Agenda 08/26/2025 Item #16F 3 (Resolution - Revising the 2025 Collier County Comprehensive Emergency Management Plan)8/26/2025
Item # 16.F.3
ID# 2025-2522
Executive Summary
Recommendation to approve a resolution adopting the revised 2025 Collier County Comprehensive Emergency
Management Plan (CEMP) for Collier County and the municipalities within its borders.
OBJECTIVE: To formally adopt, by resolution, the revised 2025 Collier County Comprehensive Emergency
Management Plan in accordance with Chapter 252, Florida Statutes, and Rule Chapter 27P-6, Florida Administrative
Code.
CONSIDERATIONS: The CEMP provides the foundational framework for Collier County's emergency preparedness,
response, recovery, and mitigation operations. Chapter 252, Florida Statutes, requires this plan. The plan is updated
annually at the local level and is reviewed by the Florida Division of Emergency Management (FDEM) every four years
to ensure compliance with State and Federal standards. The 2025 revision, completed by Emergency Management
Coordinator Amy Howard, successfully passed the required Capabilities Assessment on May 6, 2025, and received
formal State approval on July 9, 2025. The approved plan must now be adopted by resolution by the Board within 90
days in accordance with Rule 27P-6.006(11), Florida Administrative Code.
This update reflects significant improvements in clarity, coordination, and operational efficiency. It was developed
through collaboration with County departments, municipalities, constitutional officers, fire districts, and partner
organizations. The CEMP is now better aligned with other local emergency plans, including the County's Debris
Management Plan, ensuring unified response operations.
Key 2025 Revisions Include:
• Reorganized the plan structure to improve readability and usability.
• Revised and updated Collier County's geographic information and demographic data.
• Incorporated FEMA's Community Lifelines to support prioritized response coordination.
• Merged and streamlined annexes to eliminate redundancy and enhance operational clarity.
• Strengthened alignment with supporting County plans, including the Local Mitigation Strategy and the Debris
Management Plan.
Enhances the efforts of Collier County to respond to and recover from the impacts of disaster and significant emergency
events
FISCAL IMPACT: There is no fiscal impact associated with this Executive Summary.
GROWTH MANAGEMENT IMPACT: There are no growth management implications associated with this item.
LEGAL CONSIDERATIONS: This item has been reviewed for form and legality and requires a majority vote for
approval. — CMG
RECOMMENDATIONS: To approve the attached resolution adopting the revised 2025 Collier County
Comprehensive Emergency Management Plan.
PREPARED BY: Amy R. Howard, FPEM, Emergency Management Coordinator, Emergency Management Division
ATTACHMENTS:
1. Resolution for 2025 CEMP CAO Stamped.des
2. Collier County CEMP 2025 - State Approved
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RESOLUTION NO.2025 -
A RESOLUTION OF THE BOARD OF COT]NTY COMMISSIONERS OF
COLLIER COUNTY, FLORIDA, ADOPTING THE 2025 COLLIER
COUNTY COMPREHENSIVE EMERGENCY MANAGEMENT PLAN.
WHEREAS, Chapter 252, Florida Statules, sets forth a comprehensive program for
Emergency Management throughout the State of Florida; and
WHEREAS, Section 252.38, Florida Statutes, authorizes and directs each county to
establish and maintain an emergency management agency and develop a county emergency
management plan and prograrn that is coordinated and consistent with the State emergency
management plan; and
WHEREAS, Rule 27P-6.006, Florida Adminislralive Code. requires a rcvieu. at a
minimum of every four years of the County's Comprehensive Emergency Management Plan by
the Florida Division of Emergency Management to determine the County Plan's compliance with
the applicable State criteria; and
WHEREAS, the Collier County Emergency Management Department received a letter
dated July 9,2025, from the Florida Division of Emergency Management stating that the
2025 Collier County Comprehensive Emergency Management Plan meets the compliance
criteria established in Rule 27P-6, Florida Admini.strative ('ode-, and
WHEREAS, Rule 27P-6.006(ll), Florida Administrative Code, states: "After a
determination that a County Comprehensive Emergency Management PIan is in compliance with
the terms of this chapter the approved plan must be adopted by resolution of the governing body
of the jurisdiction within 90 days of receiving notification of compliance liom the l)ivision
before it becomes the Comprehensive Emergency Management Plan for such local government."
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF COUNTY
COMMISSIONERS OF COLLIER COUNTY, FLORIDA that:
Section l. The 2025 Collier County Comprehensive Emergency Management Plan is hercby
adopted as the of'ficial emergency management framework lbr Collier County.
Section 2. A certified copy of this Resolution and an eleclronic copy of the adopted plan shall
be submitted to the Florida Division of Emcrgcncy Management in accordancc with Rule 27P-
6.006(l l), Florida Administrative Code.
THIS RESOLUTION ADOPTED after motion, second and majority vote favoring
same, this _ day of August, 2025.
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ATTEST:
CRYSTAL K. KINZEL
CLERK
By
, Deputy Clerk
Approved as to form and legality:
M. Greene
Managing Assistant County Attorncy
BOARD Of COUNTY COMMISSIONERS
COI,I,IER COUNTY, I.'LORIDA
By:
Burt Saunders, Chairman
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Collier County
COMPREHENSIVE EMERGENCY MANAGEMENT
PLAN
2025-2029
Prepared By
Collier County Emergency Management
For
Board of County Commissioners
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COLLIER COUNTY
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
CEMP 2025
TABLE OF CONTENTS
Executive Summary……………………………………………………………………………………… 7
Basic Plan
I. Introduction………………………………………………………………………………………
A. Purpose………………………………………………………………………………………..
B. Scope……………………………………………………………………………………………
C. Methodology………………………………………………………………………………….
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II. Situation……………………………………………………………………………………………
A. Hazard Analysis……………………………………………………………………………..
B. Geographic Information…………………………………………………………………..
C. Demographics……………………………………………………………………………….
D. Economic Profile……………………………………………………………………………
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III. Concept of Operations…………………………………………………………………………
A. Organization………………………………………………………………………………….
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IV. Preparedness………………………………………………………………………………………
A. Preparedness Activities……………………………………………………………………
B. General Issues……………………………………………………………………………….
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44
V. Financial Management…………………………………………………………………………
A. Financial Management Responsibility………………………………………………..
B. Financial Management Training & Guidance……………………………………….
C. Mutual Aid Agreements & Memoranda of Understanding………………………
D. Funding Agreement Execution Authorization……………………………………….
E. Funding Sources…………………………………………………………………………….
F. Financial Documentation and Record Maintenance…………………………….
G. Financial Relationships with Municipalities………………………………………..
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VI. References & Authorities……………………………………………………………………..
A. Local Responsibilities……………………………………………………………………..
B. Ordinances & Administrative Rules (EM Activities)………………………………
C. Statutory & Administrative Authorities (Fiscal Procedures)……………………
D. Supporting Plans…………………………………………………………………………….
E. Mutual Aid & Agreements Listing……………………………………………………….
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Annex I – Recovery & Mitigation
I. Introduction………………………………………………………………………………………. 64
II. General………………………………………………………………………………………………
A. Primary Agency………………………………………………………………………………
B. Primary & Supporting Roles………………………………………………………………
C. Recovery Roles & Responsibilities…………………………………………………….
D. Recovery Coordination with Municipalities & State………………………………
E. Concept of Recovery Operations………………………………………………………
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III. Recovery Functions……………………………………………………………………………. 75
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COLLIER COUNTY
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
CEMP 2025
TABLE OF CONTENTS
A. Damage Assessment Functions………………………………………………………..
B. Disaster Recovery Center (DRC)……………………………………………………….
C. Infrastructure / Public Assistance……………………………………………………..
D. Debris Management………………………………………………………………………..
E. Community Response Coordination………………………………………………….
F. Unmet Needs Coordination……………………………………………………………..
G. Emergency Temporary Housing…………………………………………………………
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87
98
113
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117
Annex II - Emergency Support Functions
I. Introduction………………………………………………………………………………………
A. Purpose………………………………………………………………………………………………
B. Scope…………………………………………………………………………………………………
C. Standard Operating Guidance……………………………………………………………….
D. Resource Identification………………………………………………………………………..
E. Policies………………………………………………………………………………………………
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119
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120
II. Concept of Operations…………………………………………………………………………
A. General…………………………………………………………………………………………
B. Organization………………………………………………………………………………….
C. Time Delineation Schedule (TDS)……………………………………………………..
D. Mitigation……………………………………………………………………………………..
E. Direction & Control…………………………………………………………………………
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III. Emergency Support Function Roles & Responsibilities…………………………….
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……………………………………………………………………………
ESF 9 – 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 - Animals & Agriculture……………………………………………………………………
ESF 18 – Business & Industry……………………………………………………………………..
ESF 19 – Fuels………………………………………………………………………………………….
ESF 20 – Cybersecurity………………………………………………………………………………
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COLLIER COUNTY
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
CEMP 2025
TABLE OF CONTENTS
Annex III – EOC Activation and Radiological Incident Response
Annex A – All Hazards EOC Activation………………………………………………………….
Annex B – Radiological Emergency Response (Ingestion Pathway) Plan…………….
221
233
Appendices
Appendix A – Glossary of Terms………………………………………………………………….
Appendix B – List of Acronyms……………………………………………………………………
Appendix C – Record of Revisions.……………………………………………………………..
Appendix D – List of Forms…………………………………………………………………………
Appendix E – Sample Local State of Emergency Declaration…………………………..
Appendix F – CEMP Notification List……………………………………………………………
Appendix G – FEMA Community Lifelines Fact Sheet……………………………………..
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281
285
287
299
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303
Table of Figures
Figure 1 Sample Promulgation Letter………………………………………………………………..
Figure 2 Boundary Map of Collier County…………………………………………………………..
Figure 3 Future Land Use Map - Collier County…………………………………………………..
Figure 4 Water Control Structures of Collier County……………………………………………
Figure 5 County Organizational Chart - Normal Operations………………………………….
Figure 6 Representation of the relationship of the EOC as pass through to the State..
Figure 7 Collier County EOC Organization chart upon activation…………………………..
Figure 8 External Agencies Lead & Support by ESF………………………………………………
Figure 9 External Agencies roles as Lead & Support…………………………………………….
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Table of Tables
Table 1 Plan Development Participants……………………………………………………….......
Table 2 Hazards Identified by the Hazard Identification and Risk Assessment…………
Table 3 Description of Urban Areas in Collier County, FL……………………………………..
Table 4 Development Areas of Collier County…………………………………………………….
Table 5 Collier County Census Data (2020)……………………………………………………….
Table 6 US Census 2020 Economic Profile - Collier…………………………………………….
Table 7 Top 10 Collier businesses by number of employees and economic sector …..
Table 8 Emergency Management COOP Locations……………………………………………..
Table 9 Critical Facilities…………………………………………………………………………………
Table 10 EOC Activation Levels……………………………………………………………………….
Table 11 NIMS Training by Employee & Type………………………………………………………
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Collier County
Comprehensive Emergency Management Plan (CEMP)
Executive Summary
The Collier County Comprehensive Emergency Management Plan (CEMP) establishes a
structured, all-hazards framework to prepare for, respond to, recover from, and mitigate
disasters that may impact residents, visitors, and infrastructure. It aligns with the Florida
Comprehensive Emergency Management Plan (CEMP) and follows the National Incident
Management System (NIMS) to ensure an integrated, coordinated emergency response
among local, state, federal, tribal, and private sector partners.
The Basic Plan consists of seven sections, providing a foundation for emergency
operations:
1. Introduction – Purpose, scope, and applicability of the plan.
2. Situation – Overview of hazards, risks, and vulnerabilities.
3. Concept of Operations – How emergency functions are coordinated and executed.
4. Responsibilities – Roles of local agencies, partners, and stakeholders.
5. Financial Management – Guidance on disaster funding and resource allocation.
6. Training, Exercises, and Public Awareness – Strategies for readiness and public
engagement.
7. References and Authorities – Legal and regulatory framework supporting
emergency operations.
The plan also includes three annexes addressing specialized response and recovery
functions:
• Recovery Annex – Outlines post-disaster recovery strategies, including restoring
infrastructure, essential services, and economic stability.
• Emergency Support Functions (ESF) Annex – Defines the roles of ESFs in
coordinating resources and operational support.
• EOC Activation & Radiological Incident Response Annex – Details Emergency
Operations Center (EOC) activation procedures for all hazards including protocols
for radiological emergencies.
The Collier County CEMP supports both immediate response operations and long-term
recovery efforts, ensuring a scalable, flexible approach to managing incidents of all types
and magnitudes. Agencies tasked within the plan must develop Standard Operating
Guidelines (SOGs) to maintain readiness and operational effectiveness.
By standardizing emergency management functions and fostering regional coordination,
the Collier County CEMP enhances the county’s ability to protect lives, property, and the
environment while ensuring community resilience.
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CEMP BASIC
PLAN
2025
ABSTRACT
The Basic Plan outlines emergency
management operations, prioritizing life safety,
property protection, and community resilience.
Aligning with state and federal guidelines, it
ensures efficient disaster response and
recovery for Collier County.
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Collier County CEMP – Basic Plan 2025
I.INTRODUCTION
The Collier County Comprehensive Emergency Management Plan (CEMP) addresses the
primary threats facing the County and its residents. This plan outlines emergency
situations and assigns responsibilities to relevant agencies. Each agency is provided with a
general overview of its duties and is expected to develop Standard Operating Guides
(SOGs) or checklists to effectively fulfill these responsibilities.
The Comprehensive Emergency Management Plan (CEMP) consists of four sections:
1.Basic Plan: Outlines the CEMP’s purpose, scope, and structure, defining agency
responsibilities and enabling the Board to manage large-scale disasters.
2.Annex I – Recovery & Mitigation: Specifies tasks for immediate and long-term
disaster recovery, ensuring organized rehabilitation of affected areas, with guidance
from operational plans.
o Local Mitigation Strategy: Details projects and policies to reduce disaster risks
and prevent future losses through pre- and post-disaster initiatives. Our County
has a State & FEMA-approved Local Mitigation Strategy, which expires on April 25,
2025.
3.Annex II – Emergency Support Functions (ESFs): Identifies the roles of lead and
support entities in all emergency phases, aligning with federal and state plans.
4.Annex III – Appendices: Contains additional information supporting the CEMP.
The CEMP guides all aspects of emergency management, from preparedness and response
to recovery and mitigation.
A.Purpose
The Comprehensive Emergency Management Plan (CEMP) addresses all phases of
the emergency management cycle to effectively prevent, mitigate, prepare for,
respond to, and recover from hazards in Collier County. The plan aims to reduce
loss of life, injury, and property damage from natural and man-made emergencies
through a coordinated and systematic approach.
1.Preparedness: By analyzing past events and local vulnerabilities, the
county anticipates scenarios like hurricanes and flooding, prioritizes
needs, and allocates resources. Collaboration with the private sector,
residents, and volunteers enhances disaster preparedness and reduces
vulnerability.
2.Response: The CEMP guides emergency operations, scaling efforts as
needed. Government officials activate the plan, while private businesses
and volunteers secure assets and offer resources to support community
recovery.
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Collier County CEMP – Basic Plan 2025
3. Recovery: Recovery efforts begin early, often during the response phase.
The emergency management department assesses needs and
coordinates recovery actions, focusing on restoring affected areas and
implementing both short- and long-term mitigation measures.
4. Mitigation/Prevention: Mitigation efforts aim to reduce disaster impacts
through preventive and corrective measures, guided by the county’s
Local Mitigation Strategy (LMS). The CEMP also promotes awareness,
education, and planning to prevent emergencies, particularly those
caused or worsened by inadequate regulation of facilities and land use.
By following this comprehensive approach, the CEMP ensures prompt and efficient
response and recovery activities, while also fostering ongoing efforts to prevent and
mitigate future disasters. The plan provides the flexibility needed for county, city,
and non-governmental agencies to achieve their objectives while supporting
broader state and federal efforts. By adopting the CEMP, Collier County establishes
NIMS as the standard for all operations, promoting consistent training,
communication, and resource management among emergency responders.
B. Scope
The CEMP takes an all-hazards approach, addressing natural, technological, and
human-caused hazards. This includes developing and maintaining specific annexes
that detail response strategies for unique threats, such as wildfires, terrorism,
pandemics, and other hazards identified through local assessments. These annexes
ensure that Collier County is prepared for a wide range of emergencies.
The Basic Plan and its annexes define the roles, responsibilities, relationships, and
protocols for coordinating incident responses between local, state, and federal
agencies. Emergency responses are managed under a unified command structure
to ensure cohesive and effective operations.
The plan outlines actions for both short-term and long-term recovery and mitigation
following a disaster. Initially, the Emergency Operations Center (EOC) coordinates
recovery efforts, but specific functions—such as debris management—are later
handled by the appropriate department or agency. Mitigation efforts are addressed
through the county’s Local Mitigation Strategy meetings and post-disaster rebuilding
initiatives, ensuring continuous improvement and resilience against future
disasters.
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Collier County CEMP – Basic Plan 2025
C. Methodology
The Collier CEMP was developed through collaboration between the Collier County
Emergency Management staff, agencies responsible for the twenty Emergency
Support Functions, and personnel involved in recovery and mitigation.
1. Plan Formulation
The plan is reviewed and updated annually, with additional revisions following
major incidents or exercises, all of which are recorded in an update log to
ensure compliance with state and federal standards. Stakeholder input and
approval by appropriate authorities ensure the plan's relevance and
effectiveness. The Emergency Management Director or their designee is
responsible for its development, maintenance, and dissemination. Public and
private entities participating in the development of this plan include those
listed in Table 1 below:
Category Entities
County Government & Agencies
Board of County Commissioners, Airport Authority, County Attorney,
County Manager, Corporate Financial & Mgmt. Services Department,
University of Florida IFAS, Collier County Public Schools, Property
Appraiser, Florida Health Department – Collier County, Collier County
Sheriff’s Office, Clerk of the Courts, County Manager Operations,
Public Services Department, Public Utilities Department, Growth
Management Community Development Department, Transportation
Management Services Department, Communications, Government &
Public Affairs, Emergency Management, Community and Human
Services Division, Collier County Public Schools Transportation
Department, Emergency Medical Services, Medical Examiner's Office,
Parks & Recreation Division
Independent Fire Districts North Collier, Greater Naples, Immokalee
City of Naples City of Naples Govt., Police Department, City of Naples Fire, Naples
Airport Authority
City of Marco Island Marco Island Govt., Fire Department, Police Department
City of Everglades
Social Services American Red Cross, Salvation Army, Meals on Wheels, WGCU-FM,
Collier Community Foundation, United Way
Other Response Agencies Civil Air Patrol, U.S. Coast Guard Auxiliary
Table 1 Plan Development Participants
2. Processes
Collier County has implemented a robust system of coordination and
resource management to ensure effective emergency management and
incident response. This includes:
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Collier County CEMP – Basic Plan 2025
a. Key Processes and Systems
• Incident Command System (ICS): Collier County has
adopted ICS as its standardized management system for
emergency response operations.
• Emergency Operations Center (EOC): The county
operates an EOC to serve as a central hub for
coordinating response efforts during disasters.
• Resource Management Systems: Collier County
utilizes both manual and computerized systems to track
and allocate resources, ensuring their efficient
deployment.
• Communication Systems: The county has established
a comprehensive communication network to facilitate
effective communication among emergency responders
and with the public.
• Intelligence and Information Management: Collier
County monitors weather conditions, traffic patterns,
and social media to gather and analyze information
relevant to emergency response.
b. Coordination Efforts
• Interagency Coordination: Collier County collaborates
with various agencies and organizations, including local,
state, and federal governments, as well as private sector
entities, to ensure a coordinated response to
emergencies.
• Public-Private Partnerships: The county has established
partnerships with private sector organizations to enhance
emergency preparedness and response capabilities.
• Community Engagement: Collier County actively
engages with the community through education,
outreach, and involvement in response efforts.
• Volunteer Coordination: The county leans on the
activities of volunteer organizations to ensure their
effective contribution to emergency response.
• Community Lifelines
Collier County leverages community lifelines to prioritize
and manage essential services and resources during
emergencies, ensuring that critical needs such as food,
water, and medical care are effectively met. In
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Collier County CEMP – Basic Plan 2025
conjunction with this, concepts from FEMA’s Incident
Support Model (ISM) may be employed to provide
additional support and coordination, enhancing the
overall management of information, resources and
logistics in alignment with community lifelines.
By leveraging these processes, systems, and coordination efforts, Collier
County is well-prepared to manage emergencies and protect the safety and
well-being of its residents.
3. Methods
Collier County employs various methods to establish its local planning
process and foster community involvement in its emergency management
program.
a. Establishing the Local Planning Process
• Needs Assessment: Conduct a comprehensive
assessment to identify the county's specific
vulnerabilities, risks, and potential hazards. This can
involve surveys, focus groups, and data analysis.
• Hazard Analysis: Analyze historical data and current
conditions to identify potential hazards, such as
hurricanes, flooding, and wildfires.
• Risk Assessment: Evaluate the likelihood and potential
consequences of various hazards to determine the
county's overall risk profile.
• Capability Assessment: Assess the county's existing
resources, capabilities, and limitations in terms of
emergency management.
• Planning Framework Development: Based on the
assessments, develop a comprehensive planning
framework that outlines the goals, objectives, and
strategies for emergency management.
b. Promoting Local Participation
• Community Outreach: Conduct outreach activities to
inform the community about emergency management
plans and encourage participation. This can include
public meetings, workshops, and social media
campaigns.
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Collier County CEMP – Basic Plan 2025
• Community Advisory Groups: Establish community
advisory groups to provide input and feedback on
emergency management plans and initiatives.
• Public Education Campaigns: Develop and implement
public education campaigns to raise awareness about
emergency preparedness and response.
• Partnerships with Local Organizations: Collaborate
with local organizations, such as schools, businesses,
and non-profit groups, to promote emergency
management initiatives.
By utilizing these methods, Collier County establishes a robust local
planning process and foster community involvement in its emergency
management program.
4. Promulgation Letter
Figure 1 Sample Promulgation Letter
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Collier County CEMP – Basic Plan 2025
5. Distribution of Changes
This plan is reviewed and updated annually, with additional revisions
conducted after major incidents or exercises. Changes are documented in an
update log, ensuring that all revisions align with the latest state and federal
emergency management standards. This process includes stakeholder input
and approval by the appropriate authorities, ensuring the plan remains
current and effective. 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.
Emergency Support Function (ESF) appendices will be reviewed by the
appropriate agencies associated with the ESF. Corrections will be
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. A CEMP notification list is maintained in Appendix F to the Basic
Plan and updated as required by the Collier County Emergency Management
Division.
6. Plan Maintenance
A master copy of the CEMP, with a master Record of Changes Log is
maintained in Emergency Management. A comparison of the master copy
with any other will allow a determination to be made as to whether the copy in
question has been posted to it with all appropriate changes.
The CEMP will be reviewed and revised as needed on a yearly basis before the
beginning of hurricane season, or after any event that requires the activation
of the CEMP. Every four years, the CEMP is required to be reviewed and
approved by the State Division of Emergency Management and re-adopted by
Collier County. After the review and adoption, the Emergency Management
Director will replace all older versions of the CEMP with the most recently
adopted version. This includes all entities on the CEMP notification list.
7. Planning Assumptions
a. Disasters may occur with little or no warning and escalate
beyond the capacity of a single local response organization or
jurisdiction.
b. Disasters are inherently local events, and the responsibility for
response and recovery begins at the local level under the
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Collier County CEMP – Basic Plan 2025
principle of home rule. State and federal support may
supplement local efforts but does not replace the authority or
initiative of local jurisdictions in managing disaster operations.
c. Effective citizen and community preparedness reduces the
burden on response agencies. Continuous public awareness
and education are essential to ensure residents take proactive
measures, particularly in the first 72 hours after a disaster.
d. Local municipalities will utilize their resources and coordinate
with Collier County Emergency Management for additional
support.
e. Evacuation and sheltering will be coordinated with the Board of
County Commissioners, the Health Department, and the
Collier County School Board, relying on regional coordination
for optimal shelter operations.
f. If Collier County is tasked with "host evacuation sheltering,"
the Governor will issue directives through the State Emergency
Operations Center.
g. Local emergency management agencies will prioritize life-
saving actions and property protection while maintaining
control through their emergency operations centers.
h. The State Emergency Operations Center will be activated and
staffed by the State Emergency Response Team to support
local efforts.
i. When state resources are depleted, additional support will be
sought through interstate mutual aid and federal assistance.
j. County and State planning will focus on identifying vulnerable
populations and addressing resource shortfalls. Individuals
with special needs can register online with the State or contact
the Collier County Emergency Management Division.
k. The Seminole and Miccosukee Tribes, with reservations in
several counties including Collier, will receive assistance from
the State Emergency Response Team upon request.
Respecting their sovereignty, the Plan encourages early
communication and collaboration with the tribes, local
governments, and the State in emergency management.
l. State agencies and volunteer organizations will document and
seek reimbursement for eligible expenses incurred during
disaster operations.
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Collier County CEMP – Basic Plan 2025
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 and
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. Hazard Analysis
A comprehensive Hazard Identification and Risk Assessment (HIRA) and
Consequence Analysis examined 23 hazards with potential impacts on Collier
County. Of these, six were identified as High Risk due to their potential for
widespread damage. Detailed analyses of these hazards are available in the Collier
County Multi-Jurisdictional Local Mitigation Strategy (LMS), accessible on the
Collier County Emergency Management website. The core hazards identified by the
HIRA are listed in Table 2 below.
High Risk
(≥ 3.0)
Flood
Tropical Cyclones
Wildfire
Sea Level Rise
Extreme Heat
Civil Infrastructure Disruption
Moderate Risk
(2.0 – 2.9)
Severe Storms (Thunderstorm, Lightning, Hail,
Tornado)
Drought
Coastal Erosion
Winter Storms and Freeze
Tsunami
Mass Migration Incident
Nuclear Power Plant
Pandemic Outbreak
Major Transportation Incidents
Red Tide/Algae Bloom
Hazardous Materials
Coastal Oil Spills
Civil Disturbance
Terrorism
Special Events
Low Risk
(< 2.0)
Sinkholes
Earthquake
Table 2 Hazards Identified by the Hazard Identification and Risk Assessment
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1. Hazardous Materials
• Probability and Severity: Moderate to high probability due to
industrial and transportation-related activities. Severity depends
on the material and extent of release, ranging from localized to
widespread health and environmental impacts.
• Vulnerable Populations: Communities near industrial sites, major
transportation routes, and facilities storing hazardous materials.
• Damage Information: Incidents can cause severe health issues,
environmental contamination, and costly clean-up operations,
often exceeding millions of dollars per event.
• Frequency and Scope: Periodic events with moderate to severe
impacts, particularly in industrial zones or along highways and
railroads transporting chemicals.
2. Commercial Nuclear Power Plant Incidents
• Probability and Severity: Low probability but potentially
catastrophic severity. Collier County lies within the emergency
planning zones of the Turkey Point Nuclear Power Plant.
• Vulnerable Populations: Residents within the evacuation zones,
particularly those with limited mobility or access to transportation.
• Damage Information: A major incident could result in long-term
displacement, severe health consequences, environmental
damage, and economic impacts in the billions.
• Frequency and Scope: Extremely rare events but with significant
national and regional implications if they occur.
3. Civil Disturbance
• Probability and Severity: Low probability but increasing in
frequency due to social and political tensions. Severity varies, with
impacts ranging from minor property damage to widespread
unrest.
• Vulnerable Populations: Urban areas, protest hotspots, and
communities with underlying socio-economic disparities.
• Damage Information: Property damage can range from thousands
to millions of dollars, with disruptions to local businesses and
government services.
• Frequency and Scope: Rare in Collier County but potential for
escalation during politically charged events or resource shortages.
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4. Mass Migration
• Probability and Severity: Moderate probability, particularly during
geopolitical crises or natural disasters in nearby regions. Severity
depends on the scale and response capacity.
• Vulnerable Populations: Migrants themselves face risks, while
host communities may experience strain on resources and
services.
• Damage Information: Significant costs related to sheltering,
medical care, and integration efforts. Long-term effects on
infrastructure and community dynamics.
• Frequency and Scope: Historically episodic but influenced by
external crises in the Caribbean or Latin America.
5. Coastal Oil Spills
• Probability and Severity: Low probability but potentially high
severity, particularly with the Gulf of Mexico's proximity.
• Vulnerable Populations: Coastal communities reliant on tourism,
fisheries, and environmental resources.
• Damage Information: Severe environmental degradation,
economic losses in the billions, and long-term ecological impacts.
Clean-up costs are substantial, often exceeding initial estimates.
• Frequency and Scope: Rare but catastrophic events, with
widespread regional and long-term implications.
6. Terrorism
• Probability and Severity: Low probability but high potential
severity, especially in urban centers, critical infrastructure, or
during large public events.
• Vulnerable Populations: Crowded venues, government facilities,
and symbolic locations.
• Damage Information: Potential for loss of life, structural damage,
and economic disruptions, with costs ranging from millions to
billions.
• Frequency and Scope: Rare but with national and regional
implications if an attack occurs.
7. Exotic Pests & Diseases
• Probability and Severity: Moderate to high probability, particularly
due to Florida’s climate and agricultural significance. Severity
depends on the pest or disease, ranging from localized outbreaks
to regional infestations.
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• Vulnerable Populations: Agricultural workers, farmers, and
ecosystems reliant on native species.
• Damage Information: Significant agricultural losses, potentially in
the millions or billions, along with ecological damage and
increased pest control costs.
• Frequency and Scope: Annual risks with periodic severe
outbreaks.
8. Diseases & Pandemics
• Probability and Severity: Moderate probability, with potentially
severe impacts, ranging from localized outbreaks to global
pandemics.
• Vulnerable Populations: Elderly, immunocompromised, low-
income groups, and healthcare workers.
• Damage Information: Health impacts include illness and
mortality, with economic losses in the billions due to healthcare
costs and workforce disruptions. Strain on healthcare systems is
significant during severe outbreaks.
• Frequency and Scope: Occasional but increasing due to global
travel and climate change, with widespread and sometimes
catastrophic effects.
9. Critical Infrastructure Disruption
• Probability and Severity: Moderate to high probability due to
natural disasters, cyberattacks, or human error. Severity varies
based on the affected infrastructure, from localized outages to
regional crises.
• Vulnerable Populations: Entire communities, with heightened
risks for those reliant on power, water, and healthcare systems.
• Damage Information: Economic losses, health risks, and societal
disruptions can escalate rapidly, with costs in the millions to
billions for recovery and resilience improvements.
• Frequency and Scope: Periodic disruptions with variable scope,
often exacerbated by cascading effects across sectors.
10. Special Events
• Probability and Severity: Low probability but potentially high
severity during large gatherings or high-profile events.
• Vulnerable Populations: Event attendees, staff, and nearby
residents.
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• Damage Information: Impacts may include injuries, property
damage, or economic disruptions, with costs depending on the
scale of the incident.
• Frequency and Scope: Rare occurrences but with the potential for
localized or regional disruptions.
11. Major Transportation Incidents
• Probability and Severity: Moderate probability due to road, rail, air,
or waterway activity. Severity depends on the type of incident,
ranging from localized to regional impacts.
• Vulnerable Populations: Travelers, nearby residents, and first
responders.
• Damage Information: Loss of life, injuries, and infrastructure
damage, often costing millions per event. Long-term impacts may
include traffic disruptions and economic losses.
• Frequency and Scope: Periodic, with localized impacts that can
escalate based on the incident's complexity or location.
Figure 2 Boundary Map of Collier County
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B. Geographic Information
Collier County is located on the southwest coast of Florida. Both 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.
1. Geographic Areas Description
a. Area
Collier County covers approximately 2,026 square miles.
b. Topography
Collier County's flat topography ranges from 0-5 feet above sea level
along the coast, rising to 35-40 feet in the northeast. The average
elevation is 10-11 feet, with a ridge (11-17 feet) paralleling US 41 from
4th Avenue S. in Naples to Bonita Shores.
c. Land Use Patterns
• Agriculture
There is approximately 220,000 acres of farmland in Collier
County. This agricultural land supports a variety of crops and
livestock, contributing significantly to the local economy.
• Commercial Area
Figure 3 Future Land Use Map - Collier County
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Four areas zoned for light industry in Collier County are located
along US 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 Naples, and Main Street
(US 29) in Immokalee.
• Urban Areas
Collier County, Florida, is home to a diverse range of urban
areas, each offering unique amenities and lifestyles. Table 3
provides more information and approximate road boundaries:
Urban Area Description Approximate Road Boundaries
Naples Coastal city known for luxury
resorts, upscale shopping, and
beautiful beaches.
West: Gulf of Mexico; North: Immokalee
Road; East: US 41; South: Gulf of Mexico
Marco Island Barrier island with pristine beaches,
upscale golf courses, and a relaxed
atmosphere.
West: Gulf of Mexico; North: Marco Island
Bridge; East: Gulf of Mexico; South: Gulf of
Mexico
Immokalee Rural town with a rich agricultural
heritage, known for tomato
production.
West: Oil Well Road; North: County Road
858; East: County Road 846; South: State
Road 84
Golden Gate Suburban community with a mix of
residential and commercial areas.
West: County Road 951; North: State Road
84; East: County Road 846; South:
Immokalee Road
East Naples Rapidly growing area with diverse
housing options.
West: US 41; North: State Road 84; East:
County Road 846; South: Gulf of Mexico
North
Naples
Popular residential area with variety
of housing options, including luxury
estates.
West: Interstate 75; North: County Road 84;
East: County Road 951; South: Immokalee
Road
Vineyards Suburban community with a focus
on family-friendly living.
West: Interstate 75; North: County Road 84;
East: County Road 951; South: Immokalee
Road
Pelican Bay Prestigious residential community
known for luxury homes and
waterfront properties.
West: Interstate 75; North: County Road 84;
East: County Road 951; South: Immokalee
Road
Table 3 Description of Urban Areas in Collier County, FL
• Development
Collier County, Florida, is experiencing significant
development in several areas, driven by factors such as
population growth, economic expansion, and a
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desirable lifestyle. While development presents opportunities
for economic growth and improved quality of life, it also raises
concerns about environmental impacts, traffic congestion,
and affordable housing. Table 4 provides some of the key
development areas found in Collier County:
Table 4 Development Areas of Collier County
• Transportation Routes
Collier County's primary transportation routes are Interstate 75
(I-75) and US 41. I-75 offers five interchanges within the county:
• Exit 111: Immokalee Road
• Exit 107: Pine Ridge Road
• Exit 105: Golden Gate Parkway
• Exit 101: County Road 951
• Exit 80: State Road 29
US 41 serves as a local route for trucks and automobiles
between Miami-Dade and Lee Counties. State Road 29 is
another local route, providing north-south access from
Development
Area Type Description
Dwellings per
Acre
(Approximate)
Naples Urban Center
Luxury condominiums, retail
centers, dining options,
infrastructure improvements.
2-5
North Naples Urban Area Residential communities,
shopping centers, schools. 2-4
Immokalee Urban Area
Housing projects,
commercial centers,
infrastructure improvements.
1-2
East Naples Urban Area Residential communities,
commercial centers, schools. 2-4
Marco Island Urban Area Hotels, resorts, residential
properties. 1-3
Golden Gate Urban Area Housing developments,
shopping centers, schools. 3-5
Ave Maria Planned
Community
Catholic-based lifestyle,
offering homes, schools,
parks, and amenities.
1-2
Pelican Bay Planned
Community
Luxury homes, golf courses,
waterfront properties. 1-2
Vineyards Planned
Community
Family-friendly community
with a variety of housing
options, parks, and schools.
2-3
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Chokoloskee to the Collier-Hendry County line. (Figure 3 below
references the future land use patterns for Collier County).
d. Water Area
There are no major rivers within the County, but there are
approximately 47 miles of coastline. Water areas are comprised of
man-made lakes, canals and water retention areas except for Lake
Trafford, west of Immokalee. Collier County, has several bridges
spanning waterways and canals, facilitating transportation. Notable
examples include bridges over the Gordon River, Cocohatchee River,
and leading to the Chokoloskee community. There are no drawbridges
or swinging bridges anywhere in the County.
e. Drainage Patterns
From a high point near Immokalee, drainage flows south and
southwest toward the coast, with an average slope of one foot per
mile. (Figure 4 below shows the water control structures of Collier
County) The notable watersheds within the county are:
• Immokalee River Basin is a watershed that drains into
the Estero Bay system, which eventually empties into
the Gulf of Mexico. The basin encompasses a significant
portion of Collier County, including parts of the city of
Immokalee and surrounding rural areas. The Immokalee
River Basin is known for its agricultural lands,
particularly for tomato production, and is a vital part of
the region's ecosystem.
• Estero Bay Watershed: This watershed includes the
Estero River Basin and encompasses a significant
portion of Collier County, including parts of Naples and
Estero.
• Fakahatchee Creek Watershed: This watershed is in
the eastern part of the county and is known for its
unique wetland ecosystems.
• Gordon River Watershed: This watershed is in the
northern part of the county and drains into the
Immokalee River Basin.
These watersheds play important roles in the county's ecology
and hydrology, and their health and function are crucial for
maintaining the region's natural resources.
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f. Environmentally Sensitive Areas
Collier County, Florida, includes approximately 200,000 acres of
wetlands, which are vital to the county's ecosystem. These wetlands
provide critical wildlife habitats, aid in flood control, and support
water quality. The following areas are considered wetland areas: Rural
Estates Planning Community, the western portion of the Royal Palm
community, and portions of the Corkscrew planning community.
Key protected areas include Big Cypress National Preserve, Florida
Panther National Wildlife Refuge, Fakahatchee Strand Preserve State
Park, Everglades National Park, Collier-Seminole State Park, Rookery
Bay National Estuarine Research Reserve, and Cape Romano-Ten
Thousand Islands Aquatic Preserve.
2. Vulnerable Areas
Collier County, Florida, is susceptible to twenty-three hazards, including
flooding, storm surge, and wildfires. These hazards can pose significant risks
to both residents and property. For a more comprehensive understanding of
vulnerable areas, the Local Mitigation Strategy (LMS) provides detailed
information on specific locations at risk and recommendations for reducing
vulnerability.
a. Flooding:
• Coastal Areas: Naples, Marco Island, and other coastal
communities are susceptible to flooding due to their
Figure 4 Water Control Structures of Collier County
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proximity to the Gulf of Mexico. Storm surge and heavy
rainfall can lead to flooding in these areas.
• Low-lying Areas: Areas with lower elevations, such as
parts of Golden Gate and Immokalee, may be prone to
flooding, especially during heavy rainfall events.
• River Basins: The Immokalee River Basin and the
Estero River Basin can experience flooding during
periods of heavy rainfall.
b. Storm Surge:
• Coastal Areas: All coastal communities in Collier
County are at risk of storm surge during hurricanes and
tropical storms. Areas with low-lying coastal barriers or
barrier islands are particularly vulnerable.
• Estuaries and Bays: Estuaries and bays, such as
Naples Bay and Marco Island Bay, can experience storm
surge flooding.
c. Wildfire:
• Wildland Urban Interface (WUI): Areas where
structures meet or are adjacent to undeveloped
wildlands are at risk of wildfires. This includes parts of
Golden Gate, East Naples, North Naples, and areas
near Immokalee.
• Dry Seasons: During dry seasons, the risk of wildfires
increases, especially in areas with dry vegetation and
potential ignition sources.
C. Demographics
A thorough understanding of Collier County's demographics is crucial for
effective emergency management. This section uses the most current U.S.
Census data to analyze the county's diverse population, including age,
language, income, and special needs. By considering these factors, we can
develop targeted strategies to ensure that all residents receive appropriate
support during emergencies, enhancing community resilience.
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Table 5 Collier County Census Data (2020)
Collier County Census Data
Population
Population Estimates, July 1, 2024, (V2024) N/A
Population Estimates, July 1, 2023, (V2023) 404,310
Population estimates base, April 1, 2020, (V2024) N/A
Population estimates base, April 1, 2020, (V2022) 399,480
Population, percent change - April 1, 2020 (estimates base) to July 1, 2023, (V2023) N/A
Population, percent change - April 1, 2020 (estimates base) to July 1, 2022, (V2022) 1.20%
Population, Census, April 1, 2020 375,752
Age and Sex
Persons under 5 years, (percent) 4.20%
Persons under 18 years, (percent) 16.70%
Persons 65 years and over, (percent) 32.80%
Median Age (Years) 52.2
Race and Hispanic Origin
White alone, percent 62.66%
Black or African American alone, percent 6.00%
American Indian and Alaska Native alone, percent 0.15%
Asian alone, percent 1.44%
Native Hawaiian and Other Pacific Islander alone, percent 0.02%
Two or More Races, percent 2.12%
Hispanic or Latino, percent 27.21%
Some Other Race alone 0.40%
Population Characteristics
Veterans, 2018-2023 23,220
Foreign born persons, percent, 2018-2023 24.90%
Housing
Housing units, July 1, 2023, (V2024) 240,252
Owner-occupied housing unit rate, 2018-2023 75.80%
Median value of owner-occupied housing units, 2018-2023 $541,500
Median selected monthly owner costs -with a mortgage, 2018-2023 $2,118
Median selected monthly owner costs -without a mortgage, 2018-2023 $893
Median gross rent, 2018-2023 $1,668
Building permits, (Average) 2022-2024 4,224
Families & Living Arrangements
Households, 2018-2022 157,921
Persons per household, 2018-2022 2.35
Living in same house 1 year ago, percent of persons age 1 year+, 2018-2022 85.20%
Language other than English spoken at home, percent of persons age 5 years+, 2018-2022 33.30%
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1. Vulnerable Populations
a. Total Populations
The 2020 Census recorded Collier County's population at 375,752.
See Table 5 for more detailed census data relating to the population.
b. Population Densities
As of the most recent Census data, the population density for Collier
County, FL, is approximately 147 people per square mile. Housing
data from July 1, 2023, shows 240,252 housing units, with a median
value of $541,500 for owner-occupied homes. The owner-occupancy
rate is 75.8%, and median monthly housing costs are $2,118 with a
mortgage and $893 without. The median gross rent is $1,668. The
average number of building permits issued between 2022 and 2024 is
4,224. Households average 2.35 persons, with 85.2% of residents
having lived in the same house for the past year
c. Population by Age
In Collier County, the demographic distribution by age reveals a
significant proportion of older residents. As of the latest data,
individuals under 5 years old make up 4.2% of the population, while
those under 18 years account for 16.7%. The population aged 65
years and over represents a notable 32.8%, highlighting the county’s
considerable senior demographic. The median age is 52.2 years,
reflecting a mature population profile.
d. Special Needs Population
As of August 2024, approximately 568 people are registered with
Collier County's Special Needs Shelter program. These individuals
typically rely on oxygen or electricity and may have a medical
condition that require supervision in a shelter setting. They may have
mobility issues as well as transportation needs. This number
represents only a small portion of those in need, as many more are
often unaccounted for, especially during tropical cyclone threats. The
number of registered special needs clients will often increase when
threatened by a tropical cyclone.
e. Farm Workers
Collier County is home to an estimated 9,000 farm workers during
peak agricultural seasons, particularly in the agricultural areas of
Immokalee and East Naples. This demographic is primarily composed
of migrant and seasonal workers who play a vital role in the county’s
agricultural economy. The actual number can vary depending on
factors like the time of year, crop cycles, and economic conditions.
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The farm worker population in these areas often faces unique
challenges, including housing, healthcare access, and language
barriers, which are important considerations in emergency
management planning.
f. Areas of Large Tourist Populations
During the peak tourist season from January to April, Collier County
sees an influx of 70,000 to 80,000 visitors. Tourists primarily gather
along the beaches and golf course communities in the Naples-Marco
Island area, while eco-tourism continues to grow around Everglades
City.
g. Non-English-Speaking Populations
Collier County is increasingly cosmopolitan, with residents from
diverse nations. While English is widely spoken, there are significant
Hispanic and Creole-speaking populations, particularly in the
agricultural areas of Immokalee and East Naples.
h. Transient Populations
As of 2024, the estimated homeless population in Collier County is
660, based on a point-in-time count, which may not capture all
individuals due to hidden or unsheltered living conditions. Many are
near day-labor areas in East Naples. Additionally, around 9,000
migrant farm workers are concentrated in Immokalee and East
Naples.
i. Mobile Home Parks & Populations
Collier County has 79 mobile home parks with approximately 9,033
spaces, accommodating mobile homes, recreational vehicles, and
tents. Most parks are located along or near US 41, with Immokalee
hosting 30 parks (746 spaces), primarily serving agricultural workers.
Population data for Immokalee is unavailable. The remaining 8,287
spaces, mainly west and south of I-75, are largely occupied by retirees
and seasonal residents.
j. Inmate Population
As of January 2023, Collier County detention facilities housed an
average of 725 inmates daily. The county has no state or federal
prisons. The Collier County Sheriff’s Office manages the local jail,
while the Naples and Marco Island Police Departments operate their
own detention centers.
D. Economic Profile
Collier County's economy is diverse and growing, driven by key sectors such as
healthcare, education, tourism, and real estate. As of 2024, the county benefits
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Table 6 US Census 2020 Economic Profile - Collier
from a robust service industry, particularly in hospitality and healthcare, bolstered
by major employers like NCH Healthcare System and Arthrex. Seasonal tourism
continues to play a significant role, contributing to employment and economic
activity, particularly during the winter months.
