Foreword

This Compendium of Exemplary Practices in Emergency Management, Volume III, is a product

of the emergency management community working in partnership in service to the

public. It is the result of FEMA’s continuing outreach initiative to identify the innovative

ideas, emergency management talent, and abundant resources that exist throughout the

country.

What is an exemplary practice? In the judgment of the emergency management partners

who reviewed all entries for this edition, it is any idea, project, program, technique, or

method in emergency management that has worked in one place and may be worthy of

adopting elsewhere. This Compendium describes public- and private-sector emergency

management practices that include unique coordination among organizations, volunteer

projects, resource sharing, and other innovative approaches to emergency management.

In addition to describing the practices selected, the Compendium refers readers to knowledgeable individuals for further information. This book is not only being published in

this printed format but is also available on the Internet at FEMA’s World Wide Web site.

In keeping with FEMA’s goals of building a strong and effective emergency management

system, the search for exemplary practices is continuing. Instructions and a form for

submitting additional innovative ideas can be found at the end of this volume, and we

urge you to share your exemplary practices.

Sincerely,

James Lee Witt

Director

Federal Emergency Management Agency

Kay C. Goss

Associate Director for Preparedness

Federal Emergency Management Agency
PARTNERSHIPS IN

PREPAREDNESS

A Compendium of Exemplary Practices in

Emergency Management

Volume III

Federal Emergency Management Agency

October 1998
James Lee Witt

Director

Federal Emergency Management Agency

Kay C. Goss

Associate Director

Federal Emergency Management Agency

for the Preparedness Directorate
iii

____________________________________________________________________ ACKNOWLEDGMENTS

Acknowledgments

Many people contributed to this third edition of the Compendium. Their contributions include the critical executive

support needed to make this initiative a reality: the memoranda, letters, and communications on the Internet

encouraging nominations from throughout the emergency management community and the administrative tasks

and correspondence involved in the nominations of exemplary practices in emergency management.

Under the policy guidance of Kay C. Goss, FEMA’s Associate Director for Preparedness, Partnerships in Preparedness was implemented in the State and Local Preparedness Division under the direction of Kyle W. Blackman and

William B. Wark. The project officer during the development of this third edition was Maria A. Younker.

However, the many ideas, suggestions, and encouraging words of support received from people throughout the

public and private sectors of the emergency management community have given the effort vitality. All of the

individual State and local emergency managers whose support and nominations are a part of this edition are

acknowledged as contact people in the body of the Compendium.

The Compendium is an example of interagency cooperation between FEMA and the U.S. Department of Justice’s

National Institute of Justice (NIJ). NIJ’s assistance was instrumental in establishing and applying a model of

information sharing among local, State, and Federal agencies.

The individuals listed below played direct roles in developing this edition. We wish to thank everyone associated

with launching this initiative and helping it grow.

Federal Emergency Management Agency

Headquarters Leadership

Kay C. Goss

Associate Director for Preparedness

Michael Armstrong

Associate Director for Mitigation

Lacy E. Suiter

Executive Associate Director for Response and Recovery

JoAnn Howard

Administrator for Federal Insurance Administration

Carrye B. Brown

Administrator for U.S. Fire Administration

Clay G. Hollister

Executive Associate Director for Information Technology

Services

Bruce Campbell

Executive Associate Director for Operations Support

FEMA Regional Directors

Jeffrey A. Bean

Region I

Lynn G. Canton

Region II

Rita A. Calvan

Region III

John B. Copenhaver

Region IV

Janet Odeshoo

Region V

Raymond L. Young

Region VI

John A. Miller

Region VII
iv

____________________________________________________________________ ACKNOWLEDGMENTS

Richard P. Weiland

Region VIII

Martha Z. Whetstone

Region IX

David L. de Courcy

Region X

State and Local Partners

Elizabeth B. Armstrong, CAE

International Association of Emergency Managers

Garry L. Briese, CAE

International Association of Fire Chiefs

Trina Hembree

National Emergency Management Association

Andrea A. Walter

International Association of Fire Chiefs

FEMA Participants

Vernon Adler

Preparedness Directorate

Morris Boone

Office of Emergency Information and Media Affairs

Leo Bosner

Response and Recovery Directorate

Joseph Coughlin

Federal Insurance Administration

Margaret Chan

Office of Policy and Regional Operations

Marolyn D. Hatch

Response and Recovery Directorate

Marilyn MacCabe

Mitigation Directorate

Dr. Joseph H. Massa

Information Technology Services Directorate

Robert McCarthy

National Fire Academy

Richard L. Neal

Preparedness Directorate

David A. Skarosi

Region V

Vernon Wingert

Preparedness Directorate

National Institute of Justice

William A. Ballweber

Raymond German

John Schwarz

Daniel Tompkins

Robyn Towles

Jeremy Travis

NIJ’s Information Clearinghouse Staff

(Operated by Aspen Systems Corporation)

Kate Blank

Ellen Burchill

Neeta Datt

Becky Lewis
i

Table of Contents

Foreword␣........................................................................................ Inside front cover

Acknowledgments␣ ................................................................................................... iii

Introduction␣ ................................................................................................................ 1

Exemplary Practices in Emergency Management␣................................................ 3

Indexes␣ ....................................................................................................................... 55

Program Contacts␣ .................................................................................................. 57

Program Titles␣........................................................................................................ 59

Program Subjects␣ ................................................................................................... 61

Program Locations␣ ................................................................................................ 69

Forms␣ .......................................................................................................................... 71

Reader Survey Form␣ ............................................................................................ 73

FEMA’s Invitation for Nominations of Exemplary Practices␣ ........................ 75

Exemplary Practice Nomination Form .............................................................. 77

_________________________________________________ CONTENTS
vii

_________________________________________________________________________INTRODUCTION

Introduction

Dear Partners:

When dealing with disasters, we can accomplish more together as a group than as individuals. Natural disasters

permeate every corner of our communities. No individual, business, or organization is left untouched. For this

reason, communities need to work together to become better prepared. They need to take action before the next

earthquake, flood, hurricane, wildfire, or hazardous materials incident occurs.

Since 1995 the Preparedness Directorate has been producing A Compendium of Exemplary Practices in Emergency

Management. The objective of FEMA’s Compendium is to share information regarding innovative emergency management programs that have worked well so that these programs can be adopted elsewhere. By disseminating

information on exemplary practices that have worked, communities can better prepare themselves to respond to

the diversity of natural or man-caused disasters.

This volume contains various exemplary practices detailing how some communities have built partnerships and

implemented innovative programs to address specific areas of emergency management. It is FEMA’s goal that the

methods and principles contained in this Compendium be applied in any community across the country to help

build a safer and stronger America. By sharing your creative and innovative programs for dissemination through

this Compendium to the emergency management community, we can create a network of “Partners in Preparedness.”

A panel of our partners from the public and private emergency management community reviewed all of the

practices included in this volume; the practices have been certified as accurate by the submitters. FEMA is not

responsible for misinformation.

FEMA publishes annual editions of the Compendium and is, therefore, constantly searching for innovative practices

to be included. Exemplary practice nomination forms are provided in the back pages of this edition for submitting

applications to be included in future volumes. Another form is provided for your opinions on the Compendium.

All three volumes of the Compendium are also published on the Internet at www.fema.gov/library/lib07.htm.

The organization of this document responds to FEMA’s goal to inform all interested individuals of innovative and

promising approaches to emergency management. The sections are organized alphabetically by the State from

which the exemplary practice was nominated. Under each State listing, the programs are organized alphabetically

by project name. Each program listing provides data in the following categories: name of the program, contact

person’s name, address, e-mail address where available, phone, and fax numbers; program type; population

targeted by the program; program setting; startup date; description of the program; evaluation information; annual

budget; sources of funding; and in some cases, additional sources for information. The categories are highlighted to

help the reader peruse each listing for specific data. For example, check the Program Type description to get a

quick overview of the program’s purpose. Read the Program Description to learn more about the program’s goals

and operations. Check the Evaluation Information for indicators of its success.

Four indexes enable the readers to locate key information:

• Title. The program titles are listed in alphabetical order.

• Subject. Most programs have been indexed to more than a single subject heading. Subject headings include

aspects such as the type of problem being addressed by the program (e.g., earthquakes, hurricanes), the program type (e.g., damage assessment), and solutions to problems (e.g., evacuation routes, emergency response

teams).

1
viii

• Location. This index enhances the Table of Contents by indicating the cities and counties within a State covered

by the program. If a program is multistate, that information is listed first under the name of each involved State.

If the program is operating throughout a single State, that information is provided next.

• Contact. The names of the program contacts are listed in alphabetical order to enable the reader to easily

identify the individuals to write to or call for further information.

I hope that this Compendium is effective in helping you to take a step toward building a safer and stronger emergency management community in your neighborhood. With your dedication and involvement, we can work to

prepare ourselves for tomorrow and build a more disaster-resistant America today.

I urge you to share your exemplary practices! We look forward to hearing from you.

Sincerely,

Kay C. Goss

Associate Director for Preparedness

2
Exemplary

Practices in

Emergency

Management
5

The Academy of Public Service —

Fire Science Program

_________________________________________________ ALABAMA

Contact:

Mark A. Hansberry

Fire Service Captain/EMTParamedic

City of Mobile Fire-Rescue

Department

860 Owens Street

Mobile, AL 36604

Tel: 334–208–2863

Fax: 334–208–2861

Program Type:

School-to-work program.

Target Population:

Mobile County Public School

students, grades 10–12.

Setting:

Williamson High School, an

inner-city school.

Project Startup Date:

1995–1996 school year.

Program Description:

The Mobile Fire-Rescue Department has been involved with the Academy of

Public Service (APS) for more than 2 years as a partner in education, developing the curriculum and providing the instructor/coordinator for APS’ Fire

Science Program. APS is a school-to-work program sponsored by the by the

National Academy Foundation, a nonprofit organization. High school students

in grades 10–12 can participate in the program if they meet the minimum

requirements. The academy programs highlight careers in public service, such

as fire and police departments and other government agencies.

The fire science curriculum is taught at Williamson High School, an inner-city

school where the students take three different classes: Orientation to the Fire

Service, Essentials of Firefighting, and Emergency Medical Training. These

classes are designed to expose academy students to subjects ranging from the

history of the fire service to the knowledge and skills required to carry out the

duties of a firefighter, such as providing basic life support treatment and

handling hoses, tools, equipment, and ladders.

The goal of the APS Fire Science Program is to introduce students to the fire

service as a possible career choice and to give the Mobile Fire-Rescue Department

an enriched pool of potential firefighters.

Evaluation Information:

The APS Fire Science Program has been recognized as a vital part of the

school-to-work concept. It allows students to obtain firsthand knowledge

of an excellent career option.

Annual Budget:

None.

Sources of Funding:

The program is supported by the City of Mobile Fire-Rescue Department as a

service to the community.
6

________________________________________________ CALIFORNIA

Building Occupancy Resumption

Emergency Inspection Program

Contact:

Zan Turner

Building Inspector

City and County of

San Francisco

Department of Building

Inspection

1660 Mission Street, 3rd Floor

San Francisco, CA 94103

Tel: 415–558–6104

Fax: 415–558–6402

Program Type:

Earthquake preparedness and

recovery.

Target Population:

Building owners in San

Francisco.

Setting:

City and County of San

Francisco with emphasis on the

downtown commercial section.

Project Startup Date:

1996.

Program Description:

The Building Occupancy Resumption Emergency Inspection Program (BORP)

allows building owners to prequalify their buildings for private postearthquake

inspection by qualified engineers upon acceptance of a written inspection

program for a particular building. It assures immediate response by trained

engineers assigned to specific buildings and authorizes them to post official

City of San Francisco placards in accordance with ATC 20 Procedures for

Postearthquake Safety Evaluation of Buildings, Detailed Evaluation Procedure.

BORP’s main goal is to expedite and improve the quality of postearthquake

building inspection. This dual objective is accomplished by having building

owners hire engineers with experience in the design and/or inspection of

similar structures to evaluate buildings for seismic performance and develop

building-specific written inspection plans. Upon review and acceptance of the

engineers’ resumes and emergency inspection plans, the building department

will place the building on a list and issue official posting placards.

Emergency inspection is expedited because the procedures for automatic

response, rapid access, and detailed inspection have been developed already

and are familiar to the inspection team, and because safety/inspection equipment and structural drawings are immediately available.

The quality of inspection will be greatly enhanced by having trained inspection teams with direct knowledge of the buildings’ structural systems perform

postearthquake inspections based on written plans developed under nonemergency conditions.

Evaluation Information:

The program received the Western States Seismic Policy Council Award of

Excellence in Innovation, 1997. The program has been adopted by the city of

Anchorage, Alaska and by Stanford University. It is being considered by Long

Beach, Los Angeles, San Diego, and Seattle.

Annual Budget:

This program requires an estimated 5 percent of building inspectors’ time

because much of the review is provided by volunteers. The approximate dollar

amount for this time is $3,500.

