
14. Episcopal Diocese of
Central Gulf Coast
a. Collect and provide monetary assistance to Volunteer Florida,
local support agencies, and Long-Term Recovery Committees
to assist in disaster response and recovery efforts.
15. Episcopal Diocese of
Florida
a. Work through the Episcopal State Emergency Support
Coordinator to provide monetary assistance to Volunteer
Florida, local support agencies and Long-Term Recovery
Committees to assist in disaster response and recovery efforts.
16. Episcopal Diocese of
Southeast Florida
a. Collect and provide monetary assistance to Volunteer Florida,
local support agencies, and Long-Term Recovery Committees
to assist in disaster response and recovery efforts.
17. Florida Alliance of
Information and Referral
Services
a. Facilitate the collection, aggregation, and dissemination of
information about the disaster-related needs of callers to the
County and State Emergency Operations Centers.
b. Serve as a conduit from the State Emergency Operations
Center to individual Information and Referral Services for the
dissemination of information about the disaster, services
available to survivors, and opportunities to provide assistance.
18. Florida Association of
Food Banks
a. Provide supplemental groceries, if available, in support of ESF
15. (Transportation may be needed.)
b. If the disaster is a Class 4 or 5 disaster, as defined in the
Second Harvest Disaster Relief Response Plan, request the
assistance of the Second Harvest National Food Bank Network.
They will assist in soliciting donated groceries and in the
coordination of available transportation of donated groceries into
the disaster area.
c. Assist with warehousing and distribution of donated groceries to
eligible agencies.
NOTE: A Class 4 condition exists when tens of thousands of
households are affected, multiple food banks are affected, more
than 250,000 pounds of food is needed, and there is a temporary
impact on the food bank (temporarily incapacitated). Class 5 is
when hundreds of thousands of households are affected;
international food banks affected; entire communities are affected;
multiple food banks are closed; millions of pounds of food are
needed; and there is major disruption of all non-food services.
19. Florida Association for
Volunteer Resource
Management
a. Provide a liaison to the State Emergency Operations Center.
b. Provide volunteers as available for the Florida Volunteer &
Donations Hotline.
c. Coordinate the operation of Volunteer Reception Centers as
needed.
20. Florida Baptist
Convention
a. Provide feeding services.
b. Provide clean-up and debris removal services and may provide
these services collaboratively with other voluntary agencies on
an event by event basis as determined by Florida Baptist
Disaster Relief to be the most efficient method of delivery.
c. Around the clock care for children of emergency personnel, up
to 48 hours pre-disaster and 48 hours post-disaster
21. Florida Conference
United Church of Christ
a. Raise funds to purchase construction materials for long-term
rebuilds following a major disaster.
b. Recruit groups of volunteer workers (from within Florida and
other states) to assist with rebuilds.
c. Provide lodging facilities for volunteer workgroups at several
locations throughout Florida. (Holly Hill, Sarasota, Ft. Myers,
Pensacola Beach, Hollywood).
d. Assemble emergency flood clean-up buckets and hygiene kits
and store them at 3 locations in Florida.
e. Work with congregations to do preparedness planning and
mitigation to church buildings & members’ homes.
f. Encourage partnerships between congregations that enable
them to provide evacuation housing for each other.
22. Florida Conference of
the United Methodist
Church
g. Provide a liaison to the State Emergency Operations Center.
h. Provide volunteers to sort, assemble, and warehouse donated
goods.
i. Assist with procurement and transportation of supplies and
donated goods.
j. Provide assistance with mobile feeding.
23. Florida Department of
Elder Affairs
a. Provide a liaison to the State Emergency Operations Center.
b. Assist with coordination of volunteer agencies to identify unmet
needs at the local level.
c. Provide assistance with locating volunteers to conduct
outreach and case management.
d. Provide information on needs of elders.
24. Florida Goodwill
Association
a. Communicate with participating Goodwill stores about the
donations being collected and deployed to disaster survivors.
b. Provide public information following a disaster on the types of
material donations accepted to help disaster survivors.
c. Have Goodwill caseworkers provide vouchers to disaster
survivors that will be honored at all participating Goodwill stores.
d. Coordinate with other organizations to provide transportation,
volunteers, communications, and facilities used to support
Goodwill’s disaster response operations.
e. Coordinate with county emergency management officials to
identify materials and the appropriate level of disaster
operations/activities needed for disaster survivors.
25. Florida Presbyterian
Disaster Assistance
Network
a. Provide volunteers to assist with response and long-term
recovery activities in impacted counties.
b. Communicate needs for technical assistance from
Presbyterian Disaster Assistance at the national level in the
event of a disaster (e.g., volunteer support).
26. Florida Voluntary
Organizations Active in
Disasters
a. Provide a liaison to the State Emergency Operations Center.
b. Coordinate with member agencies throughout Florida to
determine disaster related needs and resources.
c. Coordinate post-disaster committee meetings to assess
ongoing and unmet needs.
27. Florida Knights
Hospitallers of the
a. Provide a liaison to the State Emergency Operations Center.
b. Assist with warehouse and donated goods management
c. Assist with cleanup, chainsaw teams and debris removal
Sovereign Order of
Saint John (OSJ)
d. Provide and assist with emergency communications
e. Distribute disaster relief kits.
f. Assist with volunteer management.
28. Lutheran Services
Florida, Inc.
a. Provide financial assistance to disaster survivors to assist with
immediate needs and support an expeditious recovery.
29. Mennonite Disaster
Services
a. Repair and rebuild.
b. Debris removal
30. Operation Blessing
International
a. Provide “Strike Teams” of skilled personnel who will deliver a
single resource (e.g., crane operators and food management
teams).
b. Provide mobile kitchens and a fulltime cook that can also certify
others as food managers to ensure quality and food safety.
c. Provide tractors and trailers for delivering food and product.
d. Provide one 18-ton and one 20-ton crane as available.
e. Provide warehouse space and services.
f. Provide a mobile command center.
g. Provide volunteer housing, national volunteer recruitment and
volunteer coordination.
31. Samaritan’s Purse a. Provide a liaison to the State Emergency Operations Center.
b. Coordinate with local congregations to help identify unmet
community needs
c. Assist with cleanup and debris removal
d. Provide volunteers for rebuild efforts
e. Assist with financial assistance for building materials
32. The Florida State
Conference National
Association for the
Advancement of
Colored People
a. Provide a liaison to the State Emergency Operations Center
during activation (as needed).
b. Coordinate the utilization and distribution of donated goods and
services utilizing its statewide branches, college chapters and
youth councils.
c. Provide volunteers to assist with response and recovery
activities during a disaster.
33. The Salvation Army a. Provide a liaison to the State Emergency Operations Center.
b. Assist with warehousing and distribution of donated goods.
c. Provide a Salvation Army designated Volunteer as needed for
current disaster services information.
d. Coordinate with local offices to identify unmet needs.
34. United Way of Florida a. Coordinate with Florida’s United Ways, the Florida Association
for Volunteer Resource Management and 2-1-1 providers
throughout Florida to assure proper utilization of volunteers.
b. Provide a liaison for area offices throughout Florida.
35. World Renew a. Unmet needs assessments.
b. Minor repairs.
c. Board administrative support.
This Page Intentionally Left Blank
Attachment 2 (Excerpt from the 2020 State CEMP. - The Emergency Support Function 15 Capabilities Matrix provides a quick reference to the services and capabilities each ESF 15 Support Agency may provide during a disaster.) ESF 15 Capabilities Matrix Capabilities Matrix ESF 15 Support Agencies Chain Saw Team Child Care Disaster Stress Mgt Dry Wall Debris Removal Donations Management Food Distribution Food Preparation Incident Mgt Team Information & Referral Long Term Recovery Mass Feeding Pantry Operations Pet/Animal Operations Point of Distribution (POD) Team Roof Repairs (Tarps) Safety Training Shelter Management Strike Teams Unsolicited Donation Mgt. Spontaneous Volunteer Mgt. Case Management Web-based Site for Disaster InformationDisaster Financial Assistance ACTS World Relief X X X X X X X X X X X X X X Adventist Community Services X X X X American Red Cross X X X X X X X X X X X Catholic Charities of Florida, Inc. X X X X X X X X X X X X Billy Graham Evangelistic Association X X Christian Contractors Association, Inc. X X X X X X X X Christian Disaster Response X Church of Jesus Christ of Latter-Day Saints X X X X X X X X X X Church of Scientology Disaster Relief Team X X X X Church World Service X Convoy of Hope X X X X Corporation for National Service X X X X X X Crossroads Alliance X X Episcopal Diocese of Central Gulf Coast X X X Episcopal Diocese of Florida X X X X
Capabilities Matrix ESF 15 Support Agencies Chain Saw Team Child Care Disaster Stress Mgt. Dry Wall Debris Removal Donations Management Food Distribution Food Preparation Incident Mgt Team Information & Referral Long Term Recovery Mass Feeding Pantry Operations Pet/Animal Operations Point of Distribution (POD) Team Roof Repairs (Tarps) Safety Training Shelter Management Strike Teams Unsolicited Donation Mgt. Spontaneous Volunteer Mgt. Case Management Web-based Site for Disaster InformationDisaster Financial Assistance Episcopal Diocese of Southeast Florida Florida Alliance of Information and Referral Services X X Florida Association of Food Banks X X X X Florida Association for Volunteer Resource Management X Florida Baptist Convention X X X X X X X X X X X X Florida Conference United Church of Christ X Florida Conference of the United Methodist Church X X X X X X Florida Department of Elder Affairs X X X Florida Goodwill Association X Florida Presbyterian Disaster Assistance Network X X X Florida Voluntary Organizations Active in Disasters X X Knights Hospitallers (OSJ) X X X X X X Lutheran Services, Florida, Inc. Mennonite Disaster Services X X Operation Blessing International X X X X Samaritan’s Purse X X X X The Fla. State Conference of the NAACP X X The Salvation Army X X X United Way of Florida X X X X X X World Renew X
Appendix 1 to Basic March 16, 2021
ESF 16 - Page 1
ESF-16: LAW ENFORCEMENT
RESPONSIBLE AGENCIES
Lead Agency: Collier County Sheriff’s Office
Big Cypress National Preserve
Collier County Administrative Services
Department
Collier County Community Growth
Management Department
City of Naples Police
Collier County Parks and Recreation
Rangers
City of Marco Island Police Department
Mutual Aid
Florida Department of Law Enforcement (FDLE) Mutual Aid Plan
MOU between the Big Cypress National Preserve and the Collier County Sheriff’s Office
All jurisdictions that have entered into the Statewide Mutual Aid Agreement
PURPOSE
1. Coordinate and direct all law enforcement and security tasks in support of the Response and
Recovery phases of a disaster event.
2. Coordinate all traffic control tasks until traffic signals become fully operational.
3. Control access to damaged and unsafe areas.
4. Arrest all individuals suspected of looting, price gouging and other crimes within the County.
POLICIES
ESF-16 will coordinate law enforcement, security and traffic control.
CONCEPT OF OPERATIONS
The Sheriff’s Office will operate under its specific operations plans to ensure the availability of needed
personnel and equipment. The Sheriff or his designee will act as liaison between all Local and State Law
Enforcement agencies during disasters and emergencies.
ORGANIZATION
In the Incident Management System, ESF-16 is a function in the Emergency Services Branch and reports
through the Operations Section, Response Unit.
RESPONSIBILITIES
1. Establish traffic control points along evacuation routes.
Appendix 1 to Basic March 16, 2021
ESF 16 - Page 2
2. Limit access to emergency areas to emergency and relief workers.
3. Ensure that communities have adequate protection prior to repopulation of a community.
4. Coordinate escort for supplies, equipment and VIPs into impacted areas.
5. Limit episodes of crimes and enforce local curfews as needed.
ACTIONS
Preparedness
1. Monitor traffic conditions and assign traffic control, as necessary.
2. Notify tow truck businesses of the potential storm emergency and predetermine wrecker locations
along critical evacuation routes.
3. Preposition resources as conditions allow.
4. Implement CCSO Emergency Operations Plan.
Response
1. Observe traffic conditions and correct deficiencies.
2. Coordinate security at shelters, mass feeding sites, comfort stations, and distribution/ warehouse sites.
Recovery
1. Conduct assessment of damage, injuries, roadway accessibility and critical facilities.
2. Assist in search and rescue efforts.
3. Search for and report hazards due to gas leaks, downed power lines, and other hazardous materials.
4. Assist county and utility staff in relocating their equipment to impacted areas.
5. Assist in the restoration of normal services and utilities, food and water deliveries.
6. Establish traffic control points to limit ingress to impacted areas until safe passage determination is
made.
INTERFACE
ESF-6, Mass Care
ESF-8, Health and Medical
ESF-13, Military Support
ESF-14, Public Information
Appendix 1 to Basic March 16, 2021
ESF 17 - Page 1
ESF-17: Animal Issues
RESPONSIBLE AGENCIES
Lead Agency: Collier County Domestic Animal Services Division (CCDAS)
Collier County Parks & Recreation Division
Collier County Public Utilities Department
Collier County Public Services Department
University of Florida IFAS Extension, Collier
County
Collier County Emergency Management Division
Collier County Sheriff Department
Mutual Aid
All jurisdictions that have entered into the Statewide Mutual Aid Agreement
PURPOSE
1. Provide for the coordination of local resources to assist all animals needs before, during, and
following a significant event.
2. Assist animals affected by a disaster with emergency medical care, evacuation, rescue, temporary
confinement, shelter, food and water and identification for return to their owners.
3. Coordinate diagnosis, prevention and control of diseases of public health significance.
4. Provide overall management, coordination and prioritization of countywide animal control services to
support pet and livestock animal needs in the event of a disaster.
CONCEPT OF OPERATIONS
1. Coordinate with ESF-15 for volunteer personnel; coordinate efforts to provide water, food, and
shelter and other physical needs to animals; store and distribute animal food and medical supplies.
2. Coordinate with ESF-14 to ensure that animal shelter and related information is provided before,
during and after the disaster event.
3. Coordinate with ESF-6 to manage the sheltering operations of designated Pet-Friendly Shelters to
include registration, staffing, and other activities in a pet-friendly evacuation center.
4. Coordinate with ESF-8 to release information to the general public regarding such issues as
quarantine and zoonotic disease alerts.
ORGANIZATION
In the Incident Management System, ESF-17 is a function in the Human Services Branch and reports through
the Operations Section, Response Unit.
RESPONSIBILITIES
1. Implement Pet Shelter operations when directed by the EOC Incident Commander or Operations.
2. Coordinate with special needs population to address their pet issues.
Appendix 1 to Basic March 16, 2021
ESF 17 - Page 2
3. Coordinate requests for assistance and additional resources necessary with the appropriate agencies.
4. Participate in public outreach and community education about disaster preparedness for domestic
animals and livestock.
5. Dispose of animal carcasses and waste.
6. Coordinate with ESF-8 to diagnose, prevent and control zoonotic diseases, e.g., rabies, and other
animal related conditions of public health significance.
7. Respond to animal-related complaints; public safety, animal safety, potential rabies exposure and
assist law enforcement officers.
8. Reunite animals with their owners.
9. Coordinate and assist emergency response teams with animal-related focus.
ACTIONS
Preparedness
1. Initiate emergency procedures for pet/animal sheltering and confinement.
2. Prepare to pick up animals at special needs shelters, as necessary.
3. Notify Domestic Animal Services to initiate emergency procedures for support of pet/animal
shelter(s).
4. Provide information to general public about hotels and commercial boarding facilities that accept
pets.
Response
1. Coordinate with ESFs-11 and -15 regarding storage sites and staging areas for animal food, supplies
and medical supplies.
2. Conduct damage assessment to determine if fencing must be restored/replaced at confinement areas.
3. Deploy Disaster Animal Response Team (DART) to identify and aid with; capture of injured,
displaced and abandoned animals, sheltering, medical care, reunification with owners and acquisition
of food and supplies to support relief efforts.
4. Assess disaster area(s) to determine specific health and safety needs. Coordinate with other
Emergency Support Functions to provide support and help with concerns involving animals and their
impact on human relief efforts.
Recovery
1. Consolidate/close shelters as need phases out.
2. Return animals to their owners.
3. Coordinate long-term sheltering, feeding and medical care.
INTERFACE
ESF-6, Mass Care
ESF-8, Health, Medical & Human
Services
ESF-9, Search and Rescue
ESF-11, Food and Water
ESF-14, Public Information
ESF-15, Volunteers and Donation
ESF-16, Law Enforcement
ESF-18, Business & Industry
Appendix 1 to Basic March 16, 2021
ESF 18 - Page 1
ESF-18: BUSINESS AND INDUSTRY
RESPONSIBLE AGENCIES
Lead Agency: Collier County Tourism Division
Collier County Business & Economic
Development Division
Collier County Emergency Management
Division
Greater Naples Chamber of Commerce
Naples, Marco Island, Everglades
Convention and Visitors’ Bureau
University of Florida IFAS Extension,
PURPOSE
1. Coordinate business access for damage assessment activities, securing property, and recovery
functions.
2. Maintain inventory of available lodging rooms within the County, prior to and after emergency
event.
3. Assist in receiving or dispatching accommodations guests prior to and during an emergency
event.
4. Assist in communicating with tourism attraction, restaurant and shopping and entertainment
business to report damage, power issues and business closures during emergency situations.
5. Coordinate response to disaster emergencies related to agribusiness enterprises, agricultural land
and crops and livestock property damage.
POLICIES
In the immediate aftermath of an emergency event, local government officials will conduct Search and
Rescue efforts. The first 24 hours after a major storm the only traffic allowed will be response vehicles.
Business and agricultural landowners should coordinate access through ESF-18.
CONCEPT OF OPERATIONS
1. Prior to a disaster event the Lead and Support Agency Representatives shall work with local
agricultural, business groups and tourism industry districts to develop procedures for providing
local businesses access to their facilities for damage assessment and business continuity activities.
Due to increased possibility of damage to hazardous materials and damage to livestock, their
structures and crop land, agency representatives will work with agribusinesses to develop damage
assessment criteria, recovery and containment and possible decontamination procedures of
materials and structures in case of a spill.
2. Area businesses, corporations and associations will be provided with established response and
recovery operations information.
Appendix 1 to Basic March 16, 2021
ESF 18 - Page 2
3. ESF staffing needs and identified personnel will be trained in ESF operations. Private damage
assessment and recovery teams will coordinate operations through specified EOC point of
contact.
ORGANIZATION
In the Incident Management System, ESF-18 is a function within the Human Services Branch and reports
through the Operations Section, Response Unit.
RESPONSIBILITIES
1. Coordinate ESF-18 activities with the Tourism Division to document census in area
accommodations and to coordinate lodging availability for incoming evacuees.
2. Develop and maintain database of tourism and other area businesses, including listing of disaster
response personnel, emergency contacts, and anticipated out-of-area assistance.
3. Work with the various animal related agencies to identify vulnerability areas within the
agricultural sector of the county and coordinate response.
4. Encourage Businesses and Industry to register online with Florida Virtual Business Emergency
Operations Center (http://flvbeoc.org/) in order to get current disaster resource listing, obtain disaster
situation reports as it affects the business, coordinate directly with the State’s Emergency Support Function
that addresses issues dealing with business and industry.
ACTIONS
Preparedness
1. Encourage personnel, especially those with emergency responsibilities, to have a Personal
Disaster Plan.
2. Assist in the shut down and evacuation of area industries and major corporations.
3. Secure tourism office or other ESF-18 support organizations buildings and implement other
procedures in anticipation of leaving the area.
4. Identify other work areas with back up generator power in non-flood areas to continue business if
the Tourism offices are not accessible.
5. If employees remain on-site, have them register with ESF-18.
6. Begin arrangements for recovery efforts, based on projected damage assessment data.
Response
1. Re-enter area, prepared for checkpoint clearance: photo-identification, suitable clothing and gear
(e.g., hardhats, heavy work shoes, and vest with company and disaster title).
2. Assist agribusiness and corporate damage assessment teams.
Appendix 1 to Basic March 16, 2021
ESF 18 - Page 3
3. Compile damage assessment reports for preliminary and final damage assessment data.
4. Secure building and property. Utilizing damage assessment criteria implement recovery and
containment and possible decontamination procedures on agribusiness property.
5. Maintain log of private restoration activities.
6. Begin recovery planning.
INTERFACE
ESF-16, Law Enforcement
ESF-14, Public Information
ESF-17, Animal Protection
DISASTER ACCOUNTING FORMS
Appendix Two to Basic
March 16, 2021
FEDERAL EMERGENCY MANAGEMENT AGENCY CONTRACT WORK SUMMARY RECORD Page of 1. APPLICANT 2. PA ID 3. PW # 4. DISASTER NUMBER 5. LOCATION/SITE 6. CATEGORY 7. PERIOD COVERING to 8. DESCRIPTION OF WORK PERFORMED DATES WORKED CONTRACTOR BILLING/INVOICE NUMBER AMOUNT COMMENTS—SCOPE to $ to $ to $ to $ to $ to $ to $ to $ to $ to $ GRAND TOTAL $ I CERTIFY THAT THE ABOVE INFORMATION WAS OBTAINED FROM PAYROLL RECORDS, INVOICES, OR OTHER DOCUMENTS THAT ARE AVAILABLE FOR AUDIT. CERTIFIED TITLE DATE FEMA Form 90-126, NOV 98
FEDERAL EMERGENCY MANAGEMENT AGENCY FORCE ACCOUNT LABOR SUMMARY RECORD Page of 1. APPLICANT 2. PA ID 3. PW # 4. DISASTER NUMBER 5. LOCATION/SITE 6. CATEGORY 7. PERIOD COVERING to 8. DESCRIPTION OF WORK PERFORMED NAME DATES AND HOURS WORKED EACH WEEK COSTS DATE TOTAL HOURS HOURLY RATE BENEFIT RATE/HR TOTAL HOURLY TOTAL COSTS JOB TITLE NAME REG. $ / $ $ JOB TITLE O.T. $ / hr $ $ NAME REG. $ / $ $ JOB TITLE- O.T. $ / hr $ $ NAME REG. $ / $ $ JOB TITLE O.T. $ / hr $ $ NAME REG. $ / $ $ JOB TITLE O.T. $ / hr $ $ NAME REG. $ / $ $ JOB TITLE O.T. $ / hr $ $ Total Cost for Force Account Labor Regular Time $ Total Cost for Force Account Labor Overtime $ I CERTIFY THAT THE ABOVE INFORMATION WAS OBTAINED FROM PAYROLL RECORDS, INVOICES, OR OTHER DOCUMENTS THAT ARE AVAILABLE FOR AUDIT. CERTIFIED TITLE DATE FEMA Form 90-123, NOV 98
FEDERAL EMERGENCY MANAGEMENT AGENCY FORCE ACCOUNT EQUIPMENT SUMMARY RECORD Page of 1. APPLICANT 2. PA ID 3. PW # 4. DISASTER NUMBER 5. LOCATION/SITE 6. CATEGORY 7. PERIOD COVERING to 8. DESCRIPTION OF WORK PERFORMED TYPE OF EQUIPMENT OPERATOR'S NAME DATES AND HOURS USED EACH DAY COSTS INDICATE SIZE, CAPACITY, HORSEPOWER, MAKE AND MODEL AS APPROPRIATE EQUIPMENT CODE NUMBER DATE TOTAL HOURS EQUIPMENT RATE TOTAL COST HOURS $ $ HOURS $ $ HOURS $ $ HOURS $ $ HOURS $ $ HOURS $ $ HOURS $ $ GRAND TOTALS $ I CERTIFY THAT THE ABOVE INFORMATION WAS OBTAINED FROM PAYROLL RECORDS, INVOICES, OR OTHER DOCUMENTS THAT ARE AVAILABLE FOR AUDIT. CERTIFIED TITLE DATE FEMA Form 90-127, NOV 98
FLORIDA DIVISION OF EMERGENCY MANAGEMENT MATERIALS SUMMARY RECORD Page _____ of _____ APPLICANT PA ID PROJECT DISASTER NUMBER LOCATION/SITE CATEGORY PERIOD COVERING From: To: DESCRIPTION OF WORK PERFORMED VENDOR DESCRIPTION (Need to only enter total price for misc. eligible purchases on one invoice) (CHECK ONE) INVOICE STOCK DATE ORDERED DATE USED QUANT UNIT PRICE TOTAL PRICE $ $ $ $ $ $ $ $ $ GRAND TOTAL: $ I CERTIFY THAT THE ABOVE INFORMATION WAS OBTAINED FROM PAYROLL RECORDS, INVOICES, OR OTHER DOCUMENTS THAT ARE AVAILABLE FOR AUDIT. CERTIFIED TITLE DATE
FEDERAL EMERGENCY MANAGEMENT AGENCY RENTED EQUIPMENT SUMMARY RECORD Page of 1. APPLICANT 2. PA ID 3. PW # 4. DISASTER NUMBER 5. LOCATION/SITE 6. CATEGORY 7. PERIOD COVERING to 8. DESCRIPTION OF WORK PERFORMED TYPE OF EQUIPMENT Indicate size, capacity, horsepower, make and model as appropriate DATES AND HOURS USED RATE PER HOUR TOTAL COST VENDOR INVOICE NO. DATE AND AMOUNT PAID CHECK NO. W/OPR W/OUT OPR $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ GRAND TOTAL I CERTIFY THAT THE ABOVE INFORMATION WAS OBTAINED FROM PAYROLL RECORDS, INVOICES, OR OTHER DOCUMENTS THAT ARE AVAILABLE FOR AUDIT. CERTIFIED TITLE DATE FEMA Form 90-125, NOV 98
1
SAMPLE
DECLARATION/PROCLAMATION
Appendix 3 to Basic
March 16, 2021
2
PROCLAMATION/RESOLUTION NO. 20XX-_____
PROCLAMATION OF THE BOARD OF COUNTY COMMISSIONERS
OF COLLIER COUNTY TO DECLARE A STATE OF EMERGENCY
FOR ALL TERRITORY WITHIN THE LEGAL BOUNDARIES OF
COLLIER COUNTY INCLUDING ALL INCORPORATED AND
UNINCORPORATED AREAS.
WHEREAS, [name disaster] has the potential for causing extensive damage to public
utilities, public buildings, public communication systems, public streets and roads, public
drainage systems, commercial and residential buildings and areas; and
WHEREAS, Collier County Bureau of Emergency Services officials are recommending
that a “State of Local Emergency” be declared due to the threat of [name disaster]; and
WHEREAS, Section 252.38(3)(a)(5), Fla. Stat., and Collier County Ordinance Nos. 84-
37, 2001-45, 2002-50, 2007-49, and 2011-34 (codified at Sections 38-56 through 38-71 in the
Collier County Code of Laws and Ordinances) provide for a political subdivision such as Collier
County to declare a State of Local Emergency and to waive the procedures and formalities
otherwise required of political subdivisions by law pertaining to:
1. Performance of public work and taking whatever prudent action is necessary to
ensure the health, safety and welfare of the community;
2. Entering into contracts;
3. Incurring obligations;
4. Employment of permanent and temporary workers;
5. Rental of equipment;
6. Utilization of volunteer workers;
7. Acquisition and distribution, with or without compensation, of supplies, materials
and facilities;
8. Appropriation and expenditure of public funds.
NOW THEREFORE, IT IS RESOLVED BY THE BOARD OF COUNTY
COMMISSIONERS OF COLLIER COUNTY, FLORIDA, in Special Session, this XXth day
of [month], 20XX, that Hurricane Irma poses a serious threat to the lives and property of
residents of Collier County, that voluntary evacuation is encouraged, and that a State of Local
Emergency be declared, effective immediately for all territory in the incorporated and
unincorporated areas of Collier County.
3
BE IT FURTHER RESOLVED, that the Board of County Commissioners hereby
exercises its authority pursuant to Collier County Ordinance Nos. 84-37, 2001-45, 2002-50,
2007-49, and 2011-34 and waives the procedures and formalities required by law of a political
subdivision, as provided in Section 252.38(3)(a)(5), Fla. Stat., including authorization for
Procurement Director to waive existing purchasing card limitations during the declared
emergency.
BE IT FURTHER RESOLVED, that the Board of County Commissioners hereby
declares that during an emergency it shall be unlawful and an offense against the County for any
person operating within the County to charge more than the normal average retail price for any
merchandise, goods or services sold during the emergency. The average retail price as used
herein is defined to be that price at which similar merchandise, goods or services were being sold
during the 30 days immediately preceding the emergency or at a mark-up which is a larger
percentage over wholesale cost than was being added to wholesale cost prior to the emergency.
The waiver and re-imposition of the state gas tax(es) shall not factor as to gasoline/petroleum
products sales prices.
BE IT FURTHER RESOLVED, that pursuant to Collier County Ordinance No. 2002-
50, Section One, this proclamation declaring a state of emergency shall activate the disaster
emergency plans applicable to the County and shall be the authority for the use or distribution of
any supplies, equipment, materials or facilities assembled or arranged to be made available
pursuant to such plans.
THIS PROCLAMATION/RESOLUTION ADOPTED after motion, second, and
majority vote favoring same this Xth day of [month], 20XX.
ATTEST: BOARD OF COUNTY COMMISSIONERS
XXXXXXX, CLERK COLLIER COUNTY, FLORIDA
By: ________________________________ By: ________________________________
XXXXXXXX , Deputy Clerk XXXXX, CHAIR
Approved as to form and legality:
________________________________
XXXXXXXX
County Attorney
APPENDIX 4 TO BASIC PLAN
CEMP NOTIFICATION LIST
MARCH 16, 2021
CEMP NOTIFICATION LISTING
(NOTE: Only one paper copy of the plan is maintained in the County Manager’s Office. The electronic version maintained
through the Emergency Management web site is a legal version of the plan. The following agencies will be notified of changes to
the CEMP.)
COLLIER COUNTY
Board of County Commissioners
Collier County Sheriff’s Office
Clerk of Courts (Board Minutes)
Supervisor of Elections
Collier County Property Appraiser
Collier County Public Schools
Collier County Tax Collector
Collier County Mosquito Control
County Manager
County Attorney
Collier County Airport Authority
Collier County Court Administration
Collier County Domestic Animal Services Division
Collier County Emergency Management Division
Collier County Emergency Medical Services
Collier County Administrative Services Department
Collier County Growth Mgt Department
Collier County Public Services Department
Collier County Public Utilities Department
Collier County Main Library (Reference Section)
Collier County Medical Examiner
Collier County Corporate Financial & Management
Division
Collier County Pollution Control Division
Collier County Operations & Public Information
Division
CITY OF MARCO ISLAND
City of Marco Island Police Dept.
Marco Island Fire Department
CITY OF NAPLES
Naples Police Department
Naples Fire Department
Naples Airport Authority
EVERGLADES CITY
Everglades City - Mayor’s Office
INDEPENDENT FIRE DEPARTMENTS
North Collier Fire and Rescue Fire District
Greater Naples Fire Rescue District
Immokalee Fire Control District
STATE AGENCIES
Big Cypress Basin, SFWMD
State of Florida, DEM-Region 6 Coordinator
State of Florida, Florida Forest Service
State of Florida, Division of Emergency Management
(for distribution to other State agencies)
Florida Department of Health - Collier
Florida National Guard
OTHER AGENCIES
American Red Cross – Florida Southern Gulf Chapter
Salvation Army - Naples
Southwest Florida Regional Planning Council
National Park Services (Everglades City)
Physicians Regional Healthcare System (Pine Ridge
and Collier Blvd - EOC Representative)
Naples Community Healthcare System (Disaster
Preparedness - Representative)
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Annex A – Page 1
COLLIER COUNTY, FLORIDA
Comprehensive Emergency Management Plan
HAZARDOUS WEATHER
RESPONSE
ANNEX A
March 16, 2021
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Annex A – Page 2
ANNEX A
Hazardous Weather Response
I. Introduction
A. General
This annex establishes a framework through which Collier County may prevent or
mitigate the impacts of, prepare for, respond to, and recover from non-flooding/tropical
conditions that could adversely affect the health, safety and general welfare of Collier
County residents and guests This annex will also detail each weather hazard affecting
Collier County and our response from the level of Emergency Operations Center
activation perspective.
B. Purpose & Scope
1. The purpose of this annex is to describe the unique response/recovery procedures
from hazardous weather events. This annex describes the most frequent weather
phenomena to affect Collier County.
2. The weather hazards addressed in this annex are:
a. Extreme Cold/Freeze
b. Thunderstorm/Lightning/Tornado
c. Drought
d. Tropical Storm/Hurricane (see Annex D, Hurricane Response, has greater
detail.)
C. Assumptions
1. Collier County will usually receive advanced warning about the onset of
hazardous weather conditions, but not necessarily the severity or impact location.
However, when we receive hazardous weather information from the National
Weather Service Office or the Florida Division of Emergency Management,
Emergency Management Department will retransmit the information to both
Weather Spotters, critical facilities and other governmental agencies.
2. The Emergency Operations Center (EOC) will not be activated pre-event for
most hazardous weather conditions, except for Tropical Storms & Hurricanes.
3. For Uninsured losses to Agri-Business, the Farm Service Agency, Clewiston
(863-983-7250), maintains a database of those with uninsured crops and expects
the farm owners to call them if they have losses and/or will contact them for
information on potential losses. The Farm Service Agency will initiate any
requests for financial assistance should it be warranted. Agri-Businesses will
notify Univ. of Fla. Extension Services in Hendry County of losses (863-983-
1598).
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Annex A – Page 3
II. The Response Organization
A. General
1. Most responses to weather events will be by on-duty forces. The response to a
hazardous weather event will be dependent on reports from the public and
governmental entities.
2. For major hazardous weather events, the response organization will be as
described in the Basic Plan portion of this plan, with the Emergency
Management Division as the Lead Agency for pre-event activities and the
Growth Management Department as the agency responsible for leading the post-
disaster recovery activities.
B. Responsibilities
1. Emergency Management Division will:
a. Be the Lead Agency responsible for this annex as well as all pre-event
hazardous weather activities.
b. Activate the SKYWARN Storm Spotter network, as necessary, or when
requested by the National Weather Service.
c. Monitor the weather and activate the warning system(s) described in the
Basic Plan.
d. Request shelter/refuge openings, as the situation warrants.
e. Activate the EOC, as necessary.
f. Request the activation of the Collier Emergency Information Hotline, as the
situation warrants.
g. Request the Board of County Commissioners issue a Local State of
Emergency Declaration, as the situation warrants.
2. Growth Management Department will be Lead Agency for damage/impact
assessment and Recovery Operations should a disaster occur.
3. Growth Management Department will:
a. Initiate mitigation measures & programs to enhance traffic safety during the
hazardous weather event.
b. Close roads and barricade, as necessary.
c. Assist with evacuations when warranted.
4. Public Services Department will assist with people with special needs and other
emergency health support.
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Annex A – Page 4
5. Collier Public Schools will:
a. Assist with evacuation transportation requirements.
b. Provide/support using public schools for sheltering.
6. Collier County Sheriff’s Office will assist with evacuation and transportation
operations.
7. Collier County’s Fire Departments/Districts will:
a. Manage and deploy their Community Emergency Response Teams, as
necessary.
b. Provide damage/impact assessments.
8. Municipalities will:
a. Provide liaison personnel to the activated EOC and
b. Initiate damage assessments, when warranted.
9. American Red Cross will:
a. Manage evacuation shelters.
b. Provide humanitarian assistance, as necessary.
10. Local Response: In addition to on-duty forces, specialized teams may be needed
to assist in the response, such as: CERT, Collier County’s volunteer
organizations and SKYWARN Spotters.
C. State Response
1. Pre-Event: State response is not expected unless we are under a Tropical
Storm/Hurricane Warning.
2. Post Event: The initial response will be by the Regional Coordinator and/or
Florida National Guard Liaison Officer. Additional responders will be at the
request of the Emergency Management office.
D. Federal Response
Federal response will only be post-event, when requested by the Emergency Management
Office.
III. Concept of Operation
A. General
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Annex A – Page 5
When the EOC is activated, Emergency Support Functions (ESFs) will be organized and
operate under the Incident Management System as outlined in the Basic Plan. This
section will address unique activities corresponding to a particular hazardous weather
event.
B. Extreme Cold/Freeze
Extreme cold and freezes are relatively infrequent events in Collier County. The main
threats from these events are to lives/health of people with insufficient shelter and to agri-
business industry. This part of the plan is implemented when temperatures are expected
to drop below 40 degrees for at least two hours, factoring in the wind chill. No EOC
activation anticipated.
a. Level Three, Monitoring Phase, implemented.
b. Emergency Management will monitor weather conditions, coordinate the
opening of refuges and/or homeless shelters and disseminate the opening of
shelter information to the media and other agencies.
C. Thunderstorm/Lightning/Tornado
1. Severe thunderstorms, which have lightning and the potential for tornadoes, are
frequent here in the summer and fall months. The EOC is not likely to be
activated beyond a Level Three, unless an EF-1 tornado, or greater, occurs
somewhere in Collier County resulting in loss of life and/or property. Then the
EOC will be in a post-disaster type operation. The main activity for County
Government is to maintain contact with the National Weather Service (NWS),
SKYWARN Spotters, etc., disseminating weather warnings/updates via
communication systems addressed in Basic Plan.
2. Level Three, Monitoring Phase
Emergency Management will monitor the storm system’s potential and
disseminate the information to those most affected via means identified in the
Basic Plan.
3. Level Two, Partial Activation
a. Emergency Management will:
(1) Based on the impact of the storm, may activate the Collier
Emergency Information Hotline.
(2) Provide on-going situation reporting to the State.
(3) Maintain contact with the NWS and disseminate weather updates
and other information to the media and public.
(4) Request shelter openings, as required.
b. American Red Cross will:
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Annex A – Page 6
(1) Open shelters as requested.
(2) Provide humanitarian services, as necessary.
(3) Provide a liaison to the EOC, as requested.
(4) Keep the Emergency Management office advised on the finding
of the damage assessment.
c. Growth Management Department will:
(1) Provide a liaison to the EOC, when requested and coordinate
response activities from the EOC.
(2) Assume the Lead Agency responsibilities for damage/impact
assessment and Recovery Operations.
d. Collier County Sheriff’s Office will:
(1) Provide liaison to EOC when requested.
(2) Coordinate traffic activities.
e. Operations & Public Information Division will activate ESF-14 in the
EOC when requested.
4. Level One, Full Activation (Virtual or In-Person)
This level of activation would occur if a catastrophic F-3 tornado, or greater,
impacted lives and property within Collier. Should this, occur, all actions
described in the Basic Plan will occur.
D. Drought
1. Droughts in recent years mainly affect inland Collier County. Specifically, the
main hazard is wells drying up. When this is the case, usually the well services
are so far behind in drilling new wells that governmental intervention may be
needed in order to keep people in their homes. An associated hazard with
drought is sinkholes. No EOC activation is anticipated.
2. Level Three, Monitoring Phase
a. Emergency Management Office will:
(1) Monitor activities related to the drought, participate in
conference calls with the State, and closely coordinate remedial
activities, water rationing information dissemination, with the
public.
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Annex A – Page 7
(2) Consider drafting a Local State of Emergency in order to help a
community stay in their homes, versus needing to reside in a
shelter due to the lack of water and/or septic system operation.
b. Florida Department of Health - Collier may provide private well water
testing when situation warrants.
E. Tropical Storm/Hurricane
1. Because we are a coastal community, these storms have the greatest potential for
loss of life and catastrophic property losses. For that reason, the EOC will be
activated to some level during the course of the threatening weather. A time
delineating schedule (TDS) is developed for tropical weather systems affecting
Collier County.