Education
High school graduate or higher, percent of persons aged 25 years+, 2018-2022 91.50%
Bachelor's degree or higher, percent of persons aged 25 years+, 2018-2022 41.10%
Health
With a disability, under age 65 years, percent, 2018-2022 6.33%
Persons without health insurance, under age 65 years, percent 14.10%
Economy
In civilian labor force, total, percent of population age 16 years+, 2018-2022 44.80%
In civilian labor force, female, percent of population age 16 years+, 2018-2022 20.80%
Total accommodation and food services sales, 2017 ($1,000) 1,957,766
Total health care and social assistance receipts/revenue, 2017 ($1,000) 2,704,848
Total transportation and warehousing receipts/revenue, 2017 ($1,000) 214,389
Total retail sales, 2017 ($1,000) 7,302,938
Total retail sales per capita, 2017 $19,564
Transportation
Mean travel time to work (minutes), workers aged 16 years+, 2018-2022 26.3
Income & Poverty
Median household income (in 2023 dollars), 2018-2023 $86,931.66
Per capita income in past 12 months (in 2022 dollars), 2018-2022 $56,666
Persons in poverty, percent 10.50%
Businesses
Total employer establishments, 2021 13,545
Total employment, 2021 137,021
Total annual payroll, 2021 ($1,000) 7,388,588
Total employment, percent change, 2020-2021 -2.50%
Total non-employer establishments, 2020 50,011
All employer firms, Reference year 2017 10,546
Men-owned employer firms, Reference year 2017 6,182
Women-owned employer firms, Reference year 2017 2,171
Minority-owned employer firms, Reference year 2017 1,384
Nonminority-owned employer firms, Reference year 2017 8,310
Veteran-owned employer firms, Reference year 2017 725
Nonveteran-owned employer firms, Reference year 2017 8,878
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Additionally, recent trends indicate a growing year-round population, which has
diversified the local economy beyond its traditional seasonal base. This evolving
economic landscape necessitates comprehensive emergency planning to ensure
resilience and continuity in the face of potential disruptions. The following sections
of this document will use the data from Table 6 highlighting the Education,
Economic and Business information for Collier County.
1. Economy
a. Employment by Major Sectors
Collier County's major industrial sectors include tourism and
hospitality, real estate and construction, healthcare, retail and
wholesale trade, finance and insurance, agriculture, and education.
Historically, employment has been seasonal, driven by the sub-
tropical climate attracting winter tourists. However, in recent years,
longer stays by the seasonal population have contributed to greater
economic diversity. Table 7 below, reflects a cross-section of Collier
County's top ten largest employers and highlights the diverse
economic sectors that contribute to the local economy.
Company/Organization Number of
Employees Economic Sector
NCH Healthcare System 4,500 Healthcare
Collier County Public Schools 3,200 Education
Collier County Government 2,400 Government/Public Administration
Arthrex 2,000 Manufacturing/Medical Devices
The Ritz-Carlton, Naples 1,500 Hospitality/Tourism
Walmart 1,200 Retail
Naples Community Hospital 4,500 Healthcare
Hertz 1,200 Transportation/Leasing
Publix Super Markets 1,100 Retail/Grocery
Hilton Naples 400 Hospitality/Tourism
Table 7 Top 10 Collier businesses by number of employees and economic sector
b. Average Property Values
As of July 2023, Collier County had approximately 240,252 housing
units, with a 75.8% owner-occupied housing rate. The median value of
these owner-occupied homes from 2018 to 2023 was $541,500. For
homeowners with a mortgage, the median monthly cost was $2,118,
while those without a mortgage had a median monthly cost of $893.
Renters faced a median gross rent of $1,668 during the same period.
The county issued an average of 4,224 building permits annually
between 2022 and 2024, reflecting ongoing growth in the housing
market.
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c. Per Capita Income
Between 2018 and 2022, the per capita income in Collier County was
$56,666. The median household income during the same period,
adjusted to 2023 dollars, was $86,931.66. Despite these income
levels, approximately 10.5% of the population live below the poverty
line.
III. 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. Organization
1. Normal Management Structure
The Board of County Commissioners is the chief policymaking body,
overseeing the County Manager’s Office, the County Attorney’s Office. Under
the County Manager’s office are six departments with 38 divisions. The Collier
County Airport Authority operates independently.
Elected officials like the Clerk of Courts, Sheriff, Tax Collector, Supervisor of
Elections, and Property Appraiser function independently but are integrated
into this plan. Three Independent Fire Districts (Greater Naples, North Collier
and Immokalee), Collier County Public Schools, and the Collier County
Mosquito Control District also operate independently with their own plans but
are incorporated into the county's plan.
The county includes three municipalities: Marco Island, Naples, and
Everglades City. The cities of Naples and Marco Island have their own
emergency management, law enforcement and fire programs. The Collier
County Emergency Management Division collaborates with these cities, the
Sheriff’s Office, Public School District, mosquito Control District, and the
Independent Fire Districts to coordinate resources and personnel.
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2. Key Government Officials
The organizational structure of Collier County government is centered around
the Board of County Commissioners, which consists of five elected members
and serves as the primary policymaking authority. Below are key roles and
responsibilities these key roles perform:
• Board of County Commissioners
• Establishes policy, ordinances, and evacuation zones.
• County Manager
• Activates EOC.
• Directs tasked organizations.
• Reports to EOC.
• Identifies and contacts Incident Commander.
• Provides overall direction.
• Directs protective actions.
• Relocates EOC if necessary.
• Terminates response operations.
• County Attorney
• Provides legal support and prepares ordinances.
• Collier County Public Schools
Figure 5 County Organizational Chart - Normal Operations
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• Sends a representative to EOC.
• Protects students.
• Evacuates students.
• Closes schools and releases
students.
• Assists with transportation.
• Activates school shelters.
• Emergency Management
• Notifies County Manager of
emergencies.
• Opens a WebEOC incident.
• Notifies tasked organizations.
• Activates EOC.
• Manages EOC resources.
• Coordinates logistical support.
• Provides situation advisories.
• Recommends protective actions.
• Public Utilities Department
• Develops and maintains the Debris
Management Plan.
• Reports to EOC.
• Provides contractor support.
• Corporate Financial & Management Services Division
• Reports to EOC.
• Disseminates a "Project Number."
• Provides financial guidance and training.
• Provides briefings on financial transactions.
• Divisions under County Manager Operations
• Maintain financial transaction records.
• Familiarize with Stafford Act protocols.
• Prepare reports on costs incurred during emergencies.
3. Emergency Management Organization System
All disaster communication and activities will be coordinated through the
Collier County Emergency Operations Center. Figure 6 depicts the
relationships between Collier County agencies, the Florida Emergency
Management Division (FDEM), and the Federal Emergency Management
Agency (FEMA). Eligible expenses incurred by entities outside of the Board of
County Commissioners are their responsibility, not the Board's nor the
Emergency Operations Centers.
Figure 6 Representation of the
relationship of the EOC as pass
through to the State
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a. EOC Role and Activation Conditions
The EOC may serve as a command or support entity. For local
incidents, it may be the single command element depending on the
threat. For incidents across jurisdictions, it's activated as a command
entity, often using unified command. As a unified command, it serves
as the area command. In its support role, it acts as a multi-agency
coordination center, supporting on-scene command policies and
priorities. EOC activations can also be virtual using web-based
software.
Figure 7 Collier County EOC Organization chart upon activation
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b. 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 /
Flood Zone SIZE DESCRIPTION
Primary
Collier Co. Emergency Services
Center
23 ft. elevation
"X" Flood Zone
111,000 sq.
Under Air
EOC on the 3rd floor. Built to 175 mph winds.
Two 2.5 MHz generators. Redundant
telephone, satellite, and radio
communications. Evacuation Zone C
8075 Lely Cultural Pkwy
Naples, Florida 34113
Latitude: 26.10536335457662
Longitude: -81.69460192216081
First
Alternate
S. Water Treatment Plant
10 ft. elevation
"X" Flood Zone 5,500 sq. ft. Second-floor conference/training room.
North of I-75. Evacuation Zone D
3851 City Gate Dr.
Naples, Fl. 34117
Latitude: 26.166089055415547,
Longitude: -81.68446757502014
Second
Alternate
Collier County Agriculture Center
19 ft. elevation
"X" Flood Zone 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 portable unit. All
communications must come from primary
EOC. Evacuation Zone F
14700 Immokalee Rd
Naples, Florida 34117
Latitude: 26.305827644433002,
Longitude: -81.59344973565352
Third
Alternate
Heritage Bay Government Center
13 ft. elevation
"AE" Flood Zone 1900 sq. ft.
Hardened facility built to withstand 180 mph
winds, outside of the storm surge zone.
Large meeting room and smaller breakout
rooms. Robust IT infrastructure. Full backup
generator and battery backup. Evacuation
Zone E
15450 Collier Boulevard
Naples, Florida 34120
Latitude: 26.27635650921005,
Longitude: -81.6884313512922
Fourth
Alternate Any Location that can be supported by the MACC-V
Fifth
Alternate Remote/Virtual
Table 8 Emergency Management COOP Locations
c. Critical Facilities
The protection, maintenance, and operational continuity of these
facilities are central to Collier County’s emergency management
strategy. The CEMP incorporates risk assessments and mitigation
planning to minimize vulnerabilities of critical facilities from natural
hazards such as hurricanes, flooding, wildfires, and other threats.
By incorporating Critical Facilities into Collier County’s CEMP, the
county ensures that emergency services, healthcare, utilities, and
government functions remain operational during disasters, thereby
safeguarding the well-being of the community. Table 9 provides an
overview of Critical Facilities in Collier County that play a vital role in
disaster response and recovery operations. It identifies key
infrastructure necessary for emergency services, public safety,
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healthcare, utilities, and essential government functions, ensuring the
county’s ability to effectively respond to and recover from disasters.
CRITICAL FACILITIES
Note: A detailed, current listing is maintained at the County EOC.
TYPE OF FACILITY NUMBER OF FACILITIES
Schools: Public/Private (including charter, technical and alternative schools) 61/25
Fire/EMS Stations 33/26
Law Enforcement/Jails 3/1
Nursing Homes/ALFs/Day Surgery 12/39/16
Hospitals 7
STAGING AREAS
TYPE/PURPOSE SITE Latitude & Longitude
National Guard Cantonment Area Collier County Fairgrounds Latitude: 26.30617734354333,
Longitude: -81.5899254931739
County Logistical Staging Areas
Collier Co. Emergency Services Center Latitude: 26.10536335457662
Longitude: -81.69460192216081
State Farmers Market (Immokalee) Latitude: 26.42409726900941,
Longitude: -81.41145030249159
Barron Collier High School Latitude: 26.216667993440275,
Longitude: -81.76126961598337
Debris Evaluated on an annual basis Various locations
LANDING ZONES (Latitude/Longitude)
Primary EOC (PRI) Latitude: 26.10536335457662, Longitude: -81.69460192216081
Alternate EOC Latitude: 26.166089055415547, Longitude: -81.68446757502014
Naples Airport Latitude: 26.1521266380993, Longitude: -81.77492614482453
Marco Island Exec Airport Latitude: 26.000663220166835, Longitude: -81.6750025024984
Immokalee Airport Latitude: 26.42720684700777, Longitude: -81.40396529393074
Everglades City Airport Latitude: 25.848612354346795, Longitude: -81.38926546017231
Table 9 Critical Facilities
4. Authority and Responsibility/Activation of the County Plan
a. Declaration of Local State of Emergency:
The Board of County Commissioners (BCC) declares a Local State of
Emergency and activates the County’s emergency plan. If a quorum is
not present, leadership authority follows the line of succession:
Chairperson, Vice-Chairperson, other Commissioners (alphabetically),
County Manager, Clerk of Court, and Deputy County Managers.
Emergency measures can be enacted by any of these officials as
necessary.
b. Plan Activation by Emergency Management:
The County Emergency Management Director or a representative may
activate parts of the plan if a disaster is imminent, even before a formal
declaration by the BCC. The Emergency Management Division will then
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coordinate necessary protective actions and readiness guidelines.
Portions of the Emergency Operations Center (EOC) may also be
activated when an official (e.g., fire chief, law enforcement chief)
requests the establishment of Area Command to manage complex
incidents or resource constraints.
c. Emergency Powers of the BCC:
Under Chapter 252.38, Collier County, Marco Island, and Naples have
specific emergency powers, including:
• Ordering evacuations and establishing routes.
• Controlling access to emergency areas.
• Regulating the sale and transport of alcohol, firearms, and
combustibles.
• Providing emergency housing and managing utility services.
• Managing public conduct and vehicular traffic.
• Entering contracts, hiring staff, using volunteers, and
distributing supplies.
• Renting equipment and expediting public funds.
A Local State of Emergency declaration activates disaster response
and recovery efforts for all affected areas. All County departments
report to the BCC, while departments in Naples and Marco Island
report to their respective City Councils. Coordination with the Collier
County Emergency Operations Center is required for State or Federal
assistance, except for reimbursement under the Federal Public
Disaster Assistance Program.
5. Activation Levels
Level Phase Staffing Tasks Notifications
4 Monitoring • All EM Staff • Normal Operations
3 Enhanced
Monitoring
• All EM Staff
• Possible Joint
Information
System
• “Focused” Daily Operations
• Possible WebEOC Incident Created
• EM Director
• State Watch Office
• County Warning Point
• Selected Partner Agencies
2 Partial
• Command Staff
& General Staff
• EOC Functions
as needed
• Joint
Information
System
• Extended Duty Hours
• Possible WebEOC Incident
• Collier Information Line Activated
(311)
• County Administrator
• County Departments
• State Watch Office
• Local Media
• Other Appropriate Agencies
1 Full
• All Above with
Federal, State &
Military Support
• Full EOC Staffing
• 24-hour Operations
• Web EOC Incident Created
• Call Centers Activated (PSN/311)
• Security Desk
• JIC/Media Room
• County Administrator
• County Departments/Divisions
• State Watch Office
• Municipal Governments
• Elected Officials
• External Partner Agencies
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Table 10 EOC Activation Levels
6. Differences in Management Structure
a. In an emergency, Collier County's organizational structure shifts
to the Emergency Operations Center (EOC) model, as shown in
figure 7 above. This shift is done by invoking the provisions of
Chapter 252 of the Florida Statutes. The Policy Group (County
Commissioners) provides oversight, while Incident Leadership
(County Manager/EM Director) directs operations. The structure
is divided into three key sections with the Emergency Support
Functions (ESF) divided among them.
7. Lead & Support Agencies
Figure 8 presents a matrix of internal departments and their divisions,
detailing their roles as lead or supporting agencies for each Emergency
Support Function (ESF) within the Collier County Emergency Operations
Center (EOC). Departments such as County Manager Operations, Public
Safety, Public Services, Public Utilities, Growth Management, Transportation
Management, and Corporate Business Operations are listed with their
respective divisions. Each ESF is represented by a column, with divisions
designated as Lead ("L") or Supporting ("S") agencies. This structure clarifies
departmental responsibilities, ensuring coordinated and efficient operations
across functions like transportation, public works, health, mass care, and
energy support. Figure 9 represents a matrix of external partner agencies and
their roles as a lead or support agency.
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Figure 8 Internal Agencies Lead & Support by ESF
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Figure 9 External Agencies roles as Lead & Support
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IV. PREPAREDNESS
A. Preparedness Activities
1. Overview of Preparedness Efforts
Collier County engages in a comprehensive range of preparedness activities
to enhance community resilience and ensure a swift, effective response to
emergencies. These activities include planning, training, public education,
and resource management.
2. Key Activities
a. Developing and updating emergency plans and Standard
Operating Procedures (SOPs).
b. Conducting risk assessments to identify and prioritize hazards.
c. Coordinating with local, state, and federal agencies to align
preparedness efforts.
d. Engaging the public through awareness campaigns and
community outreach.
B. General Issues
1. Responsibilities
a. Development & Maintenance Responsibilities
The Emergency Management Director of Collier County is responsible
for the development, coordination, and maintenance of the CEMP.
Each agency and department involved in emergency operations must
review and update their respective SOPs annually. Regular updates to
the CEMP are conducted in accordance with state and federal
guidelines. Any changes are documented in the Plan Update Log and
disseminated to all stakeholders.
b. Post Disaster Preservation of Records
All department and division directors are responsible for the protection
and preservation of critical records. This includes maintaining
electronic and physical backups in secure locations to ensure
continuity of operations and compliance with state and federal record-
keeping requirements.
c. Special Needs Registration Process
Emergency Management manages the Special Needs Registry,
ensuring that residents requiring assistance during evacuations and
sheltering are identified and supported. Registration is promoted
through public outreach, and updates are maintained regularly to
reflect changes in the population. Collier County utilizes the State of
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Florida Special Needs Registry as the mechanism to maintain the list.
The registry can be located at: https://snr.flhealthresponse.com/.
The Human Services Program Coordinator within the Emergency
Management department is responsible for maintaining the registry
and coordinating all activities regarding special needs registry updates,
and evacuation coordination with partner agencies.
2. Public Awareness & Education
The Communications, Government & Public Affairs Division collaborates with
the Emergency Management Division to ensure effective dissemination of
critical hazard and disaster-related information to the public. Key efforts
include maintaining a comprehensive distribution list of local media outlets to
facilitate timely announcements for hurricane seminars, disaster
preparedness, and vulnerability updates.
The Emergency Management Division also manages a public-facing website
(https://bit.ly/3I1GXih) that serves as a centralized resource for educational
materials and critical emergency information. The website features:
o Maps showing gas stations with generators, evacuation routes, shelter
locations, storm surge inundation areas, and storm tide depth
analyses.
o Details on FEMA mitigation programs available to disaster victims,
governments, private non-profits, and the public.
o Emergency-specific updates, including disaster recovery center
locations, points of distribution, debris pickup schedules, and legal
assistance resources.
Additionally, the annual "All Hazards Guide," distributed to approximately
60,000 households, offers comprehensive information on local hazards and
best practices for preparedness and mitigation. This multi-channel approach
ensures broad accessibility to vital information, fostering an informed and
resilient community.
a. Public Information Process
Emergency Management and the Communications, Government &
Public Affairs department collaborate to distribute timely and accurate
information to the public. Public Information is disseminated through
multiple channels, including social media, local news outlets, the
county website, a call center (311) and community meetings.
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• NOAA Weather Radio Frequencies:
o Miami: 162.525 MHz
o Ruskin/Lee EOC: 162.475 MHz
• FM Radio Stations:
o WFGU/WMKO: 90.1 / 91.7 FM – Naples/Marco Island
o WGCU: 90.1 FM – Fort Myers
o WSRX: 89.5 FM – Naples
o WGUF: 98.9 FM – Naples
o WAFZ: 92.1 FM – Immokalee (Spanish)
o WTLT: 93.7 FM – Fort Myers/Naples
o WARO: 94.5 FM – Fort Myers/Naples
o WOLZ: 95.3 FM – Fort Myers/Naples
o WINK-FM: 96.9 FM – Fort Myers/Naples
o WAVV: 101.1 FM – Naples
o WWGR: 101.9 FM – Fort Myers
o WSGL: 104.7 FM – Naples
o WJPT: 106.3 FM – Fort Myers/Naples
o WCIW: 107.9 FM – Immokalee
• AM Radio Stations:
o WAFZ: 1490 AM – Immokalee (Spanish)
o WINK-AM: 1200 AM – Fort Myers
o WNOG: 1270 AM – Naples
o WWCL: 1440 AM – Naples (Spanish)
o WVOI: 1480 AM – Marco Island
o WCNZ: 1660 AM – Marco Island
• Television Stations:
o WGCU (PBS): Channel 30 – Fort Myers
o WBBH (NBC): Channel 20 – Fort Myers
o WZVN (ABC): Channel 26 – Fort Myers
o WFTX (FOX): Channel 36 – Cape Coral/Fort Myers
o WINK (CBS): Channel 11 – Fort Myers
o WRXY (CTN): Channel 49 – Tice
Please note that station frequencies and affiliations can
change over time. For the most accurate and up-to-date
information, it's recommended to consult the Federal
Communications Commission (FCC) database or the
respective station websites.
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Pre-disaster, the key messages focus on preparedness actions,
evacuation routes, shelter locations, safety guidelines. Post disaster
these messages will focus on the safety, security, public health and
safety, as well as the locations to find disaster relief (Points of
distribution, recovery centers, debris, and more).
b. Evacuation Zone Maps Location
Evacuation zone maps are available on the Collier County website and
at public facilities, including libraries and government offices. The
maps are updated annually or as needed to reflect any changes in
evacuation zones. The county utilizes an interactive map to help the
community find their evacuation zones based on their address. These
tools can be found at the Collier Emergency Management website:
www.collierem.org.
3. Training & Exercises
The Emergency Management Department schedules at least one disaster
exercise annually, which may include Tabletop, Drill, Functional, or Full-Scale
exercises. Participants typically include all agencies with involved in this plan.
a. Participating Agencies
Emergency Management works with local, state, and federal agencies,
non-profit organizations, and private partners to conduct training and
exercises. Key participants include the Collier County Sheriff’s Office,
Collier County EMS, local fire districts and other partner agencies
(including but not limited to non-governmental organizations, local
healthcare partners, and more).
b. Provisions for Inter-Agency Exercises
Interagency training and exercises are conducted as frequently as
practical, particularly following significant updates to the Collier
County CEMP, and are held at least annually to test coordination and
communication among responding agencies. Scenarios include
natural disasters, technological incidents, and public health
emergencies. The county may also participate in the State's annual
exercise.
c. Exercise Schedule
Each spring, the Emergency Management Division updates and
submits the Integrated Preparedness Plan (IPP) to the State, outlining
exercises based on the hazard analysis and input from the Collier
County Training and Exercise Working Group. Collier County often
participates in the annual statewide exercise. Agencies likely to
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participate in exercises are identified in the Roles and Responsibilities
overview. The exercises may take the form of the following:
• Tabletop Exercises: Focus on strategic decision-making and
scenario planning.
• Functional Exercises: Test specific emergency functions such
as communications and logistics.
• Full-Scale Exercises: Involve all participating agencies in a
simulated emergency scenario.
d. Exercise Evaluation & Corrective Action
Exercise Planning Teams should include representatives from
organizations with key roles and expertise in the plans, policies, and
procedures relevant to the selected scenario or hazard. Consistent
with HSEEP guidance, Evaluators and Controllers may include
emergency management personnel, first responders, and subject
matter experts from neighboring jurisdictions, fostering regional
collaboration. Similarly, Collier County agencies may support
neighboring exercises in a reciprocal manner.
Following each exercise, a hot-wash is conducted to gather immediate
feedback from participants. An After-Action Meeting (AAM) is
recommended within 30 days to review findings and develop an After-
Action Report (AAR) and Improvement Plan (IP). The AAR/IP, to be
completed within 90 days, identifies strengths, areas for improvement,
and specific corrective actions. Copies of the AAR/IP may be
submitted to the Florida Division of Emergency Management to fulfill
grant or other compliance requirements. The IP is then used to track
and document progress on corrective actions to enhance
preparedness.
4. Training
Trained and knowledgeable personnel are critical to the effective preparation
and execution of disaster plans. Individuals and agencies assigned
responsibilities under this plan receive specialized training and actively
participate in drills and exercises to ensure readiness.
a. Training Coordination
The Collier County Emergency Management Director coordinates local
training programs to ensure readiness for disaster response and
recovery. This includes developing the Integrated Preparedness Plan
(IPP) for submission to the Florida Division of Emergency Management
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(FDEM), outlining training and exercise priorities. The IPP is shared with
agencies, with a focus on training within Southwest Florida.
Emergency Management coordinates training for response, recovery,
and mitigation teams, including call centers, special needs registry,
damage assessments, and fiscal accounting. Agencies must ensure
personnel meet National Incident Management System (NIMS)
requirements, maintain training rosters, and document qualifications.
Specialized training is provided for tasks such as weather spotting,
damage assessments, and emergency radio operations. Identification
is issued to trained personnel for disaster area access, and specific
agencies conduct their own training programs with support as needed.
Training Costs: State-delivered G-series and FEMA Independent Study
courses are free. FEMA-resident courses include free training, lodging,
and travel reimbursement, while other expenses are covered by the
student or agency. Additional training costs are outlined in
announcements.
The Florida Division of Emergency Management monitors and shares
Federal, State, and local training opportunities, ensuring all agencies
with emergency roles are informed. Training needs for State-
sponsored courses are included in the IPP and submitted to FDEM.
b. Emergency Management Training
Disaster response and recovery operations require trained personnel,
including primary responders and specialized volunteer groups.
Volunteer organizations may require specialized training for functions
such as:
• Emergency Radio Operations
• SKYWARN (Hazardous Weather Spotting)
• Human Needs Assessment
• Community Damage/Impact Assessment
• Augmentation of Staff (e.g., EOC, staging areas)
Emergency management training for the Collier County Emergency
Operations Center (EOC) ensures that all personnel are equipped to
respond effectively to incidents, in alignment with the principles of the
National Incident Management System (NIMS). Required courses,
outlined in Table 11, cover foundational and advanced topics in
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incident management, including NIMS-compliant Incident Command
System (ICS) training.
Additionally, all EOC personnel must complete WebEOC training to
enhance real-time coordination, situational awareness, and
interoperability with partner agencies during emergencies.
Required = R
Optional = O
IS = Independent Study
IS 100 Intro to ICS IS 200 ICS for Single Resources & Initial Action Incidents IS 700 NIMS, An Introduction IS 800 National Response Framework ICS 300 ICS 400 G 191 ICS/EOC Interface G 2300 Intermediate EOC Functions IS 703 NIMS Resource Management Web EOC Non-Critical Personnel R R O
First Line Supervisors & First Responders R R R R O
Middle, Division and Department Management R R R R R O
EOC Staff & Emergency Management R R R R R R R R R R
Elected Officials R R R O Table 11 NIMS Training by Employee & Type
V. FINANCIAL MANAGEMENT
A. Financial Management Responsibility
The County Manager’s Operation is responsible for financial management during a
disaster. Upon notification of an emergency, the division reports to the Emergency
Operations Center (EOC) to support financial coordination. At the request of
Emergency Management, the division obtains a designated “Project Number” from
the Clerk of Court’s office, which is used by all Collier County agencies under the
Board of County Commissioners for tracking disaster-related expenditures.
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B. Financial Management Training & Guidance
Additionally, the division provides guidance and training on financial management
procedures during disasters, ensuring that all relevant agencies understand proper
documentation and reimbursement protocols. Throughout the response and
recovery phases, the division also provides the Resource Manager and the County
Manager with summary briefings on the status of financial transactions.
C. Mutual Aid Agreements & Memoranda of Understanding
Collier County participates in various Mutual Aid Agreements (MAAs) and
Memoranda of Understanding (MOUs) to facilitate resource-sharing during
disasters. These agreements define the terms under which the county can request
or provide assistance, ensuring coordinated and efficient disaster response and
recovery efforts.
1. Methods for Requesting Mutual Aid
As a signatory to the Statewide Mutual Aid Agreement (SMAA) and other
mutual aid arrangements, Collier County may request assistance when local
resources are insufficient to manage a disaster effectively. Requests for
mutual aid are coordinated through the Collier County Emergency
Management Division and Emergency Support Function 5 (ESF-5). These
requests must clearly specify the type of assistance needed, including
personnel, equipment, services, and supplies, along with operational details
such as deployment locations and estimated duration.
2. Responding to a Mutual Aid Request
When another jurisdiction requests assistance, the Collier County Emergency
Management Division evaluates available resources and determines the
feasibility of deploying personnel or equipment. Any deployment follows
established protocols, ensuring that responding personnel are trained and
credentialed according to the National Incident Management System (NIMS)
standards. Additionally, assisting personnel are expected to maintain proper
documentation of their activities, resource usage, and associated costs.
3. Role as Assisting Party Under Mutual Aid
As an assisting party, Collier County ensures that all mutual aid deployments
comply with financial and operational guidelines. The County maintains
detailed records of expenditures related to mutual aid activities, including
personnel time, equipment usage, and logistical expenses. These records
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support reimbursement claims under the Statewide Mutual Aid Agreement
(SMAA), the Emergency Management Assistance Compact (EMAC), and other
applicable funding mechanisms. Assisting agencies are responsible for
submitting reimbursement requests within the required timeframe and in
accordance with federal, state, and local financial policies.
D. Funding Agreement Execution Authorization
In Collier County, the Board of County Commissioners (BCC) is the primary
authority responsible for executing funding agreements with other legal entities on
behalf of the county. According to Section 2-188 of the Collier County Code of
Ordinances, the BCC is responsible for executing formal contracts exceeding
$50,000 that have a binding effect on the county, including revenue-generating
contracts.
For contracts valued at $50,000 or less, execution authority may be delegated to
county administrators or department heads, depending on the procurement policy's
established thresholds and internal procedures. Agencies and departments under
the BCC must adhere to these procurement policies and procedures when entering
into funding agreements.
Entities within Collier County that execute funding agreements under their
respective authorities include the Board of County Commissioners, agencies
funded through General Revenue, independent Fire Districts, municipal
governments, Collier County Public Schools, and various taxing districts. Each
entity is responsible for managing its own financial agreements in accordance with
county procurement policies and procedures to ensure proper oversight and
accountability.
E. Funding Sources
Collier County secures financial assistance for acquiring and maintaining
emergency operations equipment, vehicles, and support facilities through a
combination of local and external funding sources. The primary funding sources
include Collier County General Revenue, as well as state and federal grants when
available.
Key grant programs that support emergency management efforts include the
Emergency Management Performance Grant (EMPG) and the Emergency
Management Performance Agreement (EMPA). Additionally, Collier County pursues
hazard mitigation grants and other funding opportunities from state and federal
agencies to enhance disaster preparedness and resilience.
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The Emergency Management Division is responsible for identifying, applying for, and
managing these funding sources to ensure the county’s emergency preparedness
capabilities remain operational and sustainable. Table 8, Emergency Management
Support Facilities, provides an overview of critical facilities, staging areas, and
landing zones that benefit from these funding sources.
F. Financial Documentation and Record Maintenance
Collier County maintains strict financial documentation and record-keeping
procedures to ensure accountability and compliance during emergency operations.
The county follows established protocols for processing and maintaining records of
all expenditures and obligations related to manpower, equipment, and materials.
The Collier County Procurement Services Division, as outlined in Section 2-196 of
the Collier County Code of Ordinances, is responsible for maintaining procurement
records in accordance with Florida’s Public Records Law (Chapter 119, Florida
Statutes). This includes ensuring that all procurement activities related to
emergency response and recovery are properly documented, tracked, and stored.
The Collier County Clerk of the Circuit Court & Comptroller oversees financial
processing and reporting for all county expenditures, ensuring compliance with
accounting standards and facilitating accurate financial documentation. This office
is responsible for maintaining official records of all financial obligations incurred
during emergency operations, including payroll, contractual agreements, and
resource expenditures.
During disaster response and recovery, these agencies coordinate with the
Emergency Management Division to ensure all financial transactions comply with
county, state, and federal regulations. Proper documentation supports the county’s
eligibility for reimbursement under disaster assistance programs and ensures
transparency in emergency financial management.
1. Documentation and Reimbursement Procedures
Collier County follows established procedures to ensure proper
documentation and financial accountability for all disaster-related
expenditures. The Procurement Services Division, as outlined in Section 2-188
of the Collier County Code of Ordinances, is responsible for maintaining
records of procurement activities, which is critical for tracking expenditures
and obligations during emergency response and recovery operations.
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Additionally, Chapter 38, Article I, Section 38-1 of the Collier County Code of
Ordinances establishes the framework for post-disaster recovery efforts,
including the formation of a Post-Disaster Recovery Task Force. This task force
plays a key role in coordinating recovery operations and ensuring that all
necessary documentation is maintained for reimbursement purposes.
Collier County adheres to FEMA’s Public Assistance (PA) reimbursement
process and applicable Florida Division of Emergency Management (FDEM)
disaster funding procedures to recover eligible expenses incurred during
disaster response and recovery. FDEM serves as the administrative entity for
FEMA reimbursements at the state level, ensuring that local jurisdictions
receive funding for eligible response and recovery costs.
To comply with FEMA and state disaster reimbursement requirements, Collier
County agencies follow these financial documentation standards:
(a) Expense Tracking – All disaster-related expenditures, including
personnel, equipment, materials, and contracts, must be recorded and
categorized according to FEMA and state reimbursement guidelines.
(b) Procurement Compliance – All purchases and contracts must follow
federal procurement standards (2 CFR Part 200) and Collier County
procurement policies to maintain reimbursement eligibility.
(c) Damage Assessments & Cost Documentation – Agencies must
document all damage assessments, response activities, and associated
costs in detail to support claims for federal and state assistance.
(d) Submission & Reimbursement Process – The Collier County Emergency
Management Division coordinates with FDEM and FEMA to submit
reimbursement claims, provide required documentation, and respond to
audits or financial reviews.
Collier County also follows Statewide Mutual Aid Agreement (SMAA) and
Emergency Management Assistance Compact (EMAC) reimbursement
protocols, ensuring that financial obligations related to mutual aid
deployments are documented and submitted within required timeframes.
These established procedures enable the county to maintain compliance with
federal, state, and local financial policies, supporting timely and efficient
disaster recovery efforts.
G. Financial Relationship with Municipalities
In a disaster situation, each municipality, jurisdiction, and special district within
Collier County functions as its own applicant for financial assistance and is
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responsible for its own financial management. While Collier County coordinates
emergency response and recovery efforts, each entity retains full accountability for
documenting expenditures, processing reimbursements, and managing disaster-
related financial obligations independently.
Each municipality, independent fire district, taxing district, and other governmental
entity is responsible for:
(a) Managing Its Own Disaster Funds – This includes tracking response and
recovery costs, ensuring compliance with federal and state funding
requirements, and submitting reimbursement requests.
(b) Applying for Public Assistance (PA) Grants – Each jurisdiction must
apply separately for FEMA Public Assistance (PA) funding and other state
or federal disaster aid programs.
(c) Maintaining Financial Records – Municipalities and special districts
must follow FEMA and Florida Division of Emergency Management
(FDEM) guidelines to properly document personnel time, equipment
usage, procurement activities, and expenditures.
(d) Ensuring Compliance with Procurement Regulations – Each
jurisdiction must adhere to federal procurement standards (2 CFR Part
200) and local procurement policies to ensure eligibility for
reimbursement.
(e) Executing Mutual Aid Financial Agreements – If a municipality or
special district provides or receives mutual aid assistance, it is
responsible for tracking costs and ensuring proper billing and
reimbursement under the Statewide Mutual Aid Agreement (SMAA) or the
Emergency Management Assistance Compact (EMAC).
Collier County’s role in financial management during disasters is primarily
coordination and support, ensuring that all jurisdictions within the county have the
necessary guidance to navigate reimbursement processes. However, the Collier
County Board of County Commissioners (BCC) only manages financial agreements
for agencies under its authority, while municipalities, independent fire districts, and
other jurisdictions execute their own funding agreements.
This structure ensures that each entity maintains direct control over its financial
recovery efforts while benefiting from coordinated disaster response operations
across Collier County.
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VI. REFERENCES & AUTHORITIES
A. Local Responsibilities
Collier County is responsible for developing, maintaining, and executing emergency
management programs to ensure preparedness, response, recovery, and mitigation
capabilities, as required under Florida State Statutes Chapter 252 – Emergency
Management. The Collier County Emergency Management Division, under the
direction of the Board of County Commissioners (BCC), serves as the coordinating
entity for disaster operations, ensuring compliance with state-mandated
responsibilities outlined in F.S. 252.38.
Key responsibilities, as required under Florida State Statutes Chapter 252, include:
• Activating and operating the Emergency Operations Center (EOC) during
disasters – Per F.S. 252.38(2)(a), Collier County is responsible for
coordinating emergency operations and ensuring that emergency response
resources are effectively managed.
• Coordinating with municipalities, independent districts, and state and
federal agencies – As outlined in F.S. 252.38(1)(b), the county must integrate
emergency management functions with local, state, and federal agencies to
ensure a unified response.
• Implementing emergency plans and ensuring compliance with
applicable regulations – Under F.S. 252.38(2)(b), the county is required to
develop, update, and implement emergency management plans that align
with state and federal guidelines.
• Managing public information, disaster recovery programs, and financial
documentation for reimbursement – In accordance with F.S. 252.38(3)(a),
Collier County must maintain proper documentation to support financial
accountability and facilitate access to disaster assistance programs,
including FEMA Public Assistance (PA) grants.
These statutory responsibilities ensure that Collier County can effectively prepare
for, respond to, and recover from disasters while maintaining compliance with
Florida’s emergency management laws.
B. Ordinances & Administrative Rules (EM Activities)
Collier County’s emergency management responsibilities are guided by a
combination of local ordinances, resolutions, and administrative codes. These
regulations establish the legal framework for preparedness, response, recovery, and
mitigation efforts within the county.
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Key ordinances and administrative rules incorporated by reference include:
1) Chapter 38 – Civil Emergencies (Collier County Code of Laws)
a) Article I. Post-Disaster Recovery and Reconstruction Management –
Establishes procedures for rebuilding and recovery after a disaster.
b) Article III. Declaration of State of Emergency – Defines the legal authority for
declaring and enforcing local emergency measures.
c) Article IV. Automotive Fuel Allocation – Regulates fuel distribution during
emergencies to prioritize critical response operations.
2) Collier County Resolution 90-286
a) Authorizes public works mutual aid agreements between Collier County and
other Florida counties and municipalities for disaster response and
infrastructure repair.
3) Collier County Ordinance 75-19 (Coastal Construction Setback Line)
a) Establishes coastal development restrictions to mitigate damage from
hurricanes, storm surge, and sea-level rise.
4) Collier County Ordinance 90-31 (Flood Damage Prevention Ordinance
Amendment)
a) Regulates floodplain management, building code compliance, and
mitigation measures to reduce flood-related damage.
5) Collier County Ordinance 91-28 (Zoning Regulations Amendment)
a) Establishes zoning requirements that impact post-disaster reconstruction,
land use restrictions, and hazard mitigation planning.
6) Office of the County Manager, Administrative Code 5900
a) Defines policies regarding the Cessation of Normal Government Activities,
Personnel Roles and Responsibilities during Emergencies, and Emergency
Disaster Pay for county employees involved in disaster response and
recovery.
These ordinances, resolutions, and administrative codes ensure that Collier County
has the necessary legal framework and operational policies to effectively manage
emergencies, coordinate interagency response, and comply with state and federal
emergency management requirements.
C. Statutory & Administrative Authorities (Fiscal Procedures)
Collier County follows state and federal financial procedures during disaster
operations. Key authorities include:
• Florida Statutes Chapter 252 – Emergency Management
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o Mandates the establishment of a local emergency management
agency.
o Requires Collier County to coordinate disaster response and financial
tracking for FEMA Public Assistance (PA) reimbursement.
• The Robert T. Stafford Disaster Relief and Emergency Assistance Act
(Stafford Act) (42 U.S.C. 5121 et seq.)
o Authorizes the provision of federal disaster assistance through FEMA’s
Public Assistance (PA) and Individual Assistance (IA) programs.
o Establishes the framework for federal cost-sharing, allowing Collier
County to recover eligible expenses incurred during disaster response
and recovery.
o Defines reimbursement guidelines for debris removal, emergency
protective measures, and infrastructure repairs.
• Collier County Code of Ordinances Section 2-188 (Procurement Policies)
o Outlines procurement procedures, including financial management of
disaster-related expenditures.
o Assigns responsibility for financial documentation and compliance
with Florida’s Public Records Law (Chapter 119, Florida Statutes).
• Collier County Clerk of the Circuit Court & Comptroller
o Oversees financial processing and reporting for disaster-related
expenditures, ensuring compliance with state and federal fiscal
regulations.
D. Supporting Plans
Collier County’s emergency management efforts are supported by a combination of
federal, state, and local plans, procedures, and operational guidelines that
supplement the Comprehensive Emergency Management Plan (CEMP). These
documents provide a framework for disaster response, recovery, mitigation, and
preparedness activities.
• Federal Plans & Guidelines:
o Federal Disaster Assistance Program - Title 44, Code of Federal
Regulations, Part 206
o National Response Framework
o FEMA’s Assistance for Governments & Private Non-Profits After a
Disaster
o FEMA Public Assistance Policy Guide
o Homeland Security Presidential Directives
• State Plans & Guidelines:
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o Florida Comprehensive Emergency Management Plan
o Florida Executive Order 80-29
o Statewide Emergency Shelter Plan
o Statewide Regional Evacuation Study for the Southwest Florida
Region
o State of Florida Resource and Financial Management Policy and
Procedures
o Florida Department of Health - Guidelines for Special Needs Shelters
o State of Florida Emergency Alert System (EAS) Plan
o LEPC District 9 Emergency Management Plan for Hazardous Materials
o USCG Sector St. Petersburg Area Contingency Plan
• Local Plans & Policies:
o Collier County Comprehensive Emergency Management Plan (CEMP)
o Collier County Local Mitigation Strategy (LMS)
o Collier County Procurement Plan
o Collier County Disaster Housing Strategy
o Collier County Fuel Spill Policy
o Collier County Marinas Management Plan
o Collier County Mobile Home Park Listing
o Collier Emergency Information Hotline Procedures
o Collier County’s Points of Distribution (PODs) & Community Staging
Areas (CSAs)
• Standard Operating Guidelines (SOGs) & Emergency Procedures:
o Hurricane Evacuation Procedures – SOG #1
o Civil Emergency Message Dissemination – SOG #3
o Unified Media Management – SOG #4
o Emergency Support Function Responsibilities – SOG #5
o Initial Recovery Process – SOG #8
o Emergency Operations Center (EOC) Activation – SOG #9
o Satellite Radio & Telephone Operations Communications – SOG #10
o Special Needs Registry Program – SOG #16
o RACES Communications Plan – SOG #21
o Special Needs Phone Bank – SOG #22
o Immokalee Recovery and Coordination Center (IRCC) – SOG #23
o HazMat Emergency Response – SOG #24
o Satellite Mutual Aid Radio Talk group – SOG #25
o Collier Emergency Information Hotline – SOG #27
o Alternate Location Activation and Testing – SOG #28
o Essential Personnel Family Assistance – SOG #29
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o Emergency Refueling – SOG #30
o Shelter Operations – SOG #31
o Mutual Aid Assistance/ EMAC Requests – SOG #38
• Technical & Scientific Resources:
o NOAA - Sea, Lake, Overland Surge from Hurricanes (SLOSH)
o Public Service Announcements (Tropical Depression, Tropical Storm,
Hurricane)
These supporting plans, guidelines, and operational procedures ensure that Collier
County’s emergency management framework aligns with federal, state, and local
policies, facilitating effective disaster preparedness, response, recovery, and
mitigation efforts.
E. Mutual Aid & Agreements Listing
Collier County has established several Interlocal Agreements (ILAs), Memoranda of
Understanding (MOUs), Memoranda of Agreement (MOAs), and Mutual Aid
Agreements (MAAs) to enhance emergency preparedness, response, recovery, and
mitigation efforts. These agreements facilitate cooperation between Collier County,
local municipalities, state and federal agencies, and regional partners.
• Mutual Aid Agreements (MAAs):
o Statewide Mutual Aid Agreement (SMAA) – Enables Collier County to
request and provide disaster assistance to other jurisdictions within
Florida during emergencies and disasters.
o Emergency Management Assistance Compact (EMAC) – Facilitates
interstate disaster response and recovery assistance between Florida
and other participating states.
o Collier County Fire & Rescue Mutual Aid Agreements – Establishes
coordinated fire, EMS, and hazardous materials (HazMat) response
among independent fire districts, municipal fire departments, and
regional partners.
o HazMat Emergency Response Mutual Aid Agreement – Coordinates
hazardous materials incident response and resource-sharing
between Collier County and regional partners.
• Interlocal Agreements (ILAs):
o Interlocal Agreement with the City of Marco Island for Debris Removal
– Defines responsibilities and coordination procedures for post-
disaster debris management operations between Collier County and
Marco Island.
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o Interlocal Agreement with Lee County for Emergency Medical
Services (EMS) Mutual Aid – Establishes a framework for mutual aid
EMS response, including Advanced Life Support (ALS) transport and
air medical support in disaster situations.
o Interlocal Agreement with Hendry County for Emergency Medical
Services (EMS) Mutual Aid – Similar to the Lee County agreement, this
outlines EMS resource sharing and disaster medical response
coordination between Collier and Hendry Counties.
o Amended & Restated Interlocal Agreement for the Creation of the
Collier Metropolitan Planning Organization (MPO) – Ensures
coordinated disaster transportation planning and evacuation route
management between Collier County, municipalities, and the Florida
Department of Transportation (FDOT).
o Interlocal Agreement with the City of Naples for Emergency
Operations Coordination – Establishes operational coordination for
emergency response, resource allocation, and public safety between
the City of Naples and Collier County.
• Memoranda of Understanding (MOUs):
o MOU with the Florida Division of Emergency Management (FDEM) –
Defines state-county cooperation for emergency shelter operations,
disaster response coordination, and public assistance grant
processing.
o MOU for Emergency Shelter Operations – Outlines agreements with
regional partners and agencies to support mass care, special needs
shelters, and emergency housing operations during disasters.
o MOU with the Collier County Public Schools for Emergency Shelters –
Establishes school facilities as designated shelters and details
staffing, resource allocations, and operational responsibilities.
o MOU for Disaster Recovery Coordination – Establishes partnerships
with regional and state agencies to facilitate post-disaster recovery
planning, financial reimbursement, and long-term housing solutions.
o MOU with the U.S. Coast Guard & Local Maritime Agencies –
Coordinates emergency response, marine search & rescue
operations, and post-disaster maritime recovery.
• Memoranda of Agreement (MOAs):
o MOA for Disaster Housing Coordination – Defines roles,
responsibilities, and financial management for disaster housing
programs in partnership with state and federal agencies.
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o MOA for Collier County Emergency Fuel Supply & Distribution –
Establishes fuel priority agreements with suppliers to maintain fuel
availability for emergency response vehicles, generators, and critical
infrastructure.
o MOA with Regional Healthcare Facilities for Medical Surge Capacity –
Provides an operational framework for hospitals, emergency clinics,
and medical facilities to expand capacity during major disasters.
These agreements ensure that Collier County has the necessary legal, operational,
and financial frameworks in place to effectively coordinate disaster response,
recovery, and mitigation efforts with local, regional, state, and federal partners.
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ANNEX 1
RECOVERY &
MITIGATION
2025
ABSTRACT
The 2025 Recovery Annex outlines Collier
County's post-disaster recovery framework,
detailing damage assessment functions,
coordination with state and federal agencies,
and long-term recovery priorities. This annex
integrates Initial and Joint Damage
Assessments (IDA/JDA), floodplain
management considerations, private-sector
coordination, and GIS-based data collection,
ensuring a streamlined and compliant recovery
process aligned with FEMA and State of Florida
guidelines.