Sources of Funding:

Funding comes from the Department of Building Inspection Technical Services

Division operating budget.
7

________________________________________________ CALIFORNIA

California Region II Regional

Disaster Medical/Health

Coordinator (RDMHC) Mutual Aid

Project

Contact:

Art Lathrop

Director

Contra Costa County Health

Services Department

Emergency Medical Services

Agency

50 Glacier Drive

Martinez, CA 94553

Tel: 925–646–4690

Fax: 925–646–4379

Program Type:

Medical/health mutual aid

planning and coordination for

Region II of the State Emergency Medical Services

Authority.

Target Population:

Operational Area (county)

Medical/Health Coordinators

of the 16 coastal counties. These

individuals are responsible for

coordinating disaster, medical,

and health-related responses in

their jurisdictions. Project

activities are also coordinated

with the Governor’s Office of

Emergency Services (OES),

other regional planning agencies, hospitals, and State and

Federal agencies.

Setting:

Regional; the 16 counties along

the coast from Del Norte to

Monterey.

Project Startup Date:

1990.

Program Description:

California is prone to nearly every type of disaster, including earthquakes,

fires, floods, and hazardous materials release. As a response, the California

State Governor’s OES designated six regions responsible for the overall

coordination of disaster mutual aid. Region II, comprising the 16 northern

coastal counties, is one of the six regions established by the California State

OES.

The Contra Costa County health officer has served as the Region II RDMHC

since 1990. The RDMHC is responsible for coordinating medical and healthrelated resources acquisition in Region II. Over the years, the focus of the

RDMHC project has evolved from local and bay area disaster planning to the

regional planning efforts now sustained. Early efforts concentrated on emergency medical services and hospital coordination, including development of

reporting forms and testing of guidelines for hospital assessments following

an earthquake. The RDMHC project also offered hazard mitigation training for

hospitals and developed bay area medical mutual aid procedures, a resource

directory, and hospital evacuation plans.

The project recently provided for a Bay Area Disaster Medical Assistance Team

(DMAT), which is organized under the National Disaster Medical System

through the U.S. Public Health Service. The teams are made up of volunteer

medical professionals. When activated, the DMAT, currently a Level II with

100 members, provides local patient staging and reception services, field-level

emergency medical treatment capability, and augmented local medical capabilities during disasters.

Hospital and medical transport resource information is being assembled into a

Region II resource directory. Project staff provide assistance to county and

State agencies in the development of overall disaster response guidelines and

policy update and revision. The Region II RDMHC responds to requests from

operational areas within Region II and to requests from the Emergency Medical Services Authority, the Department of Health Services, and the State OES.

Evaluation Information:

Sixteen county disaster medical/health coordinators have been identified and

trained. The Region II RDMHC Interim Emergency Plan has been developed

and distributed.

Annual Budget:

$80,000.

Sources of Funding:

State Emergency Medical Services Authority.
8

________________________________________________ CALIFORNIA

Community Awareness in

Response to Emergencies (CARE)

Program

Contact:

Dave Rodda

Director of Recreation and

Community Services

City of Lakewood

5050 North Clark Avenue

Lakewood, CA 90712

Tel: 562–866–9771

Fax: 562–866–0505

E-mail:

drodda@lakewoodcity.org

Program Type:

Community emergency

response teams.

Target Population:

Senior adults, adults, and

youths ages 13–18.

Setting:

Citywide.

Project Startup Date:

1995.

Program Description:

The CARE program has created an effective, organized, and coordinated

neighborhood response to possible disasters, based on a realistic plan for

mobilizing Lakewood residents. The program comprises a number of elements

such as using the city’s Neighborhood Watch block captains, involving residents in the city’s disaster planning efforts, sharing information among

residents, and receiving practical training from trained professionals.

To accomplish the training and operational goals of the program, a community

partnership was developed between the city’s emergency management team;

the Los Angeles County Fire Department; the Los Angeles Sheriff’s Department personnel; and volunteers from the American Red Cross, Greater Long

Beach Chapter, to conduct more than 20 hours of extensive program training.

Lakewood residents have received training in such areas as home and neighborhood preparedness, fire prevention and safety, utilities management,

damage assessment, neighborhood security, communications and command

post operations, first aid/CPR, and shelter operations. Continuing education

and refresher training, in the form of advanced training sessions, is provided

quarterly. Additionally, using city parks as CARE command post sites, emergency supply caches have been assembled for use in neighborhood assessment

activities.

As a complement to the adult CARE Program, a CARE Youth Corps Program

was initiated in July 1997. The program targets Lakewood youth ages 13 to 18

and provides them with a slightly modified training package. The city views

the Youth Corps as an important support mechanism for adult CARE activities

following a disaster.

Evaluation Information:

More than 400 residents have received CARE training; 180 adults and 35 teens

have earned certification as Lakewood CARE volunteers. Additionally, the

CARE program was honored with the California Park and Recreation Society

Public Safety Program award for 1997.

Annual Budget:

$2,500.

Sources of Funding:

City budget.
9

________________________________________________ CALIFORNIA

Community-Based Fire Protection

Program

Contact:

Captain Kwame Cooper

LAFD Community

Fire Station 68

5023 West Washington

Boulevard

Los Angeles, CA 90019

Tel: 213–485–6268

Program Type:

Community outreach and

education.

Target Population:

Los Angeles residents.

Setting:

Los Angeles City Fire

Department stations.

Project Startup Date:

March 1998.

Program Description:

In 1994 the Los Angeles City Council found a need to improve the practices of

the Los Angeles Fire Department (LAFD) with regard to racial equity. As a

result, LAFD reassessed its handling of racial disparities not only within the

organization, but also in the city’s communities. As part of this process, LAFD

recognized that instead of interacting with the surrounding community only

during an emergency, stations could fully integrate themselves into the

communities through activities and outreach efforts. A citywide pilot program

to improve community relations, based on this new approach, began in March

1998.

The program consists of three stages: research, member training and education, and defining and implementing projects. In the research stage, fire

company members collect information about the area, which helps them form

ideas about the types of projects that might be most effective. Through member training and education, firefighters learn more about community problems

and opportunities from local leaders (business owners, principals, and community center directors). Fire stations then design specific projects tailored to

the needs of local residents, such as CPR or home safety classes. Other projects

serve the broader goals of breaking racial and socioeconomic barriers and

bringing the community together. For example, at Community Fire Station 68,

the Marvin Avenue Elementary School Fire Cadets and Educational Athletic

Program allows firefighters to teach at-risk youth about fire safety as well as

respect, discipline, and self-esteem. The program features three-on-three

basketball games and group discussions, and teaching youth ages 10 to 16 to

work together as a team in spite of ethnic, age, or socioeconomic differences.

Station 68 also works with local gang intervention organization group

mentoring projects.

Evaluation Information:

This program has not been formally evaluated; however, participating fire

stations report a number of benefits, including more requests from residents

for disaster preparedness training, less tension between the community and

the fire department, a higher quality of service, and more awareness by

firefighters of issues that affect the community.

Annual Budget:

There is no annual budget.

Sources of Funding:

In-kind contributions from community residents, elected officials, and local

business owners.
10

________________________________________________ CALIFORNIA

Elementary Fire Cadet Program

Contact:

Captain Kwame Cooper

LAFD Community

Fire Station 68

5023 West Washington

Boulevard

Los Angeles, CA 90019

Tel: 213–485–6268

Program Type:

Fire safety and education.

Target Population:

Youth ages 10–16.

Setting:

Los Angeles elementary

schools.

Project Startup Date:

1996.

Program Description:

The curriculum for this program consists of three components: home fire

safety education (third grade), home earthquake safety (fourth grade), and

basic first aid (fifth grade). Cadets, selected by school personnel to participate

in the program, attend weekly 1-hour sessions from January to June. A total of

40 to 70 cadets participate in the program each year. The accomplishment of

each component is marked with a Fire Cadet graduation and badge presentation ceremony, which is held at either the school or the local fire station.

Completion of the entire program takes 3 years.

Through interacting with firefighters, the youth cadets become involved in

activities designed to build their character and their self-esteem in addition to

teaching them about safety. This program targets at-risk youth and teaches

them to take an active role in issues that affect their community at an early age.

Evaluation Information:

The program has been enjoyed by firefighters and students alike since its

inception in 1996. The first class to complete all three components of the

program graduated in spring 1998.

Annual Budget:

There is no budget allocated for this program.

Sources of Funding:

The fire department relies on in-kind donations of badges, certificates, and

other materials to execute this program.
11

________________________________________________ CALIFORNIA

First Response Strike Team

Contact:

Dave Rodda

Director of Recreation and

Community Services

City of Lakewood

5050 North Clark Avenue

Lakewood, CA 90712

Tel: 562–866–9771

Fax: 562–866–0505

E-mail:

drodda@lakewoodcity.org

Program Type:

Employee responder program.

Target Population:

Lakewood community.

Setting:

Three city response sites: city

hall and two maintenance

yards.

Project Startup Date:

1996.

Program Description:

The 70-member First Response Strike Team was formed to respond to emergency situations in a rapid, effective, and organized manner. City employees

who reside in Lakewood or within a 5-mile radius make up the team. When

disaster strikes, team members report to one of three predesignated response

sites and begin the city’s response effort.

Using a comprehensive checklist system, the First Response Strike Team

members are provided with the basic knowledge, skills, and equipment

necessary to mobilize city emergency response facilities. Quarterly teamtraining sessions stress the concepts of teamwork, organization, and safety

while providing team members with basic knowledge and skills in such areas

as home and family preparedness; interior/exterior building damage assessment; utilities management; communications systems; site security; generator

starting procedures; and emergency operations center (EOC) setup and

operations, including mobile EOC tent procedures and emergency response

equipment and supplies.

Evaluation Information:

In 1996 this program received a silver award from the Southern California

Emergency Services Association for exceptional efforts in the field of emergency preparedness.

Annual Budget:

$1,000.

Sources of Funding:

City budget.
12

________________________________________________ CALIFORNIA

Long Beach Fire Ambassadors

Contact:

Jack Bender

Battalion Chief

Long Beach Fire Department

925 Harbor Plaza, Suite 100

Long Beach, CA 90802

Tel: 562–570–2544

Fax: 562–570–2543

Program Type:

Fire prevention, burn safety,

and earthquake preparedness

education program.

Target Population:

Men and women, age 55 or

older.

Setting:

Long Beach and Signal Hill,

California.

Project Startup Date:

1991.

Program Description:

The Long Beach Fire Ambassadors are volunteers 55 years of age or older, who

are trained to teach fire safety and prevention, burn safety, and earthquake

preparedness. In addition to speaking engagements, fire ambassadors provide

staff support for fire department special events and public education functions. As part of their staff support, the fire ambassadors:

• Provide lectures/presentations on home fire safety, burn prevention, and

disaster preparedness.

• Schedule presentations.

• Return phone calls.

• Mail information.

• Set up and man educational displays.

• Perform research.

• Inventory materials.

In 1996 Long Beach Fire Ambassadors volunteered more than 4,000 hours,

providing services equivalent to more than $72,000. They make presentations

on fire safety and fire prevention to community and school groups. There are

currently 28 Fire Ambassadors, many of whom are community leaders, former

school teachers, and Community Emergency Response Team members.

The Fire Ambassadors work with the Long Beach Fire Department’s “Fire

Safety House” program that teaches fire safety to all third-grade students in

Long Beach. The Fire Safety House is a specially built, two-story, one-bedroom

house that is transported on a large flatbed truck to schools and other locations. After a fire safety lecture, during which the Fire Ambassadors talk about

smoke detectors, how to exit a burning house, keeping low and crawling

through a house, and the importance of a family meeting place outside the

house in the event of a fire, the children go through the Fire Safety House in

small groups. A nontoxic smoke fills the house and the children practice

keeping low, crawling through the house, and moving backward down the

stairs to escape. More than 12,000 third-grade students have participated in the

4-year-old Fire Safety House program. The Fire Department’s goal is to have

all third-grade students in Long Beach experience this fire safety program.

Evaluation Information:

Long Beach Fire Ambassadors have received awards from the mayor and

awards and letters of appreciation from civic groups.

Annual Budget:

Not available.

Sources of Funding:

Private funding.
13

________________________________________________ CALIFORNIA

Long Beach Fire Department

Community Emergency Response

Team

Contact:

Jack Bender

Battalion Chief

Long Beach Fire Department

925 Harbor Plaza, Suite 100

Long Beach, CA 90802

Tel: 562–570–2544

Fax: 562–570–2543

Program Type:

Community emergency preparedness training.

Target Population:

Community volunteers from

residential, commercial, and

municipal sectors.

Setting:

Long Beach and Signal Hill,

California.

Project Startup Date:

1994.

Program Description:

The Community Emergency Response Team (CERT) was formed by the Long

Beach Fire Department to train citizens of Long Beach and Signal Hill in

disaster preparedness. The Newport Inglewood earthquake fault bisects

Long Beach and much of the city’s 55 square miles are located in the FEMAdesignated floodplain. These and other natural and manmade hazards potentially threaten the communities of Long Beach and Signal Hill.

Firefighters train citizens from residential, municipal, and commercial sectors

to respond to medical emergencies and property damage in a coordinated

team effort. The volunteers receive 8 hours of core classroom training based on

the FEMA manual. Courses are taught in four modules:

• Introduction to CERTs.

• Disaster medical operations.