2. Level Three, Monitoring Phase
a. Once a tropical system directly threatens Florida, a series of activities
occur consisting of conference calls, frequent public service
announcements, etc.
b. All governmental agencies should be reviewing their plans, stockpiling
supplies, “topping off” their vehicles, etc.
c. Corporate Financial & Management Services Division will secure a
“Project Number” for all disaster activities.
3. Level Two, Partial Activation
a. For a tropical system directly affecting Collier County, this phase will be
a short-lived transitory period because full activation will occur during
completion of departmental TDS. Preparedness actions will be
accelerated and emergency coordinating officers (ECOs) and other
jurisdictional liaison officers will be establishing operations in the EOC.
b. Emergency Management will be coordinating requirements to open
shelters with ESFs 6, 14 and 16.
c. Operations & Public Information Division will activate ESF-14 in the
EOC.
d. All governmental agencies should disperse their equipment out of harms
way, dispatch liaisons to the EOC, when requested, and complete their
actions in the TDS.
4. Level One, Full Activation
a. Between 48 and 36 hours before the CPA, evacuation decisions will be
made. All of Collier County Government will be operating from the
EOC, either virtually or physically. This phase will continue through the
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Annex A – Page 8
threat period into the beginning portion of Recovery operations, not
going beyond two weeks.
b. The County Manager, in consultation with the Constitutional officers,
will decide on closing or limiting County business and/or services and
recommend cancellation of other public social events.
c. All Public Assistance Eligible Entities should compile and maintain all
disaster response and recovery related paperwork in case Collier County
receives a Presidential Disaster Declaration.
d. All governmental agencies should disperse their equipment out of harms
way, dispatch liaisons to the EOC and complete the TDS.
e. The Collier County Public Schools will decide when to close schools and
be prepared to staff evacuation shelters not covered by the American Red
Cross.
f. The American Red Cross will coordinate operations in support of shelter
openings and open shelters.
g. Emergency Management will:
(1) Recommend issuance of a Declaration of State of Local
Emergency.
(2) Initiate Special Needs evacuation operations.
(3) Maintain dissemination of warning information and situation
reporting to all.
(4) Determine and coordinate area evacuation operations.
(5) Coordinate recovery operations with the State.
(6) For post-disaster operations, dispatch the Impact Assessment
Teams to determine the disaster’s impact on the communities.
h. Collier County Sheriff’s Office will:
(1) Support shelter operations security.
(2) Assist with evacuation operations, to include denying reentry to
evacuation area(s).
i. Growth Management Department will:
(1) Monitor traffic operations and take appropriate action to
facilitate evacuation operations.
(2) Coordinate closely with the Sheriff’s liaison and ESF-14 on the
status of road capacities.
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Annex A – Page 9
(3) Assume the Lead Agency role for recovery operations to
include: Damage Assessment, forming and leading the
Recovery Task Force, etc.
(4) Transition to Recovery Operations outside the EOC.
IV. Reimbursement/Finance
As stipulated in the Basic Plan.
V. Training & Exercises
A. General
Training to support hazardous weather operations is on-going and recurring. The State
and FEMA provide a variety of training courses, as well as Independent Study Courses,
at no expense to the individual. The Emergency Management Office can develop a
tailored training program for any agency desiring the service.
B. Training Program Development & Implementation
The Basic Plan provides a chart outlining the recommended training for each ESF.
Other/new training offerings will be disseminated via Emergency Management Office to
all agencies.
C. Training Exercise
Collier County government participates in the State’s Annual Hurricane Exercise
conducted in the spring timeframe. Departments are encouraged to conduct their own
tabletop exercises, especially when procedures and/or equipment change.
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Annex A – Page 10
Decision Matrix
Decision County Commissioners County Manager Corp. Fin. & Mgt. Svs. Div. Emergency Management Public Schools Sheriff Growth Management department Issue Local State of Emergency
Issue Project Number for Disaster Ops
Activate Emergency Operations Center
Open Shelters
Special Needs Evacuation
Order General Evacuation
Close Schools
Close/Cease Public Event Activities
Close Routine Governmental Services
Release Gov’t People to Prepare
Activate Emergency Phone Bank
Activate Refuges of Last Resort
Allow Re-Entry
Cease Emergency Operations
Return to Normal Gov’tal Services
Deploy Mutual Aid
Receive Mutual Aid
Annex B Page - 1
COLLIER COUNTY, FLORIDA
Comprehensive Emergency Management Plan
TERRORISM INCIDENT
RESPONSE
ANNEX B
(Consequence Management)
March 16, 2021
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Annex B Page - 1
TABLE OF CONTENTS
(Ctrl + Click on a section heading to jump to that section)
I. FORWARD ..................................................................................................................................... 2
II. EXECUTIVE SUMMARY ............................................................................................................ 3
III. DEFINITIONS ............................................................................................................................... 4
IV. INTRODUCTION .......................................................................................................................... 7
V. SITUATION ................................................................................................................................... 8
VI. ASSUMPTIONS ............................................................................................................................. 9
VII. PURPOSE ..................................................................................................................................... 11
VIII. SCOPE .......................................................................................................................................... 12
IX. AUTHORITIES............................................................................................................................ 13
X. CONCEPT OF OPERATIONS .................................................................................................. 14
XI. ORGANIZATIONAL RESPONSIBILITIES ............................................................................ 26
XII. TRAINING AND EXERCISES .................................................................................................. 40
XIII. ANNEX MAINTENANCE AND IMPLEMENTING PROCEDURES ................................... 42
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Annex B Page - 2
FORWARD
The communities of Collier County, Florida, like all communities in the state, are
vulnerable to a terrorist or cyber terrorist attack. A terrorist attack could involve the use
of a "weapon of mass destruction (WMD)" that would threaten lives, property, and
environmental resources through physical destruction by explosions and resulting fires,
and/or by contamination with chemical, biological, and/or radiological materials. A cyber
terrorist attack could destroy or significantly disrupt vital computer networks,
communications systems, and/or Internet services, interfering with provision of critical
community services and thereby causing substantial human and economic impacts.
The first responders in an actual or suspected terrorist event will be from local
emergency services agencies and organizations. For this reason, Collier County and its
cooperating municipalities have established and will maintain a comprehensive program
to prepare for, respond to and manage the impacts of terrorist and cyber terrorist events.
The program provides for:
Continuing assessment of the community's vulnerability to terrorism,
Planning and training to prepare for and respond to such events,
Pre-deployment of specialized response capabilities, where needed, and
Establishing the operational concepts to be utilized to manage an actual or
suspected event.
If needed, state and/or Federal assistance will be mobilized to support the local
command structure.
Collier County’s terrorism incident response program relies on the authorities,
operational concepts, organizational responsibilities, and resources available through
the County’s Comprehensive Emergency Management Plan (CEMP). The terrorist
incident response can be broken down into two parts: Crisis Management and
Consequence Management. This public annex to the CEMP will only focus on the
Consequence Management side of the terrorist incident response.
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Annex B Page - 3
I. EXECUTIVE SUMMARY
The Collier County Terrorism Incident Response Annex (Consequence Management)
establishes the operational concepts to be used by the emergency operations center to
guide and manage the consequences of a terrorist incident. Additionally, this document
provides for local agency participation of the escalation of the response to the incident to
include state and Federal response organizations.
The annex provides the guidance needed by support agencies in the event of a terrorist
act occurring in or impacting Collier County. The emphasis of the annex is to guide the
consequence activities conducted by the Emergency Support Functions (ESFs)
established by the Collier County CEMP, and it is not intended to replace the field
operations guides currently used by first responders.
The Collier County Terrorism Incident Response Annex has been developed to be
consistent with the operational concepts and organizational structure used in the
Terrorism Incident Response Annex of the State of Florida Comprehensive Emergency
Management Plan. It is also consistent with the concepts and structure to be used by
Federal agencies responding to a terrorist event in Collier County.
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Annex B Page - 4
II. DEFINITIONS
Collier Emergency Information Hotline (CEIH) – This activity serves as the public’s
information clearinghouse immediately before, during and after a disaster event. It may
be activated before the EOC in order to inform the public. When the EOC is activated,
so will the CIEH.
Comprehensive Emergency Management Plans (CEMP) – The documentation of a
planning process required by Chapter 252, Florida Statutes, at the State and county
level to establish policies and procedures needed to prepare for, respond to, recover
from and mitigate the impacts of all types of natural, technological and criminal/hostile
disasters.
Consequence Management – Measures to protect public health and safety, restore
essential government services, and provide emergency relief to governments,
businesses and individuals affected by the consequences of terrorism. It supports the
Crisis Management effort.
Crisis Management – Measures to identify acquire and plan the use of resources
needed to anticipate, prevent, and/or resolve a threat or act of terrorism. It begins once
an attack has occurred.
County Warning Point – The twenty-four-hour location to initiate/receive warning
information. The Collier County warning point is located in the Collier County Sheriff's
Communications & Dispatch Office.
Cyber Terrorist Attack – An intentional effort to electronically or physically destroy or
disrupt computer network, telecommunication or Internet services that could threaten
critically needed community services or result in widespread economic consequences.
District Response Team (DRT) – Hazardous Material Response teams organized,
trained and equipped to respond to weapons of mass destruction events within the
region. Comprised of first responders from the various fire agencies and Collier County
EMS this asset is deployed at the request of the county, by the State Emergency
Operations Center.
Emergency Operations Center (EOC) - The Emergency Operations Center (EOC) is
the central location from which all off-scene activities are coordinated. Senior elected
and appointed officials are located at the EOC, as well as personnel supporting critical
functions, such as operations, planning, logistics, and finance and administration. The
key function of EOC personnel is to ensure that those who are located at the scene have
the resources, i.e., personnel, tools, and equipment, that they need for the response. In
large emergencies and disasters, the EOC also acts as a liaison between local
responders and the State.
Emergency Public Information – See Collier Emergency Information Hotline (CEIH).
Emergency Support Function (ESF) - Identifies a disaster response resource which
manage and coordinate specific categories of assistance common to all disasters, an
ESF is headed by a lead organization responsible for coordinating the delivery of goods
and services to the disaster area and is supported by numerous other organizations.
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Annex B Page - 5
Environmental hazard - A condition capable of posing an unreasonable risk to air,
water, or soil quality, or to plant and animal life.
Florida Department of Law Enforcement (FDLE) - Coordinates the mobilization of law
enforcement and security forces in support of local governmental activities.
Florida Field Operations Guide (FOG) - The all-risk emergency response field
operations guide developed as a unified effort of all emergency responders in the State
of Florida to coordinate emergency response Statewide.
Florida National WMD Guard Civil Support Team – A designated team of National
Guard personnel available on a seven-day, 24-hour basis with specialized training,
equipment and materials, that can be mobilized through the State Watch Office to the
scene of a terrorist attack involving a weapon of mass destruction.
Hot Zone - The area immediately surrounding a chemical hazard incident, such as a
spill, in which contamination or other danger exists.
Incident Commander (IC) - The person responsible for establishing and managing the
overall operational plan at a incident site. The incident commander is responsible for
developing an effective organizational structure, allocating resources, making
appropriate assignments, managing information, and continually attempting to mitigate
the incident.
Incident Command System (ICS) –The Incident Command System is a standardized
management system designed for control and coordination of field emergency response
operations under the direction of an Incident Commander through the allocation and
utilization of resources within pre-defined functional and/or geographic areas.
Joint Information Center (JIC) -- A location and/or operational unit staffed by the public
information officers of all key responding agencies, impacted jurisdictions, or other
groups closely involved in the incident in order to provide for coordination and
consistency in media management operations.
Mass Casualties Incident (MCI) - An emergency incident in which five or more
individuals are injured and/or killed. Collier County classifies MCI events as “Level I” if
there are 5 to 10 victims, “Level II” if there are 11 to 20 victims, or “Level III” if there are
more than 20 victims, “Level IV” if there are between 101 to 1000 victims, and “level V” if
there are over 1001 victims.
Mitigation - Actions taken to prevent or reduce the severity of harm.
National Incident Management System (NIMS) - A consistent nationwide plan for
Federal, State, tribal and local governments to work effectively and efficiently together to
prepare for, respond to, and recover from domestic incidents, regardless of cause, size,
or complexity.
National Response Plan (NRP) - Implements the domestic incident management
authorities, roles and responsibilities of the Secretary of Homeland Security as defined in
Homeland Security Presidential Directive #5 (HSPD-5). Provides guidance on Federal
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Annex B Page - 6
coordinating structures and processes for domestic incident management.
National Terrorism Advisory System Alert - NTAS Alerts are issued by the
Department of Homeland Security. These alerts will include a clear statement that there
is an imminent threat or elevated threat. Using available information, the alerts will
provide a concise summary of the potential threat, information about actions being taken
to ensure public safety, and recommended steps that individuals, communities,
businesses and governments can take to help prevent, mitigate or respond to the threat.
Public Information Officer (PIO) – An individual from an organization or jurisdiction
participating in the event designated to gather, prepare and release public information
regarding the situation and the response.
Regional Domestic Security Response Resources - Pre-designated emergency
responders from local agencies and organizations that are specifically trained and
equipped to support the local incident commander at the scene of a terrorist incident
involving a weapon of mass destruction at any location in the state.
Regional Domestic Security Task Force (RDSTF) - Pursuant to FSS 943.0312, the
Florida Department of Law Enforcement (FDLE) has established a Regional Domestic
Security Task Force (RDSTF) in each of its seven operations regions. Each RDSTF
consists of local representatives from disciplines involved in prevention and response,
including: law enforcement, fire/rescue, emergency medical services, emergency
management, hospitals, public health, schools and businesses. The RDSTFs work
together with the Chief of Domestic Security, to prepare for, prevent and respond to,
terrorist events.
Terrorism - A violent act, an economically destructive act, or an act dangerous to
human life that is in violation of the criminal laws of the United States. This includes the
unlawful use of force or violence against persons or property to intimidate or coerce a
government, the civilian population, or any segment thereof, in furtherance of political or
social objectives.
Unified Command – The adaptation of the Incident Command System in which all key
local, State and/or Federal agencies, as well as local hospitals and other involved private
sector organizations, cooperatively participate in planning, decision-making and
resource coordination in support of the designated Incident Commander.
Weapon of Mass Destruction (WMD) - A WMD is any device, material, or substance
used in a manner, in a quantity or type, or under circumstances evidencing an intent to
cause death or serious injury to persons or significant damage to property.
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Annex B Page - 7
III. INTRODUCTION
This annex to the Collier County Comprehensive Emergency Management Plan guides
the actions of local agencies and organizations to incidents known or suspected to be
terrorist attacks. Terrorist incidents involving chemical, biological, radiological, nuclear
or explosive materials (CBRNE) and cyber terrorism are considered technologically
hazardous incidents by nature. Incidents that are believed to be a terrorist act will be
treated as both a crime scene and as a hazardous materials incident with additional
complicating factors, until additional information indicates otherwise.
Regardless of the mechanism or motive behind the incident, this annex is focused on
actions to reduce the impact of the event efficiently and safely. All responders will follow
the National Incident Management System (NIMS) and the safety guidelines established
by their agencies and/or at the scene of the incident by the incident commander.
Depending on the characteristics of the incident, the capabilities and resources of Collier
County may quickly be exceeded. In anticipation of such circumstances, the State of
Florida has established Regional Domestic Security Task Forces (RDSTF) that would be
accessed by Collier County response organizations when necessary.
This annex guides the actions of Collier County organizations when managing the
consequences of a terrorist event with their own resources or when it is necessary to
request assistance through the RDSTF. Each RDSTF consists of local representatives
from disciplines involved in prevention and response, including law enforcement,
fire/rescue, emergency medical services, emergency management, hospitals, public
health, schools and businesses. The RDSTFs work together with the Chief of Domestic
Security, to prepare for, prevent and respond to terrorist events.
General response operations necessary to prevent or mitigate the consequences of a
terrorist event are established in Collier County’s Comprehensive Emergency
Management Plan.
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IV. SITUATION
The population, property and environmental resources of Collier County are vulnerable
to a threatened or actual terrorist attack. A terrorist incident could result in the release of
harmful chemical, biological or radiological materials, detonation of an explosive device,
or disruption of services dependent of computers, telecommunications and the internet.
Such an incident could impact any location within the county and have the potential to
result in large numbers of fatalities, injuries, property damage and/or economic losses. It
is also possible that valuable environmental/agricultural resources necessary for the
county’s welfare could be rendered unusable through contamination or other forms of
damage.
Collier County and its municipalities continually conduct assessments of the current
situation with regard to the potential for a terrorist event and the capabilities of local
agencies to conduct initial response operations. These assessments are done in accord
with State and Federal guidance, and, for confidentiality reasons, the results are not
releasable.
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V. ASSUMPTIONS
Development of the Collier County Terrorism Incident Response Annex has required that
certain assumptions be utilized regarding the characteristics of a terrorist incident in the
county. These are the following:
a. The Terrorism Annex could be activated based solely on a National Terrorism
Advisory System (NTAS), without any specific threat information for Collier County.
b. Public safety agencies of Collier County and its municipalities will be the “first
responders” to the scene of a terrorist incident or the locations in the county where
the impacts of the event are experienced.
c. A terrorist incident may be made readily apparent to the responding organizations by
the characteristics of the impacts or a declaration on the part of the perpetrators or
may be very difficult to initially detect and identify because of uncertainty as to the
cause or extent of the situation.
d. The resources and/or expertise of local agencies in Collier County could quickly be
depleted by a response to a major terrorist incident and its consequences. Extensive
use of Area, State, and Federal resources and intrastate mutual aid agreements
must therefore be anticipated.
e. Specialized resources, as well as those normally utilized in disaster situations, will be
needed to support the response to a terrorist incident. Such resources may not be
located in Collier County, the FDLE Region or in the State of Florida.
f. The Florida Department of Health will have a minimum of three Biosafety Level 3
laboratories available for analytical services to assist in the response to a terrorist
event in Florida.
g. Resources from local, state, and federal agencies, as well as from private
organizations, will be made available on a timely basis upon request.
h. All state and local response agencies and organizations will establish and participate
in a unified command structure at or near the scene, and the Emergency Operations
Center of Collier County will be activated and staffed (if indicated by the size or
scope of the incident).
i. Federal agencies with statutory authority for response to a terrorist incident, or for
the geographic location in which it occurs or has impacted, will participate in and
cooperate with the unified command structure established by response organizations
from Collier County or the involved municipality.
j. A terrorist event will result in the timely activation of the Collier County
Comprehensive Emergency Management Plan, as well as those emergency plans
and procedures of the involved municipalities. When needed, the Florida Division of
Emergency Management (DEM) will activate the State Comprehensive Emergency
Management Plan (CEMP), the Department of Homeland Security will activate the
National Response Plan (NRP), and the Federal Emergency Management Agency
(FEMA) will activate the Federal Response Plan (FRP).
k. Responding agencies of Collier County and its municipalities will have the supportive
plans and procedures, as well as appropriately trained and equipped personnel that
may be needed for the general response operations related to management of the
terrorist incident. This annex assumes the resources and procedures for such
related operations as hazardous material response, mass casualty incident
management, law enforcement, search and rescue, and others will be in place to be
utilized when needed during a terrorist incident.
l. For terrorist events involving weapons of mass destruction, there may be a large
number of casualties. Injured or ill victims will require specialized medical treatment,
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potentially including decontamination and medical facilities and may require
establishing temporary medical operations in the field. Fatally injured victims may be
numerous, and their bodies contaminated or infectious. Special mortuary
arrangements are likely to be necessary.
m. Terrorist incidents may involve damage or disruption to computer systems,
telecommunications networks, or Internet systems; disturbance to vital community
networks for utilities, transportation, or communication; and/or could endanger the
health and safety of the population at risk, interrupt emergency response operations,
and result in substantial economic losses.
n. There will be very extensive media interest in a terrorist event and media
management operations will require resources beyond those needed for other types
of emergency management operations.
o. Collier County and its municipal jurisdictions have taken proper precautions such as
implementing “firewalls” and password access to their computer systems and have
implemented the same reporting mechanism that was used during Y2K for cyber
incidents.
p. County and municipal jurisdictions have the capability to implement response and
recovery operations for computer networks and databases disrupted by a cyber
terrorist incident.
q. The Florida National Guard WMD Civil Support Teams are available 24 X 7 for
deployment to actual/suspected WMD events in a local jurisdiction. Travel time to
Collier County from approval of the request of the State is approximately six hours.
r. Once notified of a suspected terrorist incident, the State Watch Office will make
notifications specifically to the Florida Division of Law Enforcement (FDLE) and the
Federal Bureau of Investigation (FBI).
s. It is possible that the use of a weapon of mass destruction, such as a biological
agent, could occur resulting in widespread illness, fatalities, or environmental
contamination without a readily defined incident scene. In this case emergency
operations at the local level would be coordinated through the local emergency
operations center. Response operations such as mass casualty management,
environmental decontamination, and public information would be provided on a
region-wide basis, with coordination being done through the RDSTF and the State
Emergency Operations Center. The State EOC and Department of Health will
conduct cross regional coordination. Collier County EOC will remain operational if
the State or Regional EOC is activated for a local or regional event.
t. Receipt & distribution of Strategic National Stockpile will be in concert with current
Department of Health policies. Health policies will be coordinated with the Collier
County Emergency Management Division and the EOC.
These assumptions form the framework within which the operational concepts of the
Collier County Terrorism Incident Response Annex have been established.
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VI. PURPOSE
The Terrorist Incident Response Annex to the Collier County CEMP defines the scope of
a terrorist incident response operation conducted by county and/or municipal agencies.
The annex establishes the policies, programs, and procedures that will be utilized by the
county and municipal agencies to prepare for, respond to and recover from a threatened
or actual emergency resulting from a terrorist act. It also defines the roles of the local
agencies and organizations in the development, implementation and maintenance of the
annex.
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VII. SCOPE
The scope of this annex is to guide the special or unique actions necessary to effectively
and safely manage the local emergency response operations conducted by Collier
County agencies. For other operations not necessarily unique to terrorist events, the
Collier County CEMP and agency emergency plans and procedures would be utilized.
During the first response to a known or suspected terrorist event, the following points are
the main objectives for Collier County’s operations:
1. Protect the lives and safety of the citizens and first responders;
2. Ensure notifications to hospitals to assess their readiness;
3. Isolate, contain, and/or limit the spread of any released nuclear, biological,
chemical, incendiary, or explosive devices, or the continuing spread of cyber
terrorist agents;
4. Identify the type of agent/devices used;
5. Identify and establish control zones for the suspected agent used;
6. Ensure emergency responders properly follow protocol and have appropriate
protective gear;
7. Identify the most appropriate decontamination and/or treatment for victims;
8. Establish victim services;
9. Notify emergency personnel, including medical facilities, of dangers and
anticipated casualties and proper measures to be followed;
10. Notify appropriate State and Federal agencies;
11. Provide accurate and timely public information;
12. Preserve as much evidence as possible to aid in the investigation process;
13. Protect critical infrastructure;
14. Manage fatalities and the protection of remains;
15. Protect property and environment;
16. Securing resources through the Collier County EOC, Regional Domestic
Security Task Force, State of Florida and the Federal Government.
This annex also defines the role of the agencies and organizations of Collier County and
its municipalities in accessing and securing resources through the RDSTF, the State of
Florida and the Federal government.
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VIII. AUTHORITIES
The authority for the development, implementation and maintenance of this annex is
derived from the authority of the Florida Statutes, Section 252.38(1).
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IX. CONCEPT OF OPERATIONS
A. Overview
The Collier County Terrorism Incident Response Annex (Consequence Management)
incorporates the following fundamental operational concepts:
Actions will be taken in accord in this annex during non-emergency times to prepare
the county and municipal agencies and organizations for a more timely and effective
response to terrorist incidents.
There will be a “tiered” field response to a known or suspected terrorist event,
utilizing three levels of escalating resource commitment, as follows:
Response and Command
Structure and Support
Unified Command
The responding agencies will utilize existing agency procedures for control of field
operations within the organizational structure established by the National Incident
Management System (NIMS)
When necessary, the Collier County Emergency Operations Center will be activated
as the Area Command or Multi-Agency Coordination Center to provide leadership or
additional support to responding field operations, hospitals and other facilities
involved in management of the incident and care of its victims. Support operations
from the EOC will be conducted by the designated Emergency Support Functions
(ESFs) in accord with the Collier County CEMP and the provisions of this annex.
For a major terrorist event, Collier County will anticipate requesting and receiving
assistance through the RDSTF and the Statewide Mutual Aid Agreement, as well as
from State and Federal agencies, using the request form found in Appendix 4.
B. Detection, Notification and Classification of a Terrorist Event
(1) Detection
Detection of an actual, suspected or threatened terrorist or cyber terrorist incident may
occur through a variety of mechanisms.
In many cases, such detection most likely would be by county or municipal first
responding units. Information regarding the event and its consequences would then be
reported from the scene to the County Warning Point.
Should detection of the event be from a telephone call or other communication
threatening a terrorist action or declaring that one has occurred, the County Warning
Point will utilize existing procedures to initiate an investigation and make appropriate
notifications, as indicated below.
Detection of a suspected terrorist event may be from a source other than the first arriving
unit or a communicated threat or declaration, such as from monitoring of morbidity or
mortality statistics in the county, reports from hospital emergency departments,
laboratory results from incident victims or environmental sampling, etc. In such cases,
the facility or individual recognizing the indications of a terrorist event would notify the
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County Warning Point, and follow-up notification would be made by the County Warning
Point to the State Watch Office.
Regardless of the method of detection of a known or suspected terrorist event, within the
meaning of this annex, the Collier County Warning Point will be notified accordingly.
(2) Notification
Upon receipt of notification that:
The Secretary of Homeland Security has issued an alert; the State Watch Office
will notify the County Warning Point and the Emergency Operations Center. The
EOC will disseminate this change and recommended protective actions based
on the direction provided by the Incident Commander.
The National Terrorism Advisory System (NTAS) issued an “Elevated or
Imminent Threat” advisory, the State Warning Point will contact the County
Warning Point and the EOC. During non-duty hours, the County Warning Point
will notify the Emergency Management Director who, in turn, will coordinate this
change and recommended protective actions with the incident commander. The
Emergency Management Director will schedule a meeting to brief County senior
staff and ESF representatives on the current situation and will consider
activating the EOC and Collier Emergency Information Hotline (CIEH).
A known or suspected terrorist event has occurred, is occurring or may occur,
the On-Duty Communications Supervisor of the County Warning Point will notify
the State Watch Office, as well as county and municipal agencies in accord with
existing procedures.
Regardless of the source of the detection of a known, suspected or threatened terrorist
event, pursuant to this annex, under all circumstances, the County Warning Point will
immediately notify State Watch Office (SWO) that a terrorist incident may have occurred
or has been threatened. The County Warning Point shall immediately notify the
Emergency Management Director, or his designee, following the notification to the SWO.
(3) Classification (based on the National Terrorism Advisory System)
Every known, suspected or threatened terrorist event occurring in Collier County or its
municipalities will be classified in a manner consistent with Federal policy. The Collier
County Warning Point will be informed of the classification and will, in turn, notify the
incident commander and the County EOC, if activated.
As for in this annex, when there is credible information about a threat, an NTAS Alert will
be shared with the American public. It may include specific information, if available,
about the nature of the threat, including the geographic region, mode of transportation,
or critical infrastructure potentially affected by the threat, as well as steps that individuals
and communities can take to protect themselves and help prevent, mitigate or respond
to the threat. The advisory will clearly indicate whether the threat is Elevated, if we have
no specific information about the timing or location, or Imminent, if we believe the threat
is impending or very soon.
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NTAS Alerts: After reviewing the available
information, the Secretary of Homeland Security will
decide, in coordination with other Federal entities,
whether an NTAS Alert should be issued.
NTAS Alerts will only be issued when credible
information is available.
These alerts will include a clear statement that there
is an imminent threat or elevated threat. Using
available information, the alerts will provide a
concise summary of the potential threat, information
about actions being taken to ensure public safety,
and recommended steps that individuals, communities, businesses and governments
can take to help prevent, mitigate or respond to the threat.
The NTAS Alerts will be based on the nature of the threat: in some cases, alerts will be
sent directly to law enforcement or affected areas of the private sector, while in others,
alerts will be issued more broadly to the American people through both official and
media channels.
NTAS Alerts contain a sunset provision indicating a specific
date when the alert expires - there will not be a constant
NTAS Alert or blanket warning that there is an overarching
threat. If threat information changes for an alert, the
Secretary of Homeland Security may announce an updated
NTAS Alert. All changes, including the announcement that
cancels an NTAS Alert, will be distributed the same way as
the original alert.
The incident commander for Collier County or the impacted
municipality will also notify the County Warning Point of one
of the following two situations:
State and/or Federal resources are requested to support local operations, or
Local capabilities are deemed to be adequate for local crisis and consequence
management response operations.
The County Warning Point will then notify the State Watch Office accordingly.
If the actual or potential consequences of the incident are such that county, State and
Federal resources and assistance are likely to be needed, these will be requested by the
unified command through the county Emergency Operations Center in accordance with
provisions of the Collier County CEMP.
C. Response Operations
Response operations are not covered by this annex.
(1) Response Policies
Imminent Threat Alert
Warns of a credible, specific, and
impending terrorist threat against
the United States.
Elevated Threat Alert
Warns of a credible terrorist
threat against the United States.
Sunset Provision
An individual threat alert is
issued for a specific time
period and then automatically
expires. It may be extended if
new information becomes
available or the threat
evolves.
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The county’s response to a known, suspected or threatened terrorist event will be in
accordance with established policies for emergency response operations for other types
of hazards, as defined within the Collier County CEMP, with the following additions:
There will be unique requirements to protect the safety of response personnel
during an event that involves the use of a weapon of mass destruction. Safety
of response personnel will be the highest priority.
County and/or municipal response personnel will assume the presence of
secondary explosive, chemical, biological or radiological devices at or near
the scene and conduct subsequent operations accordingly until the absence
of secondary devices is known,
Prior to the use of a weapon of mass destruction, tactical operations will
emphasize crisis management; following the use of a weapon of mass
destruction, tactical operations will emphasize consequence management.
The unified command will lead the county’s response to crisis and
consequence management operations.
The EM Director may at his discretion dispatch or authorize county vehicles
or equipment to be taken home with employees after hours and weekends to
ensure a timely response to emergency situations.
Management of response operations will be guided by the following priorities:
Preserving life or minimizing risk to health,
Preventing a threatened act from being carried out or an existing terrorist
act from being expanded or aggravated,
Locating, accessing, rendering safe, controlling, containing, recovering
and disposing of a weapon of mass destruction,
Rescuing, decontaminating, transporting and treating victims,
Releasing emergency public information that ensures adequate and
accurate communications with the public,
Restoring essential services and mitigating suffering,
Apprehending and successfully prosecuting perpetrators, and
Conducting site restoration.
(2) Mobilization and activation of resources
Depending on the characteristics of the terrorist incident, response agencies of Collier
County or the impacted municipality will be mobilized in accord with a tiered response,
sequences as follows and using the guidelines given:
A unified command structure will be established as soon as possible to meet the
dynamics of the terrorist event.
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STRUCTURE AND SUPPORT
This tier of response is designed to provide structure and support to the initial dispatch.
The structure and support response may originate in one of two different ways. Each
will expand the Incident Management System (IMS) structure by dispatching units:
1) As part of the original dispatch due to the nature and/or gravity of the incident; or
2) At the request of initially responding forces on the scene.
In general, this tier of response will involve mobilization of fire/rescue, EMS and law
enforcement command personnel, as well as notification and activation of public health
and hospital emergency department personnel. The Collier County Medical Examiner’s
Office will also be notified if fatalities have occurred or are likely to occur as a result of
the incident.
The responding command personnel will:
1) Coordinate operations for HazMat Teams, Law Enforcement, EMS and other
responders.
2) Provide immediate scene situation reports to the EM director or designee
3) Provide resource status reports and anticipated needs to the EM director
4) Make timely request for the Mobile Command Vehicle in support of an on-site
communications and coordination function.
The Hospital Emergency Departments, the EMS Division and Florida Department of
Health - Collier will:
1) Coordinate issues in assessment of the medical and health issues involved in
the incident.
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2) Plan and implement actions for emergency department operations and a
public health response.
UNIFIED COMMAND
The tier of the response involves establishing an integrated unified command for crisis
and consequence management. Depending on the characteristics of the incident, the
unified command must be prepared to encompass the following:
1) County and municipal/Independent Fire/Rescue, EMS, DoH, Emergency
Management, PIO and HazMat Teams
2) County and municipal law enforcement operations
3) State and local resources/agencies
4) Federal agencies through the FBI, FEMA and Department of Homeland
Security.
In addition, specialists will be included as part of this tier of response to facilitate and
process available data to refine threat assessment. Their actions are likely to include:
1) Evidence collection
2) Cyber terrorism investigation
3) Locating and rendering safe primary and secondary devices
4) Providing and supervising additional medical personnel
The designated Collier County Public Information Officer (PIO) will also be dispatched as
specialist supporting this tier of response. The mission of the County PIO will be to:
1) Process information from, and then back through, the unified command
before it is disseminated to the media.
2) Facilitate establishing the Joint Information Center (JIC) by State and Federal
PIOs and represent county and municipal interests in the JIC.
3) Coordinate information to be released to the public with the EOC and EM
director. Also, provide support personnel to the EOC for media information
management and the CEIH, as needed.
(3) Mutual Aid
For major terrorist events, Collier County, independent fire districts or the impacted
municipality will request assistance from mutual aid organizations pursuant to normal
procedures. When required, the Regional Domestic Security Response Force will be
requested through the State Watch Office, via Collier Emergency Management office
using the form found in Appendix 4. Through the Collier County Warning Point, the
county may also access statewide fire and law enforcement mutual aid available through
the Florida Fire/EMS Chiefs’ Association and the Florida Sheriffs’ Association,
respectively. The County Warning Point and/or Emergency Operations Center, through
the State Emergency Operations Center and/or Warning Point, may also request
activation of the District Response Team (DRT), Disaster Medical Assistance Team
(DMAT) or Disaster Mortuary Response Team (DMORT) activation to support local
operations.
(4) Scene Management
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Management of the scene of a known, suspected or threatened terrorist incident will be
in accordance with established departmental procedures for response to an incident
involving a hazardous material, explosive device, and/or other situation dangerous to
responders, as well as a situation potentially involving mass casualties.
(5) Public Protection
Depending on the characteristics of the agent, the actual or potential use of a chemical,
biological, or radiological weapon of mass destruction is likely to necessitate immediate
action to protect the surrounding public and/or populated areas adjacent to and
downwind of the point(s) of release. Because of similarities in dispersion of a chemical,
biological, or radiological weapon of mass destruction, emergency operations by the
County for public protection will be those utilized for a major hazardous materials
incident involving an explosive material and/or one that is an inhalation hazard. Such
operations would be conducted in accordance with the county’s established hazardous
materials response procedures for implementing evacuation and/or sheltering-in-place in
various locations within the county. When feasible, notification to the at-risk population
will be made by the Collier County Sheriff’s Office using the “Code Red” system. If the
size of the at-risk population is too great and/or the threat is imminent, the Emergency
Management Office/County Warning Point will initiate activation of the Emergency
Alerting System.
In the face of uncertainty regarding a known, suspected or threatened characteristics or
the likelihood of dangerous or contaminating levels of agent being dispersed beyond the
incident scene, the county will instruct all members of the population to initially shelter-in-
place. When additional information is available and/or decisions regarding the most
appropriate protective action can be made and implemented, this emergency instruction
can be continued, modified by an evacuation and/or terminated.
(6) Emergency Plan Activation
As indicated by the characteristics of the incident and/or its actual or potential
consequences, Collier County or the impacted municipality, if applicable, will activate its
Comprehensive Emergency Management Plan, and accordingly activate its Emergency
Operations Center. Timing of the county’s activation will be designed, to the extent
feasible, to anticipate changes in the incident classification level so that county
emergency operations can be expanded in a timely manner. Suggested EOC activation
levels are as follows:
Monitoring activation when the event is classified as a “Low, Guarded or Elevated”
Threat
Partial or Full activation when the event is classified as a “High or Severe Threat,”
depending on the potential consequences of the event, and
Full activation when the event is classified as a “WMD event.”
Emergency actions for management of the actual or potential consequences of an event
will be conducted for each activation level as specified in the Collier County CEMP.
(7) Activation of Other Facilities
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In order to meet the needs of the victims, responders, and the media in a terrorist event,
the following facilities are likely to be needed:
Incident Command Post:
A command post will be established at or near the scene of the terrorist incident
during Tier II of the response operation. The Command Post will be established
by the agency with jurisdiction. Whether a mobile or fixed structure is used as a
command post, the Incident Commander is to designate and/or activate a facility
that will have adequate space and services if the incident escalates and mutual
aid, state or Federal agencies are required to join the unified command.
All Collier County Emergency Support Functions will, as necessary and when
activated, provide resource and logistical support to Command Post personnel
and operations.
Casualty Collection Point:
In the event that the number and conditions of victims warrant, the Independent
Fire Districts, Collier County EMS, Sheriff’s Office and/or the municipal police
department with jurisdiction will establish a “Casualty Collection Point.” This may
be a building, mobile unit or designated area closely associated with a
decontamination center, if the characteristics of the incident require such
operations for casualties. The unified command will ensure that appropriate
decontamination of individuals has occurred prior to their relocation to the
casualty collection point. This facility will be used to provide immediately needed
services for the victims, such as first aid, contact with family members, medical
observation, and arrangements for transportation to home or a medical facility.
The law enforcement personnel staffing the collection point will ensure that the
names, addresses and other information and statements from the victims are
taken prior to release of the individual from the scene. Collier County Emergency
Support Functions -6 and -8, when activated, will provide assistance and support
for this operation.
Victim and Family Assistance Center
Large terrorist events, with numerous casualties, will necessitate providing
information and immediate services for family members of victims during search
and rescue operations, decontamination, medical treatment, quarantine and
witness debriefing. In the event that family members of victims converge on the
scene, and the operation is likely to be prolonged, the Collier County ESF-6 will
establish a “Family Assistance Center.” County ESFs-8, -14 and -16 will assist
with this operation. ESF-6 will secure a facility to serve as a location to provide
information, assistance and counseling to family members, and to work with the
unified command and the involved medical facilities to ensure the flow of timely
and accurate information to family members. This will also be a center to
connect family members with other established community services that may be
needed after the event.
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Emergency News Center / Joint Information Center
A major terrorist-related event will require operations and resources to be
dedicated to media management, and these operations are likely to exceed
those necessary for another type of emergency. The designated Collier County
Public Information Officer in charge will establish an Emergency News Center
and will activate such a center as soon as it is apparent that the Unified
Command’s PIO function cannot manage media interest without interference to
on-scene operations. If a PIO from an impacted municipality is available, the
municipal PIO will be requested to cooperate with establishing and staffing the
Emergency News Center.
The Emergency News Center may be either an indoor or outdoor facility
established at a sufficient distance from the scene to prevent any interference
with emergency response operations.
The County’s PIO will work with the unified command’s PIO function to ensure an
adequate flow of timely information from the command post to the Emergency
News Center. The PIO will utilize available mechanisms for the delivery of
emergency public information from the Emergency News Center, including but
not limited to:
1) The Emergency Alert System (EAS) when a sudden event requires
immediate contact with the general public. The EAS will be activated with the
assistance of Collier County Emergency Management and the County
Warning Point.
2) Issuance of concise information releases to media. These releases will be
prepared and approved with the assistance of the PIO function of the
command post and/or the Collier County EOC, if activated.
