BOARD OF SUMTER COUNTY COMMISSIONERS Chairman - Garry Breeden - District 4 Vice Chairman - Craig Estep - District 3 2 nd Vice Chairman - Oren Miller - District 5 Gary Search - District 1 Doug Gilpin - District 2
May 18, 2021 7:00 PM
PLEASE TURN OFF ALL CELL PHONES AND ELECTRONIC DEVICES ANY PERSON WHO MAY FEEL THE NEED TO APPEAL A BOARD DECISION IS HEREBY NOTIFIED THAT IT WILL BE NECESSARY FOR YOU TO PROVIDE YOUR OWN VERBATIM RECORDING OF THE BOARDS MINUTES OR ANY PORTION THEREOF Any person requiring reasonable accommodation at this meeting because of disability, physical impairment, or interpretation needs should contact the County Administrator's Office, 7375 Powell Road, Wildwood, FL 34785 (352) 689-4400 at least two days before the meeting. Meeting Location: Everglades Recreation Center (5497 Marsh Bend Trail, Grand Canyon Room, The Villages, FL 32163)
WORKSHOP AGENDA
MEETING IS CALLED TO ORDER BY THE CHAIRMAN INVOCATION FLAG SALUTE
1. 911 Support Division (For Direction)
Documents:
Sumter County Fire and Medical Response System.pdf 911 Support Division.pdf
2. Public Safety Radio Division (For Direction)
Documents:
Sumter County Fire and Medical Response System.pdf Public Safety Radio Division.pdf
3. Sumter County Fire and Medical Response System Update (For Direction)
Documents:
Sumter County Fire and Medical Response System.pdf Fire and Medical Response System Update and Direction.pdf
4. Compliance and Quality Assurance Division (For Information Only)
Documents:
Compliance and Quality Assurance Division.pdf Key Performance Indicators.pdf
5. AED Programs (For Information Only)
Documents:
AED Programs.pdf
6. Fleet and Transit Division (For Direction)
Documents:
Fleet and Transit Division.pdf
7. Emergency Management Division (For Information Only)
Documents:
Emergency Management Division.pdf Sumter County Comprehensive Emergency Management Plan.pdf
8. Mosquito Control Division (For Information Only)
Documents:
Mosquito Control Division.pdf
9. Animal Services Division (For Direction)
Documents:
Animal Services Division.pdf Animal Services Policies.pdf Animal Services Best Practice Ordinance Recommendations.pdf Policy 202 Returning Animal(s) To Their Owner.pdf
10. Public Forum
ADJOURN
Contact Us: [email protected] BOARD OF SUMTER COUNTY COMMISSIONERS Chairman - Garry Breeden - District 4 Vice Chairman - Craig Estep - District 3 2 nd Vice Chairman - Oren Miller - District 5 Gary Search - District 1 Doug Gilpin - District 2
May 18, 2021 7:00 PM
PLEASE TURN OFF ALL CELL PHONES AND ELECTRONIC DEVICES ANY PERSON WHO MAY FEEL THE NEED TO APPEAL A BOARD DECISION IS HEREBY NOTIFIED THAT IT WILL BE NECESSARY FOR YOU TO PROVIDE YOUR OWN VERBATIM RECORDING OF THE BOARDS MINUTES OR ANY PORTION THEREOF Any person requiring reasonable accommodation at this meeting because of disability, physical impairment, or interpretation needs should contact the County Administrator's Office, 7375 Powell Road, Wildwood, FL 34785 (352) 689-4400 at least two days before the meeting. Meeting Location: Everglades Recreation Center (5497 Marsh Bend Trail, Grand Canyon Room, The Villages, FL 32163)
WORKSHOP AGENDA
MEETING IS CALLED TO ORDER BY THE CHAIRMAN INVOCATION FLAG SALUTE
1. 911 Support Division (For Direction)
Documents:
Sumter County Fire and Medical Response System.pdf 911 Support Division.pdf
2. Public Safety Radio Division (For Direction)
Documents:
Sumter County Fire and Medical Response System.pdf Public Safety Radio Division.pdf
3. Sumter County Fire and Medical Response System Update (For Direction)
Documents:
Sumter County Fire and Medical Response System.pdf Fire and Medical Response System Update and Direction.pdf
4. Compliance and Quality Assurance Division (For Information Only)
Documents:
Compliance and Quality Assurance Division.pdf Key Performance Indicators.pdf
5. AED Programs (For Information Only)
Documents:
AED Programs.pdf
6. Fleet and Transit Division (For Direction)
Documents:
Fleet and Transit Division.pdf
7. Emergency Management Division (For Information Only)
Documents:
Emergency Management Division.pdf Sumter County Comprehensive Emergency Management Plan.pdf
8. Mosquito Control Division (For Information Only)
Documents:
Mosquito Control Division.pdf
9. Animal Services Division (For Direction)
Documents:
Animal Services Division.pdf Animal Services Policies.pdf Animal Services Best Practice Ordinance Recommendations.pdf Policy 202 Returning Animal(s) To Their Owner.pdf
10. Public Forum
ADJOURN
Contact Us: [email protected]
9‐1‐1 Support Division Consolidated service for all municipalities – Funded via General Fund and 911 Fund Providing the Public Safety Answering Points (PSAPs) Accomplishments • Next Generation (NG) 9‐1‐1 • All circuits are in place and the Emergency Services Network is in place for the NG 9‐1‐1 implementation –cutover in June 2021 • Sumter County is first to complete this project with Lumen in the State of Florida • Awarded $386,556 for 9‐1‐1 Geographic Information System (GIS) • Improved mapping updates to biweekly to better support 9‐1‐1 and CAD maps • Created a golf cart tunnel 9‐1‐1 addressing layer • Provided GIS support for NG 9‐1‐1 implementation and transition • Achieved 100% GIS to Master Street Address Guide (MSAG) match rate & 98.8% to Automatic Location Identifier (ALI) Next Steps • Assistant 911 Coordinator for day‐to‐day support to GIS / PSAPs / Accreditation / Street Addressing Sumter County 911 System Demand Analysis
Sumter County 911 calls 2018 ‐ 2020 90,000
80,000
70,000
60,000 57,160 58,148
49,109 50,000
40,000
30,000
22,272 23,844 23,553 20,000
10,000
‐ 2018 2019 2020 SCSO Call Taking and Law Enforcment Dispatch Fire & EMS Dispatch Total
Public Safety Radio Division Consolidated service for all municipalities / School Board / Districts
System • Frequency Division Multiple Access (FDMA) • 8 channels to meet the capacity of the simulcast for all users • Maintenance and upgrade plan for the original design Accomplishments • Sumter County is the first in the world to successfully test a cloud hosted failover solution with Motorola Next Steps • Pre-planning coverage analysis and funding for the system upgrade for The Villages® Support Downtown area that includes the future charter schools • Add additional equipment at the master site to increase the number of channel to maintain system reliability and transition to Time Division Multiple Access (TDMA) Sumter County Simulcast Tower Locations
• Public Safety grade of service (GOS) is recommended at 1.0 or less • Sumter County system is currently at 0.394% • The VCCDD utilizes a single tower site on the system, but the coverage is not sufficient to support the growth around Central Parkway (fka C-470) • Merging the existing VCCDD radio traffic onto the County Simulcast pushes the GOS to 1.050% with today’s traffic and leaves no room for growth • Implementation of Time Division Multiple Access (TDMA) expands current channel capacity from 9 channels to 16 channels and lowers GOS to near zero
911 Calls Transferred to Fire/EMS Dispatch by Service Type - 2020
5% 6% 5% EMS
FIRE
Other
Technical/Rescue 84% Current System
Sumter County Board of County Commissioners Fire and Medical Response System - 2021
Medical Direction AMR
EMS Operations Sumter County The Villages Fire & EMS Center Community Ambulances Development District (VCCDD)
Facilities/Stations Sumter County Board of County Commissioners Statutory Authority .Florida Statutes Chapter 125 grants the County the power to provide ambulance service .Florida Statutes Chapter 171 provides for Interlocal Service Boundary Agreements that Sumter County and its five municipalities consolidate fire services with Sumter County as the sole provider .Florida Statutes Chapter 401 grants the County the power to issue Certificates of Public Convenience and Necessity (COPCN) for transport and non-transport medical response agencies Sumter County Fire & EMS Operations
Sumter County Fire & EMS Department The Villages Center Community Development District (VCCDD) .A Department of the Sumter County Board of County Commissioners .Authorized by the Sumter County Board of County Commissioner to provide Fire & EMS .Funded by the County’s General Fund Services in Sumter County . Consisting of Property and other taxes .Funded by the County’s General Fund . The Municipal Service Benefit Unit (MSBU) . Consisting of Property and other taxes fee of $124 per improved parcel per year .Fleet maintenance provided by Sumter County . The Municipal Service Benefit Unit (MSBU) fee of $124 per improved parcel per year .Fleet Maintenance provided by Sumter County 15 Fire Stations in Sumter County • 10 owned by Sumter County • 1 owned by The Villages® developer • 4 owned by District governments • Sumter County Fire & EMS operates out of 8 of the 15 • VCCDD operates out of 7 of the 15 Fire Agency Overview Fiscal Year 2020-2021 The Funding in the Sumter County FY 20/21 Adopted Budget reflects the VCCDD’s determined percentage of Sumter County support for services provided in Sumter County:
Agency Stations Operations Personnel Administrative Personnel Total Personnel Budget
SCFEMS 8 96 5 101 $ 10,944,246.00
VCCDD 9** 138* 17 155 $ 17,480,648.00
Total 17 234 22 256 $ 28,424,894.00
*VCCDD Operational Personnel for FY 20-21 does not reflect the additional 27 firefighter positions awarded through a three-year SAFER grant. **1 station is located in Marion County and 1 in Lake County Sumter County Ambulance Services
American Medical Response .Contracted by the Sumter County Board of County Commissioners .Funded by the County’s General Fund for dispatch, available emergency transport units, medical logistics support, and transportation of Baker Act individuals . Adopted FY 20/21 Budget $1,277,518 .Funded by rate payers for transport (non-emergency and emergency) .Fleet maintenance provided by AMR .Contract expires 9/30/2022 (RFQ for services will need to proceed no later than 1/1/2022) Components of an EMS Ambulance Operation .Dispatch .Fleet .Operations .Facilities/Stations .Billing .Personnel .Interfacility .HR .Logistics .QM/QA/Training Sumter County Medical Direction UF Medical Director Team .Contracted with UF College of Medicine .Funded by the County’s General Fund .Provides medical direction for the medical response system in Sumter County .Provides quality assurance of all medical responses in Sumter County .Provides credentialing of all emergency medical technicians and paramedics operating in Sumter County’s medical response system Countywide Response Information Countywide response reflects first closest unit response for all fire and emergency medical services.
Countywide Count Chute Response Total Response Total Busy
Average 30,971 0:00:37 0:06:32 0:07:07 0:35:43
90th Percentile 30,971 0:01:03 0:10:25 0:10:53 1:20:59
Average Fire Response By Density Chute Response Total Response Total Busy Rural 0:00:55 0:07:03 0:09:15 0:19:25 Suburban 0:00:51 0:03:52 0:06:22 0:14:56
90th Percentile Fire Response By Density Chute Response Total Response Total Busy Rural 0:01:12 0:11:44 0:12:50 0:36:53 Suburban 0:01:07 0:07:17 0:08:21 0:31:27 Fire Department Response Information 2020 Suburban Total Response
VCCDD 90th Percentile 0:08:13
SCFEMS 90th Percentile 0:09:48
VCCDD Average 0:06:18
SCFEMS Average 0:06:46
00:00 01:26 02:53 04:19 05:46 07:12 08:38 10:05 11:31 Fire Department Response Information 2020 Rural Total Response
VCCDD 90th Percentile 0:11:40
SCFEMS 90th Percentile 0:14:25
VCCDD Average 0:09:06
SCFEMS Average 0:09:25
0:00:00 0:02:53 0:05:46 0:08:38 0:11:31 0:14:24 0:17:17 Fire Department & EMS Response Data 2020
EMS Incident Count Chute Response Total Response Total Busy Agency Average AMBULANCE 24525 0:00:44 0:10:05 0:10:39 0:55:40 SCFEMS 9205 0:00:59 0:08:06 0:08:24 0:18:13 VCCDD 22519 0:00:49 0:06:07 0:06:19 0:15:00
EMS Incident Agency Count Chute Response Total Response Total Busy 90th Percentile AMBULANCE 24525 0:00:51 0:15:55 0:16:28 1:42:53 SCFEMS 9205 0:01:14 0:11:43 0:12:02 0:35:43 VCCDD 22519 0:01:07 0:08:16 0:08:29 0:31:45 Percentage of Hospital Offloads Within 30 Minutes Arrival by Month
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00% May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 Offload Hourly Hold by Month
288:00:00
240:00:00
192:00:00
144:00:00
96:00:00
48:00:00
0:00:00 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 EMS System Design Discussion
Desmond Fitzpatrick M.D. Introduction for improving the medical response system
When evaluating alternative response systems that are high quality, reliable, and efficient, an area must explore multiple alternatives to the traditional Engine and Ambulance only response. These can include:
. Adding Quick Response Vehicles(QRVs), which allow for easier positioning and maneuverability than traditional engines
. Adaptive levels of response for based on call triage including sending a non-transport units and BLS level transport
. Having phased uses for other resources including telehealth and nurse navigator lines
Hospital delays for offloading from ambulances is not within Sumter County’s control except to consider financial penalties against hospitals for greater than a 30 minute offload time. 2008 NAEMSP and ACEP
EMS systems may encounter patients who do not need advanced life support (ALS) level care or evaluation at an emergency department. In these circumstances, transportation by alternate means or to an alternate destination may be appropriate.
Originally approved by ACEP in 2001 doi:10.1016/j.annemergmed.2008.08.016 2013 DOT & HHS White paper
Estimated 15% of Medicare population ED transports could be better served in a different way.
By treating in place (25%), transport to physician office (50%) and transport to urgent care (25%) they estimated $597,020,944 in annual cost savings
Expect that savings may be higher when expanded to all populations Dispatch Determinate Overview Emergency Triage Treat and Transport
ET3 Model Interventions must be available 24/7 Current Improvement to the Medical Response System
Determinate Level QRV+ Transport
Emergency QRV+ Alternative Response Transport/Destination
QRV + Telehealth
Echo, Bravo, Delta Closest Unit (Fire/EMS) 911 Call Emergency Response + Transport Urgent/Emergent Response Scheduled Nurse Navigator Transport
Telehealth Addition of QRVs and Scheduled Transport for the Next Improvement to the Medical Response System Determinate Level QRV+ Transport
QRV+ Alternative Emergency Response Transport/Destination
QRV + Telehealth
Echo, Bravo, Delta Closest Unit (Fire/EMS) 911 Call Emergency Response + Transport Urgent/Emergent Response
Nurse Navigator Scheduled Transport
Telehealth Current System
Sumter County Board of County Commissioners Fire and Medical Response System - 2021
Medical Direction AMR
EMS Operations Sumter County The Villages Fire & EMS Center Community Ambulances Development District (VCCDD)
Facilities/Stations Option 1 Without QRVs Sumter County Board of County Commissioners Fire and Medical Response System - 2021
Medical Direction Private Sector Partner Sumter County The Villages EMS Operations Fire & EMS Center Community Development Ambulances District (VCCDD)
Facilities/Stations Option 2 Without QRVs Sumter County Board of County Commissioners Fire and Medical Response System - 2021
Medical Direction Private Sector Partner Sumter County Fire & EMS EMS Operations
Ambulances
Facilities/Stations Option 3 With QRVs Sumter County Board of County Commissioners Fire and Medical Response System - 2021
Medical Direction Private Sector Partner Sumter County The Villages EMS Operations Fire & EMS Center Community Development QRVs /Ambulances District (VCCDD)
Facilities/Stations Option 4 With QRVs Sumter County Board of County Commissioners Fire and Medical Response System - 2021
Medical Direction Private Sector Partner Sumter County EMS Operations Fire & EMS
QRVs /Ambulances Facilities/Stations Option 5 With QRVs Sumter County Board of County Commissioners Fire and Medical Response System - 2021
Medical Direction
Academic Partner
Sumter County The Villages EMS Operations Fire & EMS Center Community Development QRVs /Ambulances District (VCCDD)
Facilities/Stations Option 6 With QRVs Sumter County Board of County Commissioners Fire and Medical Response System - 2021
Medical Direction
Academic Partner
Sumter County EMS Operations Fire & EMS
QRVs /Ambulances Facilities/Stations
A Public, Private, Academic Partnership
UF Office of EMS
Private County Partner QM/QA/Training Dispatch Facilities/Stations
Operations Fleet Billing
Logistics: Hard Goods Logistics: Soft Goods
Fire Personnel/HR? Proposed Fire Responsibilities
CONTINUED REMOVED
•All Current Fire Responsibilities and NFPA Standards •Medium Lower priority calls (e.g. alphas and charlie) which is about 65% of current call volume
•High Priority Call if closest [Echo (cardiac arrests), Delta (Respiratory Distress) Bravo (hemorrhage) etc.] •Delayed and longer scene times on above calls freeing response for high priority issues across the county (fires and cardiac arrests etc.) •MVC response with extrication and VM, special ops, HAZMAT
•Lift Assists Keys to Success
ORGANIZATION PERSONNEL
•Differentiation from the norm •Attract • Novel and Agile care delivery model • Pay • Differentiate from other organizations
•UF involvement •Retain • Medicine becomes Driver • Pitch a vision • Closer Hospital Relationship which can improve things such as crew delays at facilities • Create career advancement/longevity opportunities • Connection with Shandscair and increased • Integration with the community creates “Sense of educational opportunities Purpose”
•Public, private, academic partnership Benefits to the Citizens • Fast response times with roaming • Time for communities to get to community-based units know their crew members • Teaching CPR and AED classes • Dedicated Medical First Response • Teaching Stop the Bleed Units • Other community interest-based classes
• Increased care options including: • Crews feel more engaged • Immediate nurse access • Leads to better recruitment and retention • Telehealth option • Leads to better care! • Ability to go to Urgent Care/Offices Option 7 With QRVs Sumter County Board of County Commissioners Fire and Medical Response System - 2021
Medical Direction Private Sector Partner The Villages Sumter County Center EMS Operations Fire & EMS + Community QRVs Development District (VCCDD) Ambulances + QRVs
Facilities/Stations Option 8 With QRVs Sumter County Board of County Commissioners Fire and Medical Response System - 2021
Medical Direction Private Sector Partner Sumter County EMS Operations Fire & EMS + QRVs
Ambulances Facilities/Stations Option 9 With QRVs Sumter County Board of County Commissioners Fire and Medical Response System - 2021
Medical Direction
Sumter County The Villages Fire & EMS + Center QRVs + EMS Community Operations + Development Ambulances District (VCCDD) + QRVs + Ambulances
Facilities/Stations Option 10 With QRVs Sumter County Board of County Commissioners Fire and Medical Response System - 2021
Medical Direction
Sumter County Fire & EMS + QRVs + EMS Operations + Ambulances
Facilities/Stations Compliance & Quality Assurance Division Citizen Information Center (CIC) for normal and emergency management calls University of Florida (UF) Medical Director Team oversight and quality assurance of medical Quality assurance performance review for additional entities
Accomplishments • Implemented new call taking software to improve operations and aid in objective review of call types and demand from the citizens • Expanded operations to seven days per week • Updated medical protocols for all three of the medical response entities • Standardized credentialing process for all emergency medical technicians and paramedics in the system • Performance reviews for County Administrator of Fire and EMS response Next Steps • For CIC – continue to increase the FAQ guidelines to improve the accuracy for work order development • Following the changes to the performance standards for the fire and medical response of the structure of the system chosen by the Board, the UF Medical Director Team and this Division will update the oversight protocols accordingly Citizens’ Information Center (CIC) Key Performance Indicators (KPI’s) April, 2021
Time to Answer Call
Goal: Answer incoming call within 5 seconds
Measurement: Average Speed of Answer = Total queue time divided by the total number of calls handled
Change: The month of April brought an influx of calls regarding a newspaper article with information about Fire & EMS Services. The data this month shows it took longer to answer the calls based on providing customer service due to the nature of the calls. Due to remaining on a call longer, the call agents were unable to meet the goal. However, customer service is the CIC’s number one priority.
Average Speed of Answer = Total Queue Time/Calls Handled 0.18 0.16 0.16
0.14
0.12 0.11
0.1 0.08 0.08 Seconds 0.07 0.07 0.06 0.06 0.06 0.04 0.04 0.04 0.04 0.04 0.04 0.04 0.04 0.03
0.02
0
Month
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Citizens’ Information Center (CIC) Key Performance Indicators (KPI’s) April, 2021
Abandon Rate
Goal: Less than 5%
Measurement: Percentage of Abandoned Calls versus Handled Calls
Change: For April, the CIC struggled to meet the goal with the influx of Fire & EMS calls by establishing additional time spent on the phone call to provide excellent customer service.
Percentage of Abandoned Calls vs. Handled Calls
7.00% 6.51% 6.30%
6.00% 5.70% 5.43% 5.30% 5.00% 4.86% 5.00% 4.66% 4.73% 4.75% 4.35% 4.20% 3.98% 4.00% 4.51%
3.77% 3.00%
2.00%
1.00%
0.00% Feb-20 Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21
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Citizens’ Information Center (CIC) Key Performance Indicators (KPI’s) April, 2021
Number of Calls Handled by the Contact Service Queue (CSQ).
Goal: Variable based on the number of calls received.
Measurement: A call is handled when a call agent picks up the call.
Change: April 2021 had the second-highest call volume since February 2020. There were 7,714 calls handled by the CSQ with an average of 351 calls per working day, Monday through Friday. With the extension of a new weekend operation in March, the information is reported separately in the last graph of this section.
Calls Handled by the CSQ 9000 8000 7000 6000 5000 4000 3000 2000
Number Incomingof Calls 1000 0
Average Number of Calls/Day - M-F only
400 366 364 351 333 337 346 350 319 324 326 332 308 311 310 308 300 300 250 200 150 100 50 0
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Citizens’ Information Center (CIC) Key Performance Indicators (KPI’s) April, 2021
CIC - Weekend Operations
The CIC started weekend operations on March 13-14. Two new call agents received training for the weekend operation. The calls for the weekend consisted mainly of requests for Animal Services and general information provided by the call agents.
April Weekend Calls Handled vs. Transfered by the CIC
85.41% 250 200 150 233 199 100 7.73% 6.87% 50 16 18 0 Calls Handled Transfer Calls Hang-up Calls Total Calls by CIC with Wrap-ups Percentage of Calls 85.41% 6.87% 7.73% Number of Calls 199 16 18 233
Number of Calls Percentage of Calls
Weekend Incoming Calls 250 200 150 100 50 0 Total Calls with Wrap- Calls Handled by CIC Transfer Calls Hang-up Calls ups Mar-21 99 19 12 130 Apr-21 199 16 18 233
Mar-21 Apr-21
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Citizens’ Information Center (CIC) Key Performance Indicators (KPI’s) April, 2021
Average Number of Calls/Day for Saturday and Sunday for April 40 30 20 10 0
Number Calls of Mar-21 Apr-21
Mar-21 Apr-21 Number of Calls 22 29
Call Handle Time
Goal: 95% - Calls Handled Within 0-15 Second Queue Time (Note: FAC Rule 30FF-6.005(10) (b) for 911 Calls is 90% of calls answered within 10 secs.)
Measurement: Calls Handled by Contact Service Queue (CSQ) vs. Abandoned Calls
Change: The CIC was unable to meet its goal for April by 1%. With an increase in Fire & EMS calls, call agents spent more time on the phone being attentive and providing customer service to our residents.
Percentage Calls Handled Within 0-15 Second Queue Time
99% 99% 98% 98% 98% 98% 97% 98% 96% 95% 94% 94% 94% 93% 92%
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Citizens’ Information Center (CIC) Key Performance Indicators (KPI’s) April, 2021
Agent Utilization Rate for April
Goal: Between 70-85% per Industry Standards
Measurement: Call Agents Talk Time + Work Time + Ready Time divided by Number of Hours Worked
Change: With the decrease in Covid-19 calls and the hiring of new staff, each call agent was able to meet the utilization rate for April.
Total Hours Agent Call Agent Logged Talk Time Work Time Ready Time Utilization Rate Susan Landwer 180:09:24 32:14:11 03:18:41 110:34:30 81% Katherine James 168:10:26 29:51:56 03:18:21 98:52:54 79% Mary Eklund 103:17:23 15:35:51 03:18:46 65:18:44 82% Mary Cavanagh 69:41:53 07:35:10 01:16:29 45:48:04 78% Demetria Kelly 28:14:28 01:26:22 00:10:02 23:56:46 90% Abbie Marchiony 112:22:10 17:34:00 04:01:21 74:25:37 85% Jeannette Quijano 172:47:51 33:28:26 07:10:34 96:00:59 79% Rhonda Adams 119:30:07 16:07:31 01:51:22 80:42:55 83%
Disposition of All Calls – Percentage Rate
Goal: 30% - Calls Handled by the Call Agent, 70% - Calls Transferred
Measurement: Percentage of Calls Handled vs. Calls Transferred by the Call Agent
Change: April had little change and the CIC is exceeding our initial goal.
Disposition of Calls for April 2021
Hang-up Calls| 228| Calls Handled by CIC| 3% 2,243| 31%
Transfer Calls| 4,847| 66%
Calls Handled by CIC Transfer Calls Hang-up Calls
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Citizens’ Information Center (CIC) Key Performance Indicators (KPI’s) April, 2021
INCOMING CALLS TO CIC
Calls Handled by CIC Transfer Calls Hang-up Calls
3% 4% 4% 3% 4% 3% 4% 3% 3% 4% 4% 3% 3% 3% 3%
64% 64% 70% 69% 66% 71% 74% 73% 71% 71% 77% 73% 75% 74% 76%
33% 33% 28% 31% 25% 27% 24% 25% 25% 20% 23% 22% 22% 20% 23%
Disposition of Calls Handled for the Top Three Departments/Divisions
Goal: For the CIC to handle as many calls as directed by Departments/Divisions
Measurement: Number of Calls by the top three Departments/Divisions.
Change: For April, the BuildingServices Department had an increase in calls due to the Board’s decision regarding building impact fees.
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Citizens’ Information Center (CIC) Key Performance Indicators (KPI’s) April, 2021
Calls Handled for the Top Three Departments/Divisions 7,000
6,000
5,000
4,000
3,000
2,000 Number of Calls Number Calls of Handled
1,000
0 O-20 N-20 D-20 J-21 F-21 M-21 A-21 O-20 N-20 D-20 J-21 F-21 M-21 A-21 Building Services (Zoning is tracked 2,127 1,764 2,027 2,117 2,007 2,342 2,457 separately) CIC 1,655 1,553 1,575 2,449 1,872 2,663 2,243 Veteran Services 577 504 524 726 680 721 611 Total Calls for the Top Three Only 4,359 3,821 4,126 5,292 4,559 5,726 5,311
Disposition of Animal Services Calls – Transfer Rate vs. Handled Rate
Goal: 80% - Calls Handled by the Call Agent, 20% - Calls Transferred
Measurement: Percentage of Calls Handled vs. Calls Transferred by the Call Agent.
Change: For April 2021, the CIC handled 82% of all Animal Service calls while only transferring 18%. The weekly reports have proven that the CIC can meet the 80/20 goal passed down from upper management. The CIC must continue to transfer calls from Animal Rescues, Humane Society, Return Calls, and Law Enforcement Assist, as requested. However, the percentages for April prove the improvements in Cityworks to Animal Services has been successful and we continue to work together to find ways to lower the number of transfer calls and improve the data, as shown in the third graph and where we started in February 2020.
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Citizens’ Information Center (CIC) Key Performance Indicators (KPI’s) April, 2021
Animal Services - Graph 1
Weekly Animal Services Calls
CIC - Lost Pets CIC - Cityworks Service Request CIC - Answered Call/Question - Animal Services Transfer Calls to AS Total Calls 2 per. Mov. Avg. (Transfer Calls to AS) 200 150 100 50 0 NUMBER OF CALLSNUMBER OF Feb 3-7 Feb Aug 3-7 Aug Jul 6-10 Mar 2-6 Mar Jun 8-12 Jul 20-24 Jun 22-26 Apr 13-17 Feb 17-21 Feb Aug 17-21 Aug Mar 16-20 Mar May 11-15 May 25-29 Sept 14-18 Sept Jan 4- Jan 8 4- Jan Jan Dec 21- Dec… Dec Feb 1- Feb 5 1- Feb Feb Nov 23- Nov…Nov Mar 14- Mar… Mar Mar 1- Mar 5 Mar Mar 28- April…Mar Mar 30-Apr 3 Mar Dec 7- Dec 11 7- Dec Dec Jan 18- Jan 22 Jan 18- Jan Aug 31-Sept 4 31-Sept Aug Apr 11-Apr 17 Sept 28- OctSept 2 Nov 9- Nov 13 Nov Oct 12- Oct 16 Oct 26- Oct 30 Oct Apr 27 - May 1 - May 27 Apr Apr 25 - May 1 Feb 15- Feb 19 15- Feb Feb Animal Services - Graph 2
Animal Services Calls for April Transfer to Animal Services| 134| 18% CIC Handled Calls for Animal Services| 607| 82%
Transfer to Animal Services CIC Handled Calls for Animal Services
Animal Services - Graph 3
Monthly Average of Calls Handled by CIC vs.Tranfer Calls to Animal Services 120% 100% 24% 21% 24% 26% 19% 18% 80% 46% 39% 35% 38% 41% 34% 57% 64% 58% 60% 40% 76% 79% 76% 74% 81% 82% 54% 61% 65% 62% 59% 66% 20% 43% 36% 42% 0%
Calls Handled by CIC Tranfer Calls to Animal Services
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Citizens’ Information Center (CIC) Key Performance Indicators (KPI’s) April, 2021
Trend Information for the CIC
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AED Programs – ReadyAlert ReadyAlert, LLC is a limited liability corporation
Description • Receives alert through the backup alert to the Villages Public Safety Department (VPSD) fire stations • The initial alert is sent out one way • ReadyAlert is responsible for any confirmation of delivery/failure with their subscribing customers • Alerts are sent based on subscribing member’s registered home address/community • Can send alerts as text, email or phone call to its subscribing members • Does not require a smart phone or tablet AED Programs – PulsePoint PulsePoint is a public 501c3 non-profit foundation organization
Description • Integrated with emergency medical dispatch software to update recommendations as the medical call evolves • Only support AEDs located in publicly accessible locations • Requires smart phone or tablet • Verified Responder program requires registration through Sumter County to receive alerts in residential communities • Provides map and routing directions through the device • Alerts the verified responders that are within 0.5 miles of the medical emergency and locations of publicly accessible AEDs Fleet / Transit Division Fleet is a consolidated service with 4 of 5 Constitutional Officers and the Villages Center Community Development District (VCCDD) Provides maintenance for 454 pieces of equipment and 421 vehicles (BOCC and VCCDD totals)
Transit is a consolidated service with all the municipalities
Accomplishments • Repurposed retired transit bus to Animal Services ($21k savings vs purchase) • Repurposed mosquito control utility vehicle to Facilities ($7k savings vs purchase) • Coordinated and made concurrent annual fire apparatus testing for the VCCDD • Bus Replacement strategy reduced average age 1.6 years (4.7 to 3.1) • Performed 33,134 trips in 2020 Division Next Steps • Shift the Division to Public Works starting 10/1/21 Emergency Management Division Consolidated service with the municipalities per Florida Statutes.
Accomplishments • Emergency Management maintained active support of to the community supporting response and recovery activities relating to COVID‐19: • EM staff members received and distributed nearly 125,000 masks; 8,000 gowns; 6,000 face shields; 29,000 gloves; and 500 gallons of hand sanitizer to healthcare providers and essential workers • Facilitated the distribution of new COVID‐19 rapid testing machines and supplies to The Villages Hospital • Coordinate mass vaccination sites (Wildwood Community Center, Sumter Lake State College, Wildwood Elementary School, St. Vincent de Paul Catholic Church, and Sumter County Fairgrounds) • Conducted a 9‐1‐1 Communication Center relocation drill to the backup 9‐1‐1 center and developed an after‐action review to aid stakeholder's policy updates. Next Steps • Reaccreditation assessment scheduled for January 2022
Sumter County Comprehensive Emergency Management Plan
May 2021
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LETTER OF PROMULGATION AND IMPLEMENTATION This letter promulgates the Sumter County Comprehensive Emergency Management Plan (CEMP), which constitutes the adoption of the plan and the National Incident Management System. This plan supersedes all previous Sumter County CEMPs.
The CEMP establishes the organizational and procedural framework to ensure that Sumter County will be adequately prepared to deal with all hazards threatening the lives and property of Sumter County citizens. Its objective is to incorporate and coordinate the county’s resources into an efficient organization capable of responding effectively to any emergency.
This plan is applicable to all of Sumter County, including its municipalities and special districts. It outlines the responsibilities of and the coordination mechanisms of county agencies, municipalities, non-governmental organizations, and districts in a disaster. The plan unifies the efforts of these groups for a comprehensive, whole-community approach to reducing the effects of a disaster.
This plan establishes the emergency organization, assigns responsibilities, specifies policies, and provides for coordination of planning efforts of the various emergency staff and service elements using the Emergency Support Function concepts. It interfaces those concepts using nationally recognized incident management principles.
The Sumter County Board of County Commissioners gives its full support to this plan and encourages all local officials, business leaders, and citizens to do their part in the total emergency preparedness effort. Furthermore, the BOCC delegates its authority to the Emergency Management (EM) Director, in consultation with the County Administrator, to make non-substantial plan modifications and revisions necessary to ensure the plan remains current without the BOCC’s approval.
______Chairperson Date Sumter County Board of County Commissioners
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PLAN MAINTENANCE AND RECORD OF CHANGES The EM Director is responsible for the maintenance of this plan. He/she shall review the plan annually with the Emergency Management Advisory Committee, make necessary changes, and recommend those changes for the County Administrator’s approval. The EM Director will revise the document every four years in conjunction with the State’s plan review cycle as outlined in Chapter 27P-6, Florida Administrative Code (FAC).
This plan shall be exercised annually. An actual response to an emergency or disaster might satisfy this requirement if the response required the activation of the Emergency Operations Center at a minimum of Level II. The EM Director will document the results of the response, including hot washes, critique meetings, and after-action reviews/reports. The EM Director shall review those results with the Emergency Management Advisory Committee and solicit input from committee members.
Each Emergency Support Function agency listed in this plan shall review the plan annually. Additionally, each assigned agency shall develop procedures that support this plan. These procedures can be checklists, job aids, maps, resource listings, and/or other appropriate mechanisms. The development of procedures is required for certain incident types, such as those involving hazardous material, per federal and state laws.
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Record of Changes RECORD OF CHANGES EFFECTIVE 10/01/2020 DATE:
REVISION 10/01/2020 BY: D. Casto, EM Director (DATE): SUMMARY OF Complete four-year revision; Added a Prevention Annex REVISION:
REVISION 10/14/2019 BY: D. Casto, EM Director (DATE): SUMMARY Updated County organizational chart; Updated ESF Matrix (Table 3) OF and ESF appendices. REVISION:
REVISION 08/13/2018 BY: N. Gerth, EM Tech (DATE): Updated County organizational chart; Replaced EOC locations with SUMMARY new EOC locations; Replaced “EM Constellation” with “WebEOC”; OF Replaced “CodeRED” with “AlertSumter”; Replaced Rural Metro” REVISION: with “American Medical Response.”
REVISION 08/13/2018 BY: D. Casto, EM Director (DATE): SUMMARY Revised the Recovery Annex to reflect changes to the new Public OF Assistance Program; Corrected grammar errors with Grammarly. REVISION:
REVISION 08/13/2018 BY: N. Gerth, EM Tech (DATE): SUMMARY OF Updated Special Needs Section. REVISION:
REVISION 10/22/2017 BY: D. Casto, EM Director (DATE): Reviewed document and updated format; Updated Record of Changes form; Updated recipient list of the Record of Distribution; Updated Table1; Updated vital statistics in Situation Overview; Updated Figure 3; Changed ‘Incident Recorder’ in last paragraph of SUMMARY Levels of Declarations to ‘Watch Office”; Updated Figure 4; Deleted OF Tertiary EOC on page 16; Deleted ‘ Emergency Satellite REVISION: Communication’ reference under Communication; Deleted ‘State Law Enforcement Radio System’ under Communication; Added Villages® Government Day to Presentations and Programs; Updated Major Cable Provider vendors.
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Record of Distribution Whenever any significant changes or updates to this document have occurred, this document shall be distributed electronically to the following:
The Village Center Community Development Sumter County Administrator’s Office District Sumter County Public Works The Villages Public Safety Department
Sumter County Development Services City of Wildwood
Sumter County Fire & EMS City of Coleman
Global Medical Response, Inc. City of Bushnell
Sumter County Administrative Services City of Webster
Sumter County Employee Services City of Center Hill
Sumter County Emergency Management The Salvation Army
Sumter County Economic Development UF Health The Villages Hospital
Sumter County Office of Management and Budget Agricultural Extension (UF/IFAS)
Sumter County Veteran’s Services East Central Florida Regional Planning Council
Sumter County Information Technology Duke Energy, Inc.
Sumter County Sheriff’s Office SECO Energy, Inc.
Department of Health in Sumter County Withlacoochee River Electric Cooperative, Inc. TECO Energy Sumter County School District
Sumter County Fleet / Transit Services Florida Department of Agriculture
Sumter County Animal Services Southwest Florida Water Management District
Florida Forest Service
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Table of Contents
LETTER OF PROMULGATION AND IMPLEMENTATION ii PLAN MAINTENANCE AND RECORD OF CHANGES iii Record of Changes iv Record of Distribution v Table of Contents vi Introduction 1 Purpose 1 Scope 2 Planning Methodology 3 Situation Overview 5 Hazard Identification and Risk Assessment (HIRA) 5 Planning Assumptions 6 Concept of Operations 6 General 6 The National Preparedness Goal and Mission Areas 7 Whole Community Concept 8 Principles 8 CEMP Relationship to other Emergency Plans 9 Emergency Management Daily Management Structure 9 County Government Organization 9 Sumter County Emergency Management 10 Leadership and Authority during a Disaster 11 The Sumter County Board of County Commissioners 12 Sumter County Sheriff 13 Levels of Declarations 13 Key Government Officials Lines of Succession 13 Emergency Organization 14 National Incident Management System and Incident Command System 14 Incident Management Structure Differences 14
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Emergency Operations Center Organization 17 EOC Activation Levels 22 Roles and Responsibilities 22 General Responsibilities 22 Sumter County Board of County Commissioners 23 Sumter County Administrator 24 Municipalities and The Village Center Community Development District 24 Sumter County Emergency Management Director 26 Sumter County Sheriff’s Office 27 BOCC Departments, ESF Lead, and Support Agencies 27 Monitoring, Communications, and Warning 28 Monitoring and Situational Awareness 28 Communication 31 Warning Systems 33 Preservation of Vital Records 34 Special Need Registry 34 Public Education and Outreach 35 Presentations and Programs 35 Outreach Campaigns 35 Local Media 36 Functional Needs and Disability Outreach 37 Training 37 Multi-Year Intergrated Preparedness Plan (MYIPP) 38 Local Training Program 38 State Emergency Response Team Training Resources and Activity Center (SERT TRAC) 38 Emergency Management Institute 39 National Domestic Preparedness Consortium (NDPC) 39 Training Roles and Responsibilities 40 Exercises 40 Exercise Cycle 40
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Real Incident Substitution 41 Participating Organizations 41 Homeland Security Exercise and Evaluation Program (HSEEP) Process 42 After Action Review Program 42 Mutual Aid Assistance 42 Requesting Statewide Mutual Aid 43 Providing Requested Mutual Aid to other Jurisdictions 43 Providing Mutual Aid Assistance through the Emergency Management Assistance Compact (EMAC) 44 Florida Fire Chief’s Association (FFCA) 44 Florida Sheriff Association 44 Mutual Aid Reimbursement 44 Financial Management 45 Financial Management Responsibilities 46 Emergency Management Funding 47 Financial Recording Keeping 49 References and Authorities 50 Sumter County Code of Ordinances 50 State Statutes 50 Federal Laws 50 Administrative Rules 51 Emergency Operations Plans and Procedures 51 Presidential Directives 52 Mutual Aid and Interlocal Agreements 52 Supporting Fiscal Authorities for Disaster Implementation 53
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Introduction Comprehensive Emergency Management means the preparation for and the carrying out of critical emergency functions and to aid survivors suffering from injury or damage resulting from disasters caused by all hazards, whether natural, technological, or human- caused. It is a concept that ensures that all aspects of anticipating, minimizing the risks from, preparing for, and recovering from an emergency are systematically addressed. This plan describes the emergency management activities that occur in one or more of the five mission areas, as described in the National Preparedness Goal. Those mission areas are prevention, preparedness, response, recovery, and mitigation. Each mission area overlaps another with no clear border for each and is multi-dimensional. Disaster activities can occur in specific phases, in any combination, and may repeat. Figure 1 - EM Mission Areas The plan also parallels many of the mission activities outlined in the State Comprehensive Emergency Management Plan. It describes how State and other outside resources will be coordinated to supplement local resources and response to a disaster.
Purpose The Comprehensive Emergency Management Plan (CEMP) establishes the framework, as required by Chapter 252, F.S., to ensure that Sumter County is prepared to manage all hazards. As a planning and an operations-based document, it guides all aspects of emergency management. The CEMP emphasizes action within the four phases of the Emergency Management cycle: Preparedness, Response, Recovery, and Mitigation. The Plan defines functional roles and responsibilities for each organization that is a partner in Sumter County Emergency Management Program, providing a comprehensive approach to reducing the effects of disasters on Sumter County’s population and physical environment.
The CEMP’s primary objectives are to:
Reduce the loss of life and property of residents and visitors due to natural, technological, and environmental disasters Provide an efficient, comprehensive organizational structure for emergency response and recovery organizations Coordinate emergency operations within Sumter County 1 | B a s i c
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Coordinate the use of resources available from locally available sources, municipal government, private industry, civic and volunteer organizations, and state and federal agencies Recover from emergencies by providing for the rapid and orderly start of the restoration of persons and property affected by emergencies.
The CEMP is divided into three sections: Basic Plan, Recovery Annex, and the Emergency Support Functions Annex. The Basic Plan outlines the general-purpose, scope and methodology, coordination, facilitation, and organizational structure, the concept of operations, and identifies the responsibilities of tasked agencies.
The Recovery Annex outlines post-incident functions, including requesting state and federal aid. It defines coordination, planning efforts, and policies designed to facilitate immediate and long-term recovery. The annex outlines the logistical operations needed to provide disaster relief to the impacted community. It further defines the responsibilities of those agencies involved in recovery efforts.
The types of assistance provided by eighteen (18) Emergency Support Functions (ESFs) are detailed in the Emergency Support Function Annex. It is divided into 18 sub- appendices that correspond to each ESF. The primary and supporting organizations, their responsibilities, and the concept of operations are located within these appendices.
Scope A wide variety of emergencies and disasters can occur in Sumter County. The Sumter County Local Mitigation Strategy Plan compliments this CEMP by describing the potential disasters in the Hazard Identification and Risk Assessment (HIRA) section of the plan. The HIRA provides the foundation for all of Sumter County’s emergency planning efforts. Operationally, Sumter County would activate this plan, in full or in part, for any emergency that would require Emergency Support Function resources, as described in this document, to support emergency responders and provide disaster relief for impacted communities.
This CEMP applies to all agencies and organizations identified in the document. It is flexible and expandable, depending on the magnitude of the disaster. Any part or section of the plan may be modified or utilized separately, as required by the situation.