• Disaster fire control.

• Light search and rescue.

Teams are usually trained at a location within their geographical area. Classes

are taught by the fire company responsible for that area, so that CERT teams

are familiar with their local fire company personnel. First aid classes and CPR

lessons are also offered to CERT members.

Continuing education in disaster response and procedure is provided by daily

cable TV programming on the Long Beach Fire Department channel. Hands-on

skills practice is available at department-sponsored disaster drills in April and

October. The Long Beach Fire Department formed an educational partnership

with the American Red Cross and amateur radio operators to augment volunteer training. The fire department works with local public schools to ensure

efficient operations on each campus in the event of an emergency.

Approximately 1,100 people have been trained as CERT members since the

program began, with a long-term goal of 5,000 trained CERT members. The

Long Beach Fire Department plans to establish an advisory board to determine

CERT training needs and an infrastructure plan. The training received by

CERTs helps communities to be self-sufficient until the professionals arrive

and can help lessen the impact of disasters on life and property.

Evaluation Information:

Awards from mayor. Awards and letters of appreciation from civic groups.

Annual Budget:

Not available.

Sources of Funding:

Private funding.
________________________________________________ CALIFORNIA

Long Beach Search and Rescue

Contact:

Jack Bender

Battalion Chief

Long Beach Fire Department

925 Harbor Plaza, Suite 100

Long Beach, CA 90802

Tel: 562–570–2544

Fax: 562–570–2543

Program Type:

Boy Scout Explorer Post search

and rescue.

Target Population:

Explorer scouts.

Setting:

Long Beach, California.

Project Startup Date:

1963.

Program Description:

Long Beach Search and Rescue is an Explorer Post of the Boy Scouts of America

that provides urban heavy rescue training to scouts. Its mission is to provide

young adults ages 14 to 20 with the knowledge and skills of search and rescue

techniques, and encourage them to explore careers in the emergency services

fields. Sponsored by the Long Beach Firefighters’ Association and the Long Beach

Motor Patrol Association, Search and Rescue’s teenage members and adult

advisors have served the community for 34 years. This one-of-a-kind Explorer

Post combines work with the fire department and police department. Approximately 100 Scouts are currently participating in Long Beach Search and Rescue.

As a result of their diverse training, Search and Rescue members are able to

respond to many different emergency situations:

• Lost person searches.

• Homicide investigations.

• Evidence searches.

• Evacuations.

• Body recoveries.

• Plane and helicopter crashes.

• Chemical spills.

• S.W.A.T. team support.

• Logistical support during major fires.

Search and Rescue stresses the value of community service to its members. Using

their first aid and communications skills, members regularly participate in fire

and police public relations displays, the annual Scout-O-Rama, the Heart Association Cyclethon, the Special Olympics, and police department DUI (driving under

the influence) checkpoints. Long Beach Search and Rescue built its own headquarters building using donated funds.

Many Search and Rescue members have chosen careers in the fire protection, law

enforcement, and emergency medical services fields.

Evaluation Information:

Long Beach Search and Rescue was recognized by the International Association of

Fire Chiefs as Fire Explorer Post of the Year in 1988. Search and Rescue has been

recognized for community service activities by the Boy Scouts of America, the

Long Beach Fire Department, the Long Beach Police Department, the mayor’s

office, and many other organizations.

Annual Budget:

N/A.

Sources of Funding:

Private funding.

14
15

________________________________________________ CALIFORNIA

Partnership for Preparedness

Against Terrorism

Contact:

Russell C. Coile, Ph.D., CEM

Disaster Coordinator/

Emergency Program Manager

Pacific Grove Fire Department

600 Pine Avenue

Pacific Grove, CA 93950–3317

Tel: 831–648–3110

Fax: 831–648–3107

E-mail: russell@coile.com

Program Type:

Preparedness against terrorist

attack.

Target Population:

City residents.

Setting:

Open areas of the city.

Project Startup Date:

1997.

Program Description:

A partnership between the Pacific Grove Fire Department and the Naval

Postgraduate School’s Institute for Joint Warfare Analysis in Monterey has

been formed to examine methods of response by local authorities for terrorist

attacks using chemical and biological weapons of mass destruction. Because

one city’s fire, police, and public works departments will have to cope for the

first few hours of an incident with just the help of neighboring cities, the

partnership and other local organizations have begun an exercise program to

collect real-world data on response and reaction times during those first few

critical hours. These data are being used to develop a response model that can

be used in simulation studies for “what if?” scenarios to analyze and improve

local response.

The initial project of this program has been a multicasualty incident exercise

with associated data collection designed specifically for response model

development. This first exercise, with 65 victims, was held in November 1997.

It employed 10 fire engines from 7 nearby cities, 5 ambulances, a medical

helicopter, the facilities of 4 hospitals, Pacific Grove police, California Highway

Patrol, Monterey County coroner, amateur radio operators, 3 Red Cross

emergency response vehicles, and a Salvation Army canteen vehicle. The next

planned exercise is a multicasualty hazardous materials incident that will

require appropriate protection for disaster response personnel, victims, and

the general public. The third exercise will incorporate the complications of a

terrorist crime scene with FBI and law enforcement participation.

Evaluation Information:

Participating fire departments from neighboring cities, four hospitals, ambulance units, and medical helicopter services have all expressed their appreciation for the exercise program and the Naval Postgraduate School’s services.

Annual Budget:

None.

Sources of Funding:

The usual training budgets of participating organizations.
16

________________________________________________ CALIFORNIA

The Santa Barbara City Fire

Department Dependent Care

Program

Contact:

Chris Albertson

Battalion Chief/Training

Santa Barbara City Fire

Department

121 W. Carillo Street

Santa Barbara, CA 93101

Tel: 805–965–5254

Fax: 805–564–5730

Program Type:

Dependent safety for on-duty

fire department personnel in

the event of a regional natural

disaster.

Target Population:

The families of the Santa

Barbara City Fire Department

firefighters.

Setting:

Citywide.

Project Startup Date:

1996.

Program Description:

The Santa Barbara City Fire Department Dependent Care Program was developed to

address the issue of dependent safety for on-duty personnel in the event of a regional

natural disaster. During a natural disaster, if firefighters know that their families’ safety

has been addressed and they are out of danger, they can focus their full attention to

their jobs. It was decided that the program had to involve more than merely notifying

on-duty personnel about the status of their families. The plan had to teach these

families to be self-sufficient during the firefighter’s absence.

The goals of the program ultimately developed into the following:

• Relieve the anxiety of on-duty firefighters by developing a program that encompasses preventive training and procedures for post-event verification of the

family’s safety.

• Provide study materials and classroom instruction in disaster preparedness for

department family members.

• Ensure that on-duty firefighters realize their responsibilities to the citizens of Santa

Barbara.

The program consists of three parts:

1) Pre-event preparation. During the first quarter of each year, the department sponsors workshops for family members. These workshops review basic first aid, emergency household supplies, home safety checklists, shutting off utilities, and so forth.

2) “Mutual aid” by department members who are neighbors. In the areas where

firefighters live close together, they can join together in a “mutual aid agreement” to

check on each other’s homes and families in case of an emergency. The knowledge that

an off-duty firefighter will check on others’ homes helps ease the concerns of on-duty

personnel at the advent of a major incident.

3) Telephone verification of the family’s safety. This part of the department’s dependent care program is based on a phone list that can be used by a designated employee

—such as clerical staff—to verify that families affected by an emergency are safe.

Employees fill out a dependent care program information sheet that lists the area in

which they reside, their address, home phone number, and the phone number of a

third party who lives outside the tri-county area, preferably outside the State.

Helping fire department employees and their dependents prepare for possible

emergencies benefits the Santa Barbara Fire Department, the employees, and the

community.

Evaluation Information:

Firefighters are more comfortable leaving their families during emergencies because

the families are better prepared and feel more confident about dealing with emergencies.

Annual Budget:

Family training costs are incorporated into pre-existing public education materials.

Sources of Funding:

Fire department.
17

________________________________________________ CALIFORNIA

Voluntary Communications

Support in Times of Crisis or

Disaster

Contact:

April Moell

Coordinator

Hospital Disaster Support

Communications System

P.O. Box 2508

Fullerton, CA 92837

Tel: 714–879–6895

Fax: 714–879–6895

E-mail: EmCom4Hosp@aol.com

Web site: http://

members.aol.com/

emcom4hosp/

Program Type:

Hospital disaster support

communications systems.

Target Population:

The medical community,

primarily acute care hospitals.

Skilled nursing facilities and

ambulance companies in

Orange County, California have

also been supported when

requested by an acute hospital

or EMS.

Setting:

Most frequently within the

medical facility; however,

services are mobile and portable. This allows for communications support to adjacent

medical buildings or to other

facilities or agencies in the area.

Project Startup Date:

1980.

Program Description:

The Hospital Disaster Support Communications System (HDSCS) provides

communications backup to 35 healthcare organizations in and around Orange

County. The program involves volunteer amateur radio (HAM) operators

supplying any communications needs to hospitals in the event of an outage or

community disaster. Some communications that have been supplied in the past

include calling in hospital staff, linking the hospital to Red Cross or other

suppliers, linking one hospital to another, and maintaining internal hospital

communications.

HDSCS members are organized into two groups—call-up responders and core

teams. Call-up responders are members that hospitals can contact in the event of

a communications failure or overstress of regular communications facilities,

which is the nature of about 80 percent of HDSCS’ service. In this case, the first

HDSCS operator to be contacted will initiate the activation of the team to

respond to the hospital’s needs.

Core teams are members who respond to a specific hospital in the event of a

communitywide disaster such as an earthquake. Using “planned self-dispatch,”

the operators report to the hospital when the emergency occurs without waiting

for the hospital to call them first. Most HDSCS members serve in both of these

roles.

In some cases, HDSCS coordinators do not receive or are not able to return a

call, or hospital staff’s ability to make calls is limited. For that type of scenario,

HDSCS has developed a paging system whereby a single page will simultaneously alert five coordinators. Since each hospital has been assigned its own 3-

digit code, coordinators will not only be alerted, but also will know exactly

which hospital needs help, so they can report to the hospital right away instead

of trying to determine where the problem is. This saves valuable time for

medical staff, who can spend time on patient care instead of on the phone.

Evaluation Information:

Amateur radio operators volunteer their time and equipment to support the

hospitals. Hospitals and other emergency service programs frequently use this

service and recommend it to other programs. The program’s HAM operators

have supplied vital information regarding the status of a medical facility to the

medical community as a whole on numerous occasions. Some of these include

the Northridge Earthquake, Laguna Canyon Fire, nursing home HAZMAT

evacuation, and winter storms of 1997.

Annual Budget:

None.

Sources of Funding:

None, although users of the service often provide on-site antennas and services

such as mailing, speakers for training sessions, copying, pagers, and meeting

rooms.
18

___________________________________________________ FLORIDA

Caring Agencies Respond (CAR)

Contact:

Lucy S. Keely, CEM

Emergency Management

Specialist

Palm Beach County Division of

Emergency Management

3723 Belvedere Road

West Palm Beach, FL 33406

Tel: 561–233–3500

Fax: 561–689–6680

Program Type:

Disaster preparedness

education of healthcare organizations that serve homebound

individuals.

Target Population:

Palm Beach County residents.

Setting:

Palm Beach County home

health care agencies, visiting

nursing associations, and

programs that serve

homebound individuals.

Project Startup Date:

1996.

Program Description:

CAR is an inservice training program that was developed by the Palm Beach

County Division of Emergency Management in an effort to reach county

residents who may be homebound, on life-support systems, or receiving home

healthcare services from a licensed home healthcare agency. As the population

of Palm Beach County continues to increase, so do healthcare issues. In an age

of managed care and reduced hospital stays, home healthcare agencies have

become major players in patient recovery.

In 1996 CAR began educating healthcare provider agencies in the preparation

of disaster plans for recovery and restoration of services. The program has

expanded to include the education of nurses in preparation of their personal

family disaster plans and other clients in home preparedness and temporary

self-care until a nurse’s arrival at a disaster. This is particularly important in

Palm Beach should a hurricane strike.

Inservice includes a video, self-preparedness test, discussions about networking agency and county programs, evacuation issues, special care issues,

SLOSH maps, and shelters and concludes with a question-and-answer session.

The program can be adapted to any organization that serves homebound

persons.

Evaluation Information:

Agency participants who attend the inservice training have given the program

high ratings on customer satisfaction surveys.

Annual Budget:

None.

Sources of Funding:

Palm Beach County Division of Emergency Management.
19

___________________________________________________ FLORIDA

“Disaster Awareness” Television

Program

Contact:

Preston D. Cook

Warning/Communications

Coordinator

Orange County Emergency

Management

6590 Amory Court

Winter Park, FL 32792

Tel: 407–836–9140

Fax: 407–836–9147

Program Type:

Monthly television program

highlighting emergency

management issues.

Target Population:

400,000 people in Orange

County.

Setting:

Countywide.

Project Startup Date:

1996.

Program Description:

“Disaster Awareness,” a regularly scheduled cable access television series,

provides emergency preparedness information to the citizens of Orange

County, Florida. Orange County’s progressive business licensing legislation

requires local cable television franchises to provide one free, full-time cable

access channel solely for government and public interest use. This broadcast

channel, reaching an estimated 400,000 people in Orange County, is known as

“Orange TV.”