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I. INTRODUCTION
Following a disaster, many critical post-disaster concerns must be addressed through a
coordinated local, state, and federal effort. This section of the Collier County
Comprehensive Emergency Management Plan (CEMP) outlines the process for assessing
needs and administering state and federal disaster assistance.
Disaster recovery focuses on restoring the community to pre-disaster conditions or better.
Local agencies, led by Collier County Emergency Management, coordinate recovery
activities with support from the Florida Division of Emergency Management (FDEM), the
Federal Emergency Management Agency (FEMA), non-profit organizations, private sector
partners, and community groups.
Note: Collier County has a State & FEMA-approved Local Mitigation Strategy (LMS),
which expires on April 25, 2025. This LMS serves as a guiding framework for hazard
mitigation efforts and is integrated into Collier County’s recovery strategy to reduce
future disaster risks.
The following Disaster Recovery Functions (DRFs) are essential to Collier County's recovery
process:
• Damage Assessment: Evaluating damage to properties, infrastructure, and critical
facilities to guide recovery priorities.
• Disaster Recovery Centers (DRCs): Providing accessible locations for disaster
survivors to obtain information, apply for aid, and receive services.
• Infrastructure and Public Assistance: Coordinating repairs to public infrastructure
and administering assistance programs.
• Debris Management: Removing, reducing, and disposing of disaster-related debris
to support safe recovery.
• Community Response Coordination: Partnering with agencies, non-profits,
volunteers, and the private sector to address recovery needs.
• Unmet Needs Coordination: Identifying and addressing gaps in assistance through
collaboration with community organizations.
• Emergency Temporary Housing: Providing interim housing for displaced residents
while long-term solutions are implemented.
These functions aim to ensure a resilient, efficient recovery process that strengthens the
community against future hazards.
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II. GENERAL
A. Primary Agency
The Collier County Emergency Management Division is the primary agency
responsible for coordinating disaster recovery activities within the county. Under the
leadership of the Emergency Management Director, the division oversees the
implementation of recovery functions, ensuring collaboration with local, state, and
federal partners, including the Florida Division of Emergency Management (FDEM)
and the Federal Emergency Management Agency (FEMA). This coordination facilitates
the efficient administration of disaster assistance and the restoration of the
community.
Under the direction of the Emergency Management Director, the Emergency
Management Planning Coordinator is responsible for overseeing all local mitigation
activities and ensuring alignment with the Local Mitigation Strategy (LMS) Working
Group. This position works closely with municipal agencies, state partners, and
community stakeholders to:
• Identify and prioritize hazard mitigation projects that address vulnerabilities
exposed during disaster recovery.
• Serve as the liaison between Emergency Management and the LMS Working
Group, facilitating integration of mitigation actions into local planning and
recovery.
• Guide the county’s applications for FEMA Hazard Mitigation Assistance (HMA)
grants, including post-disaster opportunities.
• Ensure that mitigation strategies complement long-term recovery objectives,
particularly infrastructure resilience and flood risk reduction.
B. Recovery Primary & Support Roles
Disaster recovery in Collier County involves a coordinated effort among various
primary and support agencies to ensure an efficient and comprehensive restoration
process. Each agency plays a distinct role in addressing the wide-ranging impacts of a
disaster, from infrastructure repair to community support services.
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Primary & Support Agencies
Recovery Function Primary Agencies (P) Support Agencies (S)
Damage Assessment Growth Management Community
Development Department
Property Appraiser, Collier Sheriff,
Public Services Department, Fire
Districts
Disaster Recovery Centers
(DRCs)
Emergency Management Public Services Department, Growth
Management Community
Development Department, American
Red Cross
Infrastructure and Public
Assistance
Public Services Department Public Utilities Department,
Transportation Management Services
Department, Growth Management
Community Development
Department, Collier Sheriff
Debris Management Public Services Department Solid & Hazardous Waste
Management, Transportation
Management Services Department,
Fire Districts
Community Response
Coordination
Emergency Management Collier County Community and
Human Services Division, Voluntary
Agencies (American Red Cross,
Salvation Army), Collier Sheriff, Fire
Districts
Unmet Needs Coordination Collier County Community and
Human Services Division
Salvation Army, American Red Cross,
Non-Governmental Organizations
(Meals on Wheels, VOAD)
Emergency Temporary
Housing
Emergency Management Public Services Department, Growth
Management Community
Development Department, American
Red Cross
C. Recovery Roles & Responsibilities
In disaster recovery, lead and support agencies collaborate to ensure an efficient,
coordinated response. The Collier County Emergency Management Division, as the
lead agency, oversees recovery efforts, coordinates with local, state, and federal
partners, and manages resource allocation. Support agencies, including county
divisions, non-profits, and private sector partners, provide specialized expertise,
resources, and direct assistance. This partnership ensures that all aspects of the
community's recovery needs are met. The table below outlines the roles each agency
plays in the recovery process.
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Primary Agency
Agency Roles and Responsibilities
Collier County Emergency
Management Division
Coordinates all recovery operations and resources; facilitates
communication with local, state, and federal partners; oversees
Disaster Recovery Centers (DRCs).
Support Agencies
Agency Roles and Responsibilities
Collier County Division of Planning &
Zoning – Building Review
Conducts structural damage assessments; enforces building codes;
supports safe reconstruction efforts.
Collier County Public Utilities
Division
Restores water, wastewater, and stormwater systems; ensures public
utilities are safe and functional.
Collier County Transportation
Management Services Division
Assesses and repairs roads, bridges, and transportation
infrastructure; ensures safe access for recovery efforts.
Florida Department of Health in
Collier County
Provides public health services; monitors environmental health;
ensures food, water, and sanitation safety.
Collier County Code Enforcement
Division
Enforces local codes for safe occupancy; identifies hazardous
conditions post-disaster.
Collier County Solid & Hazardous
Waste Management Division
Coordinates debris removal and hazardous waste disposal; ensures
efficient waste management.
Collier County Housing, Human &
Veteran Services Division
Provides temporary housing solutions; supports long-term housing
recovery; coordinates services for vulnerable populations.
Collier County Public
Communications & Government
Affairs Division
Manages public information and media relations; ensures consistent
communication regarding recovery efforts.
Community Emergency Response
Teams (CERT)
Conduct initial neighborhood damage assessments; assist with minor
debris clearance and resident support.
Voluntary Agencies Active in
Disasters (VOAD)
Provide food, shelter, and emotional support; coordinate with non-
profits and faith-based organizations.
Emergency Support Functions (ESFs)
ESF 6 – Mass Care: Provides sheltering and emergency assistance.
ESF 8 – Public Health: Delivers medical care.
ESF 12 – Energy: Supports utility restoration.
ESF 14 – Public Information: Manages public communication.
Private Sector Partners Restore critical services (utilities, telecommunications); support
economic recovery efforts.
Collier County Sheriff’s Office Provides security for recovery operations; maintains public order;
controls access to hazardous areas.
Collier County Fire-Rescue Districts Conduct search and rescue; provide fire suppression and hazardous
materials response.
Collier County Public Schools Provide facilities for shelters and recovery; support continuity of
education.
Faith-Based Organizations Offer emotional and spiritual support; provide shelter, food, and
recovery assistance.
Non-Profit Organizations Deliver specialized recovery services (mental health, legal aid,
financial assistance); support vulnerable populations.
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1. Recovery Liaison
The Collier County Emergency Management Director serves as the primary
liaison with the Joint Field Office (JFO) and State recovery staff. This role
ensures effective coordination and communication between local, state, and
federal agencies throughout the disaster recovery process.
2. Recovery Coordinator
The Collier County Emergency Management Director is responsible for
coordinating all recovery activities between the County and its municipalities.
This position ensures consistent communication, resource sharing, and
alignment of recovery operations across local jurisdictions, facilitating an
integrated and efficient recovery process.
D. Recovery Coordination with Municipalities and State
Collier County’s recovery operations are guided by structured coordination
mechanisms that ensure efficient collaboration with municipalities and the State. The
Emergency Management Director serves as the primary liaison, facilitating
communication and resource sharing to support unified recovery efforts across
jurisdictions.
• Information Gathering: The County employs standardized protocols for
collecting, analyzing, and disseminating recovery-related information.
Municipalities conduct damage assessments and submit situational reports to
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the County, which are aggregated to guide resource allocation and strategic
planning.
• Coordination for Assistance and Support: Procedures are established for
municipalities to request recovery assistance from the County. The County, in
turn, coordinates with the State to secure additional resources and support,
ensuring that municipal recovery operations are adequately resourced and
aligned with broader recovery objectives.
• Emergency Support Function (ESF) Coordination: Recovery activities are
organized under the ESF structure, with each ESF assigned specific
responsibilities for functional areas such as infrastructure, public health, and
mass care. Primary and support agencies collaborate across county,
municipal, and state levels to streamline recovery operations, enhance
resource efficiency, and ensure continuity of services.
This comprehensive coordination framework promotes a unified, resilient recovery
process that addresses the diverse needs of Collier County’s communities.
E. Concept of Recovery Operations
This section should outline the process for an effective transition from response
and recovery operations and administration of state and federal disaster
assistance.
1. Response to Recovery Transition
The transition from response to recovery operations in Collier County is a
phased and coordinated process designed to ensure continuity of operations
and efficient resource management. This transition is initiated when
immediate life-saving activities, hazard stabilization, and emergency
protective measures are largely complete, and the focus shifts to restoring
essential services, infrastructure, and community functions.
• Incident Stabilization and Initial Recovery Assessment: As response
operations stabilize, damage assessments are conducted by field
teams, including municipal partners and county agencies. These
assessments inform the prioritization of recovery activities and identify
immediate recovery needs, such as debris removal, infrastructure
repair, and temporary housing.
• Activation of Recovery Functions: The Emergency Management Director
oversees the activation of Disaster Recovery Functions (DRFs) and
coordinates with Emergency Support Functions (ESFs) to begin
recovery operations. Key recovery stakeholders, including municipal
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liaisons and state partners, are engaged to align recovery efforts and
ensure resource availability.
• Establishment of Disaster Recovery Centers (DRCs): As part of the
transition, Disaster Recovery Centers (DRCs) are established to provide
centralized locations for public assistance, information dissemination,
and coordination of state and federal recovery resources.
• Demobilization of Response Resources: Response teams are gradually
demobilized as recovery operations scale up. Critical response
personnel may be reassigned to support recovery activities, ensuring
continuity in operations and knowledge transfer.
• Ongoing Coordination: Regular coordination meetings, situational
reports, and status updates are maintained to ensure seamless
communication among local, state, and federal partners throughout the
transition. The Emergency Management Division continues to monitor
recovery progress and adjusts operations as needed to address
emerging recovery needs.
This structured transition process ensures that recovery efforts are efficiently
launched without interruption, facilitating a smooth progression from
emergency response to full community restoration.
2. Coordination of Recovery with State and Federal Government
Collier County coordinates its recovery efforts with federal and state partners
through established protocols that ensure seamless integration with Joint Field
Office (JFO) operations. The Emergency Management Director serves as the
primary liaison to the JFO, facilitating direct communication and collaboration
between county, state, and federal agencies.
• Unified Command and Information Sharing: Collier County participates
in Unified Command structures with JFO representatives to ensure that
recovery strategies align with federal and state objectives. Regular
briefings, situation reports, and resource requests are shared through
established communication channels, ensuring consistent information
flow and situational awareness across all levels of government.
• Resource Coordination and Allocation: The County works closely with
the JFO to request and manage federal and state recovery resources,
including Public Assistance (PA) and Individual Assistance (IA)
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programs. This coordination ensures that resources are prioritized
based on the county’s recovery needs and that assistance is delivered
efficiently to impacted communities.
• Deployment of Liaison Officers: Designated county liaison officers are
embedded within the JFO to maintain real-time communication,
expedite decision-making processes, and streamline coordination of
recovery efforts. These liaisons facilitate the flow of information
between the County’s Emergency Operations Center (EOC) and the JFO.
• Integration of Emergency Support Functions (ESFs): Collier County’s
ESF structure is aligned with federal and state ESFs, allowing for
streamlined coordination across functional areas such as
infrastructure restoration, public health, and housing. County ESF leads
collaborate directly with their state and federal counterparts to ensure
consistent recovery operations and resource sharing.
• Ongoing Recovery Planning and Reporting: Collier County actively
participates in recovery planning sessions and progress reviews
conducted by the JFO. This collaboration ensures that recovery goals,
timelines, and resource needs are continually reassessed and adjusted
to meet evolving conditions on the ground.
Through these coordinated efforts, Collier County ensures that its recovery
operations are fully integrated with federal and state support systems,
facilitating a unified and efficient approach to disaster recovery.
3. State and Federal Disaster Assistance Administration
Following a presidential disaster declaration, Collier County engages in a
coordinated process to obtain and administer state and federal disaster
assistance, ensuring that resources are efficiently allocated to support
recovery efforts.
• Damage Assessment and Documentation:
The process begins with local damage assessments conducted by county
agencies, municipalities, and partner organizations. These assessments
are compiled and submitted to the Florida Division of Emergency
Management (FDEM) to support the request for federal assistance. Once a
presidential disaster declaration is granted, the County works with the
state and federal partners to refine and finalize damage reports.
• Activation of Public and Individual Assistance Programs:
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After the declaration, the County, in coordination with the Federal
Emergency Management Agency (FEMA) and FDEM, activates Public
Assistance (PA) and Individual Assistance (IA) programs. PA supports the
restoration of public infrastructure, while IA provides financial assistance
and services to affected individuals and households. The Emergency
Management Division serves as the lead agency coordinating these
programs at the county level.
• Establishment of Disaster Recovery Centers (DRCs):
The County, in collaboration with FEMA and FDEM, establishes Disaster
Recovery Centers (DRCs) to serve as accessible locations where residents
can apply for assistance, receive information, and access various support
services. These centers are staffed by federal, state, and sometimes local
representatives.
• Applicant Briefings and Grant Management:
Collier County coordinates applicant briefings for local governments, non-
profits, and other eligible entities to provide detailed guidance on the
application process for Public Assistance (PA) grants. These briefings
outline eligibility criteria, documentation requirements, and timelines to
ensure applicants are well-informed about the recovery funding process.
While the County Manager’s Operations oversees the administration and
financial management of these grants at the county level, each applicant is
responsible for managing their own documentation, grant compliance, and
reporting requirements. This includes maintaining accurate records,
submitting required documentation, and ensuring proper use of funds in
accordance with federal and state regulations. The County provides
technical assistance as needed but does not assume responsibility for
individual applicants' grant management. According to FEMA those entities
that should attend the applicant’s briefing are:
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• Resource Allocation and Project Implementation:
Each applicant, including municipalities, non-profits, and other eligible
entities, is solely responsible for managing and implementing their own
recovery projects. This includes overseeing activities such as infrastructure
repair, debris removal, and public facility restoration. The County does not
coordinate with municipalities or other applicants on resource allocation or
project implementation. Collier County is only responsible for managing its
own recovery projects and ensuring compliance with applicable state and
federal regulations for County-specific initiatives. All applicants are required
to submit regular progress reports directly to the Florida Division of
Emergency Management (FDEM) and the Federal Emergency Management
Agency (FEMA) to track the status of their funded projects and maintain
compliance with grant requirements.
• Auditing and Closeout:
Each applicant is responsible for ensuring that their disaster assistance
funds are used in compliance with applicable federal and state regulations.
After project completion, applicants must conduct their own closeout
processes, which include final reporting, audits, and financial
Applicant Type Description
State Governments State agencies and departments involved in disaster response
and recovery.
Tribal
Governments
Federally recognized tribes, which can apply either directly to
FEMA or through the state.
Territorial
Governments
U.S. territories like Puerto Rico, Guam, U.S. Virgin Islands, and
American Samoa.
Local
Governments
Counties, cities, towns, villages, and other political
subdivisions.
Special Districts
and Authorities
Entities like school districts, utility districts, fire districts, flood
control districts, and public hospitals.
Private Non-Profit
(PNP)
Organizations
Must own or operate facilities providing:
- Critical Services: Education, utilities, emergency medical
care, fire/rescue, communications.
- Essential Services: Community centers, libraries,
homeless shelters, senior centers, daycare facilities,
houses of worship (with restrictions).
Certain Non-
Governmental
Entities
Private entities performing services of a governmental nature
under contract with a public entity.
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reconciliation. This includes maintaining accurate documentation and
ensuring that all expenditures align with grant requirements. For County-
managed projects, the Emergency Management Division and the Corporate
Financial & Management Services Department oversee the documentation,
auditing, and closeout process to ensure compliance. The County has no
role in the documentation, audit, or closeout procedures for any other
applicants.
This structured process ensures that state and federal disaster assistance is
efficiently obtained and administered to support the recovery and resilience of
Collier County.
4. Undeclared Disaster Recovery Activities
For disasters that do not meet the criteria for a state or federal declaration,
Collier County follows a structured recovery process to manage local response
and restoration efforts effectively. These activities are coordinated through
existing county resources and partnerships to ensure a timely and efficient
recovery.
• Incident Command and Coordination: The Incident Command
System (ICS) is activated to manage response and recovery efforts. The
designated Incident Commander—typically the senior on-scene official
from the lead agency—coordinates activities from a Field Command
Post (FCP). If the incident's scope requires additional coordination, the
Collier County Emergency Operations Center (EOC) may be partially or
fully activated to provide logistical and operational support to the field.
• Damage Assessment: The County deploys Damage/Impact
Assessment Teams to evaluate the extent of damage to public
infrastructure, private properties, and critical facilities. These
assessments guide the prioritization of recovery activities and resource
allocation. Municipalities are responsible for conducting their own
assessments and reporting findings to ESF-5 (Planning & Intelligence) at
the EOC.
• Resource Allocation and Local Assistance: In the absence of state or
federal aid, recovery resources are managed at the county level. The
County coordinates with municipal agencies, local contractors, and
non-profit organizations to support activities such as debris removal,
infrastructure repair, and public facility restoration. While the County
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oversees its own projects, municipalities and other eligible entities are
responsible for managing their individual recovery efforts.
• Community Support and Unmet Needs Coordination: The Collier
Organizations Active in Disasters (COAD) and the Unmet Needs
Committee are activated to address the essential needs of disaster-
affected residents. These groups coordinate volunteer efforts, donated
goods, and services to fill gaps in assistance. The Volunteer Agency and
Recovery Coordinator within the Emergency Management Division
leads this coordination, ensuring collaboration with municipal
representatives and community organizations.
• Public Communication and Outreach: The County ensures consistent
public messaging through the Public Communications & Government
Affairs Division, providing updates on recovery progress, available
resources, and safety information. Community Relations Teams are
also deployed to engage directly with affected residents, identify unmet
needs, and disseminate recovery information.
• Financial Management and Documentation: Although no federal
funding is available for undeclared disasters, the County maintains
thorough documentation of response and recovery expenditures. This
ensures fiscal accountability and preparedness for potential
reimbursement through state programs or future grant opportunities.
By leveraging local resources, partnerships, and established procedures,
Collier County ensures an organized and effective recovery process for
undeclared disasters, fostering community resilience and minimizing long-
term impacts.
III. RECOVERY FUNCTIONS
A. Damage Assessment Functions
Damage assessment is essential for identifying the impact of a disaster and
determining the need for assistance. It begins with an Initial Damage Assessment
(IDA) by local teams, followed by a Joint Damage Assessment (JDA) with state and
federal agencies to verify and document damages for recovery support.
1. Initial Damage Assessment
The Initial Damage Assessment (IDA) is the first step in evaluating the effects of
a disaster, providing a rapid overview of damages to determine the need for
additional resources.
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(a). Local Agency Responsible
The Collier County Growth Management and Community Development
Department is the primary agency responsible for conducting Initial
Damage Assessments (IDAs). This department oversees the
organization, training, and deployment of assessment teams to
evaluate disaster impacts. Collier County Emergency Management
leads the coordination of this information with state and federal
agencies.
Collier County Emergency Management will collaborate with local
Floodplain Managers to assess damage in Special Flood Hazard Areas
(SFHAs) following any disaster event. SFHAs are identified using FEMA’s
Flood Insurance Rate Maps (FIRMs) and include areas at high risk for
flooding.
• Assist Growth Management and Building Code officials in
conducting substantial damage determinations for compliance
with the National Flood Insurance Program (NFIP).
• Use Geographic Information Systems (GIS) and field inspections
to document affected properties.
• Ensure damage assessments include flood-related impacts from
all hazards, such as hurricanes, severe storms, and other
disasters.
• Provide property owners with guidance on floodplain
regulations, rebuilding requirements, and potential mitigation
funding options.
Floodplain Management Considerations
• Collier County Emergency Management will collaborate with
Floodplain Managers to assess damage in Special Flood
Hazard Areas (SFHAs) following any disaster event.
• SFHAs are identified using FEMA’s Flood Insurance Rate
Maps (FIRMs) and include areas at high risk for flooding.
Floodplain Managers assist in:
• Conducting substantial damage determinations in
compliance with NFIP regulations.
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• Providing property owners with guidance on rebuilding
requirements and mitigation funding options.
(b). Roles & Responsibilities
The Growth Management and Community Development Department
manages the technical aspects of the IDA, while Emergency
Management oversees coordination and reporting.
• Growth Management and Community Development:
o Organizing and training assessment teams.
o Deploying teams to affected areas.
o Using computer software to gather and quantify damage to
residential, commercial, and infrastructure properties.
o Compiling and analyzing assessment data.
• Collier County Emergency Management:
o Coordinating with municipalities, which are responsible for
conducting Individual Assistance (IA) assessments in their
jurisdictions.
o Submitting IDA data to FDEM and coordinating the request for a
Joint Preliminary Damage Assessment (PDA) if needed.
(c). Assessment Criteria for IA and PA
During the Initial Damage Assessment (IDA), specific criteria are used
to evaluate eligibility for both Individual Assistance (IA) and Public
Assistance (PA) programs.
Individual Assistance (IA) Assessment Criteria:
• Number of Homes Affected: The total number of homes that are
destroyed, suffer major damage, or are otherwise uninhabitable.
• Extent and Type of Damage: Classification of damage as
destroyed, major, minor, or affected, based on structural integrity,
utility functionality, and habitability.
• Percentage of Affected Population: The proportion of the
population displaced or significantly impacted by the disaster.
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• Insurance Coverage: The extent to which damages are covered by
private insurance, impacting the need for federal assistance.
• Availability of Housing Resources: Assessment of the availability
of temporary housing options in the community, such as rental
properties or shelters.
• Special Populations Impact: The disaster’s impact on vulnerable
groups, including low-income households, elderly residents, and
persons with disabilities.
Public Assistance (PA) Assessment Criteria:
• Damage to Public Infrastructure: Evaluation of damages to public
facilities, such as government buildings, schools, roads, utilities,
and critical infrastructure.
o Collier County Facilities Management is responsible for
evaluating county-owned infrastructure.
o Municipalities are responsible for evaluating their own public
infrastructure.
o Applicants (e.g., non-profits, special districts) are responsible
for conducting their own evaluations of eligible facilities.
• Cost of Response and Recovery: Estimation of total costs related
to debris removal, emergency protective measures, and permanent
restoration of public facilities.
• Impact on Critical Services: Assessment of disruptions to
essential public services, including water, electricity, emergency
response, and transportation networks.
• Eligibility of Facilities: Verification that damaged facilities meet
FEMA eligibility criteria, including ownership, use, and function prior
to the disaster.
• Hazard Mitigation Opportunities: Identification of opportunities for
integrating hazard mitigation measures during the repair or
rebuilding process.
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2. Joint Damage Assessment (JDA)
The Joint Damage Assessment (JDA) is conducted after the IDA to verify and
document disaster-related damages. This collaborative assessment involves
local, state, and federal agencies to ensure accurate reporting for determining
eligibility for assistance.
(a) Communicating Damage Assessment Information
Collier County Emergency Management is responsible for submitting
IDA data to the Florida Division of Emergency Management (FDEM)
using the following process:
• Data Collection and Compilation:
o Local teams collect data using standardized forms.
o Growth Management uses computer software to quantify
damage.
• Submission to the State:
o Data is submitted to FDEM via WebEOC or other designated
platforms.
• Requesting a Joint Preliminary Damage Assessment (PDA):
o If damages exceed local capacity, Emergency Management
submits a formal request for a Joint PDA through WebEOC.
• State and Federal Coordination:
o FDEM reviews submissions and, if warranted, coordinates with
FEMA to initiate the Joint PDA process.
o Collier County Emergency Management serves as the primary
liaison throughout the Joint PDA.
(b) Joint PDA Coordination
The Joint Preliminary Damage Assessment (PDA) team includes:
• Local Representatives:
o Collier County Emergency Management (lead coordinator).
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o Growth Management and Community Development (local
assessment coordinator).
o Municipal Officials for jurisdiction-specific assessments.
• State Representatives:
o FDEM and relevant state agencies (e.g., transportation,
environmental).
• Federal Representatives:
o FEMA (IA and PA divisions).
o Small Business Administration (SBA) for economic impact
assessments.
(c) Joint PDA Supporting Agencies
Several local agencies and organizations provide representatives to
support the Joint PDA process, contributing specialized knowledge and
resources to ensure comprehensive damage evaluations:
• Collier County Property Appraiser’s Office – Provides property
valuation data and supports structural damage assessments.
• Collier County Facilities Management – Evaluates damage to
county-owned buildings and infrastructure.
• Municipal Public Works and Engineering Departments – Assess
infrastructure damages within municipal jurisdictions.
• Collier County Utilities Department – Evaluates damages to water,
wastewater, and stormwater systems.
• Collier County Sheriff’s Office – Assesses damages to public
safety facilities and infrastructure.
• Collier County Emergency Medical Services (EMS) – Provides
assessments related to emergency medical infrastructure and
response capabilities.
• Collier County Public Schools (CCPS) – Assesses damages to
public school facilities serving as shelters or community resources.
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• Fire Departments and Districts – Evaluate damages to fire stations
and emergency response facilities.
• Local Housing Authorities – Provide assessments related to public
and affordable housing impacts.
• Non-Profit Organizations (e.g., American Red Cross) – Offer input
on the human impact, and community services infrastructure.
• Private Utility Providers – Assist in assessing damages to electrical
grids, gas lines, and telecommunications infrastructure.
• Special Districts (e.g., water management, mosquito control) –
Evaluate damages to district-owned facilities and resources.
These supporting agencies work under the coordination of Collier
County Emergency Management to ensure that all sectors are
accurately represented in the damage assessment process.
(d) Addressing Short- and Long-Term Recovery
Collier County employs a structured, phased approach to address both
short-term and long-term recovery priorities, ensuring the community's
rapid stabilization and sustainable rebuilding after a disaster.
Short-Term Recovery Priorities:
Short-term recovery focuses on restoring essential services and
addressing immediate community needs within the first days to weeks
following an event. Key priorities include:
• Restoration of Critical Infrastructure and Services:
o Prioritize reopening of roads, bridges, and public utilities
(water, electricity, wastewater, and communications).
o Ensure the functionality of emergency services, including law
enforcement, fire, EMS, and healthcare facilities.
• Debris Management:
o Implement the Debris Management for rapid removal of debris
from public and critical access routes.
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• Damage Assessment and Documentation:
o Complete Initial Damage Assessments (IDAs) and coordinate
Joint Preliminary Damage Assessments (PDAs) to support
requests for state and federal assistance.
• Sheltering and Mass Care:
o Provide emergency shelter, food, and medical care for
displaced populations, with support from agencies like the
American Red Cross and Collier County Public Schools (CCPS).
• Public Information and Communication:
o Maintain transparent and consistent communication with the
public through media updates, ensuring residents are informed
about recovery efforts, safety advisories, and available
resources.
Long-Term Recovery Priorities:
Long-term recovery addresses the rebuilding and resilience of the community
over months to years, focusing on sustainable development and hazard
mitigation.
• Rebuilding Public Infrastructure and Facilities:
o Prioritize the repair and reconstruction of government buildings,
schools, transportation systems, and utility infrastructure.
o Integrate hazard mitigation measures during reconstruction to
strengthen resilience against future disasters.
• Economic Recovery:
o Support business recovery programs through partnerships with the
Small Business Administration (SBA) and local economic
development organizations.
o Provide technical assistance and financial resources to help
businesses reopen and retain employees.
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• Housing Recovery and Redevelopment:
o Address the repair, rebuilding, and replacement of damaged homes,
with an emphasis on affordable housing solutions for vulnerable
populations.
o Work with local housing authorities and state partners to ensure
equitable distribution of recovery resources.
• Community Resilience and Hazard Mitigation:
o Update and implement the Local Mitigation Strategy (LMS),
incorporating lessons learned from the disaster.
o Apply for Hazard Mitigation Grant Program (HMGP) funds to support
mitigation projects aimed at reducing future risks.
• Mental Health and Social Services:
o Expand access to mental health services and community support
networks to address the psychological impacts of the disaster on
residents and first responders.
• Ongoing Public Engagement and Transparency:
o Maintain open lines of communication with the public through
regular updates on recovery progress, community meetings, and
opportunities for public input in rebuilding efforts.
This phased approach ensures that Collier County can effectively manage
immediate recovery needs while laying the foundation for long-term resilience
and sustainable growth.
B. Disaster Recovery Center (DRC)
1. DRC Coordinator
The Collier County Emergency Management Division Director holds the lead
responsibility for coordinating with the Florida Division of Emergency
Management (FDEM) regarding the establishment of a Disaster Recovery
Center (DRC), both pre- and post-event. This coordination includes identifying
suitable locations, ensuring operational readiness, and facilitating the
integration of federal, state, and local recovery resources.
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Pre-Event Responsibilities:
• The Emergency Management Division Manager collaborates with the FDEM
to identify potential DRC sites that meet accessibility and operational
requirements.
• Works with county departments, such as Facilities Management and Real
Estate to identify potential locations, and Growth Management and
Community Development, to ensure selected sites comply with zoning and
safety regulations.
• Develops staffing plans and resource needs for DRC operations in
coordination with local, state, and federal partners.
Post -Event Responsibilities:
• Coordinates with FDEM and FEMA to activate and operationalize the DRC,
ensuring the timely delivery of disaster assistance to affected residents.
• Oversees logistical arrangements, including site setup, security, and
accessibility accommodations.
• Acts as the primary liaison between Collier County and state/federal
agencies to address any operational issues or resource needs during the
DRC's operation.
The Emergency Management Division Manager ensures that all DRC
operations are consistent with state and federal guidelines, providing a
centralized location for disaster survivors to access recovery assistance and
services.
2. DRC Support Agency
Once the Disaster Recovery Center (DRC) site is selected, the Florida Division
of Emergency Management (FDEM) and FEMA assume primary responsibility
for its setup, operation, maintenance, and IT infrastructure. However, local
agencies provide critical support to facilitate site readiness, ensure security,
and assist with public communication.
a. Local Support Roles:
1) Collier County Growth Management and Community Development:
Assists in identifying potential DRC sites and ensures that selected
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locations meet local zoning, safety, and accessibility requirements prior
to State and FEMA assuming operational control.
2) Collier County Facilities Management Division: Provides initial site
access and coordinates with State and FEMA representatives to
address any local facility needs before the DRC becomes operational.
b. Communications and Public Information:
1) Collier County Public Information Office (PIO): Collaborates with
State and FEMA Public Information Officers to disseminate information
to the public regarding the DRC’s location, hours of operation, and
available services.
c. Law Enforcement/Security:
1) Collier County Sheriff’s Office: Provides law enforcement support in
coordination with State and FEMA security teams, ensuring the safety of
staff, visitors, and resources at the DRC.
d. Janitorial and Facility Maintenance:
1) After the DRC becomes operational, FEMA and the State assume full
responsibility for janitorial services and facility maintenance. Collier
County will assist with any immediate local facility issues prior to the
transition.
e. IT Infrastructure:
1) FEMA and the State of Florida are responsible for providing and
maintaining their own IT infrastructure and internet systems within the
DRC. Collier County will not be responsible for these systems.
f. Transportation and Health Support:
1) Collier Area Transit (CAT): Assists in coordinating transportation
services to ensure affected residents have access to the DRC.
2) Collier County Health Department: Provides public health oversight
and collaborates with State and FEMA health resources as needed.
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3. Requesting a DRC
a. Formal Request Submission:
1) Based on the verified damage assessments and identified recovery
needs, the Collier County Emergency Management Division Manager
submits a formal request for the establishment of a DRC to the State
Emergency Operations Center (SEOC).
The request should include:
• The nature and extent of the disaster impacts.
• Recommended DRC locations based on accessibility and
community needs.
• Estimated population to be served by the DRC.
• Any specific logistical or resource requirements.
b. Coordination with State and FEMA:
1) Upon approval, FDEM and FEMA coordinate with Collier County to
finalize the DRC site selection and initiate setup.
2) FDEM and FEMA assume responsibility for the physical setup,
maintenance, and IT infrastructure of the DRC.
3) Collier County agencies provide support services, such as security,
transportation coordination, and public communication.
c. Public Notification and DRC Operations:
1) Public Information Coordination:
• The Collier County Public Information Office (PIO) works with
FDEM and FEMA to inform the public about the DRC’s location,
hours of operation, and available services.
2) Ongoing Monitoring and Support:
• Collier County Emergency Management remains the local point
of contact for any issues that arise during DRC operations,
coordinating with state and federal partners to ensure efficient
service delivery.
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4. Local Resources as Referral Services
Local referral services that support Disaster Recovery Center (DRC) operations
include Collier County's 311 system, which serves as a central contact point
for residents seeking information on recovery resources, DRC locations, and
debris removal. The United Way of Collier and the Keys operates the 211-
referral service, connecting individuals to a wide range of recovery resources
such as food assistance, shelter, mental health services, and financial aid. The
Collier County Human Services Department provides referrals for housing
assistance, food resources, financial support, and other social services to
address unmet needs during disaster recovery. Additionally, Community
Organizations Active in Disaster (COAD) coordinate non-profit, faith-based,
and community resources, acting as a central hub for referrals and support
throughout the recovery process.
5. DRC Location Identification
The Collier County Emergency Management Division Manager is responsible
for maintaining a list of multiple government-owned facilities throughout the
County that meet federal site requirements and can be utilized as potential
Disaster Recovery Center (DRC) locations. This list is regularly updated to
ensure that identified facilities comply with FEMA and Florida Division of
Emergency Management (FDEM) standards, including accessibility, security,
parking capacity, and adequate space for multi-agency operations. The
Emergency Management Division Manager collaborates with the Collier
County Growth Management and Community Development and Facilities
Management Division to assess site readiness, ensure compliance with safety
and zoning regulations, and verify that infrastructure needs (such as utilities
and ADA accessibility) are met.
C. Infrastructure / Public Assistance
1. PA Coordinating Entity
• Collier County Emergency Management Division: Leads coordination of PA
activities, including damage assessments, applicant notifications, and
compliance guidance. They work closely with the FDEM to ensure all
applicants are aware of meetings, and timelines.
• County Manager’s Operations: Manages grants, maintains the FloridaPA
account, and administers PA funds for BOCC agencies.
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2. PA Supporting Agencies
Agency/Department Roles and Responsibilities
Collier County Emergency
Management Division
Notifies municipalities, non-profits, CDDs, and other entities of PA
opportunities. Provides annual PA training and coordinates the Joint
FEMA/State Preliminary Damage Assessment.
County Manager’s
Operations
Manages grants, maintains the FloridaPA account, and administers the PA
program for Board of County Commissioners (BOCC) agencies. Oversees
grant closeout procedures.
Growth Management
Department
Provides permitting, technical assistance, and reconstruction expertise.
Coordinates with the Floodplain Manager for NFIP compliance.
Finance and
Administration Section
(EOC)
Tracks disaster-related expenses, reports financial data, safeguards
documentation (e.g., ICS Form 214), and ensures compliance with federal
procurement requirements.
Facilities Management
Division
Assists in identifying and preparing county-owned facilities for recovery
operations and supports PA project formulation.
Municipal Governments
(Marco Island, Naples,
Everglades City)
Conduct local damage assessments, maintain disaster-related expenditure
records, and participate in Applicants’ Briefings for PA funding.
Collier County Sheriff’s
Office (CCSO)
Provides documentation related to law enforcement disaster response
activities, equipment usage, and facility damages. Participates in PA
reimbursement processes.
Collier County Public
Schools (CCPS)
Tracks damage to school facilities, maintains disaster-related records, and
coordinates PA applications for educational infrastructure recovery.
Independent Fire Districts Maintain records of fire and emergency response activities, equipment use,
and facility damages. Participate in the PA process for eligible
reimbursements.
Non-Profit and Quasi-
Governmental Agencies
Organizations like David Lawrence Center, Naples Healthcare System, and
Collier Mosquito Control District track disaster-related expenses and apply
for PA if eligible.
Utilities and
Infrastructure Agencies
Lee County Electric Cooperative (LCEC) and similar entities document
infrastructure damages and participate in PA applications for restoration
costs.
Florida Department of
Health - Collier
Assists in documenting public health-related disaster response costs and
participates in PA applications for eligible health services and facility
damages.
3. PA Concept of Operations
The Collier County Public Assistance (PA) Concept of Operations outlines the
coordinated processes used to meet the requirements of the FEMA Public
Assistance Program, ensuring efficient grants management, thorough
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documentation maintenance, and sound accounting procedures. This
structure integrates key elements of the Florida Recovery Obligation
Calculation (F-ROC) program to streamline the recovery process and improve
the County’s ability to secure federal reimbursements.
a. Activation and Initial Documentation
1. Incident Activation and Documentation Initiation
When a disaster is imminent or occurs, the Emergency Management
Director activates a WebEOC event and directs all County departments
to begin documenting disaster-related activities. Agencies initiate ICS
Form 214 (Activity Logs) to track personnel time, equipment use, and
other response activities.
2. EOC Activation and Resource Coordination
Once the Emergency Operations Center (EOC) is activated (virtually or
physically), the Logistics Section manages resource requests and
maintains related documentation. County Procurement simultaneously
tracks expenditures, monitors budget usage, and secures supporting
documentation for future reimbursement.
b. Grants Management
1. Grants Administration Responsibilities
The County Manager’s Operations supervises grants management for
agencies under the Board of County Commissioners (BOCC). This
includes maintaining the FloridaPA account, submitting Requests for
Public Assistance (RPAs), and managing Public Assistance grants in
accordance with FEMA guidelines.
2. Applicants’ Briefings and RPA Submissions
After a Presidential Disaster Declaration, the Emergency Management
Division notifies eligible entities—including municipalities, non-profits,
and Community Development Districts (CDDs)—of Public Assistance
opportunities. These entities attend Applicants’ Briefings, where they file
RPAs and receive instructions on project formulation and
documentation requirements.
3. Project Worksheet (PW) Development
Eligible emergency work and permanent restoration efforts are
documented through Project Worksheets (PWs). The Emergency
Management Division coordinates with relevant County departments
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(e.g., Growth Management, Facilities Management) to ensure accurate
scoping and cost estimation of eligible projects.
c. Documentation Maintenance
1. Standardized Documentation Processes (F-ROC Integration)
Collier County incorporates F-ROC principles to standardize
documentation and ensure compliance with FEMA’s requirements. This
includes using structured data fields, minimizing free-text entries, and
ensuring consistency across all documentation to reduce delays in the
reimbursement process.
2. Recordkeeping and Retention
All participating agencies are required to maintain complete records of
disaster-related expenditures, including timekeeping logs, equipment
usage, procurement records, and photographic evidence. These
records are retained locally by each Sub-grantee (municipalities, fire
districts, non-profits, etc.) and made available for audits by the Florida
Division of Emergency Management (FDEM) or FEMA.
3. Compliance with Federal Procurement Standards
Departments must adhere to FEMA’s Public Assistance Program and
Policy Guide (PAPPG) procurement and contracting standards. Collier
County uses pre-approved contractors, and procurement plans
compliant with federal regulations to ensure full eligibility for
reimbursement.
d. Accounting Procedures
1. Expense Tracking and Reporting
Collier County Procurement Services tracks all disaster-related
expenses and provides regular reports on expenditure rates (burn
rates). This ensures transparency and facilitates budget management
throughout the disaster response and recovery phases.
2. Eligible Cost Identification and Reimbursement
Prior to demobilizing the EOC, the Emergency Management Director
provides guidance to agencies on eligible expenses, equipment rates,
and damage estimation techniques. Initial cost estimates are compiled
to prepare for the Joint FEMA/State Preliminary Damage Assessment
(PDA).
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3. Audit and Closeout
Once recovery projects are complete, all documentation is submitted
for audit and review by FEMA and FDEM. The County Manager’s
Operations manages the grant closeout process, ensuring all financial
records are accurate and that reimbursements are processed promptly.
e. Disaster Readiness Assessment (DRA) and Continuous
Improvement (F-ROC Integration)
Collier County participates in F-ROC’s Disaster Readiness Assessment
(DRA) to identify potential risks and gaps in PA operations. Customized
abatement plans are developed to address these risks, improving
overall preparedness. Continuous staff training, including F-ROC
training modules, ensures that County personnel remain current on
FEMA PA requirements and best practices.
4. Pre-Identification of Potential Applicants
(a) Identifying PA Applicants & Notification
The Florida Division of Emergency Management (FDEM) is responsible for
notifying eligible entities about the Public Assistance (PA) Applicant Briefing
following a Presidential Disaster Declaration. This briefing provides
essential information on eligibility, documentation requirements, and the
process for submitting a Request for Public Assistance (RPA) through
FloridaPA.org.
As part of this process, Collier County Emergency Management plays a key
role in ensuring that all potential applicants within the County receive timely
and accurate information regarding the briefing. Specifically, Collier County
will:
• Monitor and Receive State Notifications: Collier County Emergency
Management will track updates from FDEM regarding the scheduling
and requirements of the Applicant Briefing.
• Disseminate Information Locally: Upon receipt of the notification from
FDEM, the County will share details of the briefing, including date,
time, and participation instructions, with all potential PA applicants
within Collier County.
• Encourage RPA Submission: The County will remind local agencies,
municipal governments, special districts, and eligible non-profits to
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submit their Request for Public Assistance (RPA) through
FloridaPA.org within the required 30-day window following the
disaster declaration.
• Provide Technical Assistance: If necessary, the County will assist
applicants by clarifying the process and directing them to FDEM
resources for additional guidance.
Since the list of PA applicants is pulled from FloridaPA.org, only entities that
actively submit their RPA through this portal will be considered for Public
Assistance funding. Collier County Emergency Management will ensure that
all local jurisdictions, agencies, and organizations are aware of this
requirement and encourage timely participation.
This process ensures that all eligible entities within Collier County can
access Public Assistance funding, supporting disaster recovery efforts in
alignment with both State and Federal guidelines.
(b) PA Applicant Briefing Representatives
The Collier County Manager or their designee will serve as the official
representative for Collier County at the Public Assistance (PA) Applicant
Briefing, conducted by the Florida Division of Emergency Management
(FDEM) following a Presidential Disaster Declaration.
The County Manager or designee will:
• Attend the Applicant Briefing to receive guidance on the PA program
process.
• Ensure County agencies understand requirements for Request for
Public Assistance (RPA) submission via FloridaPA.org.
• Serve as the primary point of contact for PA-related coordination
between FDEM, FEMA, and Collier County departments.
• Disseminate briefing details to relevant County departments,
municipal governments, and eligible local agencies.
• Oversee compliance with FEMA and State PA program requirements at
the County level.
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This ensures that Collier County remains actively engaged in the PA process
and facilitates effective coordination with local jurisdictions and special
districts.
(c) Recovery Scoping Meeting (PA Kickoff Meeting) Representatives
The county will designate representatives for the recovery scoping meeting
(kick-off meeting) by identifying participants based on their position or title,
agency, and whether infrastructure damage or disaster expenses were
incurred within their areas of responsibility in response to the disaster.
Suggested County participants include but are not limited to:
County Manager Deputy County Manager Chief of Staff
Corporate Business Operations
Director
Corporate Financial
Management Director
Facilities Management
Director
Public Safety Director Emergency Management
Director
Emergency Management PA
Coordinator
Emergency Medical Services Chief Public Services Department
Director
Community & Human
Services Director
Department of Health Officer Domestic Animal Services
Director Library Director
Museum Director Parks & Recreation Director Operations Support
Manager
Public Utilities Department
(PUD)Director
Engineering & Project
Management Director
PUD Operations Support
Director
Solid Waste Director Wastewater Director Water Director
Growth Management Community
Development Department
Director
Building Plan Review &
Inspection Director Code Enforcement Director
Community Planning & Resiliency
Director
Economic Development &
Housing Director
Operations & Regulatory
Management Director
Zoning Director
Transportation Management
Services Department
Director
Operations & Performance
Management Director
Road, Bridge & Stormwater
Maintenance Director
Transportation Engineering
Director
Public Transit &
Neighborhood
Enhancement Director
Community Redevelopment Areas
Director Fleet Management Director Tourism Director
Pelican Bay Services Director
Other Constitutional Offices
(Sheriff, Property Appraiser,
Tax Collector, & Supervisor
of Elections
Other Special Districts or
NGO’s (example: School
District,
(d) Example List of Potential Applicants
In accordance with the FEMA Public Assistance Program and Policy Guide
(PAPPG), the following entities may be eligible for Public Assistance (PA)
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funding in Collier County following a Presidential Disaster Declaration.
Eligible applicants include local governments, special districts, state
agencies, private non-profit (PNP) organizations, and federally recognized
tribal governments that provide essential community services. The list
below provides examples of potential applicants within Collier County,
though eligibility is determined on a case-by-case basis in accordance with
FEMA and Florida Division of Emergency Management (FDEM) guidelines.
Category Potential Eligible Applicants Description of Eligibility
County
Government
Collier County Board of County
Commissioners (BOCC)
Primary governing body responsible for
public services and infrastructure.
Municipal
Governments
City of Naples
Local government providing essential
services like public works, police, and fire
protection.
City of Marco Island
Municipal entity responsible for local
infrastructure, emergency services, and
public facilities.
Everglades City Small municipality providing essential
public services.
Special Districts &
Authorities
North Collier Fire Control and
Rescue District
Provides fire protection and emergency
medical services.