The CEMP’s scope:
Establishes official policies, program strategies, and planning assumptions for the phases of emergency management
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Provides coordination with all municipalities, independent districts, constitutional offices, and non-governmental organizations Provides an all-hazards organizational structure for emergency operations Describes a unified direction and control structure as it relates to the National Incident Management System framework and traditional emergency support functions Assigns specific functional responsibilities to appropriate local departments and agencies, private sector groups, and volunteer organizations; in addition to defining means of coordinating with municipal, state, and federal partners to maximize resource utilization Requires supplemental function-specific Standard Operating Guidelines (SOGs) and operational plans referenced in this plan Identifies staff roles, as well as decision-making criteria. It delineates lines of authority, responsibilities, and working relations of various entities
Planning Methodology The CEMP is a dynamic document that adapts to changes in local, state, and federal statutes, regulations, and priorities. As such, the Emergency Management Advisory Committee used a modified Deliberate Planning Process to develop the CEMP. To summarize, this process considered the following characteristics:
Planning occurs in non-crisis situations based on hypothetical scenarios of the hazards identified in the HIRA Time is available for planning EM partners participate in planning activities Precedes incident action planning Resource allocations, unmet needs, and gaps are identified Supporting plans and procedures are developed
Sumter County Emergency Management is the lead planning agency for the CEMP. The EM Director is responsible for updating the plan according to Chapter 252, F.S., and ensures it is consistent with all applicable criteria. Emergency Management staff members conducted several planning sessions with the stakeholders beginning with the distribution of the planning agendas that outlined expectations, scheduled meetings, and desired outcomes. The EM Director provided a strategic overview at the Emergency Management Advisory Committee to obtain local support. The EM staff members facilitated various planning activities with agencies assigned to Emergency Support Functions or other organizational structures. All stakeholders with an active role in the CEMP participated in the ongoing planning process, acknowledged their role within the
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CEMP, and accepted responsibility inherent to that role. The following agencies are recognized for assisting in the development of this plan:
Table 1 - Agencies Participating in CEMP Development
Sumter County Administrator Sumter County Sheriff's Office City of Bushnell
Sumter County Emergency Sumter County QA/QC City of Webster Management Agricultural Extension Sumter County Public Works Sumter County School District (UF/IFAS) Sumter County Fleet/Transit The American Red Cross Motorola Solutions, Inc. Services
Sumter County Animal Services The Salvation Army Tri-Co, Inc.
Sumter County Information The Villages Public Safety MTM, LLC. Technology Department The Village Center Community Sumter Co. Chamber of Sumter County Fire & EMS Dev. Dist. Commerce Sumter County Development UF Health The Villages Wildwood Police Department Services Hospital Sumter County Administrative Center Hill Police Department Langley Medical Services Services
Sumter County Employee Services Duke Energy Select Specialty Hospital
Sumter County Office of Withlacoochee River Electric Verizon Communications Management & Budget Cooperative Sumter County Purchasing TECO Energy District 5, Medical Examiner Department Sumter County Veteran's Services United Way of Lake & Sumter SECO Energy Office Counties Sumter County Economic Bushnell Electric Florida Forest Service Development Florida Department of Law Dept. of Health in Sumter County City of Wildwood Enforecement
GMR Ambulance City of Coleman
Each lead agency and support agency is required to develop further, update, and distribute operational procedures to supplement this plan and to define specific internal processes. The agencies shall review and update supporting procedures annually, or as needed.
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Documentation of the local planning process includes:
Meeting minutes, agendas, and sign-in rosters A promulgation letter from the BOCC Chairperson acknowledging adoption of the plan Signed partner agency concurrence acknowledging and accepting plan responsibilities The distribution list of the CEMP A Record of Changes displayed at the front of this document
Emergency Management maintains a master copy of the CEMP, with a master Record of Changes Log. Sumter County Records maintains any legacy CEMP versions.
Situation Overview Established in 1853, Sumter County is an inland county located in Central Florida, about one hour north of the cities of Orlando and Tampa. It has a total area of 580 square miles, of which 5.7% is water. The cities of Wildwood, Coleman, Bushnell, Webster, and Center Hill are located within the county. Although mostly rural, in recent years, the county has sustained an exceptionally large increase in population, almost solely due to the expansion of The Villages®, a retirement community located within the northeast part of the county. In 2019, Sumter County’s population was estimated to be 132,420, with more than half being over the age of 65. The County is also home to an estimated 21,859 people living in manufactured or mobile homes, making them vulnerable to high winds and flooding.
Hazard Identification and Risk Assessment (HIRA) Sumter County may experience a variety of natural and human-caused disasters anytime during the year. Some disasters, like a hurricane, may cause multiple cascading effects such as flooding, long-term utility outages, wind damage, etc. Smaller events can be just as challenging.
The HIRA contains a series of hazard/threat summaries along with a consequence analysis for identified hazards. The HIRA is located and maintained in the Sumter County Local Mitigation Strategy Plan.
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Planning Assumptions Assumptions are facts, events, or circumstances that are expected to occur during an emergency and affect the operational environment of the response. Listed below are the assumptions that should be considered before, during, and after an emergency that will lead to the activation of the CEMP.
A disaster may occur with little or no warning and may escalate rapidly Disasters differ in character by magnitude, severity, duration, onset, distribution, area affected, frequency, and probability, increasing the difficulty of plan development The County has the primary responsibility to manage an emergency or disaster Local municipalities need to integrate with the County’s operations for the response and recovery process to be effective Disaster effects may extend beyond county boundaries, and many areas of the state may experience casualties, property loss, disruption of normal life support systems, and loss of regional, economic, physical, and social infrastructures The County may require mutual aid assistance from other jurisdictions The incident may also affect emergency response personnel Damage to the county’s infrastructure may hinder post-impact response Disaster relief and resources from agencies outside of Sumter County may take 72 hours, or more, to arrive Unofficial groups of responders and spontaneous volunteers will be managed There may be competition among citizens, businesses, and communities for scarce resources All forms of communication may be impacted. Some form of communications will be available within 24-hrs
Concept of Operations
General This section will describe the methods for the management of emergency activities during all phases of emergency management. In most situations, Sumter County and its municipalities will be the first and primary responders. They will be required to exceed their abilities or deplete their resources before requesting state assistance. Under certain circumstances, such as terrorism threats or public health emergencies, state or federal agencies may have the primary jurisdiction for the overall response effort. However, Sumter County resources will provide the first response to all incidents affecting the county.
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The National Preparedness Goal and Mission Areas The National Preparedness Goal, released in September 2011, defines what it means for the whole community to be prepared for all types of disasters and emergencies. These risks include events such as natural disasters, disease pandemics, chemical spills, and other human-caused hazards, terrorist attacks, and cyber-attacks. The Goal identifies five mission areas that provide the basic framework for the Emergency Management Program. The core capabilities of each mission area are located online at www.fema.gov/national-preparedness-goal.
The goal: “A secure and resilient nation with the capabilities required across the whole community to prevent, protect against, mitigate, respond to, and recover from the threats and hazards that pose the greatest risk.” – FEMA National Preparedness Goal, 2015
Mission Areas
Prevention
The Prevention mission area comprises the capabilities necessary to avoid, prevent, or stop a threatened or actual act of terrorism. Protection
The Protection Framework houses “the capabilities necessary to secure the homeland against acts of terrorism and manmade or natural disasters.” Mitigation
Mitigation comprises “the capabilities necessary to reduce the loss of life and property by lessening the impact of disasters.” Response
Response comprises “the capabilities necessary to save lives, protect property and the environment, and meet basic human needs after an incident has occurred.”
Recovery
Recovery comprises "the core capabilities necessary to assist communities affected by an incident to recover effectively.”
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Whole Community Concept The Whole Community Concept is a methodology of emergency management that emphasizes the fact that Sumter County Emergency Management is only one part of our emergency management team. A collective effort is required to efficiently and effectively provide for the needs of an entire community. This collaboration includes not only Sumter County and its partners at the local level, but also state, federal, non-governmental organizations, non-profit private sector industry, individuals, families, and communities. Both the composition of the community and the individual needs of community members must be accounted for when planning and implementing disaster strategies.
When the whole community is engaged in a partnership, it can identify its core capabilities and the existing resources that may be used to address them.
Principles Understand and meet the actual needs of the whole community. Community engagement can lead to a deeper understanding of the unique and diverse needs, including its demographics, values, norms, community structures, networks, and relationships.
Engage and empower all parts of the community. Engaging the whole community and empowering local action will better position stakeholders to plan for, meet the actual needs of a community, and strengthen the local capacity to deal with the consequences of all threats and hazards.
Strengthen what works well in communities daily. Finding ways to support institutions, assets, and networks that already work well in communities and address issues that are important to community members.
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CEMP Relationship to other Emergency Plans Figure 2 illustrates how the All-Hazard CEMP relates to the many types of other emergency plans. These plans and others overlap and can be multi-dimensional.
Figure 2 - CEMP Relationships
Emergency Management Daily Management Structure
County Government Organization Sumter County operates under the authority of the five members of the Sumter Board of County Commissioners, and the five Constitutional Officers (Sheriff, Clerk of the Circuit Court and Comptroller, Tax Collector, Property Appraiser, and Supervisor of Elections). Each is directly accountable to its constituents, independent of each other, and responsible for the administration of their respective departments/agencies.
The Sumter County Board of County Commissioners has the legal authority to coordinate, control, and direct the actions and programs of the county departments directly under its organizational structure (See Figure 3 “Sumter County Government Chart”). Each of the remaining governmental authorities (School Board, Sheriff, Clerk of the Circuit Court and Comptroller, Tax Collector, Property Appraiser, and Supervisor of Elections) retains its independent authority and legal responsibilities vested in them as government entities or Constitutional Officers.
The Village Center Community Development District (VCCDD), the Sumter County School District, and municipalities do not fall under the direct control of the Sumter Board
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of County Commissioners. These entities retain their independent authority and decision- making consistent with their legal responsibilities. However, they are required to coordinate their emergency management actions and plans with that of Sumter County Emergency Management.
The Sumter County Board of County Commissioners bears the legal authority for establishing and maintaining the county’s emergency management program under Chapter 252, F.S. The Board established the Emergency Management Program in Chapter 8, Article V, Sumter County Code of Ordinances. The BOCC created an Emergency Management Division to oversee the program with an appointed director reporting directly to the Assistant County Administrator. The EM Director is responsible for developing the program and its activities into a single, integrated program.
Figure 3 - Sumter County Government
Sumter County Emergency Management Sumter County EM has the primary responsibility for the administration of emergency management activities. Within the scope of that responsibility, the EM Director oversees or participates in a variety of committees and working groups both locally and regionally, whose focus is on daily, non-emergency planning activities. The Emergency Management staff members develop plans, provide training, develop exercises, monitor threats, provide public education, oversee mitigation activities, and provide technical
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assistance to other organizations engaged in the emergency management planning process for their agencies. The Emergency Management staff maintains the Emergency Operations Center (EOC), a command and control facility used to manage disaster response operations.
Sumter County Emergency Management Advisory Committee (EMAC) Section 8-72, Sumter County Code of Ordinances establishes the Emergency Management Advisory Committee (EMAC) and its composition. The EMAC provides executive-level, non-emergency direction in the comprehensive emergency management program allowing for coordinated input by the stakeholders in the preparation, implementation, evaluation, and revision of the EM Program. The EMAC meets a least annually but may meet more often to review program activities as determined by the EM Director. The EMAC may form sub-committees to fulfill specific missions in furtherance of the EMAC’s goals. Sub-committee membership is not restricted to EMAC members. The EM Director may also combine the EMAC meeting with other meetings such as the Local Mitigation Strategy Working Group and Multi-Year Training and Exercise Program Meetings.
Sumter County Local Mitigation Strategy Working Group (LMS) The purpose of the LMS is to coordinate all mitigation activities within the county. The LMS develops and revises the Local Mitigation Strategy Plan and prioritizes local mitigation projects. Membership is open to all jurisdictions, county government, private and civic organizations, property owner associations, state agencies, independent special districts, and non-profit organizations supporting mitigation efforts. The Sumter County LMS meets at least annually.
Regional Collaborative Groups Sumter County works with numerous regional groups on a collaborative basis. Emergency Management staff regularly meets with the EM staff from surrounding counties to discuss current issues and best practices. Supporting agencies attend regularly scheduled meetings that include the East Central Florida Local Emergency Planning Committee (LEPC), the Tampa Bay Regional Domestic Security Task Force (RDSTF), and the Tampa Bay Urban Area Security Initiative (UASI).
Leadership and Authority during a Disaster Section 252.38, F.S., delineates the emergency management responsibilities of political subdivisions in safeguarding the life and property of citizens and other persons within the political subdivision.
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The Sumter County Board of County Commissioners
Shall perform emergency management functions within the territorial limits of Sumter County and conduct those activities under Chapter 252, F.S. and per state and county emergency management plans and mutual aid agreements
Has the authority to establish, as necessary, a primary and one or more secondary emergency operation centers (EOC’s) to provide continuity of government, and direction and control of emergency operations
Has the authority to appropriate and expend funds; make contracts; obtain and distribute equipment, materials, and supplies for emergency management purpose; provide for the health and safety of persons and property, including assistance to survivors of an emergency; and direct and coordinate the development of emergency management plans and programs under the policies and plans set forth by federal and state emergency management agencies
Has the authority to request state assistance or invoke emergency-related mutual aid assistance by declaring a local state of emergency. The duration of the local state of emergency shall be limited to seven (7) days, and it may extend as necessary in seven-day increments.
The county also has the power and authority to waive the procedures and formalities otherwise required of Sumter County by law, pertaining to:
o Has established an Emergency Management Program and an Emergency Management Division to manage the program o Has developed a comprehensive emergency management plan and program that are consistent with the state comprehensive emergency management plan and program o Recognizes the right of municipalities within the County to establish their own emergency management plans and programs. Those municipalities establishing emergency management programs will coordinate their activities and programs with Sumter County Emergency Management in accordance with Section 252.38(2), F.S. o Performance of public work and taking whatever prudent action is necessary to ensure the health, safety, and welfare of the community o Entering into contracts and incurring obligations o Employment of permanent and temporary workers o Utilization of volunteers o Rental of equipment o Acquisition and distribution, with or without compensation, of supplies, materials, and facilities o Appropriation and expenditure of public funds o Is a signatory to the Statewide Mutual Aid Agreement
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Sumter County Sheriff This plan acknowledges that the Sumter County Sheriff has statutory authority for those incidents described in Chapter 870, F.S. The Board of County Commissioners may assist the Sheriff by activating this plan to support law enforcement operations.
Levels of Declarations The term “disaster” means any natural, technological, or civil emergency that causes the damage of sufficient severity and magnitude to result in a declaration of a state of emergency by a county, the Governor, and/or the President of the United States. A disaster is classified by the number of governmental resources needed to cope with the situation in addition to the magnitude and severity of the incident. The more resource- intensive the incident becomes, the higher the disaster classification. Response and recovery efforts vary with disaster size and level of impact.
Section 252.38, F.S. authorizes the Sumter BOCC to declare a Local State of Emergency for the entire county to cope with the consequences of a disaster. The BOCC issues the declaration by resolution, which stands for seven days or less. The BOCC may continue the State of Emergency in seven-day increments until the emergency is abated.
Chapter 252, F.S. authorizes the Florida Governor's authority to declare a State of Emergency and to commit state resources to assist the County when its resources become overwhelmed. The Governor issues a declaration through an executive order.
The Stafford Act authorizes the president to declare a "major disaster" or "emergency" in response to an incident or threatened incident that overwhelms the response capability of state or local governments. A presidential declaration under the Stafford Act enables access to disaster relief assistance and funds as appropriated by Congress. An Emergency declaration authorizes federal resources immediately to be deployed to assist the State and Sumter County in coping with the immediate consequences of the disaster. A Major Disaster declaration allows federal recovery programs to help the State and the County in its recovery efforts. These recovery programs are discussed in more detail in the Recovery Annex.
The EM Director will transmit any Local State of Emergency promulgation to the State Emergency Operations Center through State WebEOC if activated, or the SEOC Watch Office. The EM Director will also email a copy of the declaration to the FDEM Region 4 Coordinator as a redundant measure.
Key Government Officials Lines of Succession The following details the key government officials who will ensure leadership authority and responsibility during emergencies for issues within the county’s scope of authority:
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Board of County Commissioners (BOCC)
1. BOCC Chairman 2. BOCC Vice Chairman 3. BOCC 2nd Vice Chairman 4. County Administrator 5. Assistant County Administrator
Emergency Organization The on-scene commander, or Incident Commander, in emergency response, is a local official, usually an emergency services officer from police, fire, or emergency medical service (EMS). This individual, or individuals in the case of Unified Command, maintain direction and control of field operations. As an incident expands with community-wide impacts, the County provides additional resources several layers for command and control.
National Incident Management System and Incident Command System In September 2005, the BOCC adopted, by resolution, the National Incident Management System (NIMS) as the County’s standard for incident management. Sumter County has aligned its policies, procedures, and structures with that of the NIMS. NIMS further outlines a consistent management structure, called the Incident Command System (ICS).
For all field operations, Sumter County will use the Incident Command System, which can be converted to a Unified Command, if the incident crosses agency or jurisdictional boundaries. Incidents that cause widespread damage and loss of life and property will require increased participation from all county and partner agencies and state and federal resources if local capabilities are exhausted. Additionally, area commands, or unified area commands, may also be established. Field responders should follow Florida’s Field Operations Guide when establishing an incident command structure.
Incident Management Structure Differences Incidents range from minor vehicle accidents to catastrophic disasters resulting from hurricanes. The incident’s complexity determines the required resources, training, capabilities, and command structure. The NIMS classifies incidents by their complexity, Type 1 through Type 5, as illustrated in Table 2. The management structure may differ for each incident based on its type and nature. For example, an incident involving one or more vehicles (Type 5 Incident) may require a single or unified ICS structure. A small tornado (Type 3) may extend in multiple operational periods with some or all ICS general and command staff positions filled with the logistical support of the EOC.
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A major hurricane impact may require establishing an area command through the EOC supported by the Sumter Board of County Commissioners and its Executive Policy Group to make significant strategic and some tactical response decisions to support field responders and affected citizens. The Sumter County Sheriff and the Department of Health Director in Sumter County also have their statutory authorities placing them in lead roles for certain incidents.
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Incident Complexity
A Type 1 incident is the most complex and requires National resources for management and operation All command and general staff positions are filled Branches need to be established A written incident action plan (IAP) is required for each operational period Type 1 The EM Director will provide briefings and ensure that a complexity analysis and delegation of authority are updated There is a high impact on the local jurisdiction, which requires additional staff for office administrative and support functions 500 personnel or more, per operational period. 1,000 or more total personnel for the incident
A Type 2 incident extends beyond the capabilities of local control. Multiple operational periods are to be expected. This incident may require a response from regional or national resources for management and operation Most/All command positions are filled Type 2 A written IAP is required for each operational period Many of the functional units are needed and staffed The EM Director will provide briefings and ensure that a complexity analysis and delegation of authority are updated 200 or less personnel per operational period. 500 personnel total for the incident
During a Type 3 incident, needs exceed the capability of the local jurisdiction Some or all of the command and general staff positions are activated as well as group supervisors or unit leader level positions A Type 3 Incident Management Team (IMT) manages the initial action incidents Type 3 with a significant number of resources until control is achieved and the incident can transition to a Type 1 or 2 incident The incident may extend into multiple operational periods A written IAP may be required for each operational period
Command and general staff are only activated as needed Several resources are needed to mitigate the incident, possibly a task force or strike team Usually limited to one operational period Type 4 The EM Director may conduct briefings A written IAP is not required. Documented operational briefings will occur for all incoming resources The EM Director will develop operational plans to include objectives and priorities
A Type 5 incident can be managed and controlled by one or two single resources with up to 6 personnel Command and general staff positions are not activated Type 5 A written IAP is not required The incident is contained within the first operational period Examples include: a vehicle fire, injured person, or a police traffic stop
Table 2 - Incident Complexity
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Emergency Operations Center Organization When activated, the Emergency Operations Center (EOC) serves as the County’s central coordination, command, and control point for emergency-related operations and activities, and requests for resources. In the event the primary EOC is not functional, the secondary EOC will be activated.
Primary EOC: The Villages Sumter County Public Safety Center 7361 Powell Road, Wildwood, FL 34785
Secondary EOC: The Bushnell Public Safety Center 250 E. McCollum Ave, Bushnell, FL 33513
Figure 4 - EOC Organization
Executive Policy Group Direction and control of all government-related activities during the response, recovery, and long-term redevelopment of an emergency event is the responsibility of the Sumter County Board of County Commissioners. During emergencies, the BOCC may declare a
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local state of emergency and delegate authority to the Executive Policy Group (EPG) to make policy decisions consistent with the CEMP. The EPG will have the power and authority to make decisions with the intent of preserving life and property. The Executive Policy Group includes the following members:
Chairman of the Sumter County Board of County Commissioners County Administrator EM Director Sumter County Fire and EMS Chief Sumter County Sheriff Sumter County Superintendent of Schools The Villages Public Safety Department Chief Director, Department of Health in Sumter County Mayor, City of Wildwood Mayor, City of Bushnell Mayor, City of Coleman Mayor, City of Webster Mayor, City of Center Hill The Villages Charter Schools Director of Education District Manager, VCCDD
Emergency Support Functions (ESFs) Emergency Support Functions are those essential services that have to be provided before, during, and after a disaster impact. ESFs, however, are not organizations for response and recovery. They are groupings of common, needed capabilities in emergencies into an organizational structure. Their functions are to provide support, resources, program implementation, and services that are most likely needed to save lives, protect property and the environment, and restore essential services and critical infrastructure. Table 3 shows the Sumter County lead agencies for each ESF along with the State’s ESF leads. Table 4 illustrates the primary and secondary agencies.
The goal of each ESF is to have at least three individuals who are fully trained and capable of performing their duties and responsibilities in the EOC. It is essential to staff two shifts per day in the EOC for each activated ESF. Each situation is different, and depending on the scope of the disaster/emergency, not all ESFs may be activated or require 24-hour staffing. After three days of EOC activation, the County expects that mutual aid resources would be required to relieve EOC members due to the lack of staff availability.
A department or agency may be designated as the primary agency for an ESF for several reasons. The agency may have a statutory responsibility to perform that function, or through the agency may have developed the necessary expertise to lead the ESF. Upon activation of the EOC, the lead agencies for the ESFs will designate a representative in the EOC to coordinate that ESF. It is up to the primary agency's discretion as to how
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The primary department or agency for each ESF will be responsible for identifying the particular core competencies or resources that will accomplish the mission and coordinate the delivery of that resource to the local government.
There may be additional functions not listed in this plan. The event or incident will dictate those required functions needed in the EOC organization.
On the following pages, Table 3 identifies the primary and support agencies that are assigned for each ESF.
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Table 3 - ESF Primary (P)/Secondary (S) Agency Matrix
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EOC Command and General Staff Sumter County’s EOC organizational structure incorporates the eighteen (18) ESFs into an EOC/ICS interface. This EOC structure includes Command and General Staff. The nature of the incident will dictate the actual structure and reporting chain. Figure 4 shows where each ESF is located within its assigned Section.
EOC Activation Levels For consistency, Sumter County EOC Levels of Activation are identical to those used in the State of Florida’s EOC. They are adjusted to commensurate to the type of incident and/or threat.
Level Activation EOC Staffing
Routinely monitoring severe weather potential, threats, and initial incident reports. This activation level does not necessarily require Level III Monitoring opening the EOC facility as ongoing actions to monitor and follow-up may be conducted via phone or radio communications. Selected Emergency Operations Center (EOC) staff members are notified. This level involves limited agency activation. It is used for situations requiring a selection of Emergency Support Functions. This Level II Partial level is selected based on the anticipated number of functional areas required to support a particular incident or as a downgraded condition from full-scale EOC activation.
A full Sumter County activation may be implemented for a major event. All lead and support agencies are notified. EM personnel, the Executive Level I Full Policy Group (EPG), all sections and branches, ESF staff, as well as state and federal representatives staff the EOC.
Table 4 - EOC Activation Levels
Roles and Responsibilities To maintain and implement the Sumter County CEMP, as well as the associated hazard mitigation and emergency preparedness programs, county agencies and participating organization accept the responsibilities described below:
General Responsibilities All County departments, constitutional officers, municipalities, and participating community agencies are responsible for the following general items:
Develop the necessary functional annexes, appendices, standing operating guidelines, and checklists for the effective, efficient organization and performance of functions required to respond to, mitigate, and recover from an emergency or disaster event
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Designate and train essential personnel regarding emergency staffing, assignments, and responsibilities for emergency operations
Ensure staff members tasked to work in the EOC has the authority to commit resources and set response policies
Secure facilities, property, and equipment under their control, and take actions to mitigate vulnerabilities to physical damage and operational failure during a disaster
Maintain accurate records of emergency-related expenditures (such as personnel, supplies, and equipment costs
Protect essential agency and organizational records to provide normal government operations following an emergency and/or disaster event
Provide staff, supplies, and equipment (as required and available) in support of emergency response and recovery operations
Sumter County Board of County Commissioners Provides general direction and control over emergency management programs and functions within the County
Establishes policy, regulations, and requirements governing county programming and capabilities in hazard mitigation, emergency response, and disaster recovery
Takes such actions necessary for the protection of public health, safety, and welfare as authorized under sections 252.31 - 252.92, F.S. and to request such additional authority from the Governor of Florida as required
Provides, with or without compensation, rescue teams, fire and law enforcement personnel, and other emergency workers, in accordance with the Statewide Mutual Aid Agreement
Establishes and maintains the County EOC and ensure that it is adequately equipped to initiate and sustain actions to direct and coordinate emergency response and disaster recovery operations in Sumter County
Assigns and makes available for duty; the employees, property, or equipment of Sumter County as needed to protect lives, property, and the welfare of the community
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Ensures necessary reports, documentation, and records are prepared and preserved regarding disaster-related operations and that they are submitted to State and Federal agencies, as required
Provides for post-disaster repair and restoration of county public facilities, utilities, and services, and provide assistance and coordination with state, federal, and private sector agencies and organizations to restore the impacted communities to normalcy as soon as feasible under the circumstances
Coordinates municipality and county agency requests for assistance with the State in accordance with the Statewide Mutual Aid Agreement
Sumter County Administrator Establishes managerial and administrative policies and requirements for county agency participation in emergency management programs
Directs implementation of county agency actions to establish lines of succession for key positions, to protect facilities and systems under the County Administrator’s control, and to preserve vital records and critical documents to ensure the continuity of county government during and after major disasters
Reports to the County EOC upon request of the County EM Director and assume operational control of all county resources mobilized in response to an emergency
Convenes the BOCC and presents recommendations for a declaration of a local state of emergency and/or for emergency ordinances and legal actions indicated by the characteristics of the incident
Advises the Chairperson when the EPG should be activated to ensure continued coordination of activities and the municipal governments during the emergency
Acts as the County’s spokesperson for media briefings and other public information activities
During and after a disaster, represents the interests of the County to the chief executives of the county’s municipalities and State and Federal agency leaders, as well as to the Governor of Florida and the President of the United States
Municipalities and The Village Center Community Development District Cooperates with county efforts in comprehensive emergency management program development, emergency plan and procedure preparation, training and exercises, as well as with public information and awareness efforts
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Develops plans and procedures to supplement this planto fulfill its service delivery
Designates and provides liaisons to the County EOC based upon EOC activation levels and/or at the request of the Sumter County EM Director. Be prepared to deploy representatives to the County EOC for meetings of the EPG
Throughout an incident period, assesses District needs and reports them through its liaison at the County EOC, coordinate County, and municipal response operations as necessary
Establishes or be prepared to establish a municipal EOC or equivalent that has a capability consistent with the emergency response and disaster recovery needs of its residents and businesses
Provides all available resources to support operational requirements during emergency conditions when required, including utilization of resources available through mutual aid sources
Cooperates with implementation of any applicable emergency actions promulgated by the BOCC or EPG pursuant to a declared state of emergency, including protective actions and emergency ordinances for public safety
Establishes and deploys damage assessment teams to assess the damage within the Devlopment District and report such damage to the County EOC on a timely basis; Cooperates with the county, state, and/or federal damage assessment teams upon their deployment
Provides prime locations with adequate space, personnel, and supplies as needed to establish Disaster Recovery Centers
Keeps Sumter County abreast of all evacuation and re-entry efforts and coordinate efforts with the Sumter County EM Director
Identifies and coordinates the provisions of public property to be used as temporary housing areas during short and long-term recovery
Coordinates with local fuel entities to evaluate fuel capacity and plans to address disruption or shortfalls
Handles all funding and payments for expenditures that may arise related to the disaster response and recovery, including equipment leases, purchases, or resources requested for which costs are incurred
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Accounts for all financial management activities, including tracking of expenses, personnel time, etc., and for submitting requests for reimbursement to State and Federal programs, if applicable
Sumter County Emergency Management Director Serves as the county’s principal official for oversight and coordination of emergency management program development, maintenance, and implementation
Serves as a technical resource to other county and municipal officials regarding comprehensive emergency management activities
Maintains, updates, and improves the Sumter County CEMP, as well as directly associated and supportive appendices, annexes, and procedures
Ensures the operability of the County EOC and its equipment, as well as the adequacy of materials, supplies, forms, and similar tools needed to initiate and sustain county emergency response operations
Notifies and advises the County Administrator, municipalities, and county agency leaders, as well as state and federal emergency management agencies of the nature, magnitude, and effects of the emergency impacting Sumter County
Serves as the EOC Director during the EOC activation. Supervises EOC support staff, ensures information flow and documentation of actions, as well as facilitates coordination and tasking of County ESFs
Serves as a qualified County spokesperson to deliver the Emergency Management Program’s messages and information
Facilitates coordination of county operations with those of state and federal agencies before, during, and after disaster operations. When needed, serves as the point of contact for municipal, state, and federal officials for initial coordination of emergency operations until coordination duties assumed by the applicable County ESF
Advises the County Administrator of the need for and scope of disaster recovery operations and facilitates the transition of county operations from emergency response to disaster recovery
Provides for post-event analysis of county operations and modification of plans, procedures, and capabilities accordingly
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Provides advice and assistance to County agencies, municipalities and participating community organizations in developing and revising emergency and disaster operating plans and procedures
Ensures that adequate training and exercise opportunities are available to county and municipal officials in the implementation of emergency response and disaster recovery operations
Develops and maintains a program that identifies, registers, and assists persons with special needs
Sumter County Sheriff’s Office The Sheriff is part of the Executive Policy Group and performs the constitutional duties of the elected office. The Sheriff provides for coordination of all law enforcement and security throughout the County.
BOCC Departments, ESF Lead, and Support Agencies
Appoint responsible individuals to coordinate who will assist in both contingency planning and for actual emergency/disaster response and recovery operations in the County EOC as staff for the designated ESF:
Develop and maintain operating procedures to implement the emergency functions defined for the department
Obtain necessary equipment, supplies, materials, and facilities needed to support agency emergency response and disaster recovery operations
Coordinate routinely with other agencies assigned to the ESF to ensure the adequacy of inter-organizational procedure development, training, and resource procurement
Maintain a current internal notification, response, and recall roster and communications system and plans to ensure 24-hour, seven-day staffing of the ESF positions.
Maintain as current, the necessary contact information, agreements, contracts, or other documentation and data required to access goods and services from vendors and contractors quickly
Provide a pool of non-tasked personnel to Employee Services for staffing of incident facilities and operations
Ensure that personnel from all designated ESF agencies participate in training programs and exercises related to the implementation of the ESF and this plan
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Monitoring, Communications, and Warning Sumter County Emergency Management is actively involved in all phases of an emergency. It has procedures in place to monitor impending or imminent threats to the county and procedures for interagency communications and public warning before, during, and after an event. Sumter County will follow the Florida Domestic Security Strategic Plan as the overall strategy among disciplines to coordinate all-hazard prevention activities.
The following subsections will address the monitoring, communications, and warning mechanisms in place in Sumter County:
Monitoring and Situational Awareness Sumter County Emergency Management engages in a variety of monitoring and situational awareness activities to ensure that the county has the latest information on developing situations and can disseminate that information to important response agencies within the county.
The following table highlights the various tools Emergency Management uses to monitor all-hazard situations in communication with the local, state, and federal authorities:
Monitoring Lead Hazard(s) Description Tool Agency/Correspondence Monitored An instant messaging program used by NWS to share critical warning Weather-related NWSChat National Weather Service decision expertise and Hazards other weather information between NWS and the EM community FDEM will hold webinars with the counties to provide State situation updates and FDEM All-Hazards Webinars determine counties’ individual situations and potential resource needs NWS briefs the counties on Thursday the upcoming weekend Weather-related Weekend NWS National Weather Service weather to ensure Hazards Webinar situational awareness through the weekend
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Monitoring Lead Hazard(s) Description Tool Agency/Correspondence Monitored FDEM conference calls with the counties provides State situational awareness on Conference FDEM All-Hazards potential impacts of Calls emerging homeland security incidents FDEM/NHC conference calls with the counties gives the counties an State/NHC FDEM/National Hurricane operating picture on Conference Tropical Systems Center potential impacts of tropical Calls systems and determines current needs from counties The SEOC provides email State EOC messages to the County Email FDEM EM directors of significant All-Hazards Messaging incidents occurring within the region or counties
Department of The DOH is Sumter County Health in provides messages of Sumter FDOH Public Health Hazards emerging public health County threats Bulletins State WebEOC is the web- based information management software platform adopted by the State of Florida for emergency management. The platform allows the State State WebEOC FDEM Emergency Response All-Hazards Team composed of county, state, federal, volunteer, and mutual aid entities to use the same operating environment when responding to and recovering from an emergency. A real-time web-mapping tool that displays current incidents on an interactive SERT GATOR FDEM map to provide a common All-Hazards operating picture and situational awareness to FDEM and County EM. Table 5 – State-Monitoring Tools
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In addition to the monitoring resources provided by the state and local/national weather offices, Sumter County utilizes local information sources and web-based programs to aid in the decision-making process and provides situational awareness:
Monitoring Tool Description
Local radio, TV broadcast Sumter County monitors local radio, television, and fire channels, stations, fire among others, to remain updated on situations affecting the county channels, etc.
A web-based evacuation decision support tool that uses NHC data on Hurrevac the current tropical system and evacuation study data to aid EM staff in determining if and when their population will need to evacuate
A web-based EM coordination tool that is accessible to all response WebEOC entities in Sumter County and is used to provide situation updates and coordinate with county entities during all phases of an emergency
Citizens can call one of two PSAPs to report incidents, emergencies, Citizen Calls and information.
Citizens’ The Citizens’ Information Center (CIC) is activated during large Information emergencies or disasters to answer public inquiries. Center Table 6 - Local Monitoring Tools
Sumter County Emergency Management will relay this information to its response partners to ensure all they are aware of the situation and prepared to respond if needed. The following table lists the primary methods Emergency Management uses to exchange information among internal and external stakeholders:
Information Dissemination Method Description
Emergency Management will call specific ESFs and other stakeholders directly to Telephone/Conference Call/Webinar discuss emerging threats. There is a multi-line conference call bridge available.
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Information Dissemination Method Description
Emergency Management communicates with its stakeholders using email applications. Specifically, Emergency Management staff will transmit a Sumter Flash Report to the EM stakeholders Email detailing the current situation, what actions agencies are taking, what actions stakeholders should take and are currently taking, and what to expect in the coming hours or days. Emergency Management will conduct a threat briefing in person or through a conference call to all applicable agencies, detailing the potential impacts to the EOC Threat Briefing county, as well as actions currently being taken by the county, state, and federal government in response to the threat and answer any questions.
Emergency Management may establish an incident within WebEOC so that WebEOC authorized stakeholders can monitor status, resource requests, and response actions. Table 7 - Information Dissemination Method
Communication Sumter County has communications systems to ensure the effective dissemination of information to and from the county. Information flows to and from the communication centers to relevant local, state, and federal agencies, depending on the situation.
County Warning Point (CWP) The County Warning Point’s primary goal is to establish and maintain a constant, countywide warning, and notification system. CWP communications staff receive and communicate timely warnings to appropriate officials and the public concerning actual or potential severe weather, flooding, hazardous material releases, and other situations, so that appropriate preparedness or response actions may be taken. The CWP staff also provides updates to local and state officials, as reported incidents evolve or de-escalate.
The County Warning Point is staffed twenty-four (24) hours a day, seven (7) days a week to receive E-911 calls, dispatch first responders to incidents, and provide alerts and warnings. The primary County Warning Point is located in the Fire & EMS Communication Center located at The Villages Sumter County Public Safety Center (Fire
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& EMS Dispatch Center), 7361 Powell Road Wildwood. The secondary CWP is the Sumter County Sheriff’s Office Communication Center, located at 7361 Powell Road Wildwood, Florida.
State Watch Office (SWO) The State Watch Office is the primary contact point in Florida for emergency communications between local, state, and federal response agencies. Located in the State Emergency Operations Center, communications operators and emergency planners staff the SWO twenty-four (24) hours a day, seven (7) days a week. They provide notification to key state officials, the affected counties, and other members of the State Emergency Response Team (SERT).
Sumter County is required to report notable incidents to the SWO. The SWO has a list of incident types that must be reported. Such incidents may include but are not limited to severe weather, wildfires, geologic events, large-scale traffic incidents, hazardous material releases, civil unrest, terrorist threats, and public health emergencies. The SWO will open an Incident Recorder form to log information about the reported event and will notify all appropriate agencies of the incident.
While these locations serve as primary answering points for vital and sensitive emergency communications both locally and with the state, there are communications systems that enable redundant communication between Sumter County, the state, and the federal government, if needed.
Below are various communications modes utilized by Sumter County:
800 MHz Radio System Sumter County’s public safety radio system consists of a Motorola digital ASTRO P-25 800 MHz network. A fully interoperable radio system allows internal and external radio users to talk to each other as long as they are using compatible 800 MHz radios. The system offers complete county-wide coverage for all fire, law enforcement, and governmental agencies in Sumter County, with planned growth capacity. It is also part of the Florida Information Network, which provides cross communications with other mutual aid radios.
SEOC WebEOC SEOC WebEOC is a web-based platform adopted by FDEM to be utilized as an information and resource management tool. It allows county, state, and federal mutual aid entities to see the same operating picture when responding to and recovering from an
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Amateur Radio Radio Amateur Civil Emergency Service (RACES) and Amateur Radio Emergency Service (ARES) volunteers provide alternative emergency communication services to Sumter County public safety agencies when primary communication systems are inoperative. The volunteers also provide communications services such as welfare checks to community members.
Sumter County Emergency Management possesses several radios that transmit on the amateur radio bands including two, dual-band repeaters. There are radios located in the EOC that can operate on high frequencies, very high frequencies, and ultra-high frequencies. These radios are capable of communicating locally and statewide.
Warning Systems
AlertSumter Alert Sumter is an emergency alert service offered to the citizens of Sumter County. The system is paid for by the Florida Division of Emergency Management and powered by Everbridge, Inc. Sumter County Emergency Management Sumter County Fire & EMS, Sheriff’s Office are authorized to issue emergency notifications using AlertSumter. It is used to send critical communications, from evacuation notices to severe weather alerts. Residents can register for this service, which sends notifications in the form of telephone calls, text messages, and emails.
NOAA Weather Radio (NWR) NOAA Weather Radios are connected to a nationwide network of radio transmitters broadcasting continuous weather information directly from the nearest National Weather Service office. NWR broadcasts official weather warnings, watches, forecasts, and other hazard information twenty-four hours a day, seven days a week. Sumter County EM maintains a radio transmitter in Sumterville on a frequency of 162.500 MHz. In addition to weather information, the NWR broadcasts emergency information for non-weather events. The citizens of Sumter County are encouraged to use NWRs in their homes and place of business, if possible.
Integrated Public Alert and Warning System (IPAWS) The Integrated Public Alert and Warning System (IPAWS) is a comprehensive, coordinated, integrated system that can be used by authorized public officials to deliver 33 | B a s i c
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effective alert messages to the American public. An IPAWS message can be created using AlertSumter (Everbridge), and once authenticated; it is delivered over multiple communications pathways, including the Emergency Alert System, commercial mobile services, Internet services, NWS services, state and local alerting systems, and alerting technologies for persons with access and functional needs.
Preservation of Vital Records The Florida Constitution provides for the Sumter County Clerk of Circuit Court and Comptroller to act as the Official Clerk to the Board of County Commissioners. The Clerk maintains all official records that include Board actions, Board financial transactions, resolutions and ordinances, official records, tax deed sales, and mortgage foreclosure sales. All vital records are transported to and stored at off-site, certified storage locations. Constitutional Officers maintain their vital records according to their governing rules, regulations, and procedures.
Board departments are responsible for scanning their vital records to the County’s storage server. Sumter County contracts all information technology services to The Villages® Technology Solutions Group (TSG) with the contract oversight provided by the Sumter County Administrative Services Manager. TSG conducts daily backups of these vital records and stores them at on-site and off-site locations.
Special Need Registry Per Chapter 252, F.S., Sumter County Emergency Management maintains a registry for persons with special needs that may require additional assistance with emergency notification, transportation, and sheltering.
The Department of Health (DOH) in Sumter County prescreens registrants to determine their eligibility for the services requested and the level of assistance required. Pre- screening is conducted by the DOH Special Needs Coordinator. Pre-screening includes reviewing the submitted application and a phone interview with the registrant. Once pre- screening is completed, the DOH Special Needs Coordinator will inform the registrant of their status in one of three categories:
Does Not Meet Criteria – Registrant does not meet DOH criteria for the Special Needs Shelter. They are referred to the County’s general population shelters. Meets Criteria – Registrant is referred to the Special Needs Shelter at the Wildwood Community Center. Exceeds Criteria – Registrant is referred to a healthcare facility capable of meeting their needs during an incident.
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Information on how to register is located on the Sumter County Emergency Management webpage (www.sumterprepares.com), in the Sumter County Emergency Preparedness Guide, and distributed to home healthcare providers. Local newspapers routinely print registry information throughout the year. Annually, the SECO Energy distributes registration information in its June billing.
Sumter County uses the State’s definition of special needs. Sumter County intends to comply with federal and state regulations regarding persons with disabilities and functional needs.
Public Education and Outreach Sumter County maintains an ongoing public education program to encourage citizens to attain a level of preparedness for the hazards listed in the HIRA. To accomplish this, the Emergency Management staff undertakes several outreach activities throughout the year using the following outlets. During emergencies, the county and its municipalities may also use these outlets to keep citizens informed of emergency actions.
Presentations and Programs The Emergency Management staff routinely provides speakers for emergency management-related presentations. These presentations contain basic information on emergency preparedness, as well as specific hazard information. Requests for presentations can go directly to Sumter County Emergency Management or through County Administration.
Emergency Management attends special events throughout the year to provide in-depth information through discussions, printed material, and presentations:
Sumter County Fair Municipal seasonal festivals NOAA Weather Radio Programming Events Library presentations SKYWARN courses The Villages® Annual Hurricane Expo The Villages® Government Day event Chamber of Commerce programs Civic organization programs
Outreach Campaigns Emergency Management participates in annual outreach campaigns such as:
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Hazard Weather Awareness Week Hazardous Materials Awareness Week Hurricane Preparedness Month Emergency Preparedness Month Fire Prevention Week See Something, Say Something Run, Hide, Fight
Local Media Most Orlando and Tampa commercial radio and television broadcast stations can reach Sumter County. Locally, there are a few low powered radio stations in the area. The EM staff can request public service announcements to be aired through media release process. These announcements contain information about upcoming preparedness events as well as presentations regarding topics such as hazardous weather and hurricane preparedness topics.
Print Media Local newspapers provide emergency preparedness information with more detail. The most common print media outlets are:
Name Service Circulation Comments
The Villages Daily Public Notices and Daily Countywide Sun legal advertisements
Sumter Times Weekly Countywide
Leesburg Daily Daily Countywide Commercial Table 8 - Local Print Media Outlets
Internet Resources The following are the most common internet resources that provide local emergency preparedness information:
Page URL Address Content County website sumtercountyfl.gov General Information Emergency Sumter Emergency www.sumterprepares.com Preparedness & Management Page Evacuation Routes Sumter GIS Page https://sumtercountygis.maps.arcgis.com Flood zone maps
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Department of Public Health Health in Sumter www.sumter.floridahealth.gov Information County Emergency Florida Division of Preparedness & Emergency www.floridadisaster.org Evacuation Management Information Florida Forest https://www.freshfromflorida.com/Divisions- Wildfire Preparedness Service Offices/Florida-Forest-Service Table 9 - Internet Resources
Major Cable Providers There are three major cable providers in Sumter County:
1. Spectrum 2. Comcast / Xfinity 3. Lumens (Formerly CenturyLink)
Social Media While Sumter County Emergency Management does not have a specific social media outlet. Citizens may find useful information on the County’s internet pages. Each municipality also has its web page. The Villages Districts Governments, City of Wildwood, Sumter County Sheriff’s Office, and the City of Bushnell have Facebook and other social media outlets.
Functional Needs and Disability Outreach Sumter County will provide all emergency preparedness information to any person or group in the appropriate format to reasonable accommodations. This includes obtaining American Sign Language interpreters, braille print, large print, and translation into other languages.
Training
The goal of emergency management training is to provide personnel with the knowledge, skills, and abilities for an effective and coordinated response to those emergencies that may affect Sumter County, as identified in this plan. The emergency management-training program specifically addresses the National Preparedness Goal’s five mission areas and core capabilities. The Sumter County EM Director is responsible for the coordination of emergency management training. Organizations with assigned tasks under this plan shall participate in emergency management training and exercises, as required.
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Multi-Year Intergrated Preparedness Plan (MYIPP)
Each year, the EM Director develops and/or revises an MYIPP. This three-year training strategy provides a roadmap that Sumter County’s stakeholders can use to obtain or validate the capabilities described in this CEMP. It specifically identifies training gaps, training courses, providers. It prioritizes them using a whole community approach; businesses, non-governmental organizations, faith-based and social organizations, and other stakeholders are encouraged to participate in the development of the MYIPP.