3) Providing information directly to the media present, including the broadcast
media. The PIO may arrange for command staff to support such interviews
on a schedule that will not interfere with response operations.
In the event that State and Federal agencies are mobilized to Collier County for
the terrorist incident response, State and Federal PIOs will establish a Joint
Information Center (JIC). The County’s PIO will assist with securing a suitable
mobile or fixed structure for this purpose, and provide assistance as possible to
equip the JIC, and will ensure that county PIO representatives are included in the
staffing and operations of the JIC.
Other actions taken by the Collier County PIO from an Emergency News Center
and/or the JIC will be in accord with the Collier County CEMP.
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(8) Management of Victims
Release of a weapon of mass destruction within Collier County could result in
widespread structural damage, environmental contamination, and injured and/or
displaced victims. The unified command would respond to such circumstances by
implementing consequence management operations pursuant to the Collier County
CEMP. However, the involvement of a weapon of mass destruction may require,
depending on the characteristics of the event, that emergency operations for the
management of victims include the following special efforts:
Rapid triage and decontamination of large numbers of victims prior to their
movement to a shelter or medical facility,
Environmental monitoring for the presence of chemical, biological or radiological
contaminants,
Decontamination or disinfecting operations at the scene, at medical facilities and at
mass care shelters,
Use of appropriate personal protective equipment by response personnel,
Adjustment of triage techniques to account for the health effect of the contaminant,
amount/route of exposure or contamination.
Accommodation of “worried-well” and prevention of cross-contamination or
contaminate migration.
Proper handling and safe disposal of contaminated clothing, belongings, etc. and
Continued monitoring of injured or sickened victims, as well as displaced persons
and emergency workers, for indications of contamination or infection.
(9) Preservation of Crime Scene
Health and Human safety issues will take precedence over evidence collection.
However, responders should try to minimize the amount of disruption to the scene.
If the event is determined to be a possible terrorist act, evidence collection will be
essential. The Collier County Sheriff’s Office and/or the responding municipal police
department will secure the crime scene and notify the FDLE and the FBI.
The FBI will be notified of any potential terrorist-related act, regardless of the number of
casualties.
(10) Disposition of the Deceased
In the event of a mass casualty incident involving the use of a CBRNE device,
decontamination of the deceased will need to be performed. Decontamination of the
deceased will occur at or near the scene under the lead of the law enforcement
component of the command, to ensure gathering and/or preservation of forensic
evidence, as necessary, has occurred prior to decontamination. It is the responsibility of
the Incident Commander to determine the agency best suited to perform this function
and to supervise the procedure. Decontamination of the deceased will be completed
prior to the release of bodies to the Collier County Medical Examiner’s Office.
Given the type and nature of the device that is used, it is possible that evidence such as
projectiles, bomb fragments, and/or chemical compounds could be found on the bodies
of the deceased. In all cases, the Medical Examiner’s Office will be appraised of this
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potential, and, to the extent feasible, such remains will be decontaminated, treated or
assessed at the scene prior to release of the body to the Medical Examiner. Further, the
FBI Evidence Response Team may place evidence collection experts and equipment on
the scene and/or at the Medical Examiner's Office where the bodies are taken for
autopsy. In the event that the FBI is not on the scene and will not be responding, normal
evidence gathering protocols will be implemented. In the absence of the FBI, the
responsibility for crime scene preservation and evidence will belong to the Collier County
Sheriff’s Office or the municipal police department with jurisdiction. If the incident
involves a biological agent, the Medical Examiner's Office will work with experts from the
Florida Health Department - Collier to determine the best way to deal with the disposition
of the deceased. The Centers for Disease Control and Prevention (CDC) may also be
involved, depending on the circumstances.
In an event where the Collier County Medical Examiner's Office becomes overwhelmed,
assistance would be requested of the medical examiners from adjacent counties,
pursuant to existing mutual aid agreements. In addition, should it still become
necessary, the Collier County Medical Examiner could request the Florida Medical
Examiner's Commission (within FDLE) to activate the Disaster Mortuary Operational
Response Team (D-MORT). The incident must be declared a federal emergency in
order to activate this resource. D-MORT helps local agencies in terms of morgue
equipment, personnel and total mortuary care (such as autopsies, preparations, caskets
and funeral arrangements).
(11) Response Termination and Demobilization
Termination and demobilization of a county or municipal response to a terrorism incident
will be under the direction of the unified command. However, if the incident has resulted
in activation of state and Federal response agencies, termination and demobilization of
the local emergency response operations will be with the concurrence of the Federal On-
Scene Commander. In all cases, county operations will be continued until termination of
Federal and State operations and may continue beyond the demobilization of Federal
and/or State personnel at the scene if deemed necessary by the county’s unified
command.
Upon receipt of Federal authorization and/or concurrence for response termination and
demobilization, the county and/or municipality’s unified command will demobilize
operations using established procedures. Depending on the circumstances of the
terrorist incident, however, additional efforts by those normally employed for a disaster
event may be warranted, including but not limited to the following:
Assuring complete and adequate decontamination of response equipment and
materials,
Providing for additional emergency worker critical incident stress debriefings,
Obtaining expanded mental health counseling services for the disaster victims and
their families,
Providing continuing public information regarding the medical, health or
psychological impacts of the event and the agent used,
Providing for medical monitoring of all exposed emergency workers and members of
the public,
Providing for continuing environmental monitoring for contaminants,
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Providing for safe and proper disposal of contaminated response materials,
equipment and debris,
Supporting subsequent criminal investigation efforts, and
Documenting the event in detail, evaluating the response, and adjusting this annex
and any implementing procedures as indicated.
Other procedures implemented by the county or municipalities for assisting disaster
victims, restoring services, seeking Federal disaster assistance, documenting
expenditures, etc. will be conducted in accordance with the provisions of the Collier
County CEMP.
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X. ORGANIZATIONAL RESPONSIBILITIES
This section of the Terrorism Incident Response Annex to the Collier County CEMP
addresses those responsibilities of county agencies, organizations and officials for the
specific program development and implementation functions necessary to manage a
terrorist incident. Responsibilities for programs, plans and procedures that are related to
management of other types of disaster situations are addressed in the Comprehensive
Emergency Management Plan. The municipalities within the county are expected to
address the responsibilities of its agencies and organizations within their own
comprehensive emergency management plans and applicable terrorism incident
response annex. If the municipalities have not prepared such documents, it is expected
that their response organizations would adhere to the applicable responsibilities as
defined in this section.
While the focus of this discussion is on the duties of county organizations, the expected
roles and responsibilities of other local, State and Federal agencies and organizations
are summarized to provide a context for understanding the county’s position in the entire
response organization.
A. Overview
For this annex, Collier County and its municipalities have responsibilities appropriate for
its capabilities and requirements. In sum, these responsibilities can be categorized as
follows:
To develop and maintain an adequate level of preparedness to serve as the “first
responder” to a terrorist incident occurring within the county,
To effectively establish, lead or support a unified command for management of a
terrorist incident occurring within the county,
To exercise authority for the protection of the safety and health of the people of
Collier County during such an event, and
To assure effective implementation of the Collier County CEMP for management of
the consequences to the county of a terrorist event.
Because this is an annex to the Collier County CEMP, its implementation will rely
strongly on the resources and capabilities of the emergency support functions that make
up the county’s emergency response team. Therefore, the assignment of the special
responsibilities for terrorism response program development, and implementation of this
annex, has been primarily by emergency support function, or, if needed, by specific
county agencies or officials.
Focusing on the emergency support functions facilitates incorporation of such special
duties or functions into those roles and responsibilities that have been assigned through
the CEMP for all other types of emergencies or disasters. Therefore, lead and support
agencies for each of the county’s emergency support functions can and must assure that
the responsibilities assigned under this annex will effectively interface with their other
program and operational duties for all types of disasters.
The roles and responsibilities of Collier County’s emergency support functions and
specific agencies and organizations also are described in this section.
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B. Collier County
The responsibilities of Collier County for the development, implementation and
maintenance of this annex are also those conducted pursuant to the county’s own
emergency management programming and implementation of its CEMP. Nothing in this
annex is intended to alter or conflict with the consistency or interrelationship of the
operational concepts, policies or assigned responsibilities existing in the Comprehensive
Emergency Management Plan of Collier County.
Specifically, for response to a terrorist event, the county has the following
responsibilities:
Develop and maintain a terrorism incident response annex to the Collier County
Comprehensive Emergency Management Plan that is consistent with the Terrorism
Incident Response Annex of the Florida Comprehensive Emergency Management
Plan,
Assist and support agencies and organizations of Collier County in securing training,
technical assistance and other services to enhance the county’s capabilities to
implement this annex,
Coordinate the review and modification, as needed, of agreements, plans,
procedures and response capabilities for inter-jurisdictional mutual aid during a
weapon of mass destruction event,
Coordinate the development or procurement of specialized resources, personnel,
equipment and materials necessary for response to a terrorist incident using a
weapon of mass destruction, and
Include the county in programs for training exercises pertaining to management of a
response to a terrorist incident.
(1) All County Agencies and Organizations
Every agency, organization or group within county government will have the following
responsibilities:
Provide or secure “terrorism incident awareness training” for any personnel that
respond to or may come upon a scene of an emergency situation that could be a
terrorist event,
Conduct or obtain an assessment of the vulnerability of the agency’s physical
facilities, their contents and utility systems to a terrorist attack; Take corrective action
as indicated,
Conduct or obtain an assessment of the vulnerability of its computer networks,
telecommunication systems, and/or Internet services to a cyber terrorist attack; Take
corrective action to protect critically important systems,
Review any standard operating procedures utilized in emergency situations and
modify them, if necessary, to ensure their consistency with this annex and their
efficacy in preparing agency personnel for a potential terrorist event occurring in the
county, and
Develop any new implementing procedures necessary to fulfill the organization’s
responsibilities to implement this annex.
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Coordinate “draft” procedures with the County Attorney’s office for a security
determination according to paragraph “XIII, D”, below.
(2) Collier County Emergency Management
As the lead coordinating agency for consequence management, the Collier County
Office of Emergency Management has the following responsibilities for development,
maintenance and implementation of this annex:
Maintain this annex as a component of the county’s CEMP,
Ensure that appropriate training opportunities and instructional information regarding
terrorist incidents and emergency response operations are available to county
agencies and organizations,
Coordinate the county’s activities to obtain specialized training, equipment and
materials to enhance its capabilities for management of the response to terrorist
incidents,
Coordinate county agency efforts, and provide technical support to those efforts, to
develop operating procedures to implement this annex,
Serve as the emergency management liaison to the county’s unified command
during a response to a known, suspected or threatened terrorist incident,
Act as the coordinating agency within the unified command for the county for the
management of consequence operations, and
Ensure that county agencies and organizations evaluate emergency operations
during exercises of or actual responses to terrorism events and modify their
procedures accordingly.
Prepare the Local State of Emergency for the Board of County Commissioners, as
required.
Serve as the liaison, whether on-scene or at the EOC.
(3) Collier County Sheriff’s Office
As the lead county agency for crisis management operations during a terrorist response
for an event occurring within the county, the Collier County Sheriff’s Office will have the
following specialized responsibilities:
Ensure that existing training and procedures are effective in supporting the Office’s
role in the county’s unified command, considering the participation of other local,
State and Federal agencies as identified in this annex,
Ensure that existing training, procedures, equipment and supplies utilized by the
Office will be in accordance with NIMS standards.
Modify and/or maintain the Office’s plans or procedures for relevant emergency
operations such as hostage negotiation, bomb threat response, perimeter control,
traffic and evacuation control, etc., to enhance their suitability for management of a
weapons of mass destruction event, and
Fulfill the county’s role in criminal investigations of terrorist events.
Provide appropriate threat intelligence or information to the EM director as allowed,
and in consideration of the restrictions or limitations of dissemination of the
information, to allow for pre-planning and assessment of potential resource and
supply needs.
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(4) The Independent/Dependent Fire Rescue & EMS Agencies of Collier County
The County’s fire/rescue and EMS agencies will have the following specialized
responsibilities:
Ensure that existing training and procedures are effective in supporting the agency’s
role in the county’s unified command, considering the participation of other local,
State and Federal agencies as identified in this annex,
Ensure the Countywide WMD Hazardous Material Team is trained and equipped for
response.
Modify and/or maintain plans or procedures for mass shooting incidents in
corporation with Law Enforcement and EMS agencies.
Review and maintain plans or procedures for mass casualty incident response that
will be consistent with the anticipated health, safety and capability requirements for
victim management during a weapons of mass destruction event, and
Modify and/or maintain plans or procedures for relevant emergency operations such
as search and rescue, fire suppression, etc., to enhance their suitability for use in a
weapons of mass destruction event.
(5) All County Emergency Support Functions Agencies and Organizations
Lead and support agencies or organizations for all county emergency support functions,
as designated in the Collier County CEMP, have the following specialized
responsibilities for program support and implementation of this annex:
Ensure development of any specialized procedures necessary to implement
applicable responsibilities of this annex,
Evaluate the applicability and consistency of existing procedures under the Collier
County CEMP to the types of unique operations required of the emergency support
function during the response to an incident involving a weapons of mass destruction,
Identify the type and number of resources likely to be needed by the emergency
support function to provide an effective response to a weapons of mass destruction
event,
Secure specialized training for personnel assigned to the emergency support
function in the implementation of this annex and the applicable procedures, and
Support Collier County Emergency Management in the maintenance and updating of
this annex and all corresponding implementing procedures
(6) Emergency Support Function-1, “Transportation”
The lead and support agencies of Emergency Support Function-1 have the following
responsibilities related to preparedness for a terrorist event:
Assess the vulnerability of the county’s transportation network to a terrorist attack;
define needs for corrective action,
Ensure that levels of personal protective equipment required or recommended by the
State of Florida for local response personnel managing a weapons of mass
destruction incident can be provided to field personnel,
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Prepare and test procedures to support transport or relocation of victims to medical
care facilities within and near the county, and
Develop and/or adapt existing plans or procedures to provide assistance and
services to victims within an area impacted by a weapons of mass destruction,
(7) Emergency Support Function-2, “Communications”
The lead and support agencies of Emergency Support Function-2 have the following
responsibilities related to preparedness for a terrorist event:
Support the assessment of the susceptibility of computer networks, communications
systems, and Internet services used in Collier County to terrorist and cyber terrorist
attacks,
Assess the vulnerability of the county’s public information, communications system
and emergency warning network to a terrorist or cyber terrorist attack; define needs
for corrective action,
Develop procedures, obtain equipment, and train personnel for response to cyber
terrorist events impacting Collier County, and
Assess capabilities for communications systems between county agencies
responding to a terrorist event under the circumstances expected, and the Federal
agencies and State government organizations expected to be involved; be prepared
to provide communications equipment to these agencies for facility of coordination
among agencies where possible; consider the emergency circumstances likely to be
prevailing during such an incident; take corrective actions as indicated.
Provide primary and back-up support to the EOC’s website and internet connectivity,
to ensure that the warning and notification application of the EOC’s web site is
maintained operational and reliable 24 hours a day, seven days a week.
Provide IT/GIS technical support and personnel to aid in management and operation
of the computer networks and rapid development of GIS event mapping products.
(8) Emergency Support Function-3, “Public Works and Engineering”
The lead and support agencies of Emergency Support Function-3 have the following
responsibilities related to preparedness for a terrorist event:
Ensure that levels of personal protective equipment required or recommended by the
State of Florida for local response personnel managing a weapons of mass
destruction incident can be provided to field personnel,
Develop contacts, plans and procedures for disposal of waste and debris potentially
contaminated with CBRNE agents and
Develop emergency procedures for supporting efforts to close, decontaminate and/or
restore water and wastewater facilities and systems following an event involving a
weapon of mass destruction.
(9) Emergency Support Function-4, “Firefighting”
The lead and support agencies of Emergency Support Function-4 have the following
responsibilities related to preparedness for a terrorist event:
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Support the assessment of the specialized personnel, equipment, and materials
needs of the County’s fire/rescue agencies for response to a terrorist attack involving
a weapon of mass destruction,
Develop and maintain training of all Fire/EMS personnel and agreements to ensure
urban search and rescue capabilities within the special districts, cities and county.
Develop maintain and train with Health Department primary and backup operational
policies concerning biological, chemical and nuclear events.
Maintain and train the WMD DRT for county, regional or state deployment.
Modify and/or maintain procedures and plans for emergency operations related to
fire suppression, EMS and emergency operations at terrorist events.
Act as support agency to ESFs -8, -9, -10 and -16 to provide necessary specialized
support personnel and equipment to prevent, respond to and mitigate WMD events.
Maintain proper records in association with all costs associated with terrorism,
training, prevention and response for possible reimbursement.
Maintain operational inventory of personnel, equipment and apparatus for proper
WMD response.
Interface operationally with RDSTF and State of Florida Division of Emergency
Management for training and operations and equipment needs for adequate and
specialized WMD response.
Interface with local law enforcement/RDSTF for prevention and assessment of risk
associated with CBRNE WMD potential targets within the County.
Interface with local law enforcement/RDSTF for response and mitigation of CBRNE
WMD incidents within the County, Region and State.
Develop operational policies and equip all fire and EMS personnel so they may
respond and mitigate terrorist incidents.
Develop and train all fire and EMS personnel in general and specialized
requirements to meet local, State and Federal criteria.
Train and use the statewide All Hazard Incident Command System (Field Operations
Guide) both as the fire/EMS service and with other County, Regional, and State and
Federal agencies.
Develop, maintain and exercise mass casualty incident response plans for special
events and potential WMD targets.
Develop and maintain proper primary and secondary means of communication that
provide true interoperability with other County, State and Federal agencies.
Maintain regional target hazard analysis data on DRT for safety.
Maintain operational policies concerning deployment of WMD DRT through the
County, Regional, and State emergency management; inclusive of communication
links with other Regional and State WMD DRTs.
Maintain operational deployment policies that define local, County and State
notification procedures.
Ensure that levels of personal protective equipment required or recommended by the
State of Florida for local response personnel managing a weapons of mass
destruction incident can be provided to field personnel
(10) Emergency Support Function-5, “Planning & Intelligence”
The lead and support agencies of Emergency Support Function-5 have the following
responsibilities related to preparedness for a terrorist event:
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Evaluate current procedures for incident data gathering and management, as well as
operations planning for their effectiveness to support the County’s EOC during a
major weapons of mass destruction incident; take corrective actions as indicated,
and
Assess the vulnerability of computer networks, communications systems and Internet
services used in the county’s operations to a terrorist or cyber terrorist attack; take
corrective actions as indicated.
(11) Emergency Support Functions-6: “Mass Care”
The lead and support agencies of Emergency Support Function-6 have the following
responsibilities related to preparedness for a terrorist event:
Develop and/or adapt existing plans or procedures to provide assistance and
services to victims within an area impacted by a weapon of mass destruction,
Develop and provide guidance for specialized shelter operations that may be
required by a weapon of mass destruction attack, such as medical monitoring,
decontamination, and first aid for victims,
Prepare and test procedures for establishing and operating a center to assist the
families of victims of a weapon of mass destruction event,
Develop procedures for documenting, screening and tracking evacuees from areas
of the County potentially contaminated or infected by a weapon of mass destruction
in order to limit the spread of the contamination or infection, as well as to promote
more rapid medical treatment should symptoms become noticeable, and
Develop procedures for communication and coordination between shelter operations
and hospital emergency departments for diagnosis, triage and transport of victims
affected by exposure to a weapon of mass destruction to hospitals for treatment.
(12) Emergency Support Function-7, “Resource Support”
The lead and support agencies of Emergency Support Function-7 have the following
responsibilities related to preparedness for a terrorist event:
Prepare and test procedures to rapidly procure specialized resources for the county
to respond to a weapon of mass destruction incident.
Obtain and disseminate a “project number” to be used in response to the terrorist
threat, as required.
(13) Emergency Support Function-8, “Health, Medical & Human Services”
The lead and support agencies of Emergency Support Function-8 have the following
responsibilities related to preparedness for a terrorist event:
Assure that required and/or recommended awareness and operational training and
exercise standards for emergency medical service for response to weapons of mass
destruction incidents are met,
Develop and implement procedures to advise the State Health Department of local
public health conditions during and after a weapons of mass destruction incident,
and establish and/or train personnel in communications protocol and procedures for
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reporting information to the State Health Department, the State Epidemiologist and
the State ESF-8,
Develop the county’s resource capabilities to obtain, store and appropriately utilize
pharmaceuticals necessary for treatment of victims of a weapons of mass
destruction event,
Ensure that levels of personal protective equipment required or recommended by the
State of Florida for local response personnel managing a weapons of mass
destruction incident can be provided to field personnel,
Prepare procedures to establish, equip and staff temporary field medical facilities,
e.g., a field hospital, and mortuary facilities, e.g., a field morgue, to offer treatment, in
a contained and controlled setting, to contaminated or infected victims of a weapon
of mass destruction attack,
Assess and/or define the capabilities and capacity of county area medical facilities to
receive and treat victims of a weapons of mass destruction incident,
Assess the ability of hospitals to access radiation physicists, nuclear medicine,
infectious disease specialists, and emergency medicine specialists,
Develop notification procedures for the county to discontinue blood collections by the
Community Blood Center, to confiscate food products contaminated by a weapon of
mass destruction, to halt the shipment of potentially contaminated food
products/livestock from danger zone under a local state of emergency,
Develop a procedure to implement isolation and quarantine operations for potentially
contaminated or infected victims of a weapons of mass destruction event,
Develop a procedure to establish and staff facilities for victims and evacuees to be
identified and tested for potential contamination, as well as tracked and provided
counseling regarding future medical needs, in conjunction with ESF-6,
Serve as a technical resource to local medical facilities and practitioners on
awareness of the symptoms of exposure to a weapon of mass destruction and the
proper notification procedures to be utilized to report exposure,
Develop procedures for control of domestic and wild animal populations potentially
infected with biological agents released during a weapons of mass destruction event,
Develop procedures to identify when quarantine is needed and to establish a
quarantine program for restricting movement of infected or potentially infected
individuals, and
Provide leadership in addressing recovery issues that are unique to a WMD event,
by formulating any technical guidance and advice prior to demobilization of the
event.
Ensure the County’s Medical Examiner’s Office has the necessary procedures,
equipment and training to manage large numbers of fatalities that may be the result
of a weapons of mass destruction event
(14) Emergency Support Function-9, “Search and Rescue”
The lead and support agencies of Emergency Support Function-9, “Search and Rescue”
have the following responsibilities related to preparedness for a terrorist event:
Ensure that all Fire/Rescue/EMS personnel are adequately trained in safe initial
search and rescue techniques.
Ensure that designated EMS SORT and ALS medical/rescue/transport response are
adequately trained and equipped.
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Ensure that designated search and rescue personnel are adequately trained and
equipped to conduct searches of collapsed structures or incident scenes that may be
contaminated with a biological, chemical or radiological weapon of mass destruction,
or be threatened by secondary devices.
Ensure that levels of personal protective equipment required or recommended by the
State of Florida for local response personnel managing a weapon of mass
destruction incident can be provided to field personnel.
Ensure that operational procedures and training programs recognize the need for
search and rescue operations as a result of a terrorist attack, and
Ensure that operational procedures, equipment and communications protocols
utilized during search and rescue operations are consistent with the potential need to
work cooperatively with personnel mobilized under the Florida Regional Terrorism
Response Resources Program and/or the National Guard WMD Civil Support Team.
(15) Emergency Support Function-10, “Hazardous Materials”
Related to preparedness for a terrorist event, the lead and support agencies of
Emergency Support Function-10 will formulate/coordinate procedures to ensure
safe and proper prevention, response, mitigation and disposal of natural and
man-made materials contaminated by a weapon of mass destruction event.
Interface with ESF-4 to facilitate response of the WDM DRT.
Maintain/obtain necessary chemical data related to target hazards within the
County for use at the WMD event, if necessary.
In collaboration with ESFs -4 and -8 monitor the field decontamination of victims.
(16) Emergency Support Function-11, “Food and Water”
The lead and support agencies of Emergency Support Function-11 have the following
responsibilities related to preparedness for a terrorist event:
Develop response resources to enable detection of contaminants in public water
supplies, and prepare plans to secure temporary water supplies or implement other
actions to make drinking water available to the impacted neighborhoods, and
Prepare procedures for the detection of contaminants in and confiscation of food
supplies and agricultural products transported into or out of Collier County in the
event of a terrorist attack involving a weapon of mass destruction.
If the water system is suspected of being compromised, initiate notification to the
State Watch Office about the incident.
(17) Emergency Support Function-12, “Energy”
The lead and support agencies of Emergency Support Function-12 have the following
responsibilities related to preparedness for a terrorist event:
Assess the vulnerability of the county’s electric and gas utility services to a terrorist
or cyber terrorist attack and take corrective actions as indicated,
Support the assessment of the county’s water and wastewater services to terrorist
and cyber terrorist attacks,
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Develop the necessary procedures and resource capabilities to monitor the county’s
water supplies during and after an incident involving the release of a weapon of
mass destruction,
Research the availability of sources of water in the event that the water supply is
contaminated, coordinate with ESF-11 which would have responsibility for procuring
water resources, and
Develop emergency procedures for supporting efforts to close, decontaminate and/or
restore water and wastewater facilities and systems following an event involving a
weapon of mass destruction.
(18) Emergency Support Function-13, “Military Support”
Relating to preparedness for a terrorist event, the lead and support agencies of
Emergency Support Function-13 will review and modify, as needed, county agency
plans and procedures to ensure the county’s capabilities to effectively interface with and
provide support to the Florida National Guard WMD Civil Support Team and with other
Florida National Guard assets mobilized for general consequence management
operations.
(19) Emergency Support Function-14, “Public Information”
The lead and support agencies of Emergency Support Function-14 have the following
responsibilities related to preparedness for a terrorist event:
Prepare and distribute emergency public information regarding an event, addressing
such topics as evacuation and sheltering-in-place instructions, information on health
and safety effects, and procedures for establishing and implementing a quarantine
when needed,
Support the designated county PIO in efforts to establish, staff and operate an
Emergency News Center at the outset of a WMD event, and
Support the designated county PIO in efforts to establish and staff a JIC in concert
with State and Federal agency PIOs
Establish and staff the Collier Emergency Information Hotline (CEIH) to field
questions and concerns of the public.
(20) Emergency Support Function-15, “Volunteers and Donations”
The lead and support agencies of Emergency Support Function-15 have the following
responsibilities related to preparedness for a terrorist event:
Support Emergency Support Functions -6, -7, -8 and -11 in securing specialized,
donated medical services and products, food and water, as well as other materials or
services needed for victim assistance
(21) Emergency Support Function-16, “Law Enforcement and Security”
The lead and support agencies of Emergency Support Function-16 have the following
responsibilities related to preparedness for a terrorist event:
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Assess the vulnerability of computer networks, communications systems, and
Internet services used in the county’s routine and emergency law enforcement
operations to a terrorist or cyber terrorist attack; take corrective actions as indicated,
Establish a routine process for monitoring PTE status and activities within or
affecting the county and implement any indicated actions,
Coordinate and support ESF -18, Business and Industry, to provide counter terrorism
training, programming and other support to the businesses and industries of Collier
County,
Assess the county’s law enforcement response capabilities available to respond to a
weapons of mass destruction event including the potential for diversionary tactics,
and define additional capability needs; take corrective actions as indicated,
Develop procedures to provide security and traffic control services for areas affected
by a weapons of mass destruction event,
Develop procedures to identify and respond to unique security situations during a
weapon of mass destruction event for key facilities instrumental to the response,
such as hospitals, shelters, the JIC, etc.,
Assist and support agencies and organizations of Collier County in securing training,
technical assistance and other services to enhance the county’s capabilities to
implement this annex,
Coordinate with the county in the review and modification as needed of agreements,
plans, procedures and response capabilities for inter-jurisdictional mutual aid during
a weapon of mass destruction event,
Coordinate with the county in development or procurement of specialized resources,
personnel, equipment and materials necessary for response to a terrorist incident
using a weapon of mass destruction, and
Include the county in programs for training exercises pertaining to management of a
response to a terrorist incident.
(22) Emergency Support Function-17, “Animal Issues”
The lead and support agencies of Emergency Support Function-17 have the following
responsibilities related to preparedness for a terrorist event:
Develop and implement action plans to control infectious diseases in wild, domestic
and agricultural animals resulting from a terrorist event
Provide support to ESF-10 for the disposal of contaminated and/or infectious animal
carcasses
Support ESF-14 on development and distribution of emergency public information for
pet owners and farmers regarding management of infections and/or contamination in
animal populations due to a terrorist incident
(23) Emergency Support Function-18, “Business and Industry”
The lead and support agencies of Emergency Support Function-18 have the following
responsibilities related to preparedness for a terrorist event:
Develop and implement programs to prepare county businesses and industries for
terrorist and cyber terrorist attacks
Assist businesses and industries within the area impacted by a terrorist event in the
protection of personnel, equipment and property,
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Advise and assist the hotels and tourist facilities impacted by a terrorist event in
actions to protect tourists and visitors from the event,
Assist Emergency Support Functions -6, -8 and -14 in providing health, medical and
other services to victims from the tourist population,
Develop and lead implementation of an economic and tourist recovery plan in the
aftermath of a terrorist event,
Facilitate the provision of governmental services to affected businesses and
industries to enable return to normal operations after a terrorist event.
D. Collier County Municipalities
The cities of Marco Island and Naples have established and maintained separate and
independent law enforcement and fire/rescue services and have developed a
comprehensive emergency management plan and program, will conduct the following
activities in accordance with this annex:
Prepare, implement and maintain a terrorism incident response annex to their
comprehensive emergency management plan that is consistent with this annex,
Assign responsibilities for program and capability development to their law
enforcement, fire/rescue, public works, and emergency management organizations,
as well as their emergency support functions, that are consistent with those assigned
herein to Collier County organizations,
Ensure that levels of personal protective equipment required or recommended by the
State of Florida for local response personnel managing a weapons of mass
destruction incident can be provided to field personnel,
Ensure the capability of municipal emergency services agencies to establish a
unified command capable of incorporating anticipated local, State and Federal
operations, and
Cooperate with Collier County by participating in training and exercise programs
regarding this annex to the county Comprehensive Emergency Management Plan.
Everglades City has not established their own law enforcement, fire/rescue and/or
emergency management program, and will rely on Collier County emergency services
agencies to manage the response to disaster situations and will request that Collier
County assume command of a response to a terrorist incident occurring in their
jurisdiction. They will also cooperate fully as the county implements this annex and the
county Comprehensive Emergency Management Plan.
E. Adjacent Counties
Adjacent counties will be expected by Collier County to meet the following
responsibilities in relation to Collier County’s development, implementation and
maintenance of this annex:
Develop and maintain a terrorism incident response annex to their own county
Comprehensive Emergency Management Plan that is consistent with the Terrorism
Incident Response Annex of the Florida Comprehensive Emergency Management
Plan,
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Coordinate with Collier County in the review and modification as needed of
agreements, plans, procedures and response capabilities for inter-jurisdictional
mutual aid during a weapons of mass destruction event, and
Participate with Collier County in periodic regional training exercises for a response
to a weapon of mass destruction incident in the regional area.
F. State of Florida
The State of Florida has the following programmatic and operational responsibilities
related to statewide response to a terrorist incident and the development,
implementation and maintenance of this annex by Collier County:
Develop and maintain the Terrorism Incident Response Annex to the Florida
Comprehensive Emergency Management Plan that is consistent with the Terrorism
Incident Response Annex to the Federal Response Plan,
Conduct and/or support the continuing assessment of the vulnerability of Collier
County to a terrorist attack and the capabilities of the county to respond effectively,
Define the requirements, policies or recommended components and scope of local
governments’ plans, programs and capabilities for response to a terrorist incident
involving a weapon of mass destruction,
Provide guidance to local governments on the technical, planning and operational
issues involved in response to an incident involving a weapon of mass destruction,
Provide technical, financial and administrative support to Collier County’s
programming, planning, resource procurement, and training efforts related to
maintenance and implementation of this annex,
Develop, maintain, and activate, when needed, state agencies, assets and
operations for support of operations in Collier County to manage the response to a
terrorist attack; Provide guidance and assistance to Collier County and its
municipalities in utilizing this system, and
Provide opportunities for Collier County emergency response personnel to conduct
exercises of this annex in joint cooperation with state agencies and organizations.
G. Federal Government
The Federal government has the following programmatic and operational responsibilities
related to response to a terrorist incident at any location in the nation, as well as the
development, implementation and maintenance of this annex by Collier County:
Develop and maintain the Terrorism Incident Response Annex to the National
Response Plan,
Provide technical, financial and administrative support to Collier County’s
programming, planning, resource procurement, and training efforts related to
maintenance and implementation of this annex, and
Activate, mobilize and deploy to Collier County’s unified command the Federal
response personnel and assets designated for response to a major terrorist incident.
H. Collier County Medical Facilities and Practitioners
Medical facilities and practitioners in the Collier County area would have the following
responsibilities, as applicable to their capabilities:
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Review existing plans, procedures, facilities and capabilities to define their abilities to
provide care for victims of a terrorist incident involving a weapons of mass
destruction, including the capability to manage contaminated victims,
Ensure that levels of personal protective equipment required or recommended by the
State of Florida for local response personnel managing a weapons of mass
destruction incident can be provided to personnel in contact with victims, and
Conduct the necessary training or educational activities to familiarize facility staff and
medical practitioners with the symptoms of a terrorist attack involving a weapon of
mass destruction, and the proper reporting procedures to follow.
I. Owners and Operators of Private Facilities and/or Systems
There are many privately owned or operated facilities and systems in Collier County that
could become a target for a terrorist or cyber terrorist attack. This annex relies on these
individuals and organizations to promptly report a known or suspected terrorist event to
the relevant local public safety warning point, and to cooperatively work with the
responding county and/or municipal emergency response agencies as they conduct
crisis and consequence management activities on or for the facility or system. Owners
and operators of public facilities will also be relied upon for the following:
Entrance and access to the facility or system,
Information and data about the facility or system, such as blueprints, floor plans, etc.
Electronic access to computer, telecommunication or other utility system impacted by
a cyber terrorist event, and
Cooperation from facility or system staff, as well as employees of the owner/operator
organization, to resolve the crisis and more effectively manage its consequences.
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XI. TRAINING AND EXERCISES
This section describes Collier County’s training and exercise program related to
response to a terrorist incident involving utilization of a weapon of mass destruction and
the implementation of this annex.
A. Background
The response to a terrorist event will require both routine and specialized emergency
operations by responding county personnel, potentially in an area contaminated with
lethal materials. Therefore, it is vitally important to assure that response personnel are
adequately trained to fulfill their responsibilities without endangering their safety. This
includes training emergency services and health care personnel in the field to recognize
a possible terrorist event, as well as training those who would respond to that event.
B. Training Program Development and Implementation
This section describes the concepts and activities to be considered in development and
implementation of the training program and assigns responsibility for the necessary
support activities.
(1) Development and Implementation Concepts
The county’s training program for management of terrorist incidents is to accomplish the
following objectives:
Provide terrorism awareness and response training to county personnel,
Offer opportunities for awareness and response training of appropriate non-
governmental personnel in the Collier County area,
Incorporate the operational concepts utilized in this annex,
Coordinate and/or incorporate terrorism awareness and response instructional
material into other emergency preparedness training programs currently conducted
by the county, and
Meet any requirements or recommended training standards or performance criteria
promulgated by the State of Florida.
(2) Training Program Direction and Management
Collier County’s training program for terrorism awareness will be supported by the
county’s Director of Emergency Management. Collier County Emergency Management
will support, review and/or develop the training curriculum, secure training materials,
support and coordinate other county agencies’ training programs, and maintain
documentation on the training provided.
C. Training Exercises
(1) Objectives for the County’s Exercise Program
A terrorism incident response exercise will be designed to test and practice the following:
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Key roles of county agencies in terrorism crisis and consequence management,
Detection and notification regarding a terrorist event,
Development and implementation of a unified command for a terrorist incident
response,
Effective incorporation of State, Federal and mutual aid personnel and resources into
the county’s unified command,
The operational and communication interfaces among municipalities, the county,
State, and Federal operational centers, and
Practice selected standard operations to be used in a response to a weapon of mass
destruction event, such as search and rescue, mass casualty management,
decontamination, media management, etc.
(2) Schedule for County Exercises
The schedule for the county’s terrorism response exercises will be as follows:
The county will participate in a terrorist incident response exercise at least annually,
The exercise type may be a tabletop or functional, and
Exercises may be both local in scope, or part of larger regional and statewide
exercises.
A response by the County to an actual, significant terrorist incident may be substituted
for the annual exercise.
(3) Exercise Documentation
The county’s Office of Emergency Management should prepare a formal, written critique
within 60 days after each exercise. The critique will be made available to all participating
agencies and organizations, as well as to the Florida Division of Emergency
Management.
A formal, written critique of an actual response to a major terrorism incident will also be
prepared and distributed to the same participants.
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XII. ANNEX MAINTENANCE AND IMPLEMENTING PROCEDURES
A. Introduction
This section defines the responsibility and policies for updating and maintaining this
annex to Collier County CEMP as well as developing procedures to support this Annex.
B. Schedule for Annex Updating
This annex will be maintained in accordance with the following schedule:
The annex will be updated with each updating of the county’s Comprehensive
Emergency Management Plan,
The annex will be reviewed after each exercise and/or actual response to a terrorist
event and modified, as necessary,
The annex will be reviewed and revised, if needed, after each of the following types
of events:
A major change in applicable Federal or State laws, regulations, or policies,
A major terrorist or cyber terrorist event impacting a jurisdiction in Collier County,
The findings of ongoing vulnerability and needs assessments in Florida, and
Major advances in applicable response technology and/or operational concepts
C. Responsibility
Collier County Emergency Management will be responsible for initiating and coordinating
updates of this Annex. All county agencies and organizations, as applicable, should
cooperate with this Office in this action.
Collier County Emergency Management will also be responsible for issuing guidance
and criteria regarding the plans and procedures of county agencies and organizations
regarding implementation of this annex.
Each department and tasked agency should develop its own implementing instructions
and procedures to support this Annex and reviewing these annually.
D. Security Considerations - General Exemptions from Public
Inspection
Certain security procedures and plans developed resulting from this Annex to the Collier
Comprehensive Emergency Management Plan, may, and should be exempt from public
inspection.
Any department writing its own procedures for responses to terrorism or other security
threats shall forward the proposed procedures to their attorney’s office to determine
whether the records created may be exempt from the Florida public record laws.