Identified as a potential new medium for expanding public contact, Orange

TV agreed to assist the Office of Emergency Management in the design,

production, editing, and broadcast of disaster-related programs. To date, six

30-minute shows have been produced. The shows’ topics range from “Disaster

Recovery and Insurance Guidance for Citizens” to “Understanding Hazardous

Materials Events.”

Evaluation Information:

As of June 1997, survey results ranked the “Disaster Awareness” series the

third most highly viewed program on Orange TV.

Annual Budget:

Personnel salaries only.

Sources of Funding:

Emergency Management budget.
20

___________________________________________________ FLORIDA

Elder-Links Project

Contact:

Christie Treiber

Community Services Liaison/

Firefighter-Paramedic

Elder-Links Project

Miami-Dade Fire Rescue

Department

8175 N.W. 12th Street, Suite 317

Miami, FL 33126

Tel: 305–716–7654

Fax: 305–716–7553

Program Type:

Elder-Links is a referral program through Miami-Dade Fire

Rescue to provide community

home-based services for older

individuals who may be

vulnerable to abuse, neglect,

self-neglect, or exploitation, and

whose problems often result in

repeated inappropriate calls to

911.

Target Population:

Miami-Dade County residents

over age 60.

Setting:

Countywide.

Project Startup Date:

1995.

Program Description:

The Elder-Links Project is intended to close the service gap that arises when

prehospital emergency response personnel feel that elderly persons who are

vulnerable to abuse, neglect, or exploitation need social services that they

cannot provide. The program provides a safety net for elders whose problems

often result in repeated inappropriate emergency calls. In instances in which

an elderly person does not qualify for help from the State’s Department of

Children and Family Services, prehospital emergency response personnel have

no legal obligation to take action; however, they are in a unique position to

detect critical intervention needs.

Prehospital emergency response personnel make referrals for needed in-home

care and healthcare through the Alliance for Aging, Inc., a nonprofit agency

that is the Area Agency on Aging for Dade and Monroe Counties. The elderly

services specialist then identifies appropriate providers. The program’s efforts

increase the likelihood that elders will be able to maintain independence in

their homes.

Evaluation Information:

Project founder Christie Treiber was cited by President Clinton’s Points of

Light Foundation for her work, and Miami-Dade County received the 1996

National Association of Counties’ Achievement Award for Human Services.

The program has been replicated by all six county fire-rescue departments and

by the fire-rescue departments of Clearwater, Hollywood, and Orlando. Other

Florida jurisdictions, as well as communities throughout the country, have

made inquiries regarding the program and its replication.

Annual Budget:

$95,918 (in 1997).

Sources of Funding:

In 1997 the program received 86 percent of its funding ($82,418) from the

Federal Government under the Older Americans Act, Title III-B. These funds

paid for the salaries of two full-time social workers and for office space, travel,

communications, utilities, printing, and supplies at the Alliance for Aging, Inc.

The Miami-Dade County Commissioners contributed 14 percent of the total

budget ($13,500), which funded a portion of the salaries at the Alliance for

Aging, Inc. In addition, the Miami-Dade Fire Rescue Department assigned a

full-time firefighter/paramedic to serve as liaison to the program.
21

___________________________________________________ FLORIDA

Orange County’s Annual

Hurricane Expo

Contact:

F. Edward Dow

Emergency Management

Program Specialist

Orange County Office of

Emergency Management

6590 Armory Court

Winter Park, FL 32792

Tel: 407–836–9140

Fax: 407–836–9147

E-mail: OrgCoOEM@AOL.com

Program Type:

Two-day hurricane preparedness/awareness exposition.

Target Population:

Citizens of and visitors to

Orange County, Florida.

Setting:

Major shopping mall.

Project Startup Date:

1996.

Program Description:

The Orange County Office of Emergency Management held a 2-day hurricane

preparedness and awareness exposition in the center court area of a major local

shopping mall to inform residents about family emergency preparedness in the

event of a hurricane.

The shopping mall donated the center court space. Orange County’s emergency

support function (ESF) primary response agencies volunteered their personnel,

time, and materials. ESF personnel came from 18 agencies that make up the disaster

operations center during a hurricane. These agencies include the fire department,

law enforcement, veterinary services, transportation, urban search and rescue,

public works, emergency medical services, and the American Red Cross, among

others. The Hurricane Expo was held the last weekend before the beginning of

hurricane season (June 1st to November 30th) and was open to the public during

regular mall hours on Saturday and Sunday. Displays, a hurricane survival video

test, and hurricane preparedness literature were available to exposition visitors.

The “Florida Hurricane Survival Test” is a 23-minute video developed by the State

of Florida and several commercial sponsors to help viewers assess their ability to

prepare for a hurricane. The video includes questions dealing with issues such as:

• What supplies should be kept in the home.

• How to secure belongings.

• When to evacuate the area.

The Orange County Office of Emergency Management makes hurricane preparedness presentations to schools, clubs, homeowners’ associations, and civic groups

throughout the year. A brochure on hurricane safety and a hurricane survival test

brochure, with questions and answers from the video, are available throughout the

county at libraries and other public sites.

Two Hurricane Expos are planned for 1998 in shopping malls on different sides of

the county to reach as many people as possible. One Expo will be held two weekends before the start of hurricane season and the other will be held on the weekend

before hurricane season begins.

Evaluation Information:

Mall records indicate that more than 16,000 people visited the displays and booths

during the Expo. Forty-five hundred people participated in a hurricane survival

video test that was run every 30 minutes. More than 48,000 pieces of hurricane

preparedness literature were distributed during the Expo.

Annual Budget:

None. The Expo was handled completely by volunteers and with donations.

Sources of Funding:

No funding in excess of normal office operating budgets. All goods and services

were provided by donations and volunteers.
22

___________________________________________________FLORIDA

Public/Private Disaster Response

and Recovery: Emergency Support

Function (ESF)–18

Contact:

Robert M. Patterson, Jr.

Chief of Emergency

Preparedness

Jacksonville Emergency

Preparedness Division

107 North Market Street

Jacksonville, FL 32202

Tel: 904–630–2472

Fax: 904–630–7820

Program Type:

Emergency preparedness

partnership between county

emergency management

organization and critical

elements of the corporate

community.

Target Population:

Residents of the Jacksonville

metropolitan region.

Setting:

Jacksonville Emergency

Operations Center.

Project Startup Date:

1996.

Program Description:

Working through the northeast Florida chapter of the Association of Contingency Planners, which provides staffing for ESF–18, the Jacksonville Emergency Preparedness Division has established a working relationship with

private-sector business continuity and recovery planners. During the critical

periods of warning, response, and recovery in an emergency situation, ESF–18

provides Jacksonville’s major financial, communication, and transportation

enterprises direct contact with local emergency management organizations.

With the help of representatives from the Emergency Preparedness Division,

ESF–18 staff have identified the private sector’s key emergency issues and

disaster recovery concerns, as well as private-sector resources that might be

available to assist public recovery efforts. Programs have been established to

assist corporate damage assessment efforts, provide corporate communications following a disaster, and assist in the routing of corporate relief and

recovery resources into the area.

Members of the Jacksonville Emergency Preparedness Division and corporate

members of ESF–18 conducted workshops at the 1996 Florida Governor’s

Hurricane Conference. Workshops have also been arranged in other Florida

counties interested in establishing working relationships with private disaster

response and recovery planners.

Another benefit of this public/private cooperative effort has been the expansion of public-sector planning in the area of business recovery and resumption.

Currently, an element of Jacksonville’s Mayoral Business Plan requires all city

agencies to assess their ability to provide services following a disaster, develop

long-term action plans to address shortcomings, and prepare and maintain

agency disaster contingency plans.

Evaluation Information:

ESF–18 proved to be a valuable information collection and dissemination tool

during the 1996 hurricane season. During periods of heightened concern,

ESF–18 was prepared for service and designated staff were in constant communication with the Emergency Operations Center (EOC). Tests of the operation have led to major equipment donations to the EOC by the Association of

Contingency Planners corporate members.

Annual Budget:

The budget is minimal, as operation is part of general staff duties and, if

necessary, part of emergency operations.

Sources of Funding:

General city budget plus contributions from corporate partners.
23

__________________________________________________ GEORGIA

Fayette County Resource

Council, Inc.

Contact:

Peter D. Nelms

Emergency Management

Coordinator

Fayette County Department of

Fire and Emergency Services

140 Stonewall Avenue

Fayetteville, GA 30214

Tel: 770–461–1321, ext. 172

Fax: 770–460–6396

Program Type:

Hazardous materials resource

network.

Target Population:

Fayette County residents.

Setting:

Countywide, including all

cities.

Project Startup Date:

May 1996.

Program Description:

The Fayette County Resource Council, Inc., is a nonprofit corporation that was

formed to promote partnership between government and industry. Through

this partnership, resources that might be useful before, during, and after a

hazardous material incident are made available on request to all member

companies and emergency responders. Council membership reduces exposure

to liability. Resources are coordinated through a resource manual that is

distributed to all members. The manual includes 24-hour contact information

as well as available resources. The council is governed by a board of directors

that consists of representatives from industry and government.

The council collects membership fees from all members to fund operating

expenses and purchase equipment for the hazardous materials response team.

Remaining funds are put into a contingency fund to be used for the immediate

replacement of equipment used during an incident. The council is the major

source of funding for the team and provides resource management during

hazardous material incidents.

Evaluation Information:

Participation by industry and businesses continues to grow. The program has

promoted cooperation and coordination among industry and government in

the areas of mitigation, preparedness, response, and recovery.

Annual Budget:

All income is used to further enhance public safety in the areas of hazardous

materials.

Sources of Funding:

Membership fees and revenue bonds.
24

____________________________________________________ IDAHO

Idaho Public Information

Emergency Response (PIER) Team

Program

Contact:

Darren Thomas Blagburn

Public Information Officer

Idaho Bureau of Disaster

Services (BDS)

4040 Guard Street

Boise, ID 83705–5004

Tel: 208–334–3460

Fax: 208–334–2322

Program Type:

Emergency communications.

Target Population:

1.25 million people in Idaho.

Setting:

Rural and urban communities

in Idaho.

Project Startup Date:

1996.

Program Description:

The Idaho Bureau of Disaster Services (BDS) provides trained State public information

officers (PIOs) to affected communities during disasters to disseminate accurate, timely

emergency information; work with local officials to deal with the media; and provide rumor

control. The State is divided into three areas. Each area has two, four-person teams with

state-of-the-art equipment. Each team is responsible for community relations, media

relations, and video/photo support. The teams rotate every 6 months or after each major

deployment. PIER teams are designed to place State PIOs in an organization that supports

their strengths (writing, interpersonal skills, and visual documentation, for example).

The PIER team leader reports to the BDS PIO, who in turn reports to the Governor’s press

secretary. The PIER teams provide BDS and the Governor’s office with information to assist

in the State’s emergency decisionmaking process, and act as a clearinghouse for State

agencies to ensure a “one-voice” concept.

In February 1996 Idaho experienced its first federally declared disaster (serious flooding) in

12 years. Officials determined early during the disaster that many of the affected counties

and cities were unprepared to deal with their citizens’ need for emergency information or

with the large amount of media interest. In some cases, counties or cities lacked a trained

PIO to work with the media and keep the public informed. The flood response and recovery

lasted from February to May with only one PIO deployed to the region. During the response

phase, conflicting information disseminated by local and State agencies caused confusion.

After the recovery period, the BDS PIO met with the Governor’s communications director to

outline the need for the PIER team program. Five months later, after a series of meetings and

with the Governor’s full support, the PIER team program was established.

At the State level, PIER teams serve as a central clearinghouse, providing information to the

news media and acting as the official spokesperson for the State. The teams determine

information dissemination strategies using the general public, elected officials, and the

media, and keep State leadership informed to formulate public affairs strategies during and

after the recovery phase.

At the community level, the teams assist PIOs and emergency coordinators during the

response phase of a disaster. The PIER team does not take the lead for a county or city. The

team coaches the county PIO or emergency coordinator, develops press releases, strategizes

with local officials, and organizes media events.

Evaluation Information:

Local officials were impressed with the teams’ attitudes, their professionalism, and their

ability to walk into a situation and immediately pick up operations.

Annual Budget:

None. Equipment has already been purchased for bureau use, and the time is budgeted to

the department.

Sources of Funding:

Training and preparation time as well as other additional duties associated with the program

come from the respective State agency’s budget. State agencies receive reimbursement for

overtime and travel monies from the State Disaster Account after their personnel are

activated.
25

___________________________________________________ ILLINOIS

Local Information Radio Station,

1610–AM WPFP 929 for the City of

Naperville

Contact:

William E. Reynolds, CEM©

Emergency Management

Coordinator

City of Naperville Emergency

Management Agency

1380 Aurora Avenue

Naperville, IL 60540–6206

Tel: 630–420–6009

Fax: 630–305–5905

Program Type:

Use of local AM information

radio station for emergency/

disaster information.

Target Population:

Residents of Naperville, Illinois,

population 119,089.