The EM Director obtains stakeholder input through regularly scheduled EMAC meetings. Participants set training, exercise priorities and assist in the development of the overall strategy. The EM Director incorporates updates and refines the MYIPP annually using the participants’ feedback.
Sumter County’s MYIPP is also incorporated into the Tampa Bay Regional Domestic Security Task Force’s and the state of Florida’s MYIPPs. The Florida Division of Emergency Management further submits its MYIPP to the Department of Homeland Security, where Sumter’s formal training goals are provided to the National Domestic Preparedness Consortium for scheduling. This process encourages and facilitates multi-jurisdictional and multi-disciplinary participation at all levels of government. It also provides a linkage between collaborative training and exercise planning efforts and funding/resourcing processes.
Local Training Program
The Sumter County Emergency Management staff provides competency-based training throughout the year that incorporates the assessment, development, and implementation of a training strategy for public officials, staff, volunteers, response personnel, business leaders, and non-governmental organizations. Each of the tasked organizations that participate in Emergency Management activities has the responsibility to promote and take part in training that will ensure effective implementation of the policies and provisions of this plan. Training is provided through various levels that range from on-the-job training to formal education. The Emergency Management staff monitors regional, state, and national training opportunities and communicates those offerings to the target audiences.
State Emergency Response Team Training Resources and Activity Center (SERT TRAC)
The Florida Division of Emergency Management maintains an online training resource tool known as the State Emergency Response Team Training Resources and Activity Center (SERT TRAC). SERT TRAC tracks a student over his/her participation in emergency management training programs using a password-protected account. The tool provides a calendar of training events available throughout the state and a registration portal for those requesting to attend a course. Students can easily register
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for classes, track successful completion of courses, receive electronic certificates, and upload and archive certificates. SERT TRAC can be accessed at http://trac.floridadisaster.org. The Sumter County EM Director is the local approving official for all Sumter County applicants requesting training via SERT TRAC.
Emergency Management Institute
The Emergency Management Institute (EMI) is the emergency management community’s flagship training institution operated by FEMA. It provides training to federal, state, local, tribal, volunteer, public, and private sector officials to strengthen emergency management core competencies. EMI trains more than two million students annually. Training delivery systems include residential onsite training, offsite delivery in partnership with emergency management training systems, colleges, universities, and technology-based mediums to conduct individual training courses for emergency management personnel across the Nation. EMI is located on the campus of the National Emergency Training Center (NETC), Emmitsburg, Maryland. More course information can be found on the EMI website at https://training.fema.gov/EMI. The Sumter County EM Director will assist applicants with completing the General Admission Application, FEMA Form 119-25-1, and forward it to the State Training Officer within FDEM.
National Domestic Preparedness Consortium (NDPC) The NDPC is a DHS/FEMA training partner providing high-quality training to emergency responders throughout the United States and its territories under DHS/FEMA's Homeland Security National Training Program Cooperative Agreement. The consortium is comprised of seven members, each of whom brings a different area of expertise in the field of emergency preparedness training. NDPC training comes at no cost to local agencies and includes courses that address most emergency preparedness needs. The NDPC training partners are: Center for Domestic Preparedness in Anniston, AL Energetic Materials Research and Testing Center at New Mexico Tech National Center for Biomedical Research and Training at Louisiana State University Texas A&M Engineering Extension Service National Emergency Response and Rescue Training Center National Nuclear Security Administration/CTOS-Center for Radiological/Nuclear Training National Disaster Preparedness Training Center at the University of Hawaii Security and Emergency response Training Center in Pueblo, CO
The NDPC provides courses through various formats, including web-based, in resident, mobile, or through a combination of formats. More information on course descriptions, prerequisites, and availabilities can be found at http://www.ndpc.us. NDPC gives a higher priority to applicants wishing to attend courses identified on the MYIPP than those that
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are not listed. Those wishing to participate in any consortium courses should contact the Sumter County EM Director for application instructions.
Training Roles and Responsibilities
Emergency Management Director Responsible for coordination of the local training program Conducts training needs analysis through the MYIPP process Coordinates training schedules Process EMI and NDPC training requests Approves SERT TRAC training requests Conducts training Documents training Evaluates training
Agencies and Organizations Conduct internal training related to job functions and competencies Identify training needs and request training Participate in training activities including planning, scheduling, attending, and evaluating
Exercises The EM Director manages the County’s Emergency Management Exercise Program. Sumter County organizations conduct exercises and drills periodically to evaluate the adequacy of this plan and the skills of the emergency response personnel. Exercises provide realistic, integrated, large-scale training for the county and response agencies. Exercise results provide a basis for changes in the response plans, in implementing procedures, and for future scheduling of training for emergency response personnel.
Exercise Cycle Sumter County Emergency Management sponsors or supports an exercise quarterly. The hazards profiled in the HIRA guides the type of scenarios practiced. For each exercise, an exercise-planning group forms to determine the exercise type, extent of play, and the scenario. These exercises provide for multi-agency and multi-jurisdictional involvement.
Emergency Management also supports/participate in emergency preparedness exercises scheduled by other entities. These include the annual hospital exercises conducted by The Villages Regional Hospital and Promise Hospital, biennial hazardous materials exercise conducted by District V, LEPC, and the annual Statewide Hurricane Exercise
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Sumter County CEMP ͟͠͞͠ conducted by FDEM in May. The MYIPP provides more information on the type of exercises scheduled for the year.
Real Incident Substitution Response to an actual emergency or disaster may fulfill exercise requirements, provided the incident be evaluated using the established exercise guidelines, and a report is written identifying strengths and improvements needed. In this event, the exercise credit is given only to the scenario responded. An actual response may not fulfill exercise requirements where federal or state rules dictate.
Participating Organizations Agencies and organizations assigned responsibilities in this CEMP shall participate in at least one exercise annually. Auxiliary and support personnel should be involved in all drills or exercises to the maximum extent possible. Table 10 illustrates the organization levels involved in exercises and the type of exercises offered. This plan also extends the Whole Community Concept to the exercise program. Private, non-profit organizations, businesses, volunteer agencies, homeowner associations, and community groups are encouraged to participate in the exercises.
Exercise Target Audience Example Purpose Type Public/Elected Officials Continuity of Provides an overview Seminar Business Executives Government Seminar of the plan
Emergency Managers Mass Evacuation Achieving or building Workshop Emergency Responders Plan Workshop a planning product Non-Governmental Organizations Emergency Management ESFs and ECOs Flood Response Validates plans and Tabletop Emergency Responders Tabletop procedures Non-Governmental Organizations Simulation of Virtual Simulation operations that Emergency Response Teams Games with an Active identifies resource Specialized Teams Shooter Scenario needs validates procedures
Emergency Response Team Fire Validates a specific Drill Law Enforcement Shelter Setup Drill function or capability EMS in a single agency Volunteers
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Exercise Target Audience Example Purpose Type Validates and EOC Representatives evaluates Functional Emergency Response EOC Exercise capabilities, multiple Organizations functions and/or sub- functions Hazardous Material Validates many Full Scale All Agencies with Multi-casualty facets of Exercise preparedness Table 10 - Exercise Types
Homeland Security Exercise and Evaluation Program (HSEEP) Process Sumter County adopts the HSEEP Model for its exercise program. Using HSEEP, exercise planners will develop, execute, and evaluate exercises that address established priorities. These priorities are based on the National Preparedness Goal, strategy documents, threat and hazard identification/risk assessment processes, capability assessments, and the results from previous exercises and real-world events. These priorities guide the overall direction of a progressive exercise program. Individual exercises are anchored to a common set of priorities or objectives and build toward an increasing level of complexity over time. Accordingly, these priorities guide the design and development of individual exercises, as planners identify exercise objectives and align them with core capabilities.
After Action Review Program Participants usually meet in a “hot-wash” immediately after each exercise. This allows the participants the opportunity to discuss what went right and what needed improvement. This self-evaluation process, combined with the results of the formal evaluation, is compiled together, along with recommendations, to form the After Action Report (AAR). The AAR is shared among participating agencies for key officials to make improvements, conduct additional training, or to revise plans. The EM Director forwards all exercise reports/packages to FDEM for those exercises funded from grant programs. The EM Director will brief the EMAC on the exercise results at least once a year.
Mutual Aid Assistance The Statewide Mutual Aid Agreement (SMAA) is a single agreement that all counties, municipalities, and districts can use to obtain resources from outside jurisdictions and agencies. The County, all its municipalities, and The Villages® Center Community Development District are signatories to the SMAA. Additionally, county resources may assist or receive assistance through other mutual aid mechanisms.
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The SMAA defines the jurisdiction providing mutual aid assistance as the “Assisting Party,” and the requesting jurisdiction is the “Requesting Party.” The “Period of Assistance” is the time during which the Assisting Party assists the Requesting Party. This period includes the time necessary for the resources of the Assisting Party to travel to the Requesting Party’s check-in location, the time deployed, and the time required to return the resources to their place of origin.
Requesting Statewide Mutual Aid In the event of a disaster or threatened disaster, the County may request mutual aid when it is apparent that local resources are inadequate to meet the disaster. The Sumter County EM Director, or the EOC Director during EOC activation, coordinates local mutual aid requests to the FDEM or other SMAA participating parties. Requests shall be made through the SEOC WebEOC portal. This ensures that a mission number is assigned for tracking and accountability purposes. If SEOC WebEOC is not active for an event, the EM Director shall document the request in writing using the SMAA Form B.
The SEOC may provide an Area Coordinator, SERT Liaison, or National Guard representative trained in the resource request process to the County EOC to aid in resource management. The EOC Support Section Chief will monitor mission tracking, and the Procurement Unit will monitor expenses. Mutual aid resources will check-in either at the Logistical Staging Area or directly to the requesting agencies. In the latter, the field supervisor receiving the resource will provide the EOC the check-in date, time, etc.
Providing Requested Mutual Aid to other Jurisdictions The County and its SMAA signatories may assist another jurisdiction as long as providing the resource does not affect their primary missions. As the Assisting Party, the County’s role is to:
Describe the personnel, equipment, supplies, and services available, including individual qualifications Provide an estimate of the time such requested resources will continue to be available Provide an estimate of the time it will take to deliver requested resources to the Requesting Party Coordinate mutual aid requests between the State and assisting local governments within the county Update the SWMAA Contact Information, SMAA Form C
The EM Director will receive the official request from the SEOC, FDEM Area 4 Coordinator, or directly from the Requesting Party’s EM Director. The EM Director will
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ensure that a mission tracking number is assigned in SEOC WebEOC and make arrangements to fulfill the request.
The County shall maintain the administrative and policy control of the provided resources and have the authority to direct how the assignments are performed. In the event of an emergency that affects the County, the County may recall its resources with as much notice as practicable under the circumstances.
Providing Mutual Aid Assistance through the Emergency Management Assistance Compact (EMAC) The County and its municipalities, districts, and other organizations may assist the state of Florida through the EMAC. The State or regional EMAC Coordinator will contact the EM Director to seek resource availability. The EM Director will survey applicable organizations to coordinate requested resources and obtain the necessary information for the EMAC Coordinator to complete FEMA’s EMAC Form REQ-A. The organization providing EMAC assistance is responsible for obtaining jurisdictional permission and coordinating travel arrangements, etc. The EM Director may provide further assistance, as needed.
Florida Fire Chief’s Association (FFCA)
The Sumter County Fire and EMS and The Villages Public Safety Department may receive or provide emergency assistance through the Florida Fire Chief’s Association’s mutual aid program. The FFCA mutual aid coordinator works directly with the local fire chiefs in accordance with FFCA’s Statewide Emergency Response Plan. The EM Director may provide coordination assistance, upon request.
Florida Sheriffs Association The Sumter County Sheriffs Office may provide emergency assistance to another sheriff agency through the Florida Sheriff’s Association (FSA). The Florida Department of Law Enforcement facilitates the mutual aid process. The SEOC ESF 16 Emergency Coordinating Officer will survey all sheriffs’ offices for resource availability through the Sheriff’s Emergency Mobilization System and will work directly with the Sumter County Sheriff’s Office. The EM Director may provide coordination assistance, upon request.
Mutual Aid Reimbursement If the County is the Requesting Party, it is responsible for all of the Assisting Party’s eligible expenses. The Assisting Party shall invoice the County as soon as practicable
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after the expenses are incurred, but not later than thirty (30) days after the closing of the Period of Assistance unless the deadline for identifying damage is extended.
The Assisting Agency’s invoice shall:
1. Describe the resource(s) provided 2. Dates the resource was used 3. Name of the jurisdiction providing the resource 4. An invoice number 5. Cost of the resource
Additionally, the EM Director will ensure the mutual aid request is documented in SEOC WebEOC and/or on an SMAA Form B. All reimbursements are based on supporting documentation and must be able to stand the test of an audit.
The County shall pay a mutual aid invoice, or dispute any questionable item, no later than thirty (30) days after the invoice is received. The SMAA further outlines additional billing conditions, including protests. Reimbursement shall not be contingent upon a declaration of an emergency, major disaster, or fire. The assisting party shall maintain detailed records according to State record management laws and federal grant guidance.
The County may claim eligible mutual aid reimbursements under the Public Assistance Program if the assistance is directly related to a Presidentially declared emergency, major disaster, or fire. Refer to FEMA Recovery Policy 9523.6, Mutual Aid Agreements for Public Assistance and Fire Management Assistance, for the eligibility requirements of the various types of mutual aid work. The Florida Division of Emergency Management’s Public Assistance Coordinator may provide more direction and assistance regarding mutual aid claims and record-keeping.
Financial Management For any federal disaster declaration providing funds to an eligible applicant, the jurisdiction enters into a Disaster Relief Funding Agreement with the State. These funding agreements provide the framework for administering the federal and state funds, which flow to the County under the particular disaster.
Generally, local agencies and organizations that provide emergency management services fund their operations using existing budgets, such as general revenues. All agencies and departments identified in this plan shall consider their annual operating budgets. Annual budgets should anticipate funding needs for expenditures such as materials, services, travel and per diem, and equipment for their organizations’ to fulfill the training, exercise, and operating requirements outlined in this plan.
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Authority to expend funds during emergencies and disasters is contained in the Florida Statutes, County Sumter Code of Ordinances, Sumter County Purchasing Policy, and each jurisdiction’s financial policies. State and federal financial assistance may be required when local resources are overwhelmed, affecting local budgets.
Each organization will continue to follow their established financial protocols to the extent possible. Day-to-day activities, such as submitting purchase requisitions, processing invoices, and making formal solicitations for services or purchases requiring bids, will continue unless otherwise waived by the BOCC under a Declaration of State of Emergency.
Financial Management Responsibilities It is the policy of the Sumter County Board of County Commissioners that, upon activation of this plan, all agencies and organizations activated should fully document their losses, expenditures, and staff time related to response to the incident. All county departments under the Sumter County Board of County Commissioners will follow established financial management policies. Only the BOCC and the Governor can waive or modify those policies in a declared disaster. If that should occur, it will be communicated through each agency’s normal financial channels.
Typically, the Chairman of the Board is authorized to execute the funding agreements with other legal entities on behalf of the county. During declared disasters, the County Administrator is also authorized to execute funding agreements and purchases on behalf of the county. However, the County Administrator is required to justify the transaction to the BOCC and have the BOCC ratify the transaction. The Governor’s Authorized Representative, usually the Florida Division of EM Director, signs the agreements upon execution.
Emergency Management The EM Director will assist all agencies in identifying their financial management training needs. This includes but is not limited to federal, state, and local financial management training. Topics for training may include:
Public Assistance Program FMIT SynergyNDS Federal Highway Administration Emergency Relief Program Specific-Grant Program Workshops
The Office of Management and Budget (OMB) The OMB Budget Analyst responsible for grant management is responsible for the disaster financial management for the Board of County Commissioners and will collect financial cost data and documentation to support claims. The analyst shall provide procedures for processing and maintaining records of expenditures and obligations for
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labor, equipment, and materials during incidents and events. Departments shall support the OMB Grants Analyst by providing required documentation in the specified formats. The OMB Grants Analyst coordinates reporting activities with the FDEM Public Assistance Coordinator. The Grants Analyst will use FDEM’s Public Assistance portal, FloridaPA.org, and FEMA’s Grant Portal to upload reimbursement information.
BOCC Departments Each department under the BOCC is responsible for tracking and monitoring all costs associated with their department’s response to an emergency. Each Department will communicate estimates of response/recovery costs with the EOC Finance Section Chief and/or OMB. The Department will notify Employee Services of damages to equipment, building, and other assets.
Municipalities Municipalities and all other agencies will follow their own financial management systems for documenting their financial transactions. All organizations should include, in their operating budgets, those items they anticipate needing to support this plan each year. If seeking FEMA Public Assistance after a declared disaster, Sumter County Emergency Management will provide technical assistance; however, eligible applicants will be responsible for meeting PA requirements and managing their own projects.
Sumter County Clerk of the Circuit Court and Comptroller The Clerk of the Circuit Court and Comptroller will maintain records and process the financial transactions. The OMB will work closely with the Clerk of the Circuit Court and Comptroller on financial tracking, grant management, and payroll.
Emergency Management Funding Organizations’ general revenue funds are used for nearly all disaster response expenditures. If the President declares Sumter County a disaster area under the Stafford Act’s Public Assistance Program, the County, municipalities, and districts, and some non governmental organizations providing government functions may become eligible applicants for federal reimbursement. A presidential disaster or emergency declaration will permit funding under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, PL 100-107, in addition to the financial resources initiated at the state and local levels. Federal disaster assistance generally provides a 75 percent cost-share with state and local governments sharing the remaining 25 percent. There is a precedent for the federal government to assume a larger share than 75 percent in unusual circumstances.
The Public Assistance Program is a federal grant program. Federal grant rules and regulations apply and can change before each incident. Eligible applicants are encouraged to maintain their familiarity with Public Assistance Program guidelines.
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Disaster funding may also become available from other federal and state programs. The governmental agency offering disaster funding will provide its guidance, application procedures, and technical assistance. In all cases of funding, it is mandatory to employ good accounting principles and practices to safeguard the use of public funds from fraud, waste, and abuse.
Federal reimbursement shall not be contingent upon any organization dedicating resources to assist in emergency response. Federal funding may be denied to any organization, specifically stating in its policies and procedures that certain activities will be predicated upon a federal disaster declaration. However, local disaster declarations of emergencies may be used as triggers for local actions.
Funding Sources
Local Fund Name Description Uses Source Responsibility Preparedness Daily expenses, General Planning, General General Fund All organizations revenues Training, Revenues Exercises State Expenses, reimbursable Planning, grant, which is Training, EMPA provided by a State Trust SCEM Exercises, Trust, and Emergency managed by the Response State Reimbursable grant, which is provided by the Expenses, Federal Planning, EMPG Government and FEMA/DHS SCEM Training, managed by the Exercises State via pass- through allocation Recovery Reimbursable grant, which is To assist with provided by the response and Public Federal recovery efforts, All Eligible Assistance Government and FEMA and encourages Applicants Program managed by the mitigation during State via pass- recovery through allocation
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Local Fund Name Description Uses Source Responsibility To help cities, Recovery efforts counties, and involving states recover CDBG – housing, from SCBOCC, Disaster economic Presidentially HUD eligible Recovery development, declared municipalities Assistance infrastructure disasters, Mitigation especially low- activities income areas Provides funds to any eligible jurisdiction in a Community designated Revenue to help SCBOCC, Disaster Loan disaster area that pay for response FEMA Municipalities Program has suffered a activities substantial loss of tax and other revenue Assistance for Fire the mitigation, Management Wildfire-related management, FEMA Fire Districts Assistance losses and control of Grant fires Mitigation Any local Hazard government Pre -Disaster mitigation FEMA participating in a Mitigation Grant activities local mitigation strategy Hazard Any local Hazard mitigation government Mitigation Grant activities, FEMA participating in a Program including local mitigation planning strategy Table 11 - EM Funding Sources
Financial Recording Keeping Reimbursement for disaster-related expenditures is not automatic and requires detailed records for authentication. All records relating to the allocation and disbursement of funds about activities and elements covered in this plan must be maintained in compliance with the Stafford Act and applicable Florida Statutes per funding agreements. Copies of all expenditures shall provide clear and reasonable accountability and justification for reimbursement requests.
Organizations that received disaster funding shall retain and dispose of the records according to the funding guidance, and Chapter 119, F.S. All federal public assistance
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funds are subject to state and federal audit from application through project closeout plus the years required for retention.
References and Authorities The authority for Sumter County government to respond to situations and take actions necessary to safeguard the life and property of its citizens is outlined in the following directives and supporting guidelines:
Sumter County Code of Ordinances Chapter 4, Animal Services Chapter 5, Boats, Docks, and Waterways Chapter 8, Emergency Services Chapter 9, Floodplain Management Chapter 13, Land Development Chapter 20, Roads and Bridges
State Statutes Chapter 22, Emergency Continuity of Government Section 23.12, Florida Mutual Aid Act Chapter 125, County Government Chapter 252, State Emergency Management Act Chapter 154, Public Health Facilities Chapter 393, Developmental Disabilities Chapter 395, Hospital Licensing and Regulation Chapter 400, Nursing Homes and Related Health Care Facilities Chapter 429, Assisted Care Communities Section 526.144, Florida Disaster Motor Fuel Supplier Program Section 943.0312, Regional Domestic Security Task Forces
Federal Laws Federal Civil Defense Act of 1950 Flood Disaster Protection Act of 1973 The Robert T Stafford Disaster Relief and Emergency Assistance Act Disaster Mitigation Act of 2000 Superfund Amendments and Re-Authorization Act of 1986 Joint Resolution Granting the Consent of Congress to the Emergency Management Assistance Compact Pets Evacuation and Transportation Standards Act Post-Katrina Emergency Management Reform Act of 2006 Homeland Security Act of 2002
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Sandy Recovery Improvement Act of 2013 Emergency Planning and Community Right-to-Know Act Comprehensive Environmental Response, Compensation, and Liability Act The Biggert-Waters Flood Insurance Reform Act of 2012 National Historic Preservation Act
Administrative Rules
State of Florida Chapter 27P-2: FAC: CEMP Chapter 27P-6, FAC: Review of Local Emergency Plans Chapter 27P-11, FAC: Funding Formula Chapter 27P-14, FAC: Hazardous Materials Chapter 27P-19, FAC: Base Funding for County Emergency Management Agencies, Emergency Management Competitive Grant Program and Municipal Competitive Grant Program Rule Chapter 27P-20: FAC: Fee Schedule for County Emergency Management Agency Review of Facility Emergency Management Plans Chapter 27P-21: FAC: Hazardous Materials Risk Management Planning Fee Schedule Chapter 27P-22, FAC: Hazard Mitigation Grant Program Chapter 58A-2, FAC: Hospice Chapter 58A-5, FAC: Assisted Living Facilities Chapter 58A-6, FAC: Adult Day Care Chapter 59A-3, FAC: Hospital Chapter 59A-4, FAC: Nursing Home Chapter 59A-5, FAC: Ambulatory Surgical Center
Federal Title 6 CFR, Domestic Security Title 29 CFR 1910.120, Hazardous Waste Operations and Emergency Response Title 44 CFR, Emergency Management, and Assistance
Emergency Operations Plans and Procedures
Sumter County Sumter County NIMS Training Policy Sumter County Local Mitigation Strategy Sumter County Floodplain Management Plan Sumter County BOCC Continuity of Operations Plan Sumter County Shelter Plan
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Sumter County Debris Management Plan Sumter County Multi-Casualty Incident and Mass Fatality Plan Sumter County Resource Management Plan
State State of Florida’s CEMP State of Florida Continuity of Operations Plan State of Florida Enhanced Hazard Mitigation Plan Statewide Emergency Shelter Plan State of Florida Radiological Emergency Plan Florida Department Emergency Shoulder Use Plan Florida Field Operations Guide Florida Resource and Financial Management Policies and Procedures
Region East Central Florida Regional LEPC Hazardous Material Response Plan
Federal National Response Framework Strategy for Homeland Defense and Defense Support to Civil Authorities National Emergency Communications Plan Federal Radiological Emergency Response Plan
Presidential Directives Homeland Security Presidential Directive #5, Management of Domestic Incidents Presidential Policy Directive #8, National Preparedness Presidential Decision Directive-39, United State Policy on Counter-Terrorism Presidential Decision Directive-62, United States Policy on Combating Terrorism Presidential Decision Directive-63, United States Policy on Protecting America’s Critical Infrastructures Executive Order 11988, Flood Plain Management Executive Order 11990, Protection of Wetlands Executive Order 12656, Assignment of Emergency Preparedness Responsibilities
Mutual Aid and Interlocal Agreements Statewide Mutual Aid Agreement Interlocal Governmental Agreement for Fire Prevention, Protection, Emergency Medical, and Emergency Management Services Between the Board of County
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Commissioners of Sumter County, Florida, and The Village Center Community Development District Sheriff’s Association Agreement Fire Chief’s Association Agreement Interlocal Agreement between Sumter County Board of County Commissioners and Sumter County School Board Memorandum of Understanding between the Department of Commerce and Sumter County providing for an NOAA Weather Radio transmitter
Supporting Fiscal Authorities for Disaster Implementation Sumter County Purchasing Policies and Procedures Sumter County Financial Policies Sumter County Employee Manual Sumter County Travel Policy FEMA Public Assistance Program and Policy Guide Federal Highway Administration Emergency Relief Program Guide
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Prevention Annex Sumter County CEMP 2021
Prevention
Introduction Prevention activities are paramount to the overall ability of Sumter County to intervene in emerging threats and hazards from occurring in our community. The purpose of this document is to assist in the coordination of prevention activities in Sumter County by internal and external stakeholders.
General The Sumter County Division of Emergency Management will provide interagency and emergency response communication and coordination on prevention activities taken in Sumter County.
Sumter County Division of Emergency Management will provide internal and external stakeholders with the capabilities to coordinate information and logistics when executing prevention activities.
The County will coordinate its prevention activities with its municipalities, district(s), and State agencies by the following methods:
The municipalities and district(s) will have representatives acting as liaisons to coordinate efforts with the County.
State agencies may provide information through intelligence bulletins, threat assessments, alert networks, surveillance programs, and other sources to the Division of Emergency Management for coordination with local stakeholder agencies.
Intelligence information on prevention activities will be forwarded to the State of Florida and stakeholders by Situation Reports, Flash Reports, and Incident Action Plan documents.
Sumter County Division of Emergency Management coordinates prevention activities with hazards identified in the Hazard Identification and Risk Assessment (HIRA) and the Local Mitigation Strategy (LMS) that have methods or tactics for prevention. While not all hazards identified can be prevented, it is important to note those in which prevention activities occur, the responsible agency for the prevention activities, and the procedures for how the prevention activities take place. This Annex focuses on the preventable hazards identified in the HIRA.
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Each stakeholder agency with identified prevention activities is responsible for the evaluation, maintenance, and revision of the procedures used for each identified preventable hazard.
Monitoring The Division of Emergency Management, in coordination with internal and external stakeholders, actively monitor information-sharing pathways for emerging threats and hazards.
Sources in which the monitoring occurs come from open government networks, secure intelligence networks, fusion centers, and other trusted external stakeholders and agencies.
Once a threat or hazard is recognized, the Division of Emergency Management receives the information and determines if additional stakeholders and agencies should begin prevention activities. Due to the nature of the threats and hazards, some information may be determined to be confidential and only shared with key stakeholders who have a valid need to know.
Upon stakeholder involvement, notifications are made to such individuals who represent agencies with prevention implementation procedures. Some agencies may receive notification for information-only purposes.
The chart below indicates the hazards identified by the Hazard Identification and Risk Assessment (HIRA) in which stakeholders have identified major alert networks and surveillance programs utilized to monitor each hazard. While this list is comprehensive, it is not all-inclusive for each hazard. Additionally, the agency responsible for providing information as part of the prevention program is noted to assist in information gathering.
ALERT NETWORKS AND HAZARD RESPOSIBLE AGENCY(S) SURVEILLANCE Receive USDA Bulletin Receive Reports from Centers for Florida Department of Agriculture Agricultural‐Based Exotic Disease Control (CDC) Mosquito Control Pest Disease Receive Reports From Local UF IFAS Extension Farms/Producers Receive Reports From FDOH Receive National Weather Service Extreme Cold & Hard Bulletins Emergency Management Freeze/Frost Monitor Local Meteorology Reports Extreme Heat and Receive National Weather Service Emergency Management Drought Bulletins
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ALERT NETWORKS AND HAZARD RESPOSIBLE AGENCY(S) SURVEILLANCE Monitor Local Meteorology Reports Receive National Weather Service Bulletins Monitor Local Meteorology Flooding Emergency Management Reports Monitor Local River Gauges Receive SWFWMD Reports Receive Reports From Centers For Disease Control (CDC) Florida Department of Health Receive Reports From FDOH‐ Public Health Emergency (FDOH) Sumter Receive Healthcare Surveillance Reports Receive National Weather Service Bulletins Severe Thunderstorm Emergency Management Monitor Local Meteorology Reports Receive National Weather Service Bulletins Tornados Emergency Management Monitor Local Meteorology Reports Receive National Weather Service Bulletins Receive National Hurricane Center Tropical Cyclones Emergency Management Forecasts Monitor Local Meteorology Reports Monitor Hurrevac Monitor Keetch Byram Drought Local Fire Department(s) Index (KBDI) Wildfires Florida Forest Service Receive Florida Forest Service Report (Fire Danger Index) Receive Local Reports Receive State Watch Office Hazard Materials Fire Department(s) Reports Incident Receive Corporate Reporting (Tier II) Receive Report from FDOT Major Transportation Receive Report from CSX Department of Transportation (DOT) Incident Receive Report from FAA – Tampa/Orlando Approach Receive Reports from Public Major Utility Disruption Local Utility Providers Receive Reports from Local Utility Providers
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ALERT NETWORKS AND HAZARD RESPOSIBLE AGENCY(S) SURVEILLANCE Receive Reports From FDOH‐ Sumter (Water Contamination) Receive State Watch Office Mass Migration Emergency Management Announcement Receive Suspicious Activity Active Threat/Hostile Reports (SAR) Sheriff’s Office Event Receive Credible Threat Analysis Reports Receive Suspicious Activity Reports (SAR) Civil Disturbance Sheriff’s Office Receive Credible Threat Analysis Reports Receive Suspicious Activity Reports (SAR) Sheriff’s Office Receive Credible Threat Analysis Cyber Attack County IT Department Reports Receive CISA Reports and Advisories Prevention Table 1
Prevention Activities If it is determined that prevention activities are necessary, the Sumter County Emergency Management will facilitate such activities with the responsible agency in accordance with established procedures. When county resources are required, Emergency Management will notify representatives from the primary agency or agencies of each Emergency Support Function (ESF).
As Prevention activities occur, it will be the responsibility of the primary agency to report information back to the Division of Emergency Management for inclusion in reports to stakeholders and further evaluation of additional stakeholder agency involvement.
The chart below indicates the hazards in which response stakeholders have a role in prevention. While not all hazards can be prevented, it is important to highlight the existing processes and procedures that may play a role when an increased threat is recognized.
HAZARD RESPOSIBLE AGENCY(S) PREVENTION ACTIVITY Encourage Registration To Mass Florida Department of Agriculture Agricultural‐Based Exotic Notification System Mosquito Control Pest Disease (AlertSumter) UF/IFAS Extension Mosquito Control Program Encourage Registration To Mass Extreme Cold & Hard Emergency Management Notification System Freeze/Frost (AlertSumter)
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HAZARD RESPOSIBLE AGENCY(S) PREVENTION ACTIVITY Encourage Registration To Mass Extreme Heat and Emergency Management Notification System Drought (AlertSumter) Encourage Registration To Mass Notification System (AlertSumter) Flooding Emergency Management Encourage participation in the National Flood Insurance Program (NFIP) Encourage Registration to Mass Notification System Public Health Emergency (AlertSumter) Florida Department of Health (Pandemic) Flu Vaccination Programs Hepatitis A Vaccination Program Healthcare Coalition Meetings Encourage Registration To Mass Severe Thunderstorm Emergency Management Notification System (AlertSumter) Encourage Registration To Mass Tornados Emergency Management Notification System (AlertSumter) Fire Prevention Public Education Programs State/Local Burn Bans Local Fire Department(s) Prescribed Burns by Florida Wildfires Florida Forest Service Forest Service / SWFWMD Encourage Registration To Mass Notification System (AlertSumter) Encourage Registration To Mass Tropical Cyclones Emergency Management Notification System (AlertSumter) Encourage Registration To Mass Hazard Materials Fire Department(s) Notification System Incident (AlertSumter) Encourage Registration To Mass Major Transportation Department of Transportation (DOT) Notification System Incident (AlertSumter) Encourage Registration to Mass Notification System Major Utility Disruption Local Utility Providers (AlertSumter) FDOH Prevention Activities Mass Migration Emergency Management Not Preventable Active Threat/Hostile Encourage the Public to Submit Sheriff’s Office Event Suspicious Activity Reports (SAR)
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HAZARD RESPOSIBLE AGENCY(S) PREVENTION ACTIVITY School Resource Officer Training See Something/Say Something Civil Disturbance Sheriff’s Office Campaign See Something/Say Something Cyber Attack Sheriff’s Office Campaign Prevention Table 2
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2021 Sumter County CEMP Prevention Activity Levels The chart below indicates the appropriate levels of prevention for the previously identified preventable hazards. If it is determined that increased levels of prevention activities are necessary, the Division of Emergency Management will coordinate such activities with the responsible agency in accordance with procedures.
HAZARD LEVEL OF PREVENTION PREVENTION PROCEDURE USDA Compliance Monitor FDOH Mosquito Surveillance and Testing USDA Compliance FDOH Mosquito Reports Support stakeholder efforts in Agricultural-Based Exotic Pest outreach programs to spread Communicate awareness of disease prevention Disease methods Conduct informational sessions as needed for specific affected/at-risk areas Manage the disease and attempt to Act control or isolate all affected cases Monitoring Mosquito Control efforts Receive National Weather Service Monitor Bulletins Monitor local meteorology reports Estimate the nature and scope of outside assistance that may be Extreme Cold & Hard Freeze/Frost required Inventory communications capabilities Communicate between essential facilities and the EOC Augment as necessary/feasible. Design an Incident Action Plan and Communications Plan
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2021 Sumter County CEMP HAZARD LEVEL OF PREVENTION PREVENTION PROCEDURE Receive reports of issues/problems and confirm as soon as possible Encourage registration to mass Act notification system (AlertSumter)
Monitor Keetch Byram Drought Index Monitor (KBDI) Monitor NWS Heat Indices Communicate with fire department(s) Extreme Heat and Drought Communicate with media to promote Communicate heat-related illness safety, specifically guided for the most vulnerable populations Encourage registration to mass Act notification system (AlertSumter) Receive National Weather Service Bulletins Monitor Monitor local meteorology reports Monitor local river gauges Establish road closures in affected areas Flooding Provide AlertSumter messages to Communicate inform areas threatened by flooding Monitor roads and deploy appropriate signage and barricades Encourage registration to mass Act notification system (AlertSumter) Encourage the use of weather hazards alert radios Education in personal hygiene critical for public and health care personnel Public Health Emergency Monitor Receive FDOH and CDC bulletins Vaccination rates in the County for influenza, pneumonia, and other diseases
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2021 Sumter County CEMP HAZARD LEVEL OF PREVENTION PREVENTION PROCEDURE Conduct enhanced public information outreach to vulnerable populations Conduct informational outreach sessions as needed for specific affected/at-risk areas Communicate Support stakeholder efforts in outreach to spread awareness of prevention methods If needed, establish a hotline for concerned individuals to receive additional information Manage the infection/disease and attempt to control or isolate all known Act cases Continue to promote personal awareness Receive National Weather Service Monitor Bulletins Monitor local meteorology reports Estimate the nature and scope of outside assistance that may be Communicate required Severe Thunderstorm Receive reports of problems and confirm as soon as possible Encourage registration to mass Act notification system (AlertSumter) Encourage the use of weather hazards alert radios Receive National Weather Service Monitor Bulletins Monitor local meteorology reports Tornados Estimate the nature and scope of outside assistance that may be Communicate required Receive reports of problems and confirm as soon as possible
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2021 Sumter County CEMP HAZARD LEVEL OF PREVENTION PREVENTION PROCEDURE Encourage registration to mass Act notification system (AlertSumter) Encourage the use of weather hazards alert radios Monitor Keetch Byram Drought Index Monitor (KBDI) Monitor the Fire Danger Index Estimate the nature and scope of outside assistance that may be Communicate required Wildfires Receive reports of problems and confirm as soon as possible Encourage registration to mass notification system (AlertSumter) Act
Monitor National Hurricane Center forecasts Monitor National Weather Service Monitor bulletins Monitor Hurrevac Receive local meteorology reports Estimate the nature and scope of outside assistance that may be required Tropical Cyclones Inventory communications capabilities between essential facilities and the Communicate EOC Augment as necessary/feasible. Develop an Incident Action Plan and Communications Plan Receive reports of issues/problems and confirm as soon as possible Encourage registration to mass Act notification system (AlertSumter)
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2021 Sumter County CEMP HAZARD LEVEL OF PREVENTION PREVENTION PROCEDURE Encourage the use of weather hazards alert radios Receive State Watch Office announcement Monitor Receive reports from fire department Receive Tier II reports Estimate the nature and scope of outside assistance that may be required Inventory communications capabilities between essential facilities and the Communicate EOC Hazard Materials Incident Augment as necessary/feasible. Develop an Incident Action Plan and Communications Plan Receive reports of issues/problems and confirm as soon as possible Encourage registration to mass notification system (AlertSumter) Encourage residents to avoid the Act impacted area Encourage residents to monitor media and AlertSumter for evacuation or shelter-in-place instructions Receive reports from the public Receive reports from first responder Monitor agencies Receive reports from FDOT Major Transportation Incident Estimate the nature and scope of outside assistance that may be Communicate required Inventory communications capabilities between essential facilities and the EOC
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2021 Sumter County CEMP HAZARD LEVEL OF PREVENTION PREVENTION PROCEDURE Augment as necessary/feasible. Develop an Incident Action Plan and Communications Plan Receive reports of issues/problems and confirm as soon as possible Encourage registration to mass Act notification system (AlertSumter) Encourage residents to avoid the impacted area Receive reports from the public Receive reports from first responder Monitor agencies Receive reports from utilizes providers Estimate the nature and scope of outside assistance that may be required Inventory communications capabilities Major Utility Disruption between essential facilities and the Communicate EOC Augment as necessary/feasible. Develop an Incident Action Plan and Communications Plan Receive reports of issues/problems and confirm as soon as possible Encourage registration to mass Act notification system (AlertSumter)
Work with law enforcement and various sources for threat detection Conduct routine surveillance Active Threat/Hostile Event Monitor monitoring of community morbidity and mortality risk Identify appropriate local data sources
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2021 Sumter County CEMP HAZARD LEVEL OF PREVENTION PREVENTION PROCEDURE Identify expressed and detected threats through established procedures Use available resources to determine Communicate the credibility, scope, and validity of the threat Determine threat conditions and carry out associated protective measures Determine whether additional resources are needed from other agencies, and make recommendations for their further deployment and tasking Act Decide whether and how to carry out intensified surveillance Coordinate additional protective measures with agencies to protect against loss of life and damage to critical infrastructures Receive and evaluate reports that indicate a potential for a civil disturbance Monitor Confirm as necessary and pursue further information and guidance from local law enforcement agencies, federal law enforcement agencies, or other qualified agencies Civil Disturbance Estimate the nature and scope of assistance that may be required Inventory communications capabilities between essential facilities and the Communicate EOC Augment as necessary/feasible. Develop an Incident Action Plan and Communications Plan
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2021 Sumter County CEMP HAZARD LEVEL OF PREVENTION PREVENTION PROCEDURE Receive reports of issues/problems and confirm as soon as possible Establish liaison with appropriate State and Federal agencies If the situation warrants, issue emergency public information to promote public safety. Alert staff personnel of impending situation Act Determine whether additional resources are needed from other agencies, and make recommendations for their further deployment and tasking Encourage registration to mass notification system (AlertSumter) Receive and evaluate reports that indicate a potential for a cyber attack Confirm as necessary and pursue Monitor further information and guidance from local law enforcement agencies, federal law enforcement agencies, or other qualified agencies Identify expressed and detected threats through established Cyber Attack procedures Use available resources to determine Communicate the credibility, scope, and validity of the threat Determine threat conditions and carry out associated protective measures Determine whether additional resources are needed from other Act agencies, and make recommendations for their further deployment and tasking
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2021 Sumter County CEMP HAZARD LEVEL OF PREVENTION PREVENTION PROCEDURE Decide whether and how to carry out intensified surveillance Coordinate additional protective measures with agencies to protect against loss of life and damage to critical infrastructures
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Recovery Annex Sumter County CEMP 2021
Disaster Recovery Following a disaster, many critical post-disaster concerns have to be addressed, such as assessing the damage, restoring essential public services, providing emergency food, water and shelter, cleaning up the debris, identifying ways to address unmet needs, restoring essential services, and beginning the process of long-term recovery. The resolution of these issues will require a coordinated local, state, and federal effort.
The disaster type, magnitude, and severity dictate the types and amounts of resources needed to recover from an event. Sumter County can generally recover from emergencies and minor disasters. However, when a major disaster causes widespread destruction, Sumter County’s resources will become overwhelmed. The County would expect needed assistance from the state and federal governments.
The National Recovery Framework and State of Florida Comprehensive Emergency Management Plan detail the federal and state efforts to aid counties when disaster strikes. This plan supplements those plans to interconnect in a standardized fashion to allow more rapid responses.
Sumter County Goals Sumter County goals during the recovery phase are to:
Provide life safety needs Assure continuity of government services Ensure the availability of adequate communications Expedite access to disaster areas by relief agencies Facilitate comprehensive, expedited planning and permitting for condemnation, removal, and reconstruction
Response to Recovery Transition Disaster recovery can be divided into three phases: short-term recovery, long-term recovery, and post-disaster redevelopment. This CEMP addresses the first two recovery periods.
The short-term recovery phase starts immediately after the disaster impact. It includes damage assessment, restoration of essential services, identification of immediate and unmet needs, and begins to address disaster relief. The long-term recovery phase will essentially start at the outset of a disaster and typically accelerates following the short- term recovery phase. Long-term recovery can last for several weeks and months. This period’s activities include temporary housing, community relations and outreach, applying for federal recovery programs, and addressing unmet needs as traditional disaster relief agencies demobilize. Post-disaster redevelopment activities address issues related to
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economic redevelopment, long-term housing solutions, quality of life issues, and the incorporation of mitigation measures.
Recovery Figure 1 - Recovery Phases
Short-Term Recovery The goal of short-term recovery is to restore minimal capacity and to stabilize the community. This phase includes the priority areas for the first days after the disaster impact. Some of the areas for immediate completion are:
Search and rescue Pre-hospital care of the sick and injured Security and traffic control Initial damage and need assessments Debris clearance Essential restoration of services Mass care Communications Points of distribution Applying for disaster declarations
Long-Term Recovery As days turn into weeks and weeks into months, long-term activities focus on restoration of services and completing emergency work. The goal of long-term recovery is to restore facilities to a pre-disaster condition. These activities include:
Detailed damage assessment Implementing federal and state recovery programs Continued public education on available assistance Debris removal and disposal Resource distribution Recovery construction planning Post-Disaster redevelopment
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Post-Disaster Redevelopment Post-disaster redevelopment activities are usually associated with a catastrophic disaster, such as a major hurricane. These activities attempt to address complicated and complex issues relating to politics, society, economic growth, etc. Some areas for long- range completion are:
Review of recovery construction throughout the county Review building codes and zoning laws Condemnation of buildings and properties Economic recovery Complete restoration of all utility services Risk Management review Health analysis review Hazard mitigation review and implementation
Key Recovery Responsibilities by Emergency Support Function Sumter County Emergency Management maintains responsibility for overall coordination of recovery efforts on behalf of the County. This does not eliminate the tactical level operations and responsibilities for the recovery of each responsible agency. The Emergency Operations Center Director coordinates recovery efforts at the Emergency Operations Center through the Emergency Support Function system. Each Emergency Support Function Lead Agency is responsible for the duties outlined in this plan.
Coordination and information sharing occurs via communication with the ESF Function Desk at the EOC. Information is subsequently compiled and shared, appropriate resources and personnel are requested, and recovery information disseminated to all key stakeholders, including the public.