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COLLIER COUNTY, FLORIDA
Comprehensive Emergency Management Plan
WILDFIRE OPERATIONS
RESPONSE
ANNEX C
March 16, 2021
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THIS PAGE INTENTIONALLY BLANK
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ANNEX C
EMERGENCY RESPONSE TEAM GUIDELINES FOR WILDFIRE
OPERATIONS
EXECUTIVE SUMMARY ........................................................................................................... 4
REFERENCES AND AUTHORITIES ....................................................................................... 5
CHAPTER I – INTRODUCTION ............................................................................................... 6
CHAPTER 2 – THE RESPONSE ORGANIZATION ............................................................... 8
A. COLLIER COUNTY EMERGENCY MANAGEMENT DIVISION ........................................... 9
B. COLLIER COUNTY FIRE AND EMS CHIEFS’ ASSOCIATION ........................................... 9
C. DEPT. OF AGRICULTURE AND CONSUMER SERVICE, FLORIDA FOREST SERVICE ....... 9
D. DIVISION OF EMERGENCY MANAGEMENT ...................................................................... 9
E. FLORIDA FIRE CHIEFS ASSOCIATION .............................................................................. 9
F. DIVISION OF STATE FIRE MARSHAL .............................................................................. 10
CHAPTER 3 – THE CONCEPT OF OPERATION ................................................................ 11
A. THE REQUEST FOR ISSUING AN LOCAL DECLARATION OF EMERGENCY .................... 11
B. THE COLLIER COUNTY FIRE AND EMS CHIEFS’ ASSOCIATION (CCFEMSCA)
LIAISON TO THE COUNTY EMERGENCY OPERATIONS CENTER ............................................... 12
CHAPTER 4 – PUBLIC INFORMATION AND INFORMATION FLOW ......................... 15
A. FIRE ACTIVITY ................................................................................................................ 15
B. SITUATION REPORT INFORMATION ............................................................................... 16
ATTACHMENT 1 - REQUESTING FIRE MANAGEMENT ASSISTANCE GRANT ...... 17
I. GENERAL
II. PURPOSE OF FIRE MANAGEMENT ASSISTANCE GRANT PROGRAM
III. SCOPE OF FIRE MANAGEMENT ASSISTANCE
A. CRITERIA FOR FIRE MANAGEMENT ASSISTANCE GRANT DECLARATION ................. 17
B. KEY FACTORS FOR FIRE MANAGEMENT ASSISTANCE GRANT DECLARATION .......... 17
IV. GATHERING INFORMATION FOR FIRE MANAGEMENT ASSISTANCE REQUEST
A. CRITICAL INFORMATION FOR REQUESTING FIRE MANAGEMENT ASSISTANCE ........ 18
B. CLOSING FIRE MANAGEMENT GRANT ASSISTANCE GRANT ....................................... 19
V. ROLES & RESPONSIBILITIES FOR FIRE MANAGEMENT ASSISTANCE GRANT PROGRAM
A. THE FLORIDA FOREST SERVICE INCIDENT COMMANDER ........................................... 19
B. THE DIRECTOR OF THE FLORIDA FOREST SERVICE .................................................... 19
C. THE STATE COORDINATING OFFICER ........................................................................... 19
D. THE FLORIDA FOREST SERVICE REPRESENTATIVE ..................................................... 20
E. THE PRINCIPAL ADVISOR ............................................................................................... 20
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Executive Summary
The Collier County Response Team Guidelines for Wildfire Operations, Annex C to the
Collier County Comprehensive Emergency Management Plan identifies the actions that may
be taken by the Florida Forest Service and those State and local agencies in support of the Florida
Forest Service in preparing for, responding to and recovering from wildfire event(s). This annex
addresses the role of State and local government in providing the necessary support to the Florida
Forest Service in its statutory responsibilities in responding to, controlling and suppressing
wildfires.
The Collier County Emergency Management Office collaborates with the incident’s Logistics
Chief for coordination of the logistical support. The Collier County Fire and EMS Chief’s
Association, in cooperation with the Florida Forest Service, will update and coordinate the plans
with other response and support agencies.
The Annex is a living document; being reviewed and updated at the conclusion of a major wild
land fire event or annually. It is presently divided into four (4) Chapters as follows:
Chapter 1 – Introduction: Provides a discussion of the purpose, scope and planning
assumptions used to prepare the annex.
Chapter 2 - The Response Organization: Identifies the various levels of support that may be
provided through a Unified Command structure. It describes the circumstances under which the
various agencies will unify under a single command structure in responding to, controlling and
suppressing wildfires and the responsibilities of the Unified Command components (agencies).
This Chapter also addresses the delegation of authority during a wildfire event.
Chapter 3 - The Concept of Operation: Presents the key guidelines that will be used to make
key decisions during the course of the event. Based on joint considerations discussed and
determined by the county’s liaison agencies of the Unified Command (Florida Forest Service, the
Collier Fire and EMS Chief’s Association and the Emergency Management Division), several
guidelines for the three levels of activation (Monitoring, Partial and Full) for the Collier County
Emergency Operations Center during a wildfire event have been developed. This Chapter also
addresses medical unit activation, air operations, logistical support, and resources.
Chapter 4 - Public Information and Information Flow: Discusses the notification process for
active wildfires to the State Watch Office (SWO), the coordination of situation reports and
incident action plans.
Attachment 1 - Requesting Fire Suppression Assistance: Provides the framework under which
fire suppression assistance will be obtained when State resources have been over extended.
Information will be disseminated to the public within the Unified Command. The Chapter also
describes the information needed and the steps necessary for satisfying the requirements to
request fire suppression assistance from the Federal Emergency Management Agency (FEMA)
based on the wildfire or complex of wildfires.
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References and Authorities
The authority for the development, implementation and maintenance of this Annex and all
compatible county/municipal plans in support of the Florida Forest Service and Division of
Emergency Management in its statutory responsibilities in responding to, controlling and
suppressing wildfires is derived from Chapter 252.38(1)(a) of the Florida Statutes.
This Annex further serves as the fundamental governing policy as prescribed for the Florida
Forest Service under Chapter 590 of the Florida Statutes.
The Federal Emergency Management Agency policy on requesting Fire Management
Assistance Grant Program is contained within 44 CFR Part 204.
The Federal Emergency Management Agency’s Fire Management Assistance Grant Program
and Policy Guide
Operations Plan between Florida Forest Service & Collier County Fire Departments details
mutual aid requests and procedures, communications and facilities available as well as broad
operational response requirements between fire agencies.
Caloosahatchee All Hazards – Incident Management Team Standard Operating Guidelines
establishes TYPE III incident management team operational procedures, organization and
deployment strategy.
Fire Management Assistance Grant Program Guidance / Publications
(https://www.fema.gov/assistance/public/fire-management-assistance) This site contains
all the forms and information relating to the FMAG.
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CHAPTER I – INTRODUCTION
I. General
Annex C (The Collier County Emergency Response Team Guidelines for Wildfire
Operations) identifies the actions that may be taken by the Florida Forest Service and
those State and local agencies in support of the Florida Forest Service in preparing for,
responding to and recovering from wildfire event(s). This Annex addresses the role of
State and local government in providing the necessary support to the Florida Forest
Service in its statutory responsibilities in responding to, controlling and suppressing
wildfires.
II. Purpose
The Collier County Emergency Management Division collaborates with the incident’s
Logistics Chief for coordination of the logistical support.
The Emergency Management Division, in cooperation with the Collier County Fire and
EMS Chiefs’ Association, will update and coordinate the plans with other response and
support agencies.
III. Scope
This Annex covers any and all wildfires that occur in Collier County that the Florida
Forest Service and local governments respond. The purpose of the response is to contain,
control and extinguish the wildfire.
IV. Assumptions
A. The Florida Forest Service is statutorily responsible for wildfire prevention,
detection, and suppression on 26,000,000 acres in Florida.
B. The Florida Forest Service’s Caloosahatchee Forestry Center works with the
local fire departments and districts to inform the public on the Firewise
Communities program. This program educates homeowners and community
professionals about creating defensible space around homes and other buildings
to help protect from the dangers of wildfire.
C. The United States Forest Service and the Department of Interior are responsible
for wildfire suppression on their respective federal lands throughout the State.
D. Each year, lightning fires that are associated with Florida’s thunderstorm season
(April through September) can create tremendous wildfire activity when
associated with the State’s dry spring conditions.
E. From 2005 through 2019, an average of 3,162.64 wildfires occurred per year,
burning an average of 127,827.07 acres. In 2017, the wildfire season saw 2,930
wildfires consume more than 201,293.5 acres statewide.
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F. Due to changing weather conditions and fire trends, the state’s recent peak
annual wildfires occurred during 2007, with 4,241 wildfires, with a record low in
2014 of 1,981 wildfires (with 88,647.50 acres burned).
G. In 1989, a record 645,331 acres burned statewide. However, the most intense fire
season on record occurred in 1998 due to increasing wildland/urban interface in
the State and historic dry conditions.
H. The President is authorized to provide assistance, including grants, equipment,
supplies and personnel to any State for the suppression of any fire on publicly or
privately owned forest or grassland, which threatens such destruction as would
constitute a major disaster.
I. Lightning, unknown and incendiary activities are the dominant causes of
wildfires. Lightning remains the leading non-human cause of wildfires
accounting for 31.9% during a ten-year period from 2008 to 2017.
Unknown causes accounted for 18.9% and incendiary were 13.2% during
the ten-year period.
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CHAPTER 2 – THE RESPONSE ORGANIZATION
I. General
This Chapter of the Annex describes the organization to be used to coordinate Collier
County’s agencies support of the Florida Forest Service’s response during wildfire
events. It describes the Unified Command structure the various agencies will work under
to control and suppress wildfires. Also, it addresses the circumstances under which the
unified structure will support Forest in its response to wildfires. Following the
catastrophic fires in Florida during the summer of 1998, State and Federal agencies
developed new and updated strategies to deal with serious statewide wildfires. A major
change since 1998 was in the organization of statewide oversight. In 1999, a Unified
State Command comprised of in-state personnel was used. The Unified State Command
structure will be the process used to manage serious wildfire events.
II. Response Organization
A. Local
The Incident Management Team (IMT) comprised of locally trained State and
local firefighters will be used to manage fire-fighting operation when two mutual
aid departments and Florida Forest Service assets are engaged in a wildland fire-
fighting operation. The Incident Management Team will request activation of the
County Emergency Operations Center and/or State’s response system when the
wildland fire is expected to exceed local fire-fighting capabilities.
B. State
The Unified State Command is established as conditions warrant based on a joint
decision by the State Forester and the Forest Supervisor of the National Forest in
Florida and/or a representative of the Department of the Interior. Unified State
Command is organized like a State Multi-Agency Coordination (MAC) group,
but with the important difference being that the Unified State Command also
retains operational command of resources as well as provides logistical
coordination. The Unified State Command is set up so that an Incident
Commander is provided from the primary jurisdictional agencies on which the
wildfires are occurring. Unified State Commanders will include the Florida
Forest Service and either the USDA Forest Service, National Park Service, the
United States Fish and Wildlife Service or the Bureau of Indian Affairs.
In addition to the Incident Commanders and jurisdictional agency liaisons, the
Command Staff will also include liaisons from several key support agencies.
These support agencies include the Division of Emergency Management,
Division of State Fire Marshal, Florida Fire Chief’s Association; Florida National
Guard and if involved the Federal Emergency Management Agency.
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III. Responsibilities
A. Collier County Emergency Management Division
Support wildland fire-fighting operations with logistical support.
Enter “WebEOC” requests to the State Emergency Operations Center.
Monitor the operation so as to request the Board of County Commissioners issue
a Local Declaration of Emergency and issue warnings to the affected
communities as the situation warrants.
Activate the Emergency Alerting System to facilitate area evacuation(s).
Activate sheltering/cooling operations for those evacuated.
B. Collier County Fire and EMS Chiefs’ Association (CCFCA)
The CCFEMSCA will organize and maintain the County’s Incident Management
Team to support wildland fire-fighting operations. This Incident Management
Team can be deployed to support other wildland fire-fighting operations in the
region.
C. Florida Forest Service, Caloosahatchee Forestry Center (D-17)
The FFS Caloosahatchee Forestry Center manager, or designated representative,
will activate the Incident Management Team when the situation warrants. The
Center will also ensure that an annual wildfire operations plan is reviewed and
signed off by all cooperators.
D. Dept. of Agriculture and Consumer Service, Florida Forest Service
The Department of Agriculture and Consumer Services, Florida Forest Service
has statutory responsibility for the suppression of wildland fires in the State of
Florida. The Florida Forest Service has the Lead Role in determining when a
State Unified Command will be established. In consultation with other State and
Federal partners, the Florida Forest Service will appoint one member of their
organization and at least one alternate to serve as State Incident Commander. The
Incident Commander will determine the scope and structure of the Unified
Command for the wildland(s) burning in the State.
E. Florida Division of Emergency Management
The Florida Division of Emergency Management has statutory responsibility for
coordinating State and local support to the Florida Forest Service in the response
and recovery from wildland fires. A liaison will be appointed to coordinate the
Division’s support role. Various support elements will be initiated as requested
by the Incident Commander.
F. Florida Fire Chiefs’ Association
The Florida Fire Chief’s Association provides the Florida Forest Service
logistical support through the services of fire departments throughout the State.
This support effort will be initiated according to the Florida Fire Chiefs’
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Association State Emergency Response Plan (SERP) that is activated by request
for Emergency Support Function 4, Firefighting.
G. Division of State Fire Marshal
The State Fire Marshal appoints an Emergency Coordination Officer for
Emergency Support Function (ESF) -4, Firefighting. ESF-4 is responsible for
logistical request from State and local governments for firefighting and EMS
resources. These resources are then dispatched according to the requirements of
the Florida Fire Chiefs’ Association Disaster Response Plan.
IV. Delegation of Authority
Incident Management Team(s) for the incidents will be organized in Unified Command
with liaisons from the Division of Emergency Management and the Division of State Fire
Marshal or the Florida Fire Chief’s Association.
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CHAPTER 3 – THE CONCEPT OF OPERATION
I. General
This section of the Annex presents key guidelines that can be used to make key decisions
during the course of the event. These decisions will be based on experience, the best
evaluation of the current situation, and the forecast for the near future. All wildfire
responses will use the National Incident Management System (NIMS) as the emergency
response organizational management structure.
Based on joint considerations discussed and determined by the County’s liaison agencies
of the Unified Command (Florida Forest Service, the Collier Fire and EMS Chiefs’
Association, and the Fire Chief(s) of the affected area(s)), several guidelines for the three
levels of activation (Monitoring, Partial and Full) for the Collier County Emergency
Operations Center during a wildfire event have been developed. When the EOC is
activated in support of the Wildfire Response it will act as a Multi-Agency Coordination
Center in support of the Unified Command.
II. Level Three, Monitoring Phase:
When two mutual-aid Departments and Florida Forest Service or one Strike Team is
called out, the Emergency Management Division will deploy a liaison to the scene, unless
the mutual-aid deployment was only due to the normal lack of organic resources within
the agency and not generated by the incident commander “size-up” of the fire situation.
Additionally, the Emergency Management Division may deploy a liaison to the scene
upon request of the incident commander. The Emergency Management Division will
maintain a liaison with the Incident Management Team at the point when the Multi-
Agency Coordination/Communication Vehicle is deployed. When wildland fire-fighting
activities increase whereby greater logistical support is anticipated and the State’s
Incident Management Team is not in place, the Collier County Emergency Operations
Center will be activated to support all logistics operations. The Emergency Management
liaison will remain in contact with the Florida Forest Service and the Emergency
Operations Center, unless a fire-fighter liaison is deployed to the EOC.
III. Level Two, Partial Activation
The Collier County Emergency Operations Center may be activated to a Level Two and
an Area Command (see Annex F) may be established based on a variety of
considerations.
A. The Request for Issuing a Local Declaration of Emergency
When appropriate, the Emergency Management Division will request a Local
Declaration of Emergency from the Board of County Commissioners based on
the following factors:
1. When the wildland fire is out of control and threatening a community.
2. When the Emergency Management Division or the IMT requests additional
powers to speed the logistical support effort.
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3. When community evacuations may be required.
B. The Collier County Fire and EMS Chiefs’ Association (CCFEMSCA)
Liaison to the County Emergency Operations Center
Once the Collier County Emergency Operations Center has gone to Level Two,
the CCFEMSCA will provide a liaison to the County Emergency Operations
Center and provide information coordination for the County Emergency Support
Functions (ESF-4) or send an IMT to the EOC to establish an Area Command.
IV. Level One, Full Activation
A. The Emergency Management Division Guidelines to Fully Activate the
County Emergency Operations Center
The Emergency Management Director, in consultation with the CCFEMSCA
Liaison and County Manager, will make the decision when to activate the County
Emergency Operations Center to a Level One. The following factors may be used
in the decision-making process:
1. When a response to a wildfire event requires the resource and/or
logistical support from a majority of the County’s Emergency Support
Functions.
2. When a wildfire event necessitates evacuations that require resource
support from neighboring counties.
B. The CCFEMSCA Coordination with the Emergency Management Division
The CCFCA and the Emergency Management Division will coordinate several
critical functions as follows:
1. Emergency Support Function 4 (ESF-4) will provide logistical liaisons to
the Florida Forest Service/US Forest Service offices or at the Unified
Expanded Dispatch.
2. A Joint Information Center (JIC) will be established at the scene. The
Florida Forest Service will provide briefing points on the wildfire
situation through Emergency Support Function 14. Emergency Support
Function 14 will then coordinate this consistent information message
with other Public Information Officers throughout the county.
3. An Emergency Management Division liaison will be included in the
planning process with the IMT personnel in the formation of the Incident
Action Plan (IAP) for the wildfire event when the Emergency Operations
Center is activated to a Level Two or One.
4. The CCFEMSCA will provide liaisons to the County’s ESF-5, Planning,
to consolidate the planning process and provide input into the situation
reports issued to the State Emergency Operations Center.
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C. The CCFEMSCA’s Co-Location to The County Emergency Operations
Center
The Unified Command will jointly determine when and what portions of the IMT
structure should co-locate to the County Emergency Operations Center. The
Emergency Management Division will provide all support resources for such co-
location.
The joint decision to co-locate will be based on guidelines including:
1. The number of wildfire incidents requires continual coordination and
logistical support from various County Emergency Support Functions.
The liaison initially provided by the Emergency Management Division
during Level Three Activation is overwhelmed with the amount of
coordination required.
2. The number of wildfire incidents requires the formation and possible
forward insertion of an Area Command or multiple Area Commands.
V. Medical Unit Activation
A medical unit may be activated when an Incident Management Team is put in place to
coordinate large numbers of firefighters or emergency personnel. If the Incident
Management Team requests a Medical Unit, the request will go through the County
Emergency Operations Center.
VI. Air Operations
When the Florida Forest Service and the United States Department of Agriculture, Forest
Service, under increased wildfire activity, establish Unified Air Operations for statewide
wildfire aviation coordination, the Unified Air Operations will establish an Air
Operations Plan that will coordinate all aircraft associated with fire operations or flying
within wildland fire aviation air space. Within Collier County the Caloosahatchee
Forestry Center Forest manager, or designated representative, is in charge of the local air
space around the wildland fire. This includes:
Forestry Aircraft
Fire agency aircraft
Law Enforcement aircraft
Military aircraft
Contractor aircraft
Media aircraft
VII. Resources
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The Florida Forest Service and the affected fire district will be responsible for command
and control of all operational elements of the wildfire response to include resource
ordering for wildfire incidents. The Emergency Management Division will support the
wildland fire-fighting operations by managing and coordinating any non-wildfire
resource ordering through the Emergency Support Functions and the State Emergency
Operations Center. The Incident Commander will order fire-fighting resources through
local dispatch.
The fire-fighting resource-typed units are detailed in the current year’s Caloosahatchee
All Hazards – Incident Management Team Standard Operating Guidelines.
VIII. Logistical Support
This Section identifies the roles of the agencies involved in the logistical support of the
IMT during wildfire events. Separate processes exist for the ordering of resources and
other logistical support for the wildfire events and the Incident Management Teams
commanding the suppression of wildfires. In addition, the linkage needed between these
resources and logistical ordering processes to provide the correct resource, to ensure that
it is provided in a timely manner, and that they are provided cost-effectively is identified.
The primary method in which resources and logistical support is ordered for wildfire
events include:
A. The Florida Fire Chiefs’ Association State Emergency Response Plan (SERP) in
support of the Division of State Fire Marshal as the Lead Agency for ESFs-4
(Firefighting), -8 (Health & Medical), -9 (Search & Rescue) and -10 (Hazardous
Materials).
B. The Logistics Section of the County Emergency Operations Center.
C. Florida Forest Service.
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CHAPTER 4 – PUBLIC INFORMATION and INFORMATION FLOW
I. General
This Chapter provides how information will be shared during a wildfire event. During a
wildfire event a Joint Information Center (JIC) will be established at the scene comprised
of representatives of the affected fire district, Florida Forest Service and the EOC.
During the activation of the County Emergency Operations Center, the EOC
representative to the JIC will establish a mechanism that efficiently provides and
disseminates information to the public. The EOCs lead Public Information Officer will
facilitate the logistical support and orientation for all Public Information Officers
working in the County Emergency Operations Center.
II. Unified Public Information
When the County Emergency Operations Center is activated (Level 2 or 1), State & local
Fire Agencies and County agencies will provide experienced Public Information Officers
to ESF-14 or provide access to Public Information Officers to respond to information
requests of that particular agency. In the initial stages of an Incident Management
Team Information Flow, a plan will be developed. During Level 2 Activation, the
additional Public Information Officers represented in ESF-14 may include:
The Emergency Management Division;
The Florida Department of Agriculture, Florida Forest Service; and,
The Collier County Fire Chiefs’ Association.
During Level 1 Activation, staffing may increase based on the needs of the response and
may include the Federal Emergency Management Agency, the Florida National Guard,
and others as warranted. Each agency will become part of the Unified Public Information.
III. Information Flow
A. Fire Activity
1. The Florida Forest Service, Caloosahatchee Forestry Center will notify
the State Watch Office of any significant fires that develop.
2. The CCFEMSCA representative in the IMT will notify the County
Emergency Management liaison or Emergency Operations Center of any
significant fires that develop.
3. The criteria for significant fires include:
a. Wildfires that threaten structures, or where structures are lost.
b. That forces or has the potential to force evacuations of citizens.
c. Wildfires that cause the injury or death.
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d. Wildfires that create significant smoke problems that may cause
road closures to major thoroughfares.
e. Large significant wildfires that require movement of out of
district forestry resources.
B. Situation Report Information
1. The Florida Forest Service will continue to produce a daily wildfire
summary, which is available at their website
<https://www.fdacs.gov/Divisions-Offices/Florida-Forest-Service >. The
Forest Protection Bureau can be contacted for any clarifications that may
be required from the raw data on the summary.
2. The Emergency Management Division will extract pertinent information
from that scene and liaison officers for its situation reports, which will be
completed and transmitted to the State Emergency Operations Center.
3. The CCFEMSCA shall distribute a daily situational report (SITREP)
which will report apparatus issues, anticipated weather, and any
significant item of concern for the various CCFEMSCA agencies, Collier
County and regional representatives.
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Attachment 1 - REQUESTING FIRE MANAGEMENT ASSISTANCE GRANT
I. General
The President of the United States is authorized to provide Federal assistance to any state
for the suppression of any fire on publicly or privately owned forest or grassland that
would constitute a major disaster. Such assistance may be in the form of grants,
equipment, supplies and personnel in accordance with the Federal Emergency
Management Agency’s policy on requesting Fire Management Assistance Grant as
contained in 44 CFR Part 204, Fire Management Assistance Grant.
II. Purpose of Fire Management Assistance Grant Program
Through the Fire Management Assistance Grant Program, the Federal Emergency
Management Agency's role in combating grassland, wildland, or wildland/urban interface
fires is to provide financial assistance to states for fire suppression. The program is
unique in that the Federal Emergency Management Agency actively provides assistance
to suppress fires that threaten such destruction as would constitute a major disaster. When
it has been determined that a wildland fire or fires on publicly or privately owned forest
or grassland threaten such destruction as would constitute a major disaster, supplemental
assistance may be provided in the form of a single grant, to reimburse eligible fire
suppression costs.
III. Scope of Fire Management Assistance
A fire management declaration is the authorization of Federal assistance that is made to
the Federal Emergency Management Agency when a fire or fires constitute the threat of a
major disaster.
A. Criteria for Fire Management Assistance Grant Declaration
The Federal Emergency Management Agency will authorize a Fire Management
Assistance Grant (FMAG) Declaration if the eligible damage and potential
impact of the fire is of a magnitude that it could result into a major Disaster
Declaration for Public Assistance and/or Individual Assistance.
B. Key Factors for Fire Management Assistance Grant Declaration
1. The Florida Forest Service, the State Coordinating Officer, the Principal
Advisor, and the Federal Emergency Management Agency will consider
the following key factors when evaluating and analyzing the need for fire
suppression assistance:
a. Threat to lives and improved property
b. Threat to critical facilities.
c. Committed or unavailable State and local resources including
resources through: State agencies; local fire departments;
Cooperative Agreements; and
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d. Interstate/Regional Compacts; the Emergency Management
Assistance Compact.
2. High danger fire conditions, as indicated by:
a. Keetch-Byram Drought Index (KBDI) or similar nationally
accepted index.
b. Energy release component.
c. Current weather conditions.
d. Rate of spread based on a nationally accepted behavior model.
e. Spread component.
f. Ignition component.
g. Burning index.
h. Relevant State restrictions in place and implemented.
i. Topography of the land.
3. Threatened watershed areas.
4. Potential impact on the environmental and historic/cultural resources.
5. Potential major economic impact.
6. Existence of multiple wildfires/potential convergence of fires.
IV. Gathering Information for Fire Management Assistance Request
Staff for the Florida Forest Service will be made aware of the potential need to document
and gather information required to request Federal Fire Management Assistance.
A. Critical Information for Requesting Fire Management Assistance
When making a request for Federal Fire Management Assistance Grant, the
following critical information is required and must be gathered:
1. If the State is unable to control or suppress wildfires or a complex of
wildfires without out-of-state assistance.
2. If homes and/or structures are threatened and or evacuated due to the
threat of the wildfire and the number of such homes, structures, or
commercial businesses that are threatened.
3. If there is key infrastructure being threatened such as power plants,
utility lines, water and/or sewage plants.
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4. If the wildfire is not controlled or contained at the time of the request.
5. The number of resources that is being utilized, including local fire/rescue
resources, are documented and reported.
6. Current weather conditions are being reported and documented as
extreme.
B. Closing Fire Management Assistance Grant
To close out a Federal Fire Management Assistance Grant in the State of Florida,
the Unified Command/Florida Forest Service representative will notify the State
Coordinating Officer of any Complexes in which all fires are controlled thus
signaling the end to the grant period. It will then be the Florida Forest Service’s
responsibility to issue the notification to the principal advisor. All such
notifications must be in writing.
V. Roles and Responsibilities for Fire Management Assistance Grant Program
A. The Florida Forest Service Incident Commander
The Incident Commander will notify the Florida Forest Service’s State Officer in
Charge of the wildfire, as soon as possible and report the information that is
available. The Incident Commander will coordinate this information with the
County Emergency Management representative.
B. The Director of the Florida Forest Service
The Director or designee will coordinate with the Division of Emergency
Management liaison or Duty Officer to notify the State Coordinating Officer, if
identified, when a fire meets the criteria for a Fire Management Assistance Grant.
Contacting the State Watch Office can do this notification.
C. The State Coordinating Officer
1. Will by telephone, fax, or through other rapid communications, contact
the Regional Federal Emergency Management Agency Coordinator and
make them aware of the situation and of the request.
2. Will follow-up in writing to the Region IV office of Federal Emergency
Management Agency outlining some of the principal items in the
request.
3. Will apply for assistance for wildfire complexes utilizing established
Forestry Districts or Centers encompassing varying numbers of counties
and will continue to utilize these Districts/Centers when applying for
additional assistance.
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D. The Florida Forest Service Representative
1. A representative from the Florida Forest Service will fill out the Federal
Emergency Management Agency request form FEMA Form 078-0-1,
Request for Fire Management Assistance Declaration. The form is then
signed by the State Coordinating Officer and submitted to the Federal
Emergency Management Agency’s Regional Office.
2. Will contact the Federal Emergency Management Agency’s Principal
Advisor to make any request a recommendation be made on the grant
request.
E. The Principal Advisor
The Principal advisor will complete their recommendation and submit it to
Federal Emergency Management Agency on FEMA Form 078-0-2, Principal
Advisor’s Report.
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COLLIER COUNTY, FLORIDA
Comprehensive Emergency Management Plan
HURRICANE
RESPONSE
ANNEX D
March 16, 2021
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THIS PAGE INTENTIONALLY BLANK
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ANNEX D
EMERGENCY RESPONSE TEAM GUIDELINES FOR HURRICANE
OPERATIONS
EXECUTIVE SUMMARY ........................................................................................................... 4
REFERENCES AND AUTHORITIES ....................................................................................... 5
CHAPTER I – INTRODUCTION ............................................................................................... 6
CHAPTER 2 – THE RESPONSE ORGANIZATION ............................................................... 7
CHAPTER 3 – THE CONCEPT OF OPERATION .................................................................. 9
A. THE REQUEST FOR ISSUING AN LOCAL DECLARATION OF EMERGENCY .......................... 9
B. THE COLLIER COUNTY LIAISONS TO THE COUNTY EMERGENCY OPERATIONS CENTER 10
CHAPTER 4 – PUBLIC INFORMATION AND INFORMATION FLOW ......................... 12
A. HURRICANE ACTIVITIES ........................................................................................... 12
B. SITUATION REPORT INFORMATION ........................................................................... 12
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Executive Summary
The Collier County Response Team Guidelines for Hurricane Operations, Annex D to the
Collier County Comprehensive Emergency Management Plan identifies the actions that may
be taken by governmental agencies within Collier County in preparing for, responding to,
recovering from and mitigate hurricane event. This Annex addresses the role of State and local
government in providing the necessary support to the Collier County Board of County
Commissioners in its statutory responsibilities in responding to and recovering from the effects of
a hurricane.
The Collier County Emergency Management Division has the overall responsibility to update and
coordinate this Annex with other response and support agencies. The Annex is a living
document; being reviewed and updated at the conclusion of each hurricane exercise or event, at
least annually. It is presently divided into four (4) Chapters as follows:
Chapter 1 – Introduction: Provides a discussion of the purpose, scope and planning
assumptions used to prepare the Annex.
Chapter 2 - The Response Organization: Identifies the various levels of support that may be
provided through the Emergency Operations Center (EOC) structure. It describes the
circumstances under which the various agencies will unify under a single command structure in
preparing for, responding to, recovering from and mitigating the effects of a hurricane by the
components of governmental agencies. This Chapter also addresses the delegation of authority
during a hurricane event.
Chapter 3 - The Concept of Operation: Presents the key guidelines that will be used to make
key decisions during the course of the event: Pre- and Post-Disaster Operations and Activities.
Based on joint considerations discussed and determined by the county’s liaison agencies of the
Unified Command (Cities and Constitutional Officers), several guidelines for the three levels of
activation (Monitoring, Partial, and Full) for the Collier County Emergency Operations Center
during a hurricane event have been developed.
Chapter 4 - Public Information/Warning and Information Flow: Discusses the information,
notification and warning process for hurricane activities to the public, governmental agencies,
surrounding counties and the State Watch Office.
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References and Authorities
The authority for the development, implementation and maintenance of this Annex and all
compatible county/municipal plans in support of the Collier County’s Board of County
Commissioners (through the Emergency Management Division) in its statutory responsibilities in
preparing for, responding to, and recovering from the effects of a hurricane event is derived from
Chapter 252 of the Florida Statutes and local ordinances.
The Federal Emergency Management Agency policy on requesting Federal Disaster Assistance is
contained within 44 CFR Part 206.
The Collier County BCC’s Human Resources Practices & Procedures addresses various
aspects of Collier County government during emergency.
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CHAPTER I – INTRODUCTION
I. General
Annex D (The Collier County Emergency Response Team Guidelines for Hurricane
Operations) identifies the actions that may be taken by the governmental agencies within
Collier County in preparing for, responding to and recovering from a hurricane event.
This Annex addresses the role of State and local government in providing the necessary
support to the Collier County Board of County Commissioners in its statutory
responsibilities in preparing for, responding to, and recovering from hurricanes.
II. Purpose
The Collier County Emergency Management Division has the overall responsibility for
coordination of the support to the Board of County Commissioners and the local
governments in response to a hurricane event in Collier County.
The Emergency Management Division will update and coordinate the plans with other
response and support agencies.
III. Scope
This Annex addresses hurricanes that affect Collier. The purpose of the response is to
protect lives, property and mitigate the effects of the storm.
IV. Assumptions
A. The Collier County Board of County Commissioners is statutorily responsible for
preparing for, responding to and recovering from the damaging effects of a
hurricane upon the residents of Collier County once a Declaration of a Local
State of Emergency (LSE) is made.
B. Once under an LSE, all governmental activities within Collier County, to include
the schools, fall under operational control of the Board of County
Commissioners.
C. The Governor of Florida, through Executive Order, may cause the Emergency
Operations Center to be activated in support of Emergency Operations
throughout the State.
D. Once under an LSE, the Board of County Commissioners, through the
Emergency Management Office, orders evacuations as necessary to protect the
public.
E. The Governor of Florida, through Executive Order (EO), may require Collier
County to open its shelters to support host-county sheltering operations.
F. Collier County’s resources will be overwhelmed by the direct hit of any category
of hurricane and will require mutual aid, State and Federal assistance to recover
from the effects of the disaster.
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CHAPTER 2 – THE RESPONSE ORGANIZATION
I. General
This Chapter of the Annex describes the organization to be used to coordinate Collier
County’s agencies support of the response during the hurricane event. It describes the
Unified Command Structure the various agencies will work under to respond to and
recover from a hurricane. Also, it addresses the circumstances under which Collier
County supports other jurisdictions in Florida in response to a hurricane.
II. Response Organization
A. Local
Using the principles of the National Incident Management System (NIMS), the
Emergency Operations Center’s team, comprised of locally trained local
governmental and volunteer agencies, is organized as described in the “Basic
Plan”, Figure 9, Collier County EOC Organization Chart. This team will direct
implementation of major external response and recovery activities. It gets its
direction from the Policy Group, comprised of the BOCC, Constitutional officers
and city liaison officers.
B. State
The Florida Division of Emergency Management (FDEM) may deploy liaison
officers for both response and recovery activities to the Emergency Operations
Center pre-impact of the storm. The liaison team will work with the Emergency
Management Division to facilitate coordination and communication with the
State.
III. Responsibilities
A. Collier County Emergency Management Division
1. Monitor storm development, keeping both the governmental agencies
and the public informed about potential impact.
2. Participate in Regional and State conference calls coordinating risk
and/or host county activities.
3. Activate the Emergency Operations Center to the level appropriate to the
storm’s threat.
4. Additionally, the Division will monitor the operation so as to request the
Board of County Commissioners issue a Local Declaration of
Emergency and issue warnings to the affected communities as the
situation warrants.
5. Act as the Functional Lead for each Incident Management activity, i.e.,
Operations, Planning/Intelligence, Administration and Logistics, at the
EOC for the County Manager.
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6. Provide liaison to the State and FEMA during post-disaster activities.
B. Collier County Department Administrators
The Administrators will prepare their personnel and organizations for the storm
and staff positions within the Emergency Operations Center as required by the
Response Manager.
C. Collier County Constitutional Officers and City Officials
The Constitutional Officers and city officials will be allowed to participate within
the Policy Group and support decisions made by the Board of County
Commissioners.
D. Private Non-Profit Agencies (PNPs)
The PNPs, represented in the EOC, will coordinate their service activities with
the Response and Recovery Managers.
E. Collier County Fire and EMS Chiefs’ Association
The Collier County Fire and EMS Chief’s Association provides the coordinated
response activities throughout the county.
F. Growth Management Department
1. Act as the Lead Agency responsible for Damage/Impact Assessment
activities within the county.
2. Work with appropriate Federal and State agencies to identify site
locations for temporary housing, establish permitting standards for
rebuilding; determine re-habitability of structures, etc.
3. Lead the business recovery activities.
4. Establish Recovery Information Centers for the public and businesses.
IV. Delegation of Authority
Personnel assigned to an Emergency Support Function (ESF) within the Emergency
Operations Center possess the authority of the Department head for who they represent.
These individuals have the power to commit resources and personnel of their
Department.
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CHAPTER 3 – THE CONCEPT OF OPERATION
I. General
This section of the Annex presents key guidelines that can be used to make key decisions
during the course of the event. These decisions will be based on experience, the best
evaluation of the current situation, and the forecast for the near future. All hurricane
responses will fall under the umbrella of the Incident Management System established by
the Collier County Board of County Commissioners (BOCC).
Since a hurricane is a disaster that we can see approaching, we have defined general
phases of activity based on the anticipated arrival of tropical storm force winds. Based
on joint considerations discussed and determined by the County’s liaison agencies of the
Unified Command several guidelines for the three levels of activation (Monitoring,
Partial and Full*) for the Collier County Emergency Operations Center during a
hurricane event have been developed. (* A “full” EOC activation may be virtual when
using the WebEOC software and conference calls/webinars.)
II. Level Three, Monitoring Phase:
The Emergency Management Division will:
1. Monitor the weather system
2. Participate in/Initiate conference calls with other counties, the State,
other agencies.
3. Regularly transmit warning and preparedness information through all
communications media.
4. Brief the elected officials.
5. Implement Time-Delineated Schedule (TDS) activities.
6. Prepare to activate the EOC.
III. Level Two, Partial Activation
The Collier County Emergency Operations Center may be activated, either physically or
virtually, to a Level Two based on a variety of considerations.
A. The Request for Issuing a Local Declaration of Emergency
When appropriate, the Emergency Management Division will request a Local
Declaration of Emergency from the Board of County Commissioners based on
the following factors:
1. Activating shelters (Host or Risk).
2. Ordering evacuation(s).
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3. Closing down/reducing “normal” governmental operations.
4. Expending county monies in response to the Hurricane Threat.
5. Five-day prediction of Category 4 Hurricane, or higher, paralleling or
directly hitting Collier County.
6. Three-Day prediction of Category 3 Hurricane, or higher, paralleling or
directly hitting Collier County.
B. The Collier County Liaisons to the County Emergency Operations Center
Once the Collier County Emergency Operations Center has gone to Level Two,
the following agencies will either maintain a presence in the EOC while activated
or in WebEOC, if virtually activated:
ESF-1, Transportation
ESF-3, Public Works/Engineering
ESF-4, Firefighting
ESF-6, Mass Care
ESF-8, Health, Medical & Human Services
ESF-9, Search & Rescue
ESF-14, Public Information/Collier Emergency Information Hotline
ESF-16, Law Enforcement
Liaisons (Private & Municipalities)
IV. Level One, Full Activation
A. The Emergency Management Division Guidelines to Fully Activate the
County Emergency Operations Center, either virtually or in-person.
The Emergency Management Director, in consultation with the County Manager,
will make the decision when to activate the County Emergency Operations
Center to a Level One. The following factors may be used in the decision-making
process:
1. When a response to the hurricane event requires the resource and/or
logistical support from a majority of the County’s Emergency Support
Functions.
2. When the threat of a hurricane event necessitates evacuations that require
resource support from neighboring counties.
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B. The Governmental Employee Shelter Activation
When the EOC becomes fully activated due to a hurricane threat and a major
evacuation is anticipated, the County Manager may direct the opening of
Employee Shelter(s) so that governmental services may be maintained/restored.
V. Resources
All resource requests will be coordinated through ESF-7, Resource Support.
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CHAPTER 4 – PUBLIC INFORMATION AND INFORMATION FLOW
I. General
This Chapter provides how information will be shared during the activation of the County
Emergency Operations Center, Emergency Support Function (ESF)-14 (Public
Information) has the responsibility to establish a mechanism that efficiently provides and
disseminates information to the public. The County Manager will appoint a Lead Public
Information Officer who will facilitate the logistical support and orientation for all Public
Information Officers working in the County Emergency Operations Center.
II. Unified Public Information
When the County Emergency Operations Center is activated (Level 2 or 1), State, Local
and County agencies will provide experienced Public Information Officers to ESF-14 or
provide access to Public Information Officers to respond to information requests of that
particular agency. In the initial stages of any activation, a plan will be developed to
mainly staff & activate the Collier Emergency Information Hotline (CEIH).