Greater Naples Fire Rescue
District
Offers fire, rescue, and emergency
management services.
Immokalee Fire Control
District
Provides fire protection and emergency
response services.
Collier Mosquito Control
District
Controls mosquito populations to protect
public health.
Collier County Airport
Authority
Manages and operates public airport
facilities.
Community Development
Districts (CDDs)
Manage infrastructure and public services
within specific residential and commercial
developments.
Educational
Institutions
Collier County Public Schools
(CCPS)
Public school district responsible for K-12
education and school facility
maintenance.
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Category Potential Eligible Applicants Description of Eligibility
Law Enforcement Collier County Sheriff’s Office
(CCSO)
Provides law enforcement, public safety,
and emergency response services.
State Government
Entities
Florida Department of Health -
Collier
Provides public health services,
emergency medical response, and health
facility management.
South Florida Water
Management District – Big
Cypress Basin
Manages water resources and flood
control infrastructure in the region.
Private Non-Profit
Organizations
American Red Cross - South
Florida Region
Provides emergency shelter, disaster
relief, and recovery assistance.
Salvation Army of Collier
County
Offers disaster relief, food assistance, and
emergency shelter services.
David Lawrence Center
Provides mental health and substance
abuse services, potentially eligible for
facility repairs or emergency work.
Houses of Worship
Eligible for PA if providing essential
community services such as shelter, food
distribution, or emergency aid.
Utility Providers Lee County Electric
Cooperative (LCEC)
Provides electric utility services; eligible if
operating public infrastructure or in
partnership with a public entity.
Healthcare
Providers Naples Healthcare System Provides medical services, potentially
eligible for PA if operating as a non-profit.
Other Quasi-
Governmental
Entities
Pelican Bay Services Division Manages community infrastructure and
services within the Pelican Bay area.
Collier County Community
Redevelopment Agency (CRA)
Oversees redevelopment projects in
designated areas to promote economic
recovery and community revitalization.
Tribal Governments Seminole Tribe of Florida
A federally recognized Indian tribe;
typically applies directly to FEMA for
Public Assistance.
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(e) PA Applicants List Maintenance
Collier County Emergency Management ensures that the list of pre-
identified potential Public Assistance (PA) applicants remains accurate and
up to date by following FEMA and State guidance.
• Guidance and Eligibility Review
o Emergency Management will always use the FEMA Public
Assistance Program and Policy Guide (PAPPG) to determine
potential PA applicants.
o Any changes to FEMA eligibility criteria will be reviewed and
incorporated into local PA planning.
• State-Managed Applicant Tracking
o The official list of PA applicants is maintained through
FloridaPA.org, the State of Florida’s Public Assistance web portal.
o Emergency Management will refer to FloridaPA.org to verify which
entities have actively submitted Requests for Public Assistance
(RPAs) and are eligible for funding.
• Annual Review and Updates
o Emergency Management will conduct an annual review of local
entities that may qualify for PA based on FEMA and Florida Division
of Emergency Management (FDEM) guidelines.
o Updates will be made to ensure that all county departments,
municipalities, special districts, and private non-profit (PNP)
organizations that provide essential services are considered.
• Post -Disaster Validation
o Following a Presidential Disaster Declaration, Emergency
Management will cross-check the pre-identified list against the
actual applicants in FloridaPA.org to ensure that all eligible entities
are included.
o Entities that have not applied but may be eligible will be notified
and encouraged to submit an RPA within the required timeframe.
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5. Identifying PA Projects
Following a Presidential Disaster Declaration, Collier County, in coordination
with FDEM and FEMA, follows a structured process to identify, document, and
fund Public Assistance (PA) projects. The identification of PA projects will
follow the guidelines outlined in FEMA’s Public Assistance Program and Policy
Guide (PAPPG) to ensure compliance with federal requirements.
• Step 1: Damage Identification & Project Initiation
o Local Damage Assessments: County agencies, municipalities, and
special districts report disaster-related damages to Collier County
Emergency Management.
o Joint Preliminary Damage Assessment (PDA): FEMA, FDEM, and local
officials validate reported damages to determine eligibility for federal
assistance.
o Applicant Briefing & RPA Submission: Eligible applicants submit a
Request for Public Assistance (RPA) via FloridaPA.org within 30 days of
the declaration.
• Step 2: Project Formulation & Scope Development
o Recovery Scoping Meeting (RSM): FEMA assigns a Program Delivery
Manager (PDMG) to guide applicants in developing their Damage
Inventory (list of damages).
o Scope of Work & Compliance Review: Projects are categorized as
Emergency Work (Categories A & B) or Permanent Work (Categories C-
G) and reviewed for environmental and historic preservation (EHP)
compliance.
o Project Worksheet (PW) Development: FEMA, FDEM, and applicants
finalize Project Worksheets (PWs), including cost estimates and
eligibility determinations.
• Step 3: Project Approval & Funding Obligation
o FEMA Obligation: Approved projects receive funding through FDEM,
which serves as the grant recipient responsible for disbursing funds.
o State Disbursement: Applicants request reimbursement through
FloridaPA.org, following federal and state cost-share requirements.
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• Step 4: Project Implementation & Tracking
o Work Execution & Compliance: Applicants complete projects per
FEMA-approved scope, following federal procurement regulations.
o Quarterly Reporting: Progress updates are submitted to FDEM to ensure
compliance with grant terms.
• Step 5: Closeout & Documentation
o Final Inspections & Audit Review: Upon completion, applicants submit
final documentation for FDEM and FEMA review.
o Grant Closeout: Projects are closed after verification of all expenses,
and records must be retained for three years for audit purposes.
D. Debris Management
Collier County’s Debris Management Strategy, as outlined in the Collier County
Disaster Debris Management Plan (DDMP) 2024, ensures a coordinated, efficient, and
environmentally responsible approach to debris clearance, removal, and disposal
following a disaster. The strategy prioritizes public safety, access to critical
infrastructure, and timely recovery efforts, while maintaining compliance with state
and federal regulations, including FEMA Public Assistance guidelines and Florida
Department of Environmental Protection (FDEP) requirements.
1. Debris Management Roles & Responsibilities
Collier County has a structured framework for debris removal and long-term
debris management, ensuring compliance with FEMA, state, and local
policies. The Solid and Hazardous Waste Management Division (SHWMD)
leads coordination efforts, supported by various County departments,
municipalities, and contracted firms
(a) Collier County Debris Manager (Solid & Hazardous Waste
Management Division - SHWMD)
• Acts as the primary coordinator for all debris operations.
• Oversees debris removal contracts and ensures FEMA
compliance.
• Works with Emergency Management to secure financial
assistance and track reimbursement documentation.
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(b) Emergency Management Director
• Integrates debris operations into broader disaster response
efforts.
• Facilitates coordination with FDEM, FEMA, USACE, and other
state/federal agencies.
• Ensures compliance with National Incident Management System
(NIMS) guidelines.
(c) SHWMD Debris Team
The Debris Team consists of key personnel responsible for debris
management coordination:
• Director of Solid and Hazardous Waste Management
• Manager, Waste Reduction and Recycling
• Manager, Finance & Administration
• Manager, Education & Collections
• Manager, Environmental Compliance
• Manager, Capital Improvement
(d) Debris Monitoring Firm
• Conducts truck certifications, load monitoring, and data
collection for FEMA reimbursement.
• Oversees debris removal contractor compliance with
state/federal regulations.
• Manages Debris Management Site (DMS) operations.
(e) Debris Removal Contractors
• Clears debris from roads, ROWs, and designated sites.
• Removes hazardous debris, including leaning trees, stumps, and
white goods.
• Manages debris reduction sites and final disposal operations.
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(f) Coordination with State & Federal Agencies
• FDEM provides technical support and financial oversight.
• FDEP ensures environmental compliance for debris disposal.
• FEMA & USACE provide funding assistance and technical
support for debris removal and waterway clearance.
2. Debris Management Planning Process
Collier County’s Debris Management Planning Process establishes a
structured approach to debris clearance, collection, reduction, disposal, and
environmental compliance. This process ensures efficient coordination with
state and federal agencies, adherence to regulatory requirements, and
maximization of FEMA reimbursement.
Key components of this process include:
• Coordination with State and Federal Agencies – Aligning debris
operations with FDEM, FEMA, USACE, and regulatory partners.
• Debris Management Site (DMS) Operations – Pre-identifying temporary
debris storage and reduction locations.
• Private Property Debris Removal (PPDR) – Establishing legal and
operational procedures for debris clearance on private property when
necessary.
• Public Information Strategy – Providing clear guidance to residents and
businesses on debris collection procedures.
• Cost Recovery and Documentation – Ensuring accurate debris
monitoring, reporting, and compliance to secure FEMA reimbursement.
This planning process integrates interagency coordination, environmental
safeguards, and financial accountability, ensuring an effective and sustainable
approach to post-disaster debris management.
(a) Debris Legal Issues and Plans
Collier County adheres to strict legal and regulatory guidelines for
debris clearance and disposal.
(i) Legal Authority for Private Property Debris Removal (PPDR)
• Debris may be removed from private property only if a
threat to public health and safety is present.
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• The Right of Entry (ROE) process is required for FEMA
reimbursement.
• Updated County Ordinances (Civil Emergency Ordinance
Section 38-7) provide authority for debris staging.
(ii) Right of Entry (ROE) Process
• Property Owner Signs ROE Agreement – Permission is
granted to the County for debris removal.
• Site Inspection & Compliance Review – SHWMD and legal
teams verify eligibility.
• FEMA Documentation & Monitoring – Ensures proper cost
tracking for reimbursement.
(iii) Environmental & Regulatory Compliance
• Pre-approval from FDEP is required for Debris
Management Sites (DMSs).
• FEMA PAPPG (Public Assistance Program and Policy
Guide) must be followed for federal funding eligibility.
(b) Coordinating Debris Removal with Other Entities
Collier County collaborates with local municipalities, state agencies,
and federal partners to manage debris removal operations.
(i) Coordination with Local Municipalities
Collier County maintains interlocal agreements with Naples,
Marco Island, and Everglades City for debris clearance and
coordination:
• Marco Island – Works with the County for debris
monitoring, reporting, and disposal support.
• Naples – Collaborates on evacuation route clearance and
FEMA compliance.
• Everglades City – Relies on County assistance for large-
scale debris operations.
(ii) State Coordination
• Florida Division of Emergency Management (FDEM) –
Oversees mutual aid and funding requests.
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• Florida Department of Transportation (FDOT) – Clears
debris from state-maintained roads.
• Florida Department of Environmental Protection (FDEP) –
Regulates debris disposal and DMS compliance.
(iii) Federal Coordination
• FEMA – Provides funding for debris removal under the
Public Assistance (PA) Program.
• USACE – Assists with waterway debris removal and
technical support.
• EPA & OSHA – Ensure environmental and worker safety
compliance.
(iv) Pre-Positioned Contracts & Mutual Aid
• The County maintains pre-positioned debris contracts for
rapid response.
• Mutual Aid Agreements enable Collier County to request
additional resources from other jurisdictions.
(c) Debris Contracting Plans
Collier County utilizes pre-positioned contracts for debris removal and
monitoring, ensuring compliance with FEMA PA reimbursement
guidelines.
(i) Debris Removal Contractors
• AshBritt, Inc. – Primary debris removal contractor.
• CrowderGulf – Emergency response and large-scale
debris management.
• Ceres Environmental Services, Inc. – Specialized debris
clearance.
(ii) Debris Monitoring Firms
• Tetra Tech – Primary debris monitoring and compliance
oversight firm.
• Thompson Consulting – Secondary monitoring and data
verification.
• Landfall Strategies – Additional monitoring support.
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(iii) FEMA & State Procurement Compliance
• Contracts must adhere to 2 CFR 200 procurement
requirements.
• Competitive bidding and documentation requirements
ensure funding eligibility.
(d) Debris Removal Priorities
Collier County follows a tiered priority system for debris clearance and
collection, ensuring access to critical facilities, emergency routes, and
essential infrastructure. These priorities are reviewed post-disaster
based on damage assessments and are adjusted as needed.
(i) Emergency Road Clearance Priorities
Emergency road clearance is prioritized to ensure access for
emergency responders, hospitals, shelters, and supply centers.
This structured debris clearance and collection approach
ensures a rapid, organized, and life-safety-focused response to
disaster debris management. Top Priorities for Road Clearance:
• Fire Stations, Police Stations, and EMS Facilities
• Hospitals, Emergency Medical Clinics, and Healthcare
Facilities
• Evacuation Routes and Emergency Shelters
• Critical Public Infrastructure (Water Treatment, Power,
Communications, EOCs, Fuel Depots, etc.)
• Supply Points and Staging Areas for Response Operations
The County Road and Bridge Division conducts "cut and toss"
operations to clear major roadways. Damage-prone areas are
identified in Appendix E: Emergency Road Clearance Priorities of
the Collier County DDMP 2024.
(ii) Priority Road Segments for Emergency Clearance
• High-priority roads include:
• US 41 (North and East)
• Collier Blvd (951)
• Immokalee Road (846)
• Pine Ridge Road (896)
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• Golden Gate Blvd and Golden Gate Parkway
• Airport Pulling Road
• Livingston Road
• Davis Blvd (SR 84)
• Evacuation routes and major ingress/egress points
A detailed list and map of priority roadways are provided in
Appendix E of the Collier County DDMP 2024.
(iii) Critical Facility Access Priorities
Once emergency road clearance is completed, debris removal is
focused on providing access to key infrastructure and
community resources:
• Hospitals & Healthcare Facilities
o North Collier Hospital, NCH Baker Hospital,
Physicians Regional Medical Center
• Emergency Shelters & Disaster Recovery Centers (DRCs)
• Water Treatment Plants & Power Infrastructure
• Municipal Facilities & Government Offices (EOC,
Command Centers, etc.)
• Schools & Public Buildings used for sheltering
(iv) Phased Debris Collection Priorities
After emergency access is restored, debris collection follows a
phased approach:
• Phase 1: Removal of life-threatening hazards (leaning
trees, hanging limbs, blocked roads, etc.)
• Phase 2: Collection of vegetative debris, large debris
piles, and hazardous materials
• Phase 3: Curbside collection from residential areas and
businesses
Residents will be notified via the County’s public dashboard and
PIO updates on debris collection schedules.
(v) Damage Assessment & GIS Mapping
• Windshield surveys and drone assessments determine
heavily impacted areas.
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• Areas with significant debris accumulation are marked
and prioritized for removal.
• GIS mapping of damage concentrations helps direct
resources effectively.
(e) Physical Debris Collection, Reduction and Disposal Process
Collier County follows a structured process for debris collection,
reduction, and final disposal, ensuring compliance with state and
federal environmental regulations, while maximizing efficiency and
FEMA reimbursement eligibility.
(i) Debris Collection Process
The County's debris removal contractors will proceed with
curbside collection, ensuring debris is segregated into
categories to prevent contamination and facilitate disposal.
Curbside Collection Guidelines:
• Vegetative Debris (tree limbs, branches, logs)
• Construction & Demolition (C&D) Debris (wood, drywall,
metal, glass)
• Household Hazardous Waste (HHW) (paint, pesticides,
chemicals)
• White Goods & Electronics (refrigerators, air conditioners,
TVs)
Residents will be required to separate debris properly, as
contaminated debris loads may jeopardize FEMA
reimbursement.
(ii) Debris Monitoring
To ensure FEMA compliance, debris removal operations will be
monitored and documented from collection to disposal.
Monitoring Roles:
• Collection Monitors – Verify debris is properly collected
and categorized.
• Tower (Disposal Site) Monitors – Document truck loads
and disposal accuracy.
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• Automated Debris Management System (ADMS) – Used
for real-time tracking and electronic load ticketing.
Documentation Required for FEMA Reimbursement:
• Load tickets (Appendix F of Collier DDMP 2024)
• Truck certification numbers
• Time and location of collection
• Debris type and quantity
(iii) Pre-Identified Debris Management Sites (DMS)
Collier County maintains pre-approved Debris Management
Sites (DMS) for temporary debris staging and reduction.
COUNTY AREA WACS
ID
NAME ACREAGE USE OF SITE ADDRESS
CENTRAL
EAST
73046 COLLIER COUNTY
LANDFILL (CCLF)
20+/- SMALL DMS 3750 WHITE LAKE
BOULEVARD - NAPLES
NORTH NE 107092 CAMP KEAIS 75 MAJOR DMS 6875 ROCK SPRINGS
RD, IMMOKALEE
NORTH NE 98134 COLLIER
FAIRGROUNDS
4.5+ STAGING SITE 14756 IMMOKALEE RD
NAPLES, FL, 34120
NORTH NE 97991 SCHOOL - 1010
18TH ST. SE
115 MAJOR DMS.
ONLY IF
CATEGORY 4 OR
HIGHER
1010 18TH STREET SE -
NAPLES
CENTRAL
WEST
100582 NAPLES AIRPORT
AUTHORITY SITE
NO. 1
6.5 SMALL DMS AND
RESIDENTIAL
DROP OFF SITE
160 AVIATION DRIVE
NORTH OF GATE NO.
2W
NORTH
NORTHEAST
99137 TRNC - TIM NANCE
RECYCLING DROP-
OFF CENTER
??? SMALL DMS &
RESIDENTIAL
DROP OFF SITE
825 39TH AVENUE NE -
NAPLES
CENTRAL
WEST
100585 NAPLES AIRPORT
AUTHORITY SITE
NO. 4
2.5 SMALL DMS &
RESIDENTIAL
DROP OFF SITE
160 AVIATION DRIVE
EAST OF TERMINAL
DRIVE
CENTRAL
WEST
99069 RESOURCE
RECOVERY
BUSINESS PARK
40+ MAJOR DMS 3730 WHITE LAKE
BOULEVARD, NAPLES
NORTH NE 107080 SCHOOL - 2400
MOULDER DR
22.07 MAJOR DMS.
ONLY IF
CATEGORY 4 OR
HIGHER
2400 MOULDER DRIVE
NORTH NE 98127 IMMOKALEE
AIRPORT
5 SMALL DMS &
RESIDENTIAL
DROP OFF SITE
199 AIRPORT ROAD
(700 CR 846 EAST)
Table 1 Debris Management Sites - Source Collier County Debris Management Plan 2024
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DMS Selection Criteria:
• Accessibility – Ingress/Egress for large debris trucks.
• Proximity – Sites located near high-debris impact zones.
• FDEP Pre-Approval – Florida Department of
Environmental Protection (FDEP) must authorize site use.
• Environmental Impact – Sites must be cleared of
protected species and archaeological concerns
o If additional sites are needed, the County’s Real
Property Division will negotiate Memorandums of
Agreement (MOAs) with private landowners.
DMS Operations:
• Monitored by debris removal contractors and County
staff.
• Used only by contracted debris haulers (not the public).
• Mapped and pre-identified by GIS for rapid activation.
(iv) Debris Reduction Methods
To minimize landfill usage and reduce hauling costs, Collier
County employs multiple debris reduction methods Approved
Reduction Techniques:
• Chipping & Grinding – Reduces vegetative debris 4:1.
• Incineration (If Permitted) – Reduces vegetative debris
20:1 but is currently banned in Collier County.
• Crushing – Used for Construction & Demolition (C&D)
materials to facilitate landfill disposal.
• Recycling – Common for metal, concrete, asphalt, and
clean wood waste.
(v) Final Debris Disposal Locations
After processing, debris is hauled to final disposal sites.
• Preferred Method: Recycling or beneficial reuse (mulch,
fuel, scrap metal recovery).
• Final Landfill Site: Okeechobee Landfill (permitted for
C&D disposal).
• Permitted Landfills: Any FDEP-approved landfill based on
hauling cost efficiency.
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Contractors must provide tipping fee options for cost-
effectiveness and document landfill receipts for FEMA
reimbursement.
(vi) Environmental Compliance & Site Closure
• Pre- and post-use soil & water testing required at DMS
locations.
• Drone monitoring to track site changes and ensure
compliance.
• Restoration of DMS sites to pre-disaster conditions
before deactivation.
(f) Special Debris Removal Plans
Collier County has established specialized debris removal procedures
for hazardous waste, white goods, and other debris types, ensuring
compliance with state and federal environmental regulations while
maintaining public safety and FEMA reimbursement eligibility.
(i) Household Hazardous Waste (HHW) Removal and Disposal
HHW includes gasoline cans, aerosol spray cans, paint, lawn
chemicals, batteries, fire extinguishers, fluorescent lamps,
household electronics, and similar hazardous materials.
HHW Collection & Disposal Process
• HHW is collected separately from other debris categories
to prevent contamination.
• Pre-identified collection points include six County
Recycling Drop-off Centers for safe disposal and
segregation.
• Certified hazardous waste disposal contractors manage
and transport HHW to permitted disposal facilities.
• Residents are encouraged to bring HHW to designated
sites before hurricanes to minimize post-storm
hazardous debris exposure
Regulatory Compliance for HHW
• HHW must be removed from public property to be eligible
for FEMA reimbursement.
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• The County coordinates with FDEP to ensure that HHW is
processed at permitted hazardous waste facilities.
(ii) White Goods Removal and Recycling
White goods include refrigerators, freezers, air conditioners, heat
pumps, ovens, ranges, washing machines, and dryers.
White Goods Collection & Disposal Process
• Curbside collection of white goods occurs in designated
zones separate from other debris.
• Refrigerants, mercury, and compressor oils must be
removed by a certified technician before recycling.
• White goods are transported to FDEP-permitted recycling
facilities, where metal components are salvaged and
recycled.
Regulatory Compliance for White Goods
• The County coordinates with FDEP and debris
contractors to ensure that ozone-depleting substances,
oils, and hazardous materials are properly removed and
documented.
(iii) Right-of-Way (ROW) Stump Removal
Hazardous stumps may require removal if they meet FEMA
eligibility criteria
ROW Stump Removal Process
• Stumps are removed if they pose a public safety risk and
meet FEMA eligibility standards:
o 50% or more of the root ball is exposed.
o Stump diameter is greater than 2 feet (measured 2
feet above the ground).
o Stump is located within the public ROW.
• Stump removal must be documented with photographs,
GPS location, and eligibility justification for FEMA
reimbursement.
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(iv) ROW Leaners and Hangers Program
This program addresses hazardous leaning trees ("leaners") and
hanging limbs ("hangers") that pose a significant public safety
risk
Leaner & Hanger Removal Criteria
• A tree is considered hazardous if:
o It leans at an angle greater than 30 degrees due to
the disaster.
o The root ball is exposed by at least 50%.
o The tree poses an immediate threat to public
safety.
• Hazardous limbs must be hanging over a public ROW and
pose an immediate danger.
(v) Other Specialized Debris Removal Programs
Collier County follows specific procedures for handling
specialized debris types, including:
• Waterway Debris Removal
o Collier County coordinates with USACE and FDEP
for removal of waterborne debris that obstructs
navigable waterways or threatens public safety.
• Hazardous Material Spills
o The County follows EPA and FDEP guidelines for
spill response and containment of hazardous
materials within disaster debris.
• Electronic Waste (E-Waste) Collection
o E-waste is collected separately and transported to
FDEP-permitted recycling centers for proper
disposal.
(g) Environmental Considerations and Plans
Collier County’s debris management operations prioritize
environmental protection and regulatory compliance by adhering to
federal, state, and local environmental standards. The County follows
best practices for debris site management, disposal, and
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environmental restoration to minimize negative ecological impacts
while ensuring FEMA reimbursement eligibility.
(i) Environmental Compliance Regulations
Collier County's debris management activities must comply with
the following federal and state regulations:
• National Environmental Policy Act (NEPA) – Requires
FEMA to assess the environmental impact of debris
removal operations.
• Resource Conservation and Recovery Act (RCRA) –
Governs the disposal of solid and hazardous waste.
• National Historic Preservation Act (NHPA) – Requires
FEMA to evaluate potential impacts on historic sites
before debris removal.
• Endangered Species Act (ESA) – Ensures debris
operations do not jeopardize endangered species or
critical habitats.
• Clean Water Act (CWA) – Regulates the disposal of debris
in water bodies and prevents pollution from debris runoff.
• Clean Air Act (CAA) – Controls air quality impacts from
debris processing, including dust suppression and
emissions monitoring.
Collier County works closely with FDEP, EPA, USACE, and other
agencies to ensure all debris-related activities comply with
environmental laws.
(ii) Debris Management Site (DMS) Environmental Monitoring
Debris Management Sites (DMSs) require strict environmental
monitoring to prevent soil and water contamination.
Pre-Event Site Preparation
• Baseline soil and groundwater sampling is conducted
before DMS activation.
• Environmental impact assessments determine site
suitability and mitigation measures.
• FDEP approval is required before opening any DMS.
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Active Monitoring During Debris Operations
• Air Quality Monitoring – Dust control measures (e.g.,
water spraying) are implemented.
• Water Quality Protection – Silt barriers and runoff controls
prevent contamination of nearby water bodies.
• Hazardous Waste Segregation – HHW and other special
debris are isolated to avoid contamination.
Site Closure & Remediation
• Post -event soil and water testing ensures no long-term
contamination.
• Final site restoration includes removal of temporary
infrastructure and land grading to restore pre-use
conditions.
• FDEP approval is required for formal site closure.
(iii) Special Environmental Considerations
Waterway Debris Removal
• USACE is responsible for clearing debris from federally
maintained waterways.
• EPA and USCG oversee hazardous material removal from
coastal waters.
• The Natural Resources Conservation Service (NRCS)
assists with debris clearance in drainage channels.
Wetlands and Protected Areas
• Executive Order 11990 mandates the protection of
wetlands, limiting debris disposal in sensitive ecological
zones.
• Wildlife surveys are conducted before debris removal
near protected habitats.
Historic and Archaeological Sites
• Debris removal must comply with NHPA guidelines to
prevent damage to culturally significant sites.
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• Consultation with the Florida Division of Historical
Resources (FDHR) is required for DMS locations near
historic properties.
(iv) Recycling and Waste Reduction
Collier County prioritizes recycling and waste diversion to reduce
landfill usage and environmental impact:
• Vegetative debris is chipped or ground into mulch for
agricultural use.
• Construction & Demolition (C&D) materials are crushed
and reused for road base or backfill.
• Metals, white goods, and electronics are sorted and sent
to recycling facilities.
Collier County’s debris management operations integrate
environmental safeguards to comply with federal and state regulations,
protect natural resources, and ensure site restoration after debris
removal. These efforts help secure FEMA reimbursement, reduce long-
term environmental impacts, and support community resilience.
E. Community Response Coordination
1. Community Response Coordinator
The lead responsibility for coordination with the State Community Response
Coordinator in Collier County is assigned to the Emergency Management
Director within the Collier County Emergency Management Division.
2. Responsibilities for Community Response Coordinator
• Serves as the primary liaison between Collier County and the Florida
Division of Emergency Management (FDEM) for community response
coordination.
• Ensures that local response efforts are aligned with state directives and
integrated with regional mutual aid agreements.
• Facilitates communication between local municipalities, nonprofit
organizations, and state agencies involved in disaster response.
• Coordinates activation and deployment of community-based response
teams and volunteers as part of disaster relief efforts.
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• Oversees the integration of social services, non-governmental
organizations (NGOs), and faith-based groups into the response
framework.
• Ensures that community response operations comply with state and
federal emergency management policies.
3. Groups Involved in Community Response
Collier County's Community Response Framework incorporates a broad
network of local government agencies, nonprofit organizations, and private
sector partners to support disaster response and recovery efforts. These
groups play a crucial role in providing information, resources, and operational
support during an emergency. These include but are not limited to:
Local Government Agencies:
• Collier County Emergency Management Department: Leads overall
emergency management and coordination efforts within the county.
• Collier County Sheriff's Office: Provides law enforcement, security,
and traffic control during emergencies.
• Collier County Fire and Rescue Services: Offers firefighting, rescue
operations, and emergency medical services.
• Collier County Public Utilities: Ensures the continuity and restoration
of essential services such as water and wastewater management.
State and Federal Agencies:
• Florida Division of Emergency Management (FDEM): Collaborates
with the county to provide resources, guidance, and support during
disasters.
• Federal Emergency Management Agency (FEMA): Offers federal
assistance, funding, and coordination for large-scale disaster response
and recovery.
Non-Governmental Organizations (NGOs):
• American Red Cross: Provides shelter, food, and emergency
assistance to those affected by disasters.
• Salvation Army: Offers feeding programs, shelter, and emotional
support services.
• United Way of Collier and the Keys: Coordinates volunteer efforts and
distributes resources to those in need.
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Community-Based Organizations:
• Community Organizations Active in Disaster (COAD): A coalition of
local organizations that collaborate to provide a coordinated response
to community needs during disasters.
• Faith-Based Groups: Various religious organizations that offer support
services, including shelter, food distribution, and counseling.
Private Sector Partners:
• Local Healthcare Facilities: Hospitals and clinics that provide medical
care and support during emergencies.
• Utility Companies: Organizations responsible for the restoration of
power, gas, and other essential utilities.
• Local Businesses: Entities that may offer resources such as supplies,
equipment, and facilities to support response efforts.
F. Unmet Needs Coordination
1. Unmet Needs Coordinator
The Unmet Needs Coordinator is designated as the Emergency Support
Function 15 (ESF-15) Volunteer and Donations Coordinator within Collier
County Emergency Management. This individual serves as the primary point of
contact for connecting disaster survivors to resources addressing unmet
needs during both declared and undeclared events.
2. Unmet Needs Roles & Responsibilities
The Unmet Needs Coordinator's responsibilities include:
• Assessment: Evaluating the specific unmet needs of disaster survivors,
such as housing, medical care, and essential services.
• Resource Coordination: Collaborating with local, state, and federal
agencies, as well as non-profit and faith-based organizations, to secure
necessary resources.
• Case Management: Overseeing the process of assisting individuals
and families through direct support or referrals to appropriate agencies.
• Monitoring and Reporting: Tracking the status of unmet needs cases
and providing regular updates to relevant stakeholders.
3. Unmet Needs Support Agencies
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Collier County partners with various organizations to support unmet needs,
including:
• Faith-Based Groups: Local churches, synagogues, mosques, and other
religious institutions offering shelter, food, and counseling services.
• Civic and Community-Based Organizations: Groups such as the United
Way of Collier and the Keys, which provide financial assistance and
volunteer support.
• Non-Profit Organizations: Entities like the American Red Cross and
Salvation Army that deliver disaster relief services.
• Government Agencies: Departments such as the Florida Department of
Children and Families, providing social services and assistance
programs.
4. Identifying and Meeting Unmet Needs Post Disaster
The process for addressing unmet needs includes:
• Needs Assessment: Deploying assessment teams to gather information
from affected communities.
• Information Collection: Utilizing hotlines, community meetings, and
outreach programs to identify individual needs.
• Resource Allocation: Prioritizing and distributing resources based on
the severity and urgency of identified needs.
• Follow-Up: Ensuring continuous support and adjusting assistance
plans as necessary.
5. Communicating and Coordinating Unmet Needs
To prevent duplication of efforts and ensure effective service delivery:
• Regular Meetings: Holding coordination meetings with municipal
representatives and partner agencies.
• Information Sharing: Maintaining centralized databases to track
assistance provided and identify gaps.
• Clear Communication Channels: Establishing protocols for timely
information exchange among all stakeholders.
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G. Emergency Temporary Housing
1. Local Disaster Temporary Housing Coordinator
The Emergency Support Function 6 (ESF-6) Mass Care Coordinator within
Collier County Emergency Management is designated as the Local Disaster
Temporary Housing Coordinator. This individual is responsible for coordinating
all local temporary housing operations and works directly with the Disaster
Housing Task Force to address housing needs post-disaster.
2. Local Disaster Housing Task Force
The Local Disaster Housing Task Force comprises representatives from various
county departments and partner organizations, including:
• Collier County Emergency Management
• Collier County Housing, Human & Veteran Services
• Collier County Growth Management Department
• Collier County Health Department
• American Red Cross
• Salvation Army
• Collier County Public Schools
• Local Faith-Based Organizations
Each member brings expertise to support the development and
implementation of temporary housing solutions during disaster recovery.
3. Implementing Disaster Housing Missions
The process for implementing a Disaster Housing Mission in Collier County
includes:
• Housing Strategies: The Task Force assesses the disaster's impact on
housing and identifies suitable temporary solutions, such as:
o Utilizing existing vacant rental properties.
o Establishing temporary housing units in designated areas.
o Coordinating with neighboring counties for regional housing
support.
• Expedited Permitting Process: To facilitate rapid deployment of
temporary housing, the Growth Management Department implements
an expedited permitting process, which includes:
o Streamlining permit applications for temporary structures.
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o Waiving certain fees and requirements during the emergency
period.
o Coordinating with state agencies to ensure compliance with
safety standards.
• Commercial Manufactured Home Parks with Pad Counts: The Task
Force maintains an inventory of commercial manufactured home parks
within the county, detailing available pad counts to accommodate
displaced residents. This inventory is regularly updated and used to
match survivors with suitable temporary housing options efficiently.
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ANNEX 2
EMERGENCY
SUPPORT
FUNCTIONS (ESF)
2025
ABSTRACT
The Emergency Support Function (ESF)
Annex of the Collier County
Comprehensive Emergency
Management Plan (CEMP) establishes a
structured framework for coordinating
interagency support before, during, and
after a disaster by organizing response
operations into functional areas.
Utilizing the Lifeline Concept, the annex
aligns ESFs with critical community
lifelines to prioritize response efforts,
enhance resource coordination, and
ensure the rapid stabilization and
restoration of essential services during
emergencies.
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I. Introduction
A. Purpose
The Emergency Support Functions (ESFs) establish a framework for coordinating
interagency support before, during, and after a disaster. This structure facilitates the
provision of governmental assistance within Collier County, between counties, and
to the State, whether for declared disasters and emergencies under the Stafford Act
or for non-Stafford Act events. Each ESF is responsible for identifying and
coordinating the resources necessary to support emergency management
operations across the response, recovery, and mitigation phases of a disaster.
B. Scope
Emergency Support Function (ESF) resources may be activated at any level of
disaster response, including incidents of varying severity—minor, major, or
catastrophic. These resources are mobilized as needed to support emergency
operations based on the scope and scale of the event.
C. Standard Operating Guidance
Each Emergency Support Function (ESF) should establish standard operating
guidance to ensure its ability to effectively execute assigned missions during all
phases of emergency management.
D. Resource Identification
1. Necessary Resources – Resources essential for an effective and efficient
response to an emergency or disaster.
2. Available Resources – Resources currently possessed or directly
managed by Collier County, including personnel, technology, equipment,
and supplies.
3. Obtainable Resources – Resources that can be acquired from external
sources such as contractors, vendors, suppliers, and partner agencies.
These may include personnel, technology, equipment, facilities, materials,
and supplies. Resources not under the direct control of Collier County shall
be coordinated through Memoranda of Understanding (MOUs), which will
outline the specific resources provided and any applicable reimbursement
mechanisms.
4. Resource Shortfalls – The gap between available and obtainable
resources versus the necessary resources required to fulfill ESF missions.
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Each ESF shall assess and document anticipated resource shortfalls as part
of its standard operating procedures, categorized by disaster level (minor,
major, or catastrophic). This ensures that timely and specific resource
requests can be made to the State Emergency Operations Center as needed.
E. Policies
Each Emergency Support Function (ESF) shall utilize available and obtainable
resources to effectively carry out its designated missions and tasks. In the event of
resource shortfalls, ESFs shall coordinate with the Collier County Emergency
Operations Center (EOC) to facilitate formal requests for additional resources
through the most appropriate channels.
II. Concept of Operations
A. General
1. Each Emergency Support Function (ESF) shall maintain duty rosters,
ensuring that up-to-date contact lists for notification points of contact are
readily available at the Emergency Operations Center (EOC). The responsible
agency shall ensure that all ESF representatives notify their respective
agency, region, or district upon activation of emergency operations.
2. Each ESF shall notify its personnel of actual or anticipated emergency or
disaster events. For pending events, personnel shall be placed on standby
and provided with duty station information.
3. Each ESF team shall be prepared to assess and respond to emergency
situations by providing the following:
• Periodic situation reports;
• Identification of potential issues and recommended corrective
actions;
• Response and short-term recovery plans;
• Resource requests based on immediate and long-term needs;
• Financial management updates; and
• Mutual aid coordination and options.
4. Each on-duty ESF team shall submit situation reports to ESF-5 upon
request.
5. Each on-duty ESF shall track the status of resources, including available,
obtainable, and committed assets.
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6. Each on-duty ESF agency shall maintain accurate personnel and expense
records and complete all necessary Incident Command System (ICS) forms,
with a focus on ICS Form 214 (Activity Log).
7. All personnel assigned to the EOC or an ESF position shall complete
WebEOC training, as provided by the Emergency Management Division,
before serving as an organizational representative during an EOC activation.
B. Organization
1. Management Structure:
1. Collier County Emergency Management follows the Incident
Command System (ICS) as its management structure. Each
Emergency Support Function (ESF) operates within one or more of the
four ICS functional areas:
2. Operations – Directs emergency response and life-safety activities.
3. Planning – Collects and analyzes data, maintains situational
awareness, and supports operational decision-making.
4. Logistics – Coordinates resource acquisition, deployment, and
support services.
5. Finance/Administration – Tracks expenditures, manages contracts,
and ensures compliance with financial policies.
6. To enhance situational awareness, resource prioritization, and
operational coordination, ESFs are organized according to the Lifeline
Concept, which categorizes critical response functions into eight
community lifelines.
To enhance situational awareness, resource prioritization, and
operational coordination, ESFs are organized according to the Lifeline
Concept, which categorizes critical response functions into eight
community lifelines.
2. Lifeline Concept in Emergency Management
The Lifeline Concept is a framework designed to prioritize and stabilize
essential services during disasters. Lifelines focus on key infrastructure and
capabilities that are vital to saving lives, protecting property, and restoring
community functionality.
By structuring ESFs within lifelines, emergency response efforts are better
aligned, ensuring that critical disruptions are quickly identified and
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addressed. Lifelines provide a standardized approach that integrates local,
state, and federal coordination, improving response efficiency.
Collier County’s eight lifelines and their corresponding ESFs are as follows:
1. Public Safety & Security – ESFs 4 (Firefighting), 8 (EMS), 9 (Search &
Rescue), 16 (Law Enforcement)
o Focus: Emergency services, law enforcement, fire protection,
and life-safety operations.
2. Food, Hydration & Shelter – ESFs 6 (Mass Care), 11 (Food & Water),
15 (Volunteers & Donations), 17 (Animal Protection), 18 (Business &
Economic Recovery)
o Focus: Sheltering, food distribution, hydration, and mass care
services for residents and displaced populations.
3. Health & Medical – ESF 8 (Public Health & Medical Services)
o Focus: Medical response, hospital coordination, disease
control, and public health initiatives.
EOC Director
Operations
Public Safety & Security
ESF 4 Fire Fighting
ESF 8 (EMS)
ESF 9 Hazmat
ESF 10 Search & Rescue
ESF 16 Law
Enforcement
ESF 13 Military
Support
Food Hydration & Shelter
ESF 6 Mass Care
ESF 11 Food & Water
ESF 15 Volunteers
& Donations
ESF 17 Animals & Agriculture
ESF 18 Business &
Tourism
Health & Medical
ESF 8 FDOH
Hospitals
Care Facilities
Special Needs
Power & Fuels
ESF 12 Energy
LCEC
FPL
ESF 19 Fuel
Communications
ESF 20
Cybersecurity
ESF 2 Communications
Transportation
ESF 1
Transportation
Water Systems Infrastructure
ESF 3 Public
Works
SFWMD
Hazardous Materials
ESF 3 (Debris)
Planning ESF 5 Logistics ESF 7 Finance
Joint Information
Center ESF 14
311
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4. Power & Fuels – ESFs 12 (Energy), 19 (Fuels)
o Focus: Restoration of electrical power, fuel distribution, and
critical energy infrastructure support.
5. Communications – ESFs 2 (Communications), 20 Cybersecurity)
o Focus: Telecommunications, emergency alert systems, and
public information dissemination.
6. Transportation – ESF 1 (Transportation)
o Focus: Roadways, bridges, public transit, and airport
operations.
7. Water Systems Infrastructure – ESF 3 (Public Works & Engineering)
o Focus: Water utilities, wastewater systems, stormwater
management, and flood control.
8. Hazardous Materials & Environmental Safety – ESFs 3 (Debris
Management), 10 (Hazardous Materials Response)
o Focus: Chemical and radiological hazard response, hazardous
materials containment, and debris removal.
3. Application of the Lifeline Concept in Emergency Response
During an incident, Collier County Emergency Management will:
1. Assess Lifeline Stability – Identify which lifelines are degraded or
disrupted, prioritizing life-saving and critical infrastructure
stabilization.
2. Deploy Resources Effectively – Align ESF operations to support the
most critical needs first.
3. Restore Essential Services – Work with local, state, and federal
partners to bring lifelines back to operational status as quickly as
possible.
4. This lifeline-based approach ensures that ESFs work in a coordinated,
structured, and efficient manner to mitigate disaster impacts, protect
lives, and facilitate recovery.
2. Response and Recovery Timeframes:
The Collier County Time-Delineated Schedule (incorporated by reference)
serves as the official framework for coordinating response and recovery
actions.
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3. ESF Lead/Coordinator Responsibilities:
The Operations Section Chief shall designate an ESF Coordinator for each
ESF if the primary agency representative is not present. The ESF Coordinator
plays a critical role in all phases of emergency management (prevention,
preparedness, response, recovery, and mitigation).
ESF leadership follows a unified command approach when multiple agencies
share lead responsibilities. The responsibilities of the ESF Coordinator
include:
1. Coordinating ESF activities related to catastrophic incident planning
and critical infrastructure preparedness.
2. Engaging in pre-incident planning and coordination with partners.
3. Maintaining ongoing communication with ESF partner agencies.
4. Conducting periodic ESF meetings, briefings, and conference calls.
5. Coordinating response efforts with relevant private-sector
organizations.
6. Ensuring the annual review and revision of ESF-specific procedures,
protocols, and policies in collaboration with Collier County
Emergency Management.
7. Maintaining an updated database of available and obtainable
resources, including personnel, equipment, and logistical assets.
8. Updating and maintaining duty rosters annually.
4. ESF Agency Authorities:
1. ESF representatives shall have the authority to commit their agency’s
available and obtainable resources without requiring additional
managerial approval.
2. If an assigned mission exceeds an ESF’s capacity, coordination with
other ESFs shall occur through the Operations Section Chief.
5. Supporting Agencies:
When an ESF is activated in response to an incident, support agencies are
responsible for:
1. Conducting operations under their existing authorities, expertise, and
capabilities.
2. Assisting in planning efforts for both short-term and long-term
incident response and recovery.
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3. Supporting the development of operational plans, checklists, and
standard operating procedures.
4. Assisting with situational assessments and providing critical
intelligence.
5. Furnishing available personnel, equipment, and other resources as
requested.
6. Providing input for periodic readiness assessments.
7. Participating in training and exercises to enhance prevention,
response, and recovery capabilities.
8. Identifying emerging threats, hazards, or technology needs to improve
emergency response.
9. Nominating new technologies for review and evaluation by the
Emergency Management Director to enhance operational efficiency.
C. Time Delineation Schedule (TDS)
1. Preparedness Phase
All Emergency Support Functions (ESFs) shall take the following
preparedness actions to ensure readiness for emergency operations:
a. Establish Contact: Each ESF shall confirm and update contact
information for all agency points of contact.
b. Staffing Readiness: Ensure 24-hour staffing schedules are
established, if necessary, to support prolonged operations.
c. EOC Activation Reporting: ESF personnel shall report to the Collier
County Emergency Operations Center (EOC) upon confirmation of
activation.
d. State Coordination: Each ESF coordinator shall establish and
maintain communication with their counterpart at the State EOC to
ensure alignment of operations.
e. Preliminary Vulnerability Assessment: Conduct initial
assessments of potential vulnerabilities, report findings to the Collier
County EOC Operations Manager, and provide estimated repair
timeframes for any identified issues.
f. System Readiness: Verify the operational status of all relevant
systems, infrastructure, and resources outside the EOC to ensure
functionality.
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g. Training & Compliance: Ensure that all ESF personnel have
completed the required National Incident Management System
(NIMS) training and are proficient in preparing and submitting ICS
documentation.
h. WebEOC Training: ESF personnel must complete WebEOC training
provided by the Collier County Emergency Management Division to
ensure effective use of the system during activations.
2. Response Actions
Each Emergency Support Function (ESF) agency shall be prepared to:
a. Resource Management: Receive, distribute, evaluate, and take
action on resource requests to support emergency operations.
b. Damage Assessment Coordination: Make preliminary
arrangements, as appropriate, for participation in formal damage
assessment activities.
c. Information Sharing: Provide verbal and/or written updates for
situation reports (SitReps), incident action plans (IAPs), and EOC
briefings.
d. Staffing Readiness: Monitor team rosters to ensure 24-hour
operational coverage as needed.
e. Documentation: Maintain ICS Form 214 (Activity Log) to ensure
accurate record-keeping of response actions.
f. Transition to Recovery: Assess recovery phase requirements and
initiate a phased transition when operational conditions dictate.
3. Recovery Phase
a. Continuation of Response Actions: All Response Phase activities
shall continue as necessary throughout the duration of EOC
activation, which may extend beyond the initial 72-hour response
phase.
b. Relief Team Coordination: ESF representatives shall continuously
assess staffing needs and identify the need for relief teams to ensure
sustained operations.
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c. Resource Planning: Requests for additional personnel and
resources shall be made based on the magnitude of the event and
projected EOC activation timeframes.
D. Mitigation
1. Integration of Mitigation Strategies: Each Emergency Support Function
(ESF) team shall identify and incorporate mitigation strategies to reduce
future disaster impacts.
2. Risk Reduction Planning: ESFs shall assess lessons learned from past
incidents and incorporate risk reduction measures into preparedness,
response, and recovery planning.
3. Coordination with Partners: ESFs shall collaborate with local, state, and
federal agencies, as well as the private sector and community organizations,
to promote long-term resilience efforts.