Recovery Table 1- ESF Recovery Responsibilities
Emergency Support Function Summary of ESF Responsibilities (ESF) Transportation Movement of people, materials, goods, and services to the impacted area; (ESF-1) re-entry assistance into the affected area Communications Equipment, personnel, and resources to establish communications (ESF-2) capabilities to support recovery efforts, including information technology Clearing roadways from the county's thoroughfares, opening access roads to hospitals, utilities, and emergency response agencies necessary for Public Works and Damage Assessment Teams (DAT) to pursue their surveys and search and Engineering (ESF-3) rescue to continue their life-saving mission; flood control measures, closing dangerous roadways,
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Emergency Support Function Summary of ESF Responsibilities (ESF) Conduct Windshield Surveys, monitor fire weather and conditions, guide Firefighting (ESF-4) facility operators on Fire Watch procedures Collect and compile recovery–related information; develop Flash Reports, Information & Planning situation reports, and incident action plans; disseminate recovery (ESF-5) information, plans, and reports Food distribution, providing for extended sheltering needs; coordinate long- term placement of displaced disaster victims; provide updates on the status Mass Care (ESF-6) and population of shelters, give information to shelter residents regarding how to access disaster assistance program information and services Allocate logistical resources, procure supplies from existing resources, Resource Management donations, and from commercial sources, if necessary; responsible for (ESF-7) providing fiscal and managerial support as well as documentation of reimbursable expenditures Provision of health and medical resources for public health and medical care needs following a significant natural disaster or human-caused event; Health and Medical assists in the operation of special needs sheltering, and other actions to (ESF-8) protect public health, and to stabilize health and medical systems affected by the incident Conduct wide-area search and rescue activities, rendering emergency life Search and Rescue support and transporting survivors to shelters or hospitals; provide (ESF-9) information to EOC, and coordinate with State Search and Rescue Task Forces for effective recovery operations Hazardous Materials Coordinate the securing, removal, and disposal of hazardous materials (ESF-10) from the disaster area Food and Water Provide for distribution from the county staging areas to local distribution (ESF-11) sites; monitor the collection and sorting of all food and water supplies Energy (ESF-12) Coordinate energy and utility restoration activities. Defense support coordination for rapid impact assessment teams, search and rescue, transportation of supplies and services, staffing of distribution points, provision of generators, mass feeding & communications, clearing Defense Support of roads and bridges, emergency medical support, operation of comfort (ESF-13) stations, removal and transport of debris, water purification & base camps for emergency workers, aviation operations, law enforcement, and security, engineering support Disseminate of informational releases including disaster assistance Public Information information, descriptions of recovery efforts, actions being taken to alleviate (ESF-14) problems, and information regarding available public assistance programs Recovery efforts related to volunteers (pre-assigned and convergent) and Volunteers and the expeditious delivery and distribution of donated goods to the affected Donations (ESF-15) area Secure and control access into the impacted areas, support search/rescue Law Enforcement and damage assessment teams entering the evacuated areas; ensuring (ESF-16) affected areas are marked and secured, enforce curfews; coordinate with other ESFs for the security of medical facilities Animal and Capture, sheltering, medical care, feeding, relocation, and reunification of Agricultural Issues injured and displaced animals with owners; acquisition of animal food (ESF-17)
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Emergency Support Function Summary of ESF Responsibilities (ESF) /supplies from vendors; disposal of carcasses; relocation of sick and injured animals to permanent facilities
Business, Industry, Provide guidance and coordinate issues with Sumter County’s business and Economic community in all phases of emergency management Stabilization (ESF 18)
Municipal Coordination The Emergency Operations Center Director is responsible for coordinating recovery activities with municipalities through the Emergency Support Function System. Each municipality will have a liaison at the Sumter County Emergency Operations Center (EOC). On behalf of each municipality, Resource Management (ESF 7) will make resource requests to the State using the State’s WebEOC System.
Additionally, Information and Planning (ESF 5) reports information on the recovery status of the municipalities in joint situation reports furnished to the State. In this manner, each is aware of the recovery status and needs of each other, and activities can be coordinated.
Community Group Coordination The EOC will continue to work with community groups and non-governmental organizations. The Villages Community Emergency Response Team and Community Watch will remain under the operational control of The Village Center Community Development District. The Department of Health in Sumter County will maintain control of its Medical Reserve Corp. However, their assignments should be coordinated with the EOC to avoid duplicating efforts.
Obtaining State and Federal Disaster Assistance When a major incident occurs, all available county assets may be utilized, and mutual aid agreements implemented. If initial damage assessment reports indicate that county assets are or will be tasked beyond their capabilities, the Sumter County EM or Deputy EOC Director will notify the State EOC that state recovery assistance will be needed. Also, the EM or EOC Director will submit requests for state assistance on behalf of municipalities.
At their discretion, the State and Federal government may anticipate needed assistance, and subsequently, push resources in advance to the County. This is true for pre-scripted missions developed through a resource gap analysis. However, they will not push any supplies into an at-risk area before an incident. Regardless, the EM Director will request all forms of assistance and obtain mission numbers from the State’s WebEOC.
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Damage Assessment Assessing damage determines the impact and magnitude of the damage within an impacted area. It also allows Sumter County officials and disaster relief agencies to assess human needs. Responders may utilize information collected to plan for assistance. State and federal emergency management officials will use the data to determine eligibility requirements for further aid to the community. Additionally, the damage assessment results are used as the initial basis to justify or determine federal assistance, including the need for a Presidential Disaster Declaration.
The county may apply for two federal recovery programs using damage assessment information under the Stafford Act. They are the Individual Assistance Program and the Public Assistance Program. The Individual Assistance damage assessment process surveys housing and business damage. The Public Assistance assessment process surveys damages to critical infrastructure, roads, bridges, and structures. It calculates other governmental financial losses incurred as a result of the disaster. While the overall damage assessment reporting processes described in this plan are similar, they are distinctly different in how they are conducted.
Responsibilities The central point of coordination is through the Sumter County Emergency Operations Center (EOC) or Emergency Management Division when the EOC is not activated.
Sumter County Emergency Management Lead coordinating department for the damage assessment process Collects damage assessment information Provides data to state and federal officials Requests Joint PDA from the State EOC Participates in damage assessment activities Acts as the Sumter County’s local representative in Joint Preliminary Damage Assessments Guides the Joint PDA team through affected areas Prepares and conducts a pre-assessment briefing to Joint PDA team members Provides damage assessment training
First Response and Field Agencies Conducts rapid needs assessments (windshield surveys) Reports information to the EOC
Sumter County Development Services Lead support agency in the damage assessment process for residences and businesses
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Assigns staff team members and ensures they receive training The Building Official and Chief Inspector are team leaders Coordinates with the County’s authorized building inspection contractor to supplement the team
Sumter County Public Safety Support Provide GIS staff to assist with mapping
County Authorized Building Inspection Provider Participate in damage assessment training and exercises Conduct damage assessments Reports data collected to the Damage Assessment Unit
Sumter County Public Works Assesses infrastructure damage to roads, bridges, government facilities, etc. Collects damage information from utility providers Manages the Debris Program and reports debris removal costs
Office of Management and Budget Collects Public Assistance related damages Uploads Public Assistance related claims in FEMA’s Grants Portal Provides Joint Preliminary Damage Assessment Team members county budget information
Property Appraiser May participate as a damage assessment team member Provides parcel and property information Provides community financial/economic losses to the tax base
UF/IFAS Sumter County Cooperative Extension Collects agriculture-related losses Assists farmers and ranchers with reporting losses to the Department of Agriculture
Municipalities Each municipality is responsible for completing an initial damage assessment within the municipal limits. The County may coordinate additional resources if needed by the cities. Conducts damage assessment within their jurisdictions
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Report damage assessment information to the Emergency Operations Center
Concept of Operations Sumter County Emergency Management provides the bulk of coordination activity for the damage assessment process. A simple, small-scale incident may result in the Emergency Management staff completing the assessment alone. This is usually when there is no EOC activation. Similarly, the EM staff may compile the data and create maps, as necessary.
Effective assessment of larger incidents will require more resources. This includes the assistance of multiple jurisdictional agencies and county departments.
There are three distinct phases in the damage assessment process:
Impact Assessment (Windshield Survey) Field personnel such as fire, law enforcement, and public works conduct impact assessment as soon as conditions are safe. The impact assessment provides the first description of the type and extent of damages and associated impacts sustained by the community. This survey determines the scope of the disaster, assesses what resources are necessary to conduct life-saving and life-sustaining operations during the emergency response phase of a disaster, and provides local officials with quick and accurate information to enable them to determine whether state and/or federal assistance is warranted. The collected information creates the reference area to begin the initial damage assessment phase.
Initial Damage Assessment (IDA) Damage Assessment teams report to the Damage Assessment Unit under the Information & Planning (ESF 5). The Director will divide the impacted area(s) into divisions on a map using street names, sub-divisions, geographical features, or U.S. National Grid squares and assign the teams within those departments.
The Sumter Building Official and Chief Building Inspector will serve as team leaders. Sumter County’s building inspection service contractor employees complement the rest of the teams. Mutual aid damage assessors may also integrate with local teams in large incidents.
Each team requires a minimum of two personnel. A three-member team is the optimum team size to provide for safer and more rapid assessments. The team leaders will further define the duties of the driver, assessor-data collection, and assessor - photographer.
Team members will record damage information on the Preliminary Damage Assessment Housing and Business – Field Sheet, or in an assigned computer-based damage
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assessment application. The EM Director will provide team members with the necessary resources.
Upon completion, teams will return to a leader-designated location for data collection and progress review. The team leaders will submit field sheets, maps, and other compiled information to the Damage Assessment (DA) Unit Leader. The DA Unit leader will review the quality of information and perform debriefings. In the event of a discovered “missed” area, the DA Unit Leader will assign a team to the location.
The DA Unit Leader provides the damage information to the EOC Support Section Chief, who provides the data to the EM Director. The EM Director transmits the data to the State Emergency Operations Center through State WebEOC’s SERT Damage Assessment Module (Board) and/or through a situation report. The information will be updated at least once a day as assessments progress.
American Red Cross (ARC) Information The American Red Cross personnel will also conduct similar damage assessments. The EM Director will request the ARC’s damage assessment information from the ARC’s Government Liaison in the EOC. This will allow the Sumter County Damage Assessment Teams to compare location information. The ARC’s damage assessment does not capture the information in the same manner as the County’s Field Sheet or computer- based program. However, the ARC data may identify other properties for the IDA Team to assess.
Joint Preliminary Damage Assessment for Individual Assistance (Joint PDA) The Joint PDA is a specific process used to gather supporting information for the Governor’s request for a Presidential Disaster Declaration. If a request for a Joint Preliminary Damage Assessment is warranted, the EM Director will request one in State WebEOC’ s Missions Module. He may request a Joint PDA before all assessments are completed if the situation is obvious that a declaration is warranted. However, damage assessment must continue to capture the needed information for the Presidential Declaration. Team Composition The Joint PDA Team’s composition may vary. The team typically consists of a FEMA Specialist, Small Business Administration Specialist, Florida Division of Emergency Management (FDEM) representative, and a Sumter County Emergency Management representative. Other officials may participate, including a Sumter County building official. Municipal or TVCDD personnel may meet the team at coordinated locations, if necessary. In some cases, a FEMA Public Information Officer may join the team to act as a liaison if media attention may arise.
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Team Responsibilities: FEMA IA PDA Specialist Acts as the PDA Team leader Participates in briefings/debriefings Reviews the County’s and State’s initial damage reports Records viewed damage Coordinates to ensure concurrence with findings with all team members Acts as a liaison to other federal agencies Prepares a summary and recommendation to the FEMA Region Office US SBA Representative The SBA PDA team member/representative collects the following information:
Number and type of damaged businesses Number of damaged homes Degree of damage Physical property losses Economic impact on the small business community FDEM Representative The FDEM Representative serves as the official host for the PDA team and performs the following duties:
Represents the State in meetings Provides damage information submitted to the State EOC Assists local and federal officials Establishes the meeting time, date, and location for team members to assemble Sumter County Emergency Management Representative Recommends the priority of areas to survey Provides an overview of the disaster for team members Guides the team through the affected areas Assembles the necessary transportation and logistics for team members Advise the team on local issues Acts as a liaison between the team members and local agencies
Pre-PDA Briefing and Team Reception The State EOC will provide the EM Director the date and time to meet team members. The Director may coordinate a meeting place and transportation arrangements with the FDEM representative.
The Director will brief team members on disaster-specific information, damage locations, and any other circumstances related to the team’s visit, including safety issues. The
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Director will also provide team members with maps, damage assessment reports with property information, Sumter County budget information, communications, etc.
Damage Assessment Methods
Flyover This method is the fastest way to assess large areas, but it is also the least accurate. The “best guess” damage determination is made while flying over populated areas. The PDA Team Leader may request the use of a drone / unmanned aerial vehicle (UAV) and/or Sheriff’s Office helicopter to conduct a flyover of the impacted area. The Director will coordinate with the Sheriff’s Office to determine a landing zone, etc. If local resources are not available, the FDEM Representative will coordinate with the State EOC to provide a suitable aircraft.
Windshield Survey The Windshield Survey is probably the most common approach to conducting an assessment. Generally, the local representative will take the teams by car to the affected areas. The teams will record observed damage while driving through these areas, periodically stopping to conduct interviews to establish benchmarks for insurance coverage, the degree of damage, and a socioeconomic profile. This process is repeated street-by-street for the team’s assigned area.
The EM Director will arrange for a vehicle(s) to transport the team members to the impacted area.
Door-to-Door This approach may be used when very detailed information is needed to document a recommendation or to declare or not declare a minor event. The teams are created and dispatched in the usual manner. Once in the affected area, they survey by going door- to-door and record specific information (i.e., address, insurance coverage, income, the degree of damage, etc.). This level of verification is labor-intensive but highly accurate. It is useful for ensuring that all previously surveyed damaged dwellings are verified if a second PDA is required.
The EM Director will take the team members to the most impacted area first and prioritize the survey from worst to least impacted. The FEMA Specialist may want to sample the addresses listed in the damage assessment report and visit those locations only. Depending on the validation results of the report information, the team may visit more or fewer sites.
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Substantial Damage/Substantial Improvement Determination
Sumter County and its municipalities participate in the National Flood Insurance Program (NFIP). The NFIP requires structures located in the Special Flood Hazard Area (SFHA) that are substantially modified (either damaged or improved) more than 50 percent of the structure’s market value to comply with local building and floodplain requirements. The source of the damage is not limited to flooding, according to the NFIP. The damage may be caused by fire, tornados, severe thunderstorms, etc.
Sumter County’s Development Services and municipal building officials are responsible for substantial damage and improvement (SD/SI) determinations. If a building in a floodplain is determined by the local official to be substantially damaged, it must be brought into compliance with local floodplain management regulations.
The Emergency Management Director will assist the Building Officials in identifying the general limits of the impacted areas. The Sumter County Development Services Director has a position in the EOC and will assist in the collection of damage information and provide the data to the Building Officials. They will use FEMA’s Substantial Determination Estimator Tool to make the SD/SI determinations to those structures located in the SFHA.
For flooding, the local officials will make all efforts to document high watermarks on structures and take photographs of debris lines. This aids in damage determinations and will speed up the process.
Requesting State Assistance Sumter County may request resources (supplies, response teams, staffing, equipment, etc.) from the State of Florida when local resources have been exhausted or are insufficient.
In minor emergencies, where assets are needed from only one state agency, and the Sumter County EOC is not activated, the County Warning Point supervisor may initiate the request for state assistance through the State Watch Office.
In major emergencies, Sumter County Emergency Management via the Emergency Operations Center will contact the State EOC through State WebEOC to request the necessary equipment, supplies, teams, personnel, etc. The State may fulfill resource requests using state assets or through the Statewide Mutual Aid Agreement, Emergency Mutual Aid Compact, or request federal assistance. In other cases, the State may direct the county to available vendors where the necessary supplies can be purchased.
The State of Florida can provide the following personnel/teams, as requested and as necessary:
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FDEM Region 4 Coordinator - Provides advice to local emergency management, facilitates information and resources.
State Emergency Response Team Liaison (SERTLO) - Operates out of the Sumter County EOC; provides the State with ongoing situation assessments regarding local response and may also request resources from the State; serves as the single point of contact between the Sumter County EOC and Response Liaisons for resource requests and verbal information. A Florida National Guard representative may serve as the SERTLO in addition to the ESF 13 position.
Recovery Activities for Undeclared Disasters During an undeclared disaster event, the county recovery activities outlined in this section are the same as for a declared disaster, except for the availability of federal and state resources. Without a federal disaster declaration, recovery assistance for the County and its residents is limited. The American Red Cross, The Salvation Army, charitable agencies, and faith-based organizations may be challenged with demand for services. Businesses must depend on insurance coverage or obtain loans/refinancing for recovery. County and municipal governments must meet infrastructure recovery needs through existing operating funds and insurance, or resort to bond issues to fund disaster recovery.
Federal Assistance The Federal Emergency Management Agency (FEMA), under the direction of the Department of Homeland Security (DHS), coordinates the provision of federal assistance. Federal assistance can come in either the form of resources (labor and equipment) or money for either the affected governments, citizens, or both, depending on the level of community damage.
Presidential Major Disaster Declaration When a disaster is beyond the capabilities of the state and local governments, the Governor of the State of Florida may request a Presidential Major Disaster Declaration for affected counties. This sets in motion access to federal resources provided for under the Stafford Act.
Funding that may be granted due to a Presidential Disaster Declaration comes from the President’s Disaster Relief Fund, managed by FEMA, and the disaster aid programs of other participating federal agencies.
Determination Factors for Federal Assistance Programs Not all programs are activated for every disaster. The determination is based on needs found during the Preliminary Damage Assessment (PDA) and any subsequent
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Sumter County CEMP 2021 information discovered. The type and amount of Federal assistance, if any, will be provided based on the following factors:
Total geographic area affected Approximate number of missing, injured, or deceased individuals Extent of damages to public buildings, utilities, and facilities, including parks and recreational areas Extent and nature of damages to private, non-profit, educational, and medical facilities Extent and nature of damages to private property, private residences, and businesses Extent and nature of damages to streets, traffic signs, bridges, and other related areas Number of families requiring temporary shelter and housing Number of persons unemployed as a result of the disaster Extent of loss of communications, transportation facilities, and other essential public services Capacity of county government’s resources and efforts to meet its own recovery needs Overall impact on the local economy Estimated amount of uninsured losses
Federal Disaster Assistance Types Federal disaster assistance available under a major disaster declaration is from one of three categories:
Individual Assistance and Aid to families, individuals, and business owners Households Program
Aid to public and non-profit entities for certain Public Assistance emergency services and the repair or replacement of disaster-damaged public facilities
Funding for measures designed to reduce future Hazard Mitigation Assistance losses to public and private property.
Individual Assistance and Households Program The Individual Assistance and Households Program (Individual Assistance), managed by FEMA, provides money and services to people and businesses in the declared disaster area whose property has been damaged or destroyed and whose losses are not covered by insurance.
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There are two primary types of disaster assistance collectively referred to as “Individual Assistance,” Housing Assistance, and Other Needs Assistance.
Once a Presidential Disaster Declaration for Individual Assistance is made, individuals must apply for assistance from the various programs they qualify. This is usually done through tele-registration by calling FEMA at 1-800-621 FEMA (or TTY 1-800-462-7585 for the hearing impaired). Survivors may apply online at www.disasterassistance.gov or in-person through the Disaster Recovery Centers that are established in affected communities.
After the application is submitted, a FEMA representative inspects the damaged property to verify the loss and determine the funds for which the individual qualifies. These funds are available only to homeowners and renters who are United States citizens, non-citizen nationals, or qualified aliens affected by the disaster.
Housing Assistance Housing Assistance grants are provided with no cost share to individual recipients. The cost of this assistance is funded 100 percent by FEMA.
Lodging reimbursement is available to homeowners and renters whose permanent homes are rendered uninhabitable.
Minimal home repair grants can be made available to homeowners who do not have insurance and do not qualify for an SBA loan. The grants allow homeowners to make temporary repairs that will make their homes habitable until permanent repairs can be made.
Homeowners without insurance or those that cannot qualify for SBA loans may qualify for some funds to apply toward the replacement of a destroyed primary residence.
FEMA periodically adjusts the funding allocations. FEMA caseworkers provide that information directly to the Applicants. FEMA never discloses Individual Assistance cases to the County other than an overview of the number of Applicants.
Other Needs Assistance (ONA) The ONA grants are available to meet other disaster-related needs and necessary expenses not covered by insurance and other Federal, State, or voluntary agencies. This includes medical, dental, funeral, personal property, transportation, moving and storage, and other expenses authorized by law.
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Other Federal Recovery Programs
Small Business Administration (SBA) Disaster Loans The U.S. Small Business Administration (SBA) can make federally subsidized loans to repair or replace homes, personal property, or businesses that sustained damages not covered by insurance. For many individuals, the SBA disaster loan program is the primary form of disaster assistance. All Applicants for Individual Assistance will be required to apply for SBA Loans to determine eligibility.
Disaster Unemployment Assistance (DUA) Individuals unemployed because of a major disaster, and not covered by regular state or private unemployment insurance programs, may be eligible for unemployment benefits. The weekly compensation received will not exceed the maximum amount of payment under Florida's Unemployment Compensation Program. It may be provided until an individual is re-employed or up to twenty-six weeks after the major disaster is declared (whichever is shorter).
Legal Services The Legal Services Program provides free legal assistance to disaster victims; legal advice is limited to cases that will not produce a fee (i.e., these attorneys work without payment). Cases that may generate a fee are turned over to the local lawyer referral service. The Legal Service Program is typically for assistance with insurance claims (life, medical, property, etc.), counseling on landlord/tenant problems, assisting in consumer protection matters, replacement of wills and other important legal documents, or for low- income individuals unable to secure legal services adequate to meet their needs.
Special Tax Considerations Taxpayers who have sustained a casualty loss from a declared disaster may deduct that loss on the federal income tax return for the year in which the casualty occurred, or elect to deduct the loss on the tax return for the preceding tax year. To deduct a casualty loss, the amount of the loss must exceed 10 percent of the adjusted gross income for the tax year by at least $100. Additionally, the IRS can expedite refunds (quick source of cash) due to taxpayers in a federally declared disaster area. It is available to any taxpayer in a federally declared disaster area.
Crisis Counseling The Crisis Counseling Program is designed to provide supplemental funding to States for short-term crisis counseling services to people affected in presidentially-declared disasters.
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US Department of Agriculture Disaster Assistance Program The USDA’s Farm Service Agency assists farmers, ranchers, and other agriculture businesses that suffer natural disaster losses resulting from drought, flood, fire, freeze, tornadoes, pest infestation, and other calamities. These programs assist in recovery from farmland damage, crop losses, and livestock losses.
Disaster Survivor Assistance Team (DSAT) FEMA DSATs are deployed after the issuance of a Presidential Major Disaster Declaration for Individual Assistance. They provide residents and businesses with information on available programs and how to apply for them. Team members also collect information daily on the conditions of the survivors and the issues they face.
The DSAT is composed of Federal personnel that will identify and serve the needs of citizens impacted by a disaster. The DSAT’s responsibilities and duties include:
Informing affected individuals of the disaster aid programs that are available to them Identifying the status of community resources and needs (housing, food, running water, etc.) Confirming that civilians are receiving needed services
Sumter County Emergency Management will support the efforts of the FEMA DSAT. The EM Director will coordinate with the DSAT Leader. The Administrative Services Manager may assist the EM Director in coordinating information sharing activities with the teams.
In this capacity, the EM Director will receive information about the activities of the teams, provide suggestions as applicable, and support the DSAT’s mission by relaying information to the Public Information Officer or ESF 14 for distribution in situation reports and press releases, as requested by the DSAT.
The criteria for determining the DSAT priorities within Sumter County will be based on:
Most Impacted areas Most geographically isolated Vulnerable populations Referrals from community organizations
The EM Director, Sumter County Housing Coordinator, Salvation Army, American Red Cross, and various volunteer agencies may support the DSAT. Sumter County will provide support to distribute public information to media outlets.
Key community leaders to be contacted include mayors, county commissioners, Property Appraiser, school board, city managers, and business leaders.
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Disaster Recovery Centers Disaster Recovery Centers (DRCs) are facilities set up in impacted communities for residents to apply for federal recovery assistance. DRCs are a joint effort by the State, Sumter County, and FEMA. DRC sites focus on providing disaster victims with a convenient means of obtaining recovery assistance information from all levels of government. The DRC is established in the days following a Presidential Disaster Declaration and remains operational until the l needs of the disaster victims are met as determined by the Deputy State Coordinating Officer for Recovery.
The EM Director serves as the liaison for coordinating with the State and FEMA to establish a Disaster Recovery Center.
Sumter County Emergency Management has pre-identified several potential DRC locations throughout the county. Annually, the EM Director updates the list and provides it to FDEM. These facilities were selected with priority consideration going to public buildings to reduce operational expenses. In addition, the close proximity to population centers was factored into the selection during the pre-identification phase. If an incident occurs that renders the pre-identified locations unsuitable, the EM Director will facilitate the identification of alternate publicly owned facilities or potential lease situations with private entities as a last resort.
The EM Director will coordinate with Sumter County Public Works, Office of Management and Budget (OMB), and Information Technology to support DRC operations. Sumter County Development Services and the OMB have supportive roles in establishing and supporting DRCs. Furthermore, the EM Director will request The Village Center CDD and municipalities to support any DRC located in their jurisdictions. FEMA will provide security personnel.
The EM Director will submit requests for additional DRCs in State WebEOC.
Emergency Temporary and Disaster Housing Emergency housing is the unmet need most likely to occur. Following a major disaster, available hotel/motel rooms and apartments/housing for rent will be extremely limited due to lack of availability, damages, and heavy demand. State and federal assistance will be critical. FEMA’s Individual Assistance and Households Program may not address the immediate needs of temporary housing for many residents in a large disaster.
The EM Director is the local Disaster Housing Coordinator, assisted by the Economic Development Housing Coordinator. Together they will coordinate emergency housing needs with state and federal officials.
In Sumter County, much of the housing stock outside of The Villages® development was constructed before the modern building codes. This large percentage of older building
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stock often does not have the benefit of higher wind loading requirements and may sustain higher levels of damage in a disaster.
There are more than 9,500 mobile home parcels in Sumter County. These include 3,991 recreational vehicles and 1,930 mobile home spaces located in community parks and campgrounds. These housing unit types are very vulnerable to high wind and flooding events. Persons living in these structures most likely will need immediate housing assistance after a major storm event.
Temporary Housing Strategy Sumter County may implement a Temporary Housing Strategy to address the following:
Use of shelters for protective actions and emergency housing immediately following a disaster’s impact A concept of operations that includes the organizations responsible for administering and maintaining the strategy A process and procedures for allowing the temporary placement of recreational vehicles as a housing resource within the County, including planning and zoning requirements A process and procedures for expediting the building permitting process Identification of potential local rental resources, emergency shelter sites, and mobile home group sites Identification of resources and capabilities to administer a temporary roofing program A process for obtaining assistance programs for individuals such as the State Housing Initiative Partnership (SHIP) Grant and Community Development Block Grants to assist those who have been affected
Disaster Housing Task Force The Economic Development’s Housing Coordinator supports the emergency temporary housing activities. The Housing Coordinator will establish an ad hoc Disaster Housing Task Force to review housing unmet housing needs and seek solutions to provide temporary housing for disaster survivors. The task force guides the transition from emergency sheltering to other temporary housing operations. At a minimum, the task force will be comprised of the following representatives:
EM Director Economic Development/Housing Coordinator Disaster Specialist, American Red Cross, Mid-Florida Chapter Development Coordinator, Development Services The Salvation Army Representative Sumter County Transit Coordinator The Villages Public Safety Representative
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Sumter County Sheriff’s Office Representative Impacted Municipality Representative(s) Florida Department of Health in Sumter County FEMA Community Relations Team Leader Service Area Manager, SECO, Inc. Service Area Manager, Duke Energy Service Area Manager, TECO Energy Lake Sumter United Way Representative
Disaster Housing Mission Process The disaster housing’s mission is to transition displaced survivors into permanent housing as quickly and efficiently as possible. The disaster-housing mission may progress through four disaster-housing phases. Each of these phases may overlap or be excluded if they are not needed.
Emergency Shelter
Sumter County has risk shelters dispersed throughout the County. These shelters provide evacuees a safer and functional environment when they are displaced from their primary residences, or their residences are at risk due to high winds, fire, flooding, or other hazards.
Opened for protective measures May remain open for a few days up to a few weeks There is one Special Need Shelter All shelters are pet-friendly shelters
Transitional Housing Assistance Transitional Housing Assistance (TSA) provides short-term lodging assistance for evacuees who are not able to return home for an extended or indeterminate period following a disaster. It fills the gap between emergency shelters such as schools, etc., and permanent housing. When emergency shelters are no longer sufficient or available, and traditional interim housing is not yet available, Sumter County may use local facilities for transitional housing. TSA’s purpose is to place survivors in immediate transient housing that will remain obtainable for several weeks up to several months while the survivors repair their homes or obtain other housing.
Interim Housing Interim housing is provided during the intermediate period (generally up to 18 months or the maximum amount of financial assistance available) between emergency sheltering and the securing of a permanent housing solution. The disaster’s magnitude and severity will affect the availability of housing options within Sumter County. Local rental resources
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Sumter County CEMP 2021 may be insufficient to meet the displaced survivors’ needs. Interim housing options include:
Private Rental Properties Properties in Foreclosure Conversion of Commercial Structures Community/Recreation Centers Faith-Based Resources Soft-Sided Shelter Options (Tent City)
Direct Housing (Manufactured Housing) A Direct Housing mission may include placing manufactured housing units on private sites to enable homeowners to remain on their properties while they repair and/or rebuild their permanent residence. Temporary housing units may also be placed into pre-existing commercial real estate to accommodate renters or owners without a feasible place for a unit.
Direct housing is used only when all other housing options, including financial assistance for rent, transitional shelters, and relocation, have been exhausted or are unreasonable. The State and Federal Housing Officers, in coordination with FEMA, Sumter County, and the impacted municipality will determine priorities for housing placement. Options include placing manufactured housing on:
Private Lots - Preferred Business and Commercially-Owned Properties Pre-existing Commercial Parks Community Sites – Last resort
When developing the strategy, the Disaster Housing Task Force will also need to consider:
Medical needs Accessibility requirements Legal constraints Disaster-dependent priorities Land leasing Site selection o Size and location o Floodplain o Stormwater management o Zoning and local compliance o Community considerations o Transportation and traffic flow o Utilities
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o Maintenance and occupant re-certifications o Essential services o Environmental hazards and considerations
Disaster Housing Actions
Pre-impact (Incidents with Advanced Notice) Housing Coordinator attends EOC Briefings Housing Coordinator reviews the Housing Strategy Housing Coordinator contacts DHTF Members Housing Coordinator surveys hotel/motel occupancy census
Impact Review damage reports as they come in to begin developing a housing impact assessment Participate in EOC planning sessions and provide objectives for the IAP Communicate ongoing situational awareness and housing issues Contact the Florida Disaster Housing Coordinator
Post-Impact Review damage assessments reports from all sources Review the Sumter County building officials’ assessments of dwellings and habitability Assess the availability of housing resources, infrastructure, and community services Participate in EOC planning sessions and provide objectives for the IAP Assemble a Sumter Disaster Housing Task Force Review housing impacts and needs with EOC Director or Planning Section Chief Presidential Declared Disaster o Discuss housing issues with FEMA DSAT Team Leader o Review housing impacts with the State and Federal Disaster Housing Coordinators o Participate in state housing conference calls o After fifteen days (15), develop an Initial Disaster Housing Plan o After thirty days (30), update the housing forecast on temporary housing and develop an Interim Disaster Housing Plan o After sixty (60) days, assist State and Federal Housing Coordinators with validating housing needs forecast, mission timeframes, and update the Interim Disaster Housing Plan o After ninety (90) days, complete a strategy for the long-term housing recovery and develop a Transitional Disaster Housing Plan
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Expedited Permitting Process The Sumter County Development Services and the City of Bushnell may establish expedited permitting processes during any part of the recovery phase. The objective is to minimize the permitting time so that home and business repairs can be accomplished quickly. This process may include:
Conduct damage and habitability assessments Reassign staff to more critical tasks such as issuing permits and allocate additional resources from contracted services, if needed Authorize minor to moderate disaster repairs and schedule inspections at later dates Sumter County Board of County Commissioners may waive permit processing fees Ensure licensed contractors are completing work Conduct inspections of post-disaster properties
General Guidelines Sumter County may develop an emergency ordinance to address disaster housing issues.
Permitting authorities may allow temporary emergency repairs without permits for weatherization and protection against further damage.
Sumter County will evaluate the feasibility of a revised ordinance to ensure that revised permitting processes can be accessed in the aftermath of a large-scale disaster.
Sumter County will identify locations to establish temporary disaster permitting office(s). Ideally, permitting offices will be co-located with the Disaster Recovery Center, if established.
All disaster housing alternatives must be the primary residence of the family.
Utility companies and water authorities, working closely with the building departments, should determine the timing for temporary permits for electrical and water/sewer hookups.
Plans and structural analysis may be required for many repairs.
If a pre-existing structure is compliant with zoning and the structure is not located in a flood zone, or it is elevated to the proper base flood elevation, and there is no change in the use or occupancy, and there will be no expansion, the building may be repaired after obtaining the building permit.
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Building inspections are required before and during construction.
Direct Housing Permitting Guidelines Many residents with substantially damaged single-family homes will want to reside in a mobile home, on their single-family property, while the repairs are ensuing. The County and its permitting authorities may allow considering the following:
The close coordination between Sumter County Development Services, Department of Health in Sumter County, and the Federal Emergency Management Agency is needed to expedite all related permitting issues related to the implementation of the disaster housing mission.
Primary inspections should focus on essential life safety concerns, including electrical power installation, water, and sewer inspections, and structure tie- downs.
All parties may agree to a modified permitting process to ensure new parks have all the necessary requirements, and existing parks can handle any increases in capacity through the proposed FEMA mobile homes. Whenever possible, the Department of Health in Sumter County may fast-track the mobile home park permitting process to allow a speedy set up of the FEMA mobile homes.
For infill sites, conduct a life safety inspection to include the following elements:
o Resident name, address, phone, and FEMA registration number o Electric and, if necessary, gas o Setback requirements from one trailer to another, exposure distances o Sanitary services o Water services o Other, to be determined
Existing Mobile Home Parks that are being expanded as well as new disaster housing group sites must be inspected and permitted by the permitting authority, Department of Health in Sumter County, and Federal Emergency Management Agency (FEMA) representatives.
For new sites, the following items must be evaluated and implemented among disaster housing support agencies. Some sites may be pre-identified; others are not pre-identified.
o Life safety inspection (same as above) o Infrastructure design o Water lines o Master electrical distribution o Feeding each trailer 24 | Recovery
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o Fire protection o Sewer lines
Homeowner Association Regulations Homeowner associations may have restrictions in their by-laws on the use of the property within their community, including items such as the placement of mobile homes. Sumter County encourages all homeowner associations to consider the importance of supporting the placement of temporary housing to the greatest extent possible to avoid the temporary displacement and possible permanent relocation of populations to other areas. Each municipality should work with the associations in their jurisdictions to discuss the benefits of allowing temporary housing and the repercussions of restricting homeowners the opportunity to stay in their community or near or on their property. The County may choose to discuss the necessity of emergency plans for these associations, including their disaster housing plans, if they choose to restrict their disaster housing capabilities.
Unmet Needs During the short-term recovery phase, immediate life safety needs may have already been addressed. Volunteer organizations and other private sector groups continue to augment or extend the abilities of the government to assist disaster victims by providing donated goods and volunteer services. Municipalities have a seat in the EOC and work through the same ESFs to meet any identified unmet needs they encounter.
An unmet need refers to any individual, family, or community need that is not usually part of a disaster assistance program provided by a county, state, and federal agency. Emergency Management and voluntary agencies will work together continuously with local municipalities to identify and attempt to meet unmet needs.
As the response and short-term recovery activities begin to wane and the agencies demobilize, the EM Director will form an ad hoc unmet needs committee be formed. The EM Director will serve as the lead official with support of:
Sumter County Housing Coordinator Veteran’s Service Officer The Salvation Army The American Red Cross United Way of Lake and Sumter Counties The Villages Community Development Districts Homeowners Associations Faith-based groups Habitat for Humanity
The Unmet Needs Committee will establish its by-laws and leadership team. The EM Director will provide the committee with a briefing on the recovery status and known
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issues. The team members will review the types of unmet needs and attempt to match available resources. If possible, a non-governmental organization will be asked to establish a funding mechanism to receive monetary donations without prejudice. Team members may be asked to match donations with unmet needs. Careful consideration not to duplicate services through the coordination process is paramount.
Types of unmet needs will be scenario-driven, but some examples of these needs may be:
Rental assistance Utility assistance Food and medicines Emergency protection, repair, and rebuilding of homes Building supplies Volunteer labor
Emergency assistance may be provided through other State programs such as:
Small Cities Community Development Block Grant Community Services Block Grant Low-Income Home Energy Assistance Program Low-Income Emergency Home Repair Program Home Investment Partnership Program State Housing Initiative Partnership Program Florida Enterprise programs Agriculture disaster assistance programs
Public Assistance Grant Program The Public Assistance Grant Program is a recovery program authorized by the Stafford Act that allows the federal government to assist state and local governments to recover from disasters when local capabilities are overwhelmed. The grant can fund the repair, restoration, reconstruction, or replacement of a public facility or infrastructure, which is damaged or destroyed by a disaster. Sumter County and its eligible Applicants can also apply for reimbursement for the cost of debris removal and to recoup the costs of materials and labor directly related to the disaster for which aid is being sought. Each entity must clearly document all costs.
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Recovery Figure 2 - Public Assistance Process
Presidential Declaration Process Once the Joint Damage Assessment process is completed, the State and Federal assessment team members will calculate the estimate of losses and transmit the information to the FEMA Region 4 Headquarters.
The Public Assistance Program has damage cost thresholds that have to be met in order to receive a Presidential Declaration. The State and Sumter County each have their own thresholds of damage losses to meet. FEMA releases these thresholds annually based on the adjustments to the Consumer Price Index. The State Recovery Officer provides the county the threshold criteria each year.
New Public Assistance Delivery Model The below graphic illustrates FEMA’s new Public Assistance Delivery Model implemented in 2016, and updated in 2017.
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Recovery Figure 3 - Public Assistance Application Process
Applicant’s Briefing The State, assisted by FEMA, conducts the Applicant Briefing for state, local, and private non-profit officials to inform them of assistance available and the next steps in the application process. The EM Director will assist in arranging the briefing locations, dates, and times. All eligible Applicants are invited to attend the briefing. Applicants include:
Sumter Board of County Commissioners Sumter County Sheriff’s Office City of Wildwood City of Coleman City of Bushnell City of Webster City of Center Hill The Village Center Community Development District (VCCDD) Sumter County Electric Cooperative
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Certain non-governmental organizations and private non-profits Water/Waste Water utility providers The Villages Regional Hospital Other public entities affected by the disaster Native American Tribes (No Native American Tribes reside in Sumter County)
The Emergency Management Director maintains a list of eligible Applicants. The list is reviewed annually using government records and updated, as needed. The EM Director uses the list to invite eligible Applicants to the Applicant’s Briefing.
Request for Public Assistance (RPA) Sumter County Applicants seeking PA funding must submit a Request for Public Assistance (FEMA Form 009-0-49) to the State within 30 days after the area is designated eligible for assistance. FDEM’s Recovery Division representatives will assist the Applicants in determining if a request is warranted. Once FEMA and FDEM determine if the Applicant is eligible, FEMA will assign a Project Delivery Manager (PDM) to that Applicant.
Public Assistance Program Delivery Manager FEMA will assign a Program Delivery Manager (PDM), formerly Public Assistance Coordinator, to Sumter County. The PDM is a program expert who serves as the Applicant’s customer service agent on PA Program matters and FEMA’s processing of the Applicant’s projects.
The Sumter County Office of Management and Budget has primary responsibility for coordinating PA activities for BOCC departments. The Assistant County Budget Officer serves as Sumter County’s local project manager to coordinate with the FEMA PDM. Other supporting entities include Sumter County Emergency Management and Sumter County Public Works.
The municipalities, VCCDD, and eligible Applicants will appoint project managers within their organizations that will coordinate Public Assistance activities with the FEMA PDM.
Exploratory Call The PDM will schedule an Exploratory Call with the Applicant within seven (7) days of being assigned to that Applicant. This call will introduce the Applicant to the PDM. They will discuss the damages, emergency repairs in progress, and any issues. The PDM will schedule a Recovery Scoping Meeting and determine what representatives need to attend the meeting.
Recovery Scoping Meeting The Recovery Scoping Meeting builds on the Applicant’s profile and information gathered during the Exploratory Call. Applicants will submit their Damage Inventory and assist the 29 | Recovery
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PDM to develop recovery priorities. The PDM provides an overview of the Public Assistance Program and alternative procedures as it applies to the types of damage. Other FEMA representatives from the Office of Environmental Planning and Historical Preservation and Office of Mitigation will discuss special considerations related to emergency repair.
While the Applicant Briefing is designed to address high-level information for all potential Applicants, the Recovery Scoping Meeting is intended to address the specific needs of each eligible Applicant.
Eligibility of Work and Project Formulation A combined federal/state/local team proceeds with project formulation, which is the process of documenting the eligible facility, the eligible work, and the eligible cost for fixing the damages to every public or private non-profit facility identified by state or local representatives. The team prepares a Project Worksheet (PW) for each project. Projects fall into the following Work Categories:
Category A: Debris removal Category B: Emergency protective measures Category C: Road systems and bridges Category D: Water control facilities Category E: Public buildings and contents (equipment) Category F: Public utilities Category G: Parks, recreational facilities, and other
There are four eligibility components to the PA Program: Applicant, Facility, Work, and Costs.
FEMA reviews and approves the Project Worksheets (PW) and obligates the Federal share of the costs (which cannot be less than 75 percent) to the State. The State of Florida Division of Emergency Management then disburses funds to local Applicants.
FEMA PA Grants Portal FEMA will assign Applicants credentials to access its PA Grants Portal. The Portal allows Applicants the ability to account for all activities associated with their damage claims. Additionally, it allows the State and Applicants to monitor the project development process in parallel with the PDM.
Insurance Coordination Procedures The County’s primary recovery remedy for county-owned infrastructure will be its insurance coverage. The County assets are self-insured, managed by the Florida Municipal Insurance Trust (FMIT). SynergyNDS is the Recovery Program Manager for the Florida Municipal Insurance Trust (FMIT) and partners with FMIT to provide services
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and managed programs for crisis planning, disaster response, and loss recovery. SynergyNDS professionals specialize in recovery management, restoration, and reconstruction of properties damaged by water, fire, hurricanes, sinkholes, and other unplanned events.
SynergyNDS provides 24/7 emergency response and recovery services through a combination of self-performance capabilities, our statewide certified Managed Vendor Program (MVP), and Member’s pre-qualified contractors.
Employee Services coordinates claims with SynergyNDS along with the support of the Office of Management and Budget and Public Works. SynergyNDS will also assist the county with some Public Assistance work to ensure there is no duplication of claims.
All other eligible Applicants will coordinate their insurance coverage through their risk managers and insurance carriers.
Disbursement to Sub-grantees Once the Applicants execute the PA Grant funding agreements, they become a Sub- grantee under the State (Grantee). The Federal share of assistance is not less than 75% of the eligible cost for emergency measures and permanent restoration. The State determines how the non-Federal share (up to 25%) is split with the Sub-grantees. Pilot programs and Protective Measures activities may see higher federal shares.
As work is completed and repairs are made, the Sub-grantees will validate the work completion and amounts authorized. Any budget overages will need to be coordinated with the State as soon as it becomes apparent.
Sumter County and all Sub-grantees must meet federal, state, and local grant management practices. This includes procurement and financial policies.
The Sub-grantees will administer all public assistance grants, agreements, and contracts. State Recovery staff will provide technical assistance to the Sub-grantees, maintain, and submit all documents and paperwork necessary to obligate and disburse public assistance funds. This includes establishing a system for the processing of payments to Sub-grantees and FEMA and in conjunction with the establishment and maintenance of accounting records for each payment drawdown by the State and each payment to Sub- grantees.
Appeals and Project Closeouts Sumter County and all other sub-grantees are required to maintain complete records and cost documentation for at least three years after its grant has closed. The local government can appeal any determination related to Federal assistance, but it must do so within 60 days from the receipt of the determination. The Applicant must receive notice of the right to appeal the determination through a two-tiered appeal process. The first
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Sumter County CEMP 2021 appeal opportunity is with the corresponding FEMA Region. The second appeal opportunity is with FEMA Headquarters. If the amount in dispute is $1 million or greater, an Applicant has the option of choosing between the second appeal process with FEMA Headquarters or arbitration before an independent review panel.