III. Information Flow
A. Hurricane Response Activity
1. The Emergency Management Director will notify the State Watch Office
of any significant activities that develop.
2. The ESF-14 coordinator will notify the Emergency Operations Center
Manager of any significant activities that develop.
3. The criteria for significant activities includes:
a. Lives and/or property imminently jeopardized.
b. Evacuation issues/problems.
c. Injuries or deaths related to the hurricane event.
d. Road closures to major thoroughfares.
B. Situation Report Information
The ESF-5, Planning & Intelligence, will produce situation reports.
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Annex E ‐ 1
Comprehensive Emergency Management Plan
FLOOD WARNING
PROGRAM
ANNEX E
March 16, 2021
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Annex E ‐ 2
COLLIER COUNTY FLOOD WARNING PROGRAM
I. INTRODUCTION:
A. Purpose
1. This program establishes a framework through which Collier County may
provide warning, prepare for, mitigate the impacts of, respond to, and recover
from salt water or freshwater flooding events that could adversely affect the
health, safety and general welfare of Collier County residents and visitors.
2. Provisions are made for the needed flexibility of direction, coordination and
method of operation to enable government and non-government entities to
accomplish their objectives of mitigation, preparedness, response and recovery.
This Annex also provides the framework for rendering support to other counties,
municipalities, States and the Federal government in their flood management
efforts.
B. Scope
The Collier County Flood Warning Program
1. Describes the various types of flooding that could occur and provides procedures
for disseminating warning information and for determining, assessing and
reporting the severity and magnitude of flooded areas,
2. Establishes the concepts under which the county government will maintain a 24/7
flood warning program, and
3. Creates a framework for expeditious, effective and coordinated employment of
local resources.
4. The County Emergency Management Office administers/disseminates flood
warning information to the municipalities and all response operations are
conducted under the authority of this Collier County Comprehensive Emergency
Management Plan (CEMP).
5. Supports Collier County’s participation in the NFIP CRS Program’s Activity
610.
C. Assumptions
1. The State agencies of Florida have certain expertise and resources at their
disposal that may be used in relieving emergency or disaster and flood related
issues that are beyond the County's capability.
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Annex E ‐ 3
2. When the County declares a State of Local Emergency and requests State
assistance following a flooding disaster, the Governor may issue an Executive
Order about this emergency situation and the State Emergency Operations Center
(SEOC) may be activated if conditions warrant.
3. Should State assistance be inadequate to cope with the flooding disaster, the
Governor will request Federal assistance under a Presidential Disaster
Declaration.
4. The National Weather Service Office (NWSO), Miami, will issue flood advisory,
watches and warning information to both Government and the citizens. The State
Watch Office will follow-up the NWSO’s warning information with direct
contact with the local Emergency Management Office (duty hours) or the Collier
Sheriff’s Office (non-duty hour warning point).
5. South Florida Water Management District’s Big Cypress Basin office possesses
real-time hydrologic data on its canal system so as to enable it run real-time flood
modeling and decision-making support system for operation of the water control
gates. Should the canals fill above the “red Alert level” and email warning will
be sent to both the water management district representatives and the emergency
management staff that “possible flooding conditions” exists.
6. Collier County does not have any major rivers, there are no stream profiles on the
FEMA Digital Flood Insurance Rate Map (DFIRM), and rainfall-induced
flooding produces very slow moving sheet-flow conditions that are shallow but
can be broad in aerial extent. Collier County is basically its own watershed with
very little contributing area of sheet-flow from Lee County to the north or
Hendry County to the northeast.
7. The only flooding which poses a large-scale threat to property and the possibility
of loss of life stems from storm surge flooding. Flooding due to rainfall is
typically nuisance flooding and may present only a threat to property.
D. Situation
1. Because of the seasonal possibility of large-scale flooding events within Collier
County, the County must be adequately prepared to react to, reduce vulnerability
to and recover from these flood emergencies. The Emergency Management
Functions, within the County, must be coordinated as much as possible with
other local government and non-governmental agencies as well as with the State
Division of Emergency Management and surrounding jurisdictions to ensure the
most effective preparation and use of manpower, resources, and facilities in
response to flood threats and/or emergencies.
2. The subtropical weather of southwest Florida, its low relief topography and rapid
human encroachments into our natural wetlands have made us vulnerable to
frequent floods and droughts. The flood conveyance capacity of our drainage
system, particularly in the Golden Gate Estates, is limited, as the canals were
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Annex E ‐ 4
primarily constructed to lower the water table for building home-sites, and not
designed to effectively carry runoff from large storm events. In spite of numerous
enhancements made to our canals and water control structure network, they
remain deficient for providing the desired levels of flood protection of eastern
Golden Gate Estates area.
3. The principal causes of flooding affecting Collier County are as follows:
a. Hurricanes/tropical storms generate high winds, wave action along the
coast and widespread flooding over much of the populated area of the
County. Saltwater intrusion from the storm surge has the potential to
affect 90% of the population depending on the intensity of the storm.
Although tropical systems can form during any month of the year,
hurricane/tropical storm season begins on June 1 and ends on November
30.
b. Other weather systems, both tropical and non-tropical, which may or
may not have an identifiable low-pressure center, can produce up to 20
inches of rain over a three-day period. These also occur primarily during
the hurricane season but can occur at other times. This flooding can
cause canals and rivers to overflow their banks and could be aggravated
by slightly above normal tides.
c. Severe thunderstorms, which are local in nature, can cause isolated
flooding from torrential rains, and may or may not be accompanied by
high winds. These usually occur late May to late September but can
occur at any time of the year. (See Attachment 1 of this annex for
locations prone to standing water ponding.)
II. HAZARDS ANALYSIS AND DEMOGRAPHICS
A. Hazards Analysis
1. History: Hurricanes/tropical storms provide the greatest flood threats to Collier
County. A listing of all hurricanes/tropical storms that came within 50 miles of
Naples since 1851 is provided as Attachment 2 to Annex E. The coastal area of
Collier County has been exposed to 81 hurricanes/tropical storms since 1851.
(Source: https://bit.ly/32FoJQK). Type and frequency are as follows:
Tropical Storm 38 (1 in 4.5 years)
CAT 1 Hurricane 10 (1 in 16.9 years)
CAT 2 Hurricane 13 (1 in 13.0 years)
CAT 3 Hurricane 7 (1 in 24.1 years)
CAT 4 Hurricane 8 (1 in 21.1 years)
CAT 5 Hurricane 2 (1 in 84.5 years)
TOTAL 78 (1 in 2.2 years)
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Annex E ‐ 5
[Hurricane Totals 40 (1 in 4.2 years)]
Wind: SAFFIR/SIMPSON SCALE
(NOTE: This scale is a “wind-scale” and no longer tied to a corresponding storm
surge in a real-time tropical event threatening. In the case of a real-time event,
the storm surge will be described separately from the tropical windstorm
category.)
Category Wind Speed
Tropical Storm 39-73 MPH
Category 1 74-95 MPH
Category 2 96-110 MPH
Category 3 111-129 MPH
Category 4 130-156 MPH
Category 5 157+ MPH
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Storm Surge: The storm surge modeling tool we use, SLOSH, comes from the
National Hurricane Center. In the sense of how we are using it here, it is a
planning tool, only. When we are threatened by a tropical cyclone, we will speak
of the storm surge threat separately from the category/type of the tropical
cyclone. For the purposes here, using the surge modeling tool the hurricane
center has modeled the worst case hurricanes possible to impact Collier County
in order to give us the “Maximum of Maximum” (MOM) storm impacts per
category of storm. (See Figure 22 in the Basic Plan)
Residents living along the coast, south and west of US 41 have the most repeated
threat potential from hurricanes or tropical storms. Using the Property
Appraiser’s parcel data to identify residential structures the following represents
the at-risk population estimate of those exposed to the worst of the worst-case
hurricane scenario for each category: the MOM.
70,140 (37%) are in a Tropical Storm/Category 1 zone.
142,701 (79%) are in a Category 2 zone.
176,736 (97%) are in a Category 3 zone.
178,624 (97%) are in a Category 4 zone.
179,015 (97%) are in a Category 5 zone.
Due to the trajectory of these storms, it is estimated that only 3 storms caused
significant storm surge flooding to the Greater Naples urban area. The urban area
is defined as that area west of a line from one mile east of Collier Boulevard to
the coast. The three storms that generated storm surge flooding were:
Oct. 7, 1873 CAT 3 Surge est. 8 to 11 feet MSL
Sept. 25, 1894 CAT 3 Surge est. 10 to 11 feet MSL
Sept. 10, 1960 CAT 4 Max. Surge N Naples 11.86 feet MSL
The Everglades City area has experienced many more flooding events. The most
recent occurrence was on September 10, 2017 with Hurricane Wilma.
a. A Category 2 land falling or paralleling storm with a storm surge of six
to eight feet would force the evacuation of most of the coastal area to the
south and west of US41. Goodland and Isle of Capri residents are
particularly vulnerable since each area has only one ingress/egress road
and both roads are susceptible to flooding when heavy precipitation
coincides with the astronomical high tide.
b. A Category 3 storm with a storm surge of 9-12 feet could result in the
evacuation of 92% of the residential population within Collier County.
c. The following hurricane/tropical storms affected coastal Collier County
since 1960.
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(1) Hurricane Donna (Cat 3) - 1960 - was the last hurricane to
affect Collier County to any great degree. It was a paralleling
storm that hugged the coast from Everglades City to Bonita
Shores. At the time of the hurricane, the County's population
was approximately 15,600 including Everglades City and
Naples. Storm surge with Donna occurred inland to the
intersection of 6th Avenue South and 9th Street in the City of
Naples.
(2) Hurricane Isbell (Cat 2) - 1964 - entered the S.W. Florida coast
just north of Cape Sable. There was little, if any, flooding
associated with this storm over the populated area of the County.
(3) Hurricane Alma (Cat 2) - 1966 - remained off the west coast of
Florida until it made landfall south of Tallahassee. Its closest
point of approach was 49 miles WSW of Naples. There are no
reports of significant damage to Collier County.
(4) Tropical Storm Abby - 1968 - was a paralleling storm off the
Collier County coast. It had maximum winds of 57 knots and
made landfall near Charlotte Harbor. No reports of significant
flood damage to Collier County.
(5) Tropical Storm Jenny - 1969 - had a similar track to Abby. It
had maximum winds of 37 knots and made landfall near Sanibel
Island. No reports of significant flood damage to Collier County.
(6) "No-Name" (Subtropical Storm) - 1974 - The development of
this subtropical storm followed by several days the development
of a tropical storm near Vera Cruz, Mexico. As the tropical
depression weakened, a new center formed in the eastern Gulf of
Mexico and moved rapidly northeastward to the Tampa Bay
area. Sustained winds of 30-40 knots with gusts to 55 knots were
reported in the Naples area. Tides of 2-4 feet above normal
occurred from Everglades City to Tampa Bay. Total rainfall
ranged from 20 inches near Tampa to 10 inches elsewhere.
There were three drownings in Florida and damage was
estimated at $10,000,000 in western Florida.
(7) Tropical Storm Dennis - 1981 - made landfall near Cape Sable
and exited the peninsula near Daytona Beach. No flood damage
to Collier County. Maximum winds 35 knots.
(8) Hurricane Alberto (Cat 1) - 1982 - was a near miss for Collier
County. It formed off the Yucatan Peninsula and began moving
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NE toward Collier County before turning west and dissipating.
Only minor damage reported in Collier County.
(9) No-Name Storm (Subtropical storm) - 1982 - developed in the
Central Gulf of Mexico and passed substantially to our north
making landfall near Cedar Key. There was a considerable
amount of beach erosion along the coast from the Lee County
line to Marco Island. There were no residential structures
destroyed or substantially damaged. Several bulkheads and rock
revetments experienced minor damage in Naples and Marco
Island. Several man-made dune structures seaward of the
Coastal Construction Control Line (Collier County) received
minor damage at Vanderbilt Beach and Marco Island. Damage
was estimated to be $100,000.
(10) Tropical Storm Bob - 1985 - had maximum sustained winds of
40 knots as it made landfall near Lely Barefoot Beach in North
Naples. There was widespread flooding throughout the area with
rainfall amounts ranging from 7.7" at Naples, 11.6" at Marco
Island, 14.5" at Everglades City, to over 22" at the Golden Gate
Landfill. Although the sustained winds were only 40 knots, there
were several gusts reaching hurricane limits. There were over
1,000 insurance claims filed, only 100 of them were for flood
damages, the others were the result of wind and water damage.
The Ritz Carlton was under construction at the time and most of
the drywall had to be replaced.
(11) Tropical Storm Keith - 1988 - formed south of Jamaica moved
northwestward to the Yucatan Peninsula, before recurring to the
northeast. It made landfall near Sarasota. In spite of the storm
occurring at lunar high tide, there was little flood damage except
to La Playa Inn on Vanderbilt Beach where 17 rooms, kitchen
and dining room received some water damage. There was
extensive erosion along the Naples beaches and the Naples Pier
received about $500,000 in damages.
(12) Tropical Storm Marco - 1990 - formed in the Florida Straits,
south of Key West and moved north before reaching land at
Cedar Key. Little damage was reported in Collier County even
though the storm passed 43 miles to the west of Naples at time of
astronomical high tide.
(13) Hurricane Andrew (Cat 5) - 1992 - intensified into a major
hurricane east of the Bahamas and made landfall near
Homestead, Florida. The storm traversed the peninsula with the
eye-wall remaining south of Everglades City and Marco Island
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before recurving towards Louisiana. Some coastal flooding
occurred after the storm passed to our east because of strong
onshore winds and high tides. Storm surge values were generally
between 6-7 feet NAVD along the south coast from Goodland to
Chokoloskee Island.
(14) Tropical Storm Jerry - 1995 - formed in the western Bahamas
and moved northward entering the east coast of Florida north of
Palm Beach. As it moved northwestward a feeder band remained
nearly stationary over southwest Collier County for nearly 18
hours. Twenty-four hour rainfall amounts ranged from 17 inches
in East Naples to 6-7 inches in Immokalee. Widespread flooding
occurred in East Naples, the City of Naples and Golden Gate
from this 100-year storm. Within two days of this extraordinary
event, sheet flow flooding from Hendry County and north Collier
County created serious flooding problems along the Lee and
Collier line in Bonita Springs as well as increased floodwaters in
Golden Gate Estates and Immokalee.
(15) Hurricane Opal - 1995 - formed in the Bay of Campeche in late
September. It moved northeastward and deepened into a
Category 5 hurricane during the morning hours of October 4th
and came ashore near Fort Walton Beach as a Category 3 during
the early evening hours on October 4th. The associated feeder
band, like T.S. Jerry two months prior, dumped several inches of
rain on already super saturated areas of North Naples, Big
Corkscrew Island and Immokalee. Sheet flow flooding remained
over much of the area near Immokalee Rd (CR 846) until mid-
November.
(16) Tropical Storm Gabrielle- Sept. 13-14, 2001- Gabrielle formed a
low-pressure system that developed along a decaying frontal
system near Bradenton. As it moved southward, away from the
peninsula, it developed Tropical storm characteristics. On
Thursday afternoon at 5:00PM, the National Hurricane Center
placed all of southwest Florida under a Hurricane Watch. At that
time, Gabrielle was 150 miles west southwest of Naples. As it
began meandering to the Northeast it intensified into a Tropical
Storm with winds of 60 knots. The closest point of approach to
Naples (70nm west) occurred on Friday morning at 5:00AM.
Although rainfall exceeded 8 inches at several locations
throughout the County, precipitation amounts at the Government
Center were near 2 inches for the 24 hours preceding the storm.
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The National Weather Service issued a Coastal Flood Watch for
Collier County on Thursday afternoon. Water heights along the
shore from the Lee County line to Chokoloskee Island were
generally 3-5 ft above normal. It was estimated that
approximately 50-60 residences and businesses experienced
flooding and most of these structures were built prior to 1978
(pre-FIRM). Water depths in homes and businesses ranged from
1 inch to 18 inches. The timing of flooding conditions occurred
on Friday morning from approximately 7:30AM in North Naples
to 9:30AM in Everglades City. Waters began to recede after
noon throughout the coastal area.
(17) Hurricanes of 2004 – Hurricane Charley had the greatest direct
impact on the residents of Collier County. Its effect on Collier
County was that of an F-2 tornado since the hurricane wind field
was so small. Only one to two feet of storm surge was reported,
having no effect on the infrastructure. Personal property losses
approximated $1.5M, mainly lanais. Debris costs to government
were approximately $6.0M. No injuries were reported and the
damaged area was around North Naples. The greatest general
population impacts of the storm were: loss of power and shortage
of fuel for vehicles. Hurricanes Frances and Jeanne affected the
northeast portions of the county slightly due mainly to the fact
that we were on the dry side of the hurricanes. One manufactured
home in Immokalee sustained major damages from Hurricane
Frances. No injuries were reported. No flooding problem was
experienced in any of the three hurricanes.
(18) Hurricane Wilma – 15-25 October 2005 - Wilma formed and
became an extremely intense hurricane over the northwestern
Caribbean Sea. It had the all-time lowest central pressure for an
Atlantic basin hurricane, and it devastated the northeastern
Yucatan Peninsula. Wilma also inflicted extensive damage over
southern Florida. Maximum sustained winds were estimated to
be near 105 kt (category 3 intensity) when landfall of the center
occurred in southwestern Florida near Cape Romano around
1030 UTC 24 October. Greatest storm surge for Collier County
was measured in Everglades City at 5.67 feet caused by the
unusually fast forward speed. The hurricane, continuing to
accelerate and now moving at a forward speed of 20 to 25 kt,
crossed the southern Florida peninsula in 4.5 hours, with the
center emerging into the Atlantic just southeast of Jupiter around
1500 UTC. Because the hurricane moved quickly across the
southern Florida peninsula, however, the rain amounts were not
very large in Florida and storm totals ranged generally from 3 to
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Annex E ‐ 12
7 inches. Wilma produces one tornado in Collier. That tornado
resulted in the only direct fatality from the Hurricane. Overall,
10 more indirect fatalities resulted from Wilma, mostly due to
cleanup efforts.
(19) Tropical Storm Debby – June 23-24, 2012 - Debby originated
from a broad area of low pressure that developed over the
southern Gulf of Mexico during the third week of June. The low
drifted slowly northward across the Gulf and finally strengthened
to a tropical storm on the afternoon of June 23rd. At that time,
the closest her wind-field was to Naples was 200 miles. That
said, her biggest impact to Collier County was the three to three
and a half foot of storm surge produced around Everglades City
and three tornadoes, one of which affected East and North
Naples communities. The storm surge produced resulted in about
$110K in road, water pump damages as well as the associated
labor and equipment costs of repair. This storm highlighted the
fact that the storm does not have to be near you to be dangerous
and costly.
(20) Tropical Storm Isaac – August 26-27, 2012: Isaac began as a
tropical depression east of the Lesser Antilles on the morning of
August 21, 2012, reaching tropical storm strength later that
afternoon. Later, on Sunday, August 26th Isaac moved west-
northwest through the Straits of Florida, with the center passing
across the lower Keys late that afternoon. Isaac continued on a
west-northwest track over the southeast Gulf of Mexico Sunday
through Monday, August 27th. Rain reports for Collier County
resulted in no impacts noted:
Location Amount,
in inches
Monroe Station – SFWMD 5.02
ESE Rock Island – SFWMD 4.49
Miccosukee Indian Res. 4.15
Oasis Ranger Sta. 3.85
N. Blocks – Golden Gate Est. 3.53 & 3.37
Bunker Hill – SFWMD 3.29
Quail Creek Est. 3.06
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Wind and Inland Flooding Impacts: Minor.
Coastal Flooding Impact: Minor to Locally Moderate. An
estimated 2-3 ft. storm surge impacted the coast during high tide
Monday morning and midday, with the highest values from
Marco Island to Everglades City and Chokoloskee. Inundation
depths above ground ranged from less than a foot in Naples and
Marco Island to as much as a few feet in Goodland and
Everglades City. Water entered a few buildings in Goodland, but
most flooding was confined to streets, marinas and yards. Less
than 1,000 customers lost power. Collier experienced much
coastal erosion to its beaches and Everglades City experienced
damages to its roadways and the “grinders” associated with the
sewage disposal systems for the homes.
(21) Hurricane Irma – 10 September 2017: The following are
excerpts from the NWS Miami Tropical Winds Newsletter –
Fall 2017: “Hurricane Irma formed from an African Easterly
Wave. It became a tropical storm on August 30th and a hurricane
on the 31st in the eastern tropical Atlantic. On Sunday morning,
September 10th, Irma strengthened to a Category 4 hurricane.
The center of Irma then made landfall in Marco Island at 3:35pm
that afternoon as a Category 3 with 115 mph winds.
Meteorological Information:
Wind: The highest wind gust recorded on land in South Florida
was 142 mph at a mesonet site near Naples Airport. The highest
sustained wind recorded was 112 mph by a spotter on Marco
Island.
Storm Surge: In Collier County, inundation values were as
high as 6-8 feet at Chokoloskee near the waterfront, with 3-5 feet
across most of the island. At Everglades City, maximum of 6
feet of inundation occurred at Everglades National Park Gulf
Visitor Center, with 2-4 feet across the town and as high as 5 feet
in a few areas. Marco Island had 2-4 feet of inundation, mainly
on the south and east parts of the island. Naples had 3-4 feet of
inundation at the waterfront for areas within 1 block of the
beach….
Rainfall: For the majority of locations where most of the
population lives in South Florida, rainfall amounts averaged 6 to
10 inches in association with Irma. However, the highest rainfall
total was reported in Immokalee of 14.48”. Other areas that had
rainfall in the 10-14 inch range include portions of inland and
central Collier.
Damage, casualty, impacts to South Florida:
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Deaths: There were 33 indirect deaths in South Florida….
[NOTE: No direct deaths in Collier County]
Damage: In Collier County, at least 88 structures were destroyed
and 1,500 others with major damage. Heavy tree and power pole
damage occurred in areas affected by the eye wall, including
Port of the Islands, Marco Island, Collier Seminole State Park,
Golden Gate, Orangetree and parts of the city of Naples.
Monetary losses: Unincorporated Collier County (not including
Naples, Marco Island and Everglades City) had $320 million in
damage. Over 30,000 insurance claims were filed in Collier
County….
Power Outages: As of Monday morning 9/11, the day after the
storm, there were 197,630 outages in Collier (94%) of all
customers.
3. Non-hurricane/Tropical Storm Flooding. Collier County is vulnerable to
flooding from canal overflow and ponding.
a. Flooding from canal overflow is almost always caused by heavy rains
within a drainage area and the subsequent inability of a canal to
accommodate the additional runoff. Canal overflow would occur
following an extended period of rainfall causing most bodies of water
within the County to overflow their banks. Collier County is not affected
by rainfall falling outside of the County other than for south and east Lee
County and western Hendry County. If this were to occur, some
highways in the County may be inundated as well as several residential
areas in close proximity to canals (Golden Gate City and Estates,
Coconut River and those near the Cocohatchee and Gordon Rivers as
well as the Henderson Creek area).
b. Ponding occurs in low-lying areas that are characterized by poorly
drained or super-saturated soils (high water table). This type of flooding
in Collier County occurs throughout the County where elevations above
sea level are low and/or the water table is high.
c. Fresh water flooding occurred in late June 1992 in North Naples in areas
that were not designated as being within the 100-year flood plain.
Several homes reported flood damage in the 700 and 800 blocks of
Naples Park between 93rd Ave. North and 108th Ave. North. Additional
flooding occurred in the northeastern portion of Imperial Golf Estates. (A
major capital improvement project was done in Naples Park in 1996-97
to prevent a recurrence. This work included the installation of a major
stormwater culvert and swale system designed to accommodate the
runoff from a 10-year storm event.)
d. Summer’s Flood Event #1: On September 29, 2003, a cold front stalled
over central Florida as a tropical disturbance moved from the southwest
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Annex E ‐ 15
Caribbean Sea into the Southern Gulf of Mexico. This set up a southwest
flow over southern Florida and allowed for deep tropical moisture to
move into south Florida from the Caribbean and southern Gulf of
Mexico. Rainfall amounts between 4 inches to 8 inches fell across
Collier County. But western Collier County got the heaviest of the
rainfall with locally 8 to 10 inches. Marco Island received 8.10 inches of
rainfall, Bonita Springs received 5.00 inches of rainfall, and Naples set
an all-time daily rainfall record of 6.93 inches. By early afternoon,
Collier County Emergency Management Officials were asking everyone
in western Collier County to stay off the roads if they did not absolutely
have to travel as canals were swelling and spilling over their banks,
several roads were closed, and houses were starting to flood. There were
also reports of people surfing in the streets in the Naples region of
western Collier County. By evening, most of the rainfall had ended over
Collier County, but it took until late Tuesday (September 30, 2003) to get
the streets and back yards of houses to dry out. (Baxter, National
Weather Service, Miami Florida). Although the high tides at the time of
the rain event exacerbated the flooding, the effects were mainly flooded
streets and sheet flow/ponding around the area. However, there were no
reports of flooding in homes there were several motorists stranded for up
to an hour in stalled vehicles. Regarding septic systems, the Dept. of
Health said they didn’t get many calls and the ones with problems were
the older septic design system, not the “mound-type” system.
e. Tropical Storm Ernesto & Subsequent High Rainfall (August-
September 2006): Tropical Storm Ernesto passed through southwest
Florida on August 30, 2006. Although the storm did not bring any
damaging wind, the amount of rainfall associated with and following the
storm was very severe in parts of Collier County. In west central Collier
County, the area lying east of County Road (CR) 951, west of State Road
(SR) 29 and south of CR 846 received the brunt of rainfall. Nuisance
flooding in low lying areas and inundation of roads in several parts of
Northern Golden Gate Estates (NGGE) brought inconvenience to the
residents of those areas. Hydrologic conditions of the central Collier
County region had been wetter than normal prior to the storm.
Beginning from July, the regional groundwater level started to rise above
the long-term average levels, and this trend continued to the end of the
August. Such soggy antecedent moisture and saturated groundwater
conditions could not absorb the high intensity rainfall and generated
significant runoff with flash flooding and street inundation in several
low-lying areas of NGGE and adjacent outlying areas. Of particular note
is the Rock Road – Acremaker Road area between Richards Road and
Moulder Drive, south of CR 846, where the residents were
inconvenienced for several days due to inundation of roads and yards.
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During the period August 1 to September 25, between 22.0 to 32.5
inches of rain fell generally in the GGE area. No homes were known to
become flooded during this rain event.
f. October 2011 – 6th Wettest October on record: A total of three heavy
rain events took place over southern Florida in October, contributing to a
very wet October area-wide. Average rainfall for this month was 10.16”
(Historical October average is 3.50”). It should be noted that during this
month, damages due to some road and yard inundations were minimal
and no homes were flooded. During the last weekend of October (Friday
– Monday) the following rainfall totals were recorded in Collier County:
Marco Island – 7.03”
Isles of Capri – 6.74”
Ave Maria – 6.12”
North Naples – 6.03”
Belle Meade – 5.96”
Golden Gate Estates – 5.93”
Immokalee – 4.69”
East Naples – 4.56”
g. September 6 - 8, 2013 – (Record rainfall in Naples was 6 September):
Thunderstorms with torrential rainfall develop just inland of the Collier
County coast during the late afternoon and early evening hours of Friday,
Sept. 6th and moved west across northern portions of the Naples metro
area. The communities of Golden Gate, Golden Gate Estates and North
Naples were particularly affected, with North Naples being hardest hit.
The atmosphere was quite unstable during the day of the 6th, but
thunderstorm activity was delayed by the presence of slightly drier air
aloft. However, by early evening a southward-moving gust front from
earlier storms in North Florida made it to the Collier County region and
interacted with the Gulf sea breeze which was located over the interior
sections of the area. This convergence of the two air masses led to rapid
development of the thunderstorms with torrential rainfall and near-
continuous lightning. Isolated storms initially formed in the Golden Gate
area between 630 and 7 PM, with a large cluster of storms organizing
over the Everglades between 7 and 730 PM. Two thunderstorm cells
developed in the North Naples area around 745 PM, with the main area
of storms still to the east over the Everglades. Between 815 and 830 PM,
the large area of storms over the Everglades converged with the cells
over North Naples and 845 PM the entire area of storms expanded and
intensified to cover the entire area from Vanderbilt Beach across to
Golden Gate Estates, with a second area of intense storms in the East
Naples area. The cluster of storms in the northern part of the county
remained nearly stationary through 930 PM as it dumped excessive
amounts of rainfall. It is during the time between 830 PM and 10 PM
when the highest rainfall rates took place. Rains began to taper off after
10 PM but remained in the light to moderate range until shortly after
midnight. Rainfall amounts in the North Naples/Naples Park/Palm River
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Annex E ‐ 17
area ending at 8 AM on Saturday the 7th were between 5-10 inches, with
a highest measured value of 9.45 inches near the intersection of Logan
Blvd North and Immokalee Road (near Gulf Coast High School). Farther
south, rainfall amounts in the 3-5 inch range were measured in the city of
Naples, Golden Gate, Golden Gate Estates and East Naples areas.
Extensive flooding was reported in the North Naples area with many
streets closed due to high water. Damages and impacts: two house fires
from lightning, three water main breaks, one tree down across a roadway,
and dozens of flooded roadways with people stranded in stalled cars.
h. August 4, 2014 – (Record rainfall again set for Naples): A band of
thunderstorms with very heavy rain set up from the Gulf of Mexico
across western Collier County in association with a low-pressure
area over North Florida. The band moved little between 1230 PM
and 3 PM as the individual storms moved east over the city of
Naples. This “training-effect” of the heavy rain cells led to copious
rain amounts and severe street flooding in parts of Naples and
Golden Gate. Automobiles experienced the greatest amount of the
damages. Some businesses experienced minor water intrusion. The
flooding threat left the area about 7:30 pm Monday night.
Highest Measured Rainfall Amounts (source):
•Naples Beach Hotel and Club: (CoCoRaHS): 7.00”
•Naples Municipal Airport (NWS): 6.73” *
•Gulfview Middle School (AWS): 6.25”
•Golden Gate (CoCoRaHS): 5.89”
(* Sets new daily record for August 4th as well as for any day in August.)
•Measured rainfall of 4 inches in one hour (between 1 and 2
PM) is equivalent to a 50 to 100-year rainfall for Naples.
B. Physical Characteristics
Collier County is located on the southwest coast of Florida. Lee and Hendry Counties
border it on the north, on the east by Miami-Dade and Broward, on the south by Monroe
County and on the west by the Gulf of Mexico.
1. It has approximately 2,000 square miles of land area of which approximately 60
miles front on the Gulf of Mexico.
2. The topography of the land is basically flat ranging from 2-5 feet along the coast
to 35-40 in the northeast section of the county near Immokalee.
3. There are no major rivers within the county. Most natural open water streams are
south of US41 into the Ten Thousand Islands. The Gordon River enters into
Naples Bay and extends northward to the vicinity of the Naples Airport. The
Cocohatchee River in North Naples enters into the Gulf of Mexico via Wiggins
Pass. The headwaters of each river are south and west of I-75. Water areas are
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Annex E ‐ 18
generally comprised of man-made lakes, canals, and water retention areas with
only a few natural lakes.
4. The average elevation of the County is approximately 10-11 feet. However, the
average elevation of the highly developed areas of the urban area is 7-8 feet.
5. Poor drainage conditions exist in the western and southern areas of the County
where the water table is high. During periods of heavy rain over extended periods
of time, most natural and man-made bodies of water may overflow resulting in
flooding. If this were to occur, several highways in the County (US41, SR92,
Golden Gate Parkway, Everglades Boulevard) could be inundated as well as
roads in several residential areas. (See Attachment 1 to this Annex).
C. Land Use Patterns
1. There are twelve planning community areas within the unincorporated area of the
County. The Naples urban area is bounded by the Gulf of Mexico to the west and
south, CR846 to the north, and CR/SR951 to the east.
The urban area consists of 7 of the 12 planning communities. Commercial areas
are found along US41 from CR951 to the Lee County line, CR951 and Golden
Gate Parkway in Golden Gate, Airport Road south of Golden Gate Parkway,
North Collier Blvd. on Marco Island, and Main Street in Immokalee.
The remainder of the urban area consists of single and multi-family residential
areas. The Rural Estates Planning Community and the western portion of the
Royal Fakapalm are primarily agricultural as are portions of the Corkscrew
Planning Committee. Big Cypress is primarily undeveloped, protected wetlands.
2. Intensity of development within the County urban area is low, ranging from 3-6
dwelling units per acre. The only exceptions to this are Park Shore, Pelican Bay,
Vanderbilt, and Marco Island beachfront property where density is 12-16 units
per acre.
D. Demographics (See Basic Plan, Figures 2 & 3)
III. Concept of Operations
A. Flood Threat Recognition comes to the Emergency Management Division via several
sources:
1. Through the National Weather Service Office via its products: Flash Flood Warning
and Flood Warning. The difference between "Flash Flood" and "Flood" is that the
first is for flooding which occurs within 6 hours of the causative event (rain), while
the second is for residual flooding greater than 6 hours after the end of the rain. The
Flash Flood is much more common than the Flood, but we can get the second type
especially in the days after a very wet tropical system in which a "sheet flow" can
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Annex E ‐ 19
come down from Hendry County and flood inland sections of the county. The last
time this was witnessed was in 2008 after TS Fay.
2. South Florida Water Management District’s Big Cypress Basin - In order to provide
more efficient flood protection services to residents, Big Cypress Basin staff worked
with modeling, scientific data and information systems staff together developed a
real-time flood modeling and decision-making support system for operation of the
water control gates. The project uses the Basin's real-time meteorological and
hydrologic data for surface and groundwater levels and gate positions to model and
forecast both surface water and groundwater stages and provide flood warning and
real-time decision-making information to the field staff to operate the control gates
accordingly. The information on real-time surface and ground water levels, flows,
rainfall, gate positions and forecasted water levels are available through the following
URL: https://apps.sfwmd.gov/sitestatus/# then select BCB (Big Cypress
Basin).
3. Florida Division of Emergency Management (FDEM), the State Watch Office
(SWO): FDEM has a staff meteorologist who could also be made available to the
county and/or who also would issue flood –threat advisories to affected counties.
B. This program is based on the principle that the County bears the initial responsibility for
warning the public of a threat, disaster response and disaster recovery operations. As a
corollary to this principal, each level within local government will accomplish the
functions for which it is responsible, requesting relief from the next higher level of
government only after resources at that level are inadequate to respond to the flood
emergency or disaster. Requests for assistance will be made to the Florida Division of
Emergency Management only after the Board of County Commissioners has declared a
State of Local Emergency.
C. The Emergency Management Director may activate portions of this plan, if a flood
disaster/emergency threatens, prior to the Board of County Commissioner's decision to
declaration a State of Local Emergency. In this situation, the Emergency Management
Division will coordinate increased readiness procedures and such emergency response
actions as might be necessary for the immediate protection of life and property.
D. When State and local resources are determined to be inadequate to the flood emergency,
the Governor will request assistance through the Federal Emergency Management
Agency. The request will be based on local and state damage assessments and
expenditure reports that are to be maintained and supplied by the County and/or State for
each flood disaster related activity.
E. When conditions are favorable for flooding from either storm surge flooding or from
freshwater flooding from abnormally high amount of precipitation over a short period of
time, the following actions will be taken by the agencies listed below:
Agency Action Responsibility
SFWMD’s Big Cypress Office
1. Monitor and/or run the Real-time Hydrologic Monitoring &
Modeling system.
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Annex E ‐ 20
2. Keep the EOC informed of flooding threats and trends as they occur.
3. Maintain the automated “Floodwatch System” and to keep the
Emergency Management Division informed of changes to it or on-
call personnel changes.
Emergency Management (ESF-5)
1. To staff the Emergency Operations Center as the situation
dictates.
2. Maintain the emergency contact name/number listing for those
responsible for day-to-day operation of critical
facilities/activities and the 911 address of the facility.
3. To notify all primary respondents as the situation dictates.
4. To advise the public of the situation through local radio and TV
announcements.
5. To keep the Division of Emergency Management and other state
agencies and adjacent counties informed of the situation.
6. Establish/maintain communications and warning capabilities
with Collier County’s Critical Facilities.
7. When emergency management receives a “Floodwatch” message
about possible flooding conditions developing from the Big
Cypress Basin’s Water Management District (BCBWMD)
Office, EM will contact the on-call BCBWMD representative to
determine the potential impact of the alert. If flooding conditions
threaten people or properties, EM will initiate immediate
coordination calls with the affected fire district, the Sheriff’s
office, the Collier County Public Information Officer, GMD’s
Road Maintenance Division, Collier Public School District
and/or the American Red Cross.
8. When registered Special Needs people are in the affected area,
Emergency Management will initiate activities to protect
that/those personnel, e.g., evacuation, sheltering, etc.
9. Based on anticipated weather conditions and the degree of soil
saturation, adjust thresholds to the EarthNetworks weather
streamer warning system to automatically send out information
about the hazardous weather criteria being met.
10. Maintain the 15 shelter Disaster Resource Units (DRU) for rapid
deployment should they not already be on site. Appendix 3 to
this annex identifies the basic items maintained in each DRU.
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11. Conduct an annual Hurricane/Flood Exercise per CRS
participation requirement.
Collier Public Schools (ESF-6)
To provide shelter and bus transportation upon request from the
Emergency Operations Center.
American Red Cross (ESF-6)
To provide damage assessment information.
1. To provide manpower and supplies for opening and operation of
shelters and to coordinate with Emergency Management
Division regarding the timing of such openings consistent with
the dangers facing the people who will occupy the shelter.
2. To provide Mobile Feeding.
3. To provide immediate human needs relief, e.g., shelter, food,
clothing etc.
Collier County Sheriff’s Office (ESF-16)
1. To provide traffic control and security for those in the flood
threatened area and shelter security.
2. Activate the IPAWS (Integrated Public Alerting & Warning System)
when an imminent life or property threatening flooding situation
exists.
3. Provide a door-to-door emergency notification SOP for flood and
wildfire events.
Fire/Rescue Districts (ESF-4)
1. To provide fire control and suppression throughout the County.
2. To provide rescue service as needed.
3. To provide fire safety control at each shelter.
4. To alert and coordinate Community Emergency Response Team
(CERT) responses.
Collier County EMS (ESF-8)
1. To provide ambulance/rescue service.
2. To provide first-aid support at each shelter.
Growth Management Dept. (ESF-3)
The ESF-3 (Public Works & Engineering) is organized utilizing
personnel from both the Growth Management and Public Utilities
Departments depending on their respective areas of responsibility
and expertise, as outlined below.
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1. Capital Project Planning, Impact Fees & Program Management
Division (Impact Fees, Stormwater, Transportation Planning, Coastal
Zone Management, Pollution Control and Prevention & Waterway
Debris)
2. Development Services Division (Regulatory Management,
Development Review, Building, Zoning and Code Enforcement –
Damage Assessment & Disaster Temporary Housing
3. Operations Division (County Airports, GMD Media Relations,
Budget)
4. Road Maintenance Division (Road Maintenance & Inspection,
Landscape, Survey) (See Attachment 4 for Equipment Listing)
5. Transportation Engineering Division (Roads & Bridges, Right of
Way, Traffic Lighting and Signals)
Public Utilities Dept. (ESF-3) - The ESF-3 (Public Works & Engineering) is organized utilizing
personnel from both the Growth Management and Public Utilities
Departments depending on their respective areas of responsibility
and expertise, as outlined below.