Setting:

Citywide broadcast, covering

more than 40 square miles.

Project Startup Date:

December 1993.

Program Description:

The City of Naperville, Illinois, Emergency Management Agency suggested to the

city administration that a low-power travelers information radio station would be

an asset during any emergency/disaster and a good method for providing

residents with local weather and information on a day-to-day basis. The station

went on the air in December 1993 with a 6-minute broadcast of local civic events

and weather information. The station can store up to 14 minutes of information

that is repeated 24 hours a day, with weather updates 3 times daily.

Once the station was on the air, a survey was conducted to identify areas within

the city limits with poor reception. The station was upgraded by adding two

satellite transmitters tied to the main transmitter, which provided a good signal

throughout the city’s 40 square miles. Station programming provides information

on local civic events, nonprofit events, road closures, and special information

from the city about rubbish pickups, holiday hours, and snow plowing. The

reading of local newspapers for the visually impaired was added in 1996.

The city of Naperville was struck by a flood on July 18–19, 1996, with approximately 10,000 homes affected. The city normally uses its cable TV access channel

to provide emergency information to the public, but due to the flood and power

outages, cable TV was off the air and the AM radio station was the only resource

available. It provided information on the flood, relief efforts, and assistance

information for 5 days until the cable TV channel returned to the air. The information was updated every 3 to 4 hours and proved to be effective in keeping the

public informed. Following the July 1996 flood, equipment was added to link the

transmitters to the location satellite system. The installation of the satellite

alignment system enhanced the audio output of the station and increased overall

clarity.

The day-to-day programming is coordinated by the city’s Community Relations

Department and the weather is provided by the City Dispatch Center. Information

is usually recorded via telephone and is accessible from any telephone, which

works well in emergencies.

Evaluation Information:

Report on the successful use of the AM station during July 1996 flooding, as

reported in the National Travelers Information Radio Exchange, NTIRE News,

Vol. 6, Issue 1.

Annual Budget:

No funds are specifically earmarked for this program because the cost of the

station equipment was a one-time budget item and there have been no maintenance costs for any of the three transmitters since they were installed. If maintenance is required, the funds will come from Naperville’s fund for radio equipment maintenance.

Sources of Funding:

N/A.
26

_____________________________________________________ IOWA

Emergency Management/Amateur

Radio/Civil Air Patrol Partnership

Contact:

Walter E. Wright, CEM

Director of Emergency

Management

Linn County (Iowa) Emergency

Management Agency

50 Second Avenue Bridge

Cedar Rapids, IA 52401–1256

Tel: 319–363–2671

Fax: 319–398–5316

E-mail: linnema@jmbest.net

Program Type:

Mutual aid partnership.

Target Population:

The program serves 190,000

people in Linn County and

300,000 in East Central Iowa.

Setting:

Urban and rural Linn County

and East Central Iowa.

Project Startup Date:

Pre-1995.

Program Description:

The Linn County Emergency Management Agency has a well-established

training and operational partnership with the Cedar Rapids Senior and Cadet

squadrons of the Civil Air Patrol (CAP) and the Cedar Valley Amateur Radio

Club. The partnership has provided each agency with much-needed mutual

support. The Emergency Management Agency provides space and administrative support for CAP and the Amateur Radio Club in the Emergency Operations Center (EOC) and provides each organization with approximately $1,000

of in-kind support annually. Both CAP and the Amateur Radio Club send

liaison officers to scheduled meetings, training sessions, and quarterly EOC

exercises and provide additional security and communications services for

local special events.

The Amateur Radio Club operates its base station out of the EOC, providing

a backup or parallel communications link to the State EOC. This arrangement

has been tested successfully in numerous exercises and in actual emergencies.

The club also provides trained Doppler radar operators and trained storm

spotters throughout the county during severe weather to supplement CAP

and 300 volunteer firefighters. The Emergency Management Agency provides

additional support through the use of generators and other equipment on field

days or during other events.

The Emergency Management Agency allows CAP to use office and hangar

space; in turn, CAP provides two aircraft and trained flight crews as well as

several mobile communications and equipment vehicles for use in search and

rescue and emergency courier operations. CAP members provide the EOC

with uniformed security personnel, serve as an additional communications

link to the State EOC, and function as storm spotters throughout the community. CAP coordinates regional search and rescue operations with the EOC and

conducts local and regional training sessions in EOC facilities.

Evaluation Information:

CAP and the Amateur Radio Club support to the Emergency Management

Agency have received the Governor’s award for volunteer services, commendations for training exercises, and considerable support for their role in

training and in actual emergencies.

Annual Budget:

$1,000 for each agency per year in direct support.

Sources of Funding:

Funding is included in the Emergency Management Agency operational

budget.
27

_____________________________________________________ IOWA

Northwest Iowa Emergency Manager’s

Weather Information Network and

Cellular Phone Net

Contact:

Terry Reekers

Coordinator

Northwest Iowa Emergency

Management

508 S. 1st Street

Estherville, IA 51334–2500

Tel: 712–362–5702

Fax: 712–362–2135

Program Type:

Emergency notification system.

Target Population:

The 100,000 residents of 10

northwest Iowa counties.

Setting:

The EMWIN signal is broadcast

from KICD Radio in Spencer.

Project Startup Date:

1993 for Cellular Phone Network; 1998 for EMWIN.

Program Description:

Since 1993 CommNet Cellular has provided 10 northwest Iowa counties with a

reduced monthly rate for cellular phone use, along with several free telephone

numbers for use during emergencies. Calls made to those numbers do not

count toward monthly air time. In 1998 this system was expanded when KICD

radio in Spencer agreed to be a rebroadcast site for the Emergency Manager’s

Weather Information Network (EMWIN). KICD radio downlinks information

via satellite and rebroadcasts the signal on a FM subcarrier frequency. Each

county then uses the appropriate software to receive the information.

The CommNet Cellular program was a direct response to the great flood of

1993 that struck this area. Seeing the need for the 10 northwest Iowa county

emergency management agencies to be able to communicate, CommNet came

through with their program of reduced rates and free phone numbers.

Evaluation Information:

Since the program began in 1993, CommNet has met with all 10 counties each

spring before tornado season begins to review any improvements needed in

the system.

Annual Budget:

N/A.

Sources of Funding:

Each county pays a reduced rate for cellular phone use. KICD paid for

EMWIN downlink equipment and for needed software for each county. Each

county provides its own computer.
28

_________________________________________________ KENTUCKY

Fire Services Hazardous Materials

Emergency Response Team

Contact:

Donald G. Elrod

Hazmat Sector Officer

McCracken County Fire

Services Hazardous Materials

Emergency Response Team

McCracken County Fire Chiefs

Association

9180 Ogden Landing Road

West Paducah, KY 42086

Tel: 502–488–3825

Program Type:

Team of volunteers that

responds to hazardous

materials emergencies.

Target Population:

The approximately 65,000

residents of McCracken County,

Kentucky.

Setting:

Countywide.

Project Startup Date:

1990.

Program Description:

The McCracken County Fire Services Hazardous Materials Emergency Response Team provides around-the-clock coverage for the city of Paducah and

all outlying areas of the county. The team consists of more than 30 volunteers

from the county’s 5 volunteer fire departments and 4 paid staff members from

the Paducah Fire Department. All team members are trained as hazardous

materials technicians in accordance with the U.S. OSHA 1910.120(q) standard.

This unique venture has united all county firefighters in an effort to develop

the most efficient response to hazardous materials incidents that may occur on

Interstate 24, along the Ohio River, on major railways, from the major pipelines that cross the area, at the more than 60 fixed storage facilities in the

county, and at Barkley Regional Airport. The team is represented on the

McCracken County Local Emergency Planning Committee and its response

plan is integrated into the county’s emergency operations plan.

The team is activated when any one of the six local incident commanders

requests assistance. The team works under the direction of the local incident

commander and coordinates its services with on-scene State and Federal

responding agencies. The team also provides assistance to the U.S. Enrichment

Corporation’s nuclear materials processing site, located on the U.S. Department of Energy reservation in the western part of the county. Team resources

include a fully equipped hazardous materials vehicle that can serve as a

mobile command post and special equipment for the six member departments.

Evaluation Information:

The team consistently has received positive comments from local, State, and

Federal officials.

Annual Budget:

Variable.

Sources of Funding:

Funds allocated from the six departments’ budgets, Federal excess property,

and donations.
29

_________________________________________________ LOUISIANA

Alpha Pagers for News Media

Contact:

Richard J. McGuire

Emergency Planner

Alpha Pagers for News Media

Calcasieu Parish Department of

Emergency Management

1015 Pithon Street

Lake Charles, LA 70602

Tel: 318–437–3512

Fax: 318–437–3583

Program Type:

Emergency communications

by pager.

Target Population:

The residents of Calcasieu

Parish.

Setting:

All radio and television stations

that operate within the Parish.

Project Startup Date:

1997.

Program Description:

The goal of the media pager system is to ensure the rapid and reliable notification of the public in the event of a disaster. Each of the local news agencies

purchased an alphanumeric pager and pays a monthly service charge. To

activate the system, a message is sent from the Department of Emergency

Management or a message is delivered through an answering service. Because

security was such a great a concern, the Department of Emergency Management is the only agency that can activate the pagers.

It takes less than 3 minutes to notify all media outlets via the pagers. The

initial notification is sent twice. Subsequently, updates are sent at 15-minute

intervals for the first hour and at 30-minute intervals thereafter. Media reports

can begin as soon as the page is received or during the next break, depending

on the severity of the incident. By updating the media consistently, calls for

further information and inaccurate reports have been substantially reduced.

The pagers have been used in events such as HAZMAT incidents, severe

weather, fires, traffic tie-ups, and other emergencies.

Evaluation Information:

The time it takes for media notification in an emergency has been cut dramatically. Media sources have indicated that they now feel they are “in the loop.”

Although it is difficult to determine actual numbers of lives saved or property

left undamaged, the fact that the media and the community are notified faster

will save lives.

Annual Budget:

$430,000.

Sources of Funding:

The media agencies purchased their own pagers and pay a monthly service

charge and the cost of an answering service for the pagers.
30

_________________________________________________ MARYLAND

Maryland Department of the

Environment Agricultural

Emergency Database

Contact:

Michael J. Sharon

Chief, Nuclear Power Plant

Emergency Division

Maryland Department of the

Environment

2500 Broening Highway

Baltimore, MD 21224

Tel: 410–631–3868

Fax: 410–631–7056

E-mail:

msharon@mde.state.md.us

Program Type:

Computer use/database.

Target Population:

Emergency managers, agricultural staff, and public health

staff.

Setting:

Statewide.

Project Startup Date:

1996.

Program Description:

As part of its planning for the unlikely event of a nuclear power plant emergency, the Maryland Department of the Environment (MDE) has developed an

agricultural emergency database and geographic information system (GIS).

The database provides instant access to locations and types of food producers

and processors throughout the State. This information would be used to

develop protective strategies for water, milk, and other foods following a

severe nuclear power plant accident. By taking samples of soil and water from

the affected area and comparing them to threshold levels, officials could

determine whether food items were usable or need to be condemned. The

same information can be used for protective actions and damage assessment

following other natural or technological disasters.

Until this system was developed, MDE staff had found that no single source of

data addressed the wide variety of agricultural and food processing operations

located in Maryland. To compile the database, staff members collected information from numerous sources, including State agricultural, health, and

natural resources departments as well as the U.S. Department of Agriculture.

The database now includes crop farms, dairy producers, food processors,

seafood processors, aquaculture, drinking water intakes, and many other food

production facilities. Contact information, geographic location (latitude and

longitude), and types of food product are compiled in Quattro Pro spreadsheets. The information is then imported into the department’s ArcView GIS to

provide a clear picture of the data. GIS also allows MDE to produce custom

maps and make geographic database inquiries.

Evaluation Information:

Participants in the 1997 Calvert Cliffs nuclear power plant exercise used the

database to help develop protective strategies. Participants praised the quality

of the data and the visual display.

Annual Budget:

Varies; database updates and maintenance are conducted by existing staff.

Sources of Funding:

Funding support for the project is provided by the Maryland Department of

Natural Resources, MDE, and Baltimore Gas and Electric Company. Data

support is provided by the Maryland Department of Agriculture, the U.S.

Department of Agriculture, and the Maryland Department of Health and

Mental Hygiene.
31

_____________________________________________ MASSACHUSETTS

New England Severe Weather

Safety Guide

Contact:

Edward S. Fratto

Executive Director

Northeast States Emergency

Consortium

607 North Avenue, Suite 16

Wakefield, MA 01880

Tel: 781–224–9876

Fax: 781–224–4350

Program Type:

Public/private partnership

project.

Target Population:

New England residents who

have Internet access.

Setting:

Maine, Massachusetts, New

Hampshire, and Rhode Island.

Project Startup Date:

May 1, 1997

Program Description:

The New England States Emergency Consortium (NESEC) is the only multihazard,

multistate consortium in the Nation. In keeping with its goals, NESEC continues to

search for creative, innovative, and cost-effective ways to enhance emergency

management practices in New England. Partnerships are an underlying theme of

all NESEC activities, which seek out opportunities for leveraging private resources

and expertise for the public good.