Coordination with Joint Field Office Operations In a Presidential-Declared Disaster, FEMA may establish a Joint Field Office (JFO) to coordinate its recovery operations. Historical precedence indicates that FEMA will set up its JFO in Tallahassee or within a large metropolitan area such as Tampa or Orlando. Sumter County may not have commercial real estate stock available to support a JFO within the county. Regardless of location, the EM Director will coordinate all JFO activities through the State’s Recovery Division and FEMA’s recovery representatives assigned to the county.
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Emergency Support Functions Annex
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TRANSPORTATION Emergency Support Function 1 (ESF 1)
Primary Agency: Sumter County Fleet / Transit Services
Support Agencies: MTM, LLC. Sumter County School District Global Medical Response, Inc. Workman Transportation Sumter County Public Works The Village Center Community Development District
Purpose The purpose of the Transportation (ESF 1) is to coordinate transportation assistance to county divisions, municipalities, and non-governmental organizations requiring transportation capacity to perform disaster-related missions.
The priorities for allocation of these resources will be those that:
Provide transportation for evacuation assistance
Provide transportation to re-entry of impacted areas
Transport materials, personnel, and supplies for the support of emergency activities
Transport disaster relief supplies
Monitor the condition of all roadways in and around the County
Scope
This appendix applies to natural, technical, and human-caused emergencies and disasters requiring the commitment of transportation resources. It applies to both declared and undeclared disaster operations.
General Information
Disruption of normal transportation systems and increased transportation needs may result in the need for supplemental transportation resources
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Organizations providing disaster relief may require transporting of emergency equipment and supplies into the disaster area
Disaster survivors may require transportation to assistance centers and places essential to the resumption of everyday community life such as stores, schools, government offices, and major employment centers
Responsibilities
Sumter County Fleet / Transit Services
Provides appropriate staffing to manage the ESF 1 EOC desk and any functions and responsibilities of ESF 1 in the EOC as requested or required
Provides leadership in directing, coordinating, and integrating overall efforts to provide transportation assistance to affected areas and populations
Coordinates the activation and deployment of support agencies under ESF 1 in carrying out specified missions to evacuate personnel from vulnerable areas
Evaluates the situation, make strategic decisions, identify resource needs, and secure resources required for field operations
Coordinates supplemental assistance in identifying and meeting the transportation needs of special needs persons and disaster survivors
Inventories transportation assets including those from participating agencies
Pre-positions transportation resources, as needed
Requests mutual aid assistance through the EOC
Support Agencies
Participate in planning, training, and exercise activities
Develop procedures to supplement this plan to meet operational requirements
Provide transportation resources to meet operational requirements
Identify unanticipated operational requirements, such as fuel, maintenance, schedule, etc.
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Concept of Operations
Organization Daily, Sumter County Fleet / Transit Manager falls under the direction of the Assistant County Administrator, and the support agencies fall within their perspective organizations. However, during incidents, the ESF 1 resources can be organized at either the EOC level and/or the field operations level
When the EOC is activated, the Fleet / Transit Manager and the support agencies that makeup ESF 1 will fall within the Critical Infrastructure Section
When ESF 1 operates at the field level, it will be incorporated in the field incident command structure organized for that specific incident
The EOC Director will confirm the final EOC organizational structure and the location of ESF 1 based on the type of incident and its resource needs
Each ESF agency has the responsibility for committing, coordinating, and managing their own organization’s resources.
Resources offered to support transportation operations are coordinated through ESF 1 in support of the incident
No other organization will direct, control, or take responsibility for those resources unless specifically identified and agreed upon by the appropriate parties involved
Alert and Notification
The Emergency Management Director regularly monitors potential disaster threats that may rise to the level of taking action. Should there be any need to take action in response to a potential or imminent threat, the Director will reach out to the appropriate EOC position(s) and/or ESFs for further coordination
The Emergency Management Director will use email, telephone calls, and the AlertSumter notification system to alert all ESF 1 agencies of an EOC activation or if being placed on standby
Fleet/Transit Manager will follow up with support agencies to coordinate any staffing or resource needs for the incident and inventory their available resources
The respective agencies will alert its drivers and support personnel
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Drivers will be notified and shift schedules developed in accordance with existing Transit, contractor, School District, and other supporting agencies’ policies and procedures
ESF Actions ESF 1 actions are grouped into four phases: preparedness, response, recovery, and mitigation. Each phase requires specific skills and knowledge to accomplish and requires significant cooperation and collaboration between all supporting agencies and the intended recipients of service. ESF 1 encompasses a full range of activities, from training to the provision of field services. It also functions as a coordinator and, at times, assumes direct operational control of provided services.
The following services may be provided:
Assessment of potential impacts of scenario events and transportation needs
Continuous inventory of transportation assets, including transit buses, passenger vans, wheelchair equipped buses, and School District buses
Transportation of ambulatory and persons who use wheelchairs
Transportation of resources
Transportation and evacuation of public information and risk communication
Transportation management, command, and control of assets
Evacuation and re-entry support
Maintain lists of essential employees that are “on-call” throughout all phases of a major disaster operation
Preparedness
Develop plans, procedures, mutual aid agreements, and contract service arrangements to support mission tasks
Participate in training or exercise activities
Maintain agency internal notification rosters
Train agency staff for emergency assignments
Provide support to evacuation and re-entry transportation planning activities
4 | ESF 1
Sumter County CEMP ͟͠͞͠
Identify and develop a list of local transportation resources that will be available to support the ESF 1 mission
Resolve identified corrective actions from post-exercise or incident after-action reviews
Response
Fleet/Transit Manager assigns a staff member to the ESF 1 desk position in the EOC
Establish and maintain a position log
Obtain an operational picture from briefings, situation reports, etc.
ESF 1 desk officer at the EOC updates the support agencies on the situation
Develop a transportation plan that identifies routes, scheduled stops, vehicles required, etc.
Provide transportation assets to meet emergency operational requirements and evacuations
Ensure all vehicles are fueled at the beginning and completion of operations
Manage transportation services to support emergency operations
Provide support and technical assistance to evacuations
Coordinate with Health and Medical (ESF 8) to identify the appropriate transportation method and destination for people with a higher level of medical care needs
Provide transportation for the Refuge at Jumper Creek residents to evacuation shelters
Assist the Resource Management (ESF 7) with requests for transportation services and resources
Coordinate the provision of transportation resources for residents with access and functional needs during evacuations
Continue to provide regular transportation services to the extent possible
Coordinate with Public Information (ESF 14) and Citizens Information Center for any public information dissemination needs.
5 | ESF 1
Sumter County CEMP ͟͠͞͠
Coordinate with the Resource Management Section on fuel and maintenance requirements
Obtain passenger logs from drivers to Information & Planning (ESF 5)
Determine when to cease any operation when conditions become unsafe to include when hazardous winds reach the operational area and professional input from other public safety professionals when conditions may be unsafe for personnel and equipment
Recovery
Assess and evaluate damage and impacts to transportation infrastructure as appropriate sand coordinate response and recovery efforts. Report data and information to the Planning Section
Track all emergency-related costs associated with providing transportation services for the Public Assistance Program application
Provide long-term recovery transportation in coordination with disaster recovery centers, direct housing missions, etc.
Participate in after-action reviews
Mitigation Identify opportunities to mitigate the impacts of future incidents
Financial Management
Financial responsibility for provided resources rests with the organization owning and committing their resources to tasks or missions unless other financial obligations are identified before any deployment or rendering of the service
Each agency is responsible for tracking and managing its expenses related to a disaster/emergency response and recovery effort, regardless of an EOC activation.
Each organization providing or receiving mutual aid resources shall track those resources to ensure they are returned appropriately, timely, and in the same condition from which it was received
Any expected compensation for mutual aid services or resources offered, rented, leased, bought, and/or requested from any agency and provided to any organization should have all financial expectations pre-identified in advance of
6 | ESF 1
Sumter County CEMP ͟͠͞͠
service or resource delivery. Any expense that does not clearly identify a responsible party will be at risk for non-reimbursement
Any disaster/emergency expenses incurred by any agency may be requested, in summary, by the Public Assistance Unit to satisfy reporting requirements or media requests
7 | ESF 1
Sumter County CEMP ͟͠͞͠
COMMUNICATIONS Emergency Support Function 2 (ESF 2)
Primary Agency: Sumter County Emergency Management Division
Support Agencies: Sumter County Sheriff’s Office Global Medical Response Sumter County Information Technology Radio Amateur Civil Emergency Service (RACES) Verizon Communications Tri-Co Communications Motorola Solutions, Inc.
Purpose The purpose of the Communications (ESF 2) is to provide communication support to county, municipal, other governmental, non-governmental, mutual aid, and certain private sector organizations to perform emergency/disaster operations.
ESF 2 plans, coordinates, and assists in all actions taken to provide communications support and at a minimum:
Provides mission-essential communication services
Establishes and maintain communications between and among critical facilities
Identifies communication resources available for use within the affected area(s)
Monitors commercial telecommunication companies restoration activities
Coordinates the acquisition and deployment of additional communication equipment, personnel, and resources
Scope
This appendix applies to natural, technical, and human-caused emergencies and disasters requiring communication resources. It applies to both declared and undeclared disaster operations. It is intended for local officials and community partners that provide communication services.
1 | ESF 2
Sumter County CEMP ͟͠͞͠
General Information Sumter County seeks to maintain a continuous flow of critical information among multi- jurisdictional and multidisciplinary emergency responders, EOCs, ESFs, and governmental officials for the duration of emergency response operations.
Disruption of normal communication systems and increased communication needs may result in the need for supplemental communication resources
Organizations providing disaster relief may require several modes of communications in the disaster area
Disaster survivors may require communications to arrange for disaster relief and other post-impact services
Incoming mutual aid and volunteers may require communications and interoperability to link with local agencies
ESF 2, in coordination with EOC ESFs, will determine the priorities of communication resources
Communication requirements will require interoperability between various agencies
Responsibilities
Sumter County Emergency Management Division
Serve as the lead agency for ESF 2
Provide appropriate staffing to manage the ESF 2 EOC desk and any functions and responsibilities of ESF 2 in the EOC, as required
Provide leadership in directing, coordinating, and integrating overall efforts to provide communication resources to affected areas and populations
Coordinate the activation and deployment of support agencies under ESF 2 in carrying out specified missions
Evaluate the situation, make strategic decisions, identify resource needs, and secure resources required for field operations
Coordinate supplemental assistance in identifying and meeting the communication needs of disaster survivors
Inventory communication assets including those from participating agencies
2 | ESF 2
Sumter County CEMP ͟͠͞͠
Pre-position communication resources, as needed
Request mutual aid assistance
Support Agencies
Participate in planning, training, and exercise activities
Develop procedures to supplement this plan to meet operational requirements
Are aware of their organization’s communications support capabilities
Provide communication resources to meet operational requirements
Identify unanticipated operational requirements such as fuel, maintenance, schedule, etc.
Concept of Operations
Organization Daily, Sumter County Emergency Management (Public Safety Communications) falls under the direction of the Assistant County Administrator, and the support agencies fall within their respective organizations. However, during incidents, the ESF 2 resources can be organized at either the EOC level and/or the field operations level:
When the EOC is activated, Public Safety Communications and the support agencies that makeup ESF 2 will fall within the EOC Support Section
When ESF 2 operates at the field level, it will be incorporated in the field incident command structure organized for that specific incident
The EOC Director will confirm the final EOC organizational structure and the location of ESF 2 based on the type of incident and its resource needs
Each ESF agency has the responsibility for committing, coordinating, and managing their own organization’s resources
Resources offered to support communication operations are coordinated through ESF 2 in support of the incident
No other organization will direct, control, or take responsibility for those resources unless specifically identified and agreed upon by the appropriate parties involved
3 | ESF 2
Sumter County CEMP ͟͠͞͠
Communications Systems The primary communication system during emergencies is a telephone. First response agencies will communicate with field units using the County’s 800 MHz radio system. Cellular telephones and internet-based technologies are also integrated into the overall communication network.
The following are communications systems used in support of emergency operations:
800 MHz P-25 Radio System Satellite Radio Verizon EOC Cellular Telephones Amateur Radio Systems Telephone Network Systems
Alert and Notification
The Emergency Management Director regularly monitors potential disaster threats that may rise to the level of taking action. Should there be any need to take action in response to a potential or imminent threat, the Director will reach out to the appropriate EOC position(s) and/or ESFs for further coordination
The Fire & EMS Communications Center is the County Warning Point (CWP), supported by the Sumter County Sheriff’s Office Communications Center. The CWP will notify the State Watch Office of reportable incidents
The Emergency Management Director will use email, telephone calls, and the AlertSumter notification system to alert all ESF 2 agencies of an EOC activation or if being placed on standby
Public Safety Support will follow up with support agencies to coordinate any staffing or resource needs for the incident and inventory their available resources
ESF Actions ESF 2 actions are grouped into four phases: preparedness, response, recovery, and mitigation. Each phase requires specific skills and knowledge to accomplish and requires significant cooperation and collaboration between all supporting agencies and the intended recipients of service. ESF 2 encompasses a full range of activities, from training to the provision of field services. It also functions as a coordinator and, at times, assumes direct operational control of provided services.
The following services may be provided:
Assessment of potential impacts of scenario events and communication needs
4 | ESF 2
Sumter County CEMP ͟͠͞͠
Analysis of loss of functionality of communication systems
Continuous inventory of communication assets, including radios, telephones, spare parts, etc.
Communication management, command, and control of assets
Prioritization of deployment of resources
Maintain lists of essential employees that are “on-call” throughout all phases of a major disaster operation
Preparedness
Develop plans, procedures, mutual aid agreements, and contract service arrangements to support mission tasks
Maintain and test communication systems that support real-time interoperable voice and data communication
Participate in training or exercise activities
Maintain agency internal notification rosters
Train agency staff for emergency assignments
Provide support to evacuation and re-entry communication planning activities
Identify and develop a list of local communication resources that will be available to support the ESF 2 mission
Resolve identified corrective actions from post-exercise or incident after-action reviews
Identify alternate communication facilities for continuity of operations
Implement procedures to protect communication networks and facilities
Response
Emergency Management assigns a staff member to the ESF 2 desk position in the EOC
Establish and maintain a position log
Obtain an operational picture from briefings, situation reports, etc.
5 | ESF 2
Sumter County CEMP ͟͠͞͠
ESF 2 desk officer at the EOC updates the support agencies on the situation
Develop a communication plan that identifies talk group assignments, frequencies, etc.
Implement incident communications interoperability plans and protocols
Provide communication assets to meet emergency operational requirements and evacuations
Ensure all communication tower generators are fueled at the beginning and completion of operations
Manage communication services to support emergency operations
Coordinate and provide telecommunications and information technology support
Deploy the Sheriff’s Office Mobile Command Unit to support field operations
Assist the Resource Management (ESF 7) with requests for communication services and resources
Continue to provide regular communication services to the extent possible
Coordinate with ESF 7 on fuel and maintenance requirements
Coordinate with telecommunication companies for the placement of Communications on Wheels (COWs) in the impacted areas
Assign RACES resources to augment communication systems, as necessary
Recovery
Assess and evaluate damage and impacts to communication infrastructure as appropriate and coordinate response and recovery efforts. Report data and information to the Damage Assessment Unit
Set repair and restoration priorities to communication systems:
1. 800 MHz Public Safety Radio System 2. Critical facility communications 3. Disaster relief locations (shelters, distribution sites, etc.) communications 4. General population telephone systems
Ensure that technical personnel are available for communication equipment maintenance and repair
6 | ESF 2
Sumter County CEMP ͟͠͞͠
Track all emergency-related costs associated with providing communication services for the Public Assistance Program application
Provide long-term recovery communication in coordination with disaster recovery centers, direct housing missions, etc.
Participate in after-action reviews
Mitigation Identify opportunities to mitigate the impacts of future incidents
Financial Management
Financial responsibility for provided resources rests with the organization owning and committing their resources to tasks or missions unless other financial obligations are identified prior to any deployment or rendering of the service
Each agency is responsible for tracking and managing its expenses related to a disaster/emergency response and recovery effort, regardless of an EOC activation
Each organization providing or receiving mutual aid resources shall track those resources to ensure they are returned appropriately, timely, and in the same condition from which it was received
Any expected compensation for mutual aid services or resources offered, rented, leased, bought, and/or requested from any agency and provided to any organization should have all financial expectations pre-identified in advance of service or resource delivery. Any expense that does not clearly identify a responsible party will be at risk for non-reimbursement
Any disaster/emergency expenses incurred by any agency may be requested, in summary, by the Public Assistance Unit to satisfy reporting requirements or media requests
7 | ESF 2
Sumter County CEMP ͟͠͞͠
PUBLIC WORKS & ENGINEERING Emergency Support Function 3 (ESF 3)
Primary Agency: Sumter County Public Works
Support Agencies: Wildwood Public Works Bushnell Public Works Coleman Public Works Webster Public Works The Village Center Community Development District (VCCDD)
Purpose The purpose of the Public Works (ESF 3) is to provide County Public Works support to the county, municipal, other governmental, non-governmental, mutual aid, and certain private sector organizations to perform emergency/disaster operations.
ESF 3 plans, coordinates, and assists in all actions taken to provide public works support and at a minimum:
Provides mission-essential services
Establishes and maintain travel routes between and among critical facilities
Coordinates the acquisition and deployment of additional public works equipment, personnel, and resources
Evaluates infrastructure damage to roads, bridges, and governmental structures
Coordinates debris clearing and disposal operations
Coordinates with utility services to provide support for restoration activities
Provide technical assistance with stormwater management and flooding
Scope
This appendix applies to natural, technical, and human-caused emergencies and disasters requiring public works resources. It applies to both declared and undeclared disaster operations. It is intended for local officials and community partners that provide public works-related services such as technical advice, evaluations, engineering services, construction management, emergency contracting, repair of facilities, debris management, and road repairs.
1 | ESF 3
Sumter County CEMP ͟͠͞͠
General Information
A major or catastrophic disaster may cause extensive, severe property damage:
Structures, houses, public buildings, and other facilities will be damaged or destroyed. Many may need to be reinforced, demolished, or isolated for public safety reasons
Streets, bridges, highways, and other forms of transportation may be damaged or unusable
Traffic control equipment may be damaged and rendered partially or fully inoperable
Resources may be limited or inadequate in the immediate disaster area
Disaster response and recovery must begin immediately
Responsibilities
Sumter County Public Works
Serves as the lead agency for ESF 3
Provides appropriate staffing to manage the ESF 3 EOC desk and any functions and responsibilities of ESF 3 in the EOC, as required
Provides leadership in directing, coordinating, and integrating overall efforts to provide public works support to affected areas and populations
Coordinates the activation and deployment of support agencies under ESF 3 in carrying out specified missions
Evaluates the situation, make strategic decisions, identify resource needs, and secure resources required for field operations
Participates in setting priorities for road clearing, debris management, and emergency repairs
Maintains agreements and lists of contractors, engineering firms, architects, and other providers that would be available to assist with infrastructure assessments and repair
Inventories public works assets including those from participating agencies
2 | ESF 3
Sumter County CEMP ͟͠͞͠
Pre-positions public work resources, as needed
Request mutual aid assistance through the EOC
Support Agencies
Participate in planning, training, and exercise activities
Develop procedures to supplement this plan to meet operational requirements
Provide public works resources to meet operational requirements
Identify unanticipated operational requirements, such as fuel, maintenance, schedule, etc.
Eligible applicants in the Public Assistance Program such as municipalities and the VCCDD are responsible for their public works support services to include road repairs, debris operations, and emergency work
Concept of Operations
Organization Daily, Sumter County Public Works falls under the direction of the County Administrator, and the support agencies fall within their perspective organizations. However, during incidents, the ESF 3 resources can be organized at either the EOC level and/or the field operations level:
When the EOC is activated, public works and the support agencies that make up ESF 3 will fall within the Critical Infrastructure Section
When ESF 3 operates at the field level, it will be incorporated in the field incident command structure organized for that specific incident
The EOC Director will confirm the final EOC organizational structure and the location of ESF 3 based on the type of incident and its resource needs
Each ESF agency has the responsibility for committing, coordinating, and managing their own organization’s resources.
Resources offered to support operations are coordinated through ESF 3 in support of the incident
No other organization will direct, control, or take responsibility for those resources unless specifically identified and agreed upon by the appropriate parties involved
3 | ESF 3
Sumter County CEMP ͟͠͞͠
Alert and Notification
The Emergency Management Director regularly monitors potential disaster threats that may rise to the level of taking action. Should there be any need to take action in response to a potential or imminent threat, the Director will reach out to the appropriate EOC position(s) and/or ESFs for further coordination
The Emergency Management Director will use email, telephone calls, and the AlertSumter notification system to alert all ESF 3 agencies of an EOC activation or if being placed on standby
Public Works will follow up with support agencies to coordinate any staffing or resource needs for the incident and inventory their available resources
ESF Actions ESF 3 actions are grouped into four phases: preparedness, response, recovery, and mitigation. Each phase requires specific skills and knowledge to accomplish and requires significant cooperation and collaboration between all supporting agencies and the intended recipients of service. ESF 3 encompasses a full range of activities, from training to the provision of field services. It also functions as a coordinator and, at times, assumes direct operational control of provided services.
The following services may be provided:
Assessment of potential impacts of scenario events and public works needs
Continuous inventory of public works assets, including contracts, vehicles, heavy equipment, personnel, etc.
Management of command and control of assets
Evacuation and re-entry support
Maintain lists of essential employees that are “on-call” throughout all phases of a major disaster operation
The municipalities and the Village Center Community Development District have the responsibility to conduct emergency work and remove debris within their borders except for those areas that the Sumter County Public Works provides services. They should coordinate their operations and resource needs through ESF 3 for technical assistance.
Preparedness
Develop plans, procedures, mutual aid agreements, and contract service arrangements to support mission tasks
4 | ESF 3
Sumter County CEMP ͟͠͞͠
Participate in training or exercise activities
Maintain agency internal notification rosters
Train agency staff for emergency assignments
Provide support to evacuation and re-entry planning activities
Develop a debris management strategy
Maintain lists of contractors and firms that can provide services during an emergency
Identify and develop a list of local public works resources that will be available to support the ESF 3 mission
All equipment and vehicles will be inspected and necessary repairs made in advance of a potential event
Fuel all vehicles and equipment
Verify emergency supplies and materials inventories
Contact local vendors and service contractors
Resolve identified corrective actions from post-exercise or incident after-action reviews
Response
Public Works assigns a staff member to the ESF 3 desk position in the EOC
Establish and maintain a position log
Participate in EOC briefings, Incident Action Plans, Situation Reports, and meetings
ESF 3 desk officer at the EOC updates the support agencies on the situation
Ensure all vehicles are fueled at the beginning and completion of operations
Conduct damage assessments of roads and bridges
Provide traffic engineering support and technical assistance for evacuations
Assist the Resource Management (ESF 7) with requests for public works services and resources
5 | ESF 3
Sumter County CEMP ͟͠͞͠
Continue to provide regular public works services to the extent possible
Prioritize and implement emergency clearing of debris from transportation routes to provide access for emergency response personnel, equipment, and supplies in areas affected by an emergency or disaster
Prioritize and implement emergency repairs to Sumter County facilities damaged in an incident
Assist with the assessment to determine the requirement to relocate affected essential services to backup locations
Coordinate with Public Information (ESF 14) and Citizens Information Center for any public information dissemination needs
Cease operations when conditions become unsafe for personnel and equipment due to weather conditions or based on the professional input of public safety professionals
Recovery
Assess and evaluate damage and impacts to public works infrastructure as appropriate and coordinate response and recovery efforts. Report data and information to the Damage Assessment Unit
Prioritize and implement the restoration of critical public facilities and services, including but not limited to electricity, potable water, sanitary sewer, stormwater systems, natural gas, and telephone service
Coordinate building inspections and repairs of county-owned buildings. Perform the demolition or stabilization of damaged public structures and facilities that pose an immediate hazard or safety risk to the public health
Negotiate and administer design contracts with consulting engineering firms for the repair of stormwater management systems and the transportation infrastructure, as required.
Track all emergency-related costs associated with providing services for the Public Assistance Program application
Participate in Joint Preliminary Damage Assessments with FEMA and the State
Participate in Long-Term Recovery and Post-Disaster Redevelopment programs
Participate in after-action reviews
6 | ESF 3
Sumter County CEMP ͟͠͞͠
Mitigation
Identify opportunities to mitigate the impacts of future incidents
Participate in the Sumter County Local Mitigation Strategy meetings and recommend activities to reduce or minimize the impact of future disasters
Provide recommendations to mitigate emergency repair projects funded under the Public Assistance Program
Financial Management
Financial responsibility for provided resources rests with the organization owning and committing their resources to tasks or missions unless other financial obligations are identified before any deployment or rendering of the service
Each agency is responsible for tracking and managing its expenses related to a disaster/emergency response and recovery effort, regardless of an EOC activation
Each organization providing or receiving mutual aid resources shall track those resources to ensure they are returned appropriately, timely, and in the same condition from which it was received
Any expected compensation for mutual aid services or resources offered, rented, leased, bought, and/or requested from any agency and provided to any organization should have all financial expectations pre-identified in advance of service or resource delivery. Any expense that does not clearly identify a responsible party will be at risk for non-reimbursement
Any disaster/emergency expenses incurred by any agency may be requested, in summary, by the Public Assistance Unit to satisfy reporting requirements or media requests
7 | ESF 3
Sumter County CEMP ͟͠͞͠
FIREFIGHTING Emergency Support Function 4 (ESF 4)
Primary Agency: Sumter County Fire & EMS
Support Agencies: The Villages Public Safety Global Medical Response, Inc. Florida Forest Service
Purpose The purpose of the Firefighting (ESF 4) is to provide fire service coordination and support services in Sumter County during disasters. This includes providing the firefighting capability to meet the demands of rural and urban fires, including wildland fires.
The priorities for allocation of these assets will be:
Providing fire suppression activities
Providing emergency medical services
Assisting in the evacuation of persons in immediate danger
Monitoring fire conditions in the County
Assisting with resource coordination and tracking for all fire-related activities
Scope
This appendix applies to natural, technical, and human-caused emergencies and disasters requiring the commitment of firefighting resources. It applies to both declared and undeclared disaster operations.
General Information
Disaster survivors will require fire suppression and medical services
There will be increased calls for service
Roadways will be blocked or impassible, hindering response efforts
1 | ESF 4
Sumter County CEMP ͟͠͞͠
Responsibilities The responsibilities of fire service personnel in emergency and disaster situations are the same as in their daily operations. Their primary area of responsibility is fire control. Fire services are also involved regularly with rescue operations and hazardous materials incidents.
Sumter County Fire & EMS
Serves as the lead agency for ESF 4
Sumter County Fire & EMS Chief, in conjunction with The Villages Public Safety Chief, will coordinate the planning, development, and maintenance for all fire services related to emergency management operations
Provides appropriate staffing to manage the ESF 4 EOC desk and any functions and responsibilities of ESF 4 in the EOC as requested or required
Coordinates the activation and deployment of support agencies under ESF 4 in carrying out specified missions to provide fire suppression and emergency medical services
Evaluates the situation, makes strategic decisions, identifies resource needs, and secures resources required for field operations
Inventories firefighting assets, including those from participating agencies
Requests mutual aid assistance through the EOC
Support Agencies
Participate in planning, training, and exercise activities
Develop procedures to supplement this plan to meet operational requirements
Provide fire suppression and emergency medical services resources to meet operational requirements
Concept of Operations
Organization Daily, Sumter County Fire & EMS falls under the direction of the Assistant County Administrator, and the support agencies fall within their perspective organizations. However, during incidents, the ESF 4 resources can be organized at the EOC level and/or the field operations level
2 | ESF 4
Sumter County CEMP ͟͠͞͠
When the EOC is activated, Fire & EMS and the support agencies that makeup ESF 4 will fall within the Emergency Services Section
When ESF 4 operates at the field level, it will be incorporated in the field incident command structure organized for that specific incident
EOC Director will confirm the final EOC organizational structure and the location of ESF 4 based on the type of incident and its resource needs
Each ESF agency has the responsibility for committing, coordinating, and managing their own organization’s resources
Resources offered to support fire suppression and emergency medical services operations will coordinate through ESF 4 in support of the incident
No other organization will direct, control, or take responsibility for those resources unless specifically identified and agreed upon by the appropriate parties involved
Alert and Notification
The Emergency Management Director regularly monitors potential disaster threats that may rise to the level of taking action. Should there be any need to take action in response to a potential or imminent threat, the Director will reach out to the appropriate EOC position(s) and/or ESFs for further coordination.
Emergency Management Director will use email, telephone calls, and the AlertSumter notification system to alert all ESF 4 agencies of an EOC activation or if being placed on standby
Fire & EMS will follow up with support agencies to coordinate any staffing or resource needs for the incident and inventory their available resources
The respective agencies will alert its firefighters and support personnel
ESF Actions ESF 4 actions carried out are grouped into four phases: preparedness, response, recovery, and mitigation. Each phase requires specific skills and knowledge to accomplish and requires significant cooperation and collaboration between all supporting agencies and the intended recipients of service. ESF 4 encompasses a full range of activities, from training to the provision of field services. It also functions as a coordinator and, at times, assumes direct operational control of provided services.
The following services may be provided:
3 | ESF 4
Sumter County CEMP ͟͠͞͠
Assessment of fire service needs and potential impacts
Firefighting capability and resources
Emergency responder health and safety support services
Technical rescue operations
Support services for incidents involving chemical, biological, radiological, and explosive hazards
Continuous inventory of fire and emergency medical assets, including fire apparatuses, ambulances, and other associated equipment
Transportation of injured persons
Management of fire-related activities
Evacuation and re-entry support
Maintain lists of essential employees that are “on-call” throughout all phases of a major disaster operation
Preparedness
Develop plans, procedures, mutual aid agreements, inter-local agreements, and contract service arrangements to support mission tasks
Participate in training or exercise activities
Maintain agency internal notification rosters
Ensure agency staff are trained in their assignment
Identify and develop a list of local resources that will be available to support the ESF 4 mission
Resolve identified corrective actions from post-exercise or incident after-action reviews
Response
Fire & EMS assigns a staff member to the ESF 4 desk position in the EOC
Establish and maintain a position log
4 | ESF 4
Sumter County CEMP ͟͠͞͠
Participate in EOC briefings, Incident Action Plans, Situation Reports and meetings
ESF 4 desk officer at the EOC updates the support agencies on the situation
Develop fire suppression, emergency medical, and mass casualty strategies
Monitor hospital status
Ensure all vehicles are fueled at the beginning and completion of operations
Provide support and technical assistance
Assist the Resource Management (ESF 7) with requests for fire suppression and emergency medical resources
Continue to provide regular services to the extent possible
Coordinate with Public Information (ESF 14) and Citizens Information Center for any public information dissemination needs.
Coordinate with the ESF 7 on fuel, maintenance requirements, and resource requests
Cease operations when conditions become unsafe for personnel and equipment due to weather conditions or based on the professional input of public safety professionals
Maintain status of unassigned and assigned fire and EMS resources
Develop branch tactical plans to support field units
Collect windshield assessment reports from field units and provide them to the Damage Assessment Unit
Coordinate mutual aid fire resources, including assignments provided by the Florida Fire Chiefs’ Association
Return position log to Information and Planning (ESF 5) at the end of the shift
Recovery
Assess and evaluate damage and impacts to infrastructure as appropriate and coordinate response and recovery efforts. Report data and information to the Planning Section
5 | ESF 4
Sumter County CEMP ͟͠͞͠
Track all emergency-related costs associated with providing fire suppression and emergency medical services for the Public Assistance Program application
Assist in fire investigations
Participate in after-action reviews
Mitigation
Identify opportunities to mitigate the impacts of future incidents
Enforce fire codes
Conduct public safety and fire prevention programs
Recommend new fire codes or changes to existing ones, as needed
Develop pre-plan response procedures for high hazard or high life safety facilities
Participate in the Sumter County Local Mitigation Strategy meetings and recommend activities to reduce or minimize the impact of future disasters
Resource Coordination
At times, ESF 4 may need to coordinate directly with the Florida Fire Chiefs Association representatives for mutual aid resources.
Outside fire resources will come under the operational control of the County’s ESF 4 and/or Operations Section
The ESF 4 representative will brief any liaison officer assigned to the EOC on its operation and statuses of resource
Resources will be committed to mission-assigned tasks
Anticipate and identify future resource needs
Financial Management
Financial responsibility for provided resources rests with the organization owning and committing their resources to tasks or missions unless other financial obligations are identified before any deployment or rendering of the service
6 | ESF 4
Sumter County CEMP ͟͠͞͠
Each agency is responsible for tracking and managing its expenses related to a disaster/emergency response and recovery effort, regardless of an EOC activation
Each organization providing or receiving mutual aid resources shall track those resources to ensure they are returned appropriately, timely, and in the same condition from which it was received
Any expected compensation for mutual aid services or resources offered, rented, leased, bought, and/or requested from any agency and provided to any organization should have all financial expectations pre-identified in advance of service or resource delivery. Any expense that does not clearly identify a responsible party will be at risk for non-reimbursement
Any disaster/emergency expenses incurred by any agency may be requested, in summary, by the Public Assistance Unit to satisfy reporting requirements or media requests
7 | ESF 4
Sumter County CEMP ͟͠͞͠
INFORMATION & PLANNING Emergency Support Function 5 (ESF 5)
Primary Agency: Sumter County Emergency Management
Support Agencies: Sumter County Administrative Services Sumter County Information Technology Sumter County Developmental Services Sumter County Employee Services Sumter County Economic Development
Purpose The purpose of the Information and Planning (ESF 5) is to collect, process, and disseminate information to facilitate emergency response efforts and the preparation of action plans to communicate strategic objectives for each operational period. This includes facilitating the planning process, developing incident action plans, and collecting and distributing verified information to county departments, municipalities, and non- governmental organizations participating in the EOC activation.
Information and Planning priorities include:
Using technology and human intelligence to collect, analyze, and disseminate information on disaster impacts, including direct impacts (people, buildings, and infrastructure) and indirect impacts (economic, political, etc.)
Assessing the capabilities of local government, the business community, and volunteer agencies to respond to the disaster effectively
Assessing and prioritizing the immediate needs of impacted communities and neighborhoods
Incorporating analyses into Incident Action Plans that establish operational objectives and identify resource requirements to accomplish these objectives
Tracking resource requests and statuses to ensure accountability
Maintaining and organizing incident documentation
Maintaining displays of key information
1 | ESF 5
Sumter County CEMP ͟͠͞͠
Scope
This appendix applies to natural, technical, and human-caused emergencies and disasters requiring the commitment of planning resources. It applies to both declared and undeclared disaster operations.
General Information ESF 5 collects, processes, and disseminates information to be used in all phases of an incident or disaster. ESF 5 documents overall response activities and operations. The team members maintain displays of essential information and facilitate briefings using maps, charts, and status boards in the EOC and by electronic means. ESF 5 coordinates with the State Division of Emergency Management and all emergency support functions to obtain and share all available information regarding the disaster.
The planning and information process is continuous throughout the life cycle of a disaster or emergency.
Initial incident reports need to be scrutinized and verified
Quick and accurate reports are necessary for the Governor’s decision to declare a state of emergency and to request a Presidential Emergency or Disaster Declaration
Additionally, these reports form the basis for determining specific types and extent of assistance needed in the affected area
Incidents will vary in complexity, which will result in deadlines needing to be achieved
Rumors and partial information may exist, which will result in confusion
Responsibilities
Sumter County Emergency Management Division
Serves as the lead agency for ESF 5
Provides appropriate staffing to manage the ESF 5 Planning Section desk and any functions and responsibilities of ESF 5 in the EOC, as required
Provides leadership in directing, coordinating, and integrating the “EOC Planning P” into EOC operations
2 | ESF 5
Sumter County CEMP ͟͠͞͠
Coordinates the overall efforts to collect, process, report and display essential elements of information and to facilitate support for planning efforts
Submits the Sumter County Situation Report to the State EOC, as required
Coordinates the development of incident action plans and disseminate them to the EOC
Evaluates the situation, makes strategic decisions, identifies resource needs, and secures resources required for field operations
Support Agencies
Participate in planning, training, and exercise activities
Develop procedures to supplement this plan to meet operational requirements
Provide planning and information resources to meet operational requirements
Concept of Operations
Organization Daily, Sumter County Emergency Management Division falls under the direction of the Assistant County Administrator, and the support agencies fall within their perspective organizations.
When the EOC is activated, Emergency Management and the support agencies that makeup ESF 5 will fall within the EOC Support Section. The EOC Director will confirm the final EOC organizational structure and the location of ESF 5 based on the type of incident and its resource needs.
ESF 5 is comprised of two units:
Geographic Information System (GIS) Unit Damage Assessment Unit
Alert and Notification
The Emergency Management Director regularly monitors potential disaster threats that may rise to the level of taking action. Should there be any need to take action in response to a potential or imminent threat, the Director will reach out to the appropriate EOC position(s) and/or ESFs for further coordination
3 | ESF 5
Sumter County CEMP ͟͠͞͠
The Emergency Management Director will use email, telephone calls, and the AlertSumter notification system to alert all ESF 5 agencies of an EOC activation or if being placed on standby
Emergency Management Director will follow up with support agencies to coordinate any staffing or resource needs for the incident and inventory their available resources
ESF Actions ESF 5 actions are grouped into four phases: preparedness, response, recovery, and mitigation. Each phase requires specific skills and knowledge to accomplish and requires significant cooperation and collaboration between all supporting agencies and the intended recipients of service. ESF 5 encompasses a full range of activities, from training to the provision of field services. It also functions as a coordinator and, at times, assumes direct operational control of provided services.
Preparedness
Develop plans, procedures, mutual aid agreements, and contract service arrangements to support mission tasks
Participate in training or exercise activities
Maintain agency internal notification rosters
Ensure agency staff are trained in their assignment
Identify and develop processes that will be available to support the ESF 5 mission
Resolve identified corrective actions from post-exercise or incident after-action reviews
Response
Emergency Management assigns staff members to the ESF 5 desk in the EOC
Establish and maintain a position log
Monitor weather and the incident as it develops
Establish a Battle Rhythm and the Planning P cycles
Update the Essentials Elements of Information in WebEOC and displays the data. This information includes:
4 | ESF 5
Sumter County CEMP ͟͠͞͠
o Date and time of the event o Disaster area locations and boundaries o Entry control points o Number of persons injured, dead, or missing o Damage and loss of essential services o Roads blocked, open, and closed o Weather data o Security information o Shelter and mass care facilities o Key personnel directory
Establish an incident within WebEOC and select boards
Develop and distribute informational material such as situation reports
Brief the Executive Policy Group and obtain objectives and policies
Develop the Incident Action Plan for the next Operational Period
Oversee the briefing process and ensure proper information is distributed
Maintain information displays such as maps, charts, and status boards
Facilitate the planning process and their appropriate meetings
Ensure damage assessment is conducted and properly documented
Develop demobilization procedures
Provide technical GIS service to the EOC
Provide support and technical support assistance to EOC sections, and units
Coordinate with Public Information (ESF 14) and Citizens Information Center for any public information dissemination needs
Recovery
Gather damage reports and develop a Damage Assessment Report
Prepare required documentation for disaster declaration requests
Provide the State unmet needs data
Identify short and long-term planning strategies for recovery
Participate in after-action reviews
5 | ESF 5
Sumter County CEMP ͟͠͞͠
Mitigation Pre- and post-disaster analyses of disaster impacts on buildings, infrastructure, and the general population can be used to support mitigation decision-making. Examples include:
Analysis of the performance of essential facilities that can be used in mitigation measures to strengthen these facilities
Analysis of community economic impacts – including the total percentage of building stock damaged in disaster and replacement values – can be used in setting mitigation and recovery goals and priorities
The Local Mitigation Strategy Working Group can use these analyses in adjusting mitigation goals, objectives, and priorities
Financial Management
Financial responsibility for provided resources rests with the organization owning and committing their resources to tasks or missions unless other financial obligations are identified before any deployment or rendering of the service
Each agency is responsible for tracking and managing its expenses related to a disaster/emergency response and recovery effort, regardless of an EOC activation
Each organization providing or receiving mutual aid resources shall track those resources to ensure they are returned appropriately, timely, and in the same condition from which it was received
Any expected compensation for mutual aid services or resources offered, rented, leased, bought, and/or requested from any agency and provided to any organization should have all financial expectations pre-identified in advance of service or resource delivery. Any expense that does not clearly identify a responsible party will be at risk for non-reimbursement
Any disaster/emergency expenses incurred by any agency may be requested, in summary, by the Public Assistance Unit to satisfy reporting requirements or media requests
6 | ESF 5
Sumter County CEMP ͟͠͞͠
MASS CARE Emergency Support Function 6 (ESF 6)
Primary Agency: Sumter County Employee Services
Support Agencies: Sumter County School District Sumter County Administrative Services Sumter County Fleet / Transit Services Sumter County Animal Services Department of Health in Sumter County The American Red Cross The Salvation Army United Way of Lake and Sumter Counties Sumter County Veteran Services Sumter County Sheriff’s Office Global Medical Response Langley Medical Services, Inc. Agricultural Extension (UF/IFAS)
Purpose The purpose of the Mass (ESF 6) is to coordinate activities associated with the emergency provision of temporary shelters, mass feeding, potable water, and bulk distribution of relief supplies for survivors or an impacted population.
The priorities for allocation of these assets will be:
Provide emergency shelter and temporary housing to impacted residents
Provide emergency feeding and water to impacted residents, including fixed sites, mobile feeding, and bulk distribution
Coordinate the mass care services provided by volunteer organizations
Assist in locating family members and reunification
Continuously assess the mass care needs throughout the incident
1 | ESF 6
Sumter County CEMP ͟͠͞͠
Scope
This appendix is applicable to natural, technical, and human-caused emergencies and disasters requiring the commitment of mass care resources. It applies to both declared and undeclared disaster operations.
General Information
Incidents will vary in complexity, which will result in deadlines needing to be achieved
Disruption to daily activities will occur as emergency shelters are activated in schools or other large gathering areas
Responsibilities
Sumter County Employee Services
Provide appropriate staffing to manage the ESF 6 desk and any functions and responsibilities of ESF 6 in the EOC, as required
Evaluate the situation, make strategic decisions, identify resource needs, and secure resources required for mass care operations
Maintain a systematic approach for monitoring shelter capacity
Coordinate requests for assistance and additional resources
Ensure resource integrity from mobilization to demobilization
Participate in the Unmet Needs Committee, when established
Support Agencies
Participate in planning, training, and exercise activities
Develop procedures to supplement this plan to meet operational requirements
Coordination of all actions of the support agency with the primary agency in performing assignment missions of the ESF
2 | ESF 6
Sumter County CEMP ͟͠͞͠
Concept of Operations
Organization Daily, Sumter County Employee Services Division falls under the direction of the County Administrator, and the support agencies fall within their perspective organizations. However, during incidents, the ESF 6 resources are organized in the Mass Care Section at the EOC level.
Employee Services will coordinate all relief efforts with the support agencies to provide mass care functions, including the need for and location of feeding stations Food and Water (ESF 11), medical staffing for shelters Health and Medical Services (ESF 8), communications (ESF 2), law enforcement (ESF 16), power generation capabilities (ESF 12) and volunteer organizations providing mass care services (ESF 15).
The EOC Director will confirm the final EOC organizational structure and the location of ESF 6 based on the type of incident and its resource needs
Each ESF agency has the responsibility for committing, coordinating, and managing their own organization’s resources
No other organization will direct, control, or take responsibility for those resources unless specifically identified and agreed upon by the appropriate parties involved
Alert and Notification
The Emergency Management Director regularly monitors potential disaster threats that may rise to the level of taking action. Should there be any need to take action in response to a potential or imminent threat, the Director will reach out to the appropriate EOC position(s) and/or ESFs for further coordination
The Emergency Management Director will use email, telephone calls, and the AlertSumter notification system to alert all ESF 6 agencies of an EOC activation or if being placed on standby
Emergency Management Director will follow up with support agencies to coordinate any staffing or resource needs for the incident and inventory their available resources
ESF Actions ESF 6 actions are grouped into four phases: preparedness, response, recovery, and mitigation. Each phase requires specific skills and knowledge to accomplish and requires significant cooperation and collaboration between all supporting agencies and the intended recipients of service. ESF 6 encompasses a full range of activities, from training
3 | ESF 6
Sumter County CEMP ͟͠͞͠ to the provision of field services. It also functions as a coordinator and, at times, assumes direct operational control of provided services.
When the decision is made to open any shelter or evacuation center, the Emergency Management Director or his designee will coordinate with ESF 6 representative. The Special Needs evacuation operations are covered in ESF 8.