4. Infrastructure & System Improvements: ESFs shall support hazard
mitigation projects, policy recommendations, and structural/non-structural
improvements that enhance community resilience.
E. Direction & Control
1. EOC Governance & Incident Coordination:
• The Collier County Comprehensive Emergency Management Plan
(CEMP) serves as the primary guiding document for all emergency
management activities within the county.
• The Collier County Emergency Operations Center (EOC) is the central
coordination hub for managing emergency response and resource
allocation in accordance with the CEMP, supporting annexes, and
standard operating procedures (SOPs).
• All ESF activities, resource requests, mutual aid agreements, and
Memoranda of Understanding (MOUs) shall be processed in
accordance with Collier County Emergency Management EOC
policies and procedures to ensure consistency and efficiency.
• The Incident Command System (ICS) shall be used to manage
operations within the EOC, ensuring a structured and scalable
approach to incident coordination.
2. ESF Roles in Resource Management:
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• Each ESF Lead Agency is responsible for receiving, prioritizing, and
submitting resource requests through the EOC.
• All ESFs must document resource requests, approvals, and
deployments using the WebEOC system or designated emergency
management software.
• Requests that exceed local capacity shall be escalated to the State
Emergency Operations Center (SEOC) via State WebEOC or EM
Constellation, following Florida’s established resource request
procedures.
3. Mutual Aid & Interjurisdictional Coordination:
• ESFs shall coordinate mutual aid support in accordance with the
Statewide Mutual Aid Agreement (SMAA) and the Emergency
Management Assistance Compact (EMAC) for interstate assistance.
• Local resource sharing shall be facilitated through existing mutual aid
agreements between Collier County, municipalities, and regional
partners.
• When necessary, additional support may be requested through the
Florida Division of Emergency Management (FDEM), the Federal
Emergency Management Agency (FEMA), and private-sector partners.
4. Incident Command & Decision-Making Authority:
• The Collier County Emergency Management Director serves as the
EOC Manager, providing overall policy guidance and operational
direction, as outlined in the CEMP.
• The Operations Section Chief within the EOC is responsible for
coordinating ESF activities and ensuring resources are allocated
based on priority needs.
• If a Unified Command structure is established, the EOC will
coordinate with Incident Commanders (ICs) in the field, ensuring a
seamless integration of resources between the tactical response and
EOC-level coordination.
5. Policy Group: Strategic Oversight and Executive Decision-Making
• The Policy Group is responsible for high-level strategic decision-
making, countywide emergency declarations, and coordination with
elected officials during major emergencies and disasters.
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• The Policy Group does not engage in tactical incident response but
instead focuses on:
o Approving emergency declarations and countywide executive
actions in coordination with the Board of County
Commissioners.
o Providing guidance on legal and financial matters affecting
emergency response and recovery.
o Coordinating with state and federal officials on disaster
declarations, financial assistance, and major operational
concerns.
o Ensuring the continuity of government and critical services
through executive-level coordination.
o Authorizing the release of public information in collaboration
with the Public Information Officer (PIO) and Joint Information
Center (JIC).
• The Policy Group is typically composed of:
o County Manager and Deputy County Managers
o County Attorney or Legal Counsel
o Collier County Emergency Management Director
o Sheriff’s Office Representative
o Fire-Rescue Chief or Emergency Services Representative
o Health and Medical Authority (Florida Department of Health -
Collier Representative)
o Public Information Officer (PIO) Representative
o Other agency directors, department heads, or officials as
needed based on the incident
• The Emergency Management Director serves as the primary liaison
between the Policy Group and the EOC, ensuring policy decisions are
effectively communicated and implemented.
6. Coordination with External Agencies & Private Sector Partners:
• ESFs shall coordinate closely with municipal emergency management
offices, neighboring counties, state agencies, and federal partners
based on the event’s scale and severity.
• Private-sector and non-governmental organization (NGO) partners
shall be integrated into planning and response efforts through pre-
established agreements, ensuring resource availability and continuity
of essential services.
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• ESFs shall work with critical infrastructure owners, utility providers,
healthcare networks, and business continuity organizations to
support disaster operations and minimize economic impacts.
7. Compliance & Accountability:
• All ESF actions must comply with local, state, and federal emergency
management policies, including the Collier County CEMP, the Robert
T. Stafford Disaster Relief and Emergency Assistance Act, Florida
Statutes (Chapter 252), and the National Response Framework (NRF).
• Financial tracking and documentation requirements shall be followed
per FEMA Public Assistance (PA) program guidelines, ensuring all
costs incurred are eligible for reimbursement.
• Regular EOC briefings and situation reports (SitReps) shall be
conducted to ensure decision-makers have the most up-to-date
information on resource availability, operational needs, and ongoing
response efforts.
III. Emergency Support Function Roles & Responsibilities
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EMERGENCY
SUPPORT
FUNCTION (ESF) 1
TRANSPORTATION
2025
ABSTRACT
ESF 1 coordinates emergency
transportation for evacuations,
response teams, and infrastructure
assessment in Collier County. Led
by the Transportation Management
Services Department, it ensures
mobility, traffic management, and
resource deployment to support
disaster response and recovery.
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Emergency Support Function (ESF) 1 – Transportation
1. Purpose & Scope
ESF 1 is responsible for coordinating and facilitating emergency transportation
requirements for county and municipal governments, and volunteer organizations. This
includes ground and air transportation, traffic regulation, evacuation coordination, and
infrastructure assessment for disaster response and recovery.
2. Lead & Support Agencies
• Lead Agency: Collier County Transportation Management Services Department
• Support Agencies:
o Collier County Growth Management Community Development Department
o Collier County Emergency Medical Services (EMS)
o Collier County Fleet Management Division
o Collier County Public Schools
o Collier County Sheriff’s Office
o Collier County Airport Authority
o Florida Power & Light
o Civil Air Patrol
o Collier County Fire and EMS Chiefs’ Association
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements: All jurisdictions that have entered into the Statewide
Mutual Aid Agreement
• Memoranda of Understanding (MOUs):
o Collier County Public Schools
o Civil Air Patrol
4. Concept of Operations
A. General
• ESF 1 integrates into the EOC structure within the Transportation Lifeline under the
Operations Section.
• This ESF is activated when transportation resources are needed for evacuation,
emergency response teams, or infrastructure assessment.
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• Coordination occurs with local, state, and federal agencies to ensure efficient use
of resources.
B. Organizational Structure
• ESF 1 operates within the Transportation Lifeline
under the Operations Section in the EOC.
Lead Agency: Collier County Transportation
Management Services Department manages
coordination.
• Support Agencies: Provide vehicles, drivers, fuel,
and security as needed.
5. Responsibilities
• Preparedness: Maintain an inventory of emergency transportation resources,
coordinate pre-planned routes, and ensure personnel readiness.
• Response: Deploy transportation resources for evacuations, emergency
responders, and supply distribution.
• Recovery: Support re-entry operations, damage assessments, and restoration of
transportation infrastructure.
• Mitigation: Identify improvements to transportation networks and update
emergency plans based on past incidents.
6. ESF 1 Transportation Operational Checklists
A. Preparedness Phase
☐ Identify and coordinate special transportation requirements for individuals with
special needs.
☐ Coordinate bus and driver requirements for evacuation and re-entry operations.
☐ Verify emergency transportation vehicles and driver availability.
☐ Conduct transportation vulnerability assessments.
☐ Ensure Fleet Management is on call and fuel tanks are topped off.
☐ Coordinate with airport authorities on potential closures.
B. Response Phase
☐ Deploy transportation resources as needed.
☐ Restore critical transportation lifelines.
Operations
Transportation
Lifeline
ESF 1
Transportation
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☐ Coordinate evacuation and re-entry operations.
☐ Support local, state, and federal damage assessment teams.
☐ Activate emergency transportation resources as necessary.
C. Recovery Phase
☐ Support community access to Disaster Recovery Centers (DRCs).
☐ Evaluate transportation needs for ongoing response.
☐ Coordinate transportation infrastructure repairs and reopening of roads.
D. Mitigation Phase
☐ Identify transportation infrastructure improvements to enhance disaster resilience.
☐ Update emergency transportation plans based on lessons learned.
7. Key ESF Interfaces
• ESF 3 – Public Works & Engineering (Infrastructure clearance and repairs)
• ESF 7 – Resource Management (Logistical support for transportation needs)
• ESF 11 – Food & Water (Transport of essential supplies)
• ESF 16 – Law Enforcement (Traffic control and evacuation enforcement)
Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
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EMERGENCY
SUPPORT FUNCTION
(ESF) 2
COMMUNICATIONS
2025
ABSTRACT
Communications in Collier
County coordinates emergency
telecommunications,
communications infrastructure,
and 911 continuity to support
response and recovery efforts.
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Emergency Support Function (ESF) 2 – Communications
1. Purpose & Scope
ESF 2 is responsible for coordinating and maintaining emergency communications
infrastructure in support of incident response, recovery, and field operations. This includes
ensuring radio, telephone, data, and other communication systems remain operational
across Collier County during all phases of emergency management.
2. Lead & Support Agencies
• Lead Agencies
o Collier County Information Technology Division
o Collier County Public Safety Communications Division
o Collier County Fire and EMS Chiefs’ Association
o Collier County Sheriff’s Office
• Support Agencies:
o Local and municipal government agencies
o Private industry communication providers
o Electronic media organizations
o Mutual aid jurisdictions
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements: All jurisdictions that have entered into the Statewide
Mutual Aid Agreement
• Memoranda of Understanding (MOUs): None currently
4. Concept of Operations
A. General
• ESF 2 operates within the Communications Lifeline under the Operations Section of
the EOC.
• This ESF is activated when transportation resources are needed for evacuation,
emergency response teams, or infrastructure assessment.
• Coordination occurs with local, state, and federal agencies to ensure efficient use
of resources.
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B. Organizational Structure
ESF 2 is part of the Communications Lifeline under
the Operations Section in the EOC.
• Lead Agencies: Oversee system-wide
communications and coordinate repairs or
enhancements.
• Support Agencies: Provide equipment,
infrastructure access, and technical expertise as
needed.
5. Responsibilities
• Preparedness:
o Establish and maintain liaison with state, county, and municipal government
agencies, private industry, and media organizations.
o Ensure primary and backup communication systems (e.g., generators,
uninterruptible power supplies) remain operational.
o Verify operational connectivity between the Collier County EOC, State EOC,
and local governments.
• Response:
o Establish and maintain liaison with state, county, and municipal government
agencies, private industry, and media organizations.
o Ensure primary and backup communication systems (e.g., generators,
uninterruptible power supplies) remain operational.
o Verify operational connectivity between the Collier County EOC, State EOC,
and local governments.
• Recovery:
o Establish and maintain liaison with state, county, and municipal government
agencies, private industry, and media organizations.
o Ensure primary and backup communication systems (e.g., generators,
uninterruptible power supplies) remain operational.
o Verify operational connectivity between the Collier County EOC, State EOC,
and local governments.
Operations
Communications
Lifeline
ESF 2
Communications
ESF 20
Cybersecurity
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• Mitigation:
o Identify long-term improvements to the communications system to enhance
resilience.
o Integrate lessons learned from previous activations into planning and system
upgrades.
6. ESF 2 Communications Operational Checklists
A. Preparedness Phase
☐ Conduct system-wide tests of communication infrastructure, including EOC
equipment.
☐ Notify radio system maintenance vendors of potential emergency situations.
☐ Ensure operational readiness of emergency communications at public shelters.
☐ Identify system deficiencies and request necessary repairs.
☐ Coordinate with cellular providers for additional mobile communication support.
☐ Secure Multi-Agency Communications and Coordination Vehicle (Mobile Command
Unit).
B. Response Phase
☐ Confirm operational status of all primary and backup communication systems.
☐ Establish direct communication with the SEOC and local response agencies.
☐ Restore critical communications infrastructure as needed.
☐ Conduct operational status checks every four hours.
C. Recovery Phase
☐ Assess and restore communication capabilities at emergency facilities.
☐ Execute necessary repairs, replacements, or relocations of equipment.
☐ Coordinate restoration efforts with private sector providers and mutual aid agencies.
D. Mitigation Phase
☐ Identify critical infrastructure upgrades for future disaster resilience.
☐ Integrate lessons learned into communications planning.
☐ Ensure continuity of emergency communication operations through policy
improvements.
7. Key ESF Interfaces
• ESF 1 – Transportation (Support for field communication with transportation
assets)
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• ESF 5 – Planning (Situation awareness and resource tracking)
• ESF 7 – Resource Management (Procurement of additional communication
resources)
• ESF 14 – Public Information (Media coordination and public messaging)
Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
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EMERGENCY SUPPORT
FUNCTION (ESF) 3
PUBLIC WORKS &
ENGINEERING
2025
ABSTRACT
Public Works &
Engineering in Collier
County supports
infrastructure
assessment, debris
removal, and critical
utility restoration to
ensure community safety
and recovery.
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Emergency Support Function (ESF) 3 – Public Works & Engineering
1. Purpose & Scope
ESF 3 is responsible for coordinating infrastructure and engineering services to support
emergency response, recovery, and mitigation efforts. This includes damage assessment,
debris removal, repair of public facilities, and maintenance of critical utilities such as
water, wastewater, and solid waste management.
2. Lead & Support Agencies
• Lead Agencies
o Collier County Public Utilities Department (PUD)
o Collier County Growth Management Community Development Department
• Support Agencies:
o Collier County Emergency Management Division
o Collier County Emergency Medical Services
o Collier County Fire & EMS Chiefs’ Association
o South Florida Water Management District (SFWMD)
o Florida Power & Light (FPL)
o Lee County Electric Cooperative (LCEC)
o Collier County Fleet
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements:
o Statewide Mutual Aid Agreement
o Florida Fire Mutual Aid Agreement
o FLAWarn Mutual Aid Agreement
• Memoranda of Understanding (MOUs):
o Various agreements with contractors and vendors for emergency repairs and
debris management.
4. Concept of Operations
A. General
• ESF 3 operates within the Water Systems Infrastructure Lifeline under the
Operations Section of the EOC.
• Resource requests will be prioritized to restore critical infrastructure and support
life-sustaining services.
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• Coordination occurs with state and federal agencies, utility providers, and private
contractors.
B. Organizational Structure
• ESF 3 is part of the Water Systems Infrastructure
Lifeline under the Operations Section in the EOC.
• Lead Agencies: Oversee damage assessments,
debris clearance, and infrastructure restoration.
• Support Agencies: Assist with utility repairs, debris
removal, and technical support.
5. Responsibilities
• Preparedness:
o Maintain an inventory of public works assets, heavy equipment, and repair
materials.
o Establish pre-disaster contracts for emergency services.
o Conduct training and exercises for damage assessment teams.
• Response:
o Conduct damage assessments of roads, bridges, water, and wastewater
systems.
o Remove storm debris to clear emergency routes.
o Coordinate emergency utility repairs and debris clearance.
o Provide support for temporary housing and emergency permitting.
• Recovery:
o Restore and repair damaged infrastructure.
o Manage long-term debris removal and hazard mitigation projects.
o Work with FEMA and state agencies on disaster recovery assistance.
• Mitigation:
o Identify and implement infrastructure improvements to enhance resilience.
o Incorporate lessons learned from past disasters into planning efforts.
6. ESF 3 Operational Checklists
A. Preparedness Phase
☐ Ensure all public works personnel are trained on emergency response protocols.
☐ Verify emergency repair contracts are in place.
☐ Maintain fuel reserves for emergency equipment.
Operations
Water Systems
Infrastructure
ESF 3 Public
Works &
Engineering
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☐ Conduct pre-season infrastructure assessments.
B. Response Phase
☐ Deploy damage assessment teams.
☐ Remove storm debris from priority roadways.
☐ Assess and restore critical water and wastewater systems.
☐ Coordinate with law enforcement for road closures.
C. Recovery Phase
☐ Support community access to essential services.
☐ Facilitate permanent infrastructure repairs.
☐ Work with FEMA and state agencies to secure recovery funding.
D. Mitigation Phase
☐ Identify flood control and drainage improvement projects.
☐ Develop and implement hazard mitigation strategies.
☐ Participate in the Local Mitigation Strategy (LMS) Working Group.
7. Key ESF Interfaces
• ESF 1 – Transportation (Roadway debris removal and infrastructure repairs)
• ESF 7 – Resource Management (Procurement of heavy equipment and repair
materials)
• ESF 12 – Energy (Restoration of power systems for infrastructure)
• ESF 16 – Law Enforcement (Traffic control and road closures)
Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
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EMERGENCY
SUPPORT
FUNCTION (ESF) 4
FIREFIGHTING
2025
ABSTRACT
Firefighting in Collier County
coordinates fire suppression, rescue
operations, and resource support to
protect life, property, and the
environment.
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Emergency Support Function (ESF) 4 – Firefighting
1. Purpose & Scope
ESF 4 is responsible for coordinating firefighting and fire rescue operations during
disasters, major emergencies, and large-scale incidents. This includes fire suppression,
search & rescue operations, hazardous materials response, and mutual aid coordination.
ESF 4 works in collaboration with other emergency services to ensure public safety,
property protection, and effective incident response.
2. Lead & Support Agencies
• Lead Agencies
o Collier County Fire and EMS Chiefs’ Association (CCFEMSA)
• Support Agencies:
o City of Naples Fire Rescue Department
o North Collier Fire Control & Rescue District
o Greater Naples Fire Rescue District
o City of Marco Island Rescue Department
o Immokalee Fire Control & Rescue District
o Collier County Emergency Medical Services (EMS)
o Florida Forest Service
o Collier County Sheriff’s Office
o Collier County Emergency Management
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements:
o All jurisdictions that have entered into the Statewide Mutual Aid Agreement
o Florida Fire Chiefs Association (FFCA) State Emergency Response Plan
(SERP)
• Memoranda of Understanding (MOUs):
o Pre-existing MOUs with fire rescue agencies for mutual aid and regional
response support.
4. Concept of Operations
A. General
• ESF 4 operates within the Public Safety & Security Lifeline under the Operations
Section of the EOC.
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• The Fire Chief in whose jurisdiction the incident occurs retains command, with ESF
4 providing support and coordination.
• ESF 4 works in conjunction with ESF 9 (Search & Rescue), ESF 10 (Hazardous
Materials), and ESF 16 (Law Enforcement) to ensure a unified emergency response.
• The Collier County Emergency
Management Mobile Command
Center may be dispatched to an
incident site upon request.
B. Organizational Structure
• ESF 4 is part of the Public Safety &
Security Lifeline under the
Operations Section in the EOC.
• Fire Rescue Area Command
representatives (rank of Captain or
above) manage ESF 4 functions in
the EOC.
• Local Fire Chiefs maintain direct
operational control over incidents
in their jurisdictions.
5. Responsibilities
• Preparedness:
o Maintain mutual aid agreements with regional and state fire response
agencies.
o Conduct fire risk assessments and pre-identify critical wildfire-prone areas.
o Ensure firefighting personnel and equipment are pre-positioned for
emergency response.
o Train fire personnel on disaster-specific operations, including wildfires,
hazardous materials response, and urban search & rescue.
• Response:
o Deploy fire suppression teams to structural fires, wildland fires, and
industrial fires.
o Support search & rescue operations in coordination with ESF 9.
o Provide EMS support in conjunction with ESF 8 (Health & Medical).
Operations
Public Safety &
Security
ESF 4
Firefighting
ESF 8 EMS
ESF 9 Hazmat
ESF 10 Search
& Rescue
ESF 16 Law
Enforcement
ESF 13 Military
Support
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o Coordinate with ESF 10 (Hazardous Materials) for response to chemical,
radiological, and other hazardous material incidents.
o Assist law enforcement (ESF 16) in response to active shooter, bombing, and
terrorism-related incidents.
• Recovery:
o Assist in fire investigations and damage assessments.
o Support re-entry operations and rebuild damaged fire stations or emergency
facilities.
o Evaluate lessons learned and update response strategies.
• Mitigation:
o Identify fire hazard reduction projects, including controlled burns and
vegetation management.
o Enhance fire prevention programs and public education on fire safety.
o Support building code enhancements for fire-resistant structures.
6. ESF 4 Operational Checklists
A. Preparedness Phase
☐ Maintain situational awareness of fire risks.
☐ Ensure fire suppression equipment is maintained and ready for deployment.
☐ Verify availability of wildland and structural firefighting resources.
☐ Conduct interagency fire response planning exercises.
B. Response Phase
☐ Activate ESF 4 upon notification of EOC activation.
☐ Deploy fire suppression teams based on incident priorities.
☐ Establish staging areas for mutual aid fire responders.
☐ Coordinate fire rescue resource requests through the EOC.
C. Recovery Phase
☐ Support fire damage assessments and debris removal.
☐ Restore operational capacity for fire services in impacted areas.
☐ Work with FEMA for potential Public Assistance (PA) funding for fire service recovery.
D. Mitigation Phase
☐ Conduct post-incident reviews and update fire response plans.
☐ Identify fire infrastructure improvements to enhance resilience.
☐ Develop wildfire prevention programs with the Florida Forest Service.
7. Key ESF Interfaces
• ESF 6 – Mass Care (Fire protection support for shelters)
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• ESF 8 – Health & Medical (Medical support for fire victims and injured responders)
• ESF 9 – Search & Rescue (Urban and wildland rescue operations)
• ESF 10 – Hazardous Materials (Fire response to hazardous material incidents)
• ESF 13 – Military Support (Support during National Guard activations)
• ESF 14 – Public Information (Fire-related public messaging)
• ESF 16 – Law Enforcement (Coordination during active shooter and security
incidents)
Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
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EMERGENCY
SUPPORT FUNCTION
(ESF) 5 PLANNING &
INTELLIGENCE
2025
ABSTRACT
Planning in Collier County
supports incident management
by collecting, analyzing, and
disseminating information to
guide response and recovery
efforts.
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Emergency Support Function (ESF) 5 – Planning & Intelligence
1. Purpose & Scope
ESF 5 is responsible for collecting, analyzing, and distributing situational information to
support response and recovery operations. This includes maintaining situational
awareness, developing Incident Action Plans (IAPs), coordinating resource requests, and
ensuring proper documentation of disaster-related activities. ESF 5 serves as the central
point for intelligence gathering and operational planning in coordination with local, state,
and federal agencies, ensuring that mission assignments and resources are managed
effectively.
2. Lead & Support Agencies
• Lead Agencies
o Collier County Emergency Management Division
• Support Agencies:
o Collier County Communications, Government & Public Affairs Division
o Collier County Growth Management Community Development Department
o Collier County Information Technology Division
o Collier County Public Utilities Department
o Collier County Sheriff’s Office
o Municipal emergency management offices
o Florida Division of Emergency Management (FDEM)
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements:
o All jurisdictions that have entered into the Statewide Mutual Aid Agreement
• Memoranda of Understanding (MOUs):
o Coordination agreements with GIS and data analysis partners
o Pre-established MOUs with regional emergency planning agencies.
4. Concept of Operations
A. General
• ESF 5 operates within the Planning Section under the EOC Command Structure.
• This function supports situational awareness, intelligence gathering, and incident
documentation during disaster activations.
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• ESF 5 ensures proper coordination and communication between the EOC, SEOC,
FEMA, municipalities, and regional emergency partners.
B. Organizational Structure
• ESF 5 operates under the Planning
Section within the EOC.
• The Planning Section Chief manages
overall ESF 5 activities, supported by
specialized units, including:
o Situation Unit: Collects and
analyzes disaster intelligence.
o Resource Unit: Tracks
deployment of personnel,
equipment, and facilities.
o Documentation Unit: Maintains
incident records and action
reports.
o Demobilization Unit: Develops
EOC phase-down/demobilization plans.
5. Responsibilities
• Preparedness:
o Maintain up-to-date hazard analyses, demographic data, and evacuation
studies.
o Ensure EOC staff and emergency response agencies are trained on planning
procedures and documentation processes.
o Conduct hurricane vulnerability assessments and pre-incident impact
forecasting.
o Maintain and update emergency planning software, GIS mapping, and critical
facility inventories.
• Response:
o Develop EOC Action Plans (EAPs) and provide operational briefings.
o Monitor NOAA Weather Radio and provide impact forecasting and incident
potential analysis.
o Coordinate and distribute situation reports (SitReps) to local, state, and
federal agencies.
EOC Director
Operations Planning
ESF 5
Situation Unit
Resources Unit
Documentation
Unit
Demobilization
Unit
Logistics Finance
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o Maintain real-time situational awareness dashboards using GIS and field
reports.
o Process resource requests and damage assessment reports for FEMA and
state agencies.
o Oversee Joint Information Center (JIC) coordination with ESF 14 (Public
Information).
• Recovery:
o Activate and support the Recovery Task Force, as directed by the County
Manager.
o Coordinate requests for Joint Preliminary Damage Assessments (PDAs).
o Support the establishment of Disaster Recovery Centers (DRCs) and Points
of Distribution (PODs).
o Conduct economic impact assessments to support Small Business
Administration (SBA) disaster assistance requests.
o Develop long-term recovery plans and after-action reports (AARs).
• Mitigation:
o Assess lessons learned from previous disasters to enhance future response
strategies.
o Identify opportunities for hazard mitigation projects in coordination with the
Local Mitigation Strategy (LMS) Working Group.
o Facilitate state and federal hazard mitigation grant applications.
o Promote land-use planning and building code recommendations to reduce
disaster vulnerability.
6. ESF 5 Operational Checklists
A. Preparedness Phase
☐ Update and maintain GIS hazard maps and risk assessments.
☐ Ensure real-time data-sharing capabilities between the EOC and field teams.
☐ Conduct training for emergency planners on EOC planning cycles and situational
reporting.
☐ Maintain pre-disaster population impact models.
☐ Ensure access to NOAA Weather Radio, WebEOC, and other intelligence tools..
B. Response Phase
☐ Develop and distribute the Incident Action Plan (IAP) at each EOC briefing.
☐ Monitor and report storm characteristics and disaster impact projections.
☐ Establish the Joint Information Center (JIC), when necessary.
☐ Complete and transmit SitReps to the SEOC and FEMA.
☐ Activate damage and impact assessment teams.
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C. Recovery Phase
☐ Facilitate the transition from response to recovery operations.
☐ Establish Disaster Recovery Information Centers (DRICs) for public assistance
applications.
☐ Work with FEMA on disaster declarations and Individual Assistance (IA) programs.
☐ Track economic losses and business recovery needs.
D. Mitigation Phase
☐ Assess and update the Collier County Comprehensive Emergency Management Plan
(CEMP).
☐ Work with state and federal agencies to enhance disaster mitigation efforts.
☐ Improve critical infrastructure planning and GIS-based risk modeling.
7. Key ESF Interfaces
• ESF 2 – Communications (Coordination of real-time information-sharing systems)
• ESF 7 – Resource Management (Tracking of resource allocations and logistics)
• ESF 8 – Health & Medical (Support for medical surge planning)
• ESF 9 – Search & Rescue (Integration of situational intelligence for field operations)
• ESF 14 – Public Information (Management of JIC operations and public messaging)
• ESF 15 – Volunteers & Donations (Coordination of volunteer resource tracking)
Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
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EMERGENCY
SUPPORT
FUNCTION (ESF) 6
MASS CARE
2025
ABSTRACT
Mass Care in Collier County coordinates
sheltering, feeding, and essential
humanitarian services for disaster
survivors. It ensures the provision of
temporary housing, pet sheltering, and
support for individuals with access and
functional needs.
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Emergency Support Function (ESF) 6 – Mass Care
1. Purpose & Scope
ESF 6 is responsible for coordinating and providing mass care services, including
sheltering, feeding, first aid, and disaster welfare information for disaster-affected
populations. This function also addresses special needs sheltering, temporary housing
strategies, and the transition from response to recovery. ESF 6 ensures that disaster victims
have access to temporary refuge, basic sustenance, and critical support services in
coordination with government agencies, non-profit organizations, and community partners.
2. Lead & Support Agencies
• Lead Agencies
o Collier County Emergency Management Division
o American Red Cross – Collier County Chapter
• Support Agencies:
o Collier County Domestic Animal Services
o Florida Department of Health – Collier
o Collier County Emergency Medical Services
o Collier County Fire and EMS Chiefs’ Association
o Collier County Community & Human Services
o Collier County Parks and Recreation Division
o Collier County Public Schools
o Collier County Sheriff’s Office
o The Salvation Army
o St. Matthew’s House & Immokalee Friendship House
o I HOPE
o Harry Chapin Food Bank (Second Harvest)
o First Assembly of God
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements:
o All jurisdictions that have entered into the Statewide Mutual Aid Agreement
• Memoranda of Understanding (MOUs):
o Collier County Disaster Mental Health Task Force
o Pre-established agreements with faith-based and community organizations
for sheltering and feeding operations.
4. Concept of Operations
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A. General
• ESF 6 operates within the Food,
Hydration & Shelter Lifeline under the
Operations Section of the EOC.
• Shelters shall be managed in
accordance with American Red Cross
(ARC) standards and Collier County
emergency sheltering guidelines.
• The Salvation Army's Standard
Operating Procedures shall be used for
comfort stations and mass feeding
sites.
• ESF 6 coordinates with ESF 11 (Food &
Water) and ESF 8 (Health & Medical) to
provide essential services at mass care
sites.
B. Organizational Structure
• ESF 6 is part of the Food, Hydration &
Shelter Lifeline under the Operations
Section in the EOC.
• Lead Agencies: Oversee sheltering,
mass feeding, and disaster welfare
services.
• Support Agencies: Assist with staffing,
logistics, and resource distribution.
5. Responsibilities
• Preparedness:
o Maintain a current listing of shelter sites and mass care resource lists.
o Pre-identify Points of Distribution (POD) sites for emergency supplies.
o Ensure special needs shelters are staffed and equipped in accordance with
Florida Health Department guidelines.
o Conduct training and exercises for mass care teams.
o Develop public education and outreach programs to encourage community
preparedness.
• Response:
Operations
Food Hydration
& Shelter
ESF 6 Mass
Care
ESF 11 Food &
Water
ESF 15
Volunteers &
Donations
ESF 17 Animals
& Agriculture
ESF 18
Business &
Industry
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Collier County CEMP – ESF Annex 2 - ESF 6 Mass Care 2025
o Open and operate public shelters and mass feeding centers.
o Provide temporary housing for displaced individuals (short-term and
transitional housing).
o Coordinate the distribution of food, water, and essential supplies to shelters
and community relief sites.
o Establish comfort stations where disaster victims can access basic services.
o Ensure mental health and social service support is available to shelter
residents.
o Coordinate with ESF 12 (Energy) for power restoration to shelters and mass
care facilities.
o Work with ESF 16 (Law Enforcement) for security at mass care sites.
• Recovery:
o Monitor and assess shelter populations and transition evacuees to long-term
housing solutions.
o Coordinate the provision of temporary and permanent housing.
o Support the reopening of grocery stores, pharmacies, and essential service
providers to phase out POD sites.
o Provide crisis counseling and social services to disaster-affected individuals.
o Conduct after-action reviews and update sheltering and mass care
strategies.
• Mitigation:
o Identify strategies to reduce shelter deficits and increase shelter capacity.
o Enhance building codes for shelter facilities to improve disaster resilience.
o Promote public education and awareness to reduce shelter demand.
6. ESF 6 Operational Checklists
A. Preparedness Phase
☐ Identify and maintain primary and backup shelter locations.
☐ Ensure mass care supply caches are stocked and available.
☐ Verify transportation resources for evacuees (in coordination with ESF 1 –
Transportation).
☐ Train shelter managers and mass feeding site coordinators.
☐ Conduct public outreach on personal preparedness and sheltering procedures.
B. Response Phase
☐ Open and staff general population and special needs shelters.
☐ Deploy mass feeding sites in coordination with non-profit and faith-based
organizations.
☐ Monitor shelter conditions and resource needs.
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☐ Establish Points of Distribution (PODs) for food, water, and emergency supplies.
☐ Ensure medical support and mental health services are available in shelters.
☐ Coordinate with ESF 16 (Law Enforcement) for security at shelters.
C. Recovery Phase
☐ Support the transition of evacuees from shelters to temporary or permanent housing.
☐ Provide case management services for disaster-affected individuals.
☐ Close and consolidate shelters as housing solutions become available.
☐ Conduct after-action reviews and update mass care plans.
D. Mitigation Phase
☐ Identify opportunities to enhance shelter capacity and resilience.
☐ Strengthen infrastructure at designated shelters.
☐ Improve community engagement and preparedness programs to reduce mass care
needs.
7. Key ESF Interfaces
ESF 1 – Transportation (Evacuation transportation and access to shelters)
ESF 5 – Planning & Intelligence (Situation reports and shelter status tracking)
ESF 8 – Health & Medical (Medical care and mental health services in shelters)
ESF 11 – Food & Water (Provision of food and potable water)
ESF 12 – Energy (Power supply and restoration at mass care sites)
ESF 14 – Public Information (Public messaging on shelter locations and availability)
ESF 15 – Volunteers & Donations (Coordination of volunteer staffing and donated
supplies)
ESF 16 – Law Enforcement (Security at mass care and sheltering sites)
Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
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EMERGENCY
SUPPORT FUNCTION
(ESF) 7 RESOURCE
SUPPORT
2025
ABSTRACT
Resource Support (Logistics) in
Collier County coordinates the
procurement, distribution, and
management of critical
resources, equipment, and
personnel during disasters. It
ensures timely support for
response and recovery
operations through logistics
planning and resource
allocation.
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Collier County CEMP – ESF Annex 2 - ESF 7 Resource Support 2025
Emergency Support Function (ESF) 7 – Resource Support
1. Purpose & Scope
ESF 7 is responsible for coordinating the procurement, allocation, and distribution of
emergency resources to support response and recovery operations. This includes securing
supplies, managing logistics, establishing Points of Distribution (PODs), and maintaining
financial accountability for all disaster-related expenditures. ESF 7 ensures that emergency
responders and disaster-affected populations receive the necessary resources in an
efficient and timely manner, using local, state, federal, and private sector resources as
needed.
2. Lead & Support Agencies
• Lead Agencies
o Collier County Emergency Management Division
o Collier County Corporate Financial & Management Services Division
o Collier County Procurement Services
• Support Agencies:
o Collier County Sheriff’s Office
o Cities of Naples and Marco Island
o Collier County Public Utilities Department
o Collier County Facilities Management Division
o Collier County Parks and Recreation Division
o Collier County Road Maintenance Division
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements:
o All jurisdictions that have entered into the Statewide Mutual Aid Agreement
• Memoranda of Understanding (MOUs):
o Agreements with private vendors, suppliers, and logistics partners for
emergency resource procurement and transportation.
4. Concept of Operations
A. General
• ESF 7 operates within the Logistics Section under the EOC Command Structure.
• Resource requests are prioritized based on life safety, incident stabilization, and
property preservation needs.
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Collier County CEMP – ESF Annex 2 - ESF 7 Resource Support 2025
• Emergency responders (county departments, municipalities, and private
organizations) must use all available and obtainable resources before requesting
assistance from ESF 7.
• The Emergency Management Director and Logistics Section Manager determine
which facilities, resource receiving areas, checkpoints, and warehouses should be
activated.
• All resource requests must be submitted through WebEOC before escalation to the
state.
B. Organizational Structure
• ESF 7 is part of the Logistics
Section in the EOC.
• Lead Agencies: Manage
procurement, supply chain
logistics, and financial tracking.
• Support Agencies: Provide
warehousing, transport, and
security for resources.
5. Responsibilities
• Preparedness:
o Maintain resource inventories, vendor lists, and emergency supply caches.
o Identify potential warehouses and staging areas for emergency resources.
o Establish MOUs with suppliers, fuel vendors, and transport companies.
o Develop pre-disaster financial procedures for emergency procurement.
o Conduct logistics training and exercises for emergency response personnel.
• Response:
o Activate resource management operations at the EOC.
o Process resource requests and distribute emergency supplies.
o Establish Points of Distribution (PODs) for critical supplies.
o Manage the receipt, inventory, and tracking of bulk resources at designated
staging areas.
o Secure additional resources through procurement, donations, or mutual aid.
o Coordinate with ESF 16 (Law Enforcement) to provide security at PODs and
warehouses.
• Recovery:
o Contact recipients of loaned equipment and arrange for its return.
o Relocate, dispose of, or store excess donated resources.
EOC
Director
Operations Planning
ESF 5
Logistics
ESF 7 Finance
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Collier County CEMP – ESF Annex 2 - ESF 7 Resource Support 2025
o Deactivate warehouses and logistics support teams.
o Ensure all financial documentation and procurement records are completed
for FEMA reimbursement.
o Determine if suppliers and donors are willing to enter into long-term
agreements for future disasters.
• Mitigation:
o Improve resource tracking systems and inventory management.
o Strengthen supply chain resilience by diversifying vendors and transportation
options.
o Pre-position critical supplies in strategic locations to reduce response time.
o Identify and address gaps in emergency procurement procedures.
6. ESF 7 Operational Checklists
A. Preparedness Phase
☐ Identify and maintain resource inventories and vendor contracts.
☐ Ensure warehouses and staging areas are available for activation.
☐ Train personnel on WebEOC resource request procedures.
☐ Conduct pre-season procurement and supply chain assessments.
B. Response Phase
☐ Activate logistics and procurement operations at the EOC.
☐ Receive and route resource requests through WebEOC.
☐ Determine the need to activate Points of Distribution (PODs).
☐ Track and distribute procured, donated, and mutual aid resources.
☐ Coordinate transportation and security for emergency supplies.
C. Recovery Phase
☐ Close out resource distribution operations.
☐ Reconcile all procurement and financial records.
☐ Return or properly dispose of unused or excess supplies.
☐ Conduct after-action reviews and update resource management plans.
D. Mitigation Phase
☐ Develop strategies for improving emergency procurement efficiency.
☐ Strengthen vendor agreements and supply chain redundancies.
☐ Identify alternative distribution methods to improve resilience.
7. Key ESF Interfaces
ESF 1 – Transportation (Coordination for resource transport and fuel supply)
ESF 2 – Communications (Support for WebEOC and logistics coordination systems)
ESF 6 – Mass Care (Provision of supplies to shelters and mass feeding sites)
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Collier County CEMP – ESF Annex 2 - ESF 7 Resource Support 2025
ESF 11 – Food & Water (Distribution of food and water resources)
ESF 12 – Energy (Coordination for fuel and power resources)
ESF 16 – Law Enforcement (Security for PODs, warehouses, and staging areas)
Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
166
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EMERGENCY
SUPPORT FUNCTION
(ESF) 8 HEALTH &
MEDICAL
2025
ABSTRACT
Health & Medical in
Collier County
coordinates medical care,
public health services,
and emergency medical
response during disasters.
It supports hospitals,
special needs shelters,
disease surveillance, and
mental health services to
protect community health
and safety.
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Collier County CEMP – ESF Annex 2 - ESF 8 Health & Medical 2025
Emergency Support Function (ESF) 8 – Health & Medical
1. Purpose & Scope
ESF 8 is responsible for coordinating health, medical, and human services during and after
a disaster. This includes emergency medical services, public health measures, disease
control, mass casualty response, mental health support, and fatality management. ESF 8
also addresses special needs populations and collaborates with community-based
organizations to ensure comprehensive public health support.
2. Lead & Support Agencies
• Lead Agencies
o Florida Department of Health – Collier County
• Support Agencies:
o Collier County Emergency Medical Services (EMS)
o Collier County Fire & EMS Chiefs’ Association
o Collier County Community & Human Services Division
o Collier County Medical Examiner’s Office
o American Red Cross – Collier County Chapter
o Collier County Emergency Management Division
o Domestic Animal Services Division
o NCH Healthcare System
o PRMC Healthcare System
o Collier County Mosquito Control District
o Collier County Sheriff’s Office
o Collier County Public Utilities Department
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements:
o All jurisdictions that have entered into the Statewide Mutual Aid Agreement
• Memoranda of Understanding (MOUs):
o Pre-established agreements with hospitals, medical providers, and mental
health organizations for emergency healthcare support.
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Collier County CEMP – ESF Annex 2 - ESF 8 Health & Medical 2025
4. Concept of Operations
A. General
• ESF 8 operates within the Health & Medical Lifeline under the Operations Section of
the EOC.
• Coordination is established between healthcare providers, EMS agencies, state
health officials, and local emergency management to ensure continuity of care.
• ESF 8 ensures the public has access to medical treatment, mental health services,
disease prevention, and emergency social
services.
B. Organizational Structure
• ESF 8 is part of the Health & Medical
Lifeline under the Operations Section in
the EOC.
• Lead Agency: Oversees all public health,
emergency medical, and fatality
management activities.
• Support Agencies: Assist with medical
staffing, emergency transport, and disease
control operations.
5. Responsibilities
• Preparedness:
o Maintain an inventory of available
medical facilities, emergency
medical supplies, and surge
capacity plans.
o Identify and pre-plan alternate medical treatment sites and triage centers.
o Coordinate mass casualty training and exercises for healthcare providers
and first responders.
o Establish special needs registries for individuals requiring medical
assistance during evacuations.
o Ensure that potable water supply, waste management, and sanitation
services are in place for shelters and response facilities.
• Response:
o Activate emergency medical transport for mass casualty incidents.
o Coordinate medical support at shelters, including special needs shelters.
Operations
Health &
Medical
ESF 8 Health &
Medical
Hospitals
Care Facilities
Special Needs
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Collier County CEMP – ESF Annex 2 - ESF 8 Health & Medical 2025
o Monitor and control communicable diseases and other public health threats.
o Oversee the disposition of fatalities in coordination with the Medical
Examiner’s Office.
o Deploy mental health teams for psychological first aid to affected
populations and responders.
o Provide emergency prescription assistance and essential medical services.
o Work with ESF 16 (Law Enforcement) for victim identification and next-of-kin
notification.
o Coordinate with ESF 3 (Public Works) and ESF 12 (Energy) for ensuring water,
sewage, and power infrastructure support to healthcare facilities..
• Recovery:
o Conduct health and safety inspections of food, water, and pharmaceuticals
exposed to hazards.
o Monitor and report any environmental health concerns or infectious disease
outbreaks.
o Support long-term community mental health and crisis counseling
programs.
o Assist in re-establishing healthcare services and restoring hospital
operations.
o Provide post-disaster public health messaging in coordination with ESF 14
(Public Information).
• Mitigation:
o Identify strategies to increase medical surge capacity and healthcare
resilience.
o Improve emergency plans for special needs populations and vulnerable
groups.
o Strengthen building codes and healthcare facility protections against
disasters.
o Enhance disease surveillance and outbreak prevention programs.
6. ESF 8 Operational Checklists
A. Preparedness Phase
☐ Maintain updated healthcare facility and EMS contact lists.
☐ Ensure sufficient stockpiles of emergency medical supplies.
☐ Train personnel on mass casualty incident protocols and disease control measures.
☐ Coordinate special needs shelter preparedness.
☐ Develop public health messaging for disaster preparedness.
B. Response Phase
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Collier County CEMP – ESF Annex 2 - ESF 8 Health & Medical 2025
☐ Activate emergency medical services and public health response teams.
☐ Deploy mobile medical teams to impacted areas.
☐ Monitor for potential disease outbreaks and environmental health risks.
☐ Coordinate fatality management operations with the Medical Examiner’s Office.
☐ Provide crisis counseling and mental health support services.
C. Recovery Phase
☐ Ensure sanitary conditions in shelters and Disaster Recovery Centers (DRCs).
☐ Conduct health and safety inspections for water, food, and consumables.
☐ Restore essential public health and healthcare services.
☐ Assist communities in addressing long-term healthcare recovery needs..
D. Mitigation Phase
☐ Develop improvements in medical surge capacity.
☐ Enhance hazard-resistant healthcare infrastructure.
☐ Strengthen disease surveillance and control programs.
7. Key ESF Interfaces
ESF 6 – Mass Care (Medical support for shelters and displaced populations)
ESF 11 – Food & Water (Public health inspections of food and water sources)
ESF 12 – Energy (Power restoration to hospitals and critical medical facilities)
ESF 14 – Public Information (Health and safety public messaging)
ESF 16 – Law Enforcement (Security for medical facilities and victim identification)
ESF 17 – Animals & Agriculture (Animal-related disease monitoring and zoonotic
outbreak control)
Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
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EMERGENCY
SUPPORT
FUNCTION (ESF) 9
SEARCH & RESCUE
2025
ABSTRACT
Search & Rescue in Collier County
coordinates the location,
extraction, and medical
stabilization of individuals in
distress. It supports urban, water,
and wilderness rescue operations
through specialized teams and
resources.
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Collier County CEMP – ESF Annex 2 - ESF 9 Urban Search & Rescue 2025
Emergency Support Function (ESF) 9 – Urban Search & Rescue
1. Purpose & Scope
ESF 9 is responsible for coordinating search and rescue (SAR) operations in Collier County,
including urban, wilderness, marine, and technical rescue efforts. This function ensures
the rapid deployment of trained personnel and resources to locate, extricate, and provide
medical aid to individuals in distress following an emergency or disaster.
2. Lead & Support Agencies
• Lead Agencies
o Collier County Fire and EMS Chiefs’ Association (CCFEMSCA)
• Support Agencies:
o City of Naples Fire Rescue Department
o North Collier Fire Control & Rescue District
o Greater Naples Fire Rescue District
o City of Marco Island Rescue Department
o Collier County Emergency Medical Services
o Florida Forest Service
o Civil Air Patrol
o Big Cypress National Preserve
o Collier County Sheriff’s Office
o Collier County Emergency Management Division
o Municipal Police Departments
o Florida Fish and Wildlife Conservation Commission
o United States Coast Guard (USCG)
o USCG Auxiliary Marco Flotilla
o USCG Auxiliary Naples Flotilla
o Immokalee Fire Control & Rescue District
o Mutual Aid Jurisdictions under the Statewide Mutual Aid Agreement and
Florida Fire Chiefs Association (FFCA) State Emergency Response Plan
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements:
o All jurisdictions under the Statewide Mutual Aid Agreement
o Florida Fire Chiefs Association Statewide Emergency Response Plan (SERP)
• Memoranda of Understanding (MOUs):
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Collier County CEMP – ESF Annex 2 - ESF 9 Urban Search & Rescue 2025
o Pre-established agreements with regional and federal SAR teams, law
enforcement agencies, and federal partners for search and rescue support.