In partnership with WCVB–TV Channel 5 in Boston, NESEC provides online

emergency information to the public via the New England Severe Weather Safety

Guide. The Guide is available online at WCVB’s Web site (http://www.wcvb.com).

The NESEC/WCVB–TV partnership enables NESEC and member States to

provide potentially lifesaving information to a large, multistate audience at no

cost. Moreover, citizens, businesses, schools, and institutions can access the

information instantly from their personal computers. At times of an impending

emergency—for example, when a hurricane or blizzard warning is issued—

citizens have immediate access via the Internet to emergency information. Experience has shown that emergency brochures and information are not usually

retained, and in an emergency, little time is available to obtain such information.

Customers want to obtain the information instantly when they feel they need it.

Participants believe their project is unique because they are using the experience,

skills, resources, and visibility of a major Boston television station to reach their

goal. WCVB–TV reaches millions of viewers in four New England States—Maine,

Massachusetts, New Hampshire, and Rhode Island—a large viewing audience that

emergency management may not be able to reach through traditional means.

NESEC and its member States find that this partnership can serve as a model for

successful replication across the Nation.

Evaluation Information:

None available at this time.

Annual Budget:

None.

Sources of Funding:

WCVB–TV bears all costs associated with placing and maintaining the documents

on its Web site.
32

_____________________________________________ MASSACHUSETTS

Quincy Emergency Management/

Youth Services/Explorer Post 1

Contact:

Anthony Siciliano

Deputy Director Public Safety

55 Sea Street

Quincy, MA 02169

Tel: 617–376–1211

Fax: 617–376–1217

Program Type:

Youth providing assistance to

the community in emergency

situations.

Target Population:

The 90,000 residents of Quincy,

Massachusetts, and the surrounding area.

Setting:

Based at Emergency Operations

Center, Quincy, Massachusetts.

Project Startup Date:

1992.

Program Description:

The Quincy Emergency Management Youth Services and Boy Scouts Explorer

Post 1, Quincy, provide a team of young people trained and certified in first

aid, CPR, traffic control, crowd management, communications, and lighting

and power safety. The 25 scouts range in age from 13 to 20. Its members have

also participated in emergency management courses, some through home

study and others at the Emergency Management Institute in Emmitsburg,

Maryland. The team provides on-call emergency services at public events,

such as the Boston Marathon and the Quincy Memorial Day Parade, and

trained response in emergency situations, such as the 1997 blizzard.

The broad goals of the program are:

• To develop good citizenship.

• To build self-esteem and confidence.

• To participate in the dynamics of emergency management.

• To provide a context for young people.

• To provide community service.

Evaluation:

The group has received many accolades from the mayor and community

members. They have also received recognition from the National Emergency

Management Association.

Annual Budget:

This program has no formal budget and operates entirely on donations.

Sources of Funding:

None. The organization relies completely on donations.
33

________________________________________________ MISSISSIPPI

Rudimentary Emergency

Communications Plan

Contact:

Paul C. Artman, Jr.

Mayor

City of Greenville

340 Main Street

P.O. Box 897

Greenville, MS 38703–0897

Tel: 601–378–1501

Fax: 601–378–1564

E-mail: ctyofgvl@tecinfo.com

Program Type:

Alternative emergency communications plan.

Target Population:

All citizens living in the corporate limits of Greenville.

Setting:

City of Greenville.

Project Startup Date:

1998.

Program Description:

A rudimentary communication plan was developed for placement in the local

telephone book to provide basic information regarding community and family

disaster readiness. The basic plan designates neighborhood fire stations as

disaster staging locations and as community information-gathering and

dissemination points twice a day for the duration of the disaster. The page can

also serve as a placard to post in a window to alert disaster crews that assistance is needed.

Evaluation Information:

The American Red Cross and local emergency operations personnel have

expressed their enthusiasm about this project.

Annual Budget:

Not applicable.

Sources of Funding:

Publication costs are donated by the Greater Delta telephone directory. Disaster assessment services are provided by the American Red Cross and public

agencies.
34

__________________________________________________ MISSOURI

Survival Kids

Contact:

Kenneth Hines

Assistant Fire Chief

Boone County Fire District

1520 Business Loop 70 West

Columbia, MO 65202

Tel: 573–446–6644

Fax: 573–445–3176

Program Type:

Survival Kids is an interactive

life skills educational program

directed at young people.

Target Population:

Fourth-grade students.

Setting:

All elementary schools in the

Boone County Fire Protection

District, including a number of

home schools.

Project Startup Date:

1993.

Program Description:

When examining local emergency call statistics, Boone County firefighters saw

that elementary school children were victims not so much of fire-related

injuries, but of other events such as shootings, drowning, assaults, and car

accidents. The fire district responded to these emergencies but had no program

to address the educational needs of children outside of fire safety and prevention. Deriving inspiration from a program begun in the Phoenix (Arizona) Fire

Department and the DARE program, the Boone County Fire District created

Survival Kids—a program that allows a firefighter to visit a fourth-grade

classroom once a month during the school year and deliver an interesting,

entertaining, and educational survival lesson.

Eight lessons were developed, one for each month of the school year. Each

lesson uses an aspect of the students’ core educational curricula (i.e., science,

math, English, etc.) to deliver emergency skills information. Lessons include

role playing and handouts such as crossword puzzles, math puzzles, and fillin-the-blank stories to reinforce the message. When the program concludes in

May, students take a test and each receives a certificate of completion and a

Survival Kids t-shirt.

Evaluation Information:

In 1996 Survival Kids received the International Association of Fire Chiefs

Award of Excellence, having been selected from a group of more than 50

applicants.

Annual Budget:

The annual expense, about $2,000 per year, includes the cost of printing the

lesson handouts and a graduation t-shirt for each student. The initial startup

cost was higher because the department purchased bicycle helmets, rollerblade pads, life jackets, and plastic handguns as teaching tools.

Sources of Funding:

The Boone County Fire District covers all the program costs.
35

_________________________________________________ MONTANA

Tri-County Fire Working Group

Contact:

Paul Spengler

Chairman

Tri-County Fire Working Group

Coordinator

Lewis and Clark County

Disaster and Emergency

Services

221 Breckenridge Avenue

Helena, MT 59601

Tel: 406–447–8285

Fax: 406–442–4873

E-mail: spengler@co.lewisclark.mt.us

Program Type:

Wildland/urban interface

mitigation and public

education.

Target Population:

A three-county wildland/urban

interface population of approximately 50,000 residents.

Setting:

Broadwater, Jefferson, and

Lewis and Clark Counties.

Project Startup Date:

1988.

Program Description:

The Tri-County Fire Working Group was initiated following the 27,000-acre

North Hills fire near Helena to educate the public about wildland fire prevention and mitigation and to train emergency response personnel in wildfire risk

identification. The group meets monthly and is composed of local emergency

managers, volunteer firefighters, and State and Federal fire officials. To date,

the group has conducted five tabletop wildfire exercises to train Federal, State,

and local emergency response personnel on how to respond to a major threecounty wildfire. In addition, the group developed a fire risk map for the

wildland/urban interface, and made it available to county commissioners,

land use planners, fire departments, sheriffs, and the public.

The group wrote and published a pamphlet to provide information to the

public. It is displayed and distributed regularly at county fairs, home shows,

and other public gatherings. Over a 3-year period, the group also has conducted six fire prevention and mitigation meetings, to which the public was

invited, in different subdivisions. The most recent presentation was made to

the Baxendale Fire Department west of Helena in June.

Evaluation Information:

The program won the 1995 “Keep Montana Green” award and was invited to

participate in the 1997 U.S. Forest Service Lecture Series in Helena.

Annual Budget:

$1,500 to $2,500.

Sources of Funding:

In 1996 the State Farm Insurance Company donated $500 for the development

of the maps. The Department of Natural Resources and Conservation awarded

$1,500 in total grant money for 1996–1997. Member agencies contribute annual

dues of $100 for projects. The current budget is $1,500.
36

_________________________________________________ NEW YORK

Federal/State Special Needs

Program/Ice ‘98

Contact:

Edward F. Jacoby, Jr.

Director

New York State Emergency

Management Office

1220 Washington Avenue,

Building 22, Suite 101

Albany, NY 12226–2251

Tel: 518– 457–2222

Fax: 518–457–9995

Program Type:

Rapid response strike teams.

Target Population:

Elderly persons, persons with

developmental and physical

disabilities, and other special

needs populations.

Setting:

Communities in 10 New York

counties declared a major

disaster area due to the January

5–17, 1998 ice storm.

Project Startup Date:

1998.

Program Description:

During the January 1998 ice storm, assisting individuals and restoring their

power was the top priority. Many individuals, however, required additional

attention and New York State and Federal agencies worked closely with local

authorities and volunteer agencies to identify and assist them.

Each disaster compounds the day-to-day difficulties of seniors, people with

disabilities, and people with special needs. During the course of this disaster,

some individuals were not aware that Federal assistance was available and

others required extra help in applying for assistance. FEMA’s Special Needs

Team, activated in Albany for the ice storm, identified 1,600 cases that required

one-on-one attention.

When contact with an elderly woman applying for Federal assistance was

disrupted, the State Emergency Management Office’s (SEMO’s) Special Needs

Team and FEMA’s Special Needs Office were alerted. Working with SEMO’s

Team, a State Police trooper was dispatched to ensure the elderly woman’s

well being. Several days later when her telephone service was restored, she

called FEMA to finish her application for assistance and asked if they were

responsible for the trooper paying her a visit. Not every person had a trooper

stop in to check on them, but every individual identified as requiring special

needs was treated on a case-by-case basis.

State and Federal emergency management personnel rely heavily on local

authorities and volunteer agencies to identify individuals with special needs.

During the ice storm, the New York State and Federal Special Needs Teams

assisted with the identification of seniors in need of generators, worked with

individuals to speed up home inspections, expedited temporary lodging

arrangements through American Red Cross, confirmed the well being of

applicants with critical medical conditions, and coordinated medical attention

for the physically disabled.

As more localities become aware of the existence of the Special Needs Teams,

the Teams will be better able to carry out their work, reach out to more individuals with special needs, and coordinate with other agencies and groups.

Evaluation Information:

Use of these strike teams reduced the need for additional intervention at later

dates.

Annual Budget:

N/A.

Sources of Funding:

Activities were covered by existing budgeted resources.
37

_________________________________________________ NEW YORK

New York City Terrorism

Preparedness Initiative

Contact:

Jerome M. Hauer

Executive Director

Mayor’s Office of Emergency

Management

100 Church Street

New York, NY 10007

Tel: 212–442–9266

Fax: 212–442–8885

Program Type:

Terrorism preparedness assessment and plan.

Target Population:

Residents of New York City

metropolitan area.

Setting:

New York City metropolitan

area.

Project Startup Date:

1996.

Program Description:

As part of New York City’s proactive plan to address issues raised by modern

terrorism, the Mayor’s Office of Emergency Management has undertaken an

initiative to coordinate the city’s efforts to prepare for acts of terrorism. The

project began with an assessment of New York City’s vulnerability to terrorism

that identified the biologic and chemical agents most likely to be used in a

weapons of mass destruction (WMD) incident, the city’s capabilities in handling hazardous materials (HAZMAT), and the city’s ability to provide

emergency medical services and hospital care.

Upon completion of the assessment, the initiative examined the needs and

operational issues of various agencies that would be involved in handling an

incident of mass terrorism. These plans were tested with various training

exercises, including a simulated chemical agent release. Approximately 4,000

persons representing 40 government and private agencies participated in the

training exercises. Various sessions targeted firefighters, HAZMAT personnel,

and incident commanders; law enforcement officials; medical services personnel; and telephone operators and radio dispatchers.

More specifically, the Mayor’s Office of Emergency Management has developed comprehensive plans to address the city’s response to both chemical and

biological hazards. To test the city’s response to chemical attack, the office

conducted a series of three interrelated training events designed to test the

response of various aspects of the public safety system to an act of chemical

terrorism. One of these events was a field exercise simulating a chemical attack

at a large public gathering that involved approximately 600 emergency response professionals from the police department; the fire department; the

Office of the Chief Medical Examiner; and the departments of environmental

protection, health, and transportation. A biological agent drill consisted of a

daylong tabletop exercise in which participants described how they would

respond to incidents involving biologic agents.

Evaluation Information:

A wide range of agencies consider New York City to be the city best prepared

for terrorism in the Nation.

Annual Budget:

N/A.

Sources of Funding:

Of the $3 million spent on the program to date, more than 80 percent has come

from New York City. The remainder has come from the U.S. Public Health

Service and the U.S. Department of Defense.
38

_________________________________________________ NEW YORK

Southeast Quadrant Crew Sharing

Program

Contact:

William P. Morris

President

Perinton Volunteer Ambulance

Corps

1400 Turk Hill Road

Fairport, NY 14450

Tel: 716–223–4150

Fax: 716–223–7300

Program Type:

Sharing of resources and

staffing services.

Target Population:

Residents of East Rochester,

Penfield, Perinton, and

Pittsford.

Setting:

The southeast quadrant of

Monroe County, a suburb of

Rochester.

Project Startup Date:

1995.