Preparedness
Develop plans, procedures, mutual aid agreements, and contract service arrangements to support mission tasks
Participate in training or exercise activities
Maintain agency internal notification rosters
Coordinate with the Emergency Management to obtain the current shelter list
Ensure agency staff are trained in their assignment
Identify and develop a process that will be available to support the ESF 6 mission
Resolve identified corrective actions from post-exercise or incident after-action reviews
Response
Employee Services assigns a staff member to the ESF 6 desk in the EOC
Establish and maintain a position log
Process and maintain all position logs turned into Information & Planning (ESF 5)
Monitor and direct resources and response activities
Participate in EOC briefings, Incident Action Plans, Situation Reports, and meetings
Process assistance requests and coordinate with appropriate ESF or agency to fulfill the request
Coordinate with ESF 16 to provide security at shelters
Coordinate with Animal & Agricultural Issues (ESF 17) to provide pet sheltering
Coordinate with other support agencies for needs and services requested by the shelters
4 | ESF 6
Sumter County CEMP ͟͠͞͠
Report shelter census, hourly, through the WebEOC Shelter Status Board
Continuously monitor shelter capacities and notify the EOC Director when capacity reaches 60%
Coordinate reasonable accommodations for impacted residents that have functional needs or disabilities and require mass care assistance
Coordinate with Public Information (ESF 14) and Citizens Information Center for any public information dissemination needs
Obtains impact or damages assessment information from support agencies and transmit to the Damage Assessment Unit
Recovery
Provide input to (Resource Management) ESF 7 in the assessment of the magnitude of the problem, the identification of operational priorities, and assessments of resources needs and potential shortfalls
Develop a mass care strategy including the prevention of duplications of goods and services
Coordinate with volunteer agencies for locating and operating mass feeding sites
Provide the ESF 5 shelter census, feeding meal rates, and other service metrics
Coordinate with ESF 15 the assignment of spontaneous volunteer groups providing mass care services
Coordinate sanitation provisions and inspections and solid waste removal from mass feeding sites
Process requests for welfare inquiries and coordinates with support agencies
Identify long-term planning strategies for recovery, including housing and transportation
Facilitate an Unmet Needs Committee to address long-term needs that go unfulfilled
Discuss discharge planning activities to return shelter buildings to normal operations
Participate in after-action reviews
5 | ESF 6
Sumter County CEMP ͟͠͞͠
Mitigation Identify opportunities to mitigate the impacts of future incidents
Financial Management
Financial responsibility for provided resources rests with the organization owning and committing their resources to tasks or missions unless other financial obligations are identified prior to any deployment or rendering of the service
Each agency is responsible for tracking and managing its expenses related to a disaster/emergency response and recovery effort, regardless of an EOC activation
Each organization providing or receiving mutual aid resources shall track those resources to ensure they are returned appropriately, timely, and in the same condition from which it was received
Any expected compensation for mutual aid services or resources offered, rented, leased, bought, and/or requested from any agency and provided to any organization, should have all financial expectations pre-identified in advance of service or resource delivery. Any expense that does not clearly identify a responsible party will be at risk for non-reimbursement
Any disaster/emergency expenses incurred by any agency may be requested, in summary, by the Public Assistance Unit to satisfy reporting requirements or media requests
6 | ESF 6
Sumter County CEMP ͟͠͞͠
RESOURCE MANAGEMENT Emergency Support Function 7 (ESF 7)
Primary Agency: Sumter County Purchasing
Support Agencies: Sumter County Office of Management & Budget Sumter County Public Works
Purpose The purpose of the Resource Management Support Function (ESF 7) is to provide logistical and resource support to those agencies involved in conducting emergency response activities during natural disasters and other catastrophic events.
The priorities for allocation of these assets will be to provide:
Communication services
Resource requisition and tracking
Acquisition of materials and equipment
Human Resources
Facilities
Transportation
Arrangements for food and lodging
Fuel
Other support services required by the Emergency Operations Center
Scope
This appendix applies to natural, technical, and human-caused emergencies and disasters requiring resource management. It applies to both declared and undeclared disaster operations.
1 | ESF 7
Sumter County CEMP ͟͠͞͠
General Information ESF 7 provides technical assistance in locating, procuring, housing, and distribution of critical resources and supplies through the Resource Management Unit in the EOC. ESF 7 is implemented when a single point ordering is no longer viable.
Existing county resources and inventories shall be used unless the severity of the incident dictates additional supplies and equipment must be acquired from outside sources. ESF 7 does not stockpile supplies. ESF 7 may obtain resources through mutual aid or from the SEOC if local availability is not available.
ESF 7 is not intended to replace or supplant the purchasing authorities as outlined in the Sumter County Purchasing Policies or other state, federal, and local guidelines. However, all requests for additional resources must be made through the Resource Management Unit to be properly acquired and accounted for.
Responsibilities
Sumter County Purchasing
Provides appropriate staffing to manage the ESF 7 Resource Management Section desk and any functions and responsibilities of ESF 7 in the EOC as requested or required
Evaluates the situation, make strategic decisions, identify resource needs, and secure resources required for field operations
Maintains equipment readiness
Inventories resources and their capabilities
Support Agencies
Provide resources and any materials dependent on the characteristic needs of the incident
Identify suppliers for resources
Coordinates reimbursement efforts with FEMA Public Assistance Program
Participate in planning, training, and exercise activities
Develop procedures to supplement this plan to meet operational requirements
Be knowledgeable about resource capabilities
2 | ESF 7
Sumter County CEMP ͟͠͞͠
Concept of Operations The Resource Management Unit of the EOC will manage all requests for resources and logistical support for the incident(s) and provide the coordination of specific requirements for ESF 7 action and documentation. The activation of this ESF requires all resource requests not already made at the field level to be managed through the EOC for purposes of coordinating, tracking, and allocating. Information & Planning (ESF 5) will assist the Emergency Services, Critical Infrastructure, Mass Care and Recovery Sections, and ESF 7 in determining resource requirements through the incident planning process.
Resources may be provided upon the request of recognized field command personnel, such as an Incident Commander, EOC General Staff, or upon the direction of the EOC Director. Equipment and materials will be obtained from within county inventories. Resource requests will be submitted and routed through the ESF 7 using WebEOC or the Resource Request Form. ESF 7 will coordinate resource ordering and acquisition with the EOC Support Section Chief, other ESFs, Purchasing Unit, and State EOC Liaison.
Organization Daily, Sumter County Purchasing falls under the direction of the County Administrator, and the support agencies fall within their perspective organizations.
When the EOC is activated, Emergency Management and the support agencies will make up ESF 7
The EOC Director will confirm the final EOC organizational structure and the location of ESF 7 based on the type of incident and its resource needs
Each ESF agency has the responsibility for committing, coordinating, and managing their own organization’s resources
No other organization will direct, control, or take responsibility for those resources unless specifically identified and agreed upon by the appropriate parties involved
Alert and Notification
The Emergency Management Director regularly monitors potential disaster threats that may rise to the level of taking action. Should there be any need to take action in response to a potential or imminent threat, the Director will reach out to the appropriate EOC position(s) and/or ESFs for further coordination
The Emergency Management Director will use email, telephone calls, and the AlertSumter notification system to alert all ESF 7 agencies of an EOC activation or if being placed on standby
3 | ESF 7
Sumter County CEMP ͟͠͞͠
Emergency Management Director will follow up with support agencies to coordinate any staffing or resource needs for the incident and inventory their available resources
ESF Actions ESF 7 actions are grouped into four phases: preparedness, response, recovery, and mitigation. Each phase requires specific skills and knowledge to accomplish and requires significant cooperation and collaboration between all supporting agencies and the intended recipients of service.
The following services may be provided:
Assessment of potential impacts of scenario events
Resource tracking
Resource prioritizing
Advisement on current service and support capabilities
Maintaining the status of all assigned resources and personnel
Preparedness
Develop plans, procedures, mutual aid agreements, and contract service arrangements to support mission tasks
Maintain contacts and lists of vendors that can provide needed supplies, equipment, and materials
Participate in training or exercise activities
Maintain agency internal notification rosters
Ensure agency staff are trained in their assignment
Identify and develop a process that will be available to support the ESF 7 mission
Resolve identified corrective actions from post-exercise or incident after-action reviews
Response
Purchasing assigns a staff member to ESF 7 and Purchasing Unit desk in the EOC
4 | ESF 7
Sumter County CEMP ͟͠͞͠
Establish and maintain a position log
Assist departments and agencies in locating resource and service providers
Track staff hours and maintain accountability for all deployed personnel
Provide transportation resources to deliver bulk shipments of commodities
Process resource requests and match them with the appropriate section
Track resource effectiveness and make necessary adjustments
Communicate resource status with the ESF 5 and EOC Support Section Chief
Recovery
Determine incident facility locations such as the County Staging Area (CSA), Points of Distribution (PODs), and base camp locations. Coordinate resources and personnel needed to mobilize these facilities
Establish and staff a Volunteer Reception Center to screen, deploy, and track spontaneous volunteers
Receive, transport, store, and deliver supplies and commodities
Provide technical assistance in procurement and logistics
Implement a demobilization plan
Identify long-term planning strategies for recovery
Participate in after-action reviews
Mitigation Identify opportunities to mitigate the impacts of future incidents
Financial Management
Financial responsibility for provided resources rests with the organization owning and committing their resources to tasks or missions unless other financial obligations are identified before any deployment or rendering of the service
Each agency is responsible for tracking and managing its expenses related to a disaster/emergency response and recovery effort, regardless of an EOC activation
5 | ESF 7
Sumter County CEMP ͟͠͞͠
Each organization providing or receiving mutual aid resources shall track those resources to ensure they are returned appropriately, timely, and in the same condition from which it was received
Any expected compensation for mutual aid services or resources offered, rented, leased, bought, and/or requested from any agency and provided to any organization, should have all financial expectations pre-identified in advance of service or resource delivery. Any expense that does not clearly identify a responsible party will be at risk for non-reimbursement
Any disaster/emergency expenses incurred by any agency may be requested, in summary, by the Public Assistance Unit to satisfy reporting requirements or media requests
6 | ESF 7
Sumter County CEMP ͟͠͞͠
HEALTH & MEDICAL Emergency Support Function 8 (ESF 8)
Primary Agency: Florida Department of Health in Sumter County
Support Agencies: Sumter County Fire & EMS Sumter County Animal Services The Villages Public Safety Department Global Medical Response, Inc. District 5, Medical Examiner’s Office UF Health The Villages Hospital Langley Health Services, Inc. Select Specialty Hospital
Purpose The purpose of the Health & Medical (ESF 8) is to coordinate the technical health care during and after an emergency for county divisions, municipalities, and non-governmental organizations participating in the EOC activation.
The priorities for allocation of these assets will be:
Identify, assess and prioritize health and medical needs, including facility status, community impact, available resources, and long-term recovery
Maintain contact with health and medical facilities to ensure that staff, equipment, and supplies are available (pharmaceuticals, biological products, blood and blood products)
Staff Special Needs Shelters and process requests for resources to augment staff
Process requests for health and medical services
Coordinate or support medical needs requiring an emergency response. To support, care and move persons impacted by the event and those with Special or Functional Needs
Coordinate fatality management activities along with the Medical Examiner’s Office
Coordinate and support responder health and safety and crisis counseling, and mental health care for the public
1 | ESF 8
Sumter County CEMP ͟͠͞͠
Provide public information on health, medical, public health, injury prevention, and disease control
Support public health actions in epidemiology and environmental health
Scope
This appendix applies to natural, technical, and human-caused emergencies and disasters requiring the commitment of health and medical resources. It applies to both declared and undeclared disaster operations.
General Information
ESF 8 involves supplemental assistance to entities in identifying and meeting the health and medical needs of victims of a major emergency or disaster. This includes reviewing the special needs registry, assisting in the transporting of special needs residents to shelters, staffing special needs shelters. ESF 8 will assess the health and medical needs of the impacted population, including disease control and epidemiology, health care personnel, public health information releases, and water quality. ESF 8 will monitor the status of medical facilities and address any real or anticipated shortfalls in these facilities.
Responsibilities
Florida Department of Health in Sumter County
Provides leadership in directing, coordinating, and integrating overall County efforts to provide health and medical assistance to affected areas and populations
Provides appropriate staffing to manage the ESF 8 Health & Medical desk and any functions and responsibilities of ESF 8 in the EOC as requested or required
Coordinates and direct the activation and deployment of ESF 8 service personnel, supplies, and equipment and provide certain direct resources
Triaging all individuals on the special needs registry and determining the most appropriate location for them (special needs shelter, hospital, etc.), calling them in the event of an evacuation, and staffing the special needs shelter
Evaluates the emergency situation, make strategic decisions, and identify resource needs and secure resources required for field operations
Coordinates supplemental assistance in identifying and meeting the Health and Medical needs of disaster victims
2 | ESF 8
Sumter County CEMP ͟͠͞͠
Evaluates the situation, make strategic decisions, identify resource needs, and secure resources required for field operations
Support Agencies
Coordinate all actions of the support agency in performing assigned missions with the ESF 8 representative
Assist with the assessment of health and medical needs, and determine the need for health surveillance
Support care and movement of persons with special and functional needs
Provide public health and medical technical assistance and support
Support responder safety and health needs
Provide the ESF representative with information on the need for medical and health assistance
Participate in planning, training, and exercise activities
Develop procedures to supplement this plan to meet operational requirements
Concept of Operations
Organization Daily, the Florida Department of Health in Sumter County falls under the direction of the Florida Department of Health/State Surgeon General, and the support agencies fall within their perspective organizations. However, during incidents, the ESF 8 resources can be organized at the EOC level and/or the field operations level.
When the EOC is activated, the Department of Health in Sumter County and the support agencies that makeup ESF 8 will fall within the Mass Care Section
EOC Manager will confirm the final EOC organizational structure and the location of ESF 8 based on the type of incident and its resource needs
Each ESF support agency has the responsibility for committing, coordinating, and managing their own organization’s resources
No other organization will direct, control, or take responsibility for those resources unless specifically identified and agreed upon by the appropriate parties involved
3 | ESF 8
Sumter County CEMP ͟͠͞͠
Alert and Notification
The Emergency Management Director regularly monitors potential disaster threats that may rise to the level of taking action. Should there be any need to take action in response to a potential or imminent threat, the Director will reach out to the appropriate EOC position(s) and/or ESFs for further coordination
The Emergency Management Director will use email, telephone calls, and the AlertSumter notification system to alert all ESF 8 agencies of an EOC activation or if being placed on standby
Emergency Management Director will follow up with support agencies to coordinate any staffing or resource needs for the incident and inventory their available resources
ESF Actions ESF 8 actions are grouped into four phases: preparedness, response, recovery, and mitigation. Each phase requires specific skills and knowledge to accomplish and requires significant cooperation and collaboration between all supporting agencies and the intended recipients of service. ESF 8 encompasses a full range of activities, from training to the provision of field services. It also functions as a coordinator and, at times, assumes direct operational control of provided services.
Preparedness
Develop and maintain a Sumter County ESF 8 Healthcare Coalition and participate in the Tampa Bay Regional Healthcare Coalition
Develop plans, procedures, mutual aid agreements, and contract service arrangements to support mission tasks
Provide for the monitoring and evaluation of environmental hazards, as necessary
Provide briefings and information on emerging public health concerns
Review applicants in the Special Needs Registry and determine the appropriate level of care
Participate in training or exercise activities
Maintain agency internal notification rosters
Ensure agency staff are trained in their assignment
4 | ESF 8
Sumter County CEMP ͟͠͞͠
Resolve identified corrective actions from post-exercise or incident after-action reviews
Response
Florida Department of Health in Sumter County assigns a staff member to the ESF 8 Health & Medical desk in the EOC
Provide health and medical situational awareness, objectives to the Incident Action Plan, and updates
Staff and operate Special Need Shelters
Determine the need to move or evacuate patients from residential health care facilities. Coordinate with supporting agencies and ESFs
Provide technical assistance for securing and transporting contaminated biological items to laboratory testing facilities
Manage mass prophylaxis operations
Provide support to health and medical operations during multi-casualty and multi- fatality incidents
Coordinate with the deployment of environmental or epidemiology strike teams
Establish and maintain a position log
Process and maintain all position logs turned into Information & Planning (ESF 5)
Monitor the incident as it develops
Provide support and technical assistance
Continue to provide regular services to the extent possible
Coordinate with Public Information (ESF 14) and the Citizens Information Center for any public information dissemination needs
Recovery
Monitor the status of medical care facilities
Coordinate the inspection of emergency shelters and temporary housing facilities
Coordinate with regional public utilities and water utilities to assess damage to the water source, supply, water treatment, and water distribution systems
5 | ESF 8
Sumter County CEMP ͟͠͞͠
Assist affected populations in clean up or follow up activities with technical advice or field service on health and safety issues related to returning to impacted areas
Coordinate to issue public advisories on food and water contamination, disease threats and outbreaks, safety and injury prevention, and other health and medical issues
Coordinate the deployment of mental health assessment teams
Coordinate with response agencies and health care providers to provide critical incident stress management services, as requested
Coordinate discharge planning and closure of shelters and alternative treatment facilities
Support long-term monitoring of the population’s health status
Identify long-term planning strategies for recovery
Participate in after-action reviews
Mitigation
Support public health measures to prevent widespread outbreaks
Coordinate public information to educate the public, mitigate the spread of disease, and to promote self-management of medical needs
Pre-identify vulnerable facilities and populations and their anticipated needs
Identify, assess, prioritize, and protect critical infrastructure and key resources. Create the ability to detect, prevent, deter, devalue and mitigate deliberate efforts to destroy, incapacitate or exploit critical infrastructure and key resources
Develop and implement after-action reports and improvement plans based on exercises and real incidents to improve preparedness plans
Participate in the Sumter County Local Mitigation Strategy Working Group
Financial Management
Financial responsibility for provided resources rests with the organization owning and committing their resources to tasks or missions unless other financial obligations are identified before any deployment or rendering of the service
6 | ESF 8
Sumter County CEMP ͟͠͞͠
Each agency is responsible for tracking and managing its expenses related to a disaster/emergency response and recovery effort, regardless of an EOC activation
Each organization providing or receiving mutual aid resources shall track those resources to ensure they are returned appropriately, timely, and in the same condition from which it was received
Any expected compensation for mutual aid services or resources offered, rented, leased, bought, and/or requested from any agency and provided to any organization, should have all financial expectations pre-identified in advance of service or resource delivery. Any expense that does not clearly identify a responsible party will be at risk for non-reimbursement
Any disaster/emergency expenses incurred by any agency may be requested, in summary, by the Public Assistance Unit to satisfy reporting requirements or media requests
7 | ESF 8
Sumter County CEMP ͟͠͞͠
SEARCH & RESCUE Emergency Support Function 9 (ESF 9)
Primary Agency: Sumter County Fire & EMS
Support Agencies: The Villages Public Safety Department Sumter County Sheriff’s Office Global Medical Response, Inc.
Purpose The purpose of the Search and Rescue (ESF 9) is to provide search and rescue (SAR) coordination and support services in response to emergency events in Sumter County.
Scope
This appendix applies to natural, technical, and human-caused emergencies and disasters requiring the commitment of search and rescue resources. It applies to both declared and undeclared disaster operations.
General Information
Incidents will vary in complexity, which will result in the achievement of deadlines
SAR operations vary from small missing person incidents to large wide-area search operations
Urban SAR teams will use the latest edition of the National Urban Search and Rescue Response System for its operations and structural markings
Large wide-area search operations will require mutual aid resources to support local resources
Responsibilities
Sumter County Fire & EMS
Serves as the lead agency for ESF 9
1 | ESF 9
Sumter County CEMP ͟͠͞͠
Provides appropriate staffing to manage the ESF 9 Search and Rescue desk and any functions and responsibilities of ESF 9 in the EOC, as required
Provides leadership in directing, coordinating, and integrating overall County efforts to provide Search and Rescue assistance to affected areas
Coordinates and directs the activation and deployment of County agencies Search and Rescue personnel, supplies, equipment, and provides certain direct resources
Assists with media briefings, public information, etc., as directed by the County Administrator
Support Agencies
Participate in SAR planning, training, and exercise activities
Develop procedures to supplement this plan to meet operational requirements
Provide emergency transport of injured SAR survivors to healthcare facilities, as needed.
Provide specialized SAR teams or support such as K-9, dive team, marine (swift water) units, aviation, and technical expertise
Concept of Operations
Organization Daily, Sumter County Fire & EMS falls under the direction of the Assistant County Administrator, and the support agencies fall within their perspective organizations. However, during incidents, the ESF 9 resources can be organized at the EOC level and/or the field operations level.
When the EOC is activated, Emergency Management and the support agencies that makeup ESF 9 will fall within the Emergency Services Section
When ESF 9 operates at the field level, it will be incorporated within the field incident command structure organized for that specific incident
EOC Director will confirm the final EOC organizational structure and the location of ESF 9 based on the type of incident and its resource needs
Each ESF agency has the responsibility for committing, coordinating, and managing their own organization’s resources
2 | ESF 9
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No other organization will direct, control, or take responsibility for those resources unless specifically identified and agreed upon by the appropriate parties involved
Urban Search and Rescue (Light Technical) Team
Sumter County has a light technical rescue team comprised of members of the Sumter County Fire and EMS and The Villages® Public Safety Department. The team can provide limited technical rescue services during search and rescue operations.
The Light Technical Rescue Team is also a component of the state of Florida’s Urban Search and Rescue – Type 2 Light Technical Rescue Team (LTRT 417). LTRT 417 has 21 field staff personnel, five administrative command staff, logistical support, equipment, and apparatus to successfully cover any high angle rope, confined space, structural collapse, wide-area search, trench collapse, or vehicle and machinery type rescue.
Team members are trained to the NFPA 1670: Standard on Operations and Training for Technical Search and Rescue Incidents. Some receive specialized training in other technical level disciplines, including water rescue, structural tower rescue, large animal rescue, and air rescue operations.
More unique operational duties include wide-area search of major woodland or disaster zones after a tornado, flooding, or a hurricane. The team is capable of high angle rescues on large radio towers, structural towers, and bridges from heights up to 1,500 feet.
Alert and Notification
Initial notification of a search and rescue incident usually occurs through 9-1-1 calls or at the field level. The Fire and EMS Communications Center staff will make the primary notifications to search and rescue team members and mutual aid agencies.
The Emergency Management Director regularly monitors potential disaster threats that may rise to the level of taking action. Should there be any need to take action in response to a potential or imminent threat, the Director will contact the additional EOC position(s) and/or ESFs for further coordination.
Emergency Management Director will use email, telephone calls, and the AlertSumter notification system to alert all ESF 9 agencies of an EOC activation or if being placed on standby
Emergency Management Director will follow up with support agencies to coordinate any staffing or resource needs for the incident and inventory their available resources
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ESF Actions ESF 9 actions are grouped into four phases: preparedness, response, recovery, and mitigation. Each phase requires specific skills and knowledge to accomplish and requires significant cooperation and collaboration between all supporting agencies and the intended recipients of service. ESF 9 encompasses a full range of activities from training to the provision of field services.
The following services may be provided:
Assessment of Search and Rescue needs and potential impacts
Securing search and rescue personnel, equipment, and supplies
Evacuation and re-entry support
Emergency responder health and safety
Mental health and crisis counseling for responders
Search and Rescue public information and risk communication
Wilderness Search and Rescue
Aviation Search and Rescue
Wide-Area Search and Rescue
Preparedness
Develop plans, procedures, mutual aid agreements, and contract service arrangements to support mission tasks
Participate in training or exercise activities
Maintain agency internal notification rosters
Ensure responders are trained in their assignments
Resolve identified corrective actions from post-exercise or incident after-action reviews
Response
Assign a staff member to the ESF 9 Search and Rescue desk in the EOC
Establish and maintain a position log
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Monitor the incident as it develops
Determine the size of the affected area using windshield survey reports and damage assessment information
Determine the scope and complexity of damage
Determine the availability and skill level of local resources
Develop a search strategy to include any specialized search and rescue resources
Request additional mutual aid resources, as required
Request that the Emergency Management Director or the Communications Center notify the State Watch Office of any missing aircraft search operations not already reported to the Air Force Rescue Coordination Center
Request that the Emergency Management Director or the Communications Center notify the State Watch Office of any missing water vessels in area waterways
Coordinate with the GIS Unit
Recovery
Provide the location of fatalities to the Medical Examiner’s Office and coordinate their protection until they can be properly removed
Continue to provide support until SAR activities are concluded, and all structures/locations have been searched for possible survivors
Demobilize mutual aid resources
Participate in after-action reviews
Mitigation Identify opportunities to mitigate the impacts of future incidents
Financial Management
Financial responsibility for provided resources rests with the organization owning and committing their resources to tasks or missions unless other financial obligations are identified before any deployment or rendering of the service
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Each agency is responsible for tracking and managing its expenses related to a disaster/emergency response and recovery effort, regardless of an EOC activation
Each organization providing or receiving mutual aid resources shall track those resources to ensure they are returned appropriately, timely, and in the same condition from which they were received
Any expected compensation for mutual aid services or resources offered, rented, leased, bought, and/or requested from any agency and provided to any organization, should have all financial expectations pre-identified in advance of service or resource delivery. Any expense that does not clearly identify a responsible party will be at risk for non-reimbursement
Any disaster/emergency expenses incurred by any agency may be requested, in summary, by the Public Assistance Unit to satisfy reporting requirements or media requests
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HAZARDOUS MATERIALS Emergency Support Function 10 (ESF 10)
Primary Agency: Sumter County Fire & EMS
Support Agencies: The Villages Public Safety Department Global Medical Response, Inc. Sumter County Public Works
Purpose The purpose of the Hazardous Materials (ESF 10) is to coordinate the response to actual or potentially hazardous materials releases or spills that threaten public or emergency worker safety or pose a threat to the environment.
Scope
This appendix applies to natural, technical, and human-caused emergencies and disasters requiring the commitment of hazardous material response resources. It applies to both declared and undeclared disaster operations.
Responding agencies will only perform activities considered at the Awareness or Operations Level, depending on the individuals’ training levels. 29 CFR 1910.120 and other state guidelines define these activities as defensive actions. Offensive actions such as removing the material will be performed by those specially trained hazardous materials team members.
General Information The hazardous material response support may include:
Performing necessary actions to assist with emergency evacuation and reentry to threatened/affected areas
Coordinating hazardous materials technical assistance requests
Coordinating, allocating, and prioritizing additional public and private resources to include people, materials, goods, and services within the areas affected by the hazardous materials releases
Supporting Law Enforcement (ESF 16) and Public Works (ESF 3) in hazard identification, safety, and mitigation
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Performing necessary actions to assist with response and recovery operations
Managing and coordinating support for hazardous materials teams in the detection, identification, and containment of hazardous materials, and mobilizing and providing personnel, equipment, and supplies to respond
Responsibilities
Fire and EMS
Serves as the lead agency for ESF 10
Provides appropriate staffing to manage the ESF 10 desk and any functions and responsibilities of ESF 10 in the EOC, as required
Provides leadership in directing, coordinating, and integrating overall County efforts to provide hazardous materials assistance to affected areas and populations
Ensures that all Fire and EMS responders are trained in awareness and operations level of hazardous materials response as defined in the guidelines established by the State Emergency Response Commission
Participate in the East Central Florida Regional Planning Council Local Emergency Planning Committee
Ensures that communications personnel are trained in the awareness level of hazardous materials response and that guidelines have been established to dispatch the proper response upon notification of hazardous materials incidents
If evacuations are necessary, requests shelters or shelter-in-place operations
Provides public information and risk communication
Notifies State Watch Office of all reportable hazardous materials incidents and request State assistance, as required
Evaluates the situation, make strategic decisions, identifies resource needs, and secures resources required for field operations
Support Agencies
Participate in planning, training, and exercise activities
Develop procedures to supplement this plan to meet operational requirements
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Provide fire suppression, hazardous material response, and emergency medical services resources to meet operational requirements
Concept of Operations
Organization Daily, Sumter County Fire and EMS falls under the direction of the Assistant County Administrator, and the support agencies fall within their perspective organizations. However, during incidents, the ESF 10 resources can be organized at the EOC level and/or the field operations level:
When the EOC is activated, Fire and EMS, and the support agencies that makeup ESF 10 will fall within the Emergency Services Section
When ESF 10 operates at the field level, it will be incorporated in the field incident command structure organized for that specific incident
The EOC Director will confirm the final EOC organizational structure and the location of ESF 10 based on the type of incident and its resource needs
Each ESF agency has the responsibility for committing, coordinating, and managing their own organization’s resources
No other organization will direct, control, or take responsibility for those resources unless specifically identified and agreed upon by the appropriate parties involved
Hazardous Material Team Sumter County has a Type 3 Hazardous Material Team (Technical Level) that is capable of identifying chemical substances, controlling common releases, and decontamination. Sumter Couth Fire & EMS maintains a Memorandum of Understanding (MOU) for mutual aid services from the state of Florida’s HM4-C team. HM4-C is a certified Type l Regional Response Team capable of engaging the highest level of hazardous material response and actively acts as a liaison between the Fire service and other involved agencies on hazardous materials incidents. HM4-C also has the training and capabilities to conduct Mass Decontamination on large-scale events.
Alert and Notification
Initial notification of a hazardous material incident usually occurs through 9-1-1 calls or at the field level. The Fire and EMS Communications Center staff members will make the primary notifications to hazardous material team members and mutual aid agencies. They will also notify the State Watch Office (SWO) using the SWO notification protocols.
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The Emergency Management Director regularly monitors potential disaster threats that may rise to the level of taking action. Should there be any need to take action in response to a potential or imminent threat, the Director will contact the additional EOC position(s) and/or ESFs for further coordination:
The Emergency Management Director will use email, telephone calls, and the AlertSumter notification system to alert all ESF 10 agencies of an EOC activation or if being placed on standby
Emergency Management Director will follow up with support agencies to coordinate any staffing or resource needs for the incident and inventory their available resources
ESF Actions ESF 10 actions carried out are grouped into four phases: preparedness, response, recovery, and mitigation. Each phase requires specific skills and knowledge to accomplish and requires significant cooperation and collaboration between all supporting agencies and the intended recipients of service. ESF 10 encompasses a full range of activities from training to the provision of field services.
Preparedness
Develop plans, procedures, mutual aid agreements, and contract service arrangements to support mission tasks
Participate in training or exercise activities
Maintain agency internal notification rosters
Ensure agency staff are trained in their assignment
Identify and develop a process that will be available to support the ESF 10 mission
Resolve identified corrective actions from post-exercise or incident after-action reviews
Response
Assign a staff member to the ESF 10 Hazardous Materials desk in the EOC
Establish and maintain a position log
Mobilize and deploy Hazardous Material teams to the operational area(s)
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Coordinate with the Resource Management (ESF 7) to determine the status and availability of support resources
Coordinate with local hospitals to determine which facilities can receive contaminated patients
Coordinate with the Medical Examiner’s Office to provide on-site support in managing contaminated fatalities
Support field units with rehabilitation resources and ensure they maintain accountability
Develop demobilization procedures
Provide support and technical assistance
Continue to provide regular services to the extent possible
Coordinate with Public Information (ESF 14) and Citizens Information Center for any public information dissemination needs.
Recovery
Continue to provide support as required until response activities are concluded or until they can be managed and staffed by the responsible party
Monitor the progress of cleanup and disposal operations
Participate in after-action reviews
Mitigation Identify deficiencies or areas to be improved and seek funds to enhance protective measures to lessen the impact on vulnerable populations and/or minimize damage to critical facilities
Participate in Local Emergency Planning Committee programs
Participate in the Sumter County Local Mitigation Strategy
Financial Management
Financial responsibility for provided resources rests with the organization owning and committing their resources to tasks or missions unless other financial obligations are identified before any deployment or rendering of the service
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Each agency is responsible for tracking and managing its expenses related to a disaster/emergency response and recovery effort, regardless of an EOC activation
Each organization providing or receiving mutual aid resources shall track those resources to ensure they are returned appropriately, timely, and in the same condition from which it was received
Any expected compensation for mutual aid services or resources offered, rented, leased, bought, and/or requested from any agency and provided to any organization, should have all financial expectations pre-identified in advance of service or resource delivery. Any expense that does not clearly identify a responsible party will be at risk for non-reimbursement
Any disaster/emergency expenses incurred by any agency may be requested, in summary, by the Public Assistance Unit to satisfy reporting requirements or media requests
6 | ESF 10
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FOOD AND WATER Emergency Support Function 11 (ESF 11)
Primary Agency: Sumter County Purchasing
Support Agencies: Sumter County School District The American Red Cross The Salvation Army United Way of Lake and Sumter Counties
Purpose The purpose of the Food and Water (ESF 11) is to identify the need for food and water in the aftermath of a disaster or emergency, procuring resources, and coordinating the transportation of such supplies to the impacted area.
The priorities for allocation of these assets will be:
to identify the number of people without food and safe drinking water
to identify available food products, quantities, and sources to obtain additional needed supplies
If needed, coordinate on any need for transportation of food shipments to warehouses, feeding sites, and pantry locations
Scope
This appendix applies to natural, technical, and human-caused emergencies and disasters requiring the commitment of transportation resources. It applies to both declared and undeclared disaster operations.
General Information Following a major or catastrophic disaster, there may be widespread damage and destruction to the infrastructure and homes/buildings, resulting in impassable transportation routes, power outages, and drinking water contamination. Normal food processing and distribution capabilities may be disrupted. Electrical utility service may be impacted, preventing the public from safely storing perishable foods.
Large bulk quantities of food supplies purchased, solicited, or donated will be coordinated by this ESF. Assistance from the State Emergency Operations Center (SEOC) will be
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requested after all other resources have been used to assist with the distribution of food supplies and/or warehouse operations.
Responsibilities
Sumter County Purchasing Department
Provides appropriate staffing to the ESF 11 EOC position
Provides leadership in directing, coordinating, and integrating the into EOC operations
Identify agencies, resources, and facilities that may support ESF 11 operations
Evaluates the situation, make strategic decisions, identify resource needs, and secure resources required for field operations
Support Agencies
Provide technical assistance on feeding and mass distribution operations
Participate in planning, training, and exercise activities
Assist identify impacted residents that require assistance
Identify faith-based organizations available that can assist
Coordinate US Department of Agriculture (USDA) commodity food distribution
Develop procedures to supplement this plan to meet operational requirements
Provide fire suppression and emergency medical services resources to meet operational requirements
Concept of Operations
Organization Daily, Sumter County Purchasing falls under the direction of the County Administrator, and the support agencies fall within their perspective organizations.
When the EOC is activated, Purchasing and the ESF 11 support agencies that fall within the Mass Care Section. Resource Management (ESF 7) coordinates the required resources and facilities to support ESF 11 operations
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The EOC Director will confirm the final EOC organizational structure and the location of ESF 11 based on the type of incident and its resource needs
Each ESF agency has the responsibility for committing, coordinating, and managing their own organization’s resources
No other organization will direct, control, or take responsibility for those resources unless specifically identified and agreed upon by the appropriate parties involved
Alert and Notification
The Emergency Management Director regularly monitors potential disaster threats that may rise to the level of taking action. Should there be any need to take action in response to a potential or imminent threat, the Director will reach out to the appropriate EOC position(s) and/or ESFs for further coordination
The Emergency Management Director will use email, telephone calls, and the AlertSumter notification system to alert all agencies of an EOC activation or if being placed on standby
Emergency Management Director will follow up with support agencies to coordinate any staffing or resource needs for the incident and inventory their available resources
ESF Actions ESF 11 actions are grouped into four phases: preparedness, response, recovery, and mitigation. Each phase requires specific skills and knowledge to accomplish and requires significant cooperation and collaboration between all supporting agencies and the intended recipients of service. ESF 11 encompasses a full range of activities from training to the provision of field services.
The following services may be provided:
Mobile Feeding
Fixed Feeding
Bulk distribution of food and water
Assist federal and state agencies with food coupon distribution
Preparedness
Participate in training or exercise activities
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Maintain agency internal notification rosters
Ensure agency staff are trained in their assignment
Identify and develop a process that will be available to support the ESF 11 mission
Resolve identified corrective actions from post-exercise or incident after-action reviews
Response
Purchasing assigns a staff member to the ESF 11 desk in the EOC
Identify local organizations that can assist with feeding operations and bulk distribution of commodities
Obtain impact assessment information to identify potential operations
Ensure food and water are adequate in emergency shelters and temporary housing
Establish and maintains a position log
Develop demobilization procedures
Continue to provide regular services to the extent possible
Recovery
Determine the availability of USDA and other governmental/private food supplies
Coordinate with The Salvation Army and American Red Cross on mobile feeding operations
Identify sites for bulk food and water distribution
Monitor faith-based and private organizations that are providing mass feeding sites and distribution
Identify retail grocery stores that are open for business
Arrange for the transportation and distribution of commodities
Provide daily information to Information & Planning (ESF 5) on the amount of food and water distributed
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Participate as a member of the Unmet Needs Committee
Identify long-term planning strategies for recovery
Participate in after-action reviews
Mitigation Identify opportunities to mitigate the impacts of future incidents
Financial Management
Financial responsibility for provided resources rests with the organization owning and committing their resources to tasks or missions unless other financial obligations are identified before any deployment or rendering of the service
Each agency is responsible for tracking and managing its expenses related to a disaster/emergency response and recovery effort, regardless of an EOC activation
Each organization providing or receiving mutual aid resources shall track those resources to ensure they are returned appropriately, timely, and in the same condition from which it was received
Any expected compensation for mutual aid services or resources offered, rented, leased, bought, and/or requested from any agency and provided to any organization, should have all financial expectations pre-identified in advance of service or resource delivery. Any expense that does not clearly identify a responsible party will be at risk for non-reimbursement
Any disaster/emergency expenses incurred by any agency may be requested, in summary, by the Public Assistance Unit to satisfy reporting requirements or media requests
5 | ESF 11
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ENERGY Emergency Support Function 12 (ESF 12)
Primary Agency: Sumter County Public Works
Support Agencies: SECO Energy Duke Energy Withlacoochee River Electric Cooperative TECO Energy City of Bushnell Utilities
Purpose The purpose of the Energy (ESF 12) is to facilitate the restoration of electric service to affected areas during or following a disaster and the distribution and maintenance of auxiliary electric generators to critical facilities until electric services are restored.
Scope
This appendix applies to natural, technical, and human-caused emergencies and disasters requiring the commitment of energy resources. It applies to both declared and undeclared disaster operations.
General Information The restoration of normal operations of energy facilities and distribution systems is the primary responsibility of the infrastructure owners. However, since the restoration of normal operations is critical to the response and recovery process, the EOC may provide resources to assist in expediting the restoration process.
Utility companies maintain a classification system for all utility customers. The companies arrange and categorize the customers according to the emergency response priorities. When feasible, the county will attempt to maintain the same priorities. However, there may be times where situations require the county or the utility provider to change restoration priorities. The following is a general listing of customers ranked in order of priority:
Hospitals and medical facilities, including the special needs shelter Nursing homes and assisted living facilities Law enforcement, fire, and other essential public services Water and wastewater facilities Schools and governmental services
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Responsibilities
Public Works
Provides appropriate staffing to manage the ESF 12 desk and any functions and responsibilities of ESF 12 in the EOC as requested or required
Maintain contact lists for coordinating with utility providers
Evaluates the situation, make strategic decisions, identify resource needs, and secure resources required for field operations
Support Agencies
Maintain communications with Public Works to determine emergency response and recovery status
Coordinate priorities for service restoration
Recommend local actions to conserve power
Provide technical information on power generation systems
Participate in EOC briefings and Incident Action Planning
Participate in planning, training, and exercise activities
Develop procedures to supplement this plan to meet operational requirements
Concept of Operations
Organization Daily, Sumter County Public Works falls under the direction of the County Administrator, and the support agencies fall within their perspective organizations. However, during incidents, the ESF 12 resources are coordinated at the EOC level:
When the EOC is activated, Public Works and the support agencies that makeup ESF 12 will fall within the Critical Infrastructure Section
Each ESF agency has the responsibility for committing, coordinating, and managing their own organization’s resources
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No other organization will direct, control, or take responsibility for those resources unless specifically identified and agreed upon by the appropriate parties involved
Alert and Notification
The Emergency Management Director regularly monitors potential disaster threats that may rise to the level of taking action. Should there be any need to take action in response to a potential or imminent threat, the Director will reach out to the appropriate EOC position(s) and/or ESFs for further coordination
The Emergency Management Director will use email, telephone calls, and the AlertSumter notification system to alert all ESF 12 agencies of an EOC activation or if being placed on standby
Emergency Management Director will follow up with support agencies to coordinate any staffing or resource needs for the incident and inventory their available resources
ESF Actions ESF 12 actions are grouped into four phases: preparedness, response, recovery, and mitigation. Each phase requires specific skills and knowledge to accomplish and requires significant cooperation and collaboration between all supporting agencies and the intended recipients of service. ESF 12 encompasses a full range of activities, from training to the provision of field services.
Preparedness
Develop plans, procedures, mutual aid agreements, and contract service arrangements to support mission tasks
Participate in training or exercise activities
Maintain agency internal notification rosters
Ensure agency staff are trained in their assignment
Identify and develop a process that will be available to support the ESF 12 mission
Resolve identified corrective actions from post-exercise or incident after-action reviews
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Response
Public Works assigns a staff member to the ESF 12 desk in the EOC
Contact with electric, gas, and water utilities serving the emergency area to obtain information about damage and/or assistance needed in their areas of operation
Determine if any critical facilities affected by an outage and notify the utility provider
Monitor utility outages and obtain estimated time of restorations
Establish and maintain a position log
Develop demobilization procedures
Provide support and technical assistance
Continue to provide regular services to the extent possible
Coordinate with Public Works (ESF 3) on road clearing operations
Recovery
Coordinate power restoration priorities
Provide field units the protocols for approaching safety damage power lines and facilities
Coordinate with electric utilities to discontinue electricity in damaged areas for responder and public safety
Determine the fuel type and quantity onsite for each auxiliary electric generator in use; estimate the fuel supply needed hourly for each generator
Update Public Information (ESF 14) Citizen Information Line
Identify long-term planning strategies for recovery
Participate in after-action reviews
Mitigation Identify opportunities to mitigate the impacts of future incidents
Participate in Local Mitigation Strategy Working Group Meetings
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Financial Management
Financial responsibility for provided resources rests with the organization owning and committing their resources to tasks or missions unless other financial obligations are identified before any deployment or rendering of the service
Each agency is responsible for tracking and managing its expenses related to a disaster/emergency response and recovery effort, regardless of an EOC activation
Each organization providing or receiving mutual aid resources shall track those resources to ensure they are returned appropriately, timely, and in the same condition from which it was received
Any expected compensation for mutual aid services or resources offered, rented, leased, bought, and/or requested from any agency and provided to any organization, should have all financial expectations pre-identified in advance of service or resource delivery. Any expense that does not clearly identify a responsible party will be at risk for non-reimbursement
Any disaster/emergency expenses incurred by any agency may be requested, in summary, by the Public Assistance Unit to satisfy reporting requirements or media requests
5 | ESF 12
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DEFENSE SUPPORT Emergency Support Function 13 (ESF 13)
Primary Agency: Sumter County Emergency Management
Support Agencies: Sumter County Sheriff’s Office Florida National Guard
Purpose The purpose of the Defense Support (ESF 13) is to provide Defense Support to Sumter County in times of a major or catastrophic disaster and/or civil unrest. The Florida National Guard (FLNG) provides and/or coordinates Defense Support with FLNG units, active military units, other reserve or state national guard units, Army Corp of Engineers, defense contractors, or a combination of these defense organizations.
The priorities for allocation of these assets will be to provide:
supporting operations including rapid impact assessment, evacuation, etc. of affected areas
humanitarian assistance, including distribution of food, water, and disaster relief supplies
security operations to assist law enforcement agencies with traffic control and fixed site protection
the Sumter EOC additional staffing in the EOC Support Section
support to other ESFs and responders
Scope
This appendix applies to natural, technical, and human-caused emergencies and disasters requiring the commitment of defense and military resources. It applies to both declared and undeclared disaster operations.
General Information The FLNG is the primary supporting organization for Defense Support to Civil Authorities (DSCA). The FLNG is employed in either a State Active Duty or Title 32 federal status under the authority of the Governor to:
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Provide trained and ready forces
Provide military response capabilities that act as force multipliers in support of the Sumter County Emergency Support Functions
Effectively integrate DSCA operations into the overall response effort coordinated with the Sumter EOC and the State EOC
Anticipate and coordinate additional military forces and capabilities
Defense Support assistance normally is provided when the following conditions are met:
The situation is so severe and widespread that effective response and support is beyond the capabilities of Sumter County government, and all civilian resources have been exhausted
Required resources are not available from commercial sources. Defense support will not compete with private enterprise or the civilian labor force
Required as a supplement to civil resources to cope with the humanitarian and property protection requirement caused by a civil emergency or mandated by law
The experience and the availability of FLNG organic resources allow them to accomplish a task more effectively or efficiently than another agency
An emergency or disaster occurs, and waiting for instructions from higher authority would preclude an effective response. A FLNG commander may do what is required and justified to save human life, prevent immediate human suffering, or lessen major property damage or destruction.