4. Concept of Operations
A. General
• ESF 9 operates under the Public Safety &
Security Lifeline within the Operations Section
of the EOC.
• The Collier County Fire & EMS Chiefs’
Association leads SAR coordination,
deployment, and resource management.
• Search and Rescue operations will prioritize
life-saving efforts, stabilization of hazardous
environments, and victim extrication.
• Coordination occurs with local, state, and
federal SAR resources to conduct rescue
operations in urban, wilderness, and marine
environments.
B. Organizational Structure
• Lead Agency: Collier County Fire & EMS
Chiefs’ Association manages SAR operations,
including urban search & rescue (USAR),
technical rescue, and water-based SAR
missions.
• Support Agencies: Assist in deploying personnel, conducting search operations,
providing medical support, and coordinating air and marine rescue efforts.
5. Responsibilities
• Preparedness:
o Maintain an inventory of SAR personnel, equipment, and staging locations.
o Conduct training and exercises with SAR teams, law enforcement, and
emergency medical personnel.
o Identify high-risk areas and pre-plan SAR operations for major hazards.
o Develop agreements with federal and state SAR agencies for coordinated
response.
• Response:
o Deploy SAR teams based on priority needs and incident severity.
Operations
Public Safety &
Security
ESF 4 Firefighting
ESF 8 EMS
ESF 9 Search &
Rescue
ESF 10 HazMat
ESF 16 Law
Enforcement
ESF 13 Military
Support
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Collier County CEMP – ESF Annex 2 - ESF 9 Urban Search & Rescue 2025
o Coordinate with ESF 8 (Health & Medical) for triage and medical treatment of
rescued victims.
o Establish staging areas and deploy mutual aid resources as required.
o Provide aerial, marine, and land-based search capabilities.
o Implement evacuation and public safety measures as needed.
• Recovery:
o Conduct secondary searches for missing individuals in affected areas.
o Assist with body recovery efforts in coordination with the Medical Examiner.
o Provide support for damage assessment teams and community re-entry
operations.
• Mitigation:
o Evaluate lessons learned from SAR operations and update response plans
accordingly.
o Enhance public education and training on disaster survival and personal
preparedness.
o Improve SAR capabilities and equipment for future response efforts.
6. ESF 9 Operational Checklists
A. Preparedness Phase
☐ Maintain SAR team rosters, equipment inventories, and deployment plans.
☐ Conduct SAR training and multi-agency exercises.
☐ Identify potential SAR challenges based on hazard assessments.
B. Response Phase
☐ Activate ESF 9 and deploy SAR resources as needed.
☐ Establish staging areas and coordinate rescue operations.
☐ Provide situation updates and coordinate with mutual aid partners.
C. Recovery Phase
☐ Conduct secondary searches for missing persons.
☐ Support body recovery operations in coordination with the Medical Examiner.
☐ Assist in damage assessments and public safety operations.
D. Mitigation Phase
☐ Review after-action reports and update SAR response protocols.
☐ Enhance community awareness and preparedness initiatives.
☐ Strengthen interagency coordination for future SAR missions.
7. Key ESF Interfaces
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Collier County CEMP – ESF Annex 2 - ESF 9 Urban Search & Rescue 2025
ESF 3: Public Works & Engineering – Debris clearance for search and rescue
access.
ESF 4: Firefighting – Fire suppression and hazardous environment stabilization.
ESF 6: Mass Care – Coordination for evacuated and rescued individuals.
ESF 8: Health & Medical – Triage and emergency medical support for rescued
individuals.
ESF 10: Hazardous Materials – Coordination for rescues in contaminated
environments.
ESF 15: Volunteers & Donations – Coordination of volunteer search efforts and
donations.
ESF 16: Law Enforcement – Security and law enforcement support for SAR
operations.
Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
176
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EMERGENCY SUPPORT
FUNCTION (ESF) 10
HAZARDOUS
MATERIALS
2025
ABSTRACT
Hazardous Materials in
Collier County
coordinates the
response to hazardous
material spills, leaks,
and releases. It ensures
containment, mitigation,
and public safety
through specialized
teams and
environmental
protection efforts.
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Collier County CEMP – ESF Annex 2 - ESF 10 Hazardous Materials 2025
Emergency Support Function (ESF) 10 – Hazardous Materials
1. Purpose & Scope
ESF 10 is responsible for coordinating the detection, response, containment, and cleanup
of hazardous materials in Collier County before, during, and after a disaster. This function
ensures public safety, environmental protection, and coordination of hazardous materials
response efforts.
2. Lead & Support Agencies
• Lead Agencies
o Collier County Transportation Services Department (Pollution Control)
• Support Agencies:
o Collier County Emergency Management Division
o Collier County Emergency Medical Services Division
o Collier County Risk Management Division
o Collier County Procurement Services Division
o Collier County Public Utilities Department
o Collier County Fire & EMS Chiefs’ Association
o Collier County Sheriff’s Office
o NCH Healthcare System
o Physicians Regional Healthcare System
o United States Coast Guard
o Florida Department of Environmental Protection
o Local Emergency Planning Council of the Southwest FL Regional Planning
Council
o Civil Air Patrol
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements:
o Statewide Mutual Aid Agreement
• Memoranda of Understanding (MOUs):
o Agreements with Florida Department of Environmental Protection (FDEP)
approved hazardous materials response/cleanup companies.4. Concept of
Operations
A. General
• ESF 10 operates under the Public Safety & Security Lifeline within the Operations
Section of the EOC.
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Collier County CEMP – ESF Annex 2 - ESF 10 Hazardous Materials 2025
• The Collier County Transportation Services Department (Pollution Control) leads
hazardous materials response, containment, and cleanup efforts.
• The Collier County Hazardous Materials/WMD District Response Team (DRT)
provides specialized response capabilities.
• Coordination occurs with local, state, and federal hazardous materials response
agencies to manage hazardous substance
releases, oil spills, and chemical threats.
B. Organizational Structure
• Lead Agency: Collier County
Transportation Services Department
(Pollution Control) manages hazardous
materials response and remediation.
• Support Agencies: Assist in incident
command, decontamination, medical
treatment, environmental assessment, and
public safety operations.
5. Responsibilities
• Preparedness:
o Maintain a countywide hazardous
materials inventory and database.
o Conduct hazardous materials
training and exercises for first responders.
o Establish procedures for hazardous materials spill containment and
decontamination.
o Identify designated hazardous materials response teams and cleanup
contractors.
• Response:
o Deploy the Collier County Hazardous Materials/WMD District Response
Team (DRT) as needed.
o Coordinate with ESF 8 (Health & Medical) for decontamination and medical
treatment of exposed individuals.
o Implement evacuation and shelter-in-place procedures as directed by
incident command.
o Support fire suppression operations for chemical-related fires.
o Work with state and federal agencies for hazardous materials spill mitigation.
Operations
Public Safety &
Security
ESF 4 Firefighting
ESF 8 EMS
ESF 9 Search &
Rescue
ESF 10 HazMat
ESF 16 Law
Enforcement
ESF 13 Military
Support
Hazardous
Materials
ESF 3 Debris
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Collier County CEMP – ESF Annex 2 - ESF 10 Hazardous Materials 2025
• Recovery:
o Oversee hazardous materials site cleanup and waste disposal.
o Ensure proper environmental remediation and restoration.
o Provide public health and safety information regarding hazardous exposure
risks.
o Conduct damage assessments and coordinate cost recovery efforts.
• Mitigation:
o Develop policies to reduce hazardous materials risks in the community.
o Improve hazardous materials storage and containment regulations.
o Enhance capabilities for rapid hazardous materials response and
containment.
6. ESF 10 Operational Checklists
A. Preparedness Phase
☐ Maintain hazardous materials response plans and resource inventories.
☐ Conduct training and exercises for first responders and hazardous materials teams.
☐ Ensure agreements are in place with hazardous materials cleanup contractors.
B. Response Phase
☐ Activate ESF 10 and deploy hazardous materials response teams.
☐ Implement evacuation or shelter-in-place orders as needed.
☐ Coordinate with state and federal agencies for hazardous spill containment.
C. Recovery Phase
☐ Oversee hazardous materials site cleanup and environmental remediation.
☐ Ensure proper disposal of contaminated materials.
☐ Assess and mitigate long-term public health risks.
D. Mitigation Phase
☐ Improve hazardous materials storage and risk reduction strategies.
☐ Enhance community awareness and preparedness for hazardous materials incidents.
7. Key ESF Interfaces
• ESF 3: Public Works & Engineering – Infrastructure repairs and debris management.
• ESF 4: Firefighting – Fire suppression for hazardous materials incidents.
• ESF 8: Health & Medical – Decontamination and medical treatment for hazardous
exposure.
• ESF 14: Public Information – Public messaging regarding hazardous materials risks.
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Collier County CEMP – ESF Annex 2 - ESF 10 Hazardous Materials 2025
• ESF 16: Law Enforcement – Security, traffic control, and enforcement of evacuation
orders.
Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
181
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EMERGENCY
SUPPORT
FUNCTION (ESF) 11
FOOD & WATER
2025
ABSTRACT
ESF 11 in Collier County coordinates
the assessment, procurement, and
distribution of food, water, and ice
after a disaster. It ensures residents,
responders, and shelter occupants
have access to safe and sufficient
resources during response and
recovery.
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Collier County CEMP – ESF Annex 2 - ESF 11 Food & Water 2025
Emergency Support Function (ESF) 11 – Food & Water
1. Purpose & Scope
ESF 11 is responsible for coordinating the assessment, procurement, and distribution of
food, water, and ice in Collier County following a disaster. This function ensures that
residents, emergency responders, and shelter occupants have access to safe and
sufficient food and water resources during response and recovery operations.
2. Lead & Support Agencies
• Lead Agencies
o Collier County Emergency Management Division
• Support Agencies:
o American Red Cross
o The Salvation Army
o Collier County Public Schools
o Florida Department of Health – Collier
o Collier County Facilities Management Division
o Collier County Public Utilities Department
o Mutual aid partners under the Statewide Mutual Aid Agreement
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements:
o Statewide Mutual Aid Agreement
• Memoranda of Understanding (MOUs):
o Agreements with food suppliers, water distributors, and emergency relief
organizations for coordinated disaster response efforts
4. Concept of Operations
A. General
• ESF 11 operates under the Food, Hydration & Shelter Lifeline within the Operations
Section of the EOC.
• The Collier County Emergency Management Division leads efforts to assess needs,
secure resources, and coordinate distribution of food and water supplies.
• Coordination occurs with state and federal agencies, non-profit relief organizations,
and private sector partners to ensure effective food and water distribution.
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Collier County CEMP – ESF Annex 2 - ESF 11 Food & Water 2025
• ESF 11 works closely with ESF 6 (Mass Care),
ESF 8 (Health & Medical), and ESF 15
(Volunteers & Donations) to integrate relief
efforts.
B. Organizational Structure
• Lead Agency: Collier County Emergency
Management Division manages food and
water supply operations.
• Support Agencies: Assist in procuring,
distributing, and monitoring food, water, and
ice availability.
5. Responsibilities
• Preparedness:
o Develop estimates of food, water, and
ice needs based on disaster
projections.
o Identify pre-designated distribution
sites for food and water relief operations.
o Maintain agreements with vendors and relief organizations for emergency
food and water supplies.
o Conduct training and exercises for food and water distribution operations.
• Response:
o Activate distribution sites and mass feeding operations based on impact
assessments.
o Coordinate with ESF 6 (Mass Care) to identify shelter food and water needs.
o Work with ESF 12 (Energy) to monitor power outages affecting food and water
distribution.
o Ensure food and water safety measures are in place through coordination
with ESF 8 (Health & Medical).
o Manage incoming food and water donations in collaboration with ESF 15
(Volunteers & Donations).
• Recovery:
o Continue food, water, and ice distribution operations until local supply
chains stabilize.
o Monitor and support community-based feeding sites, food pantries, and
soup kitchens.
Operations
Food Hydration
& Shelter
ESF 6 Mass
Care
ESF 11 Food &
Water
ESF 15
Volunteers &
Donations
ESF 17 Animals
& Agriculture
ESF 18
Business &
Industry
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o Assist in the transition to long-term recovery services such as FEMA Disaster
Services and American Red Cross assistance programs.
• Mitigation:
o Identify strategic storage locations for food and water supplies to improve
readiness.
o Develop public education campaigns on household food and water
preparedness.
o Improve logistical coordination for food and water distribution in disaster
scenarios.
6. ESF 11 Operational Checklists
A. Preparedness Phase
☐ Identify food, water, and ice needs for disaster scenarios.
☐ Maintain agreements with vendors and relief organizations for emergency food supply.
☐ Designate and pre-plan distribution sites for efficient resource allocation.
B. Response Phase
☐ Activate ESF 11 and coordinate food and water distribution operations.
☐ Ensure food safety and potable water standards in coordination with ESF 8.
☐ Work with ESF 6 to support mass care feeding operations.
C. Recovery Phase
☐ Monitor food and water availability as local supply chains recover.
☐ Support community-based feeding programs for long-term assistance.
7. Key ESF Interfaces
• ESF 3: Public Works & Engineering – Coordination for water supply infrastructure.
• ESF 6: Mass Care – Support for food and water needs in emergency shelters.
• ESF 8: Health & Medical – Food and water safety monitoring and public health
advisories.
• ESF 12: Energy – Coordination on power outages affecting food storage and water
systems.
• ESF 14: Public Information – Public communication regarding food and water
availability.
• ESF 15: Volunteers & Donations – Coordination of donated food and water
resources.
Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
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EMERGENCY
SUPPORT
FUNCTION (ESF)
12 ENERGY
2025
ABSTRACT
Energy in Collier County coordinates
the restoration of power, fuel, and
utility services during disasters. It
works with utility providers to assess
outages, prioritize critical
infrastructure, and ensure energy
resilience.
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Emergency Support Function (ESF) 12 – Energy
1. Purpose & Scope
ESF 12 is responsible for coordinating the restoration of energy systems, including
electricity and fuel supplies, in Collier County following a disaster. This function ensures
rapid assessment and prioritization of energy system repairs and works to restore normal
service as quickly as possible.
2. Lead & Support Agencies
• Lead Agencies
o Collier County Emergency Management Division
• Support Agencies:
o Florida Power & Light (FPL)
o Lee County Electric Cooperative (LCEC)
o Collier County Growth Management Community Development Department
o Florida Public Service Commission
o Mutual aid partners under the Statewide Mutual Aid Agreement
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Agreements with public and private utility providers for energy restoration support.
4. Concept of Operations
A. General
• ESF 12 operates under the Power & Fuels Lifeline within the Operations Section of
the EOC.
• The Collier County Emergency Management Division serves as the primary
coordinating entity for energy restoration efforts.
• Coordination occurs with state and federal energy agencies, public and private
utilities, and infrastructure support organizations.
• Prioritization of energy restoration is based on critical infrastructure, emergency
response needs, and public safety requirements.
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B. Organizational Structure
• Collier County Emergency Management
Division oversees all energy restoration
operations.
• Support Agencies: Assist in assessing
damage, restoring power, and ensuring
continuity of fuel supply for emergency
operations.
5. Responsibilities
• Preparedness:
o Conduct preliminary vulnerability
assessments to identify energy
infrastructure at risk.
o Develop power contingency plans
for critical facilities.
o Establish pre-disaster agreements with utility providers and fuel suppliers.
o Preposition generator resources at designated staging areas.
• Response:
o Evaluate energy system damages using post-disaster assessments and field
reports.
o Coordinate with ESF 3 (Public Works) to prioritize repairs to energy
infrastructure.
o Facilitate fuel transportation and distribution to meet emergency demands.
o Work with utility providers to implement their emergency power restoration
plans.
• Recovery:
o Continue coordinating energy restoration efforts for affected communities.
o Identify long-term mitigation projects for improved energy system resilience.
o Conduct power validation checks at Special Needs Shelters to ensure
sustained power for medically dependent individuals.
o Assist with public communication efforts to keep residents informed of
restoration progress.
• Mitigation:
o Enhance backup power generation for essential services.
o Strengthen fuel supply chain resilience to prevent shortages.
Operations
Power &
Fuels
ESF 19
Fuels
ESF 12
Energy
FPL
LCEC
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o Identify infrastructure improvements to reduce vulnerabilities to power
outages
6. ESF 12 Operational Checklists
A. Preparedness Phase
☐ Maintain energy provider contact lists and agreements.
☐ Conduct vulnerability assessments of the energy grid.
☐ Ensure availability of backup power sources for critical infrastructure..
B. Response Phase
☐ Activate ESF 12 and deploy energy assessment teams.
☐ Coordinate power restoration with utility companies.
☐ Arrange fuel deliveries for emergency services.
C. Recovery Phase
☐ Assess long -term infrastructure needs for energy restoration.
☐ Validate power availability for medically dependent individuals in Special Needs
Shelters, ensuring restored electrical service.
☐ Support public outreach and recovery assistance programs.
D. Mitigation Phase
☐ Improve redundancy in critical energy supply systems.
☐ Develop long-term energy resilience plans
7. Key ESF Interfaces
• ESF 3 – Public Works & Engineering: Supports repairs to energy-related infrastructure.
• ESF 6 – Mass Care: Ensures power supply for shelters and feeding sites.
• ESF 8 – Health & Medical: Prioritizes power restoration for hospitals and medical
facilities.
• ESF 14 – Public Information: Provides updates on power restoration and fuel
availability.
• ESF 16 – Law Enforcement: Secures fuel distribution and utility work zones.
Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
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EMERGENCY
SUPPORT
FUNCTION (ESF) 13
MILITARY SUPPORT
2025
ABSTRACT
Military Support in Collier County
coordinates military assistance for
security, response, and recovery
operations. It facilitates support for
law enforcement, logistics, and mass
care during declared emergencies.
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Emergency Support Function (ESF) 13 – Military Support
1. Purpose & Scope
ESF 13 is responsible for coordinating military support for security, response, and recovery
operations in Collier County, including its municipalities. This ESF facilitates military
assistance during declared emergencies, supporting law enforcement, logistics, and mass
care operations.
2. Lead & Support Agencies
• Lead Agencies
o Collier County Emergency Management Division
• Support Agencies:
o Collier County Sheriff’s Office
o City of Marco Island Police Department
o City of Naples Police Department
o Mutual Aid Partners (Statewide Mutual Aid Agreement participants)
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements:
o Statewide Mutual Aid Agreement
• Memoranda of Understanding (MOUs):
o MOUs between local law enforcement and military units for emergency
support
4. Concept of Operations
A. General
• ESF 13 operates under the Public Safety & Security Lifeline within the Operations
Section of the EOC.
• The Incident Commander, in coordination with ESF 13, will process military support
requests through the State Emergency Operations Center (SEOC).
• The Florida National Guard (FNG) may be activated to assist with law enforcement,
logistical support, security, and critical infrastructure protection.
• Military assistance is contingent upon Governor authorization and request approval
through the SEOC.
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B. Organizational Structure
• Lead Agency: Collier County
Emergency Management Division
handles coordination of military
assistance requests.
• Support Agencies: Assist in law
enforcement, logistics, and mass care
efforts.
5. Responsibilities
• Preparedness:
o Maintain updated contact lists
and agreements with military
agencies.
o Conduct training and exercises
with military partners.
o Ensure personnel readiness and
compliance with NIMS/ICS.
• Response:
o Activate ESF 13 upon EOC
activation.
o Deploy military resources for
law enforcement and logistics.
o Maintain situational awareness and provide updates to the EOC and SEOC.
• Recovery:
o The Florida National Guard will operate Points of Distribution (PODs) for up to
72 hours before transferring operations to local jurisdictions.
o Military support may continue for security, infrastructure stabilization, and
humanitarian assistance.
• Mitigation:
o Review after-action reports and implement improvements.
o Develop policies and agreements for future military integration in emergency
response.
6. ESF 13 n Operational Checklists
A. Preparedness Phase
☐ Maintain agency contact lists.
☐ Conduct training exercises.
Operations
Public Safety
& Security
ESF 4 Fire
Fighting
ESF 8 (EMS)
ESF 9 Hazmat
ESF 10 Search
& Rescue
ESF 16 Law
Enforcement
ESF 13 Military
Support
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☐ Identify available resources.
☐ Ensure personnel readiness and NIMS compliance.
B. Response Phase
☐ Activate ESF 13 during EOC activation.
☐ Deploy resources as needed.
☐ Maintain situational awareness and provide updates.
C. Recovery Phase
☐ Support damage assessments.
☐ Coordinate restoration of services and infrastructure.
☐ Identify long-term recovery and mitigation opportunities.
D. Mitigation Phase
☐ Review after-action reports.
☐ Identify policy or infrastructure improvements for risk reduction
7. Key ESF Interfaces
• ESF 1: Transportation – Military assistance with logistics and road clearance.
• ESF 2: Communications – Maintain secure communications for deployed units.
• ESF 3: Public Works & Engineering – Support debris removal and critical
infrastructure protection.
• ESF 4: Firefighting – Provide security for fire operations if needed.
• ESF 6: Mass Care – Assist in sheltering and supply distribution.
• ESF 8: Health & Medical – Provide logistical and security support for medical
operations.
• ESF 9: Urban Search & Rescue – Augment search and rescue operations.
• ESF 11: Food & Water – Assist in emergency food and water distribution.
• ESF 16: Law Enforcement – Coordinate security and enforcement support.
Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
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EMERGENCY
SUPPORT FUNCTION
(ESF) 14 PUBLIC
INFORMATION
2025
ABSTRACT
Public Information in Collier
County coordinates the
dissemination of timely and
accurate information before,
during, and after disasters. It
ensures clear, coordinated
messaging through social media,
press releases, emergency
alerts, and public briefings to
protect lives and maintain public
confidence.
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Emergency Support Function (ESF) 14 – Public Information
1. Purpose & Scope
ESF 14 is responsible for coordinating the dissemination of accurate and timely public
information before, during, and after a disaster. The goal is to save lives, minimize damage,
and maintain public confidence by ensuring clear, coordinated messaging across multiple
platforms, including social media, press releases, emergency alerts, and public briefings.
2. Lead & Support Agencies
• Lead Agencies
o Collier County Communications, Government and Public Affairs Division
• Support Agencies:
o Collier County 311
o Collier County Sheriff’s Office PIO
o Collier County Fire and EMS Chiefs’ Association PIO
o Public Utilities Department PIO
o South Florida Water Management District PIO
o Public Services Department PIO
o Florida Department of Health – Collier County PIO
o Transportation Management Services Department PIO
o Florida Forest Service PIO
o City of Marco Island PIO
o City of Naples PIO
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements:
o Statewide Mutual Aid Agreement
• Memoranda of Understanding (MOUs):
o Agreements with local, state, and federal agencies to coordinate public
information dissemination.
4. Concept of Operations
A. General
• ESF 14 operates within the Communications & Information Lifeline under the EOC
Manager in the EOC.
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• The Collier County Communications & Public Affairs Division serves as the primary
coordination point for public messaging during an emergency.
• Public information efforts will be coordinated with the State Emergency Operations
Center (SEOC) and the Joint Information Center (JIC) when activated.
• The Collier Emergency Information Hotline (311) will be staffed to provide accurate,
real-time information to residents.
• The Emergency Alert System (EAS), social media, websites, and media briefings will
be used for public notifications.
B. Organizational Structure
• Lead Agency: Collier County
Communications, Government
and Public Affairs Division
manages all public information
and media coordination.
• Support Agencies: Provide PIO
staff, assist with information
verification, and coordinate
messaging across multiple
communication platforms.
5. Responsibilities
• Preparedness:
o Maintain a Public Information Officer (PIO) network across local agencies.
o Train personnel on public messaging procedures and Joint Information
System (JIS) operations.
o Ensure messaging capability in English, Spanish, and Haitian Creole for
accessibility.
o Test and update emergency communication systems, including social
media, hotlines, and websites.
• Response:
o Activate the Joint Information Center (JIC) if necessary.
o Coordinate public warnings, evacuation notices, and emergency
instructions.
o Monitor media and social media outlets for misinformation and provide
corrections as needed.
o Provide real-time updates through all available communication channels.
o Staff and operate the Collier Emergency Information Hotline (311).
• Recovery:
EOC Director
Operations Planning
ESF 5
Logistics
ESF 7 Finance
Joint
Information
Center (ESF 14))
311
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Collier County CEMP – ESF Annex 2 - ESF 14 Public Information 2025
o Continue providing accurate recovery-related information to the public.
o Establish public outreach at Disaster Recovery Centers (DRCs).
o Issue updates on disaster assistance programs and infrastructure
restoration.
• Mitigation:
o Evaluate public information effectiveness after incidents and update
messaging strategies.
o Develop educational materials on disaster preparedness and resilience.
o Conduct public awareness campaigns before disaster seasons (hurricane
season, wildfire season, etc.).
6. ESF 14 Operational Checklists
A. Preparedness Phase
☐ Establish and maintain agency contact lists.
☐ Conduct PIO training and exercises.
☐ Verify operability of Emergency Alert System (EAS), social media, and hotlines.
☐ Ensure bilingual/multilingual capabilities for public messaging.
B. Response Phase
☐ Activate ESF 14 upon EOC activation.
☐ Deploy PIO resources to the Joint Information Center (JIC).
☐ Issue public alerts and coordinate media briefings.
☐ Monitor and correct misinformation in media reports.
C. Recovery Phase
☐ Provide public updates on disaster recovery resources.
☐ Maintain emergency websites and hotlines.
☐ Support information dissemination at Disaster Recovery Centers (DRCs).
D. Mitigation Phase
☐ Conduct public outreach and preparedness education campaigns.
☐ Improve communication strategies based on after-action reports
7. Key ESF Interfaces
• ESF 1: Transportation – Public messaging on road closures and evacuation routes.
• ESF 2: Communications – Coordination of emergency alerts and hotline operations.
• ESF 6: Mass Care – Dissemination of shelter locations and assistance programs.
• ESF 8: Health & Medical – Public health advisories and emergency medical
information.
• ESF 11: Food & Water – Communication of food and water distribution sites.
• ESF 16: Law Enforcement – Coordination of security-related public messaging.
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Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
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EMERGENCY
SUPPORT FUNCTION
(ESF) 15 VOLUNTEERS
& DONATIONS
2025
ABSTRACT
Volunteers & Donations in
Collier County coordinates
the receipt, management,
and distribution of volunteer
resources and donated
goods. It ensures effective
allocation to support
response and recovery
efforts while meeting the
actual needs of affected
communities.
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Emergency Support Function (ESF) 15 – Volunteers & Donations
1. Purpose & Scope
ESF 15 coordinates the receipt, management, and distribution of volunteers and donated
goods and services to support response and recovery efforts in Collier County. This
function ensures that volunteer resources are effectively allocated and that donations
meet the actual needs of affected communities.
2. Lead & Support Agencies
• Lead Agencies
o Collier County Emergency Management Division
• Support Agencies:
o Collier County Communications, Government and Public Affairs Division
o Collier County Citizen Corps
o Collier County Risk Management Division
o Collier County Facilities Management Division
o Collier County Fire & EMS Chiefs’ Association
o American Red Cross
o Disaster Ready Collier County (DRCC)
o Collier Disaster Alliance (CDA)
o Communities of the Everglades Disaster Recovery Group (CEDR)
o Immokalee Unmet Needs Coalition (IUNC)
o Collier Community Foundation (CCF)
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements:
o Statewide Mutual Aid Agreement
• Memoranda of Understanding (MOUs):
o Agreements with regional and national volunteer organizations
o Coordination agreements with private sector and non-profits for donation
management.
4. Concept of Operations
A. General
• ESF 15 operates under the Human Services Branch within the Operations Section of
the EOC.
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Collier County CEMP – ESF Annex 2 - ESF 15 Volunteers & Donations 2025
• The Collier County Emergency Management Volunteer Coordinator will oversee
volunteer coordination at the EOC.
• A Donations Liaison will coordinate with the Logistics Section to manage donated
goods.
• Volunteer and donation management will be closely integrated with ESF 6 (Mass
Care), ESF 7 (Resource Support), and ESF 14 (Public
Information) to ensure efficiency.
B. Organizational Structure
• Lead Agency: Collier County Emergency
Management Division oversees all volunteer and
donation coordination activities.
• Support Agencies: Assist in receiving, managing, and
distributing volunteer resources and donated goods.
5. Responsibilities
• Preparedness:
o Maintain a volunteers and donations
database for efficient tracking.
o Develop training programs for volunteer
management.
o Establish agreements with non-profits and
private sector partners for resource
distribution.
o Conduct public outreach campaigns on effective disaster donations.
• Response:
o Activate ESF 15 upon EOC activation.
o Deploy volunteer coordination teams to disaster-affected areas.
o Establish Volunteer Reception Centers (VRCs) to manage spontaneous
volunteers.
o Work with ESF 7 to allocate donated goods efficiently.
• Recovery:
o Coordinate long-term volunteer resources for rebuilding efforts.
o Manage the transition of donated goods to community organizations.
o Provide public information on available assistance programs.
• Mitigation:
o Develop policies for improved volunteer and donation management.
Operations
Food Hydration
& Shelter
ESF 6 Mass Care
ESF 11 Food &
Water
ESF 15
Volunteers &
Donations
ESF 17 Animals &
Agriculture
ESF 18 Business
& Industry
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o Conduct post-disaster evaluations to enhance future response
effectiveness.
6. ESF 15 Operational Checklists
A. Preparedness Phase
☐ Maintain and update volunteer and donation contact lists.
☐ Conduct training sessions for volunteer management teams.
☐ Identify and establish donation storage facilities.
B. Response Phase
☐ Activate ESF 15 and assign roles for volunteer/donation coordination.
☐ Deploy Volunteer Reception Centers (VRCs).
☐ Manage spontaneous volunteers and donations through established processes.
C. Recovery Phase
☐ Transition long-term volunteer resources to community-based recovery programs.
☐ Relocate excess donated goods to appropriate organizations.
D. Mitigation Phase
☐ Review after-action reports and improve coordination strategies.
☐ Strengthen partnerships with organizations for future disaster response.
7. Key ESF Interfaces
• ESF 6: Mass Care – Support in sheltering operations and volunteer assistance.
• ESF 7: Resource Support – Coordination of donated goods and services.
• ESF 8: Health & Medical – Volunteer medical personnel coordination.
• ESF 14: Public Information – Communication of volunteer and donation needs.
• ESF 16: Law Enforcement – Security support at donation and volunteer reception
centers.
Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
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EMERGENCY
SUPPORT FUNCTION
(ESF) 16 LAW
ENFORCEMENT
2025
ABSTRACT
Law Enforcement in Collier
County coordinates law
enforcement, security, and
traffic management during
emergency response and
recovery. It includes enforcing
curfews, securing damaged
areas, escorting emergency
personnel, and ensuring public
safety.
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Emergency Support Function (ESF) 16 – Law Enforcement
1. Purpose & Scope
ESF 16 is responsible for coordinating law enforcement, security, and traffic management
operations in Collier County during emergency response and recovery efforts. This function
includes enforcing curfews, securing damaged areas, providing escorts for emergency
personnel, and ensuring public safety.
2. Lead & Support Agencies
• Lead Agencies
o Collier County Sheriff’s Office
• Support Agencies:
o Big Cypress National Preserve
o Collier County Emergency Management Division
o City of Naples Police Department
o City of Marco Island Police Department
o Collier County Parks and Recreation Rangers
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements:
o Florida Department of Law Enforcement (FDLE) Mutual Aid Plan
o Statewide Mutual Aid Agreement
• Memoranda of Understanding (MOUs):
o MOU between the Big Cypress National Preserve and the Collier County
Sheriff’s Office.
4. Concept of Operations
A. General
• ESF 16 operates under the Emergency Services Branch within the Operations
Section of the EOC.
• The Collier County Sheriff’s Office (CCSO) is responsible for managing law
enforcement activities and serving as the liaison with local, state, and federal law
enforcement agencies.
• Law enforcement agencies will work with ESF 6 (Mass Care), ESF 8 (Health &
Medical), ESF 13 (Military Support), and ESF 14 (Public Information) to ensure
coordination of public safety operations.
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Collier County CEMP – ESF Annex 2 - ESF 16 Law Enforcement 2025
B. Organizational Structure
• Lead Agency: Collier County Sheriff’s Office
manages all law enforcement and security
functions during emergencies.
• Support Agencies: Assist in securing disaster
areas, enforcing emergency regulations, and
maintaining public order.
5. Responsibilities
• Preparedness:
o Identify and establish traffic control points
along evacuation routes.
o Develop security plans for emergency
shelters, mass care sites, and supply
distribution centers.
o Preposition law enforcement resources
based on risk assessments.
o Notify tow truck operators and stage
wreckers along evacuation routes.
o Conduct training exercises for disaster response scenarios.
• Response:
o Activate ESF 16 upon EOC activation.
o Deploy officers to shelters, mass care sites, and critical infrastructure.
o Enforce curfews and restrict access to hazardous areas.
o Secure damaged buildings, hospitals, and utility sites.
o Escort emergency response personnel and essential supply convoys.
o Arrest individuals engaged in looting, price gouging, or other criminal activity.
• Recovery:
o Conduct damage and security assessments in affected areas.
o Assist in search and rescue operations as needed.
o Report hazards such as gas leaks, downed power lines, and hazardous
materials.
o Support repopulation efforts by ensuring public safety before residents
return.
o Assist in the restoration of critical infrastructure, utilities, and supply chains.
• Mitigation:
o Evaluate response performance and update emergency operations plans.
o Enhance security measures for high-risk areas.
Operations
Public Safety
& Security
ESF 4
Firefighting
ESF 8 EMS
ESF 9 Hazmat
ESF 10 Search
& Rescue
ESF 16 Law
Enforcement
ESF 13 Military
Support
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o Improve traffic control infrastructure for future disasters.
o Conduct public awareness campaigns on disaster safety and crime
prevention.
6. ESF 16 Operational Checklists
A. Preparedness Phase
☐ Maintain updated law enforcement resource lists.
☐ Identify critical evacuation routes and security zones.
☐ Conduct interagency training and exercises.
B. Response Phase
☐ Activate ESF 16 and deploy law enforcement personnel.
☐ Establish security at shelters, mass care sites, and disaster supply distribution
centers.
☐ Manage traffic control and enforce curfews as required.
☐ Secure impacted areas and assist in emergency operations.
C. Recovery Phase
☐ Conduct security patrols and assist in restoring public order.
☐ Support damage assessments and hazard reporting.
☐ Provide law enforcement presence in repopulated communities.
D. Mitigation Phase
☐ Review after-action reports and update response protocols.
☐ Strengthen traffic and security infrastructure in disaster-prone areas.
☐ Educate the public on crime prevention during emergencies.
7. Key ESF Interfaces
• ESF 6: Mass Care – Security at shelters and evacuation centers.
• ESF 8: Health & Medical – Law enforcement support for medical operations.
• ESF 13: Military Support – Coordination of National Guard law enforcement
assistance.
• ESF 14: Public Information – Coordination of public messaging related to law
enforcement actions..
Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
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EMERGENCY
SUPPORT FUNCTION
(ESF) 17 ANIMALS &
AGRICULTURE
2025
ABSTRACT
ESF 17 - Animals & Agriculture in
Collier County coordinates the
rescue, sheltering, and care of
animals during disasters. It
supports pet evacuation,
livestock protection, and
veterinary services to safeguard
animal welfare and public
health.
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Collier County CEMP – ESF Annex 2 - ESF 17 Animals & Agriculture 2025
Emergency Support Function (ESF) 17 – Animals & Agriculture
1. Purpose & Scope
ESF 17 is responsible for coordinating resources and support for domestic animals,
livestock, and wildlife before, during, and after a disaster. This includes evacuation,
sheltering, medical care, and reunification efforts while ensuring public health safety
related to animals.
2. Lead & Support Agencies
• Lead Agencies
o Collier County Domestic Animal Services Division (CCDAS)
• Support Agencies:
o Collier County Parks & Recreation Division
o Collier County Public Utilities Department
o Collier County Public Services Department
o University of Florida IFAS Extension, Collier County
o Collier County Emergency Management Division
o Collier County Sheriff’s Office
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements:
o Statewide Mutual Aid Agreement
• Memoranda of Understanding (MOUs):
o Agreements with veterinary services, animal shelters, and livestock
organizations for emergency animal response.
4. Concept of Operations
A. General
• ESF 17 operates under the Human Services Branch within the Operations Section of
the EOC.
• Collier County Domestic Animal Services Division (CCDAS) leads efforts for animal
sheltering, emergency medical care, and rescue operations.
• Coordination occurs with ESF 6 (Mass Care), ESF 8 (Health & Medical), ESF 11 (Food
& Water), and ESF 15 (Volunteers & Donations) to integrate animal support with
human relief efforts.
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• Pet -Friendly Shelters will be managed in coordination
with ESF 6, ensuring pets remain with their owners
during evacuations..
B. Organizational Structure
• Lead Agency: CCDAS oversees animal-related response
efforts.
• Support Agencies: Assist in operations related to
sheltering, feeding, medical care, and public
information for animal safety.
5. Responsibilities
• Preparedness:
o Develop and implement pet shelter operations in
disaster situations.
o Coordinate with special needs shelters to
address pet care for medically dependent
individuals.
o Conduct public outreach campaigns on animal disaster preparedness.
o Establish agreements with veterinary and animal welfare organizations.
• Response:
o Activate Disaster Animal Response Teams (DART) for animal rescue, medical
care, and sheltering.
o Coordinate with ESF 11 (Food & Water) and ESF 15 (Volunteers & Donations)
for supply distribution.
o Provide quarantine measures and zoonotic disease control in coordination
with ESF 8 (Health & Medical).
o Deploy resources for search and rescue of displaced and injured animals.
o Assess damage to livestock and commercial animal facilities.
• Recovery:
o Consolidate and close temporary shelters as animal needs decrease.
o Reunite lost animals with their owners.
o Support long-term sheltering, feeding, and veterinary care as needed.
o Dispose of animal carcasses and waste to mitigate public health risks.
o Work with ESF 8 to monitor public health concerns related to animals.
• Mitigation:
o Develop long-term strategies for animal sheltering and emergency care.
o Improve pet-friendly sheltering capabilities in coordination with ESF 6.
Operations
Food Hydration
& Shelter
ESF 6 Mass Care
ESF 11 Food & Water
ESF 15 Volunteers &
Donations
ESF 17 Animals &
Agriculture
ESF 18 Business &
Industry
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o Conduct after-action reports to identify areas for improvement.
6. ESF 17 Operational Checklists
A. Preparedness Phase
☐ Develop pet sheltering and evacuation plans.
☐ Establish partnerships with veterinary and animal welfare organizations.
☐ Conduct training and exercises for Disaster Animal Response Teams (DARTs).
☐ Identify and preposition animal care resources.
B. Response Phase
☐ Activate ESF 17 and deploy resources to support animal rescue and sheltering.
☐ Coordinate food, water, and medical care for animals in shelters.
☐ Provide public information on pet-friendly shelters and animal safety..
C. Recovery Phase
☐ Reunite lost animals with their owners and manage long-term sheltering needs.
☐ Monitor animal-related public health concerns in coordination with ESF 8.
☐ Support waste disposal and environmental sanitation related to animals..
D. Mitigation Phase
☐ Improve infrastructure for pet-friendly shelters.
☐ Update disaster plans based on after-action reports.
☐ Strengthen public education campaigns on disaster preparedness for pets and
livestock.
7. Key ESF Interfaces
• ESF 6: Mass Care – Support for pet-friendly shelters and displaced animal owners.
• ESF 8: Health & Medical – Zoonotic disease control and animal-related public health
concerns.
• ESF 9: Search & Rescue – Coordination for animal rescue operations.
• ESF 11: Food & Water – Provision of animal food and hydration supplies.
• ESF 14: Public Information – Communication regarding animal safety and sheltering.
• ESF 15: Volunteers & Donations – Coordination of donated animal supplies and
volunteer support.
• ESF 16: Law Enforcement – Security at animal shelters and enforcement of pet-
related regulations.
• ESF 18: Business & Industry – Coordination with agricultural businesses and
livestock operations.
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Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
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EMERGENCY
SUPPORT FUNCTION
(ESF) 18 BUSINESS &
INDUSTRY
2025
ABSTRACT
Business & Economic
Stabilization in Collier
County coordinates business
access, damage
assessment, and economic
recovery after a disaster. It
supports businesses,
agriculture, and tourism by
providing critical information,
resources, and coordination
to resume operations.
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Emergency Support Function (ESF) 18 – Business & Industry
1. Purpose & Scope
ESF 18 is responsible for coordinating business access, damage assessment, economic
recovery, and industry support in Collier County following a disaster. This function ensures
that businesses, agricultural enterprises, and tourism sectors receive critical information,
resources, and coordination support to resume operations.
2. Lead & Support Agencies
• Lead Agencies
o Collier County Tourism Division
o Collier County Emergency Management Division
• Support Agencies:
o Greater Naples Chamber of Commerce
o Naples, Marco Island, Everglades Convention and Visitors Bureau
o University of Florida IFAS Extension
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements:
o Statewide Mutual Aid Agreement
• Memoranda of Understanding (MOUs):
o Agreements with local businesses, tourism organizations, and agricultural
industry groups for disaster coordination and economic recovery support.
4. Concept of Operations
A. General
• ESF 18 operates under the Economic Recovery Lifeline within the Operations
Section of the EOC.
• The Collier County Tourism Division and Emergency Management Division lead
efforts to support business continuity, secure property, and assist in damage
assessments.
• Coordination occurs with state and federal business assistance programs,
chambers of commerce, and tourism/hospitality organizations to assess impacts
and support economic recovery.
• Priority is given to businesses providing critical services, including fuel stations,
grocery stores, hotels, and medical supply providers.
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B. Organizational Structure
• Lead Agency: Collier County Tourism Division coordinates
business and industry disaster recovery efforts.
• Support Agencies: Assist in tracking damage, securing
economic recovery resources, and disseminating
business impact information
5. Responsibilities
• Preparedness:
o Develop procedures for business re-entry and
damage assessment coordination.
o Maintain an inventory of available lodging and hotel
accommodations before and after an emergency.
o Encourage businesses to register online with
Florida Virtual Business Emergency Operations
Center (FLVBEOC) to access disaster information
and state-level business support.
o Identify alternate business locations with backup power to ensure continuity
of essential services.
o Conduct outreach and training for business continuity planning and
economic resilience strategies.
• Response:
o Facilitate checkpoint clearance for businesses needing to access damaged
properties.
o Provide businesses and tourism operators with real-time updates on power
outages, road conditions, and recovery resources.
o Assist agribusiness and corporate damage assessment teams in identifying
economic losses.
o Maintain a database of private sector restoration activities and coordinate
with state and federal disaster assistance programs.
o Work with ESF 14 (Public Information) to provide clear guidance to
businesses on reopening procedures.
• Recovery:
o Coordinate with tourism and business organizations to assess economic
impact and recovery priorities.
o Assist businesses in applying for federal and state recovery assistance
programs (e.g., SBA Disaster Loans, FEMA Public Assistance).
o Support the relocation of businesses severely impacted by disasters.
Operations
Food Hydration
& Shelter
ESF 6 Mass Care
ESF 11 Food & Water
ESF 15 Volunteers &
Donations
ESF 17 Animals &
Agriculture
ESF 18 Business &
Industry
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o Help businesses develop long-term strategies for disaster resilience.
• Mitigation:
o Promote pre-disaster economic planning to enhance business resilience.
o Encourage businesses to adopt continuity of operations plans (COOPs).
o Support infrastructure improvements to reduce disaster impacts on key
economic sectors.
o Conduct after-action reviews to improve future disaster business recovery
strategies.
6. ESF 18 Operational Checklists
A. Preparedness Phase
☐ Maintain a business registry for disaster communication and coordination.
☐ Develop a process for business access and damage assessment coordination.
☐ Identify alternate work sites with backup power for business continuity.
B. Response Phase
☐ Activate ESF 18 and coordinate business access for damage assessment.
☐ Provide real-time updates on power outages, infrastructure damage, and economic
impacts.
☐ Assist agribusinesses and corporate teams with damage reporting.
C. Recovery Phase
☐ Assist businesses in applying for economic recovery assistance.
☐ Develop strategies for restoring tourism, commercial, and agricultural sectors.
☐ Track private sector restoration efforts and provide ongoing recovery updates.
D. Mitigation Phase
☐ Promote business continuity planning and disaster preparedness.
☐ Encourage businesses to strengthen supply chains and emergency backup systems.
☐ Work with industry groups to identify long-term mitigation opportunities.
7. Key ESF Interfaces
• ESF 14: Public Information – Dissemination of economic recovery information.
• ESF 16: Law Enforcement – Coordination of business access and security for
impacted commercial areas.
• ESF 17: Animal Issues – Support for agricultural recovery and livestock protection..
• ESF 16: Law Enforcement – Security at animal shelters and enforcement of pet-
related regulations.
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• ESF 18: Business & Industry – Coordination with agricultural businesses and
livestock operations.
Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
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EMERGENCY
SUPPORT
FUNCTION (ESF)
19 FUELS
2025
ABSTRACT
Fuel Support in Collier County
coordinates fuel supply, storage, and
distribution before, during, and after
disasters. It ensures emergency
response agencies, critical
infrastructure, and essential services
have the necessary fuel to sustain
operations.
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Emergency Support Function (ESF) 19 – Fuels
1. Purpose & Scope
ESF 19 is responsible for coordinating fuel supply, storage, and distribution in Collier
County before, during, and after a disaster. This function ensures that emergency response
agencies, critical infrastructure, and essential services have access to necessary fuel
resources for continued operations.
2. Lead & Support Agencies
• Lead Agencies
o Collier County Solid & Hazardous Waste Division
• Support Agencies:
o Collier County Emergency Management Division
o Collier County Fleet Management Division
o Collier County Sheriff’s Office
o Florida Power & Light (FPL)
o Lee County Electric Cooperative (LCEC)
o Florida Department of Environmental Protection
o Florida Department of Transportation
o Local Fuel Distributors and Retailers
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements:
o Statewide Mutual Aid Agreement
• Memoranda of Understanding (MOUs):
o Agreements with fuel suppliers, distributors, and critical infrastructure
providers for emergency fuel resupply and storage.