1. Engineering and Project Management Division
2. Water Division (Water Plants, Compliance, Power Systems, Well
Field and Water Distribution)
3. Wastewater Division (Water Reclamation Plants, Powers Systems,
Irrigation Quality System, and Collections including over 800 lift
stations)
4. Solid and Hazardous Waste Division (non-waterway debris removal,
garbage collection, household hazardous waste collection and
landfill oversight)
Florida Department of Health - Collier (ESF-8)
To provide health and environmental health services, including potable
water well inspections after a flooding event.
ESF-2 (Communications) To provide emergency communications support between the E.O.C.,
hospitals, and public shelters.
Salvation Army (ESF-6) To provide mobile feeding sites.
F. Meteorological information will be obtained from the Tropical Prediction Center for all
flood threats resulting from tropical storms and hurricanes. Miami Weather (NWS),
co-located with the Tropical Prediction Center, will issue flood advisories that may affect
Collier County. Either weather agency may contact the Collier Emergency Management
Division via telephone or ESATCOM. Additionally, the EOC obtains meteorological
information and images via satellite and private meteorological services. Information
may also be transmitted by the same communication method from Miami Weather
Forecast Office to the EOC.
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1. Hurricanes and their related storm surge and precipitation amounts provide the
greatest flood threat to citizens of the County. Therefore, all tropical advisories
will be monitored and plotted on the hurricane-tracking chart in the EOC and
disseminated to the public via Collier County government web pages and through
public safety announcements.
2. The Tropical Prediction Center (TPC) issues advisories at least at six-hour
intervals during the progress of all tropical depressions, storms, and hurricanes.
The NHC also issues tropical and hurricane "Watch" or "Warnings" for specified
coastal areas.
a. When a watch or warning has been issued for Southwest Florida, the
Emergency Management Director will assess the situation and if
appropriate, call a briefing session with all concerned agencies.
b. The Public Information Officer (PIO) in coordination with the Board of
County Commissioners and Emergency Management Division will begin
issuing news advisories.
c. Depending on the situation, all advisories received from Miami Weather
and the Tropical Prediction Center will be retransmitted via electronic
means to all public safety and media outlets that service Collier County.
These advisories should be aired immediately.
d. Announcement of pertinent information in the Collier County "All
Hazards Guide" and social media book will be brought to the public's
attention. These spot announcements to the various media sources will
attempt to reinforce the ongoing educational effort during the year.
e. The Emergency Management Director provides information to the
general public upon demand. The department provides scores of
hurricane seminars per year. In each seminar, storm surge vulnerability is
stressed, along with flood insurance requirements and methods to
mitigate against any damage from flooding. In these talks to the
community, information on evacuation routes and shelters is also made
available. The Growth Management Department (Floodplain
Management Section) provides annual outreach engagements to schools,
civic and religious groups, fraternal organizations, homeowner
associations, realtors etc. The six CRS priority topics are covered in
these outreach events. The Floodplain Management Section also sends
out a Flood Protection Newsletter to property owners whose properties
are located in the Special Flood Hazard Area. Contained in that
newsletter are details on how to stay informed on weather conditions and
evacuation processes for a flood event.
f. During periods of Emergency Operation Center activations, WGCU-FM
(local EAS station) and local Government Access cable television
(Channel 97) may broadcast directly from the EOC and/or get emergency
public information directly from the EOC. All other media sources will
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Annex E ‐ 24
be fed information from the EOC to the adjoining media room and also
via facsimile to the various media outlets within the County.
3. Since the main flood threat to the lives of Collier County residents is from
tropical cyclones, every effort will be made to educate the public concerning this
threat. Meetings with schools, civic and religious groups, fraternal organizations,
homeowner associations, realtors etc. will accomplish this formal education
process. Additional tips will be provided via radio "spots", posted through the
Emergency Management Division’s Home Page (www.CollierEM.org) and
helpful hints to the daily and/or weekly papers. In all of their presentations, the
following items will be stressed:
a. Areas which are particularly vulnerable to flooding from riverine
flooding or storm surge. “Know Your Risk”
b. The use of pre-disaster checklists
c. Flood and home-owners insurance
d. Preparedness tips to minimize disaster related losses
e. Shelter locations and evacuation routes
f. Recovery information
g. Point of contact for additional information
h. Flood Insurance Information
i. Description of methods of which residents will be warned of the threat
F. Requests for State Assistance must be forwarded to the State Emergency Operations
Center for assessment and approval before deployment of State resources. Prior to
requesting State Assistance, the current situation must be identified, the current and
projected resource needs must be assessed, and a time frame, indicating how long the
State’s resources would be needed, must be identified.
IV. Execution
This Annex to the Comprehensive Emergency Management Plan addresses the Collier County
Flood Warning Program through the following elements: Public Information, Flood Threat
Recognition Phase, Emergency Warning Dissemination and Other Response Efforts.
A. Public Information
Increasing the public's awareness of flood hazards and the methods they can use for
protecting themselves from the effects of these hazards is a necessary part of reducing
disaster potential, preparing for disasters as well as a continuing responsibility of public
officials. In addition, providing accurate information immediately before, during and
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Annex E ‐ 25
after a flood emergency or disaster is very important for saving lives, minimizing
property damage, and informing people of various assistance programs. This Annex
describes the organization and procedures for providing accurate information to the
public.
1. Responsibilities:
The Emergency Management Division is responsible for coordinating public
information programs and related activities with regard to flood emergencies or
disasters. This responsibility includes public awareness programs in schools,
civic and fraternal organizations, community subdivisions and other organized
groups including radio and television when requested.
2. The Public Information Network, comprised of members of the following
agencies, will meet periodically before, during and after a flood emergency to
minimize conflicting information being disseminated. Members of the network
who have assigned public relations tasks include but are not limited to the
following:
a. Board of County Commissioners
b. County Manager or his representative
c. Emergency Management Director
d. Stormwater Management Director
e. SFWMD - Big Cypress Basin Director
f. Superintendent of Schools or his representative
g. Red Cross Disaster Chairman
h. Growth Management Department Administrator
i. Sheriff or his representative
j. President, Collier Fire and EMS Chiefs’ Association
k. Communications & Customer Relations representative
l. Municipalities
3. An "All Hazards Guide" is updated and reprinted as necessary for distribution to
residents and visitors of Collier County. Every effort is made to deliver this
information to people living in flood-prone areas. Disaster related information is
also provided to residents and visitors local telephone book publication and
social media.
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4. Special information programs have been established for people with special
needs such as the elderly and the handicapped. These individuals are encouraged
to pre-register with the Emergency Management Division who will advise them
of their vulnerability to flooding and items that they should bring to a shelter in
the event of an evacuation. The Emergency Management Division will also
arrange for transportation to shelter if needed.
5. During an emergency/disaster that might result in flooding over parts of the
community, a team of telephone operators will be assembled near the EOC to
provide information to the public. At least one of the operators will be bilingual
(English-Spanish).
B. Flood Threat Recognition Phase
As previously mentions, we have several main sources for flood threat recognition within
Collier. Those are: National Weather Service Office in Miami, SFWMD’s Big Cypress
Basin’s office in Naples and the FDEM State Watch Office in Tallahassee. This phase
may have several pre-disposing conditions whereby any or all of those conditions being
absent may not warrant a flood threat concern. The following conditions, compounded,
increase the flood threat concern and result in the associated Emergency Operations
Center activation level.
1. Saturated grounds due to prolonged rainy periods whereby absorption into the
soil is hindered or a period of three to five inches of rain has fallen within 48
hours and more rain is anticipated. (See Attachment 1, Areas Prone to Rainfall
Ponding)
2. High tides occurring during the heaviest rainy periods.
3. A series of rain clouds producing a “training effect” over an area.
C. Level Three, Monitoring Phase
1. Emergency Management will:
a. Daily, review the day’s short-term forecast at the Miami Weather Forecast
Office’s home page, review automatic and web-based monitoring, telemetry
systems, and repost the daily weather graphic (http://www.weather.gov/mfl/)
on the Collier County Emergency Management home page and monitor the
flooding potential. If a flood threat presents itself, disseminate the
information to those most affected via means identified in the Basic Plan
[e.g., NOAA Weather Radio (EAS), Emergency E-Mail, Blast fax lists for
government entities and vulnerable areas such as mobile home parks, etc.]
b. Collaborate with both the National Weather Service Office in Miami,
SFWMD’s Big Cypress Basin office and the State Warning Point on any
significant flooding event potential. When a potential major flooding type
event threatens, both the Miami Weather Service Forecast Office and the Big
Cypress Basin of South Florida Water Management District (SFWMD) will
most likely institute once a day webinar and/or conference calls with the
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Annex E ‐ 27
threatened counties. (NOTE: Both the Miami Weather and the SFWMD
offices will provide the best area rainfall forecasts as well as the best real-
time rainfall rates for each weather event. They both have access to, and/or
possess, rainfall and waterway gauges to monitor real-time water impacts.)
Using GIS-type mapping products depicting areas susceptible to past
flooding events, alert response agencies based on the weather forecasts.
c. Activate the Collier Storm Spotter/SKYWARN network either based on the
daily Hazardous Weather Outlook product of the National Weather Service
or when weather situations deteriorate. Initiate conference calls with the
various fire districts, as needed.
d. STORM SURGE: Regarding the flood threats from storm surge, the
graphic below depicts the timeline and the modeling tools from the National
Hurricane Center (NHC) that the local emergency management office uses to
estimate and refine potential storm surge impacts. (For more information
about storm surge, go to: http://www.nhc.noaa.gov/ssurge/index.shtml).
Then as the NHC makes computer graphic associated with a particular storm
and posts it on their hurricane web page. Ultimately, within, 24 hours of a
landfall, the local Miami Weather Forecast Office will provide the most
precise surge impacts to the local jurisdiction in the form of probability
statements and graphics.
2. GMD, Construction & Maintenance Division will maintain 24/7 capability to respond
to public regarding roadway concerns.
D. Emergency Warning Dissemination
During this phase the National Weather Service Office, Miami has issued a “Flood
Watch” and the conditions cited above are the most unfavorable for the grounds
absorbing a heavy rainfall amount and therefore roadway flooding, etc., will present
hazardous/adverse conditions to the public.
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1. Level Two, Partial EOC Activation
a. Emergency Management will:
1) Continue with all activities in the Threat Recognition Stage.
2) Critical Facilities: The Collier County Emergency Management
Division maintains a listing of Critical Facilities which could be
affected by flooding in the County. This listing is considered
sensitive and is protected under HSPD 5 and is available For
Official Use Only. The list includes the following:
Names of key personnel
Personnel contact info
Physical location of facility
Alternate communication systems
Copy of flood/evacuation plan
In the event of a flooding risk to one or more of these facilities,
they will be notified as soon as possible in advance of the risk in
accordance with the emergency notification protocols outlined in
the CEMP and Emergency Management Division SOGs. Due to
the critical nature of the function or service provided by these
facilities, every attempt will be made to give as much advanced
warning as possible so that preventative measures can be taken
to protect the facilities and people.
3) Provide regular updates via E-mail/Web Page to staff and the
local governmental agencies and Critical Facilities.
4) Assemble complete EOC staff and brief at the initial stages of
Level 2 Activation, depending on the anticipated severity of the
event.
5) Consider activating the Collier Emergency Information Hotline.
6) Monitor the flooding event and disseminate details of the
impacts via all means identified in the “Basic Plan”.
7) Continue to collaborate with both the National Weather Service
Office in Miami, SFWMD’s Big Cypress Basin office and the
State Watch Office on the flooding event potential and adjacent
counties.
8) Activate the SKYWARN Weather Spotter Network to report
rainfall impacts.
9) Pre-identify and coordinate shelter openings, as required.
10) Initiate actions for a Local State of Emergency, if warranted.
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Annex E ‐ 29
b. Municipal liaisons will be requested to monitor the event’s impact on
their jurisdiction from the EOC.
c. Collier Schools will be asked to remain at the EOC while school
delay/closing decisions are anticipated/made.
d. Collier Fire Chiefs will alert their CERTs regarding impact reporting and
first responder assistance requirements.
e. American Red Cross will:
1) Open shelters as requested.
2) Provide humanitarian services, as necessary.
3) Provide a liaison to the EOC, as requested.
4) Keep the Emergency Management office advised on the findings
from the Damage Assessment.
f. Collier Sheriff will:
1) Provide liaison to EOC when requested.
2) Coordinate traffic activities.
g. Growth Management Department will:
1) Provide a liaison to the EOC to maintain an accurate, current
listing of affected roadways & stormwater facilities.
2) Take reports from the public regarding flooding (252-8924/25)
and maintain flooding records.
3) Blockade flooded roadways as necessary and provide
appropriate signage.
4) Submit projects and mitigation initiatives to the Local Mitigation
Strategy Working Group when called.
5) Provide post event damage assessment.
6) Provide sandbags and sand bagging capability on a situational
basis to flood circumstances which can be mitigated effectively
by that type of mitigation (to be approved by the EOC and in
accordance with the GMD protocols outlined in their
“Sandbagging” SOP.
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11) Activate the SKYWARN Weather Spotter Network to report
rainfall impacts.
12) Pre-identify and coordinate shelter openings, as required.
13) Initiate actions for a Local State of Emergency, if warranted.
b. Municipal liaisons will be requested to monitor the event’s impact on
their jurisdiction from the EOC.
c. Collier Schools will be asked to remain at the EOC while school
delay/closing decisions are anticipated/made.
d. Collier Fire Chiefs will alert their CERTs regarding impact reporting and
first responder assistance requirements.
e. American Red Cross will:
5) Open shelters as requested.
6) Provide humanitarian services, as necessary.
7) Provide a liaison to the EOC, as requested.
8) Keep the Emergency Management office advised on the findings
from the Damage Assessment.
f. Collier Sheriff will:
3) Provide liaison to EOC when requested.
4) Coordinate traffic activities.
g. Growth Management Department will:
1) Provide a liaison to the EOC to maintain an accurate, current
listing of affected roadways & stormwater facilities.
2) Take reports from the public regarding flooding (252-8924/25)
and maintain flooding records.
3) Blockade flooded roadways as necessary and provide
appropriate signage.
4) Submit projects and mitigation initiatives to the Local Mitigation
Strategy Working Group when called.
5) Provide post event damage assessment.
6) Provide sandbags and sand bagging capability on a situational
basis to flood circumstances which can be mitigated effectively
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Annex E ‐ 31
by that type of mitigation (to be approved by the EOC and in
accordance with the GMD protocols outlined in their
“Sandbagging” SOP.
E. Other Response Elements
1. SKYWARN Spotter Network: In support of the National Weather Service
Office, Miami, Collier County conducts hazardous weather spotter training to
residents annually, or upon special request of the Emergency Management
Office. At this time, there are over 150 trained spotters. The spotters receive
regular weather information updates from the EOC, via E-mail, and through the
other media.
2. Emergency Alerting System: The EOC has drafted an operating procedure,
agreed upon by the NWS, Miami, for activating the Emergency Alerting System
and thereby transmits warning and instructions via the weather radio, TV, radio,
and cable media. Not only is the general public alerted, so are the specialized
teams, e.g., SKYWARN and CERTs.
V. Administration
A. Records Preservation and Restoration
1. All County Agencies must ensure the protection of vital records so that normal
activities may continue after the disaster. These records may also be necessary
for the rapid recovery from the effects of a flood disaster.
2. Damage to records is most often the result of fire and water damage. These
records can often be saved by prompt salvage action. Technical guidance for
records preservation can be obtained from the Emergency Management Division
or the State Division of Emergency Management.
B. Funding and Accounting
1. Collier County may allocate and expend funds as appropriate for local emergency
operations. Depending on the onset of hazardous weather conditions, either of the
following mechanisms may be implemented:
a. Local Accounting
Complete accurate accounts of emergency expenditures and obligations,
including personnel and equipment costs, must be maintained. Despite
the difficulty in maintaining such records in the stress of an emergency,
accurate accounting is required to identify and document:
1) Funds for which Federal reimbursement will be requested should
a Presidential Declaration be made and,
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Annex E ‐ 32
2) Those funds eligible for reimbursement under emergency or
major disaster project applications.
b. Cost Centers
Given the time and the urgency of the threat, the Emergency
Management Director may ask the Office of Management & Budget, via
the County Manager, to establish and fund any, or all, of the following
types of cost centers:
1) Departmental – This cost center will be used to fund all normal
departmental activities in response to, or associated with, the
hazardous weather event.
2) Debris Removal - This cost center draw will be limited only to
those activities associated with debris removal, e.g., contractor
services or force labor.
3) Emergency Management – This fund will be directly managed
by the Emergency Management Office/EOC Operations. This
fund will be used for indirect expenses in response to the event
for those items/activities not normally performed by day-to-day
government, e.g., shelter operations, outfitting impact
assessment teams with safety gear, etc.
2. Governmental/private non-profit agencies not under the Board of County
Commissioners, should establish cost-capture mechanisms similar to that
described above. When the EOC is activated, all agencies should regularly, or
upon request, report their expenditures so that the total budgetary impact to the
County can be related to the State Emergency Operations Center.
C. Exercises & Drills
1. General:
Generally, during the Statewide Hurricane Exercise, elements of the Flood
Warning Program will be tested and the Post-Exercise Report will highlight those
relevant portions of the plan. If the State opts not to conduct a Statewide
Hurricane Exercise in the course of a year, then the County Emergency
Management Director will develop and conduct one. Exercises and drills must
be conducted at least annually to verify the flood warning program and the skills
of emergency response personnel. Results of these exercises and drills provide a
basis for changes to the flood warning program, implementing procedures, and
for further scheduling of training for response personnel. A real-world flooding
type event can fulfill the exercise requirement providing a written After-Action
Critique was accomplished and timelines for corrective actions were established.
2. Concept of Operations:
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Annex E ‐ 33
a. Exercise: An exercise is an event that tests the integrated response
capability and major elements within the flood warning program. The
emergency preparedness exercise will simulate a flood emergency that
may result in massive evacuation and sheltering. Generally, exercises
will be during the Statewide Hurricane exercise scheduled between April
and June of each year.
b. There are three types of exercises:
1) Full scale exercise is designed to fully demonstrate the
emergency capabilities of appropriate agencies and
organizations. Mobilization of local personnel and resources
will be demonstrated.
2) Functional exercise is designed to demonstrate one or more
functions or capabilities specified in the flood warning program.
Mobilization of local personnel and resources will be limited.
3) Table-top exercise is a simulation in which response activities
are discussed. There is no mobilization of emergency personnel
and resources.
c. Scheduling and Scenario Development
1) Exercises will be scheduled jointly by the response agencies and
the Emergency Management Division. Scenarios will be
developed with inputs from all participating agencies. Scenarios
will be varied from year to year such that all major elements of
the flood-warning program are tested during a four-year period.
The scenarios will include, but not be limited to the following:
(a) Objectives of the exercise and appropriate evaluation
criteria,
(b) Date, time, place and participating organizations,
(c) The simulated event,
(d) A time schedule of real and simulated events,
(e) A narrative summary describing the conduct of the
exercises, and
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(f) A description of arrangements for advance materials to
be provided to observers.
d. Critiques and Reports:
A critique will be conducted after each exercise to evaluate the capability
of each participating agency to implement plans and procedures. When
written, a copy of the After-Action Report and/or critique will be
provided to each county and municipal floodplain manager.
e. Drills:
A drill is a supervised instruction of a supervised instruction period
aimed at developing, testing, monitoring technical skills necessary to
perform emergency response operations. In addition to the required
exercise, drills will be accomplished at the frequencies listed below:
1) Communications between the shelters and the EOC will be
conducted at least annually before the hurricane and/or flood season.
Communications between agencies, State and other EOCs are conducted
daily. The tests of communications with on-scene teams will be part of
the flood exercise.
2) Medical drills involving simulated injuries will be conducted as
part of the exercise.
D. Maintenance and Auxiliary Activation of the Collier County Flood Warning
Program
The Emergency Management Division will maintain and update this program annually or
as required. The program review will be accomplished by May 1st of each year. Portions
of this program will be activated periodically in order to conduct exercises as part of the
review process. This is done at least during the annual statewide hurricane exercise.
E. Authorities and References:
1. Public Law 91-606, Disaster Relief Act of 1970
2. Public Law 93-288, Disaster Relief Act of 1984
3. Public Law 100-707, Stafford Act
4. Chapter 252, Florida Statutes, as amended
5. Collier County Ordinance 84-37
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6. Mutual Aid Agreement (BCC & Public/Private Schools)
7. Statewide Mutual Aid Agreement
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Attachment 1 to ANNEX E
Areas Prone to Rainfall Flooding
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Attachment 2 to ANNEX E
COLLIER’S TROPICAL CYCLONE STORM HISTORY
(W/IN 50 Miles of Naples, 1851 to 2020)
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Annex E ‐ 40
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Annex E ‐ 41
Attachment 3 to ANNEX E
Disaster Resource Unit (DRU)
--- ITEM--- Required
A/C Unit (Soleus Air/MAC 7500 BTU) 1
A/C Unit (10,000 BTU) 1
Air Mattress, Coleman, Twin Quick Bed 30
Air Pump, Coleman, 4D Deluxe 2
Batteries, "AAA" 20
Batteries, "AA" 0
Batteries, "D" 22
Batteries, 6 Volt 6
Blankets, Standard (polyester, 60" X 90"), 90
Bins 8
Bio Hazard Bags 20
Body Transport Bag, 20 ml thick, 6 strap handles 2
Buckets 5-Gal, Plastic w/handle 2
Clorox Wipes 1
Cold Drink Container, 5 Gal 1
Cone, Traffic, 36" 2
Cooler 70 Quart 1
Cots, Military, Oversize 50
Cots, PSN, Standard 4
Diagonal Pliers, 6" 1
DRU Manual 1
Duct Tape 1
Fire Extinguisher 1
First Aid Kit 1
Flashlight 6
Flashlight, Multi-Functional 6
Floor Fans 2
Garbage Bags, Case, 55 gal
Gas Can, 5 Gal, Safety
Generator, Honda 5000 W (handles) (72db)
Gloves, cotton
Gloves, leather
Hand Towel 20"X40"
Hand Truck (400lbs, D handle)
Hydraulic Jack, 4 ton
Lantern
Light, Luna Pro, 70 watt
Lug Wrench
1
2
1
4
4
100
1
1
4
3
1
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Annex E ‐ 42
Mats, Sleeping, Standard
Padlocks, Combination
Picture Board
Power Cords Reel in 100', Heavy Duty, Triple Outlet
Pump, Multi-use
Radio, All Hazards Alert
Radio, Emergency AM/FM/TV Band Radio with NOAA,
Radio, Shelter to EOC
Ratchet Strap,Buckle Ratchet 3000 lb strength
Red Cross Comfort Kits
Respirators, N-95
Sheets (Disp) Flat-Twin 130 count 54"X90"
Shelter Kit
Tape, Caution, 3" 1000 Ft roll
Tarps, 20' x30'
Tool Set (hammer, saw, screwdrivers, wrenches, pliers, etc)
Transfer Belts
Trash Can, 50gal.
Urinals, Female
Urinals, Male
Walkers
Walkie Talkies
Wash Cloth, 12" X 12"
Wheelchairs
Wheel Chalk, set
Wheel Lock
Wrist Bands
50
4
2
4
1
1
1
1
3
72
50
48
1
1
2
1
5
1
5
5
2
4
100
2
1
1
100
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Annex E ‐ 43
Attachment 4 to Annex 3
Road & Bridge Division Flood Response Resources
In addition to the use of contracted services for the majority of weed and grass control by
spraying, Road Maintenance has in-house crews for clearing canals and drainage ways (swales,
easements, etc.) and structures:
• Brush and tree trimming and removal;
• Debris removal;
• Cleaning and repairing structures; and
• Digging out/reshaping of canals, ditches and swales
Road Maintenance also has on hand equipment and material that can be used in flooding
situations. This includes:
• Sand Bagger Machine and sandbags
• 2 Jet Vac Trucks
• 120 tons of sand in stock
• 120 tons of gravel in stock
• 1100 tons of lime rock in stock
• 75 "Water Over Road" signs on barricades
• 4 - Wheel Loaders
• 2- Backhoe Loader Combos
• 1- 66' Extended Reach Track Hoe
• 1- Large Tracked Bulldozer
• 2- Large Grabber Trucks
• Pumps
o 6" Diesel powered hydraulic
pump
o 3 " Gas powered hydraulic pump
o 4" Gas powered hydraulic pump
o 2 - 3" Gas powered centrifugal pumps
• Bush Hog Flex Wing Rotary Mower
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Annex E ‐ 44
• 2 Mud- Hogs
• 28 dump trucks
• Machette Tractor
• Menzi Muck Excavator (All Terrain)
• 5-John Deere excavators
• 2- Gradall Excavators
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Annex F – Page 1
COLLIER COUNTY, FLORIDA
Comprehensive Emergency Management Plan
AREA COMMAND
ANNEX F
Annex F – Page 2
INDEX
A. Responsibilities……………………………………………………………………….3
B. Area Command Phases……………………………………………………………..4
C. Organization…………………………………………………………………………..5
D. Location………………………………………………………………………………..6
E. Area Command Divisions……………………………………………………………7
F. Reporting Relationships……………………………………………………………...7
G. Area Command Activation…………………………………………………………...7
H. Area Command Operational Materials……………………………………………...8
I. Area Command Checklist…………………………………………………………….9
Annex F – Page 3
Purpose
Area Command is established as an authority to command fire suppression, emergency medical
services and rescue resources in support of one or more complex incidents.
Collier County Area Command is established by declaration of a County Fire/EMS Chief, or
designee, in cooperation with Collier County Emergency Management upon determination that
the impact of an incident or multiple incidents are competing for the same resources or have
diminished County resources to the point of effecting service delivery.
The purpose of an Area Command is either to assist in the management of multiple incidents
that are each being handled by a separate ICS organization or to support the management of a
very large or complex incident.
Examples which may dictate establishment of Area Command:
1. Large Commercial or Highrise Fire
2. Multiple working structure fires, one beyond two alarm
3. MCI Level II or higher, see CCFEMSCA MCI Plan
4. Large or multiple wildland fire incidents
5. Hazardous Materials or other incident involving significant evacuation
6. Natural Disaster
7. Public Health Emergency
A. RESPONSIBILITIES.
Area Command does not have operational responsibilities. For the incidents under its authority,
the Area Command is tasked with logistical responsibilities. Some but not all responsibilities
include:
Supports overall agency incident-related priorities;
Works in conjunction with the FFCA Region 6 Collier County Coordinator;
Allocates critical resources according to the established priorities;
Ensures that incidents are properly managed;
Ensures that incident management objectives are met and do not conflict with each
other or with policies;
Identifies critical resource needs and reports them to the interagency coordination
system (generally EOCs);
Ensures that short-term “emergency” recovery is coordinated to assist in the transition to
full recovery operations; and
Provides for personnel accountability and a safe operating environment.
Area Command develops an incident action plans detailing incident management priorities,
needs and objectives. This plan should clearly state policy, objectives and priorities; provide a
structural organization with clear lines of authority and communications; and identify incident
management functions to be performed by the Area Command (i.e., public communications).
Annex F – Page 4
B. AREA COMMAND PHASES
Phase I
Area Command may be activated when multiple agencies are working a fire or an
emergency incident(s). The incident(s) is expected to be contained within the same day
and no resources have been requested outside the Lee and Collier County area. The
Area Commander shall not be involved with the active incident(s).
The purpose of Phase I Area Command is to monitor available resources remaining
within the County. If there is an additional request for resources by an incident
commander. Area Command will notify dispatch of specific units to respond to fill the
request.
In the absence of Area Command, dispatch will follow their normal communications
manual protocols and CAD recommendations. It is important for area commanders to
recognize the distribution of similar apparatus type’s ex. Brush trucks and assign
resources from agencies throughout the county to ensure remaining coverage county
wide.
Area Command will have the authority to request apparatus, resources, and manpower
from one district or municipality to cover another fire jurisdiction. In the event Area
Command has exhausted all its county resources, they have the authority to request out-
of-county resources to provide county wide fire and medical coverage through County
EM and/or in accordance with the SERP. Area Command must communicate with
district supervisors such as Battalion Chiefs and Captains on a regular basis to update
staffing changes or and apparatus needs.
Phase II
Area Command will be activated when multiple agencies are working multiple large-scale
incidents or a long-term incident that is beyond its first day and is remaining active and
requiring additional resources.
Area Command Phase II may be established at the Emergency Operations Center (EOC)
/Area Command Center. The duties of Area Command will be the same as outlined in
Phase I but expected to last for longer durations of time and anticipated need for more out
of county resources.
The Collier County Fire/EMS Chiefs will staff a Phase II Area Command during
anticipated natural disaster, e.g. Hurricanes. In these circumstances Area Command will
be staffed by one EMS and Fire Chief Officer and one assistant assigned to EOC during
activation. Area Command will operate in conjunction with County Coordinator to
coordinate ESF 4, ESF 9, ESF 8 and ESF 10 functions. Area Command will ensure
countywide coordination to maintain jurisdictional coverage through communication with
all county agencies.
Annex F – Page 5
Phase II Organization
C. ORGANIZATION
The Unified Area Command organization operates under the same basic principles as the
Incident Command System (ICS). Typically, Area Command will comprise the following key
personnel, all of whom must possess appropriate qualifications and certifications. Positions are
filled as needed:
Positions
Unified Area Command is responsible for the overall direction of the incident management
teams assigned to the same incident or to incidents in close proximity. This responsibility
includes ensuring that conflicts are resolved, that incident objectives are established and that
strategies are selected for the use of critical resources. The Unified Area Command is also
responsible for coordinating with Federal, State, local, tribal, and participating private
organizations.
1. Area Commander: will be staffed by a qualified chief officer with a formidable
knowledge of County Fire Rescue operations.
2. Collier County EMS will staff Unified Area Command with a Chief Officer and be
responsible for deployment and response of Collier County EMS resources as well as
coordination with ESF-8. Collier EMS may add an assistant to this position.
3. Area Command Assistant: will be staffed by a qualified officer with a formidable
knowledge of County Fire Rescue Operations.
The Unified Area Command team will evaluate and address the following ICS functions:
1. Logistics
Unified Area
Command
ESF 4 ESF 9 ESF 8
(EMS Units)
ESF 10
(Hazmat Team)
Area
Commander EMS Chief
Officer
Assistant Area
Commander
Annex F – Page 6
Unified Area Command will identify Logistics needs to provide facilities, services, and
materials and ensure the effective allocation of critical resources and supplies among
the incident management teams.
2. Planning
Unified Area Command collects information from various incident management teams to
assess and evaluate potential conflicts in establishing incident objectives, strategies, and
priorities for allocating critical resources.
3. Resources
Unified Area Command tracks and maintains the status and availability of critical
resources assigned to each incident under the Area Command.
4. Situation
Unified Area Command monitors the status of objectives for each incident or IMT
assigned to the Area Command.
5. Public Information
Unified Area Command may establish a Public Information Officer (PIO) to provide public
information coordination between incident locations. The PIO will serve as the point of
contact for media requests to the Area Command. The PIO may also serve as part of a
Joint Information Center (JIC). During Phase II activation, release of public information will
be coordinated through Collier County Emergency Management.
D. LOCATION
Collier County Unified Area Command:
Area Command Phase I may be operated from a fire or EMS station, a chief’s vehicle
or the Mobile Command unit.
Area Command Phase II may be is operated at a fire or EMS station, the Collier
County EOC, Area Command Center.
E. AREA COMMAND DIVISIONS
Upon activation of Area Command Phase II, Area Command may organize the County into
geographical divisions. Area Command will coordinate response activities within these divisions
with an assigned Division Officer. Divisions and Stations are organized as follows:
Division A Division B Division C Division D Division E
City of Naples City of Marco
Island
North Collier FD Greater Naples
FD
Immokalee FD
10 42 43 1 50
12 73 45 2 51
30 71 44 22 90
31 70 40 21 23
32] 46 20 61
24/47 72 60
63 25
Annex F – Page 7
F. REPORTING RELATIONSHIPS
When an Area Command is involved in coordinating multiple incident management activities,
the following reporting relationships will apply:
The ICs for the incidents under the Area Command’s authority report to the Area
Commander.
The Area Commander is accountable to the agency(s) or to the jurisdictional
executive(s) or administrator(s).
If one or more incidents within the Area Command are multijurisdictional, a Unified Area
Command should be established. In this instance, ICs would report to the Unified Area
Commander for their jurisdiction
G. AREA COMMAND ACTIVATION
Upon determination by County Fire/EMS Chief(s) or designee, or by request of the Incident
Commander, Area Command will be established in the following manner.
1. The Collier County Dispatch Center is notified, County Fire and EMS all-call page is
activated
notifying stations of Area Command activation
2. Area Command is assigned a TAC Channel (TAC 13)
3. County Coordinator is notified w/ all-call page from dispatch
3. County Emergency Manager is notified w/ all-call page from dispatch
4. Phase II Area Command requested, EOC Area Command Post established by EM.
H. AREA COMMAND OPERATIONAL MATERIALS
CAD Terminal
County mapping including Fire / EMS Station locations
Collier County Fire/EMS Chiefs contact list
Department Equipment Inventory list
ICS Forms
State Emergency Response Plan (Resource List)
Lee County Fire Chiefs contact list
Area Command Coordinators Check List
CCFEMSCA MCI Plan
CCEM Support List
Annex F – Page 8
Area Command Coordinator Check List Phase II
1. Ensure needed staffing from area command resource list (appendix A) reports to Area
Command as per CCFEMSCA area command standard operating procedure
2. Confirm with Control assigned TAC channel (TAC 13)
3. Confirm with C.C. Emergency Manager of area command activation and confirm availability
of EOC for area command post
4. Ensure Support reports from CCEM (See attached appendix B)
5. Ensure lines of communication between area command and Collier County Dispatch Liaison
are established
6. Ensure communication radio/lines established within and o/s of area command
7. Review County Resource List (See attached appendix C)
8. Confirm service status of resources (see OOS resources on WEB Share)
9. Prioritize and Balance resource requests from field
10. Coordinate with County Coordinator when out of county resources are needed request thru
the SERP (See appendix D)
11. Request confirmation from CCEOC that appropriate declarations from County, State or
Federal agency been approved.
12. Establish Briefing Cycle for Area Command Staff and Liaisons o/s of A/C
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Annex G to the Collier County
Comprehensive Emergency Management
Plan
Radiological Emergency Response
- Ingestion Pathway Response -
(March 16, 2021)
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TABLE OF CONTENTS
SUBJECT PAGE
Executive Summary & Background ......................................................................... 4
CHAPTER 1: INTRODUCTION
Introduction ....................................................................................................... 5
Purpose ............................................................................................................ 5
Plan Maintenance and Distribution ................................................................... 6
Situation and Assumptions………………………………………………………. 7
Hazard Analysis 7
CHAPTER 2 - THE RADIOLOGICAL RESPONSE ORGANIZATION
Organization and Responsibilities .................................................................... 9
CHAPTER 3 - COMMAND AND CONTROL
General ............................................................................................................. 14
Concept of Operations ...................................................................................... 14
CHAPTER 4 - EMERGENCY CLASSIFICATION SYSTEM
General ............................................................................................................. 18
Emergency Classification Levels (ECL) ............................................................ 18
CHAPTER 5 - NOTIFICATION AND ACTIVATION
Notification, Mobilization and Activation ........................................................... 20
CHAPTER 6 - EMERGENCY COMMUNICATIONS
Communications ............................................................................................... 24
CHAPTER 7 - PUBLIC INFORMATION AND EDUCATION
Public Education and Information ..................................................................... 25
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Media Education ............................................................................................... 26
CHAPTER 8 - EMERGENCY FACILITIES AND EQUIPMENT 26
CHAPTER 9 - ACCIDENT ASSESSMENT 26
CHAPTER 10 - RADIOLOGICAL EXPOSURE CONTROL 26
CHAPTER 11 - PROTECTIVE RESPONSE 26
CHAPTER 12 - MEDICAL AND PUBLIC HEALTH SUPPORT 26
CHAPTER 13 - RE-ENTRY INTO RESTRICTED ZONES
CHAPTER 14 - ESTABLISHING RETURN AREAS AND RECOVERY
27
28
CHAPTER 15 & 16 - EMERGENCY AND DRILLS & RADIOLOGICAL
EMERGENCY RESPONSE TRAINING
All Hazards Training ......................................................................................... 29
All Hazards Exercises and Drill ......................................................................... 29
CHAPTER 16: REFERENCES
County .............................................................................................................. 30
State ................................................................................................................. 30
Federal .............................................................................................................. 30
CHAPTER 17: ATTACHMENTS (YOUR OWN ATTACHMENTS)
Florida Nuclear Power Plants (a) ...................................................................... 33
Agriculture and Nuclear Power (b) .................................................................... 34
Agriculture Facilities and Ingestion Planning Zones (c) ................................... 36
Collier Transportation Map (d) .......................................................................... 37
Collier Public Water Facilities (f) ....................................................................... 38
Collier Waterway (g) ........................................................................................ 39
FDEM REP Contacts (h) ................................................................................... 40
REP County Contacts (i) ................................................................................... 41
NUREG – 0654 Crosswalk (j) ........................................................................... 47
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EXECUTIVE SUMMARY
The Collier County Radiological Emergency Annex describes the county’s roles and
responsibilities in preparation, response and recovery from a radiological emergency originating
from the Turkey Point Nuclear Power Plant.
How To Use This Plan
This plan is to be used as a general guide for tasked and affected agencies in combination with
the Collier County Comprehensive Emergency Management Plan, the State of Florida
Radiological Emergency Preparedness Plan (REPP) and other applicable plans and Standard
Operating Guidelines. Mission assignments and resource requests may include functions and
resources not identified in this plan.
BACKGROUND
In Accordance with Florida Administrative Code 27P-6.0025
The County Radiological Emergency Plan for Nuclear Power Plants.
This county plan shall provide a detailed description of the process to be used to protect the public
from the potential health effects associated with a radiological emergency at a commercial nuclear
power plant. Only those counties within a 50 mile radius of a commercial nuclear power plant are
required to develop this plan. This plan shall be developed with direct assistance from the Division
and shall be incorporated into the appropriate site plan contained in REPP of the State Plan. This
plan shall comply with the Criteria for Preparation and Evaluation of Radiological Emergency
Response Plans and Preparedness in Support of Nuclear Power Plants (NUREG-0654 FEMA
REP-1 Rev. 1). These criteria are available from the Division and may be obtained by writing the
Division at 2555 Shumard Oak Boulevard, Tallahassee, Florida 32399. This plan or annex shall be
submitted to the Federal Emergency Management Agency for review and approval.
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CHAPTER 1: INTRODUCTION
I. INTRODUCTION
Turkey Point Nuclear Generating Station is a twin reactor nuclear power station located on
a 3,300-acre (1,300 ha) site 2 miles east of Homestead, Florida, United States, next to
Biscayne National Park located about 25 miles (40 km) south of Miami, Florida near the
southernmost edge of Miami-Dade County. Turkey Point is owned by Florida Power &
Light.
The Nuclear Regulatory Commission defines two Emergency Planning Zones (EPZ)
around nuclear power plants: the Plume Exposure Pathway and the Ingestion Exposure
Pathway. These zones are defined as the areas for which planning is needed to assure
that prompt and effective actions can be taken to protect the public in the event of an
accident. They have been designed in size to accommodate the need for actions in regard
to the potential degree of radiological exposure. Although the radius for an EPZ implies a
circular area, the actual shape depends upon the physical and demographic features within
that zone.