Responsibilities
Sumter County Emergency Management
Participate in joint planning processes with the FLNG, specifically with the Florida National Guard and/or 153rd Infantry Brigade Combat Team’s FLNG Community Liaison to maintain a working relationship
Provides appropriate staffing to manage the ESF 13 desk and any functions and responsibilities of ESF 13 in the EOC, as required
Provides leadership in directing, coordinating, and integrating defense and military resources into EOC operations
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Support Agencies
Provide leadership in directing, coordinating, and integrating Defense Support resources to affected areas and populations
Participate in planning, training, and exercise activities
Develop procedures to supplement this plan to meet operational requirements
Concept of Operations
Organization Daily, Sumter County Emergency Management falls under the direction of the Assistant County Administrator, and the support agencies fall within their perspective organizations.
FLNG operations are conducted in accordance with the Headquarters, Florida National Guard Operation Plan for Defense Support to Civil Authorities. The Florida Adjutant General will appoint an Area Commander. The Area Commander will normally be a colonel or brigadier general who will assume operational command and control of all FLNG assets operating within his area of operations. The Area Commander will receive all mission tasking from the FLNG-EOC and delegate to field commanders.
Federal military assets will respond according to their major command guidelines and will be under the control of US Northern Command.
ESF 13 will be only activated when defense resources are requested or provided by the SEOC
When the EOC is activated, ESF 13 organize within the EOC Support Section
The EOC Director will confirm the final EOC organizational structure and the location of ESF 13 based on the type of incident and its resource needs
No other organization will direct, control, or take responsibility for those resources unless specifically identified and agreed upon by the appropriate parties involved
Once a defense unit deploys to Sumter County, the FLNG will supply a liaison to the Sumter County EOC to facilitate communication and coordination
Alert and Notification Resource requests for Defense Support are generally in the two broad categories of Law Enforcement/Security Assistance or Humanitarian Assistance. To expeditiously process requests for FLNG assistance, it is imperative that the proper request channels are
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Sumter County CEMP ͟͠͞͠ utilized depending on the category or nature of the mission. Requests for assistance will be made in the form of a SEOC Mission Request detailing general or specific objectives to be accomplished.
The responding unit’s mission leader will make contact with the EOC to specify deployment needs, including human resources, supplies, and location for resources. In some situations, an advance team may deploy to coordinate the mission assignment.
Law Enforcement/Security Assistance Normally, the Sumter County Sheriff’s representative will request law enforcement and security assistance directly to the Law Enforcement (ESF 16) position at the SEOC. If an FLNG Liaison is assigned to the Sumter EOC, the representative will facilitate this process.
Humanitarian Assistance Requests for humanitarian assistance will be routed to the SEOC using the standard resource request process via SEOC WebEOC. If an FLNG Liaison is assigned to the Sumter EOC, the representative will facilitate this process.
Regardless of how requests are initiated, all mission requests are managed through SEOC WebEOC.
ESF Actions ESF 13 actions are grouped into four phases: preparedness, response, recovery, and mitigation. Each phase requires specific skills and knowledge to accomplish and requires significant cooperation and collaboration between all supporting agencies and the intended recipients of service. ESF 13 encompasses a full range of activities, from training to the provision of field services. It also functions as a coordinator and, at times, assumes direct operational control of provided services. The following services may be provided:
Military support service personnel, equipment, and supplies General humanitarian support Evacuation assistance Assist with search and rescue missions Transportation of supplies and services Assist with mass feeding Provide staff for Points of Distribution Push debris out of critical roadways Water purification Base camps for emergency workers Aviation operations Law enforcement and security
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Engineering support
Preparedness
Develop plans and procedures to support mission tasks
Participate in training or exercise activities
Maintain agency internal notification rosters
Ensure agency staff are trained in their assignment
Identify and develops a process that will be available to support the ESF 13 mission
Resolve identified corrective actions from post-exercise or incident after-action reviews
Response
Emergency Management assigns an FLNG Liaison to the ESF 13 desk in the EOC
Jointly evaluate the emergency situation, make strategic decisions, and identify resource needs and secure resources required for field operations
Monitor and direct defense support resources and response activities
Participate in EOC briefings, Incident Action Plans, Situation Reports, and meetings
Assist with resource requests using State WebEOC
Assist Planning and Information (ESF 5) with if required
Coordinate with ESF 16 any security detail or missions
Coordinate with the EOC Director, EOC Coordinator, EOC Support Section Chief, and Mass Care Section Chief any humanitarian missions
Establish and maintain a position log
Develop demobilization procedures
Continue to provide regular services to the extent possible
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Recovery
Provide and reconnaissance or impact assessment information obtained by FLNG or Civil Air Patrol to the EOC Director
Coordinate the reception, staging, and dispatch of defense resources
Continuously re-assess priorities and strategies for Defense Support
Coordinate defense resources demobilization with ESF 5
Participate in after-action reviews
Mitigation Identify opportunities to mitigate the impacts of future incidents
Financial Management
Financial responsibility for provided resources rests with the organization owning and committing their resources to tasks or missions unless other financial obligations are identified before any deployment or rendering of the service
Each agency is responsible for tracking and managing its expenses related to a disaster/emergency response and recovery effort, regardless of an EOC activation
Any disaster/emergency expenses incurred by any agency may be requested, in summary, by the Public Assistance Unit to satisfy reporting requirements or media requests
6 | ESF 13
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PUBLIC INFORMATION Emergency Support Function 14 (ESF 14)
Primary Agency: Sumter County Emergency Management
Support Agencies: Sumter County Administrator Sumter County Administrative Services Sumter County Sheriff’s Office Sumter County Citizen Information Center The Villages Public Safety Department The Village Center Community Development District
Purpose The purpose of the Public Information (ESF 14) is to coordinate public information through traditional and non-traditional media during EOC activation.
The ESF 14 priorities include providing information that addresses:
Public education on local threats and actions related to preparedness, prevention, response, recovery, and mitigation
Specific protective actions to be taken
Status of conditions concerning the emergency
Shelters and human services availability
Identification of a specific point of contact for the news media and the general public
Guidelines for media access to the EOC
Public information concerning needed donated goods and services
Providing continual and accurate information to internal and external stakeholders
1 | ESF 14
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Scope
This appendix applies to natural, technical, and human-caused emergencies and disasters requiring the commitment of resources. It applies to both declared and undeclared disaster operations. The scope includes, but is not limited to performing the necessary actions to:
Disseminate information concerning specific disasters, their associated threats, and protective actions to the news media for the general public
Provide a central point that would allow the news media and the general public to access information concerning protective actions to take
General Information
The Sumter County Administrator is the Public Information Officer (PIO) and spokesperson for the Board of County Commissioners. The County Administrator delegates spokesperson’s duties as they relate to the Emergency Management Program to the Emergency Management Director. The EM Director facilitates ESF 14 functions with the support of the supporting agencies and stakeholders.
Should the event require additional jurisdictional PIO participation, a Joint Information Center (JIC) will be established where all public information would be coordinated through the JIC to establish one consistent, clear message to the community.
The Citizen’s Information Center may be activated to assist ESF 14 in providing a consistent message to the community and will be managed and under the direction of the Emergency Management Director.
Responsibilities
Sumter County Emergency Management Division
Provides appropriate staffing to manage the ESF 14 Section desk and any functions and responsibilities of ESF 14 in the EOC, as required
Provides materials for a public information program before, during, and after emergencies
Evaluates the effectiveness of public information programs
Assigns staff to make presentations to community groups, associations, and business organizations
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Provides information in formats accessible to persons with functional and special needs
Provides leadership in directing, coordinating, and integrating the into EOC operations
Develops press releases and distributes to media partners
Supports the County Administrator, as the county’s spokesperson
Acts as a spokesperson when delegated by the County Administrator
Coordinate media briefings, interviews, and press conferences as required by the disaster event
Support Agencies
Support the spokesperson by gathering pertinent information for dissemination
Coordinate and verify facts and information reported by media, the general public, and State EOC before release
Develop press releases and distributes to media partners
Provide staff support to manage and operate the JIC
Provide a spokesperson when the incident is inside their jurisdiction
Participate in planning, training, and exercise activities
Develop procedures to supplement this plan to meet operational requirements
Provide support to meet operational requirements
Concept of Operations
Organization Daily, Sumter County Emergency Management Division falls under the direction of the Assistant County Administrator, and the support agencies fall within their respective organizations. However, during incidents, the ESF 14 resources can be organized at the EOC level and/or the field operations level:
When the EOC is activated, Emergency Management and the support agencies that make up ESF 14 will fall within the Command Staff
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When ESF 14 operates at the field level, it will be incorporated in the field incident command structure organized for that specific incident
The EOC Manager will confirm the final EOC organizational structure and the location of ESF 14 based on the type of incident and its resource needs
Each ESF agency has the responsibility for committing, coordinating, and managing their own organization’s resources
No other organization will direct, control, or take responsibility for those resources unless specifically identified and agreed upon by the appropriate parties involved
Alert and Notification
The Emergency Management Director regularly monitors potential disaster threats that may rise to the level of taking action. Should there be any need to take action in response to a potential or imminent threat, the Director will reach out to the appropriate EOC position(s) and/or ESFs for further coordination
The Emergency Management Director will use email, telephone calls, and the AlertSumter notification system to alert all ESF 14 agencies of an EOC activation or if being placed on standby
Emergency Management Director will follow up with support agencies to coordinate any staffing or resource needs for the incident and inventory their available resources
ESF Actions ESF 14 actions are grouped into four phases: preparedness, response, recovery, and mitigation. Each phase requires specific skills and knowledge to accomplish and requires significant cooperation and collaboration between all supporting agencies and the intended recipients of service.
The following services may be provided:
Providing Citizens’ Information Line services
Coordinate the release of information to the press
Coordinate press conferences
Monitor social media
4 | ESF 14
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Preparedness
Develops plans, procedures, mutual aid agreements, and contract service arrangements to support mission tasks
Develop relationships with traditional and non-traditional media partners
Coordinate with local media and other local offices on public information procedures, the content of information, information dissemination strategies, and roles and responsibilities
Identify methods to release information to the public
Develop new methods for dispensing EOC messages to overcome communication barriers to include languages and physical impairments as appropriate
Participates in training or exercise activities
Maintains agency internal notification rosters
Ensures agency staff are trained in their assignment
Identifies and develops processes that will be available to support the ESF 14 mission
Resolves identified corrective actions from post-exercise or incident after-action reviews
Response
Emergency Management assigns a staff member to the ESF 14 Section desk in the EOC
Disseminate information concerning disaster impacts, protective measures, and other topics that will facilitate and expedite response and recovery, and address public information needs
Establishes and maintains a position log
Oversees the briefing process and ensure proper information is distributed
Oversees CIC operations and ensures the most updated information is being distributed
Establishes and maintains JIC operations
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Coordinate the release of information to internal and external partners
Schedule regular press briefings or conferences
Releases and monitors information through multiple forms of media
Coordinate with the Planning Section for any public information dissemination needs
Monitors social media for trends and intelligence
Recovery
Establish a Joint Information Center
Establish neighborhood information boards in the areas without power
Identify long-term planning strategies for recovery
Continues to provide updated information
Participate in after-action reviews
Mitigation Identifies opportunities to mitigate the impacts of future incidents
Financial Management
Financial responsibility for provided resources rests with the organization owning and committing their resources to tasks or missions unless other financial obligations are identified before any deployment or rendering of the service
Each agency is responsible for tracking and managing its expenses related to a disaster/emergency response and recovery effort, regardless of an EOC activation
Each organization providing or receiving mutual aid resources shall track those resources to ensure they are returned appropriately, timely, and in the same condition from which it was received
Any expected compensation for mutual aid services or resources offered, rented, leased, bought, and/or requested from any agency and provided to any organization, should have all financial expectations pre-identified in advance of service or resource delivery. Any expense that does not clearly identify a responsible party will be at risk for non-reimbursement
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Any disaster/emergency expenses incurred by any agency may be requested, in summary, by the Public Assistance Unit to satisfy reporting requirements or media requests
7 | ESF 14
Sumter County CEMP ͟͠͞͠
VOLUNTEERS & DONATIONS Emergency Support Function 15 (ESF 15)
Primary Agency: Sumter County Administrative Services
Support Agencies: Sumter County Employee Services The Salvation Army
Purpose The purpose of the Volunteers and Donations (ESF 15) is to provide a network of volunteers to assess disaster needs, disseminate information regarding those needs, identify resources, and facilitate the delivery of donated goods and services to support the disaster relief effort. ESF 15 provides collaboration, coordination, and cooperation between the public and private sectors to assure the most effective and efficient uses of available resources.
Scope
This appendix applies to natural, technical, and human-caused emergencies and disasters requiring the commitment of transportation resources. It applies to both declared and undeclared disaster operations.
General Information Sumter County recognizes that volunteers and donations are valuable resources during times of crisis, and every effort will be made to utilize these resources to the fullest extent possible. The county will use human or material resources without regard to race, religion, gender, or ethnic origins. However, the County reserves the right to refuse volunteers or donations if there is no need, if there is not a match between the need and the resource, the volunteer or resource is deemed to be a public hazard, or if any other circumstance in which the volunteer or donation is considered a liability.
ESF 15 has a two-fold mission: 1) to coordinate the reception, registration, and assignment of volunteers and 2) to assure the expeditious reception, inventory, and dispersal of donated goods. ESF 15 activities may include but are not limited to:
Volunteers Establish reception and staging areas for incoming volunteers Register volunteers and assign duties Monitor volunteer working conditions
1 | ESF 15
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Donations (The Salvation Army) Identify space for donated items Receive donated goods and store Separate items and inventory when possible Transport donated goods to impacted areas Distribute donated goods
Responsibilities
Sumter County Administrative Services
Provides appropriate staffing to manage the ESF 15 desk and any functions and responsibilities of ESF 15 in the EOC, as required
Provides leadership in directing, coordinating, and integrating the into EOC operations
Coordinate public information on volunteering and donating after the impact of a disaster
Establish and manage the Volunteer Reception and Donations Management Centers
Manage the utilization of convergent volunteers
Coordinate with all support agencies on the dissemination of information and instructions about the reception of relief supplies, donated goods, and volunteers to ensure their procedures mirror those of ESF 15
Advising the EOC staff on issues related to volunteers and donations, including capabilities and limitations
Support Agencies
Coordinate the placement of volunteers and donated goods to prevent duplication of effort
Maintain close contact with all volunteers active in the disaster response and recovery
Coordinate with local faith-based organizations and churches that are willing to provide support
Participate in planning, training, and exercise activities
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Develop procedures to supplement this plan to meet operational requirements
Concept of Operations
Organization Daily, Sumter County Administrative Services falls under the direction of the County Administrator, and the support agencies fall within their perspective organizations. Resource requests are routed through Resource Management (ESF 7) to the ESF 15 appropriate representative, volunteers, or The Salvation Army for donations management.
When the EOC is activated, Sumter County Administrative Services and the support agencies that makeup ESF 15 will fall within the Recovery Section
The EOC Director will confirm the final EOC organizational structure and the location of ESF 15 based on the type of incident and its resource needs
Each ESF agency has the responsibility for committing, coordinating, and managing their own organization’s resources
No other organization will direct, control, or take responsibility for those resources unless specifically identified and agreed upon by the appropriate parties involved
Alert and Notification
The Emergency Management Director regularly monitors potential disaster threats that may rise to the level of taking action. Should there be any need to take action in response to a potential or imminent threat, the Director will reach out to the appropriate EOC position(s) and/or ESFs for further coordination
The Emergency Management Director will use email, telephone calls, and the AlertSumter notification system to alert all ESF 15 agencies of an EOC activation or if being placed on standby
Emergency Management Director will follow up with support agencies to coordinate any staffing or resource needs for the incident and inventory their available resources
ESF Actions ESF 15 actions are grouped into four phases: preparedness, response, recovery, and mitigation. Each phase requires specific skills and knowledge to accomplish and requires significant cooperation and collaboration between all supporting agencies and the intended recipients of service. ESF 15 encompasses a full range of activities, from
3 | ESF 15
Sumter County CEMP ͟͠͞͠
training to the provision of field services. It also functions as a coordinator and, at times, assumes direct operational control of provided services.
Preparedness
Develop plans, procedures, mutual aid agreements, and contract service arrangements to support mission tasks
Participate in training or exercise activities
Maintain agency internal notification rosters
Ensure agency staff are trained in their assignment
Identify and develops a process that will be available to support the ESF 15 mission
Resolve identified corrective actions from post-exercise or incident after-action reviews
Response
Sumter County Administrative Services assigns a staff member to the ESF 15 desk in the EOC
Participate in EOC briefings, Incident Action Plans, Situation Reports, and meetings
Coordinate with other ESFs and serve as an informational group on the availability and coordination of resources from volunteers and donations
Coordinate with support agencies to identify areas for donations management
Coordinate with support agencies in identifying the location of a Volunteer Reception Center
Establishes and maintains a position log
Develops demobilization procedures
Recovery
Open and announce the location of the Volunteer Reception Center
o Staff Volunteer Reception Areas o Provide preliminary screening of volunteer resources. o Match volunteer needs with requests 4 | ESF 15
Sumter County CEMP ͟͠͞͠
o Tracks volunteer resources awaiting assignments and performing work o Demobilize and debrief volunteer resources departing the disaster response
Open and operate donations management locations
o Receive donations o Inspect and inventory donations o Prepare donations for shipment and transport o Dispose of unusable donations, as appropriate
Provide the Recovery Section Chief of the volunteers and donations statistics at the end of each operations period
Identify long-term planning strategies for recovery
Participate in after-action reviews
Mitigation Identify opportunities to mitigate the impacts of future incidents
Financial Management
Financial responsibility for provided resources rests with the organization owning and committing their resources to tasks or missions unless other financial obligations are identified before any deployment or rendering of the service
Each agency is responsible for tracking and managing its own expenses related to a disaster/emergency response and recovery effort, regardless of an EOC activation
Each organization providing or receiving mutual aid resources shall track those resources to ensure they are returned appropriately, timely, and in the same condition from which it was received
Any expected compensation for mutual aid services or resources offered, rented, leased, bought, and/or requested from any agency and provided to any organization, should have all financial expectations pre-identified in advance of service or resource delivery. Any expense that does not clearly identify a responsible party will be at risk for non-reimbursement
Any disaster/emergency expenses incurred by any agency may be requested, in summary, by the Public Assistance Unit to satisfy reporting requirements or media requests
5 | ESF 15
Sumter County CEMP ͟͠͞͠
LAW ENFORCEMENT Emergency Support Function 16 (ESF 16)
Primary Agency: Sumter County Sheriff’s Office
Support Agencies: Wildwood Police Department Webster Police Department Center Hill Police Department Florida Department of Law Enforcement
Purpose
The purpose of the Law Enforcement (ESF 16) is to coordinate law enforcement and security activities.
The following services may be provided:
Scene security, intelligence, investigations, or other special law enforcement services Law Enforcement personnel Law Enforcement equipment and supplies Evacuation and Re-entry support Post-event security and escort services Emergency responder health and safety Law Enforcement Public Information (crisis and risk communication) Law Enforcement activities related to terrorist threats and/or events Security at critical facilities Evacuation support
Scope
This appendix applies to natural, technical, and human-caused emergencies and disasters requiring the commitment of law enforcement resources. It applies to both declared and undeclared disaster operations.
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General Information
ESF 16 provides law enforcement coordination and support services in support of emergency events in Sumter County. All law enforcement activities provided before, during, and after a disaster or major emergency would be coordinated and supported through the ESF 16 staff at the County EOC. In and through the EOC, ESF 16 will receive and process information regarding the impact of the event and requests for law enforcement support, as well as provide law enforcement input:
Responsibilities
Sumter County Sheriff’s Department
Provides appropriate staffing to manage the ESF 16 desk and any functions and responsibilities of ESF 16 in the EOC, as required
Provide leadership in directing, coordinating, and integrating overall County efforts to provide law enforcement services assistance
Coordinate and direct the activation and deployment of County law enforcement personnel, supplies, and equipment and provide certain direct resources
Monitor law enforcement emergency response and recovery operations
Make specific requests for law enforcement assistance to ESF 16 at the State EOC
Continue to re-assess priorities and strategies, throughout the emergency, according to the most critical law enforcement needs
Evaluates the situation, makes strategic decisions, identifies resource needs, and secure resources required for field operations
Conducting death investigations in partnership with the Medical Examiner’s Office
Assist with family reunification and conduct death notifications, when appropriate
Provide security, access control, and any necessary law enforcement activities
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Sumter County CEMP ͟͠͞͠
Support Agencies
Provide and coordinate assistance to the ESF with services, staff, equipment, and supplies that complement the entire emergency response effort
Coordinate all operational activity Provide cooperative mutual aid support
Coordinate all status report information and press release information
Participate in planning, training, and exercise activities
Develop procedures to supplement this plan to meet operational requirements
Provide additional law enforcement resources
Concept of Operations
Organization
Daily, Sumter County Sheriff’s Office falls under the direction of the Sumter County Sheriff, and the support agencies fall within their perspective agencies. However, during incidents, the ESF 16 resources can be coordinated at the EOC level and/or the field operations level:
When the EOC is activated, the Sumter County Sheriff’s Office and the support agencies that makeup ESF 16 will fall within the Emergency Services Section
When ESF 16 operates at the field level, it will be incorporated into the field incident command structure organized for that specific incident
The EOC Manager will confirm the final EOC organizational structure and the location of ESF 16 based on the type of incident and its resource needs
Each ESF agency has the responsibility for committing, coordinating, and managing their own organization’s resources
No other organization will direct, control, or take responsibility for those resources unless specifically identified and agreed upon by the appropriate parties involved
3 | ESF 16
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Alert and Notification
The Emergency Management Director regularly monitors potential disaster threats that may rise to the level of taking action. Should there be any need to take action in response to a potential or imminent threat, the Director will reach out to the appropriate EOC position(s) and/or ESFs for further coordination
The Emergency Management Director will use email, telephone calls, and the AlertSumter notification system to alert all ESF 16 agencies of an EOC activation or if being placed on standby
Emergency Management Director will follow up with support agencies to coordinate any staffing or resource needs for the incident and inventory their available resources
ESF Actions
ESF 16 actions are grouped into four phases of preparedness, response, recovery, and mitigation. Each phase requires specific skills and knowledge to accomplish and requires significant cooperation and collaboration between all supporting agencies and the intended recipients of service. ESF 16 encompasses a full range of activities, from training to the provision of field services. It also functions as a coordinator and, at times, assumes direct operational control of provided services. The following services may be provided:
Security, intelligence, investigations or other special law enforcement services Law Enforcement Specialty Teams Evacuation and re-entry support Post-event security and escort services Other scene support service
Preparedness
Develops plans, procedures, mutual aid agreements, and contract service arrangements to support mission tasks
Establish and maintain a system to support on-scene direction, control and coordination, with the local Incident Commander, the Sumter EOC, Regional Domestic Security Task Force, and the State EOC, or other coordination entities as appropriate
Establish Mutual Aid and liaison procedures
4 | ESF 16
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Implementation of Impact Assessment Teams to determine the post-storm impact
Intelligence and Investigations support in the investigation of a suspected terrorist attack
Pre-position response resources when it is apparent that law enforcement resources will be necessary and be prepared to relocate resources to a safe area
Participates in training or exercise activities
Maintains agency internal notification rosters
Ensure agency staff are trained in their assignment
Identifies and develops a process that will be available to support the ESF 16 mission
Resolves identified corrective actions from post-exercise or incident after-action reviews
Response
Sumter County Sheriff’s Office assigns a staff member to the ESF 16 desk in the EOC
Monitor and direct law enforcement resources and response activities
Participate in EOC briefings, develop Incident Action Plans, Situation Reports and attend meetings
Secure homes and businesses
Deter looting
Direct/control traffic
Enforce curfews
Provide security to critical facilities
Establishes and maintains a position log
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Coordinates shelter security
Support search and rescue operations
Conduct anti-looting activities
Make available security at incident facilities
Provide access and traffic control around
Provide specialty teams including K-9, SWAT, and dive team capabilities
Continue to provide regular services to the extent possible
Recovery
Enact and enforce curfews within and adjacent to impacted areas
Prohibit and/or restrict entry into damaged, contaminated or unsafe areas
Enforce quarantines for humans and/or livestock
Plan for law enforcement operations for re-entry into any evacuated areas, to include but not limited to:
1. Coordination with regional re-entry plans for traffic control 2. Re-entry traffic control for the general public 3. Access control for early re-entry, e.g., insurance adjusters, business owners, power restoration crews, etc. 4. Temporary, limited re-entry for property inspection
Plan and implement protective actions for inmate populations and staff at county correctional facilities
Coordinate with the Florida Department of Corrections and the Federal Bureau of Prison (Coleman FCC) to assess their needs
Identify long-term planning strategies for recovery
Participate in after-action reviews
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Mitigation
Identify opportunities to mitigate the impacts of future incidents
Financial Management
Financial responsibility for provided resources rests with the organization owning and committing their resources to tasks or missions unless other financial obligations are identified before any deployment or rendering of the service
Each agency is responsible for tracking and managing its expenses related to a disaster/emergency response and recovery effort, regardless of an EOC activation
Each organization providing or receiving mutual aid resources shall track those resources to ensure they are returned appropriately, timely, and in the same condition from which it was received
Any expected compensation for mutual aid services or resources offered, rented, leased, bought, and/or requested from any agency and provided to any organization, should have all financial expectations pre-identified in advance of service or resource delivery. Any expense that does not clearly identify a responsible party will be at risk for non-reimbursement
Any disaster/emergency expenses incurred by any agency may be requested, in summary, by the Public Assistance Unit to satisfy reporting requirements or media requests
7 | ESF 16
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ANIMAL & AGRICULTURE ISSUES Emergency Support Function 17 (ESF 17)
Primary Agency: Sumter County Animal Services
Support Agencies: Sumter County Fire & EMS Agricultural Extension (UF/IFAS) Department of Health in Sumter County
Purpose The purpose of the Animal & Agriculture Issues (ESF 17) is to provide for the coordination of local resources in response to small pet, livestock, and exotic animal care needs before, during, and following a significant natural or technological disaster. This ESF will also coordinate any response to exotic pests, crop losses, and non-animal agriculture impacts.
The priorities for allocation of these assets will be:
Staffing of pet-friendly shelters Protection of vulnerable pets Protection of threatened livestock Triage and treatment of sick and injured animals Reunification of stray animals with owners Respond to emerging agricultural threats Provide vector control services Disposal of animal carcasses
Scope
This appendix applies to natural, technical, and human-caused emergencies and disasters requiring the commitment of Animal Services resources. It applies to both declared and undeclared disaster operations.
General Information
ESF 17 is responsible for animal issues pre-and post-event, including rescue retrieval of animals, including small animals (pets), large animals (farm), and wildlife. ESF 17 will coordinate resources for animal care needs during an emergency. Immediately after a disaster and after emergency conditions subside, an impact assessment will be conducted by specialized animal response teams to determine the degree of support
1 | ESF 17
Sumter County CEMP ͟͠͞͠ required from state and federal agencies. The results of the assessment will be reported to the Sumter County EOC.
Responsibilities
Sumter County Animal Services
Provides appropriate staffing to manage the ESF 17 Animal Services desk and any functions and responsibilities of ESF 17 in the EOC, as required
Provides leadership in directing, coordinating, and integrating the into EOC operations
Facilitate the transportation of injured, stray, or nuisance animals to animal care facilities
Assist emergency response teams with animal-related problems
Make the arrangements for the removal and disposal of dead animals
Coordinate with the release of public information regarding animals and related health issues
Impounding animals roaming at large
Euthanize sick and/or injured animals
Return wild animals to their natural environment
Coordinate with veterinarians and animal volunteers
Evaluates the situation, makes strategic decisions, identifies resource needs, and secures resources required for field operations
Coordinate with the Florida Department of Agriculture and Consumer Services if specialized services are needed
Support Agencies
Assist in identifying threatening, injured, or lost animals
Assist in the capture of lost or stray animals
Assist in giving public warning of health issues
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Educate commercial and non-commercial animal and agricultural producers in emergency management issues
Assist in the diagnoses, prevention, and control of zoonotic diseases of public health significance, and issue appropriate public warnings
Participate in planning, training, and exercise activities
Develop procedures to supplement this plan to meet operational requirements
Monitor for environmental health threats
Concept of Operations
Organization Daily, Sumter County Animal Services Division falls under the direction of the Assistant County Administrator, and the support agencies fall within their perspective organizations. However, during incidents, the ESF 17 resources can be organized at the EOC level and/or the field operations level:
When the EOC is activated, Animal Services and the support agencies that makeup ESF 17 will fall within the Mass Care Section
When ESF 17 operates at the field level, it will be incorporated in the field incident command structure organized for that specific incident
The EOC Director will confirm the final EOC organizational structure and the location of ESF 17 based on the type of incident and its resource needs
Each ESF agency has the responsibility for committing, coordinating, and managing their own organization’s resources
No other organization will direct, control, or take responsibility for those resources unless specifically identified and agreed upon by the appropriate parties involved
Alert and Notification
The Emergency Management Director regularly monitors potential disaster threats that may rise to the level of taking action. Should there be any need to take action in response to a potential or imminent threat, the Director will reach out to the appropriate EOC position(s) and/or ESFs for further coordination
3 | ESF 17
Sumter County CEMP ͟͠͞͠
The Emergency Management Director will use email, telephone calls, and the AlertSumter notification system to alert all ESF 17 agencies of an EOC activation or if being placed on standby
Emergency Management Director will follow up with support agencies to coordinate any staffing or resource needs for the incident and inventory their available resources
ESF Actions ESF 17 actions are grouped into four phases: preparedness, response, recovery, and mitigation. Each phase requires specific skills and knowledge to accomplish and requires significant cooperation and collaboration between all supporting agencies and the intended recipients of service. ESF 17 encompasses a full range of activities from training to the provision of field services. It also functions as a coordinator and, at times, assumes direct operational control of provided services.
Preparedness
Develop plans, procedures, mutual aid agreements, and contract service arrangements to support mission tasks
Participate in training or exercise activities
Participate in annual State Animal Response Team meetings
Maintain the county’s animal technical response equipment cache
Develop set procedures for pet-friendly shelters
Maintain agency internal notification rosters
Ensure agency staff are trained in their assignment
Resolve identified corrective actions from post-exercise or incident after-action reviews
Response
Animal Services assigns a staff member to the ESF 17 desk in the EOC
Set up and staff pet-friendly shelters
Assist the Special Needs Shelter with sheltering of pets
Assist emergency response teams with animal-related problems
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Respond to reports of stray or injured animals
Establishes and maintains a position log
Develops demobilization procedures
Continues to provide regular services to the extent possible
Recovery
Coordinate with the Agricultural Extension Agent regarding transportation for livestock, and the destruction and disposal of injured or deceased livestock, if the owner is unknown
Coordinate with the Department of Health in Sumter County regarding public health and environmental issues related to diseased or deceased animals
Coordinate and identify needs, such as animal food, water, and other disaster relief supplies
Assess agriculture losses such as crop damage
Coordinate mutual aid from supporting agencies for emergency care to injured animals
Acquire additional food and supplies from vendors to support relief efforts
Reunify animal owners with stray or lost animals
Provide for the adoption of unclaimed animals, as appropriate
Arrange for the disposal of animal carcasses
Identify long-term planning strategies for recovery
Participate in after-action reviews
Mitigation Develop and deliver guidance for farmers and owners of livestock on measures that can be taken to reduce losses
Identify opportunities to mitigate the impacts of future incidents
5 | ESF 17
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Financial Management
Financial responsibility for provided resources rests with the organization owning and committing their resources to tasks or missions unless other financial obligations are identified before any deployment or rendering of the service
Each agency is responsible for tracking and managing its expenses related to a disaster/emergency response and recovery effort, regardless of an EOC activation
Each organization providing or receiving mutual aid resources shall track those resources to ensure they are returned appropriately, timely, and in the same condition from which it was received
Any expected compensation for mutual aid services or resources offered, rented, leased, bought, and/or requested from any agency and provided to any organization, should have all financial expectations pre-identified in advance of service or resource delivery. Any expense that does not clearly identify a responsible party will be at risk for non-reimbursement
Any disaster/emergency expenses incurred by any agency may be requested, in summary, by the Public Assistance Unit to satisfy reporting requirements or media requests
6 | ESF 17
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BUSINESS, INDUSTRY, AND ECONOMIC STABILIZATION Emergency Support Function 18 (ESF 18)
Primary Agency: Sumter County Economic Development
Support Agencies: Sumter County Administrator Agricultural Extension (UF/IFAS)
Purpose The purpose of the Business, Industry, and Economic Stabilization (ESF 18) is to provide guidance and coordinate issues with Sumter County’s business community in all phases of Emergency Management. This is accomplished through a sustained effort to reduce the vulnerability of this key sector to the effects of disasters, to more economically and efficiently utilize local resources, and to expedite response and recovery actions.
Business and economic recovery require the capability to implement short- and long‐term recovery and mitigation processes after an incident. This includes identifying the physical and economic damage and providing the support needed. It also includes supporting economic redevelopment, restoration, and mitigation activities.
Scope
This appendix applies to natural, technical, and human-caused emergencies and disasters requiring the commitment of Economic Development resources. It applies to both declared and undeclared disaster operations.
General Information ESF 18 coordinates County and local agencies involved in assisting local economic development, workforce, and other business support agencies performs tasks related to preparedness, response, recovery, and mitigation, where local resources are not sufficient and local government would need to request State and Federal assistance during times of disaster with the County.
Provides information and training on emergency preparedness to the business community
Provides economic impact assessments
1 | ESF 18
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Coordinates recovery assistance for businesses, including information on the Florida Small Business Emergency Bridge Loan Program
Provides local businesses and industry information on the location of small business assistance centers and workshops
Responsibilities
Sumter County Economic Development
Serves as the lead agency for ESF 18
Provides appropriate staffing to manage the ESF 18 desk and any functions and responsibilities of ESF 18 in the EOC, as required
Obtains economic impact information to include unemployment issues
Identifies and coordinates business and industry resources available for community relief and recovery efforts
Compiles estimates of losses to local businesses necessary to request State assistance in the form of the Florida Small Business Emergency Bridge Loan
Participates in Sumter County’s long-term recovery and post-disaster redevelopment efforts
Support Agencies
Participate in planning, training, and exercise activities
Participate in business preparedness seminars, awareness programs, disaster preparedness training, and exercises
Provide business and industry resources to meet operational requirements
Concept of Operations
Organization Daily, Sumter County Economic Development falls under the direction of the County Administrator, and the support agencies fall within their perspective organizations. When the EOC is activated, ESF 18 reports to the Recovery Section Chief.
The EOC Director will confirm the final EOC organizational structure and the location of ESF 18 based on the type of incident and its resource needs
2 | ESF 18
Sumter County CEMP ͟͠͞͠
Each ESF agency has the responsibility for committing, coordinating, and managing their own organization’s resources
Alert and Notification
The Emergency Management Director regularly monitors potential disaster threats that may rise to the level of taking action. Should there be any need to take action in response to a potential or imminent threat, the Director will reach out to the appropriate EOC position(s) and/or ESFs for further coordination.
Emergency Management Director will use email, telephone calls, and the AlertSumter notification system to alert all ESF 18 agencies of an EOC activation or if being placed on standby
Economic Development Director will follow up with support agencies to coordinate any staffing or resource needs for the incident and inventory their available resources
ESF Actions ESF 18 actions are grouped into four phases of preparedness, response, recovery, and mitigation. Each phase requires specific skills and knowledge to accomplish and requires significant cooperation and collaboration between all supporting agencies and the intended recipients of service. ESF 18 encompasses a full range of activities, from training to the provision of recovery services.
Preparedness
Review and update this appendix and job aids
Participate in training or exercise activities
Collect key business information and create a local business inventory
Promote and coordinate disaster education programs for businesses, including disaster mitigation and assistance programs that are available through the Small Business Administration, FEMA, Enterprise Florida, etc.
Develop relationships with the Chamber of Commerce and other business organizations to increase access to local resources
Identify and plan for Business Assistance Center locations
Assist Animal Protection (ESF 17) with providing emergency preparedness information to agricultural producers
3 | ESF 18
Sumter County CEMP ͟͠͞͠
Ensure agency staff are trained in their assignments
Identify and develop processes that will be available to support the ESF 18 mission
Resolve identified corrective actions from post-exercise or incident after-action reviews
Response
Assign a staff member to the ESF 18 desk in the EOC
Survey local hotels and motels for space availability, pet acceptance, and rates
Survey local businesses to determine damages and economic losses
Identify the general number and types of business and industrial facilities located in the area of impact; anticipate the needs for assistance for businesses and industries, and their employees
Assess local business needs to better coordinate and target response activities
Obtain damage assessment information from the Damage Assessment Unit and relay to the ESF 18 Desk at the SEOC
Provide information, data, and status reports to the EOC
Recovery
Provide information and support to impacted businesses
Assist impacted business with business resumption and retention
Assist the community with workforce retention and retraining
Identify potential funding sources for disaster recovery and redevelopment
Provide Welcome Kits to FEMA, SBA, and other emergency workers containing:
o Contact lists o Emergency Shelter Locations o Disaster Recovery Center locations o Business Assistance Center locations o Business damage and economic losses information o Sumter County maps
4 | ESF 18
Sumter County CEMP ͟͠͞͠
Compile estimates of physical damage to Sumter County to determine the need to request activation of the Florida Small Business Emergency Bridge Loan
Identify three to four qualified volunteers from local banks to participate on loan committees if the Florida Small Business Emergency Bridge Loan program is activated
Assist with identifying and securing locations for Disaster Recovery Centers and Business Assistance Centers
Assist with coordinating locations for insurance companies to set up their mobile services vehicles
Obtain current status and unmet needs of agricultural producers in the impact area
Identify local banks to provide businesses Florida Small Business Emergency Bridge Loans
Coordinate with law enforcement and the business community regarding re-entry guidelines for employees, contractors, and suppliers needing access to their businesses in the impacted areas
Assist with public education, public information, and distribution of materials that describe the available resources and business assistance programs
Identify long-term planning strategies for recovery
Participate in after-action reviews
Mitigation
Encourage businesses to participate in activities designed to reduce or minimize the impacts of future disasters
Identify opportunities to mitigate the impacts of future incidents
Participate in Local Mitigation Strategy meetings
Promote the development of business continuity plans to local businesses
Financial Management
Financial responsibility for provided resources rests with the organization owning and committing their resources to tasks or missions unless other financial obligations are identified before any deployment or rendering of the service
5 | ESF 18
Sumter County CEMP ͟͠͞͠
Each agency is responsible for tracking and managing its expenses related to a disaster/emergency response and recovery effort, regardless of an EOC activation
Each organization providing or receiving mutual aid resources shall track those resources to ensure they are returned appropriately, timely, and in the same condition from which it was received
Any expected compensation for mutual aid services or resources offered, rented, leased, bought, and/or requested from any agency and provided to any organization, should have all financial expectations pre-identified in advance of service or resource delivery. Any expense that does not clearly identify a responsible party will be at risk for non-reimbursement
Any disaster/emergency expenses incurred by any agency may be requested, in summary, by the Public Assistance Unit to satisfy reporting requirements or media requests
6 | ESF 18
Mosquito Control Division Consolidated service for all municipalities
Accomplishments • Completed first full year of contracted services(February, 2021) • In 2020, Sumter County received 380 service requests from citizens. All of which were responded to within 48 hours of receipt. • Larviciding –In2020 inspectors treated more than 21,052,213 square feet of surface water. • Adulticiding –In2020 inspectors used vehicle mounted sprayers to treat more than 339,387 acres and covered more than 9,334 linear miles of road Next Steps • Development growth around more water bodies and wetlands will increase service requests and surveillance for increased treatment Animal Services Division Consolidated service with all municipalities
Accomplishments • BOCC adopted new policies for Sumter County Animal Services on 10/27/2020, including the expansion of volunteer opportunities • Currently there are eight new volunteers assisting at the shelter • New Building- Procedures Room, Laundry Room, and Dry Goods are all operational to include a new refrigerator, procedures table, washing machine, and dishwasher • Implemented expanded microchip program to include waiving first day of boarding to those that permitted microchipping their pet • Currently working with seventy-eight (78) approved rescue agencies • Best practices book comparison to operation – 77.50% of identified are in place or not applicable • Continued High Live Release Rates Live Release Rates April 2019 – March 2021
Animal Services Live Release Rates 100.00%
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
Cat Dog Other Total Live Release Rate Total Live Release Rate (minus owner requested euthanasia) 90% GOAL Animal Services Division Consolidated service with all municipalities
Next Steps • Facilities provided a viable solution for infrared heaters and wind screens to address the two open buildings. A budgetary estimate for both the heaters and wind screens is approximately $25,000 • Expansion of dog kennel capacity from 52 to 84. This provides for 70 dog kennel spaces and an intake surge capacity of 20% • Replace existing open-air, single-sided, kennels with double-sided kennels to ensure minimal disruption of pets during the cleaning process and move animals as infrequently as possible • Veterinarian services on premise • Targeted expectations for responsiveness prioritization of calls and response times • Additional best practice policy and financial implementation options • Return to Owner policy modification – from 4/20/21 meeting Priority 1 and 2 Options for More Best Practices Implementation
Priority Best Practice Goal / Recommendation Notes Impact Become a Best Friends Animal Society Network Partner; attend the national 1 conference, and sign up for the blog and magazine This will require Sumter County submit an application and required data reporting Policy Consider community action policy advisory committee of five members comprised of a member from Your Humane Society SPCA, the Sumter County Veterinarian Group, the University of Florida Veterinarian Program, Sumter County Chamber of Commerce, and the 1 Create and further develop coalitions and partnerships Sumter County Animal Services Manager Policy Best Practices recommends excluding convenience transports for owner Currently we provide convenience transport to the community. If directed, we can end this 1 surrender and healthy community cats practice and stop transporting owner surrender and healthy community cats Policy Provide a training program for the community to make them aware of the local laws and 1 Create a community-minded enforcement program regulations and to distribute informational pamphlets when they observe violations Policy Double-sided kennels for cats and dogs. This is currently in place in the main kennel area. However, future kennel space additions or modifications could add double sided kennels 1 Ensure minimal disruption of pets during the cleaning process for dogs Financial 1 Move animals as infrequently as possible Opportunity: Additional double-sided kennel space Financial
Educate decision makers, elected officials, municipal attorneys and civic leaders regarding the link between fiscal responsible public policy and Best Practices in 1 animal welfare See the response above for community-minded enforcement program Policy
The volunteer program provides some enrichment opportunities for adoptable pets. There Create a humane compassionate housing and enrichment program for all shelter is an opportunity to expand this further with additional play yard space and an enclosed 2 pets area for adoptable cats to roam. Financial
2 Create a support system post-adoption Behavior classes, training dog and human (life adjustment). Policy Opportunity: expand foster care program to identify specific ambassadors to champion the 2 Create Foster Care Ambassador program foster care program. Policy Trending Daily Shelter Population Count
2020 Animal Shelter Daily End Count 250
200
150
100
50 Number of Animals in Shelter Animals of Number 0
Cat Dog Other Total Dog Capacity (52) Cat Capacity (80) Monthly Average Length of Stay
Monthly Average and Median Length of Stay 25
20
15
10 Number Number of Days
5
0 Jul-19 Jul-20 Jan-20 Jan-21 Jun-19 Jun-20 Oct-19 Oct-20 Apr-19 Apr-20 Apr-21 Sep-19 Feb-20 Sep-20 Feb-21 Dec-19 Dec-20 Aug-19 Aug-20 Nov-19 Nov-20 Mar-20 Mar-21 May-19 May-20 May-21 Average LOS (days) Median LOS (days) Linear (Average LOS (days)) Annual Veterinary Costs
$250,000.00 Establish No Kill Shelter $216,442.00 $200,000.00 $195,846.00
$150,000.00
$100,000.00 $98,628.00
$50,000.00 $26,272.00 $15,980.00 $- 2016 2017 2018 2019 2020 Philosophy and Definitions Standard Operating Policy
Policy# 101- Philosophy and Definitions
Date: 10/27/2020
Purpose: To define Sumter County Animal Services (SCAS) philosophy towards policies, Standard Operating Procedures (SOP's), directives, and frequently used terms. To guide the SCAS personnel that recommend policies and develop Standard Operating Procedures (SOP's) for use within SCAS.
Scope: This policy applies to all operation personnel of the Division.
Policy: Sumter County Board of County Commissioners (BOCC) establishes policies for SCAS to meet the BOCC's vision ofAnimal Services. SCAS develops operational procedures to ensure the organization meets the policy direction as defined by the BOCC.