4. Concept of Operations
A. General
• ESF 19 operates under the Infrastructure Systems Lifeline within the Operations
Section of the EOC.
• The Collier County Solid & Hazardous Waste Division is responsible for fuel
coordination and resource management.
• Fuel availability and distribution will be prioritized for first responders, healthcare
facilities, evacuation routes, and essential government operations.
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• Coordination will occur with state and federal
agencies, private fuel suppliers, and local
emergency response partners to ensure
continued fuel access.
B. Organizational Structure
• Lead Agency: Collier County Solid & Hazardous
Waste Division manages fuel coordination,
logistics, and emergency resupply efforts.
• Support Agencies: Assist in fuel storage,
transportation, distribution, and infrastructure
assessments.
5. Responsibilities
• Preparedness:
o Maintain fuel supply inventories for
emergency operations.
o Identify critical fuel storage locations and ensure backup power capabilities
for fuel stations.
o Establish agreements with fuel suppliers and distributors to ensure
emergency resupply.
o Conduct fuel demand assessments for essential services and emergency
response.
• Response:
o Coordinate with fuel suppliers to prioritize emergency resupply efforts.
o Ensure fuel access for first responders, shelters, and healthcare facilities.
o Work with ESF 3 (Public Works) to restore infrastructure necessary for fuel
distribution.
o Monitor and report fuel shortages, distribution delays, and supply chain
issues.
• Recovery:
o Continue fuel support operations for disaster recovery efforts.
o Assist in restoring fuel infrastructure and supply chains.
o Evaluate long-term fuel needs for critical facilities and public services.
• Mitigation:
o Identify resiliency measures for fuel storage and distribution.
o Develop plans for alternative fuel sources and emergency reserves.
o Strengthen agreements with fuel suppliers to ensure future continuity.
Operations
Power &
Fuels
ESF 19
Fuels
ESF 12
Energy
FPL
LCEC
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6. ESF 19 Operational Checklists
A. Preparedness Phase
☐ Maintain updated fuel supply inventories and storage locations.
☐ Establish agreements with fuel suppliers and transport providers.
☐ Identify backup power sources for fuel stations and critical infrastructure.
B. Response Phase
☐ Activate ESF 19 and coordinate emergency fuel distribution.
☐ Prioritize fuel resupply for emergency responders and critical infrastructure.
☐ Monitor and report fuel shortages and distribution delays.
C. Recovery Phase
☐ Support fuel resupply for long-term recovery operations.
☐ Restore damaged fuel infrastructure and supply chains.
D. Mitigation Phase
☐ Strengthen fuel storage and distribution resilience.
☐ Develop long-term fuel supply agreements for future emergencies.
7. Key ESF Interfaces
• ESF 3: Public Works & Engineering – Fuel resupply for infrastructure restoration.
• ESF 6: Mass Care – Fuel support for sheltering operations.
• ESF 8: Health & Medical – Fuel prioritization for hospitals and healthcare facilities.
• ESF 12: Energy – Coordination with power utilities for fuel-dependent infrastructure.
• ESF 14: Public Information – Public communication regarding fuel availability and
conservation.
Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
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EMERGENCY
SUPPORT
FUNCTION (ESF) 20
CYBERSECURITY
2025
ABSTRACT
Cybersecurity in Collier County
coordinates cybersecurity
monitoring, incident response, and
recovery to protect government
networks, critical data, and
emergency communication
systems before, during, and after
disasters.
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Emergency Support Function (ESF) 20 – Cybersecurity
1. Purpose & Scope
ESF 20 is responsible for coordinating cybersecurity monitoring, incident response, and
recovery for Collier County’s information technology infrastructure. This function ensures
the protection of government networks, critical data, and emergency communication
systems before, during, and after a disaster.
2. Lead & Support Agencies
• Lead Agencies
o Collier County Information Technology Division
• Support Agencies:
o Collier County Emergency Management Division
o Collier County Sheriff’s Office Cybercrime Unit
o Collier County Communications, Government and Public Affairs Division
o Florida Department of Law Enforcement (FDLE)
o Florida Digital Services (State ESF 20)
o Cybersecurity and Infrastructure Security Agency (CISA)
3. Mutual Aid & Memoranda of Understanding (MOUs)
• Mutual Aid Agreements:
o Statewide Mutual Aid Agreement
• Memoranda of Understanding (MOUs):
o Agreements with state and federal cybersecurity agencies for cyber threat
intelligence sharing and response coordination.
4. Concept of Operations
A. General
• ESF 20 operates under the Communications Lifeline within the Operations Section
of the EOC.
• The Collier County Information Technology Division leads cybersecurity incident
prevention, response, and recovery efforts.
• ESF 20 will coordinate with local, state, and federal cybersecurity agencies to
detect, assess, and mitigate cyber threats affecting Collier County operations.
• Cybersecurity response will prioritize government networks, emergency
communications, public safety systems, and critical infrastructure operations.
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B. Organizational Structure
• Lead Agency: Collier County Information Technology
Division manages cyber incident response and
mitigation efforts.
• Support Agencies: Assist in monitoring threats,
responding to incidents, and ensuring public
communication regarding cybersecurity threats.
5. Responsibilities
• Preparedness:
o Establish cyber threat monitoring and reporting
procedures.
o Maintain cybersecurity awareness training for
government agencies and emergency responders.
o Ensure incident response plans and backup data procedures are in place.
o Coordinate cybersecurity exercises and penetration testing to identify
vulnerabilities.
• Response:
o Detect and mitigate cyber threats affecting county operations.
o Coordinate with state and federal cybersecurity agencies for threat
intelligence sharing.
o Provide incident response and forensic analysis to contain security
breaches.
o Maintain public communication on cyber threats in coordination with ESF 14
(Public Information).
• Recovery:
o Restore impacted government IT systems and services.
o Conduct post-incident analysis and security improvements.
o Provide technical support for agencies recovering from cyberattacks.
o Maintain incident logs and reports for after-action review.
• Mitigation:
o Enhance cyber resilience through security upgrades and risk assessments.
o Implement multi-factor authentication and network segmentation for critical
systems.
o Develop long-term strategies to reduce vulnerabilities to cyber threats.
6. ESF 20 Operational Checklists
A. Preparedness Phase
Operations
Communications
Lifeline
ESF 2
Communications
ESF 20
Cybersecurity
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☐ Maintain cybersecurity response procedures and IT system backups.
☐ Conduct cybersecurity training and awareness programs for county staff.
☐ Monitor potential cyber threats through intelligence-sharing platforms.
B. Response Phase
☐ Activate ESF 20 and deploy cybersecurity response teams.
☐ Investigate and mitigate cybersecurity incidents affecting critical systems.
☐ Coordinate with state and federal cyber agencies for response and intelligence
sharing.
C. Recovery Phase
☐ Restore compromised IT systems and infrastructure.
☐ Conduct post-incident analysis and implement security improvements.
D. Mitigation Phase
☐ Implement enhanced security controls and cyber risk assessments.
☐ Strengthen IT system redundancies and cyber resilience planning.
7. Key ESF Interfaces
ESF 2: Communications – Cybersecurity of emergency communication networks.
ESF 6: Mass Care – Protection of personal data in shelters and disaster relief
systems.
ESF 8: Health & Medical – Security of health data systems and medical
communications.
ESF 14: Public Information – Public messaging regarding cyber threats and
mitigation.
ESF 16: Law Enforcement – Coordination with cybercrime investigations and digital
forensics.
Version: [Date]
Reviewed by: [Agency/Official]
Next Review Date: [Scheduled Update]
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ANNEX A
ALL HAZARDS EOC
ACTIVATION
ANNEX
2025
ABSTRACT
The EOC Activation Annex outlines
a structured framework for
activating the Emergency
Operations Center (EOC) in Collier
County, ensuring a coordinated
response to various hazards. It
defines activation levels, roles and
responsibilities, decision-making
criteria, and hazard-specific
response actions, emphasizing
efficiency, interagency
collaboration, and public safety to
mitigate disaster impacts.
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EOC Activation Annex
1. Introduction
Purpose & Scope
This annex establishes a streamlined approach to Emergency Operations Center (EOC)
activations in Collier County, ensuring a coordinated response to various hazards. It
outlines activation triggers, operational coordination, and hazard-specific response
actions. The goal is to improve efficiency, reduce response time, and enhance
communication between agencies to mitigate the impact of emergencies on the
community.
EOC Activation Levels
• Monitoring (Level 4) – Normal Operations
• Enhanced Monitoring (Level 3) – Low-risk situations where the EOC remains on
standby. This includes tracking potential threats, issuing early warnings, and
maintaining communication with partner agencies to ensure preparedness.
• Partial Activation (Level 2) – Moderate-risk scenarios where key Emergency
Support Functions (ESFs) are activated. This may include pre-positioning resources,
heighten situational awareness, and implementing preliminary response measures
to support local agencies.
o Area Command may be activated independently or in conjunction with the
EOC when multiple large-scale incidents require multi-agency fire/EMS
coordination, regional SAR deployment, or cross-jurisdictional hazardous
materials response.
• Full Activation (Level 1) – Major disasters or incidents requiring a full-scale EOC
response. All relevant ESFs are activated, incident management operations are fully
implemented, and coordination with state and federal agencies is initiated.
o Area Command will be activated when multiple fire/EMS agencies are
involved in a countywide disaster response, such as a hurricane, mass
casualty event, or large-scale wildland fire.
Key Authorities & Responsibilities
• Incident Commander: Leads EOC operations, making strategic decisions and
ensuring coordination among all activated functions.
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• ESFs: Provide specialized functional support for response and recovery, such as
public safety, transportation, communications, and public health.
• State & Federal Partners: Support EOC efforts as needed, assisting in resource
allocation, disaster declarations, and funding support.
2. Concept of Operations
Activation Triggers & Decision-Making
• National Weather Service advisories - The EOC uses NWS advisories, watches, and
warnings to determine the appropriate activation level. Specific triggers include:
o Tropical Storm/Hurricane Watches & Warnings – If a storm is forecasted to
impact the region, the EOC may move to Partial or Full Activation, depending
on the storm’s intensity, projected path, and local vulnerability.
o Severe Thunderstorm & Tornado Warnings – These warnings may prompt
Monitoring or Partial Activation, with rapid deployment of emergency
response teams as necessary.
o Flash Flood Warnings – Could trigger shelter activations, roadway closures,
and increased situational awareness to mitigate life-threatening flood
conditions.
o Excessive Heat, Freeze, or Extreme Cold Warnings – May require
coordination for public safety messaging, opening of warming or cooling
shelters, and assistance to vulnerable populations.
• State/Federal emergency declarations - When a state or federal emergency is
declared, the EOC activates as needed to align with broader response efforts and
secure additional resources.
• Local hazard impact assessments - Incident commanders evaluate local damage
reports, infrastructure status, and resource needs to determine appropriate
response levels.
Coordination Between Agencies
• Establishing Unified Command between local, state, and federal agencies to ensure
a cohesive response strategy.
• Strengthening public-private partnerships to protect infrastructure, maintain supply
chains, and assist with emergency response logistics.
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• Implementing mutual aid agreements to facilitate resource sharing among
neighboring jurisdictions and agencies.
Area Command in Multi-Incident Coordination
In situations involving multiple large-scale incidents competing for the same resources,
Area Command may be established as an intermediary between on-scene Incident
Commanders (ICs) and the EOC.
• Area Command provides strategic oversight, resource allocation, and operational
consistency across multiple incidents.
• It is particularly useful for wildfires, major structure fires, hazardous materials
releases, and disaster medical operations requiring countywide EMS coordination.
• The Collier County Fire/EMS Chiefs, in coordination with the EOC Manager,
determine when Area Command is activated. In major disasters, activation may be
recommended by the EOC Operations Section Chief.
EOC Roles & Responsibilities
• Operations Section: Manages field response teams, allocates resources, and
ensures timely execution of emergency plans.
• Planning Section: Develops and updates Incident Action Plans (IAPs), conducts
situational analysis, and provides long-term recovery recommendations.
• Logistics Section: Identifies and secures essential resources such as personnel,
equipment, and shelter supplies.
• Finance/Admin Section: Tracks costs, manages financial reimbursements, and
ensures compliance with disaster funding requirements.
• Area Command Interaction with EOC
o Area Command operates as part of the EOC structure or as a separate field-
based command post, depending on the scale and geographic distribution of
incidents.
o It works closely with ESF 4 (Firefighting), ESF 8 (Health & Medical), ESF 9
(Search & Rescue), and ESF 10 (Hazardous Materials) to prioritize response
operations.
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o When activated, Incident Commanders operating under Area Command
submit resource requests through Area Command, which prioritizes and
relays them to the EOC for fulfillment.
o When Unified Area Command is established, it includes representatives
from Fire, EMS, Law Enforcement, and Emergency Management.
3. General Response Procedures
Public Warning & Notification
• Utilizing the Emergency Alert System (EAS) and Wireless Emergency Alerts (WEA) to
disseminate time-sensitive warnings.
• Engaging in social media and press briefings to provide regular updates to the
public.
• Activating community notification systems to ensure residents receive emergency
instructions via phone, email, and text alerts.
Communications & Situational Awareness
• ESF-2 (Communications) ensures the integrity of communication networks and
provides backup systems if necessary.
• GIS mapping technology is used for tracking incidents, damage assessments, and
response operations.
• Routine situational updates are provided to key stakeholders to ensure decision-
makers have real-time information.
Evacuation & Shelter Coordination
• Mass care shelters are activated based on demand, ensuring accessibility for
displaced individuals.
• Special Needs Registry coordination guarantees medical and mobility-impaired
individuals receive necessary accommodations.
• Transportation support is arranged for vulnerable populations who require
assistance evacuating.
Critical Infrastructure & Utility Protection
• Collaborating with power and water utilities to prevent service disruptions and
prioritize restoration efforts.
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• Conducting rapid assessments of critical transportation routes to maintain
emergency access.
• Prioritizing fuel and supply deliveries to first responders and essential services.
4. EOC Activation Decision Support
• EOC Activation Decision Flow Chart
To assist in determining the appropriate level of EOC activation, the following flow
chart provides a visual decision-making guide:
• EOC Activation Matrix
The following matrix provides a structured approach to categorizing different
emergency scenarios and their corresponding EOC activation levels:
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• When to Activate Area Command
o If multiple simultaneous fires, mass casualty events, or hazardous materials
releases occur, Area Command should be activated.
o If local fire/EMS resources are exhausted and out-of-county mutual aid is
needed, Area Command will facilitate coordination with the State Emergency
Response Plan (SERP).
o If a hurricane or large-scale evacuation event overwhelms local EMS
transport resources, Area Command will manage countywide EMS coverage
and hospital coordination.
Hazard Activation
Level
ESFs
Activated
Lifelines
Activated
Description of
Tasks
Extreme Cold/Freeze Level 3 -
Monitoring
Phase
ESF 6, ESF
14
Food, Hydration &
Shelter
Monitor conditions,
coordinate shelter
openings,
disseminate
information.
Thunderstorm/Lightning/Tornado Level 3 to
Level 1
(Depending
on Severity)
ESF 5, ESF
6, ESF 14,
ESF 16
Public Safety &
Security,
Communications,
Transportation
Monitor storm
potential, issue
warnings, request
shelter openings,
provide damage
assessment.
Drought Level 3 -
Monitoring
Phase
ESF 5, ESF
6
Water Systems
Infrastructure
Monitor drought
impacts,
coordinate
response efforts.
Tropical Storm/Hurricane Level 3 to
Level 1 (Pre-
landfall,
Response,
Recovery)
ESF 1, ESF
3, ESF 4,
ESF 6, ESF
8, ESF 9,
ESF 14,
ESF 16,
ESF 7
Public Safety &
Security,
Transportation,
Health & Medical
Conduct
preparedness,
issue evacuation
orders, open
shelters,
coordinate
emergency
response.
Terrorism (CBRNE, Cyber, Explosive,
etc.)
Level 3 to
Level 1
(Depending
on Threat
Level)
ESF 2, ESF
4, ESF 5,
ESF 6, ESF
8, ESF 10,
ESF 13,
ESF 16,
ESF 17,
ESF 18
Public Safety &
Security,
Communications,
Health & Medical,
Energy, Water
Systems
Monitor threats,
coordinate
intelligence
sharing, establish
unified command,
secure
infrastructure.
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Hazard Activation
Level
ESFs
Activated
Lifelines
Activated
Description of
Tasks
Wildfire Level 3 to
Level 1
(Depending
on Fire
Severity)
ESF 4, ESF
5, ESF 6,
ESF 8, ESF
10, ESF 13,
ESF 14,
ESF 16
Public Safety &
Security, Health &
Medical, Energy
Monitor fire
conditions, activate
firefighting
response,
coordinate
evacuations.
Flooding (Storm Surge & Inland) Level 3 to
Level 1
(Depending
on Severity)
ESF 1, ESF
3, ESF 4,
ESF 5, ESF
6, ESF 8,
ESF 10,
ESF 14,
ESF 16
Public Safety &
Security,
Transportation
Monitor flood
threats, issue
warnings,
coordinate
evacuations.
Radiological Incident (Turkey Point
NPP)
Level 3 to
Level 1
(Depending
on Severity)
ESF 5, ESF
6, ESF 8,
ESF 10,
ESF 11,
ESF 14,
ESF 16,
ESF 17
Public Safety &
Security, Health &
Medical, Food,
Water Systems
Monitor
radiological
threats, support
protective actions,
assess
contamination
impacts.
Coastal Erosion/Sea Level Rise Level 3 -
Monitoring
Phase
ESF 3, ESF
5, ESF 6,
ESF 14
Public Safety &
Security,
Infrastructure
Monitor erosion
trends, coordinate
mitigation efforts.
Extreme Heat Level 3 -
Monitoring
Phase
ESF 6, ESF
14
Health & Medical,
Food, Hydration &
Shelter
Monitor extreme
heat events, issue
public advisories.
Hazardous Materials Incident Level 3 to
Level 1
(Depending
on Impact)
ESF 10,
ESF 5, ESF
6, ESF 8,
ESF 14
Public Safety &
Security, Health &
Medical
Monitor hazardous
material releases,
coordinate
response.
Critical Infrastructure Failure Level 3 to
Level 1
(Depending
on Impact)
ESF 5, ESF
7, ESF 12,
ESF 14
Public Safety &
Security,
Communications,
Energy
Monitor
infrastructure
disruptions,
coordinate
emergency
response.
Public Health Emergency Level 3 to
Level 1
(Depending
on Severity)
ESF 8, ESF
5, ESF 14
Health & Medical,
Public Safety &
Security
Monitor health
threats, issue
advisories,
coordinate medical
response.
Transportation Incident Level 3 to
Level 1
(Depending
on Incident)
ESF 1, ESF
5, ESF 9,
ESF 14
Public Safety &
Security,
Transportation
Monitor and
respond to major
transportation
incidents.
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Collier County CEMP – EOC All Hazards Activation Annex 2025
Hazard Activation
Level
ESFs
Activated
Lifelines
Activated
Description of
Tasks
Oil Spill Level 3 to
Level 1
(Depending
on Spill Size)
ESF 10,
ESF 5, ESF
14
Water Systems,
Public Safety &
Security
Monitor oil spills,
coordinate
containment and
cleanup.
Nuclear Incident (Other than NPP) Level 3 to
Level 1
(Depending
on Incident)
ESF 10,
ESF 5, ESF
14
Public Safety &
Security, Water
Systems
Monitor nuclear
incidents,
coordinate
protective
measures.
Mass Migration Level 3 to
Level 1
(Depending
on Migrant
Surge)
ESF 5, ESF
16, ESF 14
Public Safety &
Security,
Communications
Monitor migration
trends, coordinate
humanitarian
response.
Civil Disturbance Level 3 to
Level 1
(Depending
on Severity)
ESF 5, ESF
16, ESF 14
Public Safety &
Security
Monitor and
respond to civil
unrest events.
Earthquake Level 3 to
Level 1 (Rare
but
Monitored)
ESF 5, ESF
14
Public Safety &
Security,
Infrastructure
Monitor seismic
activity, coordinate
emergency
response.
Tsunami Level 3 to
Level 1 (Rare
but
Monitored)
ESF 5, ESF
14
Public Safety &
Security,
Infrastructure
Monitor tsunami
threats, issue
evacuation orders.
Sinkholes Level 3 to
Level 1 (Rare
but
Monitored)
ESF 5, ESF
14
Public Safety &
Security,
Infrastructure
Monitor sinkhole
activity, coordinate
engineering
response.
Winter Storm Level 3 -
Monitoring
Phase
ESF 5, ESF
14
Public Safety &
Security,
Infrastructure
Monitor winter
weather events,
issue advisories.
Dam/Levee Failure Level 3 to
Level 1
(Depending
on Severity)
ESF 5, ESF
3, ESF 14
Public Safety &
Security,
Infrastructure
Monitor dam/levee
conditions,
coordinate
mitigation efforts.
4. Hazard-Specific Response Actions
Hurricanes
• Pre-landfall evacuations are issued based on storm surge models and wind
projections.
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Collier County CEMP – EOC All Hazards Activation Annex 2025
• Shelter activation ensures safe locations for displaced residents.
• Post -landfall damage assessments prioritize response efforts and recovery
planning.
Flooding
• Flood response teams are deployed to assist with sandbag distribution and drainage
monitoring.
• Coordination with the South Florida Water Management District ensures
appropriate water release strategies.
• Debris clearance teams remove blockages to improve floodwater flow.
Wildfires
• Establishing firebreaks and controlled burns to limit fire spread.
• Evacuating at-risk communities to ensure public safety.
• Leveraging mutual aid agreements to acquire additional firefighting resources.
Terrorism & Cyber Threats
• Strengthening intelligence-sharing networks through the Joint Terrorism Task Force.
• Conducting cyber resilience planning to mitigate the impact of cyberattacks on
emergency services.
Severe Weather (Tornadoes, Lightning, Extreme Cold)
• Disseminating early warnings and activating emergency response teams.
• Assessing storm damage for rapid response and recovery efforts.
• Opening warming centers to provide shelter during extreme cold events.
Hazardous Materials Incidents
• Immediate containment procedures are implemented to prevent hazardous
substance spread.
• Decontamination operations are established for affected individuals and
emergency responders.
• Air and water quality monitoring ensures public safety and determines potential
environmental impacts.
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Collier County CEMP – EOC All Hazards Activation Annex 2025
• Coordination with ESF-10 (HazMat) and regional hazardous material response
teams for expert intervention.
• Public information campaigns are launched to inform residents about potential
exposure risks and safety measures.
Infrastructure Failures (Power, Water, Transportation)
• Emergency restoration teams are deployed to address power outages and damaged
water systems.
• Prioritization of repairs to critical infrastructure, including hospitals, emergency
shelters, and public safety buildings.
• Alternative power solutions such as backup generators and mobile power units are
coordinated for essential services.
• Rapid assessment of transportation systems to identify and clear road obstructions,
ensuring emergency vehicle access.
• Coordination with utility providers and transportation agencies to streamline repairs
and minimize disruption to the community.
5. Recovery & Transition to Normal Operations
Initial Damage Assessments
• Coordinating with local building officials to assess structural integrity.
• Conducting Joint Preliminary Damage Assessments (PDA) with FEMA to determine
funding eligibility.
• Implementing debris management plans to facilitate cleanup efforts.
Resource Demobilization & Debriefing
• Gradual reduction of EOC activation levels as the situation stabilizes.
• Conducting after-action reviews to improve future response operations.
• Restocking emergency supplies to ensure readiness for future incidents.
Long-Term Recovery Considerations
• Hazard Mitigation Planning – Evaluating long-term strategies to reduce risks and
vulnerabilities in future disasters through improved building codes, land-use
planning, and resilient infrastructure investments.
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Collier County CEMP – EOC All Hazards Activation Annex 2025
• Infrastructure Resilience Projects – Securing funding for rebuilding efforts, focusing
on strengthening utilities, transportation networks, and public facilities to withstand
future hazards.
• Community Recovery Task Force Engagement – Partnering with local, state, and
federal agencies, along with non-profit organizations and private-sector partners, to
address economic recovery, housing needs, and community well-being.
• Social Services & Mental Health Support – Coordinating resources for disaster
survivors, including crisis counseling, financial assistance programs, and workforce
recovery initiatives.
After-Action Reporting & Plan Improvement
• Documentation of Response Activities – Comprehensive record-keeping of
response operations, including resource allocation, key decisions, and identified
challenges.
• Lessons Learned & Best Practices – Conducting post-incident debriefings with all
stakeholders to assess response effectiveness, identifying gaps, and
recommending improvements.
• Annual Review & Plan Updates – Ensuring the EOC Activation Annex remains up to
date with emerging risks, policy changes, and technological advancements to
enhance future emergency preparedness.
• Training & Exercises – Implementing drills and simulations to validate plan
effectiveness and ensure emergency personnel are prepared for various disaster
scenarios.
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ANNEX B
RADIOLOGICAL
EMERGENCY RESPONSE
(INGESTION PATHWAY)
PLAN
2025
ABSTRACT
The Collier County Radiological
Emergency Annex defines the
county’s roles in preparedness,
response, and recovery for a
radiological emergency from the
Turkey Point Nuclear Power Plant.
It establishes coordination with
local, state, and federal agencies
to ensure public safety,
implement protective actions,
and support community recovery.
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Executive Summary
The Collier County Radiological Emergency Annex outlines the county’s roles and
responsibilities in preparedness, response, and recovery for a radiological emergency
originating from the Turkey Point Nuclear Power Plant. It establishes coordination
mechanisms with local, state, and federal agencies to ensure public safety, implement
protective actions, and support community recovery efforts.
How to Use This Plan
This Radiological Emergency Annex is a supplement to the Collier County Comprehensive
Emergency Management Plan (CEMP) and provides guidance specific to radiological
incident response. While this annex outlines unique aspects of a radiological emergency,
all disaster operations will follow the procedures established in the CEMP Basic Plan. Key
elements from the Basic Plan that apply to this annex include:
• Local State of Emergency (LSE) Declaration – The process for declaring an LSE by
the Board of County Commissioners is detailed in the Collier County Municipal
Code, Chapter 38, Section 38-59 (link).
• Emergency Operations Center (EOC) Staffing – Primary Emergency Support
Functions (ESFs) are listed in Figure 12 (page 28), while supporting agencies are
shown in Figure 13 (page 29). Each lead agency is responsible for rostering relief
shifts.
• Direction and Control – The county operates under a unified command structure in
most activations, as described in page 30 of the Basic Plan.
• Resource Request Process – The Resource Request Flowchart is provided on page
40 for reference.
• Mobilization and Deployment – Procedures for activating and deploying county
resources are outlined on page 67.
• Evacuation Zones – The county’s designated evacuation zones are detailed on page
45.
This annex should be used in conjunction with the CEMP Basic Plan to ensure a
coordinated and effective response to radiological emergencies.
Background
In accordance with Florida Administrative Code 27P-6.0025, Collier County has developed
a Radiological Emergency Plan for Nuclear Power Plants to ensure public safety in the
event of a radiological incident.
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This plan provides a detailed framework for protecting the public from potential health
effects associated with a radiological emergency at a commercial nuclear power plant.
Only counties within a 50-mile radius of a commercial nuclear facility are required to
develop such a plan.
The plan has been developed with direct assistance from the Florida Division of Emergency
Management (FDEM) and is incorporated into the appropriate site plan within the
Radiological Emergency Preparedness Program (REPP) section of the State Emergency
Response Plan.
This plan complies with the requirements outlined in 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) (link).
For final approval, this plan (or annex) will be submitted to both the Florida Division of
Emergency Management (FDEM) and the Federal Emergency Management Agency (FEMA)
for review.
I. Introduction
The Turkey Point Nuclear Generating Station is a twin-reactor nuclear power facility located
two miles east of Homestead, Florida, adjacent to Biscayne National Park. The facility is
approximately 25 miles (40 km) south of Miami and is situated near the southernmost edge
of Miami-Dade County. The plant is owned and operated by Florida Power & Light (FPL).
The Nuclear Regulatory Commission (NRC) defines two Emergency Planning Zones (EPZs)
around nuclear power plants to ensure timely and effective public safety measures in the
event of an incident:
Plume Exposure Pathway Zone – Extends 10 miles (16 km) from the plant and focuses on
airborne radioactive contamination, including exposure and inhalation risks.
Ingestion Exposure Pathway Zone – Extends 50 miles (80 km) from the plant and addresses
radioactive contamination in food and water supplies.
While the EPZs are often depicted as circular areas, their actual shapes vary based on
geographic, demographic, and environmental factors that influence radiological
dispersion.
A. Collier County’s Role in the Ingestion Pathway Zone
Approximately 70 square miles of Collier County (about 3.5% of the county’s total
land area) fall within the 50-mile Ingestion Pathway Zone for Turkey Point Nuclear
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Generating Station. Collier County, located on Florida’s southwest coast, is
bordered by:
• North – Lee and Hendry Counties
• East – Broward and Miami-Dade Counties
• South – Monroe County
• West – Gulf of Mexico
As Florida’s largest county in land area east of the Mississippi River, Collier County
spans approximately 2,025 square miles of land and 112 square miles of inland
surface water. Forty-six percent of the county consists of national parkland, located
entirely within the ingestion pathway zone. However, no significant agricultural
industry exists within the county’s portion of the zone, reducing concerns about
contaminated food production.
B. Population and Seasonal Variability
The Bureau of Economic and Business Research (BEBR) estimated that the South
Florida region’s population in 2020 was approximately 2,383,742, accounting for
11% of Florida’s total population.
Collier County experiences significant seasonal population increases, particularly
during the winter months (January and February) when traffic volume peaks. This
surge is attributed to:
• Winter Residents ("Snowbirds") – Individuals who live in other parts of the
country but reside in Southwest Florida for one to five months annually.
These residents own homes or secure long-term rentals in the region. During
peak months, winter residents may increase the local population by up to
22%, contributing to higher traffic congestion.
• Tourists – Visitors to the region include both short-term vacationers and
business travelers. Tourism peaks occur in both winter (January–March) and
summer (July–September).
• Migrant Workers – Seasonal agricultural laborers contribute to increased
traffic during planting and harvest seasons.
Most winter visitors travel by private vehicle, leading to increased demand on
roadways and highways, particularly in coastal areas. Tourists traveling by air often
utilize rental cars, further impacting local transportation networks.
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This demographic and seasonal variability must be considered when planning for a
radiological emergency, as increased population density can affect evacuation
routes, emergency response capabilities, and public communication strategies.
C. Purpose
This annex outlines the strategies and actions necessary to minimize the impact of
radioactive exposure on the public and to prevent contamination of agricultural
resources in the event of an incident at the Turkey Point Nuclear Power Plant. It
establishes a coordinated framework for planning and response efforts by local
officials and assigns specific roles and responsibilities to various emergency
response organizations.
This plan is an integral component of Collier County’s Comprehensive Emergency
Management Plan (CEMP) and is supported by other relevant annexes.
D. Plan Maintenance
The Emergency Management (EM) Director holds overall responsibility for
emergency planning and the oversight of this annex. The plan will be reviewed
annually and distributed to the appropriate response agencies.
Additionally, the plan may be updated as needed to reflect changes in policies,
standard operating procedures, laws, and regulations. Reproduction of this
document, in whole or in part, is prohibited without prior approval from Collier
County Emergency Management.
E. Situation & Assumptions
1. Situation
The Ingestion Exposure Pathway Emergency Planning Zone (EPZ) for nuclear
power plants extends 50 miles from the facility. The 50-mile EPZ associated
with the Turkey Point Nuclear Power Plant affects four counties in South
Florida.
In the event of a radioactive release from the Turkey Point Nuclear Power
Plant, radiological contaminants may settle on crops, vegetation, livestock,
surface water bodies, and ground surfaces.
The State of Florida, with support from federal agencies, is responsible for
implementing protective actions if a radiological incident results in
contamination of human food supplies or animal feed.
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Decisions regarding protective actions are generally based on potential
releases to the environment, radiological measurements, laboratory
analyses, and integrated dose projections within the affected pathway.
Protective action guidance to help the public minimize exposure to
contaminated foodstuffs is available through multiple official sources.
Moderate to heavy rainfall may increase the deposition of radioactive
contaminants, potentially leading to higher surface contamination levels and
necessitating additional protective actions within the EPZ.
Radionuclides in the ingestion pathway can pose long-term contamination
risks. Once deposited in soil, certain radionuclides may be absorbed by
vegetation, including crops, fruit trees, grains, and forage, potentially
affecting future harvests.
2. Assumptions
Collier County will receive notifications and situational updates regarding
emergency incidents at the Turkey Point Nuclear Power Plant through the
Florida Division of Emergency Management (FDEM) State Watch Office.
Collier County will aid as requested to support emergency response efforts.
FDEM will deploy All-Hazards Incident Management Team (AHIMT) personnel
along with representatives from the Florida Department of Health (FDOH)
Bureau of Radiological Control to coordinate state response efforts.
Additional state and federal agencies will also conduct assessments during
the emergency. Ingestion Pathway Counties will receive technical guidance
from the Bureau of Radiological Control and other state and federal agencies
to support informed decision-making.
In multi-jurisdictional emergencies that exceed local response capabilities or
when the Governor determines public safety is at risk, the State of Florida
may assume primary responsibility for emergency response. This can be
enacted through an Executive Order under the provisions of Section 252.36,
Florida Statutes.
If a State of Florida Executive Order is issued, Collier County Emergency
Management will continue to coordinate local emergency response
operations. If needed, the issuance of a Local State of Emergency will be
coordinated with the Collier County Board of County Commissioners
(BOCC).
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F. Hazard Analysis
Collier County is within the 50-mile Ingestion Exposure Pathway Emergency
Planning Zone (EPZ) for the Turkey Point Nuclear Power Facility, located in Miami-
Dade County. Within this EPZ, radiological contaminants from a nuclear incident
could impact food and water sources, potentially leading to public health concerns.
The primary risk associated with Collier County’s location in the EPZ is the ingestion
of radiologically contaminated food, water, and other agricultural products. While
direct exposure risks within Collier County are minimal due to the county’s distance
from the plant, contamination of surface water, livestock feed, and commercial food
products remains a key concern.
Protective actions may be necessary in response to a radiological release, including
food and water advisories, agricultural restrictions, and decontamination
procedures. Technical guidance from the Florida Department of Health (FDOH)
Bureau of Radiological Control and federal agencies will support decision-making
for protecting public health and minimizing contamination risks.
This annex provides a framework for Collier County’s coordination with state and
federal agencies in monitoring, assessing, and mitigating ingestion pathway
contamination.
II. Radiological Response Organization
A. Collier County Emergency Management (CCEM)
Collier County Emergency Management (CCEM) is the lead agency for disaster
response operations within the county. Collier County does not receive Radiological
Emergency Preparedness (REP) funding and has no dedicated REP staff. In the
absence of a designated REP coordinator, the Director of Emergency Management
or a designee assumes REP responsibilities, which include:
1. Serving as the county’s primary contact for mutual aid requests via
WebEOC.
2. Coordinating the reception and care of evacuees from risk counties.
3. Supporting state and federal agencies in implementing protective
measures to prevent public consumption of contaminated food.
4. Disseminating protective action information to the public.
5. Assisting state and federal agencies in identifying commercial sites,
agricultural producers, processors, and logistics locations for
response efforts.
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6. Supporting state and federal agencies in controlling or restricting the
distribution of contaminated food.
7. Distributing pre-printed agricultural emergency preparedness
information to residents, the agriculture industry, and NGOs.
8. Assisting the South Florida Water Management District (SFWMD),
Collier County Public Utilities Department (PUD), and municipal water
departments in implementing protective actions for contaminated
potable and non-potable water.
9. Providing support for state and federal sampling site operations.
10. Offering local agricultural industry expertise to state and federal
agencies.
11. Assisting state and federal agencies with personnel and resources for
sample collection.
12. Supporting state and federal agencies in the distribution and
allocation of animal feed and water.
13. Assisting state and federal agencies with radiological monitoring and
laboratory analysis services.
14. Alerting, notifying, and activating county departments, agencies, and
personnel as directed by county leadership.
15. Coordinating with local organizations, including University Extension
Services, law enforcement, farmers, ranchers, businesses, and
volunteer agencies.
B. State of Florida
The State of Florida supports local government operations during emergencies
unless the scope of the incident requires increased state action. The Florida
Division of Emergency Management (FDEM) coordinates this support through the
All-Hazards Incident Management Team (AHIMT) from the State Emergency
Operations Center (SEOC). The state’s response and recovery framework, based on
functional support groups, integrates broad participation from state agencies and
aligns with federal response and recovery structures.
1. Florida Division of Emergency Management (FDEM)
a) Serves as the lead state agency for coordinating emergency
response and recovery efforts.
b) Receives initial incident notifications from Turkey Point via the
State Watch Office (24/7 monitoring).
c) Oversees the development and implementation of state and
county emergency response plans.
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d) Provides command and control of state emergency response
resources.
e) Notifies and coordinates with state and county response
agencies.
f) Supports federal, state, and local emergency coordination
efforts
2. Florida Department of Health, Bureau of Radiation Control
The Bureau of Radiation Control (BRC) is the lead state agency for assessing
health hazards in radiological emergencies, as designated by Chapter 404,
Florida Statutes. Additional assistance may be requested through the
Southern Mutual Radiation Assistance Plan and the Emergency Management
Assistance Compact (EMAC).
a) Provides technical expertise in public health and radiation-
related emergencies.
b) Conducts offsite radiological surveillance, monitoring, and
hazard assessments.
c) Makes protective action recommendations for the 10-mile
plume exposure pathway.
d) Analyzes air, water, and food samples within the 50-mile
ingestion exposure pathway.
e) Assists with reentry and recovery decision-making.
3. Florida Fish and Wildlife Conservation Commission (FWC)
a) Conducts evacuation and enforcement of restricted zones in
deep and shallow waterways.
b) Coordinates maritime patrol activities with state and county
law enforcement agencies.
c) Works alongside the U.S. Coast Guard, which has jurisdiction
over official waterway closures.
4. Florida Highway Patrol (FHP)
a) Provides traffic control and law enforcement support during
evacuations.
b) Assists with transportation of radiological samples for analysis
when needed.
c) Supports state and county emergency law enforcement
coordination.
5. Florida Department of Agriculture
a) Department of Agriculture and Consumer Services (DACS) –
Commissioner
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(1) Supports ingestion pathway protective measures for
food, water, and agricultural safety.
(2) Evaluates contamination risks and advises on food
supply protection strategies.
(3) Assists in coordinating radiological monitoring of
agricultural products
b) DACS – Division of Forestry
(1) Through an intergovernmental agreement with DOH,
provides aircraft and pilots for radiation surveys and
transportation of emergency personnel and
environmental samples.
C. Federal Government
Federal assistance for state and local governments during radiological incidents
follows the National Response Framework. The federal government provides
support as requested by the State of Florida.
1. Nuclear Regulatory Commission (NRC)
a) Serves as the primary federal authority for onsite nuclear power
plant activities.
b) Assesses and ensures compliance with emergency
preparedness standards.
c) Performs independent incident assessments, evaluates offsite
consequences, and provides recommendations.
d) Deploys technical experts to the licensee’s facility when
necessary.
e) Acts as the Coordinating Federal Agency for incidents involving
NRC-licensed facilities.
2. Environmental Protection Agency (EPA)
a) Assists with field radiological monitoring and sampling.
b) Provides guidance for non-plant-related recovery and reentry
efforts.
3. Department of Energy
a) Maintains extensive radiological monitoring equipment and
personnel resources.
b) Provides support for offsite radiological assessments and
emergency response.
c) Can be requested to assist Turkey Point in accordance with the
Federal Radiological Monitoring and Assessment Plan (FRMAP).
4. Federal Emergency Management Agency (FEMA)
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a) Coordinates the federal multiagency response to radiological
incidents in line with the National Response Framework (NRF).
b) Provides nontechnical federal assistance to support state and
local response efforts.
c) Facilitates state requests for federal aid, ensuring the
appropriate agencies address specific needs.
D. Private Corporations
1. Florida Power & Light (FPL)
Florida Power & Light (FPL) is responsible for the initial response and
management of incidents at the Turkey Point Nuclear Power Plant (TPNPP).
Responsibilities include notifying and coordinating with federal, state, and
local agencies, assessing the incident’s scope, and developing protective
actions and response strategies.
a) Emergency Preparedness & Planning – Develop, maintain, and
implement the Turkey Point Radiological Emergency Plan in
compliance with regulatory requirements.
b) Incident Management – Assess, classify, and respond to
emergencies, ensuring appropriate protective actions are taken.
c) Notification & Coordination – Communicate with federal, state,
and local agencies, providing timely updates and
recommendations.
d) Public & Environmental Safety – Monitor radiological conditions,
support protective measures, and provide technical expertise.
e) Recovery & Support – Assist in post-incident recovery efforts in
coordination with state and federal agencies.
2. Institute of Nuclear Power Operations (INPO)
a) Supports nuclear utilities by coordinating emergency personnel,
equipment, and operational analysis.
b) Provides a dedicated emergency call number and maintains an
Emergency Response Center for industry-wide coordination.
c) Works with the Nuclear Energy Institute (NEI) and Electric Power
Research Institute (EPRI) to share emergency information.
3. American Nuclear Insurers (ANI)
a) Ensures nuclear power plants comply with liability insurance
requirements for radiological incidents.
b) Coordinates notification procedures and liability coverage in
case of a nuclear accident.
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4. DOE Radiation Emergency Assistance Center/Training Site
(REAC/TS)
a) Provides emergency medical consultation and response for
incidents involving radiation exposure.
b) Offers training and simulation exercises related to radiation
safety and medical management
5. Bechtel Power Corporation
a) Contracted for design engineering expertise, specialized
equipment, and technical support during radiological
emergencies.
III. Command & Control
A. General
In accordance with Collier County Code Chapter 38 (Civil Emergencies) and Florida
Statute 252.38, Collier County Emergency Management is responsible for directing,
coordinating, and managing the county’s disaster response efforts. To fulfill its role
under Annex H of the Collier County Ingestion Pathway Plan, the county may
activate various response and recovery facilities in collaboration with governmental
and private sector partners.
B. Concept of Operations
1. Intermediate Phase
a) The Intermediate Phase begins once the radiological release is
controlled, and environmental measurements are available to
guide Protective Actions. This phase may overlap with the Early
and Late Phases, lasting from weeks to months, with a dose
projection period of one year. Protective actions continue until
they are deemed no longer necessary.
b) Food and Water Safety: Products that may enter the human
food chain (e.g., vegetation, fruits, milk, animal feed, and water)
will be held until sampling and analysis confirm their safety. The
Florida Department of Agriculture and Consumer Services
(FDACS), through ESF-17 support teams, will coordinate this
effort at the local level.
c) Ingestion Exposure Pathway Emergency Response:
Emergency response operations focus on identifying and
mitigating contaminated areas within the Ingestion Exposure
Pathway:
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(1) The State may request aerial surveys ("Fly Over") by
federal agencies to assess contamination levels.
(2) Once a contamination footprint is identified, the State
will conduct sampling and may request federal
assistance for verification.
(3) Upon confirmation of contamination, Protective Actions
will be implemented to restrict the use of affected food
and water to safeguard public health.
(4) The State coordinates emergency response operations,
with federal support as needed.
(5) County emergency management agencies serve as the
operational lead for response and recovery, working
alongside state and federal farm service agencies,
extension services, and development authorities.
2. Protective Actions
a) Protective actions announced by the State and counties may
require modifications to food production, processing, and
distribution pathways in affected areas both within and beyond
the Ingestion Exposure Pathway EPZ.
b) Protective actions will be determined based on known releases,
radiological measurements, laboratory analyses, and integrated
dose projections.
c) Protective actions will only be recommended when state and
federal agencies have documented measured contamination
levels and assessed the health, economic, and social impacts.
The public within the Exposure EPZs will be informed through the
Emergency Alert System (EAS), public service announcements,
news releases, and local media. Key audiences for ingestion
exposure protective actions include the public, dairies, farmers,
food processors, distributors, and water suppliers.
d) Farm animals within the Ingestion Exposure Pathway EPZ should
be sheltered, with priority given to dairy livestock. They must be
fed from stored feed and covered water sources to prevent
radiological contamination. Grazing should only resume upon
State Agriculture Response Team (SART) approval. The State will
provide protective action recommendations to counties, with
county emergency management agencies responsible for
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implementation. Protective measures may include, but are not
limited to:
(1) Removing livestock from pastures and placing them on
stored feed.
(2) Quarantining potentially contaminated milk.
(3) Restricting access to contaminated water supplies.
(4) Washing all harvested produce.
e) Guidance from the Bureau of Radiation Control (BRC) and the
Florida Department of Agriculture should be obtained before
implementing these measures to ensure effectiveness under
actual conditions.
f) Personal protective equipment (PPE) requests will be submitted
to FDEM via WebEOC. Collier County Emergency Management is
responsible for the safety of public safety personnel, ensuring
PPE is distributed to county response teams as needed.
3. Recovery Actions
Collier County’s radiological recovery efforts will focus on restoring public
safety, critical infrastructure, environmental integrity, and economic stability.
The following actions will guide the recovery process:
a) Re-Entry Actions – Coordinating phased re-entry based on
radiological assessments and safety guidelines.
b) Damage Assessment – Conducting detailed damage
assessments for county government, private businesses, and
agricultural sectors.
c) Financial Assistance – Facilitating federal and private
reimbursement, property acquisition, and relocation of affected
agricultural and commercial resources.
d) Resource Distribution – Managing the distribution of essential
supplies to impacted areas.
e) Restoration of Essential Services – Reestablishing power,
water, transportation, and communications infrastructure.
f) Relief Services – Providing humanitarian aid, mental health
support, and emergency assistance to affected populations.
g) Public Health Restoration – Restoring medical services,
sanitation, and contamination monitoring.
h) Environmental Management – Addressing animal control,
natural resource restoration, and contamination cleanup.