The Plume Exposure Pathway zone has a radius of 10 miles (16 km), concerned
primarily with exposure to, and inhalation of, airborne radioactive contamination. The
Ingestion Pathway Zone has a radius of about 50 miles (80 km) and is concerned
primarily with ingestion of food and liquid contaminated by radioactivity.
Two thirds of the land area within Collier County lies within the 50-mile Ingestion Pathway
Zone. Collier County is located on the southwest coast of Florida. Lee and Hendry
Counties border it on the north, on the east by Broward and Miami-Dade Counties, on the
south by Monroe County, and on the west by the Gulf of Mexico. Collier County is the
largest county in land area east of the Mississippi River, approximately 2,025 square miles
of land and 112 square miles of inland surface water. The County is bordered on the north
by Lee and Hendry Counties; south by Monroe County; and east by Broward and Miami-
Dade Counties. The Bureau of Economic and Business Research has projected that the
population of the Region in 2015 will be 1,838,347 or about 8% of the population in the
State of Florida. Collier has a projected population of 406,262**. During the months of
January and February are when traffic is the heaviest along the roads of Southwest
Florida. This period is impacted by the snowbirds, winter tourist, and migrant workers.
Winter residents, the "snowbirds" are persons who live in other parts of the Country except
during the winter. Each winter, they move to Southwest Florida. They own a home here or
have some long-term rental arrangement. Their stay will generally be from one to five
months. For them, Southwest Florida is their second home. At certain peak times, winter
residents may increase the population as much as 22%, and add considerable traffic to
transportation routes, especially in the coastal counties. Tourists can include business
travelers and short-term vacationers. Vacationers spend anywhere from a few days to
several weeks in the Region. Existing data suggest that tourists primarily come in two
seasons, summer (July, August, and September), and winter (January, February and
March). The normal travel is by commercial air carrier or by private auto. Automobile
travelers are more likely to use a recreational vehicle park or campground than air
travelers.
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II. PURPOSE
To describe the means to be used to minimize the effects of radioactive exposure on
humans and the contamination of agriculture, resulting from an incident at a nuclear power
plant, Turkey Point Nuclear Power Plant. This annex outlines a course of action for a
coordinated planning and response effort by local officials to alleviate a radiological
emergency situation and assigns duties and responsibilities to various emergency
response organizations. This plan is supported by the Collier County’s Comprehensive
Emergency Management Plan (CEMP) and other support annexes.
III. PLAN MAINTENANCE AND DISTRIBUTION
The EM Director has the overall responsibility for all emergency planning. The plan will be
reviewed annually and distributed to the appropriate response agencies. The plan could
also be updated as necessary to comply with changes in policies, standard operating
procedures, laws and regulations. Reproduction of this document, in whole or in part,
without prior approval from the Collier County Emergency Management is prohibited.
IV. SITUATION AND ASSUMPTIONS
a. SITUATION:
i. There is a 50-mile radius Ingestion Exposure Pathway Emergency Planning
Zone (EPZ) associated nuclear power plants. The 50-mile EPZ associated
with Turkey Point Nuclear Power Plant affects four (4) counties in south
Florida.
ii. In the event of a radioactive release from Turkey Point Nuclear Power Plant
the deposition of radiological contaminants on crops, other vegetation,
livestock, bodies of surface water and ground surfaces could occur.
iii. The State of Florida, supported by appropriate federal agencies, has the
responsibility to take protective actions in the event that a radiological
incident causes contamination of human foods or animal feeds.
iv. The decision to recommend protective actions generally is based on known
potential releases to the environment, radiological measurements,
laboratory analyses, and integrated dose projections in the pathway of
concern.
v. Examples of protective action information for the general public to minimize
exposure to contaminated foodstuffs are available through multiple sources.
vi. Moderate or heavy rainfall may result in higher levels of deposition or
surface contamination and may require protective actions within the EPZ.
vii. Radionuclides in the ingestion pathway may remain as a long-term concern
since once in the soil, some may be taken up by vegetation including
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vegetables, fruit trees, grains and forage. This could affect future harvests.
b. ASSUMPTIONS:
i. The State of Florida Division of Emergency Management (FDEM) will deploy
State Emergency Response Team (SERT) members and members from the
Florida Department of Health (FDOH) Bureau of Radiological Control to
coordinate State efforts. Other state and federal agencies will also be
involved in assessments during the emergency. Ingestion Pathway Counties
will receive technical guidance from the Bureau of Radiation Control and
other state/Federal agencies in order to make informed decisions.
ii. Collier does not have the resources necessary to respond, recover and
mitigate emergency management efforts resulting from a Turkey Point
Nuclear Power Plant emergency.
iii. Increased state actions may be warranted for a multi-jurisdictional
emergency which is beyond the capabilities of local resources, or when the
Governor determines there is an overriding concern for the safety of the
public. For these situations, the Governor can designate the primary
responsibility for emergency response to the state by issuing an Executive
Order under the provisions of Section 252.36, Florida Statutes.
iv. Upon issuance of a State of Florida Executive Order, the Collier Emergency
Management Division will continue to coordinate the emergency response
operations of the local agencies. If necessary, the issuance of the Local
State of Emergency will be coordinated with the Collier County Board of
County Commissioners (BOCC).
v. Notification to the County about an emergency situation at the Turkey Point
Nuclear Power Plant through the SWO and providing situational updates
through the FDEM.
V. HAZARD ANALYSIS
Collier County is in the 50-mile EPZ for Turkey Point Nuclear Power Facility in Miami-Dade
County. This EPZ includes the ingestion exposure pathway, in which the population will be
vulnerable to the health effects associated with the ingestion of radiological contaminated
food and water. An important step in the risk analysis process is to identify those hazards
that are most likely to impact Collier County. While there is a long list of natural hazards
that have the potential of occurring in Collier County, the majority of these hazards have a
low probability of occurring. Thus, the hazards that have been identified for analysis by this
plan because of their potential to impact the county are listed in the table below. The
following hazards will not be analyzed due to their historically low probability of occurrence
and/or impact: Winter Storms & Freezes, Drought & Heat Waves, Landslides & Sinkholes,
Hazardous Material Accidents, Terrorist Attacks, Pandemic, Earthquakes and Tsunamis.
Additionally, Collier County has one earthen dam known as the State Road 846 Living
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Trust. This is located in an agricultural area (cropland) with the closest address almost a
mile away. There is no past reported dam breaches or failures in Collier County.
Therefore, there will be no further LMS analysis of dam/levee failures. Section Two and
Annex A of the Collier County Local Mitigation Strategy (LMS) provide a detailed analysis
of the natural and man-made hazards. This document may be found on-line through the
following URL: https://www.colliercountyfl.gov/home/showdocument?id=91220.
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CHAPTER 2: THE RADIOLOGICAL RESPONSE ORGANIZATION
I. ORGANIZATION AND RESPONSIBILITIES
a. COLLIER COUNTY EMERGENCY MANAGEMENT (EM)
EM is the lead county agency associated with disaster response operations within
Collier County. NOTE: Collier County receives no REP funding and has no
dedicated staff individual for REP activities. In the absence of a REP program
coordinator, REP duties fall to the Director of Emergency Management or their
designee. Those actions include:
i. Support State and Federal agencies in the implementation of protective
measures for Collier County in order to prevent the public from
consumption of contaminated foodstuff.
ii. Disseminate protective action information to the public.
iii. Support State and Federal agencies in the identification of commercial
sites, agriculture producers and processors and logistical sites for the
state and federal response assets.
iv. Support State and Federal agencies in implementation of control
measures to restrict or prevent distribution of contaminated foodstuff.
v. Distribute agriculture emergency preparedness preprinted information
for the residents, agriculture industry and NGO’s.
vi. Support South Florida Water Management District (SFWMD), Collier
County Public Utilities (PUD), and City of Naples and Marco Island
Water Departments, in the implementation of protective action decisions
for contaminated potable and non-potable water.
vii. Support State and Federal agencies with local sampling sites and
locations.
viii. Support State and Federal agencies with local agricultural industry
expertise.
ix. Support State and Federal agencies with personnel and available
resources for the sample collection.
x. Support State and Federal agencies the distribution and location of
animal feed and water.
xi. Support State and Federal agencies radiological monitoring and
laboratory analysis services.
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b. STATE OF FLORIDA:
The role of state government is to support local government operations unless the
scope of the emergency warrants increased state action. State government support
is coordinated by the FDEM’s State Emergency Response Team (SERT) from the
State Emergency Operations Center (SEOC). Direction and control of State
response and recovery approach which is based on functional support groups,
involves broad participation from State organizations, and is compatible with the
federal response and recovery organization and concepts of operation.
i. DEPARTMENT OF HEALTH, BUREAU OF RADIATION CONTROL
1. The Department of Health, Bureau of Radiation Control (BRC) is the
primary radiological emergency agency for assessment of health
hazards during radiological emergencies regardless of their severity.
The department is assigned this responsibility in Chapter 404,
Florida Statutes. Should the Bureau of Radiation Control need
monitoring and laboratory assistance, the BRC operations officer will
request the FDEM to obtain federal assistance through the
Department of Energy’s Savannah River Operations. Assistance
may also be requested from other states through the Southern
Mutual Radiation Assistance Plan and the Emergency Management
Assistance Compact.
2. Responsibilities of the Department of Health, BRC include:
A. Provide technical consultation and support to the Governor,
the FDEM, the State Emergency Response Team and local
governments regarding radiation and radiological health (e.g.,
determine levels of radiation, health hazards, and radiological
decontamination) as the principal radiological assessment
agency.
B. Provide offsite monitoring.
C. Collect and analyze samples by the BRC field teams
according to established standard operating procedures.
D. Evaluation of the extent of radiological contamination of the
affected area(s).
E. Recommend protective actions for anyone within the accident
area.
F. Provide laboratory analysis of air, water, and food samples
from the 50-mile Ingestion Pathway Zone (IPZ).
G. Procure a supply of dosimetry for emergency workers.
H. Procure Potassium Iodide for the public and emergency
workers.
I. Manage and maintain an additional supply dosimetry and
Potassium Iodide for the Division of Emergency
Management.
J. Coordinate distribution of radiological data to the State and
county response organizations.
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K. Determine the severity of radiological emergencies when an
actual release of radioactive materials occurs and make
recommendations as the primary radiological assessment
agency to the Governor, the State Coordinating Officer or
designee and county emergency management directors on
protective actions to be taken based on a technical analysis
of the situation.
L. Respond to nuclear power plant emergencies by proceeding
to the licensees' Emergency Operations Facilities (EOFs) or
Alabama’s forward emergency operations center.
M. Maintain communication with State agencies, local
governments and nuclear power plants for planning and
operational purposes.
N. Contingent upon availability; provide staff in the Risk county
emergency operations centers to interpret technical data and
evaluate protective action recommendations.
O. Provide criteria and technical support for the decision to relax
protective actions and allow for recovery and re-entry into the
affected area.
P. Develop and maintain procedures for the use and distribution
of potassium iodide.
Q. Advise, consult, and cooperate with other public agencies,
affected groups, and utilities.
R. Encourage, participate in, and conduct studies, public
hearings, training and research relating to the control of
sources of ionizing radiation.
S. Develop comprehensive policies and programs for
decontamination and mitigation of hazards associated with
sources of ionizing radiation.
ii. FLORIDA EMERGENCY SUPPORT FUNCTION 11 – AGRICULTURE,
FOOD & WATER
1. Department of Agriculture and Consumer Services, Commissioner
A. Determine the needs of the agricultural industry in the state,
as guided by the FDOH recommendations, and make
appropriate recommendations to the Governor and the State
Coordinating Officer during a radiological emergency.
B. Declare an agricultural emergency as guided by the FDOH
when a radiological hazard is detected.
C. In consultation with the FDEM and the FDOH, implement
agricultural procedures for nuclear power plant emergencies.
D. Identify a Radiation Safety Officer that will be responsible for
capturing all dose records for agency personnel.
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c. FEDERAL GOVERNMENT:
Federal Assistance provided to the state and local governments in response to and
recovery from a radiological incident will follow the guidelines established in the
current National Response Framework. In addition, the Federal government is
responsible for providing assistance, as requested by the State of Florida.
i. NUCLEAR REGULATORY COMMISSION (NRC):
1. The NRC will act as the Lead Federal Agency for all Nuclear Power
Plant accidents. They will appoint one individual to act as the Lead
Federal Agency Representative. This individual will be responsible
for the activation and coordination of federal response activities.
2. The Lead Federal Agency Representative will ensure state and local
emergency management officials are informed of on-site conditions
that may have an effect on both on- and off-site populations. They
are also responsible for providing state and local officials with
recommended protective actions based on the assessment of data
gathered by support agencies.
ii. ENVIRONMENTAL PROTECTION AGENCY (EPA):
1. The EPA will act as the Lead Federal Agency for all Recovery
Operations regarding an incident at the Farley Nuclear Power Plant.
They will appoint one individual to act as the Lead Federal Agency
Representative. This individual will be responsible for the activation
and coordination of federal response activities. The Lead Federal
Agency Representative will ensure state and local emergency
management officials are informed of on-site conditions that may
have an effect on both on and off-site populations. They are also
responsible for providing state and local officials with recommended
protective actions based on the assessment of data gathered by
support agencies.
2. The EPA will assist the DOE with radiological assessment at the
EOF. Control of the EOF will be transferred from the DOE to the
EPA for recovery operations at a mutually agreed time. (The DOE
will transfer over control for recovery operations from the EOF to the
EPA at a mutually agreed time)
iii. DEPARTMENT OF ENERGY (DOE):
1. The DOE will support the EOF for off-site radiological activities. The
EOF will be activated prior to a Site Area Emergency and will provide
state and local officials with real time information and predictions
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relating to the movement of potentially contaminated clouds or
plumes.
2. DOE, Savannah River Operations shall provide personnel and
equipment to facilitate liaison, coordination and communications
among FRMAC agencies and appropriate state/local officials at the
scene. Federal, State and County facilities are identified to support
the Federal Response.
3. The DOE will deploy air monitoring stations as well as field teams,
and aircraft if needed within Risk/Ingestion counties to gather air
samples and deposition readings for the purpose of determining if
any Radiation has moved off site. These reports will be sent to the
EOF to be analyzed to determine if protective action is needed. This
information then will be provided to the Risk, Ingestion and Host
counties. Air operations shall be conducted from Washington County
Airport. The initial Air-Support Command Post (ASCP) shall be
identified as needed. The ASCP shall have county, state and federal
representatives if established.
iv. FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA):
1. FEMA will act as the coordinating agency for obtaining additional
assistance and resources from the federal government beyond those
deployed for the mission. The federal response assistance for actual
radiological emergencies is identified in the Nuclear/Radiological
Incident Annex of the National Response Framework.
v. FLORIDA POWER AND LIGHT (FPL):
1. Florida Power and Light is responsible for initial response and
management of Turkey Point Nuclear Power Plant activities.
Requirements include notification to and coordination with
appropriate Federal, State, and local agencies, evaluation and
assessment of incident scope, and formulation of protective actions
and responses.
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CHAPTER 3: COMMAND AND CONTROL
I. GENERAL:
In accordance with Collier County Chapter 38 of the Code of Laws (Civil
Emergencies) and Florida Statute 252.38 Collier County Emergency Management
shall provide for the effective direction, control and coordination of Collier County
government disaster management services, functional units, and personnel, and
shall collaborate with other governments and private sector. To carry out its
responsibilities under the Annex H to the Collier County Ingestion Pathway Plan,
Collier County may activate several response and recovery facilities.
II. CONCEPT OF OPERATIONS:
a. INTERMEDIATE PHASE:
i. The Intermediate Phase is that period of time beginning after the source and
subsequent release have been brought under control, and environmental
measurements are available for use as a basis for decisions on Protective
Actions and extending until the Protective Actions are terminated. This phase
may overlap the early and late phases and may last from weeks to many
months. For the purpose of dose projection, it is assumed to last for one year.
ii. Those products that could affect the human food chain (i.e., vegetation, fruits,
milk, etc.), including animal feeds and water, will be held until the sampling has
been completed. The Florida Department of Agriculture and Consumer Services
(DACS) shall be the coordinators of this effort locally through their ESF-17
support teams.
iii. Emergency response operations within the Ingestion Exposure Pathway involve
the identification of areas contamination.
1. "Fly Over" by federal resources may be requested by the State to help
identify the contamination area.
2. Once a contamination "Footprint" is available, the State may conduct
sampling and/or request assistance of or coordinate with the federal
government for verification sampling. Once contaminated areas are
identified, protective actions will be taken to place restrictions,
appropriate for protecting the public health, upon the use of
contaminated food or water. Emergency response operations will be
coordinated by the State with support from the federal government. The
county emergency management agencies are the operative arm in
response and recovery supported by various state and federal farm
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service agencies, extension services, development authorities and other
appropriate agencies as needed.
b. PROTECTIVE ACTIONS:
i. Protective actions, as announced by the State and counties, may require
modifications of food production, processing, and distribution cycle pathways in
affected areas both within and outside of the Ingestion Exposure Pathway EPZ.
ii. Protective actions will be based upon known releases to the environment,
radiological measurements, laboratory analyses, and/or integrated dose
projections.
iii. Protective actions will not be recommended without documentation by state and
federal agencies involved with the measured levels for both preventive or
emergency protective actions and/or a consideration of the health, economic,
and social impacts of such actions. The public in the exposure EPZs will be
notified about preventive and emergency protective actions through EAS
messages, public service announcements, and normal news releases to local
radio and television stations, and the print media. Target audiences for public
information concerning contamination through ingestion exposure will be the
general public, dairies, farmers, processors and distributors in the food
production process and water suppliers located within the Ingestion Exposure
Pathway EPZ.
iv. Farm animals should be protected within the entire Ingestion Exposure Pathway
EPZ by sheltering with priority given to dairy animals. They should be fed from
stored feed and covered/stored water to prevent ingestion of radiological
contaminated feed and water. Once placed on stored feed and water, animals
should not be permitted to graze until directed by the State Agriculture
Response Team (SART). The state will disseminate information to the counties
based on developed recommendations for implementation of protective actions
within the designated ingestion EPZ. Once the protective action
recommendation is made and disseminated, the primary agency for
implementation is the county EMA.
Procedures can be instituted to protect food items and livestock. These
include, but are not limited to:
1. Removal of cows or other livestock from pastures and placing them on
stored feed
2. Quarantine of potentially contaminated milk
3. Cut-off of contaminated water supplies
4. Washing of all harvested produce
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Additional guidance from the FHBRC and the Florida Department of Agriculture
should be obtained prior to the implementation of the above measures to
assure their adequacy under actual conditions.
v. Personal protective equipment shall be requested via resource request to
FDEM through EM Constellation. The Collier County Division of Emergency
Management is responsible for the life and safety of their public safety
personnel and staff, equipment shall be distributed to responding county
personnel as needed.
c. RECOVERY ACTIONS:
i. Re-Entry Actions
ii. Detailed County Government and Private Business Damage Assessment
iii. Federal and Private Re-imbursement, Acquisition, Relocation of Damaged
Property and Agriculture resources
iv. Resource Distribution
v. Restoration of Essential Services
vi. Relief Services
vii. Restoration of Public Health Services
viii. Environmental Management (Animal Control, Natural Resource Restoration)
ix. Evaluation of local development of agricultural regulations
x. Removal of contaminated animals
xi. Economic redevelopment of the agricultural community
xii. Economic redevelopment of the local community
xiii. Hazard Mitigation
xiv. Re-development of Risk and Hazardous Assessment
xv. Shelters and Long-term Housing
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d. FACILITIES:
i. COLLIER COUNTY AGRI-CIVIC CENTER LOGISTIC STAGING AREA
(LSA):
The Emergency Management designee shall coordinate with leaders
from the other tasked agencies to set up and operate the LSA. The site
where the LSA can be set up is located at Barron Collier High School
located at 5600 Cougar Drive, Naples, FL 34109, Immokalee
Airport/Racetrack located at 165 Airpark Blvd, Immokalee, FL 34142,
and the Collier County Fairgrounds located at 751 39th Ave NE, Naples,
FL 34120. The LSA shall be activated for a Site Area Emergency or a
General Emergency but the Emergency Management Director or his
designee may direct activation of the LSA for other emergency
classifications. This facility will be used as the primary Federal Resource
Center (FRC). Alternate facilities will be made available if necessary,
during the incident.
Functions that occur at the LSA include but are not limited to:
A. Distribution of radiological protection equipment
B. Monitoring of potential evacuees from host and risk counties.
C. Staging of personnel and equipment assigned missions
within the 50-mile EPZ
D. Staging of traffic control points to Collier County Sheriff’s
Office Deputies.
E. If necessary, an Emergency Reception Center can also be
established at this site.
ii. COLLIER COUNTY AIRPORTS:
1. Naples Airport:
Naples Airport is located at 160 Aviation Dr. N, Naples, FL 34104.
2. Immokalee Airport:
The Immokalee Airport (IMM) is located at 165 Airpark Blvd,
Immokalee, FL 34142.
3. Marco Island Airport:
Marco Island Airport is located at 2005 Mainsail Dr. #1, Naples, FL
34114.
4. Miami-Dade Training and Transition Airport:
(TNT) located at 54575 Tamiami Trail E, Ochopee, FL 34141
There is one runway, Runway 09/27, which is 10,499 feet long and
150 feet wide. The asphalt is in good condition and has HIRL. There
is a parallel taxiway 75 feet wide with MITL. There are PAPIs, an
ILS, ALS and NDB that provide precision and circling approach to
the airport. Landside facilities include a 2,000-square-foot
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administration building but T-hangars, conventional hangars, fuel
tanks and tie-downs are not provided. http://www.miami-
airport.com/dade_collier.asp
The initial Air-Support Command Post (ASCP) shall be identified as
needed. The ASCP shall have county, state and federal representatives
if established. Emergency Management or their designee will manage
this site.
Several aircraft are used to support Federal Radiological Monitoring and
Assessment Center (FRMAC) operations and can use the above
referenced site as a base of operation in coordination with Collier County
EM.
iii. PRIMARY SHELTERS:
Collier County has three primary short-term shelters (Not restricted by
Red Cross 4496 Hurricane guidelines) for which are staffed by the
Southwest Chapter of the Red Cross, located at;
1. Manatee Elementary/Middle School: 1880 Manatee Road, Naples,
FL 34114
2. Golden Gate High School: 2925 Titan Way, Naples, FL 34116
3. Immokalee High School: 701 Immokalee Drive, Immokalee, FL
34142
Additional shelters available and are specified in the Collier County
Emergency Management website (www.collierem.org). The ESF-
6/Mass Care is responsible for coordinating efforts to provide sheltering,
feeding, emergency relief and for coordinating bulk distribution of
supplies.
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CHAPTER 4: EMERGENCY CLASSIFICATION SYSTEM
I. GENERAL
Four classes of emergency levels are established: Notification of Unusual Event, Alert, Site
Area Emergency, and General Emergency. These ECL are anticipated to develop
sequentially; however, the possibility exists that the first indication of a problem could result in
immediate declaration of any of the emergency classes.
I. EMERGENCY CLASSIFICATION LEVELS (ECL)
a. UNUSAL EVENT:
i. Class Description: Unusual events are situations that either are in process of
occurring or have just occurred that indicates a potential degradation of the level
of safety at the plant.
ii. Release Potential: No release of radioactive materials requiring offsite
response of monitoring are expected unless further degradation of safety
systems occurs.
iii. Purpose: The purpose of offsite notification is to assure that the first step in
response has been carried out, to bring the operations staff to a state of
readiness, and to provide systematic handling of unusual event information and
decision-making.
b. ALERT:
i. Class Description: Events are in process or have occurred which involves an
actual or potential substantial degradation of the level of safety of the plant.
ii. Release Potential: Any releases of radioactive materials are expected to be
limited to small fractions of the Environmental Protection Agency (EPA)
protective action guide exposure levels and will not significantly affect offsite
areas.
iii. Purpose: The purpose of this classification is to assure that emergency
personnel are readily available to respond if the situation becomes more serious
or to perform confirmatory radiation monitoring if required, and provide offsite
authorities current information on plant status and parameters.
c. SITE AREA EMERGENCY:
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i. Class Description: Events are in process or have occurred which involves
actual or likely major failures of plant functions needed for protection of the
public.
ii. Release Potential: Any releases of radioactive materials are not expected to
exceed (EPA) Protection Action Guides (PAG) exposure levels except within
onsite boundaries.
iii. Purpose: The purpose of the site area emergency declaration is to assure that
emergency response centers are staffed, to assure that monitoring teams are
dispatched, to assure that personnel required for evacuation of near-site areas
are at duty stations if the situation becomes more serious, to provide
consultation with offsite authorities, and to provide updates to the public through
government authorities.
d. GENERAL EMERGENCY:
i. Class Description: Events are in progress or have just occurred that involve
actual or imminent substantial core degradation or melting with potential for loss
of containment integrity.
ii. Release Potential: Release of radioactive materials can be reasonably
expected to exceed (EPA) Protection Action Guide exposure levels offsite.
iii. Purpose: The purpose of the General Emergency declaration is to initiate
predetermined protective action for the public, to provide continues assessment
of information from the licensee of offsite organizational measurements, to
initiate additional measures as indicated by actual or potential release, to
provide consultation with offsite authorities, and to provide updates for public
through government authority.
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CHAPTER 5: NOTIFICATION AND ACTIVATION
I. NOTIFICATION, MOBILIZATION AND ACTIVATION:
a. COLLIER COUNTY:
The Collier County Sheriff’s Office operates a 24-hour emergency communications
center, (8075 Lely Cultural Parkway Naples, FL 34113).
Upon notification of an emergency at the Turkey Point Nuclear Power Plant, the
Emergency Management Director, or his designee, will activate the EOC to the
appropriate level based on situational variables. The EOC will then become the
central command post for coordinating the operational, logistical, and administrative
support needs of response personnel. The EOC is located at 8075 Lely Cultural
Parkway Naples, FL 34113.
The EOC will be activated in the pre-emergency response phase upon the direction
of the Director of Emergency Management with concurrence from the Collier
County Manager, in order to support ICS/NIMS on a local or regional basis. The
EOC will continue to be activated on a 24-hour basis throughout the emergency
response period until such time as a reduced working schedule is deemed
appropriate. Should the EOC suffer damage or be unable to operate adequately,
operations will be shifted to the first alternate EOC, which is located at the PUD
South Water Treatment Plant.
A second alternate EOC is the Agri-Service Center, located at 751 39th Ave NE,
Naples, FL 34120.
The Collier County Emergency Support Functions (ESFs) shall be the primary
staffing for EOC operations.
Support to maintain 24-hour operations shall be made via resource request for an
All Hazards Incident Management Team (AHIMT) via EM Constellation. Outgoing
staff will brief the incoming staff on the status of the emergency and the response
activities occurring.
When a determination has been made that inter-county resources will be required,
appropriate EM personnel will notify the designated primary ESF representatives by
phone and/or email. The ESF primary representatives will be responsible for
alerting and notifying all of their designated support agencies. The Emergency
Management Planner or designee will be responsible for updating the ESF primary
representative roster and performing an ESF recall when conditions warrant.
Collier County will take the following are actions by ECL:
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i. UNUSUAL EVENT: (No Activation)*
1. Notifications to ESFs shall be made via email, cell phone or other
electronic notification systems.
ii. ALERT: (Level 2, if needed)*
1. Appropriate ESF’s as needed.
2. Local Media Utilizing Pre-scripted News Releases
iii. SITE AREA EMERGENCY: (Level 1, if needed)*
1. Appropriate ESF’s as needed.
iv. GENERAL EMERGENCY: (Level 1, if needed)*
1. Appropriate ESF’s as needed.
*All activations are conditional based on plant conditions
b. PUBLIC NOTIFICATION:
Public notification shall occur as a coordinated effort between the FDEM, risk, host
and ingestion counties. Collier County specific public notifications shall be made by
Collier County EM or their designee via multimedia platforms. Multi-lingual Radio
notifications of protective actions for the public shall be made via:
Golden Gate WNPL AM 1460
Immokalee WAFZ FM 92.1
WCIW FM 107.9
WAFZ AM 1490
Marco Island Marco Isl. TV Cable
WMKO FM 91.7
WGUF FM 98.9
WVOI AM 1480
Naples Comcast TV Cable
WXCW TV CW
WZVN TV ABC
WXDT LP
WZDT LP
WANA LD
WHDN CD
WAYJ FM 89.5
WSOR FM 90.9
WARO FM 94.5
WAVV FM 101.1
WSGL FM 104.7
WNOG AM 1270 (Reformate and located at collierem.org)
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Collier County Emergency Management will partner with the Collier County
Agriculture extension office (IFAS) to alert and notify the ranch, dairy and grove
producers of an emergency at the Turkey Point Nuclear Power Plant.
NOAA Weather Radio – EAS (NWR-EAS) receivers are located in key locations,
such as hospitals, schools, government offices and nursing homes throughout the
county. The system is activated by request from the Collier County EOC to the
National Weather Service Miami, FL.
Boaters would be advised via United States Coast Guard Station Fort Myers on
Marine VHF Ch # 16 to tune to a designated Marine VHF channel (e.g., 22A) for
emergency information.
Ann Olesky Park 6001 Lake Trafford Rd, Immokalee, 34142 (239) 657-4449*
Bayview Park 1500 Danford Street, Naples, 34112 (239) 252-4000*
Caxambas Park 909 Collier Court, Marco Island, 34145 (239) 642-0004
Cocohatchee River Park 13531 Vanderbilt Drive, Naples, 34104 (239) 514-3752
Collier Boulevard Boat Ramp 3620 Collier Blvd., Naples, 34113 (239) 252-4000*
Golden Gate Boat Ramp 3300 Santa Barbara Blvd., Naples, 34116 (239) 252-6128*
Goodland Boat Ramp 750 Palm Point Drive, Goodland, 34140 (239) 389-4247*
Mar-Good Harbor Park 321 Pear Tree Avenue, Goodland, 34140 (239) 252-4000*
Port of the Islands Marina 525 Newport Dr, Naples, 34114 (239) 642-3133
Isles of Capri Paddlecraft Park 3620 Collier Blvd. Naples, 34113 (239)252-4000
National Parks Service and FWC and DEP would be present in EOC to assist in
identifying bodies of water in which boaters or recreational water sports participants
(kayaks/scuba/snorkel).
Emergency information and general information will be available to the public via
the Collier County Emergency Hotline (239-252-8444), ESFs are capable of
answering public requests for information, they also monitor trends in information
requests and public concerns that can be evaluated and incorporated into press
releases to dispel rumors, expand upon previous information releases, or modify
operational response requirements. Emergency information will be posted and
updated regularly on the County website as well as the emergency management
website.
Collier County EM can provide public information to the residents of Collier County
via the following platforms:
i. Collier County Emergency Management main land line (239-252-3600)
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ii. Collier County Emergency Hotline (239-252-8444)
iii. 311 Call Center
iv. Twitter - @CollierEM
v. Facebook – Collier County Emergency Management
vi. Collier County's hub for emergency preparedness
vii. Code Red - County-wide "opt in" Emergency Notification system (Operated
and Maintained by Collier County Sheriff’s Office).
viii. Collier County EM (www.collierem.org)
ix. Collier County Government (www.colliergov.net)
x. Collier Alert (https://member.everbridge.net/453003085614923/login)
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CHAPTER 6: EMERGENCY COMMUNNICATIONS
I. COMMUNICATIONS
Reliable communication between the State Watch Office, risk, host, ingestion counties and
local agencies are essential. There are four (4) separate communication systems that may be
used:
a. Commercial telephone
b. ESATCOM phone/radio
c. e-mail
d. cell phone
Testing of communication systems shall be conducted on a regularly scheduled basis as
shown below.
System Daily Weekly Monthly
EM Net
Commercial Telephone
ESATCOM
NAWAS
Collier SLERS
Cellular Telephone
Facsimile
Twitter/Facebook
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CHAPTER 7: PUBLIC INFORMATION AND EDUCATION
I. PUBLIC EDUCATION AND INFORMATION:
To inform the population of the Collier County, about the Turkey Point emergency planning
measures, FPL and Collier County EM provide as requested a “Safety Planning for Neighbors
of FPL’s Turkey Point Nuclear Plant” and to inform the population of Collier County about
radiation and agriculture, as requested an “Agriculture and Nuclear Power in Florida”
pamphlet is distributed.
II. MEDIA EDUCATION:
Emergency Management may participate with the Florida Division of Emergency
Management, Florida Power and Light, and risk and host counties upon request to acquaint
the news media with the radiological emergency plans and procedures for the Turkey Point
Nuclear Power Plant.
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CHAPTER 8: EMERGENCY FACILITIES AND EQUIPMENT
I. REFERENCE THE STATE PLAN
CHAPTER 9: ACCIDENT ASSESSMENT
I. REFERENCE THE STATE PLAN
CHAPTER 10: RADIOLOGICAL EXPOSURE CONTROL
I. REFERENCE THE STATE PLAN
CHAPTER 11: PROTECTIVE RESPONSE
I. REFERENCE THE STATE PLAN
CHAPTER 12: MEDICAL AND PUBLIC HEALTH SUPPORT
I. REFERENCE THE STATE PLAN
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II.
CHAPTER 13: RE-ENTRY INTO RESTRICTED ZONES
I. RE-ENTRY
Re-entry into any restricted zone is approved [Temporary] access for critical needs
only. Each county has the responsibility for creating the infrastructure that coordinates,
implements, and prioritizes re-entry needs. These include but are not limited to re-entry
protocols, prioritizing entry requests, processing requests, creation of entry/exit points,
training/supplying those entering restricted zones, logging/monitoring those who gained
access, along with coordination with PIO communication on re-entry applications.
Priority needs include; life safety, incident stabilization, maintenance of critical
infrastructure/services, animal care, etc.
a. The SEOC will be responsible for releasing the duration allowed for re-entry
including transit time within the restricted zone without surpassing their dose limits.
i. Re-entry protocols will be coordinated between each county and the SEOC.
ii. Accurate documentation of all application requests and granted requests is
necessary.
b. The EOC will determine what means of transportation is necessary inside and out
of the restricted zone (e.g. personal vehicles, shuttles, etc.). The EOC will be
required to coordinated registration, radiation control briefings, equipment
disbursement/training, and escorts for each approved entry applicant.
c. The county will also be required to brief all escorts on daily information, just-in-time
radiological training, dosimetry, personal protective equipment (PPE), and any other
necessary requirements based on the situation.
d. The County will also be required to monitor for radiological contamination and
decontamination as needed.
i. Monitoring process will be specified by the EOC after re-entry has begun,
including but not limited to Decon Centers or mobile facilities.
e. The County PIO will coordinate with the SEOC PIO on developed messaging for
Re-entry.
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CHAPTER 14: ESTABLISHING RETURN AREAS AND RECOVERY
I. RETURN
Return is the process of re-establishing a sense of normalcy within the effected zone.
The overall attempt is to repopulate the area and return an economic base. These
areas will no longer be contaminated and background will be as close to normal as
possible, meaning no longer term exposure health risks.
a. The county will be responsible for coordinating the verification of safe areas and the
boundaries of each area with support from the SEOC.
b. Local law enforcement will remove traffic control to return areas while still
maintaining security on restricted zones with support from SEOC
c. The county must coordinate exact timing of re-entry to local and state officials
d. County PIO will communicate caution to returning residents that although it is safe
to live, there may still be low levels of radiation in pockets that may require food
control/restrictions.
II. RECOVERY
Recovery follows return where all previous public land is accessible to the community.
All concentrations of radioactive materials in the environment have returned to
background levels. Extensive assessment of the environment is necessary during
recovery. Data collected will be released to federal assistance and insurance
companies.
a. County will coordinate damage assessment and report to SEOC
b. County will coordinate locations of recovery centers to SEOC
c. County will coordinate deposal and restoration of infrastructure environment with
the state so as to bring county to pre-event conditions
d. County will coordinate with SEOC for federal assistance and insurance
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CHAPTER 15 & 16: EXERCISE AND DRILLS & RADIOLOGICAL EMERGENCY
RESPONSE TRAINING
I. ALL HAZARDS TRAINING:
Collier County EM offers “all hazards” training to their partner agencies and NGO’s
to maintain National Incident Management System (NIMS) compliance. ESF staff
also participates in an annual exercise to enhance skills of those individuals who
will be working in the EOC during an “all hazards” activation.
II. ALL HAZARD EXERCISES AND DRILL
Exercises and drills shall be conducted in accordance with the guidance contained
in Chapter 14 of the State Radiological Emergency Management Plan.
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CHAPTER 17: REFERENCES
I. REFERENCES
a. COUNTY:
i. Collier County Chapter 38 of the Code of Laws (Civil Emergencies)
b. STATE:
i. Information for Farmers The Cooperative Extension Service, University of
Florida in cooperation with the Extension Service, U.S. Department of
Agriculture and the Defense Civil Preparedness Agency, Department of
Defense, "Disaster Handbook for Extension Agents", March 1983. * WINCO
is the acronym for Westinghouse Idaho Nuclear Company
ii. Florida State Statute Chapter 252, Division of Emergency Management
iii. State of Florida Comprehensive Emergency Management Plan- Annex to
State of Florida Radiological Emergency Management Plan.
iv. Governor’s Executive Order 80-29, April 14, 1980. (Disaster Preparedness)
v. State of Florida Bureau of Radiation Control Department of Health-
Radiological Emergencies, Standard Operating Procedures.
vi. Southern Mutual Radiological Assistance Plan (SMRAP), Southern States
Emergency Response Council.
vii. Emergency Management Assistance Compact (EMAC).
c. FEDERAL:
i. U.S. Department of Health and Human Services: Accidental Radioactive
Contamination of Human Food and Animal Feeds: Recommendations for
State and Local Governments, prepared by: Center for Devices and
Radiological Health, USFDA issued August 1998.
ii. U.S. Department of Health and Human Services: Supporting Document for
Guidance Levels for Radionuclides in Domestic and Imported Foods, Docket
No. 2003D-0558 July 2004
iii. U.S. Environmental Protection Agency: National Primary Drinking Water
Regulations, EPA 40 CFR 141.