Standard Operating Procedures provide the structure for personnel to effectively follow policy direction.
Directives may be issued by the County Administrator or their designee when an immediate adjustment in procedure is required. However, any significant change in procedure shall be reflected in the next procedure revision.
Page 1 of 1 Volunteer Support for Kennel Operations Standard Operating Policy
Policy# 102- Volunteer Support for Kennel Operations
Date: 10/27/2020
Purpose: To define appropriate opportunities for volunteers within Sumter County Animal Services (SCAS).
Scope: This policy applies to operations personnel and all persons volunteering at SCAS.
Policy: It is the policy of SCAS to provide humane care for animals entrusted to SCAS. Animals that have become the property of Sumter County shall be considered for adoption or transfer to a rescue partner when possible. Due to the inherent risk ofhandling incoming animal(s), volunteers will be restricted to only having contact with or handling of adoption ready animals.
References: Florida State Statutes Chapter 768.1355 Florida Volunteer Protection Act
Page1of1 Faster Volunteer/Employee Program Standard Operating Policy
Policy# 103- Foster Volunteer/Employee Program
Date: 10/27/2020
Purpose: To guide the Sumter County Animal Services (SCAS) employees regarding animals deemed suitable for foster care.
Scope: This policy applies to all operation personnel of the Division.
Policy: The purpose ofthe SCAS foster program is to place animals that are too young, sick, or injured in homes where they can be cared for until they are available for adoption. Foster volunteers must be an employee of Sumter County, a contracted employee, or a resident in Sumter County and be at least eighteen (18) years of age.
References: Florida State Statutes Chapter 768.1355 Florida Volunteer Protection Act
Page 1oft Educational Programs Standard Operating Policy
Policy# 104- Educational Programs
Date: 10/27/2020
Purpose: To provide educational opportunities to the public regarding animal welfare and the services provided by Sumter County Animal Services (SCAS).
Scope: This policy applies to all operation personnel of the Division.
Policy: It is the policy of Sumter County Animal Services (SCAS) to present educational information to further responsible pet ownership.
Page 1 of 1 Animal Services Tour Standard Operating Policy
Policy# 105- Animal Services Tour
Date: 10/27/2020
Purpose: To provide Sumter County residents with an opportunity to tour the animal shelter operations safely.
Scope: This policy applies to all operation personnel of the Division.
Policy: It is the policy of Sumter County Animal Services (SCAS) to provide guided tours during regular kennel operating hours.
Page 1 of 1 Sumter County Animal Licenses Standard Operating Policy
Policy# 106- Sumter County Animal Licenses
Date: 10/27/2020
Purpose: To guide Sumter County Animal Services (SCAS) personnel and others on distribution and documentation of Sumter County Animal Licenses.
Scope: This policy applies to all operation personnel of the Division.
Policy: It is the policy of SCAS to issue a license for any newly registered dog, cat, or ferret. All dogs, cats, and ferrets four (4) months ofage or older residing in Sumter County shall have a current rabies vaccination registered with Sumter County.
Upon initial registration, Sumter County will provide a Sumter County Animal License to the animal owner. The license is issued for the life of the animal at no cost. It is the responsibility of the animal owner to ensure a current rabies vaccination remains on file for the life of the animal.
References: Florida State Statutes Chapter 162.21 Enforcement of County of Municipal Codes or Ordinances Florida State Statutes Chapter 585.145 Control of animal diseases Florida State Statutes Chapter 828.28 Local animal licensing ordinances; notices Sumter County Code Chapter 4-6
Page 1 of 1 Bite Exposure To Rabies And Susceptible Animal(s) Standard Operating Policy
Policy# 107 Bite Exposure to Rabies and Susceptible Animal(s)
Date: 10/27/2020
Purpose: The purpose of this policy is to facilitate the proper coordination between Sumter County Animal Services (SCAS) and Sumter County Health (SCHD) Department in the event of a bite or exposure to a rabies susceptible animal.
Definitions: Animal Bite and Reportable Exposure is defined for these purposes as a domestic or wild animal bite or scratch to a person, a person who had contact with a wild animal or a domestic animal known to have contact with a wild animal.
Scope: This policy applies to all operation personnel ofthe Division.
Policy: SCAS deals only with domestic animals. Domestic animals exclude wildlife and exotic animals in accordance with Chapter 4 of the Sumter County Code. SCAS works cooperatively with the SCHD. It is a duty of SCAS to report all bites to person to SCHD, assist SCHD when called upon, and to verity current rabies vaccinations for domestic dogs, cats and ferrets involved in bite or exposure cases.
References: Florida State Statutes Chapter 381.0031 Report ofdiseases ofpublic health significance to department Sumter County Code Chapter 4
Page 1oft Domestic Animal Inventory Management Standard Operating Policy
Policy# 108- Domestic Animal Inventory Management
Date: 10/27/2020
Purpose: To guide Sumter County Animal Services (SCAS) personnel regarding expectations, responsibilities, and the target length of stay for domestic animals in the care of SCAS.
Definitions: Length of stay the number ofimpound days for an animal Mandatory holds quarantined impounded animals (pending legal action, etc.)
Scope: This policy applies to all operation personnel ofthe Division. Policy: Inventory management is necessary to ensure the long-term viability of SCAS kennel facilities while ensuring that SCAS has an opportunity for returning animals to their owner or placement with a rescue partner. SCAS is committed to achieving ninety percent (90%) or greater live releases for the animals in our care. Animals may be euthanized in accordance with the SCAS euthanasia policy to include illness, injury, aggression, and shelter capacity.
Some animals are mandatory holds; therefore, adoption, rescue, or euthanasia is in abeyance. Mandatory holds are not a factor in the calculation of the average length of stay ofanimals.
SCAS shall observe the health and behavior ofall animals impounded upon entry and during the first five (5) days ofobservation to assess traits and characteristics ofthe animal to aid in determining the potential of adoption or transfer to a rescue partner. The Animal Services Manager (ASM) is responsible for managing animal inventory within the capacity of staff and the facilities and making all best efforts to balance the open shelter requirements and live release goal.
References: Sumter County Code Chapter 4 Policy # 113 - Euthanasia
Page 1 ofl Uniform Standard Operating Policy
Policy# 109- Uniform Policy
Date: 10/27/2020
Subject: Sumter County Animal Services Personnel Uniform Policy
Purpose: The purpose of this document is to provide guidance direction for maintenance and appearance of Sumter County Animal Services (SCAS) uniform.
Scope: This policy applies to all operation personnel of the Division.
Policy: It is the policy of Sumter County Board of County Commissioners (BOCC) that all personnel represent the Board to the public in a professional manner. Personnel must maintain a clean and neat appearance. SCAS personnel must wear the appropriate uniform provided by SCAS at all times while performing duties for SCAS.
References: Florida State Statutes Chapter 112.313 Standards of Conduct for public officers, employees, of agencies, and local government attorneys. Sumter County BOCC Employee Manual
Page 1 of1 Controlled Substances Standard Operating Policy
Policy# 110- Controlled Substances
Date: 10/27/2020
Purpose: To guide Sumter County Animal Services personnel regarding Controlled Substances and Schedule II Substances storage inventory, usage inventory, and disposal.
Scope: This policy applies to all operation personnel of the Division.
Policy: SCAS personnel are to document each use of Controlled and Schedule II Substances. SCAS personnel that holds a valid Euthanasia Certification are to document inventory for Controlled and Schedule II Substances being stored at SCAS on the first of each month and during each use. Controlled Substances and Schedule II Substances that are expired, unwanted, or damaged must be transferred to a reverse distributor for destruction.
References: Florida State Statutes Chapter 828.055 Controlled substances and legend drugs; permits for use
Page 1 of1 Euthanasia Standard Operating Policy
Policy# 111- Euthanasia
Date: 10/27/2020
Purpose: To guide Sumter County Animal Services (SCAS) personnel regarding acceptable application ofhumane euthanasia.
Scope: This policy applies to all operation personnel of the Division.
Policy: It is the policy of SCAS to provide humane euthanasia services. No animal shall be euthanized by Sumter County Animal Services, other than owner requested euthanasia, unless through consultation with veterinary care the animal is beyond reasonable medical treatment(s), is aggressive, or Sumter County Animal Services has exceeded it(s) regular and overflow capacity to maintain its operation as an open shelter.
References: Florida State Statutes Chapter 828.058 Euthanasia of dogs and cats
Page 1 of1 Animal Intake Standard Operating Policy
Policy# 201 -Animal Intake
Date: 10/27/2020
Purpose: To provide guidance for the Sumter County Animal Services (SCAS) personnel to intake animals in a safe and consistent manner while causing the least amount of stress possible on the animal.
Scope: This policy applies to all operation personnel of the Division.
Policy: SCAS shelter shall not tum away or refuse accepting an owner-surrendered animal. SCAS may catch, seize, humanely trap, or pick up and impound any domestic animal or livestock that constitutes another means of animal intake..
All animals received at the SCAS shelter shall be tested and treated for parasites, contagions, and provided annual vaccinations.
References: Sumter County Code Chapter 4
Page 1 of 1 Returning Animal(s) To Their Owner Standard Operating Policy
Policy# 202- Returning Animal(s) To Their Owner
Date: 10/27/2020
Purpose: To establish guidelines to return anirnal(s) to the owner.
Scope: This policy applies to all citizens of Sumter County, or any person temporarily residing in or travelling through Sumter County, that transports, keeps, boards, breeds, or interacts in any form with dogs, cats, exotic animals, or domestic livestock.
Policy: It is the policy of SCAS to make every effort to return animals to their owner using identifiers, e.g., tattoos, collars, tags, microchips. SCAS will assist the public in matching lost animals with their owners.
To promote timely return of animals found at large, Sumter County promotes the use of microchip registration of domestic animals. SCAS shall offer microchip services at no cost to owners when they are recovering their domestic animal or adopting a domestic animal from the Sumter County animal shelter.
References: Florida State Statutes Chapter 705 Lost or abandoned property Sumter County Code Chapter 4
Page 1 of1 Trap Neuter Vaccinate Return (TNVR) Standard Operating Policy
Policy# 203- Trap Neuter Vaccinate Return (TNVR) Program
Date: 10/27/2020
Purpose: To provide guidance to Sumter County Animal Services (SCAS) personnel regarding the Trap-Spay/Neuter-Vaccinate-Return (TNVR) Program.
Background: Sumter County manages a Trap-Spay/Neuter-Vaccinate, and Return (TNVR) program for cats without identification arriving at Sumter County's facility without identification which appear to be aggressive/feral.
Scope: This policy applies to all operation personnel of the Division.
Policy: Sumter County maintains a Trap-Spay/Neuter-Vaccinate, and Return (TNVR) program for aggressive/feral cats. After a veterinary examination, cats detennined to be healthy will undergo stetilization, vaccination, and microchip implantation, prior to being released in the vicinity of their capture. A second capture of the same cat will result in relocation to another area of the county. Cats that are evaluated as carrying transmissible diseases or that are severly injured may be euthanized as defined by the County veterinarian.
References: Florida State Statutes Chapter 823.15 Dogs and cats released from animals shelters or animal control agencies; sterilization requirements Sumter County Code Chapter 4
Page 1 of 1
Kennel Operations Standard Operating Policy ______
Policy # 204 – Kennel Operations
Date: 10/27/2020
Purpose: To provide guidance to Sumter County Animal Services (SCAS) personnel regarding kennel operations.
Scope: This policy applies to all operation personnel of the Division.
Policy: It is the policy of SCAS to maintain a kennel that is clean and healthy to support the five freedoms for animals in SCAS care: freedom from hunger, freedom from discomfort, freedom from pain, freedom to express normal behavior, and freedom from fear.
Page 1 of 1
Kennel Play and Viewing Areas Standard Operating Policy
Policy # 205 - Kennel Play and Viewing Areas
Date: 10/27/2020
Purpose: To provide guidance to Sumter County Animal Services (SCAS) personnel regarding the SCAS kennel play and viewing areas.
Scope: This policy applies to all operation personnel ofthe Division and persons within SCAS Kennel.
Policy: It is the policy of SCAS to allow the public to view animal(s) available for adoption. The Available Cat Room, is an area designated for the public to handle available cats for adoption. The Kennel Play Area is an area designated for the public to bring their family members (dogs included) to meet dogs available for adoption. The Bam isle is an area designated for the public to view available livestock for auction/adoption.
Page 1 of1 Quarantined Animals Standard Operating Policy
Policy # 206- Quarantined Animals
Date: 10/27/2020
Purpose: To guide Sumter County Animal Services (SCAS) personnel regarding quarantined animals.
Scope: This policy applies to all operation personnel of the Division.
Policy: It is the policy of SCAS to quarantine all animals potentially exposed to the rabies virus for ten (10) days. To consider a rabies vaccination valid, it must not expire before the last day of the proposed quarantine period. Animals with current rabies vaccinations may be considered for home quarantine when they are not a potential threat to public safety. Animals without a current rabies vaccination will be quarantined at SCAS.
On rare occasions, an animal may be placed on quarantine with extensive medical needs associated with age, extensive injuries, or a medical condition. The Animal Services Manager (ASM) shall review these unique situations on a case by case basis and may allow for home quarantine of the animal.
References: Florida State Statutes Chapter 381.0031 Report ofdiseases ofpublic health significance to the department Sumter County Code Chapter 4 Policy# 108 Bite Exposure to Rabies and Susceptible Animal(s)
Page 1 of1 Quality Assurance Standard Operating Policy
Policy# 301 Quality Assurance
Date: 10/27/2020
Purpose: To guide Sumter County Animal Services (SCAS) employees regarding the proper procedures review and quality assurance of SCAS inventory and performance measures.
Scope: This policy applies to all operation personnel of the Division.
Policy: Inventory management is necessary to ensure the long-tenn viability of SCAS kennel facilities and to achieve the live release rate goaL It is the policy of SCAS to report monthly statistics on kennel operations to include live release rates. SCAS shall work with the Compliance and Quality Assurance Division to ensure reporting is accurate and reliable. SCAS uses performance data to help manage the effective operations of the Sumter County Animal Shelter.
References: Policy #108 Domestic Animal Inventory Management Florida State Statutes Chapter 823.15 Dogs and cats released from animal shelters or animal control agencies; sterilization requirement
Page 1 of 1 Available Animals Standard Operating Policy
Policy # 302 Available Animals
Date: 10/27/2020
Purpose: To provide guidance for the Sumter County Animal Services (SCAS) personnel regarding available animals.
Scope: This policy applies to all operation personnel ofthe Division.
Policy: Animals that are the property of SCAS may be made available for adoption or transfer to rescues. These animals will only become available after being examined by the contracted veterinarian. All animals leaving SCAS will follow the procedures covered by Florida Statutes Chapter 823.15 regarding sterilization requirements and Florida Statutes Chapter 828.30 rabies vaccination requirements. SCAS animals, available for adoption or rescue, shall be posted to Petfinder, a nationally recognized animal adoption platform.
Quarantine animals known to have bitten any dog, cat, or person without provocation, animals in obvious poor health, including but not limited to mange (depending on type and severity i.e., sarcoptic mange and demodectic mange), poor body condition, and animals ofpoor temperament, including but not limited to aggression may not be considered immediately for aoption or rscue. The Animal Services Manager will evaluate the condition ofthe animal before consideration for the timeing and possibility ofadoption .
References: Florida State Statutes Chapter 823.15 Dogs and cats released from animals shelters or animals control agencies; sterilization requirement Florida State Statutes Chapter 828.30 Rabies vaccination of dogs, cats, and ferrets
Page 1 of1 Microchips Standard Operating Policy
Policy # 303 - Microchips
Date: 10/27/2020
Purpose: To guide Sumter County Animal Services (SCAS) employees completing the microchip process for adopted cats and dogs, owned animals, and Trap Neuter Vaccinate Release (TNVR) Cats.
Scope: This policy applies to all operation personnel ofthe Division.
Policy: Animals may be adopted or rescued once they become the property of Sumter County and the Animal Services Manager (ASM) deems the animal available for adoption or rescue. All adopted or rescued domestic animals meeting the proper age requirement will receive a microchip for identification prior to leaving the shelter. Owners reclaiming their animals may also request their pet to be microchipped at no cost once they have paid all outstanding fees. Trap Neuter Vaccinate Release (TNVR) Cats will be microchipped prior to release.
Page 1 of1 Phone Calls and Messages Standard Operating Policy
Policy # 304- Phone Calls and Messages
Date: 10/27/2020
Purpose: To guide Sumter County Animal Services (SCAS) personnel regarding phone calls and messages.
Scope: This policy applies to all operation personnel of the Division.
Policy: The Citizens Information Center (CIC) receives all citizen calls during normal business hours and generates a service request for Animal Services upon request. General email correspondence shall be handled in a timely fashion by Animal Service personnel.
Page 1oft Cash Receipts Standard Operating Policy
Policy # 305 - Cash Receipts
Date: 10/27/2020
Purpose: To guide Sumter County Animal Services (SCAS) personnel regarding money transactions.
Scope: This policy applies to all operation personnel ofthe Division.
Policy: It is the policy of SCAS to document all transactions in the SCAS database as well as to adhere to the SCBOCC Cash Handling Policy.
References: Sumter County Board of County Commissioners (SCBOCC) Cash Handling Policy.
Pagelofl Nuisance Wildlife Standard Operating Policy
Policy# Road 401- Nuisance Wildlife Calls
Date: 10/27/2020
Purpose: To provide guidance for Sumter County Animal Services (SCAS) personnel regarding nuisance wildlife management.
Scope: This policy applies to all operation personnel ofthe Division.
Policy: Florida Administrative Code defines nuisance wildlife as wildlife that causes or is about to cause property damage, presents a threat to public safety, or wildlife causing an annoyance within, under or upon a building. Florida Fish and Wildlife Conservation Commission (FWC) enacts rules and regulations for management ofthe state's fish and wildlife resources. Matters concerning all wildlife are managed by FWC. Additional resources for removal ofnuisance wildlife are available through private contractors.
It is the policy ofSCAS to provide services for domestic animals. Sumter County shall assist with wildlife requests when requested by the Sumter County Health Department and provide referrals to FWC for wildlife inquires or requests for services.
References: Florida Administrative Code 68A-1.004 and 68A-9.010 Sumter County Code Chapter 4
Page 1 of1 Evidence Standard Operating Policy
Policy # 402 - Evidence
Date: 10/27/2020
Purpose: To provide guidance to Sumter County Animal Services (SCAS) personnel when encountering evidence.
Scope: This policy applies to all operation personnel of the Division.
Policy: It is the policy of Sumter County Animal Services to contact Sumter County Sheriff's Office (SCSO) in the discovery of evidence to a crime. SCSO will manage the transport and evidence retention for any deceased animal associated with a criminal investigation. Live animals will be sheltered at Sumter County Animal Services upon request oflaw enforcement.
Page 1 of 1 After Hours Handling Of Sick Or Injured Animals Standard Operating Policy
Policy # 403 - After Hours Handling of Sick or Injured Animals
Date: 10/27/2020
Propose: To provide Sumter County Animal Services (SCAS) staff guidance for obtaining necessary veterinary care for all sick/injured animals after regular operating hours.
Scope: This policy applies to all operation personnel of the Division.
Policy: SCAS is committed to handling sick/injured animals humanely at all times. Animal Control Officers (ACOs) are responsible for making sound decisions regarding the wellbeing of all animals in their care, including euthanasia in the field. The ACO makes recommendations to the Animal Service Manager (ASM) concerning the need for veterinary care for a sick or injured animal.
Page 1 of1 Citation Issuance and Appearance Before The Special Master Standard Operating Policy
Policy# 404 - Citation Issuance and Appearance Before The Special Master
Date: 10/27/2020
Purpose: To ensure public safety and consistency ofall citations issued by Sumter County Animal Services (SCAS).
Definitions: Citations are formal, numbered, printed notifications documenting a violation of Chapter 4 of the Sumter County Ordinances; only a certified Animal Control Officer (ACO) may issue citations. The Special Master is an independent attorney appointed by the County Administrator to hear and adjudicate Code Enforcement cases.
Scope: This policy applies to all operation personnel ofthe Division.
Policy: It is the policy of all SCAS employees to be familiar with and diligent in the preparation of any written documentation, photographs, and other physical evidence relating to cases that require a hearing by the Special Master or for transfer to law enforcement..
References: Florida State Statutes Chapter 125.69 Penalties; enforcement by code inspectors Florida State Statutes Chapter 585.006 Interference with department employees Sumter County Code Chapter 4
Pagelofl Use Of Force Utilization Standard Operating Policy
Policy# 405- Use of Force Utilization
Date: 10/27/2020
Purpose: To establish levels/means ofuse offorce and guide Sumter County Animal Services personnel in the application ofthe appropriate measures.
Scope: This policy applies to all operation personnel of the Division.
Policy: In the event that use of force is deemed necessary to capture/control an animal for safety reasons, the lowest level of force at the least degree of intensity will be implemented. Level and degree will be dictated by distance from the threat and reaction time needed to counteract the threat. The available methods/tools will be issued to certified SCAS personnel as items of SCAS property, to include: Oleoresin Capsicum (OC) Spray, Bite Stick, Break Stick, Cable Control Pole, Chemical Capture devices/drugs.
References: Florida State Statute Chapter 828.27 Local animal control or cruelty ordinances; penalty
Page 1 of1 Livestock Handling Standard Operating Policy
Policy # 406 Livestock Handling
Date: 10/27/2020
Purpose: To guide the disposition ofsurrendered livestock that is taken in by Sumter County Animal Services (SCAS) and for guidance relating to "running at large" or "stray" livestock.
Definitions: Livestock: includes animals ofequine, bovine, or swine class, including goats, sheep, mules, horses, hogs, cattle, ostriches, and other grazing animals.
Scope: This policy applies to all operation personnel ofthe Division.
Background: The Sumter County Sheriff's Office (SCSO) has a duty to intervene when livestock is found running at large or straying on public roads or otherwise posing a threat to public safety. The practice of SCAS assisting shall be within its limitations when called upon by SCSO during regular business hours or as an afterhours "on-call" emergency. Sumter County created an impound area suitable for short-term confinement of some classes of livestock such as equids and cattle.
Policy: SCAS will respond to requests from SCSO during regular business hours of9am-5am Eastern Standard Time (EST) Monday through Friday, to assist deputies with livestock calls. After hours, weekends and holidays will be as an emergency on-call only. SCAS recognizes SCSO is the statutory authority to coordinate interventions with at-large or straying livestock. SCSO will request assistance from State Highway Patrol, other law enforcement entities, and/or SCAS within defined limitations and as needed.
It is the policy of SCAS to provide humane care for surrendered livestock housed at the shelter, the SCAS pasture, and designated off-site boarding facilities. Surrendered livestock that is not sold at auction by SCSO may be made available for adoption or recue by SCAS.
References: Florida State Statute Chapter 588.16 Legal fences and livestock at large Sumter County Code Chapter 4
Page 1 ofl Deceased Animal In Rights-of-Way Standard Operating Policy
Policy# 407- Deceased Animal in Rights-of-Way
Date: 10/27/2020
Purpose: To ensure proper disposal animals on roadways.
Scope: This policy applies to all operation personnel of the Division.
Policy: Sumter County Animal Services (SCAS) is routinely contacted by the public to remove deceased animals from community roads. Sumter County has the responsibility for ensuring that county roads are free from potentially hazardous and unsightly, deceased animals. The Public Works Department is responsible for removal of all deceased animals on county roads and rights-of-way. The Florida Department ofTransportation (FDOT) is responsible for the removal ofdeceased animals on state roadways.
References: Florida State Statutes Chapter 386 particular conditions affecting public health Florida State Statutes Chapter 823.041 Disposal ofbodies of dead animals; penalty Sumter County Code Chapter 4
Page 1oft Animal Cruelty/ Neglect Standard Operating Policy
Policy# 408- Animal Cruelty/Neglect
Date: 10/27/2020
Purpose: The purpose ofthis policy is to guide Sumter County Animal Services (SCAS) personnel for handling cruelty/neglect complaints.
Scope: This policy applies to all operation personnel of the Division.
Policy: SCAS has the authority to issue citations for cruelty violations, and cruelty investigations. The legal standard for the definition and investigation of cruelty follows Florida Statutes..
Animal cruelty/neglect complaints that present as a felony criminal offense shall be referred immediately to the Sumter County Sheriff Office (SCSO). IfSCSO deems the matter does not meet the standard of a felony crime, SCAS shall proceed with its civil enforcement process.
References: Florida State Statutes Chapter 828.03, 828.073, and 828.12 Animals: Cruelty; Sales; Animal Enterprise Protection Sumter County Code Chapter 4 Sumter County Animal Services Procedures # 412 -Animal Cruelty/ Neglect
Page 1 of 1 Animal Traps Standard Operating Policy
Policy # 409 - Animal Traps
Date: 10/27/2020
Purpose: To provide guidance to Sumter County Animal Services (SCAS) personnel or Citizens Information Center (CIC) personnel responsible for assigning, dropping off, or picking up animal traps.
Scope: This policy applies to all operation personnel of the Division.
Policy: It is the policy of SCAS to use traps as a tool to impound stray domestic animals at large. All residents receiving traps will execute a Trap Loan Agreement. Traps are available at the animal shelter for pick up during normal operations. Requests for delivery of a trap shall be treated as a service request
References: Sumter County Code Chapter 4
Page 1 ofl Barking Noise Nuisance Standard Operating Policy
Policy #410- Barking Noise Nuisance
Date: 10/27/2020
Purpose: To provide guidance to Sumter County Animal Services (SCAS) personnel to handle barking/noise nuisance complaints from the public in a consistent manner.
Scope: This policy applies to all operation personnel of the Division.
Policy: SCAS recognizes that some animals may be a public nuisance. Sumter County will respond to and investigate documented complaints from citizens. Sumter County will not investigate anonymous complaints ..
References: Florida State Statutes Chapter 823 Public Nuisances Sumter County Code Chapter 4
Page 1 of1 Animal(s) in Confined Spaces Standard Operating Policy
Policy# 411- Animal(s) in Confmed Spaces
Date: 10/27/2020
Purpose: To guide Sumter County Animal Services (SCAS) personnel in regards to animals in confined spaces.
Scope: This policy applies to all operation personnel of the Division.
Policy: Sumter County Fire & EMS (SCFEMS) has a specialized team trained to respond to animal(s) in confined spaces. It is the policy of SCAS to contact SCFEMS for animal rescue needs that are in confined spaces ..
Page 1oft Best Practice Ordinance Recommendations Recommended to Include (Pages 59-61) Items marked with a are included in local ordinance and referenced in the Reference/Notes column. Items identified as opportunities are marked with + represent potential opportunities. Items marked with P are covered by current policy, but not included in local ordinance. Recommended to include Best Practices Description Reference / Notes Requirement for all entities utilizing Variations in ordinances within a community create Sec 4-2 shelter services to abide by the same unnecessary inefficiencies. Ordinances in line with Best ordinances in line with Best Practices Practices are universal.
Anti-tethering Tethering dogs as a means of housing/restraint is Sec 4-13 considered inhumane by all national reputable animal welfare organizations. Sterilization if dog designated as Dangerous dogs should not have the potential to breed. dangerous Neutering decreases roaming, marking and mounting in dogs and may reduce inter-male aggression. N/A Exclude cats from leash laws It is a societal norm for cats to have access to the outdoors or live exclusively outdoors. N/A Guidelines for feeding community cats Caregivers must be respectful of neighbors and the and decreasing risk for wildlife: If environment and reduce the risk of attracting wildlife. caregivers are feeding cats, they should do so at regular times in containers that are removed after cats eat and in areas least likely to attract or interfere with wildlife. Cats should not be fed near or in sensitive wildlife areas N/A Define community cat: Any unowned It is a societal norm for cats to have access to the free-roaming cat that may be cared for by outdoors or live exclusively outdoors. However, sterilizing one or more residents of the immediate and vaccinating against rabies are key to reducing the area who is/are known or unknown; a number of community cats and increasing community community cat may or may not be feral. immunity against rabies. Community cats that are ear tipped are sterilized and have received at least 1 vaccination against rabies. Community cats are exempt from any licensing, stray, abandonment and at-large provisions directed toward owned animals. A community cat may also be defined as a cat "found" outside that is brought to an animal shelter and not yet sterilized/ear tipped N/A Define community cat caregiver: A person Creating guidelines for caregivers engages them who provides care, including food, shelter as partners who can work collaboratively with other or medical care to a community cat, while groups to sterilize and vaccinate community cats. not being considered the owner, custodian, harborer, controller or keeper of a community cat or to have care or charge of a community cat. Caregivers must make every effort to minimize the impact on local wildlife, feed the proper quantity of food for the number of cats in appropriate food containers, discard food containers daily and feed only on their property or with the permission of another landowner (city, state or federal public property). Community cat caregivers shall not be deemed to own, have custody, care or control of community cats. Community cat caregivers may redeem community cats from the shelter without proof of ownership and are exempt from any charges and/or fees
N/A Exclude community cat programs from The intent of an abandonment clause is to protect abandonment clause. pets from being left in an unfamiliar place. A TNR/RTF program involves returning community cats to their home location where they were already cared for. Housing bite quarantine only if owner Shelter space should be reserved for stray pets with no Current policy encourages P unknown (pending dangerous dog other options or part of an enforcement case. Owners of owners to self-quarantine if investigation is at the discretion of the pets in need of quarantine from a single incident should they are capable of complying director) be responsible for the quarantine arrangements. with quarantine guidelines if the animal has a current rabies vaccination.
A change in this would limit the impoundment to a dangerous dog investigation only.
3-day stray hold for dogs over 5 months Most stray dogs are reclaimed by their owners within the Sec 4-11(f) to live outcome first 3 days, and LOS leads to negative consequences. Current Stray hold 5 days Nationally only 22% of stray dogs (unmicrochipped) are reclaimed through a shelter9 P No stray hold for kittens and puppies Kittens and puppies are at high risk of contracting an under 5 months to live outcome infectious disease at the shelter and are not part of the reunification pool. LOS leads to negative consequences.
No stray hold for cats 5 months or over to Nationally, less than 2% of stray cats (unmicrochipped) Sec 4-11(f) live outcome are reclaimed through a shelter. One study showed that cats are more likely to find their way home or find another home from the street versus from a shelter21 LOS leads to negative consequences.
P Foster during stray hold Overall, most of the shelter population will not be Fostering is possibly when reclaimed. LOS leads to negative consequences. Foster there is an extended medical programs decrease the workload of the shelter staff and only stray hold. Due to the engage a willing community. short length of stay this would not be practical for normal intake occurrences. P Cap on adoption fees Low adoption fees correlate with lower LOS. Zero charge for adoption by policy. P Provision to waive adoption fee Fee-waived adoptions correlate to LOS. Fees do not Current adoption cost is free correlate to responsible pet ownership or the development of the human-animal bond. P Financial incentive for services or Fees, fines and citations before reclaim for a stray at large 1st day of boarding waived + provision to waive fees with reclaim and not part of an enforcement case are barriers to when micro-chip at shelter for (spay/neuter, rabies vaccination and reclaim. Offering incentive for services is beneficial for the no cost. microchip) pet, owner, shelter and field services and is part of the mission of public and animal safety. Opportunities:
Encourage voluntary spay/neutering of animal to waive fees Encourage Microchip other owned pets (need a vet to do). Behavior class refund or waived first misdemeanor citation one a year. P Allowance for spay/neuter agreement If prompt pre-adoption spay/neuter is not possible, LOS Sumter County arranges for leads to negative consequences. prompt pre-adoption spay/neuter
Page 61
Recommended to exclude Best Practices Description Reference/Notes Memorandum of Understanding or Shelter space should be reserved for public and animal safety N/A contracts with shelters linked to cases and pets with no alternatives. Linking number of animals admitted the number of pets to a financial reimbursement incentivizes the increase of shelter intake. Convenience transport of owner Field officers should focus on public and animal safety and We do encourage the + surrenders or healthy community cats proactive community programs. community to surrender the for the purpose of shelter intake by animal. However, if they are field officers unable or decline to do so we will coordinate pick up the animal. However, we do not have a specific program to exclude convenience transport of owner surrenders or healthy community cats.
Opportunity to establish a policy to exclude convenience transport for owner surrenders or healthy community cats. N/A Breed-specific legislation There is no evidence that physical characteristics are linked to aggression. N/A Pet limits Limits on numbers of pets are not correlated to responsible pet ownership or hoarding risk. N/A Regulation of community cat colonies This practice does not promote partnership efforts Community cat colonies are or caregivers with caregivers and feeders, and it positions the anima l not permitted by current control entity as the enemy so caregivers are unwilling to code. collaborate. Resources are wasted, with no positive outcome.
N/A Mandatory spay/neuter for the No evidence exists that mandatory spay/neuter is linked to general public decreasing shelter intake. This practice creates a punitive action with no resolution and a risk of increasing shelter intake.
Best Practice Checklist (Pages 85-88)
Define Success
P Productively decrease shelter intake by creating alternative solutions to intake P Reserve shelter space for pets with no other alternatives + Create a humane compassionate housing and enrichment The volunteer program provides some enrichment program for all shelter pets opportunities for adoptable pets. There is an opportunity to expand this further with additional play yard space and an enclosed area for adoptable cats to roam. P Ensure shortest length of stay in the shelter P Reserve euthanasia for medical cases beyond hope and for dangerous dogs that cannot safely be rehabilitated P Ensure that all Five Freedom are met consistently for all shelter pets and the shelter is operating within the Capacity for Care P Rebrand/recreate the shelter as the Community Animal Resource Center
Best Practices for the Entire Team
P Report statistics to Shelter Animal Count + Join the Million Cat Challenge N/A Join the Association of Shelter Veterinarians Contracted vet, not SCAS + Become a Best Friends Animal Society Network Partner; attend the national conference, and sign up for the blog and magazine + Become a Petco Foundation member + Become a PetSmart Charities Adoption Partner P Sign up for the Maddie’s Fund Blog and newsletter P Sign up for the American Society for the Prevention of Cruelty to Animals blog and newsletter P Sign up for The Humane Society of the United States blogs and magazine and attend the national conference
Impactful Community Programs
+ Create and further develop coalitions and Consider community action group to include an advisory board consisting of partnerships Sumter County Humane Society, Sumter County Veterinarian’s, University of Florida Veterinarian Program, and a member of the business community. P Provide targeted spay/neuter for: Spay/ Neuter TNVR cats currently (Release In Field Program (we can + Socioeconomically disadvantaged pet rename)) owners Community cats Could explore community outreach in areas where frequent strays are Large-breed dogs recovered. Pets from high-intake areas Other categories of pets overrepresented in the shelter P Implement Safety Net to provide alternatives We currently provided verbal guidance of other options if they are + solutions to intake interested, but we do not defer them to explore those options.
Opportunity: Identify external groups that could volunteer services to assist when surrender is due to animal health care costs that exceed their ability, temporary volunteer fostering when temporary living accommodations change prohibiting the animal, or volunteer support for obedience/behavioral assistance.
Shelter Operations (Pages 86-87)
Enforcement
+ Create a community-minded enforcement Provide a training program for the community to make them aware of the local program laws and regulations and to distribute informational pamphlets when they observe violations. P Reserve punitive action for true public and animal safety issues P Ensure field team has all the necessary tools to provide humane handling and reunification in the field
Managed Admission – Alternatives to Intake
N/A Schedule appointments for owner surrenders only after all other alternative resources have been exhausted P Implement Return to Field and Trap-Neuter- No community cat programs currently. Feral cats are returned to field Return for community cats (friendly and/or feral) program, friendly cats can be placed directly into a home, rather than possibly suffering from injury or animal encounter when released in the field. + Recruit Good Samaritans as Foster Care Ambassadors at intake, and provide supplies, preventive care and spay/neuter
Compassionate Housing and Enrichment
P House pets by species
P Use double-sided enclosures with ample space Currently double-sided enclosures are limited to the main kennel area, and + for all cats and dogs the “mommy ward”/ “quarantine” for cats.
Opportunity: replace existing kennels at intake and quarantine with double- sided kennel runs. Expand cat kennel enclosures to include double-sided cat enclosures. + Install noise mitigation throughout the shelter + Ensure minimal disruption of pets during the Double sided kennels cat and dogs. cleaning process Opportunity: This is currently in place in the main kennel area. However, future kennel space additions or modifications could add double sided kennels for dogs P Use a disinfectant like Accelerated Hydrogen Virkon – endorsed cleaning product by contracted veterinarian. Peroxide + Move animals as infrequently as possible Opportunity: Additional double sided kennel space N/A Feed all dogs a combination of wet and dry food Done only when medically necessary. The veterinarian provides twice daily recommended food products for the animals. P Free-feed all cats dry food with wet food All cats have available dry food at all times, wet food is provided due to age provided twice daily or medical issues. Nutritional value is the same for wet or dry food. Purina EN Kennel Pack Prescription Diet. P Feed special needs and underage pets 3 times a day P Provide appropriate and enjoyable outdoor Available dog are currently exercised daily. Dogs on quarantine do not leave + exercise and/or play time for all shelter dogs their kennel until ten days from possible exposure. Dogs quarantined for medical reasons should also remain separated until medically cleared (parasites)
Opportunity: An additional area would be beneficial for animals whom are evidence and must remain at SCAS for extended periods of time. The addition of an agility area would benefit dogs with extended shelter times.
P Provide soft bedding and interactive toys All dogs are provided a hammock bed, to separate them from cold concrete. + Dog are provided a Kong in the play yard that they are unable to swallow. This is utilized as a ball.
Additional Kongs which may provide an afternoon treat would be beneficial. Agility area would add diversity to the play area and animal engagement.
Population Management – Capacity for Care
P Create live outcome team to do daily rounds P Create daily Plan of Action for each shelter pet to This is done through staff procedures during their daily contact with animals, + ensure shortest length of stay to live outcome but is focused on their medical care.
Opportunity: There is an opportunity to develop a formal Plan of Action document in the future to expand beyond medical care and adoption/rescue transfer. P Train all shelter and field staff to perform a complete physical exam and recognize normal from abnormal P Provide appropriate preventive care, and post Animals posted on stray page upon intake, all dogs and cats receive preventive picture and information about pets on all care upon intake appropriate search engines at the point of intake P Keep updated cage card and identification band with each pet throughout shelter stay P Provide any basic medical care needed, or partner Above and beyond basic spay neuter vaccinate also provided with another organization to provide care P Spay/neuter shelter pets pre-adoption without . increasing length of stay
Live Outcome Programs Return to Owner
P Consider Return to Field programs for cats, the Return to Owner along to dogs P Facilitate pet identification via tags and microchips P Encourage reunification in the field to prevent shelter intake P Utilize true universal microchip scanners
Adoptions
P Create open conversational adoption program (for Sumter County works to match potential adopters with a pet that can enter + example, as outlined in Adopters Welcome their home with as little difficulty as possible. There may be opportunities to guidelines by the Human Society of the United expand the post-adoption experience and support for adopters. However, States). due to having specific responsibility to enforce law and local code Animal Services must balance the ease of the adoption process with regulatory compliance. P Embrace fee-waived and low fee adoption pricing Free to approved adopters P Educate adopters in a variety of ways (online, in Opportunity: Expand online and follow-up programs + person, in writing and during follow-up) regarding assimilation into the new home and basic training. + Create a support system post-adoption Behavior classes, training dog and human (life adjustment). P Create Foster to Adopt program + Create Foster Care Ambassador program Opportunity: expand foster care program to identify specific ambassadors to champion the foster care program. + Utilize Maddie’s Pet Assistant App to Opportunity: Explore if CityWorks can automatically distribute notifications to communicate with foster, rescue, and adopters distribution list. Currently rescue partners do not have to go to another website or app, it’s manually emailed directly to them every week day.
Rescue Partnerships
P Create a mutually beneficial rescue partnership in 78 rescues as if February 2020 collaboration with local groups that includes o An approval process o Agreement on communication system and placing holds o Fee-waived transfers o Assistance with medical/behavioral issues Transfer/Transport Program
P Exhaust all other intake and live outcome options to Sumter County does not euthanize due to length of stay and therefore does decrease dependency on transfer/transport not qualify as a source shelter and openly adopts to the public at no cost. P Ensure destination shelters have shorter length of stay and less euthanasia risk vs source shelter P Abide by the Association of Animal Welfare In FL state only at this time Advancement Best Practice guidelines for transport and all interstate laws
Infrastructure Data, Trends and Technology
P Utilize shelter software to track all shelter data P Report to Shelter Animals County using data matrix
P In addition to Shelter Animals County matrix categories, also track: o Community program activity o Field service activity o Stray intake from field and public o Neonates o Length of stay o Infectious disease rates o Euthanasia reasons + Utilize all search engines and social media for Currently available animals are posted to Petfinder. marketing Opportunity: Add other social media outlets such as Facebook as a means to communicate with the community. + Create an auto communication system with foster Recently, we added automated stray page updates from CityWorks. There and rescue volunteers and adopters are additional opportunities to increase the use of CityWorks to automatically communicate with stakeholders.
Public Policy
P Ensure public policy is in line with Best Practices Public policy has moved to support the best practices of shelter management, and intended goals animal shelter care, veterinary medicine, and euthanasia outlined in the Best Practices. However, not all aspects of the Best Practices apply universally to all shelters. There is an opportunity to always re-evaluate the current policies and support any change outlined by policy makers. + Educate decision makers, elected officials, municipal attorneys and civic leaders regarding the link between fiscal responsible public policy and Best Practices in animal welfare
Management Basics – Leadership
P Create a balanced Table of Organization with a clear change of command P Establish Standard Operating Procedures with input from shelter and field staff P Provide job description, training and clear expectations for staff P Create consistent disciplinary process in line with organizational protocols P Create reward system and avenues to provide There are avenues to document positive feedback within the Ascentis system, + staff with positive feedback but there may be opportunities to develop a formal recognition program. P Provide system for staff to contribute ideas to Staff meet every Wednesday improve the operation and for staff to be informed about events, challenges and successes.
Budget and Resource Allocation Population Management – Capacity for Care P Secure best shelter pricing for all appropriate pharmaceuticals and supplies P Create a tax-deductible method for accepting in- kind and financial donations and services for the shelter P Review all job duties, tasks and programs so they are in line with intended goals; modify as needed to eliminate wasteful practices P Create structured volunteer programs with Standard Operating Procedures, job descriptions and clear communication system overseen by a designated coordinator + Constantly seek out partners to build collaborative Look for other groups to assist the public with: programs with other organizations within animal Animal Behavior Training , Food bank, Spay/Neuter, Vaccination clinic and welfare and outside the sector boarding due to medical reasons
Fiscal Management for Nonprofit Organizations
NA Recruit Board of Directors who excel at fundraising, networking, basic business practices and strategic planning NA Provide Board of Directors with basic education regarding animal welfare challenges, solutions and current Best Practices NA Create structure with the Board of Directors so the chairperson oversees the shelter executive director NA Require “Give or Get” for all board members, and hold them accountable
Sumter County Best Practices Score
62 out of 80 measurable items received a positive response. This equates to a 77.50%.
Returning Animal(s) To Their Owner Standard Operating Policy
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Policy # 202 – Returning Animal(s) To Their Owner
Date: Pending Direction/Approval by Board
Purpose: To establish guidelines to return animal(s) to the owner.
Scope: This policy applies to all citizens of Sumter County, or any person temporarily residing in or travelling through Sumter County, that transports, keeps, boards, breeds, or interacts in any form with dogs, cats, exotic animals, or domestic livestock.
Policy: It is the policy of SCAS to make every effort to return animals to their owner using identifiers, e.g., tattoos, collars, tags, microchips. SCAS will assist the public in matching lost animals with their owners.
To promote timely return of animals found at large, Sumter County promotes the use of microchip registration of domestic animals. SCAS shall offer microchip services at no cost to owners when they are recovering their domestic animal or adopting a domestic animal from the Sumter County animal shelter.
The use of the microchip information can reveal a prior owner versus the current owner such as with breeders or rescue groups that list their names as the owner without updating the information upon the sale or transfer of an animal to the new owner. In this specific instance only, contact with the prior owner via the microchip information provides for support to reach the current owner. If the current owner cannot be found within the time constraints for stray animals or the current owner chooses not to claim the animal, then the property becomes the ownership of Sumter County and subject to the sterilization requirements under Florida Statutes Section 823.15. An accommodation will be provided to the prior owner listed in the microchip information to receive the transfer of the animal to them within one business day provided they demonstrate proof of their transfer of the animal to the owner that failed to claim or was non- responsive after the closing of the stray-hold time; otherwise, the animal will be transferred or adopted according to the existing policies of Sumter County.
References: Florida Statutes Chapter 823.15 Public or private animal agencies; sterilization required for dogs and cats released; recordkeeping requirements; microchipping Florida Statutes Chapter 705 Lost or abandoned property Sumter County Code Chapter 4
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