Program Description:

The southeast quadrant (SEQ) is an area of Monroe County near Rochester,

New York, that includes the towns of Penfield, Perinton, and Pittsford and

the village of East Rochester. The ambulance corps that cover these areas

combined resources and created the SEQ Crew Sharing program. To

implement the program, joint meetings and cross-training sessions were

held to bring together collective personnel and equipment for review and

orientation. Each ambulance corps was requested to create an internal

procedure for operationalizing the program. Each corps’ procedure was

presented at a subsequent joint meeting, and potential barriers to successful

implementation to the program were discussed. Differences between individual corps procedures were allowed to continue provided they did not

impede the program. Adequate insurance was made available, and the ambulance corps that provides the response ambulance retains the original

prehospital care report (PCR) and covers the medic for worker’s compensation

and liability insurance. The medic retains a copy of the PCR.

The program is initiated when a corps receives a call that it cannot cover. If a

neighboring corps cannot cover the call and a crew member is available from

the primary agency, the mutual aid corps is surveyed to determine if a driver

is available to bring an ambulance. If so, the driver and ambulance are dispatched to meet the primary corps medic at the scene.

In place since 1995, the program has had numerous calls covered by volunteers

rather than by commercial units, with no increase in response time. Continued

cross-training ensures proficiency on equipment between the corps and allows

new members to participate.

Evaluation Information:

The program’s success in sharing resources and its use of volunteers have

ensured that all calls are covered.

Annual Budget:

None.

Sources of Funding:

Nominal costs added to each agency.
39

_________________________________________________ NEW YORK

Up From the Ashes

Contact:

Ralph J. Eannace, Jr.

County Executive

County of Oneida

800 Park Avenue

Utica, NY 13501

Tel: 315–798–5800

Fax: 315–798–2390

Program Type:

Arson prevention and control.

Target Population:

The 240,000 residents of Oneida

County.

Setting:

Oneida County.

Project Startup Date:

February 1997.

Program Description:

Less than 10 years ago, Utica was known as one of the safest cities in the

United States, but economic downturns and increased drug activity led to a

1996 arson rate exceeding 10 per month (3 times the New York State average).

In an attempt to improve the situation, Oneida County, with the city of Utica

and several State and Federal agencies, created a rapid response Arson Strike

Force and a comprehensive community awareness and education campaign,

and developed a long-term strategic plan. Program goals include improving

the area’s economy, attracting new employers and employees, and making

Oneida County once again one of the safest in the United States. Up From the

Ashes uses such tactics as outreach programs in churches and synagogues,

schools, businesses, and nursing homes; the boarding up and demolition of

abandoned residences; a celebration parade involving fire companies, police

units, bands, and community organizations; and a citywide rally.

The program began in February 1997, and by May the arson rate had dropped

to six per month. It dropped further to four in June, with 16 suspected arsonists arrested.

Evaluation Information:

Up From the Ashes received the 1997 Governor’s Award for Excellence in

Emergency Management, presented to the New York State community that has

distinguished itself in emergency management.

Annual Budget:

None.

Sources of Funding:

FEMA, Oneida County, the city of Utica, and various private corporations

and foundations.
40

___________________________________________ NORTH CAROLINA

Buncombe County Hazardous

Waste Ordinance

Contact:

M. Jerry VeHaun

Emergency Services Director

Buncombe County Emergency

Services

60 Court Plaza

Asheville, NC 28801–3561

Tel: 828–255–5638

Fax: 828–255–5452

E-mail: jvehaun@pipeline.com

Program Type:

Hazardous waste regulation.

Target Population:

County businesses generating

hazardous waste.

Setting:

Countywide.

Project Startup Date:

1988.

Program Description:

The Buncombe County Hazardous Waste Ordinance, developed in cooperation with business, industry, and other interested parties, was the first such

ordinance in North Carolina. The purpose of the ordinance is to develop

procedures for regulation and monitoring of all phases of hazardous waste

management to protect the health, safety, and welfare of the citizens of Buncombe County and the county’s natural resources. The ordinance further

regulates hazardous waste not governed by State or Federal rules and regulations. Current Federal regulations cover businesses generating 220 pounds or

more of hazardous waste each month. The county ordinance applies to any

Buncombe County business that generates 22 pounds or more of hazardous

waste monthly. Many businesses that formerly were exempt from Federal or

State regulation are now monitored by Buncombe County.

One hazardous waste inspector oversees the program, issues permits and

licenses to regulated facilities, and monitors and inspects regulated facilities

for compliance with the ordinance. Each business is inspected annually to be

sure that hazardous materials are being handled properly. The program has

been extremely helpful to the Superfund Amendments and Reauthorization

Act (SARA) Title III program, which requires facilities that generate a certain

amount of chemicals or hazardous materials to report regularly to local fire

departments. Many facilities have changed their procedures to reduce the

amount of hazardous waste generated each month.

The Buncombe County Hazardous Waste Ordinance has been in effect for

almost 10 years and remains the only county hazardous waste regulation

program in North Carolina. Several other counties have investigated the idea,

but have not developed programs.

Evaluation Information:

The program has received statewide recognition as the first hazardous waste

regulation program in North Carolina. As a result of this program, many

hazardous waste generators have decreased the amount of material produced

each month.

Annual Budget:

$40,000.

Sources of Funding:

County funds.
41

_____________________________________________________ OHIO

Firefighters As Role Models (FARM)

Contacts:

Troy A. Slabaugh

Certified Fire Safety Inspector

John A. Sabo

Fire Chief

Plain Township Fire and Rescue

2600 Easton Street N.E.

North Canton, OH 44721

Tel: 330–492–4089

Fax: 330–493–1368

Program Type:

Fire safety education and

general role modeling.

Target Population:

Second- and third-grade

students in Plain Township.

Setting:

Primarily economically deprived school districts.

Project Startup Date:

1993.

Program Description:

Patterned after the successful D.A.R.E.® (Drug Abuse Resistance Education)

program that puts police in the classroom regularly, FARM builds on the

respect and admiration that elementary students have for firefighters by

putting firefighters in the classroom 1 day a week to act as tutors, safety

instructors, mentors, and friends to students. FARM is a fire safety program

developed not only to educate children on safety issues, but also to help

children develop in academic and socially related issues using firefighters as

role models.

The program targets mostly second-grade students from economically deprived areas in Plain Township, Ohio. The program puts firefighters in

“adopted” classrooms where they present safety lessons throughout the year

and assist teachers with academic lessons in large and small groups or individually. Each week eight students share lunch with a firefighter at the

“firefighter’s table.” Firefighters also participate, in uniform, in basketball and

other games with students during recess. Firefighters attend afterschool and

other activities. The children develop a sense of “ownership” of the

firefighters.

The program not only helps students academically, socially, and with safety,

but develops relationships between the fire department and the community.

These relationships are useful during fire investigations and other activities

and promote positive public relations.

Evaluation Information:

The original program has expanded, with requests for services extending

beyond staffing capabilities. Participants have demonstrated positive results

academically. Positive editorial comments have appeared in local newspapers.

Annual Budget:

None. Activities are built into duties of fire prevention bureau personnel.

Sources of Funding:

None.
42

_____________________________________________________ OHIO

Independence Fire Department

Home Safety Evaluation Program

Contact:

Brian E. Foltz

Lieutenant/Fire Inspector

Independence Fire Department

6305 Selig Drive

Independence, OH 44131

Tel: 216–524–5886

Fax: 216–524–2573

E-mail: ifd210@juno.com

Program Type:

Safety evaluation of all homes

in the city of Independence.

Target Population:

All residents of Independence.

Setting:

City of Independence, population 7,000.

Project Startup Date:

1996.

Program Description:

The Independence Fire Department Home Safety Evaluation Program works

to ensure that residents are safe from fire and carbon monoxide and to educate

them on fire safety practices in and around the home.

This free program allows residents to request a team of trained firefighters to

visit their homes to perform a safety check, test smoke detectors, and conduct

carbon monoxide checks. Firefighters also educate residents about fire prevention, how to avoid carbon monoxide poisoning, and basic home safety techniques. The service was established to address community concerns related to

carbon monoxide poisoning and fire prevention. All residents are urged to

participate in this potentially lifesaving program.

To reach residents, the fire department sends out a flyer describing the program in detail and includes a preaddressed, prepaid postcard that residents

are instructed to return either requesting or declining a safety evaluation.

Upon request, the fire department sends the evaluation team to determine any

potential hazards that may exist in homes. The team offers tips on the proper

placement and operation of smoke detectors, carbon monoxide detectors, and

fire extinguishers; what to do in case of fire or if they smell smoke; how to

design a fire escape plan; how to avoid hazards in the kitchen; when to call the

fire department; and how to report an emergency and answer any questions

from the homeowner. Faulty smoke detectors are replaced and provided

where none exist. The firefighters also verify heating equipment maintenance.

Homeowners who can verify service within the past year via a receipt are

provided with a carbon monoxide detector that has the ability to store information in the event of an alarm and that allows firefighters to download

information to assist in correcting any problems. Residents who have not had

recent maintenance are encouraged to do so and, upon verification of service

by a qualified technician, will be provided with the carbon monoxide detector.

Evaluation Information:

Written testimonials by satisfied customers and articles in local newspapers

attest to the positive reaction to the program.

Annual Budget:

Initial budget of $25,000; $3,000 per year thereafter.

Sources of Funding:

Independence City Council Safety Committee appropriations.
43

___________________________________________________ OREGON

Industrial Community Awareness

Emergency Response (CAER) “800”

Radio Communication Program

Contact:

Richard Jody Sandstrom

ORCEMS

Emergency Manager/HAZMAT

Specialist

Gresham Emergency Management and Industrial HELP

CAER Group

1333 Northwest Eastman

Parkway

Gresham, OR 97030–3813

Tel: 503–618–2351

Fax: 503–666–8330

E-mail:

sandstrom@ci.gresham.or.us

Program Type:

Communication link between

public and private sectors

during emergencies.

Target Population:

Regional emergency management and industrial users in the

Portland metropolitan area.

Setting:

Regions in and around metropolitan areas.

Project Startup Date:

1997.

Program Description:

Faced with the need to replace their antiquated 400 MHZ communication

equipment and concerns about their inability to communicate effectively with

emergency responders and city decisionmakers during emergencies, HELP

CAER members approached Gresham Fire and Emergency Services about

access to a communication system dedicated to public safety. With the encouragement of Gresham Fire and Emergency Services, HELP CAER researched

the possibility of using and obtained access to the 800 MHZ radio system used

by the area’s law enforcement and fire agencies. This communication system,

the first communication agreement integrating both public- and private-sector

emergency response into an 800 MHZ radio system, is now in place in

Oregon’s east Multnomah County area. The system bridges the communication gap between the Emergency Response Team, a private company, and

police and fire resources. It also provides private-sector participants direct

access to Gresham’s Emergency Operation Center during major emergencies.

Evaluation Information:

The Industrial CAER “800” Radio Communication Program has received

considerable support from the community, the fire department, and local

officials. Local businesses and City of Portland communication technicians

have provided technical support, and emergency managers, who will be

served by the program, have praised its success.

Annual Budget:

$2,000 per agency.

Sources of Funding:

The costs associated with the administration of the program (mailings, printing, and publications) are assumed by Gresham Fire and Emergency Services

as a community service. The costs of radios, programming, and maintenance

are the responsibility of the individual private-sector participants. The costs to

the private sector have been greatly reduced by tying the project in with the

Gresham Fire and Emergency Services’ contract for communication services.
44

______________________________________________ PENNSYLVANIA

Northwest Crawford County

Emergency Management Agency

Contact:

Allen Wayne Clark

Coordinator

Northwest Crawford County

Emergency Management

Agency

902 Main Street

P.O. Box 288

Conneautville, PA 16406

Tel: 814–587–2471

Fax: 814–587–2471

Program Type:

Creation of a regional emergency management agency.

Target Population:

The residents of Beaver,

Conneaut, Conneautville,

Spring, and Summerhill,

Pennsylvania.

Setting:

Four rural townships and

one borough in northwest

Pennsylvania.

Project Startup Date:

1996.

Program Description:

The Northwest Crawford County Emergency Management Agency

(NWCCEMA) is a regional emergency management agency serving the

townships of Beaver, Conneaut, Spring, and Summerhill and the borough of

Conneautville. Approximately 7,000 people reside in this 195-square-mile area.

This organized group of volunteer emergency personnel, elected officials, and

citizens helps residents prepare for, respond to, and recover from a disaster.

NWCCEMA has four major services: fire, emergency medical services (EMS),

police, and communications. The agency supports and coordinates three fire

departments, two ambulance services, and one borough chief of police during

emergencies. The command structure for NWCCEMA consists of one coordinator and a deputy and assistant deputy from each of the five municipalities.

In most small communities, the fire department or police department is

responsible for responding to and recovering from a disaster. A local emergency management agency provides for coordination of all needed services

without removing the fire chief or police chief from his or her primary job. The

local emergency management agency (EMA) helps coordinate trained personnel from the fire, police, and ambulance departments as well as coordinating

trained volunteers to provide communications, records management, damage

assessment, public works, and evacuation services.