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
32 | Page
iv. Federal Emergency Management Agency: Guidance on Offsite Emergency
Radiation Measurement Systems, Phase I - Airborne Release, FEMA REP-
2, July 1987. Guidance on Offsite Emergency Radiation Measurement
Systems, Phase 2 - The Milk Pathway, FEMA REP - 12/September, 1987.
v. Guidance on Offsite Emergency Radiation Measurement Systems, Phase 3,
Water and Non-Dairy Food Pathway, WINCO - 1012, October 1984*
Guidance Memorandum IN-1.
vi. Federal Emergency Management Agency (FEMA), Radiological Emergency
Preparedness Program Manual, June 2013.
vii. Executive Order of the President, HPD 5, HPD 8.
viii. NUREG-0654, FEMA-REP-1, Rev. 1, Criteria for Preparation and Evaluation
of Radiological Emergency Response Plans and Preparedness in Support of
Nuclear Power Plants.
ix. National Response Framework, Second Edition, May 2013.
x. Title 10 of the Code of Federal Regulations (10 CFR 50)
xi. Title 44 of the Code of Federal Regulations (44 CFR 350)
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
33 | Page
CHAPTER 18: ATTACHMENTS
I. ATTACHMENTS:
a. Florida Nuclear Power Plants
b. Agriculture and Nuclear Power
c. Agriculture Facilities and Ingestion Planning Zone
d. Collier County Transportation System
e. Section, Township, Range Map
f. Collier County Public Water Facilities
g. Collier County Waterways
h. FDEM REP Contacts
i. REP County Contacts
j. NEURG - 0654 Crosswalk
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41 | Page
Florida Radiological Emergency Preparedness
Statewide Contact List
State of Florida REP Contacts
Florida Division of Emergency Management
Radiological Emergency Preparedness
2555 Shumard Oak Boulevard Tallahassee, Florida 32399
Tech Hazards Chief: Paul Wotherspoon
Office: 850‐413‐9913
Cell: 850‐528‐8975
Email: paul.wotherspoon@em.myflorida.com
Lead REP Planner: Roger Rankin
Office: 850‐413‐9881
Cell: 850‐591‐3811
Email: roger.rankin@em.myflorida.com
REP Planner: Kimberly Sharkey
Office: 850‐487‐2068
Cell: 850‐528‐8976
Email: kimberly.sharkey@em.myflorida.com
Florida Department of Health
Bureau of Radiation Control
2044 All Children’s Way Orlando, Florida 32818
24‐Hour Duty Officer Line: 850‐528‐1225
John Williamson
Office: 407‐297‐2096
Cell: 850‐528‐4151
Email: John.Williamson@flhealth.gov
Tim Dunn
Office: 407‐297‐2096
Cell: 863‐944‐7825
Email: Tim.Dunn@flhealth.gov
Kelly Anderson
Office: 407‐297‐2096
Cell: 203‐435‐5805
Email: Kellie.Anderson@flhealth.gov
42 | Page
Turkey Point Nuclear Power Plant
Risk County Contacts
Miami‐Dade County Emergency Management
9300 Northwest 41st Street Miami, Florida 33178‐2414
Director: Curt Sommerhoff
Office: 305‐468‐5403
Email: curt.sommerhoff@miamidade.gov
REP Contact: Niel Batista
Office: 305‐468‐5421
Email: niel.batista@miamidade.gov
Monroe County Emergency Management
490 63rd St (Ocean), Suite 150 Marathon, Florida 33050
Director: Martin Senterfitt
Office: 305‐289‐6065
Email: Senterfitt.Martin@monroecounty‐fl.gov
REP Contact: Vince Kalson
Office: 305‐289‐6019
Email: Kalson‐Vince@monroecounty‐fl.gov
Turkey Point Nuclear Power Plant
Ingestion County Contacts
Broward County Emergency Management
201 Northwest 84th Avenue Plantation, Florida 33324
Director: Miguel Ascarrunz
Office: 954‐831‐3908
Email: mascarrunz@broward.org
REP Contact: Rich Perkel
Office: 954‐831‐3907
Email: rperkel@broward.org
Collier County Emergency Management
8075 Lely Cultural Pkwy, Suite 445 Naples, Florida 34113
Director: Dan Summers
Office: 239‐252‐3601
Email: DanSummers@colliergov.net
REP Contact: Richard Zyvoloski
Office: 239‐252‐3603
Email: RichardZyvoloski@colliergov.net
43 | Page
St. Lucie Nuclear Power Plant
Risk County Contacts
Martin County Emergency Management
800 SE Monterey Road Stuart, Florida 34994
Director: Debbie McCaughey
Office: 772‐219‐4942
Email: dmccaugh@martin.fl.us
REP Contact: Bill Pecci
Office: 772‐463‐2852
Email: wpecci@martin.fl.us
St. Lucie County Emergency Management
15305 W. Midway Rd. Ft. Pierce, Florida 34945
Director: Ron Parrish
Office: 772‐462‐8100
Email: parrishr@stlucieco.org
REP Contact: Kurt Myers
Office: 772‐462‐8100
Email: myersk@stlucieco.org
St. Lucie Nuclear Power Plant
Host County Contacts
Palm Beach County Emergency Management
20 South Military Trail West Palm Beach, Florida 33415
Director: William (Bill) Johnson
Office: 561‐712‐6321
Email: wpjohnson@pbcgov.org
REP Contact: Mike Geier
Office: 561‐712‐6366
Email: mgeier@pbcgov.org
Indian River County Emergency Management
4225 43rd Ave Vero Beach, Florida 32967
Director: John King
Office: 772‐226‐3859
Email: jking@ircgov.com
REP Contact: Maria Resto
Office: 772‐226‐3853
Email: mresto@ircgov.com
Brevard County Emergency Management
1746 Cedar Street Rockledge, Florida 32955
Director: Kimberly Prosser
Office: 321‐637‐6660
Email: Kimberly.Prosser@brevardcounty.us
REP Contact: Debbie Coles
Office: 321‐637‐4073
Email: Debbie.Coles@brevardcounty.us
44 | Page
St. Lucie Nuclear Power Plant
Ingestion County Contacts
Osceola County Emergency Management
2856 Partin Settlement Rd Kissimmee, Florida 34744
Director: Stephen Watts
Office: 407‐742‐9010
Email: Stephen.Watts@osceola.org
REP Contact: Richard Halquist
Office: 407‐742‐9016
Email: rhal4@osceola.org
Okeechobee County Emergency Management
707 NW 6th St Okeechobee, Florida 34972
Director: Mitch Smeykal
Office: 863‐763‐3212
Email: msmeykal@co.okeechobee.fl.us
Highlands County Emergency Management
6850 West George Boulevard Sebring, Florida 33870
Director: Scott Canaday
Office: 863‐385‐1112
Email: scanaday@hceoc.org
REP Contact: Ben Henley
Office: 863‐385‐1112
Email: bhenley@hceoc.org
Glades County Emergency Management
1097 Health Park Drive Moore Haven, Florida 33471
Director: Angie Snow‐Colegrove
Office: 863‐946‐6020
Email: asnow@myglades.com
REP Contact: Marisa Shivers
Office: 863‐946‐6020
Email: MShivers@myglades.com
45 | Page
Farley Nuclear Power Plant
Ingestion County Contacts
Bay County Emergency Management
700 Highway 2300 South Port, Florida 32409
Director: Mark Bowen
Office: 850‐248‐6040
Email: mbowen@baycountyfl.gov
REP Contact: Brooke Powell
Office: 850‐248‐6050
Email: bpowell@baycountyfl.gov
Calhoun County Emergency Management
20859 Central Ave. East, Room G‐40 Blountstown, Florida 32424
Director: Angie Smith
Office: 850‐674‐8075
Email: asmith@gtcom.net
Jackson County Emergency Management
2819 Panhandle Rd. Marianna, Florida 32446
Director: Rodney Andreasen
Office: 850‐718‐0007
Email: jcema@embarqmail.com
Gadsden County Emergency Management
339 E. Jefferson St. Quincy, Florida 32351
Director: Tashonda Whaley
Office: 850‐875‐8833
Email: tashondawhaley@tds.net
Holmes County Emergency Management
1001 East Highway 90 Bonifay, Florida 32425
Director: Wendy Smith
Office: 850‐547‐1112
Email: emdirector@holmescountyem.org
Program Assistant: Connie Fulford
Office: 850‐547‐1112
Email: emassistant@holmescountyem.org
Liberty County Emergency Management
10979 NW Spring St Bristol, Florida 32321‐0877
Director: Rhonda Lewis
Office: 850‐643‐3477
Email: lcem@gtcom.net
Washington County Emergency Management
2300 Pioneer Rd Chipley, Florida 32428
Director: Lynne Abel
Office: 850‐638‐6203
Email: ldorch@washingtonfl.com
Program Assistant: Connie Welch
Office: 850‐638‐6203
Email: cwelch@washingtonfl.com
46 | Page
Utility REP Contacts
Florida Power & Light
Fleet Manager: Peter Polfleit
Office: 561‐694‐4179
Cell: 561‐914‐6603
Email: peter.polfleit@fpl.com
P.O. Box 1400 Juno Beach, Florida 33408
St. Lucie Plant: Dewayne Taylor
Office: 772‐467‐7570
Cell: 772‐532‐5352
Email: dewayne.taylor@fpl.com
6501 South Ocean Dr. Jensen Beach, Florida 34957
Turkey Point Plant: Kevin O’Hare
Office: 305‐246‐6583
Cell: 305‐796‐7683
Email: kevin.o’hare@fpl.com
9760 Southwest 344th St. Florida City, FL 33035
Southern Nuclear Operating Company
Post Office Box 1295, Bin B‐002 Birmingham, Alabama 35201
Em. Planning Coordinator: Charles Brown
Office: 205‐992‐7421
Cell: 205‐907‐5366
Email: ckbrown@southernco.com
Plant Farley: Dennis Drawbaugh
Office: 334‐814‐4622
Cell:
Email: dennisdrawbaugh@southernco.com
Duke Energy
15760 West PowerLine Street Crystal River, Florida 34429
Crystal River Site: James Ferguson
Office: 352‐563‐2943
Cell: 352‐464‐7308
Email: James.Ferguson2@duke‐energy.com
47 | Page
Federal REP Contacts
Federal Emergency Management Agency
3003 Chamblee‐Tucker Road Atlanta, Georgia 30341
RAC Chair: Conrad “Buck” Burnside
Office: 770‐220‐5486
Cell: 404‐909‐1668
Email: Conrad.Burnside@fema.dhs.gov
Tech Hazards Chief: Randy Hecht
Office: 770‐220‐3147
Cell: 404‐293‐5556
Email: Randall.Hecht@fema.dhs.gov
Turkey Point Site: Walt Cushman
Office: 770‐220‐5653
Cell: 404‐775‐3739
Email: Walt.Cushman@fema.dhs.gov
Farley Site: John Fill
Office: 770‐220‐3178
Cell: 404‐695‐2328
Email: John.Fill@fema.dhs.gov
St. Lucie Site: Alex Sera
436 S. Pinetree Blvd. Thomasville, GA 31792
Office: 229‐225‐4575
Cell: 404‐803‐7930
Email: Alejandro.Sera@fema.dhs.gov
Nuclear Regulatory Commission
245 Peachtree Center Avenue, NE, Suite 1200 Atlanta, Georgia 30303‐1257
Sr. Regional State Liaison: John Pelchat
Office: 404‐997‐4427
Cell: 404‐819‐6455
Email: john.pelchat@nrc.gov
Regional State Liaison: Edwin Lea
Office: 404‐997‐4567
Cell: 678‐464‐1233
Email: edwin.lea@nrc.gov
United States Department of Energy ‐ National Nuclear Security Administration
Office of Nuclear Incident Response ‐ Post Office Box A Aiken, South Carolina 29802
Christina Edwards
Office: 803‐952‐6613
Cell: 803‐507‐2703
Email: Christina.Edwards@nnsa.srs.gov
Kennedy Space Center
Radiation Protection
Mail Code: TA‐C2 Kennedy Space Center, Florida 32899
Randy Scott
Office: 321‐867‐6958
Email: randall.e.scott@nasa.gov
48 | Page
Assignment of Responsibility (Organization Control)
NUREG-0654
Criterion
Description Reference in Plan
A.1.a Agencies Identified in EPZ
Response
Organizations and Responsibilities Pg 8-10
A.1.b Concept of Ops and Inter-relations Organizations and Responsibilities
Section 5 Pg 8
A.1.c Block Diagram of Inter-relations Collier CEMP Section H, pg 33
A.1.d Individual in charge of Response Direction and Control Section 6 pg. 11
A.1.e 24-Hour
Response/Communications
Notification and Activation; Facilities and
Equipment Section 7 pg.11
A.2.a Responsibilities of Major Elements Collier CEMP - ESF Support Annexes
A.2.b Legal Basis for Such Authorities Direction and Control Section 6, Section 14
References
A.3 Written Agreements Between
Parties
CEMP, State-wide Mutual-Aid Agreement
A.4 24-Hour Operations and
Responsibility
Notification, Mobilization and Activation,
Section 7 pg 11.
On-Site Emergency Organization
NUREG-0654
Criterion
Description Reference in Plan
B Not Required for Local level N/A
Emergency Response and Support Resources
NUREG-0654
Criterion
Description Reference in Plan
C.1.a Person Authorized to Request Fed
Asst.
N/A
C.1.b Federal Resources Expected N/A
C.1.c Local Support for Feds Concept of Operations Section 8 Facilities,
pg. 15
C.2.a EOF Representatives Dispatched N/A
C.2.b Licensee Dispatch Representative N/A
C.3 ID Radiological Labs N/A
C.4 Individuals Able to Assist in Nuclear Collier CEMP - ESF Support Annexes
C.5 Oro Liaison N/A
C.6 Provisions to enable onsite support
from OROs in a HAB
N/A
Emergency Classification System
NUREG-0654
Criterion
Description Reference in Plan
D.1 Design ECLs N/A
D.2 Initiating Conditions N/A
D.3 Classification Scheme Consistent Emergency Classification Levels Section 4
pg.7+8
D.4 Actions Consistent with
Recommendation
Organization and Responsibilities Section
5 pg. 8+9
49 | Page
Notification Methods and Procedures
NUREG-0654
Criterion
Description Reference in Plan
E.1 Warning Points and Verification Notification, Mobilization and Activation,
Section 7 pg. 11+12
E.2 Alerting/Mobilizing Personnel Notification, Mobilization and Activation,
Section 7 pg. 11+12
E.3 Initial Messages from Plant N/A
E.4 Provisions for Follow-up Messages N/A
E.5 Public Notification/EAS Section 7 Public Notification Pg 12+13
E.6 Instructions to EPZ Public N/A
E.7 Protective Action Instructions to
Public
Concept of Operations Section 8,
Protective Actions pg. 14+15
Emergency Communications
F.1.a 24-Hour
Communications/Response
Notification, Mobilization and Activation
Section 7, pg., Section 11 pg. 16
F.1.b Communications with EPZ
Governments
Communications, Section 11, pg. 16
F.1.c Communications with Federal Communications, Section 11, pg. 16
F.1.d Communications with EOF, Field
Teams
Communications Section 11, pg. 1
F.1.e Alerting/Activating Personnel in
OROs
Notification, Mobilization, Activation,
Section 7 pg. 11
F.2 Communication for Medical Communications, Section 11, pg. 16
F.3 Periodic Testing of Emergency
Comm.
Communications, Section 11, pg. 16
Public Education and Information
NUREG-0654
Criterion
Description Reference in Plan
G.1 Annual Info and Education Section 10, Page 16 Attachment 2, pg
22+23
G.2 Annual Info and Education for Section 10, Page 16 Attachment 2, pg
G.3.a Points of Contact for Media in Section 12, Media Education
G.3.b Licensee Provides Space for ORO N/A
G.4.a Spokesperson Designation CEMP Section 6, pg 32, Appendix "K"
G.4.b Exchange of Information for PIOs CEMP Section IX (b) (c) pg 94 and 95
G.4.c Rumor Control Procedures CEMP-Section IX (d), pg 95
G.5 Annual Media Outreach Section 12, pg 17
Emergency Facilities and Equipment
NUREG-0654
Criterion
Description Reference in Plan
H.1 Technical Support Center N/A
H.2 Emergency Operations Facility N/A
H.3 Establish EOC Notification, Mobilization Activation
Section 7 pg 11
H.4 Activation of Facilities Concept of Operations Section 8, pg. 15
Facilities
H.5 Onsite Monitoring Systems N/A
H.6 Licensee Acquire Data N/A
H.7 Offsite Rad Monitoring Near Facility N/A
H.8 Meteorological Instrumentation N/A
H.9 Onsite Operations Support Center N/A
H.10 Maintain Emergency Equipment N/A Collier County has no equipment.
H.11 Appendix of Emergency N/A Collier County has no equipment.
H.12 Central Receiving for Monitoring N/A
50 | Page
Accident
Assessment
NUREG-0654
Criterion
Description Reference in Plan
I.7 Field Monitoring Capability N/A
I.8 Methods of Rapid Assessment N/A
I.9 Capability to collect air samples
within the plume and perform
N/A
Protective
Response
NUREG-0654
Criterion
Description Reference in Plan
J.1 Licensee Warn Onsite Individuals N/A
J.2 Evacuation Route Provisions N/A
J.3 Monitoring for Onsite N/A
J.4 Evacuation of Onsite Non-Essential N/A
J.5 Account for Onsite Personnel N/A
J.6 Make Provisions for Ind. Onsite N/A
J.7 Mechanism for PAR N/A
J.8 Evacuation Time Estimates N/A
J.9 Capability to Implement Protective
Actions
Section 7 Notification, Mobilization,
Activation, Protective Actions pg.14
J.10.a Route Maps Attachment, 4 and 5 pg. 25 and 26
J.10.b Map Showing Population
Distribution
Attachment 5, pg 26
J.10.c Means for Notification to Entire
Population
Public Notification pg. 12 and pg.13
J.10.d Protection of Special Populations N/A
J.10.e Provisions for Radio protective
Drugs
N/A
J.10.f Decision Method for Radio
protective Drugs
N/A
J.10.g Means of Relocation N/A
J.10.h Relocation Centers in Host Areas N/A
J.10.i Traffic Capacities of Evacuation Regional Evacuation Study, CFRPC
J.10.j Access Control to Evacuated Areas N/A
J.10.k Control of Impediments to
Evacuation
N/A
J.10.l Time Estimates for Evacuation Regional Evacuation Study, CFRPC
J.10.m Basis for PARs N/A
J.11 State Ingestion Pathway Recomm. N/A
J.12 Registration/Monitoring of
Evacuees
N/A
Radiological Exposure Control
NUREG-0654
Criterion
Description Reference in Plan
K.1 Licensee Onsite Exposure Control N/A
K.2 Licensee Rad. Protection Program N/A
K.3.a Capability for 24-hour Dose
Projection
N/A
K.3.b Dosimetry Read at Appropriate
Intervals
N/A
K.4 Decision Chain for Authorizing
Higher Doses
N/A
K.5.a Action Levels for Decontamination N/A
K.5.b Means for Decontamination N/A
51 | Page
Medical and Public Health Support
NUREG-0654
Criterion
Description Reference in Plan
L.1 Local/Backup Medical Services N/A
L.2 Licensee Onsite First Aid N/A
L.3 State List of Hospitals N/A
L.4 Medical Transportation N/A
Recovery and
Reentry
NUREG-0654
Criterion
Description Reference in Plan
M.1 Reentry Plans/Procedures Section 8 Concept of Operations pg. 15
Drills and
Exercises
NUREG-0654
Criterion
Description Reference in Plan
N.1.a Exercises Require Offsite
Response
Section 9, pg. 16
N.1.b Frequency of Exercises Chapter 14 State of Florida Radiological
Emergency Management Plan 14-1
N.1.c Licensee Drill (6p.m.-4a.m.) N/A
N.1.d Ingestion Pathway Exercise at least
once every 8 years
Chapter 14 State of Florida Radiological
Emergency Management Plan 14-1
N.2.a Communication Drills Section 11, pg.16
N.2.b Licensee- Fire Drills N/A
N.2.c Annual Medical Emergency Drill N/A
N.2.d Annual Radiological Monitoring
Drills
N/A
N.3 a. Identification of Basic Objectives
for Drills
HSEEP/ LLIS Toolkit
b. Identification of Date, Time, and
Place for Drills
Collier County MYTEP matrix
c. Identification of Simulated Events
for Drill
N/A
d. Identification of Schedule of
Events for Drill
Chapter 14 State of Florida Radiological
Emergency Management Plan 14-1
e. Identification of Narrative
Summary for Drill
Chapter 14 State of Florida Radiological
Emergency Management Plan 14-1
f. Description of Arrangements for
Observers
N/A
N.3.f Description of Arrangements for
Observers
N/S
N.4 Critique at the End of
Drills/Exercises
HSEEP/LLIS/ AAR Process
N.5 Means of Corrections from
Exercises
HSEEP AAR Process Corrective Action
Plan
Radiological Emergency Response Training
NUREG-0654
Criterion
Description Reference in Plan
O.1.a Assure Training of appropriate
individuals
Section 9, pg.16
O.1.b ORO shall participate in and
receive training/ Mutual Aid
N/A Statewide mutual aid agreement, FL
Fire Chiefs mutual aid agreement, EMAC
O.4.a Address Directors and
Coordinators
N/A
52 | Page
O.4.b Address Personnel responsible for
accident assessment*
N/A
O.4.c Address RAD Monitoring teams/
RAD analysis personnel*
N/A
O.4.d Address Police, Security and Fire
Fighting Personnel
N/A
O.4.f Address First Aid and Rescue
Personnel
N/A
O.4.g Local support services personnel
including Civil Defense/ Emergency
Service Personnel
N/A
O.4.h Medical support personnel N/A
O.4.j Personnel responsible for
transmission of emergency
information and instructions
N/A
O.5 Provide initial and annual retraining
of personnel with emergency
response responsibilities
Section 9 All Hazards Training and
Exercise pg. 16.
Planning Standard
NUREG-0654
Criterion
Description Reference in Plan
P.1 Provide for the training of
individuals responsible for the
planning effort
N/A
P.2 Identify by title the individual with
the overall authority and
responsibility for REP Planning
Section 5 Organization and
Responsibilities pg. 8
P.3 Designate an Emergency Planning
Coordinator with responsibility for
the REP Plans
Section 5 Organization and
Responsibilities pg. 8
P.4 Update plan and agreements as
needed, Review and certify it to be
current on an annual basis
Record of Revisions, pg. 2, Section 13 Plan
Maintenance and Distribution pg. 17.
P.5 Plans and approved changes to the
plans shall be forwarded to all
organizations and appropriate
individuals with responsibility for
implementation of the plans
showing revision pages
Record of Revisions pg. 2,
Plan Maintenance and Distribution
Section 13 pg. 17
P.6 Detailed listing of supporting plans
and their source
Authority and References pg. 18 and 19.
P.7 Appendix listing, by title,
procedures required to implement
the plan N/A
P.8 Specific table of contents Table of Contents pg. 4
P.10 Updating telephone numbers in
emergency procedures at least
quarterly
Section 5, Organization and
Responsibilities, pg 8
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Annex H - Page 1 of 27
March 16, 2021
DAMAGE – IMPACT
ASSESSMENT
ANNEX H
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Annex H - Page 2 of 27
Table of Contents
I. Policy ......................................................................................................................................... 3
II. Purpose ................................................................................................................................. 3
III. Situation .................................................................................................................................... 3
A. Concept of Operations .......................................................................................................... 3
B. Procedures ............................................................................................................................. 6
C. Direction and Control ............................................................................................................ 7
D. Roles & Responsibilities ....................................................................................................... 7
Attachment 1 – Collier County Fire Districts ............................................................................... 10
Attachment 2 – Collier County Sheriff’s Patrol Districts ............................................................. 11
Attachment 4 – Damage Assessment Format for Homes and Businesses .................................... 13
Attachment 5 – Preliminary Damage Assessment Criteria ........................................................... 14
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Annex H - Page 3 of 27
I. Policy
The Florida Division of Emergency Management responds to the needs of the County
(including its municipalities/cities) through the requests emanating from the Director of
Emergency Management for Collier County or his representative in the Emergency
Operations Center (EOC).
II. Purpose
This Annex establishes the county-wide process of the initial damage and impact assessment
to be used by all jurisdictions within the county as well as the private-nonprofit (PNP)
agencies in order to accurately, effectively and efficiently report the disaster’s impact to the
EOC, if activated, or the Emergency Management Division (EMD), if not. From the data
continually collected, the EOC/EMD will make an initial determination of the severity and
magnitude of a disaster event and, if warranted, request a Joint FEMA/State Preliminary
Damage Assessment team to come to the county to examine the damages or examine the
damages virtually, if they so desire. When the EOC is activated. the Planning & Intelligence
Section (ESF-5) collects and transmits this request based on the validated impact/damage
reports coming in from around the County.
III. Situation
1. After a disaster, information will be received in the Emergency Operations Center
(EOC) from a variety of sources. Information about the quantity and quality of the
disaster’s effects needs to be verified and validated as soon as possible by the EOC
Planning Section. Additionally, a cross-check will be established by the County EOC to
assure a total accountability for the entire county. The Growth Management
Department (GMD) is the lead for implementing the damage/impact assessment program
for Unincorporated Collier County. Each municipality will designate a person/office to
transmit its impact information to the Emergency Operations Center’s Planning Section
(ESF-5). This Annex addresses two levels of damage assessment.
2. Training of Damage Assessment Teams will be conducted at least annually and, as
necessary, throughout the year to assure that there are adequate resources available for
all contingencies. The Emergency Management Division in conjunction with the GMD
will coordinate and conduct this training and make it available to the municipalities and
their partner agencies.
A. Concept of Operations
Collier County Comprehensive Emergency Management Plan 2021 March 16, 2021
Annex H - Page 4 of 27
1. In general, when the EOC is not activated, the County’s Emergency Management
Division (EMD) usually receives disaster impact information from Collier County
Sheriff’s Dispatch Center. Also, the EMD may receive the information about weather-
caused damages through both SKYWARN weather spotters and/or through the web
portal using the Crisis Track Citizen Reporting URL,
https://www.crisistrack.com/public/collierFL/citizenRequest.html. Then, GMD
conducts the initial disaster impact assessment of the affected community. If the disaster
event seems more widespread, the EMD will poll the fire and the sheriff districts for
additional impact information (Attachments 1 & 2, respectively, show their areas of
responsibility). When the EOC is activated GMD automatically implements the
unincorporated Impact Assessment process, followed up by a detailed damage &
habitability assessment. The Municipal Liaisons will be asked for the Initial Damage
reports from the cities. If the EOC is not activated and additional assessment resources
are needed the GMD will coordinate with the EOC to provide those assets.
2. Team Activation or recall of the Collier County Damage Assessment teams will be
conducted through direction of the Collier County EOC, by notification of the GMD and
the affected municipalities. Upon notification, the GMD will activate its notification
roster to the level required to gather the data needed. Municipalities will be
notified/contacted by the Collier County EOC and their individual notification
procedures will be implemented at that time.
3. Damage assessment teams are established under the direction of the GMD’s Chief
Building Official (CBO). Prior to an event such as a hurricane teams are briefed and
supplemented with auxiliary personnel (ARC, CERT, Code Officials, etc.), if
appropriate to assure adequate coverage. If there is a known deficiency in personnel a
request will be submitted to the Florida Division of Emergency Management’s (FDEM)
for augmentation via the FDEM’s WebEOC program by ESF-5. For events with little or
no advanced warning, such as a tornado – teams are notified by their supervisors after
the EOC has requested them though the emergency notification process. Teams will
report to the staging area; GMD Headquarters (primary), or the Collier County EOC
(secondary), as deemed most suitable for the situation – an alternate location could be
designated during the call-up if the situation dictates. Once personnel have arrived at the
staging area they are logged-in, briefed and assigned areas to assess, along with issuance
of the equipment for the task.
4. Teams can be established in 2 or 3 person configurations based on the event, time of
day, or night and other variables including availability personnel. This decision is made
in consultation with the Emergency Management Director and County principle staff.
5. Geographic Assignments will be made by direction of and through coordination with the
EOC utilizing their field reporting data from on-scene first responders and citizen
reports. An existing standardized County map grid system, using the current edition of
Map Supply Inc.’s , “Collier County Florida Street Atlas” is initially utilized, then as
more information is available specific GIS mapping is used to coordinate the
deployment of teams and to assure there is no overlap and duplication. The annual
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assessment team training stresses that all situations where the damage assessment
mission becomes necessary are different, although the main tenants remain the same;
quickly assess the damaged areas, use an efficient coverage plan, and provide accurate
information back to the EOC in a timely manner. The scope of the operation will vary
dependent on the magnitude of the event, but the methodology of how the task is
accomplished is generally consistent.
6. Mapping initially takes place manually at the EOC in a no-notice/short notice event in
order to collect and record all information as it is received. As soon as the EOC is fully
activated and the GIS section is up and running, this function and responsibility is
assumed by ESF-5. The Planning Chief will ensure that the liaisons, ESFs; 3, 4, 9, and
16 pass all damage reports thorough the ESF-5 representative to be mapped. The current
damage assessment software application, Crisis Track, will be utilized to map the Crisis
Track operational map for task assignments and for providing a common operating
picture to all users and leadership.
7. INITIAL IMPACT/DAMAGE ASSESSMENT: The initial impact assessment is a
“windshield tour” of the community and those reporting damages will only consider and
report damages with respect to the “living area” of a home using the criteria contained in
Attachment 5, Preliminary Damage Assessment Criteria. The information should be
recorded on a form similar to the one contained on Attachment 4. The City, Sheriff’s
Office, Fire Chiefs and American Red Cross (ARC) Liaisons in the EOC will relay the
results of their impact/damage assessments to ESF-5. GMD will validate the reports
from outside the cities/municipalities. ESF-18 will coordinate with the business
community for a preliminary economic impact to include elements related to tourism.
This assessment should be completed within 12 hours after the all-clear is given. ESF-5
will transmit reports to the State every four hours. When all areas listed in Attachments 1
& 2 have been accounted for, Initial Impact assessment will be complete. When using
Crisis Track, or similar application, field teams will have the ability to collect damage
assessment information on their device in an “off-line” capacity if they do not have Wi-
Fi capability. Once collection is complete within an operational period, teams will report
to their Wi-Fi capable rally point, to upload their collection information.
8. DETAILED DAMAGE/HABITABILITY ASSESSMENT: Following the windshield
tour of the area, a detailed damage and habitability assessment will occur whereby
homes and businesses will be “tagged” when it is determined that access is either
restricted or prohibited. These assessments are done by the governments’ building
inspectors and the fire department officials charged with that responsibility. ESF-18 will
coordinate the detailed economic and business impact assessment and provide that
information as necessary to the EOC and County Officials. (NOTE: A “Substantial
Damage Determination” will be handled per the County’s Floodplain Ordinance before
repairs can be authorized.). Planning and coordination efforts should be made to
determine if detailed damage/habitability assessments will be conducted in the same
platform (i.e. Crisis Track, hardcopy, etc.) or if they will rely on a different
system/methodology. This will be determined by the GMD.
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9. JOINT PRELIMINARY DAMAGE ASSESSMENT (PDA) PROCESS: The Joint
PDA is a State/Federal process whereby a team is requested by the local EOC through
the Florida’s WebEOC to validate damages reported/discovered through the county’s
Initial Damage Assessment process. There is no geographic assignment in this process.
The purpose of the team is not to discover new damages, although they might come
across them in the course of doing their inspection. The local responsibility for the Joint
PDA process is to get the team to the worst-case damaged areas to validate the damages.
Each jurisdiction will assign a local/knowledgeable representative to lead the team
around the damage sites. Should the host not have suitable vehicles to get into the
damaged areas, a request will be sent to the State, via WebEOC, for support of the
mission by the local ESF-5.
B. Procedures
1. GMD will train and maintain sufficient two-member teams to canvas the county within
six hours. When a disaster threatens, the GMD will ensure impact assessment
equipment and personnel are prepared and ready to deploy. Damage assessment Go-
Kits are stored in the emergency supply section of the GMD Headquarters (2800
Horseshoe Drive, Naples, FL 34104) administrative supply center. Inspection teams
will initially use their assigned vehicles and will be augmented as necessary with
additional vehicles, or specialized vehicles through coordination with the EOC.
2. Once the disaster occurs and it is deemed safe by the EOC to cautiously travel for the
purpose of damage assessment, the teams will be deployed with the following missions:
- Building Inspectors and IDA Operators: These individuals will conduct windshield
assessments and inspect hospitals, nursing homes, shelters, schools and government
buildings.
- Code Enforcement: As many two-member teams as possible will be on standby to
conduct windshield assessments in support of the County Building Inspectors.
- Other personnel from municipalities and supporting agencies (ARC, CERT, etc.)
may be used to augment the County primary teams.
- For accountability of all governmental and PNP facilities, each building custodian
and/or agency/division leader will report damage repair and cost estimates to their
facilities and properties (furnishings and equipment) to the EOC, when activated, or
the EMD, when not activated.
3. GMD personnel will collect the field data and relay it to ESF-5 in the EOC or to the
appropriate County point of contact if the EOC is not activated.
4. Data collected will be in accordance with the Attachment 5, Preliminary Damage
Assessment Criteria, and direction provided by the County Emergency Management
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Department. If the Crisis Track program equipment is not available to record damages,
assessment personnel shall enter information on the form in Attachment 4, below.
5. All EOC Liaisons (including the municipalities) will report damages and impacts to
economic concerns to ESF-5 when received.
6. ESF-18 will contact key businesses and organizations for a snapshot of economic and
tourism impact.
C. Direction and Control
The teams will report to the Primary or Alternate deployment location and deploy as
rostered, or as directed by the GMD Administrator or damage assessment representative in
coordination with the Collier County EOC, ESF-5.
D. Roles & Responsibilities
1. Collier County Emergency Management Division
- Responsible for overall coordination and control
- Acts as the initial point of coordination and interfaces with other county agencies,
the State and Federal agencies regarding disaster matters.
- Directs the Damage Assessment response
- Initial point of coordination for all agencies:
Municipalities
County
State
Federal
Private-Nonprofit (PNP)
- Sets priorities and focus for assessment
- Central point of data transmission to the State DEM
- Supports the damage assessors with:
GIS mapping
Additional personnel & equipment
Coordination with First Responders
Coordination with outside agencies
2. Collier County Growth Management Department (ESFs -1, -3, -5 & -10)
- Primary County agency responsible for damage assessment
- Provides direction and control in support of damage assessment to:
Building Plan Review and Inspection Division
Operations and Regulatory Management Division
Code Enforcement Division
Capital Project Planning, Impact Fees, and Program Management
Development Review Division
Operations Support Division
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Road Maintenance Division
Transportation Engineering Division
Zoning Division
3. Collier County Growth Management Division (GMD)
- Lead support agency for the damage assessment process
- Provides trained on-call damage assessment teams, consisting of
Building Official
Building Inspectors
Supervisors
Designated IDA “Operators” (staff from various GMD Divisions pre-identified
to operate the Crisis Track Application
- Provides equipment and supplies for initial deployment and operations of 10 teams
Vehicles
Go-kits (see Attachment 3)
Food & water for 24 hours
- Conducts and ensures training on damage assessment procedures and protocols
- Conducts damage assessment operations under the direction of the EOC when
requested
- Reports damage in accordance with this Annex H, or as required by the EOC
- Provide a representative to the Joint PDA Team, when requested.
- Aids in assessing damages to:
Beaches
Coastal facilities
Other Coastal assets
4. Collier County Sheriff’s Office (ESF-16)
- Provides reports of community damage as it become known to them through;
Road/Air patrols
911 reports
Citizen Reports
- Provide security if necessary, to Damage Assessment Teams
- In coordination with the GMD, provides aerial assets for reconnaissance of affected
areas throughout the County.
5. Collier County Independent and Municipal Fire Agencies (ESF-4)
- Provide reports of community damage as it becomes known to them
- Aid in gain access to areas that may have obstacles or debris
- Provide a district representative to the Joint PDA Team, when requested.
6. Collier County Emergency Medical Services (ESF-9)
- Provide reports of community damage as it becomes known to them
- Aid Damage Assessment teams as required
7. Collier County Facilities Management Division
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- Report County Facilities damage to EOC
- Request damage assessment assistance if needed from EOC
- Provide logistical assistance to Damage Assessment teams as directed by the EOC
8. Collier County Public Utilities Department
- Report County infrastructure damage to EOC
- Request damage assessment assistance if needed from EOC
- Provide logistical assistance to Damage Assessment teams as directed by the EOC
9. Collier County Parks & Recreation Division
- Report County Facilities damage to EOC
- Request damage assessment assistance if needed from EOC
- Provide logistical assistance to Damage Assessment teams as directed by the EOC
10. Collier County Property Appraiser
- Provide current Parcel and Property data
- Provide GIS support as applicable
11. Collier County Public School District
- Collect and report damages to the EOC
- Request damage assessment assistance if needed from EOC
- Provide a school’s representative to the Joint PDA Team, when requested.
12. City of Marco Island
- Provide City damage assessment data to EOC as soon as it is available
- Provide damage assessment personnel to the County if requested, and possible
- Provide a municipal representative to the Joint PDA Team, when requested.
13. City of Naples
- Provide City damage assessment data to EOC as soon as it is available
- Provide damage assessment personnel to the County if requested, and possible.
- Provide a municipal representative to the Joint PDA Team, when requested.
14. Greater Naples Chamber of Commerce
- Provide information on economic and business impact
- Provides manpower and expertise to ESF-18
15. Tourist Development
- Provide information on impact to tourist industry
- Assist ESF-18
16. Business & Economic Development Council
- Provide information on economic and business impact and damage
- Coordinates with ESF-18
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Attachment 1 – Collier County Fire Districts
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Attachment 2 – Collier County Sheriff’s Patrol Districts
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Attachment 3 - Damage Assessment Team Check List & Equipment List
Safety Briefing
o Preliminary Information on the area
o Known Hazards
o Known Damage
Map of the Zone to be Assessed
GPS Receiver
Camera w/ extra batteries
Laptop computer with Air Card and charger
Clipboard
o Pens/pencils, etc.
o Placards and marking paint
o Damage Assessment forms
o Handouts for citizens
Appropriate clothing
o City/Emergency Markings
o Steel toed shoes or boots
o Rain gear
o City Safety vest
o Long Pants
o Gloves
o Hat/hard hat
o Eye protection
o Respirator/dust mask
Supplies/ Equipment
o Bottled Water
o Bug Spray
o Sun Screen
o First Aid kit
o Cell Phone w/charger
o Radio
o Snack food
Vehicle
o Emergency/City Markings
o Full tank of fuel
o Spare tire/ Fix-a-flat
o Shovel & tow rope
o Cooler w/ ice and water
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Attachment 4 – Damage Assessment Format for Homes and Businesses
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Attachment 5 – Preliminary Damage Assessment Criteria
Advice for the assessment team because speed of the assessment is
essential:
All observed damages are estimates. The main category of damages that count
for the “declaration” are MAJOR and DESTROYED. It’s good to note
AFFECTED & MINOR, but those don’t count for getting a Presidential
Declaration. Also, insured property doesn’t count. However, if your folks talk
to the survivors don’t have them ask if their home is insured. If they must talk
to the survivors, they SHOULD ask if they have seen their insurance
company’s adjustor and if they have, has their adjustor said “…the damages
are covered”. If the survivors haven’t seen the adjustor, consider the
survivors’ damages as uninsured. Most of the time when the folks are doing
their initial damage assessment, it would be too soon for insurance adjustors to
be out making the rounds for their clients; so, don’t encourage your folks to ask
the “INSURANCE QUESTION” or ASSUME all the damages are insured.
Because speed is of the essence, All the people doing the damage assessment
are better off not getting out of their vehicles and not talking to the survivors so
that this initial windshield assessment is done quickly.
Regarding the level of damages, i.e. MAJOR and DESTROYED categories,
these categories ONLY apply to the LIVING/HABITABLE area of the home,
e.g., house roof, the bedrooms, the living room, den, kitchen, dining room. If a
house has a detached garage, a shop and a barn that are TOTALLY destroyed ,
but the house is fine or has a couple windows knocked out, the report for the
property’s address should show either MINOR or AFFECTED because you
only count the damages to HOME. FEMA’s rule for MAJOR is generally if
the home is uninhabitable until the repairs can be made and those repairs
may take at least a month to be done. (NOTE: I don’t make a subjective guess
as to the repairs taking at least a month. I call something MAJOR if there is
substantial damage to the home, e.g. a tree on a roof, a hole in the roof, water in
the house at least up to the electrical outlets, etc.) The attached PDF is a good
reference, I edited it somewhat to what is said in this email.
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