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i) Agricultural Regulation – Evaluating local agricultural policies
to ensure safe food production and land use.
j) Economic Redevelopment – Agriculture – Supporting the
recovery and revitalization of the agricultural sector.
k) Economic Redevelopment – Local Community – Facilitating
business recovery and long-term economic resilience.
l) Hazard Mitigation – Implementing risk reduction strategies to
prevent future radiological impacts.
m) Risk and Hazard Assessment – Reassessing radiological
hazards and updating local preparedness plans.
n) Sheltering & Long-Term Housing – Establishing temporary and
permanent housing solutions for displaced residents.
IV. Emergency Classification System
A. General
Four Emergency Classification Levels (ECLs) are established: Notification of
Unusual Event, Alert, Site Area Emergency, and General Emergency. While these
levels are typically progressive, an emergency may escalate immediately to any
classification based on the nature and severity of the incident.
B. Emergency Classification Levels (ECL)
1. Notification of Unusual Event
a) Class Description: A condition that has occurred or is in
progress, indicating a potential degradation of safety at the
plant.
b) Release Potential: No offsite radiological release is expected
unless the situation worsens, and safety systems degrade
further.
c) Purpose: To ensure initial offsite notification, place operations
staff on heightened readiness, facilitate the systematic
assessment of the event, and prepare for potential response
actions.
2. Alert
a) Class Description: An event that involves an actual or potential
substantial degradation of plant safety systems.
b) Release Potential: Any radioactive release is expected to be
minimal, remaining well below Environmental Protection Agency
(EPA) Protective Action Guide (PAG) exposure levels, with no
significant offsite impact.
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c) Purpose: To ensure emergency personnel are available to
respond if conditions worsen, initiate confirmatory radiation
monitoring if needed, and provide offsite authorities with real-
time status updates.
3. Site Area Emergency
a) Class Description: An event involving the actual or likely failure
of key plant safety functions necessary for public protection.
b) Release Potential: Radiological releases may approach
Protective Action Guide (PAG) exposure levels, but are expected
to remain within onsite boundaries.
c) Purpose : To activate and staff emergency response centers,
deploy monitoring teams, ensure personnel required for near-
site evacuations are in position, coordinate with offsite
authorities, and provide public updates through government
agencies.
4. General Emergency
a) Class Description: A severe event involving actual or imminent
substantial core degradation or meltdown, with a potential loss
of containment integrity.
b) Release Potential: A radiological release is expected to exceed
Protective Action Guide (PAG) exposure levels offsite.
c) Purpose: To initiate protective actions for the public, conduct
continuous assessment using plant data and offsite monitoring,
implement additional response measures as needed,
coordinate with offsite authorities, and provide public updates
through government agencies.
V. Notification & Activation
A. Notification, Mobilization & Activation
1. Collier County
The State Watch Office will issue the initial notification via the Everbridge
mass notification system to EOC leadership and the Collier County Sheriff's
Warning Point regarding an emergency at Turkey Point Nuclear Power Plant
(TPNPP). The Collier County Sheriff’s Office (CCSO) operates a 24-hour
emergency communications center located at 8075 Lely Cultural Parkway,
Naples, FL 34113.
Upon notification of an emergency at TPNPP, the Emergency Management
Director or designee will notify:
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• Deputy County Manager
• Director of Communications, Government & Public Affairs
• Chief of Emergency Medical Services
• Director, Florida Department of Health – Collier
The EOC activation level will be determined based on direction from the
County Manager and the nature of the emergency. Once activated, the EOC
will serve as the central coordination hub for operational, logistical, and
administrative response efforts. The EOC is located at 8075 Lely Cultural
Parkway, Naples, FL 34113.
The EOC may be activated preemptively upon direction from the Director of
Emergency Management, with concurrence from the County Manager, to
support ICS/NIMS operations at a local or regional level. The EOC may
remain active 24/7 throughout the emergency until a reduced operational
schedule is deemed appropriate.
Emergency Support Functions (ESFs) will provide primary staffing for EOC
operations.
• 24-hour operations support may be requested via WebEOC for an All-
Hazards Incident Management Team (AHIMT).
• Outgoing staff will conduct briefings for incoming personnel to
maintain situational awareness and response continuity.
• If inter-county resources are required, EM personnel will notify
primary ESF representatives, who will be responsible for alerting and
activating their designated support agencies.
• The Emergency Management Division will maintain ESF rosters and
conduct recall notifications as needed.
2. Collier County Actions by Emergency Classification Level (ECL)
All activations are conditional based on the power plant conditions. For more
details, refer to the Collier County CEMP, Basic Plan (Page 33) for EOC
activation levels and associated actions.
a) Unusual Event (No Activation)
(1) Emergency Management staff will monitor notifications
and updates.
b) Alert (No Activation)
(1) Emergency Management staff will continue to monitor
conditions.
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(2) Collier County Public Information Officer (PIO) may be
placed on alert.
c) Site Area Emergency (Monitoring/Partial)
(1) Selected ESFs activated as needed.
(2) Joint Information Center (JIC) may be activated, and
pre-scripted public information releases prepared.
(3) Everbridge and Alert Collier messages may be issued to
the public.
d) General Emergency (Partial/Full, if Necessary)
(1) Appropriate ESFs activated as required.
3. Public Notification
Public notifications will be coordinated between the Florida Division of
Emergency Management (FDEM) State Watch Office, risk counties, host
counties, and ingestion pathway counties. Collier County Emergency
Management (EM), or a designated representative, will issue Collier County-
specific notifications using multimedia platforms.
a) Multilingual Public Notifications:
The Collier County Sheriff’s Communication Center utilizes Language
Line Services and Vioance and has multilingual staff to assist with
public message translation. Protective action notifications will be
broadcast via the following radio and TV stations:
b) Radio Stations:
(1) Golden Gate – WNPL AM 1460
(2) Immokalee – WAFZ FM 92.1, WCIW FM 107.9, WAFZ AM
1490
(3) Marco Island – WMKO FM 91.7, WVOI AM 1480
(4) Naples – WGUF FM 98.9, WNOG AM 1270, WAVV FM
101.1, WSGL FM 104.7, WARO FM 94.5, WSOR FM 90.9,
WAYJ FM 89.5
c) Television Stations:
(1) Naples Comcast TV Cable
(2) Marco Island TV Cable
(3) WXCW (CW Network)
(4) WZVN (ABC Network)
(5) WXDT LP, WZDT LP, WANA LD, WHDN CD
d) Agricultural Community Notification:
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Collier County Emergency Management will partner with the
Collier County Agricultural Extension Office (IFAS) to notify
ranchers, dairy farmers, and grove producers of an emergency at
Turkey Point Nuclear Power Plant.
e) NOAA Weather Radio – Emergency Alert System (NWR-EAS):
NWR-EAS receivers are in hospitals, schools, government
offices, and nursing homes across the county. The system is
activated by Collier County EOC through the National Weather
Service (NWS) Miami.
f) Public Alerting Systems:
(1) Everbridge Notification System (Alert Collier)
May be used for public alerts and updates.
(2) Boater Advisories
The U.S. Coast Guard Station Fort Myers will issue advisories
on Marine VHF Channel 16, directing boaters to tune to a
designated emergency channel (e.g., 22A) for further
instructions.
(a) The National Park Service (NPS), Florida Fish and
Wildlife Conservation Commission (FWC), and Florida
Department of Environmental Protection (DEP) will be
invited to the EOC to assist in notifying boaters,
recreational water sports participants (kayakers, scuba
divers, snorkelers), and campers in National Park areas
of any emergency at Turkey Point Nuclear Power Plant
(TPNPP).
(b) Collier County Parks & Boat Ramps
• Lake Trafford Park – 6001 Lake Trafford Rd,
Immokalee, FL 34142 | (239) 657-4449
• Bayview Park – 1500 Danford Street, Naples, FL
34112 | (239) 252-4000
• Caxambas Park – 909 Collier Court, Marco
Island, FL 34145 | (239) 642-0004
• Cocohatchee River Park – 13531 Vanderbilt
Drive, Naples, FL 34104 | (239) 514-3752
• Collier Boulevard Boat Ramp – 3620 Collier
Blvd., Naples, FL 34113 | (239) 252-4000
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• Golden Gate Boat Ramp – 3300 Santa Barbara
Blvd., Naples, FL 34116 | (239) 252-6128
• Goodland Boat Ramp – 750 Palm Point Drive,
Goodland, FL 34140 | (239) 389-4247
• Mar-Good Harbor Park – 321 Pear Tree Avenue,
Goodland, FL 34140 | (239) 252-4000
• Port of the Islands Marina – 525 Newport Dr,
Naples, FL 34114 | (239) 642-3133
• Isles of Capri Paddlecraft Park – 3620 Collier
Blvd., Naples, FL 34113 | (239) 252-4000
g) Public Information & Notification Platforms
Residents can obtain emergency and general information through 3-1-
1 or the Collier County Emergency Information Hotline (239-252-
8444).
(1) Hotlines & Call Centers:
(a) Collier County Emergency Information Hotline –
(239-252-8444)
(b) Collier County Emergency Management Main
Line – (239-252-3600)
(c) 3-1-1 Call Center – General public information
(2) Online & Social Media Updates:
(a) Twitter: @CollierEM
(b) Facebook: Collier County Emergency
Management
(c) Collier County Emergency Management Website
(d) Collier County Government Website
(e) Alert Collier (Everbridge Notification System)
(3) Public Alerts & Messaging:
(a) Code Red – County-wide opt-in emergency
notification system (Operated by Collier County
Sheriff's Office)
(b) Press Releases – Adjusted as needed to dispel
rumors, clarify information, and modify response
actions.
(c) Emergency Support Functions (ESFs) – Handle
public inquiries and monitor trends in concerns
for improved messaging.
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VI. Emergency Communications
Effective and redundant communication is critical for coordinating emergency response
activities among the State Watch Office, risk counties, host counties, ingestion counties,
and local agencies. To ensure reliable and continuous communication, Collier County
Emergency Management maintains multiple communication systems and testing
protocols.
A. Communications Systems
Collier County employs multiple independent communication methods to ensure
redundancy and reliability during radiological emergencies. The following systems
may be used depending on availability and operational needs:
1. Commercial Telephone – Standard wired and wireless telephone
lines.
2. State Emergency Satellite Communications System (ESATCOM) –
Satellite-based phone and radio communication for statewide
emergency coordination.
3. Secure e-mail Systems – Utilized for formal correspondence and
documentation.
4. Cellular Telephone – Mobile phone networks providing voice and
data communication.
5. Collier County SLERS (Statewide Law Enforcement Radio System)
Dedicated statewide two-way radio system for emergency operations.
6. WebEOC – Web -based crisis information management system for
real-time emergency coordination.
7. Facsimile (Fax) – Used as a backup for transmitting critical
documents.
8. Public Information Systems:
a) Everbridge (Alert Collier) – County’s mass notification system
for emergency alerts.
b) Social media (Twitter/Facebook) – Used to disseminate public
information and emergency updates.
B. Communication Testing & Reliability
To ensure operational readiness, all communication systems shall be tested at least
quarterly. Routine system checks include:
System Testing Frequency
Commercial Telephone Quarterly
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System Testing Frequency
WebEOC Quarterly
ESATCOM Quarterly
Collier SLERS Quarterly
Cellular Telephone Quarterly
Facsimile Quarterly
Twitter/Facebook Quarterly
Everbridge (Alert Collier) Quarterly
Additionally, live drills and exercises will be conducted to evaluate the effectiveness
of these systems in a simulated emergency environment.
C. Communications During Emergencies
1. Primary Communication:
The State Watch Office will serve as the central hub for disseminating
emergency alerts and coordinating response actions.
2. Backup Communication:
If primary systems fail, secondary methods such as ESATCOM, WebEOC, or
SLERS will be activated.
3. Emergency Response Coordination:
Direct communication links between Collier County’s Emergency Operations
Center (EOC), State EOC, and FPL’s Emergency Operations Facility (EOF) will
be maintained for real-time situational awareness.
VII. Public Education & Information
Public education and timely dissemination of information are critical to ensuring Collier
County residents understand Turkey Point emergency planning measures and appropriate
actions to take in the event of a radiological emergency.
A. Public Outreach & Educational Materials
Collier County Emergency Management, in coordination with Florida Power & Light
(FPL), will provide informational resources to the public upon request, including:
1. “Important Information for Turkey Point Neighbors”
A guide detailing emergency planning measures for communities near Turkey
Point. (Available at: bit.ly/3rchrA3)
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2. “Agriculture and Nuclear Power in Florida”
A brochure addressing the impacts of radiation on agriculture and food
safety. (Posted on the Collier County Emergency Management website:
bit.ly/3rchrA3)
Educational materials will be made available via:
• Collier County Emergency Management’s website and social media
platforms
• Public libraries, community centers, and agricultural extension offices
3. Public Inquiry & Emergency Information Hotline
During a radiological event or heightened public interest, Collier County
residents are likely to seek information through established communication
channels. To address public concerns:
a) Collier County’s 3-1-1 System – Serves as the primary point of
contact for general inquiries related to Turkey Point and
emergency procedures.
b) Emergency Operations Center (EOC) Call Center Activation
(1) If call volume increases significantly, 3-1-1 staff will
report to the EOC Call Center to manage public
inquiries.
(2) The EOC Call Center will provide official updates,
protective action guidance, and clarify misinformation
in coordination with Public Affairs and Emergency
Management staff.
c) After-Hours Public Information
(1) If the situation stabilizes after duty hours, the EOC Call
Center will transition to an automated recording at (239-
252-8444), providing pre-recorded emergency
information.
(2) Updates will also be posted on official county websites
and social media channels.
B. Media Education
In the event of an actual or rumored situation at the Turkey Point Nuclear Power
Plant (NPP) that may impact businesses or residents of Collier County, a Joint
Information Center (JIC) and/or the Emergency Information Hotline (CEIH) may be
activated at the Emergency Operations Center (EOC) to address public concerns
and ensure the dissemination of timely, accurate, and coordinated information.
1. Joint Information Center (JIC) Activation
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The JIC serves as the centralized coordination point for media relations and
public information. It will be activated at the EOC based on the scale of the
event and public/media interest.
a) The JIC may be activated physically or virtually to ensure efficient
communication and coordination among all public information
officers (PIOs).
b) If activated, the JIC will work in close coordination with state and
federal agencies, FPL, and local partners to provide consistent
messaging.
c) The Collier Emergency Information Hotline (CEIH), staffed by 3-
1-1 operators at the EOC Call Center, will assist in handling
public inquiries.
2. Press Briefings
a) Should a Press Briefing be required, the primary media briefing
area will be the third-floor media room of the EOC.
b) Press briefings will be coordinated by the lead Public Information
Officer (PIO), with subject matter experts (SMEs) available as
needed.
3. JIC Staffing and Coordination
The JIC will operate under the National Incident Management System
(NIMS) framework, ensuring seamless information sharing and
message consistency across all response partners. At a minimum, the
JIC should include PIO representatives from the following agencies,
either physically or virtually.
a) Primary JIC Members:
(1) Collier County Emergency Management
(2) Collier County Communications, Government & Public
Affairs Division
(3) Florida Department of Health – Collier County
(4) Collier County Sheriff’s Office
(5) Municipal PIO representatives (as applicable)
(6) Florida Power & Light (FPL)
b) Additional JIC Support Personnel (Activated as Needed):
(1) Local hospitals
(2) Collier County EMS
(3) Fire agencies
(4) State and federal agencies (if required)
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4. Media Monitoring & Rumor Control
To ensure accurate information dissemination and mitigate
misinformation, the JIC will implement active media monitoring and
rumor control efforts, including:
a) Media & Social Media Monitoring:
(1) JIC staff will monitor television, radio, print, and online
media for reports on the event.
(2) The Collier County Communications Team will track
social media platforms (Twitter, Facebook, Instagram,
Nextdoor, and local forums) for public concerns,
misinformation, and trending narratives.
(3) Incorrect or misleading information will be flagged and
addressed promptly through official statements and
press briefings.
b) Rumor Control & Public Inquiries:
(1) A dedicated rumor control specialist within the JIC will
be assigned to track and counteract misinformation.
(2) The Emergency Information Hotline (CEIH) at the EOC
Call Center will handle public inquiries and direct
callers to verified information sources.
(3) Frequent FAQs and updates will be posted to Collier
County’s official website, social media pages, and
public information channels to proactively address
common concerns.
c) Coordination with State & Federal Agencies:
(1) The JIC will coordinate messaging with FPL, Florida
Emergency Management, FEMA, and the NRC to
maintain message consistency across all jurisdictions.
(2) Pre-scripted key messages will be used to ensure that
official responses remain uniform and aligned with
emergency response agencies.
d) Corrections & Updates:
(1) Erroneous reports will be corrected quickly through
official press releases, social media updates, and direct
outreach to media outlets.
(2) A real-time message tracking system will be used to
ensure updates are documented and synchronized
across agencies.
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By proactively monitoring media and addressing misinformation,
Collier County can maintain public confidence and prevent panic or
confusion during a radiological event.
VIII. Emergency Facilities & Equipment
A. Emergency Facilities
1. Collier County Logistical Staging Area (LSA)
In alignment with FPL’s emergency response structure, Collier County will
activate a Logistics Staging Area (LSA) to coordinate resources and
personnel deployment.
• The Emergency Management Director or designee shall oversee LSA
setup and operations in coordination with tasked agencies
• The LSA may be activated during a Site Area Emergency or General
Emergency, but activation may occur for lower classifications at the
discretion of Emergency Management.
• This facility may serve as the Federal Resource Center (FRC) if
required.
Primary LSA Locations:
• Immokalee Airport/Racetrack – 165 Airpark Blvd, Immokalee, FL
34142
• Collier County Fairgrounds – 751 39th Ave NE, Naples, FL 34120
LSA Functions Include:
• Staging of emergency response personnel and equipment
• Distribution of radiological protection equipment
• Decontamination area for emergency response teams (if necessary)
• Temporary housing of federal, state, or local response teams
Alternate facilities may be designated if operational needs require relocation.
2. Collier County Airports
Consistent with FPL's emergency planning structure, Collier County airports
may serve as staging locations for air assets supporting radiological
response operations, including Federal Radiological Monitoring and
Assessment Center (FRMAC) aircraft.
Primary Airport Facilities:
• Naples Airport – 160 Aviation Dr. N, Naples, FL 34104
• Immokalee Airport (IMM) – 165 Airpark Blvd, Immokalee, FL 34142
• Marco Island Executive Airport – 2005 Mainsail Dr. #1, Naples, FL
34114
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• Miami-Dade Training and Transition Airport (TNT) – 54575 Tamiami
Trail E, Ochopee, FL 34141
o Features:
10,499-ft precision approach runway
High-Intensity Runway Lights (HIRL) and Instrument
Landing System (ILS)
Administrative office for coordination of emergency
flight operations
Air-Support Command Post (ASCP):
May be established based on the incident scale and need for aerial
operations. FPL and state/federal partners may deploy aircraft for radiological
plume tracking and assessment, using these locations for operational
support.
• Includes county, state, and federal aviation coordinators.
• Managed by Collier County Emergency Management.
3. Reception Area
To align with FPL’s emergency planning, Collier County will designate a
Reception Center for evacuees requiring radiation screening,
decontamination, and assistance.
• Primary Site: Paradise Coast Sports Complex (Off City Gate Drive)
• Alternate Sites: Additional community centers across the county
Reception Centers may be activated to:
• Conduct radiological screening for displaced populations.
• Provide medical triage and decontamination services as needed.
• Offer sheltering and coordination with state and federal relief efforts.
4. Emergency Services Center
The Collier County Emergency Services Center (ESC) serves as a centralized
coordination facility for emergency response.
• 8075 Lely Cultural Parkway, Naples, FL 34113
The ESC houses:
• Emergency Operations Center (EOC) – Primary incident command
center
• Emergency Medical Services (EMS) headquarters & resource
warehouse
• Sheriff’s Substation
• Joint Information Center (JIC) & Emergency Information Hotline
(CEIH)
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This facility integrates emergency response efforts with state and
federal agencies, ensuring alignment with FPL’s radiological
emergency plan.
B. Emergency Radiological Equipment
In coordination with FPL and federal response agencies, Collier County maintains a
stockpile of radiological monitoring equipment to support emergency operations
within the 50-mile EPZ.
Equipment Type Quantity Function
Ludlum Model 26-1
Integrated Friskers 8 Portable contamination survey
instruments for personnel screening
CDV-139 Low Range
Dosimeters 100 Measures low-range radiation
exposure for emergency workers
CDV-742 High Range
Dosimeters 100 Monitors high-range radiation
exposure in extreme conditions
CDV-750 Dosimeter
Chargers 30 Resets dosimeters for continued use
LMS 44-9 Pancake Style
G-M Probes 22 Detects contamination on
personnel, equipment, and surfaces
IX. Incident Assessment
Effective incident assessment is critical to determining the extent of a radiological release,
its impact on public health, and necessary protective actions.
A. Radiological Assessment & Monitoring Requests
The Emergency Operations Center (EOC) Director shall coordinate with the State
Emergency Operations Center (SEOC) to request the deployment of radiation
monitoring teams to Collier County. These teams will be tasked with assessing
potential contamination of:
1. Drinking water supplies
2. Surface water and groundwater sources
3. Soil, crops, and agricultural products
4. Deposition of airborne radioactive materials on critical infrastructure
B. Radiation Monitoring & Response Teams
Upon request, the State EOC will coordinate with:
1. Florida Department of Health - Bureau of Radiation Control (BRC)
2. Federal Radiological Monitoring and Assessment Center (FRMAC)
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3. U.S. Environmental Protection Agency (EPA) Radiological Emergency
Response Team (RERT)
4. Florida Power & Light (FPL) Environmental Monitoring Teams
5. Collier County Environmental Health
C. Assessment Methodology
Assessment operations may include:
1. Airborne Radiation Sampling – Deploying fixed and mobile air
sampling units to measure radioactive particulates and gases.
2. Water Contamination Testing – Collecting and analyzing drinking
water and well water samples for radioactive isotopes.
3. Soil & Surface Monitoring – Using portable radiation detectors and
sample collection for lab analysis.
4. Aerial Radiological Surveys – Deploying airborne monitoring teams
(via fixed-wing aircraft or helicopters) to map radiation deposition over
large areas.
5. Mobile Radiation Labs & Field Teams – Conducting on-site field
analysis of contamination levels.
D. Data Sharing & Protective Action Recommendations
1. Radiation monitoring data will be shared with FPL’s Emergency
Operations Facility (EOF), the State EOC, and the Collier County EOC.
2. The Collier County EOC, in coordination with the SEOC and FPL, will
assess the data to determine if protective actions are needed, such
as:
a) Water supply restrictions
b) Food and agricultural product bans
c) Shelter-in-place or evacuation orders for impacted areas
E. Long-Term Environmental Monitoring
1. If contamination is detected, long-term environmental monitoring will
be coordinated through state and federal agencies, including the EPA,
FEMA, and NRC.
2. Recovery efforts will follow established radiological decontamination
protocols to restore critical infrastructure and public resources.
X. Protective Response
Collier County, as an ingestion pathway county, does not utilize a siren system for
radiological emergencies. Instead, public alerts and warnings will be disseminated through
the AlertCollier mass notification system, which includes landline phones, cell phones,
and email notifications. Additionally, Collier County Emergency Management may
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coordinate with the National Weather Service (NWS) or the Collier County Sheriff’s Office
Dispatch to activate the Emergency Alert System (EAS), ensuring emergency notifications
are broadcast through television, radio, and NOAA weather radios.
A. Protective Actions for Public Safety:
1. Residents may be advised to avoid consuming locally sourced food,
water, milk, and livestock products until further testing determines
safety.
2. Public guidance may include avoiding homegrown produce, well
water, and freshly harvested fish or game from affected areas.
3. Temporary restrictions on commercial food distribution, dairy
farming, fishing, and livestock grazing may be implemented to prevent
contaminated products from entering the food supply.
B. Contamination Monitoring & Food Safety Controls:
1. Environmental monitoring will assess soil, water, crops, livestock, and
food products for contamination.
2. If contamination is detected, protective actions may include
restricting agricultural activity, issuing food consumption advisories,
and temporarily halting food product distribution.
3. Farmers and ranchers may be advised to shelter livestock, use stored
feed, and prevent exposure to contaminated surface water to limit
ingestion of radionuclides.
4. Water testing will be conducted to determine the safety of public
water systems, private wells, and surface water sources.
5. If necessary, additional monitoring will assess airborne deposition
and its impact on food and water supplies.
C. Evacuation & Movement Control:
1. The Collier County Emergency Operations Center (EOC) Director will
request a radiological expert to advise on protective actions, including
food and water safety measures.
2. Whenever possible, this advisor will be physically present at the EOC.
If in-person presence is not feasible, the advisor may participate
remotely via secure virtual conferencing platforms, such as
GoToMeeting or an equivalent system.
D. Expert Advisory Support:
1. The Collier County Emergency Operations Center (EOC) Director will
request a radiological expert from the Florida Bureau of Radiation
Control or another qualified agency to advise on protective actions.
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2. Whenever possible, this advisor will be physically present at the EOC.
If in-person presence is not feasible, the advisor may participate
remotely via secure virtual conferencing platforms, such as
GoToMeeting or an equivalent system.
XI. Medical & Public Health Support
Hospitals and the Florida Department of Health – Collier (DOH-Collier) do not have
designated radiological response teams for incidents at the Turkey Point Nuclear Power
Plant (TPNPP). Radiological incident response is coordinated at the state level by the
Florida Department of Health’s Bureau of Radiation Control.
Hospitals in Collier County maintain radiation detection equipment for managing medical
isotopes, which may be used in the event of a radiological emergency. Additionally,
radiation safety officers within hospital radiology departments can serve as initial subject
matter experts (SMEs) until specialized personnel arrive. The State Emergency Operations
Center (SEOC) or DOH-Collier may request a Regional Emergency Response Advisor
(RERO) or another state-level expert to assist the Collier County Emergency Operations
Center (EOC) by providing technical guidance and situational assessments regarding
conditions at TPNPP.
If individuals requiring decontamination present at hospitals, all emergency departments
(EDs) are equipped with dedicated decontamination rooms capable of capturing runoff
water from the decontamination process. However, hospitals do not have specialized
radiological response equipment beyond standard radiation safety measures used in
clinical operations.
Collier County Hospitals:
Physicians Regional Medical Center –
Collier Blvd
8300 Collier Blvd., Naples, FL 34114
(239) 354-6000
Physicians Regional Medical Center – Pine
Ridge
6101 Pine Ridge Rd., Naples, FL 34119
(239) 348-4000
Physicians Regional Medical Center –
North
1285 Creekside Blvd., Naples, FL 34109
(239) 260-6631
NCH North Hospital Campus
11190 Health Park Blvd., Naples, FL 34110
(239) 799-2216
NCH Downtown Baker Hospital Campus
350 7th Street South, Naples, FL 34102
(239) 799-2216
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XII. Establishing Re-Entry, Return Areas & Recovery
Following a radiological incident, the Risk County (Miami-Dade) will provide the Collier
County Emergency Operations Center (CCEOC) with protective action recommendations
and guidance on re-entry, return, recovery, and/or relocation. Upon receiving this
information, the CCEOC Joint Information Center (JIC) will disseminate updates to the
public via press releases and social media to ensure clear and timely communication.
A. Re-Entry
Re-entry refers to the controlled process of allowing access to previously restricted
zones. The Risk County (Miami-Dade) will inform the Collier County EOC about re-
entry procedures, timelines, and safety measures for any restricted areas.
B. Return Areas
The return phase focuses on re-establishing normalcy within affected areas by
repopulating communities and restoring economic activity. Areas designated for
return will have been verified as safe, with radiation levels reduced to near-normal
background levels, posing no long-term exposure risks.
1. The county will coordinate with state emergency officials to verify safe
areas and establish boundary zones.
2. Local law enforcement will remove traffic control measures in return
areas while continuing security enforcement in restricted zones, with
state support as needed.
3. The county will coordinate the exact timing of re-entry with local and
state officials to ensure an orderly process.
4. The County Public Information Officer (PIO) will advise returning
residents that while it is safe to live in the area, isolated low-level
radiation pockets may require ongoing food safety measures and
monitoring.
C. Recovery
The recovery phase begins once public areas are fully accessible and radiological
conditions have returned to normal background levels. During this period, an
extensive environmental assessment will be conducted, and findings will be shared
with federal agencies and insurance providers to facilitate assistance and claims
processing.
1. The county will conduct damage assessments and report findings to
the State Emergency Operations Center (SEOC).
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2. The county will coordinate the establishment of recovery centers in
collaboration with the SEOC.
3. Infrastructure restoration and environmental remediation will be
planned and executed in partnership with state agencies to return the
county to pre-event conditions.
4. The county will coordinate with the SEOC to facilitate access to
federal assistance programs and insurance claims processing for
affected residents and businesses.
XIII. Radiological Emergency Response Training, Exercises & Drills
A. All Hazards Training
Collier County Emergency Management provides all-hazards training to partner
agencies and non-governmental organizations (NGOs) to maintain National Incident
Management System (NIMS) compliance. Emergency Support Function (ESF) staff
also participates in annual exercises designed to enhance the skills of individuals
who may be assigned to the Emergency Operations Center (EOC) during an all-
hazards activation.
The State of Florida Radiological Emergency Preparedness Plan identifies additional
radiological training opportunities that Collier County may request for local
responders. Additional training resources are available at
www.FirstResponderTraining.gov.
B. All Hazards Exercises & Drills
As an ingestion pathway county, Collier County is required to conduct a radiological
drill or exercise every odd-numbered year. In accordance with state and federal
guidelines, radiological training may be substituted for the biennial exercise if
deemed appropriate.
The Collier County Emergency Management Director will determine the type, scope,
and format of the radiological training, exercise, or drill to be conducted, ensuring
alignment with regulatory requirements and emergency preparedness objectives.
XIV. References
A. County
1. Collier County Chapter 38 of the Code of Laws (Civil Emergencies)
B. State
1. Information for Farmers, Cooperative Extension Service, University of
Florida, in cooperation with the Extension Service, U.S. Department of
Agriculture, and the Defense Civil Preparedness Agency, Department
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of Defense, Disaster Handbook for Extension Agents, March 1983.
(WINCO: Westinghouse Idaho Nuclear Company)
2. Florida State Statute Chapter 252 – Division of Emergency
Management
3. State of Florida Comprehensive Emergency Management Plan (CEMP)
– Annex to the State of Florida Radiological Emergency Management
Plan
4. Governor’s Executive Order 80-29, April 14, 1980 (Disaster
Preparedness)
5. State of Florida Bureau of Radiation Control, Florida Department of
Health – Radiological Emergencies Standard Operating Procedures
6. Southern Mutual Radiological Assistance Plan (SMRAP) – Southern
States Emergency Response Council
7. Emergency Management Assistance Compact (EMAC)
C. Federal
1. 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 the
Center for Devices and Radiological Health, USFDA, issued August
1998
2. 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
3. U.S. Environmental Protection Agency (EPA) – National Primary
Drinking Water Regulations, 40 CFR 141
4. Federal Emergency Management Agency (FEMA) – Guidance on
Offsite Emergency Radiation Measurement Systems, Phase I -
Airborne Release, FEMA REP-2, July 1987; Phase 2 - The Milk Pathway,
FEMA REP-12, September 1987
5. FEMA – Guidance on Offsite Emergency Radiation Measurement
Systems, Phase 3 - Water and Non-Dairy Food Pathway, WINCO-1012,
October 1984; Guidance Memorandum IN-1
6. FEMA – Radiological Emergency Preparedness Program Manual, June
2013
7. Executive Orders of the President – HSPD-5, HSPD-8
8. 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
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9. National Response Framework, Second Edition, May 2013
10. Title 10 of the Code of Federal Regulations (10 CFR 50) – Licensing of
Production and Utilization Facilities
11. Title 44 of the Code of Federal Regulations (44 CFR 350) – Review and
Approval of State and Local Radiological Emergency Plans and
Preparedness
D. Florida Power & Light (FPL) Radiological Response Plan
1. FPL Radiological Response Plan – Turkey Point Nuclear Power Plant
2. FPL Emergency Plan Implementing Procedures (EPIPs) – Protocols for
radiological incident response
3. FPL Coordination with Collier County Emergency Management –
Communications and protective action coordination procedures
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XV. Attachments
A. Florida Nuclear Power Plants
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B. Agriculture & Nuclear Power Brochure
273
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274
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C. Agricultural Facilities & Ingestion Pathway Zone
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D. Collier County Transportation & Evacuation Routes
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E. Collier County Public Water Facilities
277
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F. Collier County Navigable Waterways
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APPENDICES
2025
ABSTRACT
The appendices of the Collier County
Comprehensive Emergency Management
Plan (CEMP) provide essential references
to support the core plan. They include a
Glossary of Terms and Acronyms for clarity,
a Record of Changes to track revisions, and
a List of Forms for operational use. A
Sample Local State of Emergency (LSE)
Declaration ensures standardized
emergency declarations, while the CEMP
Distribution List identifies key
stakeholders. The FEMA Lifelines Fact
Sheet aligns local response efforts with
federal frameworks. These resources
enhance the plan’s clarity, accessibility,
and effectiveness.
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Collier County CEMP – Glossary of Terms 2025
Glossary of Terms
This glossary defines key terms used in the 2025 Collier County Comprehensive
Emergency Management Plan (CEMP) to ensure clarity and consistency in emergency
management operations.
A
• Activation Levels – Defined stages of Emergency Operations Center (EOC)
activation, ranging from monitoring to full-scale response.
• All-Hazards Approach – A comprehensive strategy for managing all types of
emergencies, including natural, technological, and human-caused hazards.
• Annex – A supplemental section of the CEMP providing detailed procedures for
specific emergency functions.
• Area Command – A coordination structure used when multiple incidents require
centralized management.
B
• Basic Plan – The core document outlining Collier County’s emergency management
framework, responsibilities, and response strategies.
• Business Continuity Plan (BCP) – A plan outlining how businesses and organizations
maintain essential functions during and after an emergency.
C
• Community Lifelines – FEMA’s framework for stabilizing essential services during
disasters, including communications, transportation, and healthcare.
• Continuity of Government (COG) – A plan ensuring that essential government
functions continue during and after an emergency.
• Continuity of Operations Plan (COOP) – A strategy ensuring government and agency
operations continue during a disaster.
• Critical Infrastructure – Facilities, services, and utilities essential to public safety,
economy, and national security.
D
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Collier County CEMP – Glossary of Terms 2025
• Damage Assessment – The process of evaluating the extent of disaster-related
destruction to infrastructure and property.
• Debris Management – The clearance, removal, and disposal of debris after a
disaster to restore public safety.
• Disaster Recovery Center (DRC) – A facility where disaster survivors can access
assistance and services.
E
• Emergency Operations Center (EOC) – The centralized location for coordinating
disaster response and resource management.
• Emergency Support Function (ESF) – Functional areas of emergency response, such
as transportation, communications, and health services.
• Evacuation Route – Pre-designated roadways and transportation corridors used to
move people away from hazard areas.
F
• Financial Management – Policies for tracking disaster-related expenditures and
applying for reimbursement.
• Floodplain Management – Strategies for reducing flood risk through land use
planning and construction regulations.
H
• Hazard-Specific Annex – A section of the plan detailing procedures for responding to
specific threats, such as hurricanes or wildfires.
• Hazard Identification and Risk Assessment (HIRA) – The process of analyzing
potential hazards, their likelihood, and impact on Collier County.
• Host Shelter – A facility in a safe location outside the disaster area used to house
evacuees.
I
• Incident Command System (ICS) – A standardized organizational structure for
managing emergency incidents.
• Individual Assistance (IA) – FEMA programs providing aid to individuals affected by
disasters.
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Collier County CEMP – Glossary of Terms 2025
• Infrastructure Resilience – The ability of critical facilities (hospitals, power grids,
water systems) to withstand and recover from hazards.
L
• Local Mitigation Strategy (LMS) – A multi-jurisdictional plan for reducing disaster
risks and securing mitigation funding.
M
• Mass Care – Emergency services, including sheltering, feeding, and family
reunification for disaster survivors.
• Mitigation – Actions taken to reduce or eliminate long-term risk from hazards.
N
• National Incident Management System (NIMS) – A federal framework for
coordinating emergency response across agencies and jurisdictions.
• Non-Congregate Sheltering – Housing solutions (e.g., hotels, dormitories) for
disaster survivors who cannot stay in traditional shelters.
P
• Preliminary Damage Assessment (PDA) – An initial evaluation of disaster-related
damages to determine the need for federal assistance.
• Public Assistance (PA) – FEMA funding program for rebuilding public infrastructure
after a disaster.
R
• Recovery Annex – A section of the plan outlining strategies for short- and long-term
disaster recovery.
• Resiliency – The ability of a community to recover quickly from disasters and adapt
to future risks.
• Resource Management – The allocation and tracking of personnel, equipment, and
supplies during an emergency.
S
• Shelter-in-Place – A protective action advising residents to stay indoors during a
hazard event rather than evacuating.
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Collier County CEMP – Glossary of Terms 2025
• Special Needs Shelter (SpNS) – A designated facility providing medical support for
individuals with functional or medical needs.
• State Emergency Response Team (SERT) – The Florida-based team coordinating
disaster response at the state level.
• Standard Operating Guide (SOG) – A detailed procedural document for carrying out
emergency response functions.
• Storm Surge – An abnormal rise in sea level caused by hurricanes or coastal storms.
T
• Temporary Debris Management Sites (TDMS) – Locations designated for storing and
processing disaster debris.
• Triage – The process of prioritizing medical care based on severity of injuries during a
mass casualty event.
U
• Unified Command – A structure allowing multiple agencies to work together under a
single leadership framework during complex incidents.
• Urban Search and Rescue (USAR) – Teams specializing in locating and rescuing
victims in collapsed structures.
V
• Voluntary Organizations Active in Disaster (VOAD) – A network of nonprofit
organizations providing disaster relief services.
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Collier County CEMP – Acronyms & Abbreviations List 2025
Acronyms and Abbreviations
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
ARASWF – Amateur Radio Association of Southwest Florida
ASD – Collier County Administrative Services Department
BOCC – Board of County Commissioners
CEMP – Comprehensive Emergency Management Plan
CAP – Civil Air Patrol
CCEM – Collier County Emergency Management
CCFCA – Collier County Fire Chiefs’ Association
CCSO – Collier County Sheriff’s Office
CFR – Code of Federal Regulations
CIEH – Collier Emergency Information Hotline
COAD – Community Organizations Active in Disaster
COG – Continuity of Government Plan
CoMI – City of Marco Island
CoN – City of Naples
COOP – Continuity of Operations Plan
CPA – Closest Point of Approach
CR – County Road
CRS – Community Rating System
DART – Domestic Animal Response Team
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Collier County CEMP – Acronyms & Abbreviations List 2025
DOH – Department of Health
DRC – Disaster Recovery Center
DRIC – Disaster Recovery Information Center
DRU – Disaster Response Unit
EAP – EOC Action Plan
EAS – Emergency Alert System
EGC – Everglades City
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 – Federal Emergency Management Agency
FHP – Florida Highway Patrol
F-ROC – Florida Recovery Obligation Calculation
FPL – Florida Power & Light
FS – Florida Statutes
GIS – Geographic Information System
GNFD – Greater Naples Fire Rescue District
GMD – Growth Management Department
HAZMAT – Hazardous Materials
HM – Hazard Mitigation
HSUS – Humane Society of the United States
HSPD – Homeland Security Presidential Directive
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Collier County CEMP – Acronyms & Abbreviations List 2025
IA – Individual Assistance
IAP – Incident Action Plan
ICS – Incident Command System
IFCD – Immokalee Fire Control District
JIC – Joint Information Center
LCEC – Lee County Electric Cooperative
LE – Law Enforcement
MARS – Military Affiliate Radio System
MIFD – Marco Island Fire-Rescue Department
MOU – Memorandum of Understanding
NAD – North American Datum
NCFR – North Collier Fire Control & Rescue District
NETC – National Emergency Training Center
NFIP – National Flood Insurance Program
NFR – Naples Fire-Rescue Department
NIMS – National Incident Management System
NOAA – National Oceanic and Atmospheric Administration
NWSFO – National Weather Service Forecast Office
OMB – Office of Management and Budget
PA – Public Assistance
PAPPG – Public Assistance Program and Policy Guide
PIO – Public Information Office
PL – Public Law
PPE – Personal Protective Equipment
PRI – Primary
PSA – Public Safety Announcement
PSD – Collier County Public Services Department
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Collier County CEMP – Acronyms & Abbreviations List 2025
PSN – People with Special Needs
PUD – Collier County Public Utilities Department
PW – Project Worksheet
RACES – Radio Amateur Civil Emergency Service
RDSTF – Regional Domestic Security Task Force
REP – Radiological Emergency Preparedness
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
SpNS – Special Needs Shelter
SR – State Road
SWO – State Watch Office
TDS – Time-Delineated Schedule
TH – Temporary Housing
TTY – Teletype
USACE – U.S. Army Corps of Engineers
USNG – United States National Grid
VOAD – Voluntary Organizations Assisting in Disaster
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Collier County CEMP – Record of Revisions 2025
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-Wildfire.
Change 12 3/9/2017 3/9/2017 Cell phone numbers removed from EM listing
in Annex H.
Appendix 1 to Basic - Added Landmark
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Collier County CEMP – Record of Revisions 2025
Change 13 8/30/2017 8/30/2017 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
Change 17
1/13/2022
1/13/2022
Annex G, Ingestion Pathway updated
addressing the new crosswalk
Change 18
3/17/2022
3/17/2022
Updated plan throughout with the new
organizational designations. Updated
inventory and demographic information.
Change 19
2 Nov 2022
2 Nov 2022
Updated the whole plan to address changes on
the County’s organization chart.
Change 20
03/05/2025
3/05/2025
The 2025 update improves clarity, efficiency,
and alignment with State requirements. Key
changes include:
• Reorganized structure for better
readability.
• Merged annexes to streamline
response and recovery.
• Mitigation Annex merged into
recovery, because the county has an
approved LMS plan.
• Aligned with State and FEMA
guidelines.
• Updated hazard assessment with new
risks categorized by level.
• Enhanced recovery, mitigation, and
EOC operations.
• Incorporated new data and
communication strategies.
• Formalized plan maintenance and
review process.
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Collier County CEMP – Appendix D: List of Forms 2025
Appendix D: List of Forms
Form 214 (pg 1 & 2) County Use
290
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Collier County CEMP – Appendix D: List of Forms 2025
291
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Collier County CEMP – Appendix D: List of Forms 2025
Collier County Damage Assessment Report
Type/Total Major Minor Affected
Total 0 0 0
Residential
Commercial
Collier County 0 0 0
Residential
Commerical
Everglades City 0 0 0
Residential
Commercial
Marco Island 0 0 0
Residential
Commerical
Naples 0 0 0
Residential
Commercial
Damage Assessment Residential Summary Report
Jurisdiction Destroyed Major Minor Affected Est. Damage Cost
Totals
Collier County
Everglades City
Marco Island
Naples
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Collier County CEMP – Appendix D: List of Forms 2025
FEMA Public Assistance (PA) Forms
Request for Public Assistance Form
293
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Collier County CEMP – Appendix D: List of Forms 2025
FEMA Force Account Labor Form
294
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Collier County CEMP – Appendix D: List of Forms 2025
FEMA Force Account Equipment Summary Report
295
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Collier County CEMP – Appendix D: List of Forms 2025
FEMA Materials Summary Form
296
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Collier County CEMP – Appendix D: List of Forms 2025
FEMA Contract Work Summary Record Form
297
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Collier County CEMP – Appendix D: List of Forms 2025
FEMA Rented Equipment Summary Record
298
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Collier County CEMP – Appendix D: List of Forms 2025
FEMA Applicant Benefits Calculation Worksheet
299
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Collier County CEMP – Appendix D: List of Forms 2025
FEMA Project Worksheet Form
300
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Collier County CEMP – Appendix D: List of Forms 2025
FEMA Damage Inventory Template
301
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Collier County CEMP – Appendix E: Sample LSE Declaration 2025
Appendix E: Sample Local State of Emergency Declaration
PROCLAMATION/RESOLUTION NO. [Year] -_____
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, [Disaster Name] 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 Emergency Management officials are recommending that a
“State of Local Emergency” be declared due to the threat of [Disaster Name]; and
WHEREAS, Section 252.38(3)(a)(5), Fla. Stat., and Collier County Ordinance Nos. 84-
37, 2001-45, 2002-50, 2007-49, 2011-34, 2017-38, and 2018-37 (codified at Sections 38-56
through 38-72 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 [Date of
Special Session Day, Month Year, that [Disaster Name] poses a serious threat to the lives and
property of residents of Collier County, that voluntary evacuation is encouraged, and that a State
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Collier County CEMP – Appendix E: Sample LSE Declaration 2025
of Local Emergency be declared, effective immediately for all territory in the incorporated and
unincorporated areas of Collier County.
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, 2011-34, 2017-38, and 2018-37 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 [Date of Adoption Day, Month Year].
ATTEST: BOARD OF COUNTY COMMISSIONERS
CRYSTAL K. KINZEL, CLERK COLLIER COUNTY, FLORIDA
By: ________________________________ By: ________________________________
, Deputy Clerk Chris Hall, Chairman
Approved as to form and legality:
________________________________
Jeffrey A. Klatzkow, County Attorney
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Collier County CEMP – Appendix F: CEMP Distribution List 2025
Appendix F: CEMP Distribution List
Note: A single official paper copy of the plan is maintained in the County Manager’s Office.
The electronic version, hosted on the Emergency Management website, serves as the
legally recognized version of the plan. The following agencies will be notified of any updates
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 Growth Mgt Community Development Department
• Collier County Transportation Services 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 Communications, Government & Public Affairs Division
City of Marco Island
• City of Marco Island Police Dept.
• Marco Island Fire Department
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Collier County CEMP – Appendix F: CEMP Distribution List 2025
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)
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Collier County CEMP – Appendix G: FEMA Community Lifelines Fact Sheet 2025
Appendix G: FEMA Community Lifelines Fact Sheet
306
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