In June and July 1996, while still in its organizing stages, NWCCEMA dealt

with two flash floods in its service area. The floods damaged local roads and

businesses, flooded basements, and exposed sewer pipes. As a result of the

June 19 and July 19 flash floods, Crawford County was declared a disaster area

by both President Clinton and Pennsylvania Governor Tom Ridge, and Lieutenant Governor Mark Schweiker toured damaged areas in the Borough of

Conneautville on July 20, 1996. The contacts, coordination, and communication demonstrated by the agency showed the very real need for a local emergency management agency. NWCCEMA was formally created by ordinance in

August 1996.

Evaluation Information:

The Pennsylvania EMA western area director, Tim Baughman, has described

the group approach used by NWCCEMA as unique, and indicated that it

could serve as a model for other areas on how to combine talent and resources

to deal with disasters.

Annual Budget:

$1,000.

Sources of Funding:

Each of the five participating jurisdictions contributes $200 each year.
45

_________________________________________________ TENNESSEE

Emergency Information

Infrastructure Partnership (EIIP)

Virtual Forum

Contact:

Avagene Moore, CEM

EIIP Coordinator

International Association of

Emergency Managers (IAEM)

1017 Hayes Road

Lawrenceburg, TN 38464–4007

Tel: 931–762–4768

Fax: 931–762–7539

E-mail: amoore@emforum.org

Elizabeth B. Armstrong, CAE

Executive Director

International Association of

Emergency Managers (IAEM)

111 Park Place

Falls Church, VA 22046–4513

Tel: 703–538–1795

Fax: 703–241–5603

E-mail: ebarm@aol.com

Program Type:

Web site.

Target Population:

All persons involved in or

interested in emergency management and related disciplines.

Setting:

World Wide Web

(http://www.emforum.org).

Project Startup Date:

1997.

Program Description:

The International Association of Emergency Managers (IAEM) produces the

Emergency Information Infrastructure Partnership (EIIP), a collaboration of

organizations and individuals involved in emergency management, that has

developed a World Wide Web site to provide a forum for information exchange among members of the emergency management community. The EIIP

Virtual Forum fosters partnerships and interactive dialog through online

sessions with experts in the emergency management field, live chat rooms,

discussion groups, and e-mail lists. Online sessions take place 3 days each

week, and access to discussion groups, mail lists, and chat capability is available 24 hours a day. Virtual Forum resources include a monthly online newsletter, meeting transcripts, and online versions of slide presentations, survey

results, and information on EIIP activities. The Virtual Forum also provides a

partner room that can be reserved for partner meetings and discussions. The

EIIP Virtual Forum is truly global in scope, with members and participants

from around the world. The Virtual Forum recently hosted two live partner

chats from Puerto Rico; plans for a virtual conference with the Organization of

American States are ongoing, as well as a special online discussion with global

participants in Vienna this fall.

The Virtual Forum’s founding partners are the Congressional Fire Service

Institute (CFSI), FEMA, International Association of Emergency Managers

(IAEM, formerly NCCEM), the National Emergency Management Association

(NEMA), the National Volunteer Fire Council (NVFC), and the State and Local

Emergency Management Data Users Groups (SALEMDUG). More than 80

formal partners now provide input into the partnership and the Web site.

Evaluation Information:

The success of the Virtual Forum is demonstrated by continuing growth in the

number of formal partners in the EIIP and participants in the various interactive features of the Virtual Forum. The site is noted for its easy access and

intuitive features using leading edge technology. Thus far, no presenter who

has been asked to participate has turned down the opportunity. In its first year,

more than 100 emergency professionals presented valuable sessions in the

Virtual Forum.

Annual Budget:

$100,000, with at least an equal amount of in-kind support.

Sources of Funding:

FEMA, with in-kind support from partners and subject matter experts in

academia, the private business sector, government, nongovernment organizations, and volunteers.
46

_____________________________________________________ TEXAS

Austin/Travis County Interagency

Disaster Council (AIDC)

Contact:

W. Steve Collier

Emergency Management

Director

Office of Emergency

Management

City of Austin

124 West Eighth Street

Austin, TX 78701

Tel: 512–370–8800

Fax: 512–370–2620

Program Type:

Coordination group for all

agencies involved in medical

responses to major emergencies.

Target Population:

Residents of Austin.

Setting:

Greater Austin area.

Project Startup Date:

1987.

Program Description:

The Austin/Travis County Interagency Disaster Council (AIDC) was founded

to coordinate area preparedness for Austin/Travis County. The council’s

mission is to:

• Serve as a forum for area hospitals, emergency medical services (EMS), and

other health and public safety providers.

• Coordinate operations and logistical plans for casualty responses.

• Manage patient flow with local and regional medical systems.

• Serve as an information clearinghouse.

AIDC is a nonstatutory group with voluntary membership that includes

representatives from area hospitals, clinics, health consortiums, fire departments, emergency medical services, the Travis County Medical Society, public

transportation, amateur radio operators, law enforcement, and the University

of Texas at Austin. In the past, AIDC has proved effective in handling hospital

diversion of EMS transports, disaster planning, organizing and conducting

disaster drills, implementing mass-casualty protocols, and standardizing

equipment and procedures for hazardous materials incidents that require area

hospitals to receive contaminated patients.

As a result of gathering these groups together, AIDC has dealt with issues

ranging from hospital diversion of EMS transports to disaster planning. It has

served as the primary forum for planning and conducting disaster drills, for

discussing mass-casualty protocols (including the implementation of a common triage tag for all prehospital and hospital providers in the Austin/Travis

County system), and for standardizing equipment and procedures for hazardous materials incidents. Although several members of AIDC also sit on the

local emergency planning committee, there is little duplication of effort.

Instead, the two groups complement each other in terms of their missions,

scopes, and tasks.

Evaluation Information:

Monthly meetings are routinely attended by about 35 individuals. Outside

evaluators indicate that this a unique level of cooperation.

Annual Budget:

None. Administrative costs are absorbed by the Office of Emergency

Management.

Sources of Funding:

Not applicable.
47

_____________________________________________________ UTAH

Capstone Training Program

Contact:

Carol Hoard

State Training Officer

Utah Division of Comprehensive Emergency Management

State Office Building

Room 1110

P.O. Box 141710

Salt Lake City, UT 84114–1710

Tel: 801–538–3400

Fax: 801–538–3770

Program Type:

Continuing education in

emergency management.

Target Population:

Local and State government

employees and private-sector

employees.

Setting:

Statewide.

Project Startup Date:

1993.

Program Description:

Capstone is the final or “graduation” course in the Professional Development

Series (PDS) of Education, a series of emergency management continuing

education classes that also provide a forum for professionals to network and

share information and resources. Utah’s Capstone Training Program began in

1993, with subsequent sessions held in 1995, 1996, and 1997. The program was

strengthened in 1995 when the president of the Association of Contingency

Planners (ACP), a PDS graduate, initiated a partnership aimed at increasing

the number of ACP members who attend PDS. Toward this end, ACP has

donated equipment and conference rooms and provided funding. Due to this

effort, the number of PDS graduates increased from a total of 38 between 1982

and 1992 to 146 in 1997— an increase of 280 percent. Graduates who take

Capstone include first responders, dispatchers, public works professionals,

volunteers, State correctional and health employees, private business employees, and university employees. Everyone who completes Capstone receives a

certificate from the Emergency Management Institute and automatically

becomes a member of the Utah Emergency Management Association. All

graduates of previous sessions are invited to attend the annual Capstone

training session, which is presented as a seminar and focuses on current

emergency practices, advanced professional development, and case studies.

Evaluation Information:

More than 145 persons have completed the Capstone Training Program and

become part of the Utah Emergency Management Association. Graduates have

responded positively to two surveys on the program’s value in increasing the

level of emergency preparedness in Utah.

Annual Budget:

$135,000.

Sources of Funding:

A FEMA Cooperative Agreement with the State of Utah, with assistance from

the Association of Contingency Planners.
48

__________________________________________________ VIRGINIA

Emergency Response Citizen

Assistance Team (ERCAT)

Contact:

Cecilia N.H. Causey

Assistant Coordinator of

Emergency Services

Stafford County Department of

Emergency Management

1300 Courthouse Road

P.O. Box 339

Stafford, VA 22555–0339

Tel: 540–658–8661

Fax: 540–658–4545

Program Type:

Dissemination of information to

the public during a disaster.

Target Population:

Residents of Stafford County.

Setting:

Countywide.

Project Startup Date:

1996.

Program Description:

The Stafford County ERCAT, a collaborative effort of the Stafford County Department of

Emergency Management and the Stafford County Citizen Assistance Office, is a group of

volunteers specially recruited and trained to relieve 911 phone lines burdened with

nonemergency calls. A previous water contamination emergency suggested a need for a

planned and coordinated system of response to citizens with concerns and inquiries during

disasters. Team members direct and inform citizens during disasters.

A memorandum of understanding was issued to validate the cooperative efforts of the two

departments, clarify objectives, and generally outline the organization of the citizen teams.

Six citizens trained for 3 days with salaried staff. Volunteers staffed an ERCAT telethon room

where they took dozens of mock calls from citizens in an imaginary hurricane. They learned

quickly to channel life-threatening emergency calls to 911 and, when appropriate, to the

Emergency Operations Center.

Detailed feedback from volunteers was used to design the ERCAT program. The Citizen

Assistance Coordinator drafted necessary documents such as a job description, a job

application, and a volunteer agreement. The coordinator also advertised for, interviewed,

and screened volunteers. It was important to recruit citizens who could do the job well and

would not be constrained by family obligations if suddenly called to work. Twenty-five

volunteers were accepted for training. The Emergency Management Supervisor published a

resource manual specifically designed to help answer questions during a disaster. The

manual includes such vital information as shelter locations, disaster supply needs, and

important telephone numbers. A conference room was equipped with phones, telecommunication devices for the deaf, maps, and resource materials, and arrangements were made for

the use of existing equipment in nearby offices.

The volunteers were divided into three eight-member teams, each with two appointed

captains. One phone call to the first available captain starts phone tree callup. The first

available team captain and four members respond for the first 8-hour shift. Others report in

shifts as needed. A practice activation demonstrated the availability of a team leader and

four members within 1 hour. A second team that could report for a later shift proved

available within 2 hours.

To date, ERCAT volunteers have contributed a total of 471 hours (valued at $5,865). The

program published a resource manual used by all staff members responding to citizens

during a disaster, produced professional documents for a continuing program to keep

citizens trained to respond, and caused the creation of a telephone training room, which can

be used at any time to train salaried and volunteer staff members for phone and customer

service response. ERCAT demonstrates Stafford County’s proactive, collaborative, and

innovative response to public safety and emergency preparedness.

Evaluation Information:

The program has received a National Association of Counties award and has been recognized by the State Department of Emergency Services.

Annual Budget:

$1,200.

Sources of Funding:

Department of Emergency Management.
49

__________________________________________________ VIRGINIA

Reservist Program

Contact:

Samuel G. Hoffman

Chief

Training and Rescue Branch

Operations Division

Virginia Department of

Emergency Services

10501 Trade Court

Richmond, VA 23236

Tel: 804–897–6559

Fax: 804–897–6556

Program Type:

Disaster Response and Recovery Operations.

Target Population:

All Virginia residents.

Setting:

Statewide.

Project Startup Date:

1997.

Program Description:

The Virginia Department of Emergency Services (VDES) has recruited and

trained a group of persons to supplement permanent State staff in the Virginia

Emergency Operations Center or a Disaster Field Office in the event of an

emergency. The Virginia program is modeled after FEMA’s disaster assistance

employees system.

VDES used advertisements, retired persons’ groups, and professional associations to generate interest in the program and accepted 80 persons with a wide

range of backgrounds out of more than 140 applicants. All reservists must

complete an orientation and 40 hours of basic disaster training within 6

months of their employment and an additional 40 hours of emergency management training each year they remain with the program.

The program received its first test when nor’easters struck Virginia twice in a

2-week period in January/February 1998. The State activated 32 reservists to

assist with response to the two winter storms, to handle such tasks as analyzing status reports, coordinating response to local government requests for

assistance, preparing media releases, and assessing property damage.

Evaluation Information:

Of the candidates who enrolled in basic training, 98 percent successfully

completed the first-year course, and more than 70 percent have completed or

are enrolled in their second year of training. Reservists have been activated

twice for disaster duty, and received high praise from permanent staff, other

State agencies, and local emergency managers. Reservists have indicated that

they found their training very valuable in performing their emergency duties.

Annual Budget:

Approximately $90,000.

Sources of Funding:

Funds provided by the Virginia General Assembly pay for the training program only. Additional State funds are made available during a disaster upon

the Virginia governor’s declaration of a state of emergency.
50

_______________________________________________ WASHINGTON

Emergency Alert System (EAS)

Local Relay Network

Contact:

Jimmie Hocutt

Communications Manager

Washington Division of

Emergency Management

Tacoma, WA 98430–5122

Tel: 253–512–7034

Program Type:

Emergency notification system.

Target Population:

Emergency management

professionals, amateur radio

operators, public safety dispatchers, and radio stations and

their employees.

Setting:

Washington State.

Project Startup Date:

1997.

Program Description:

In Washington State, most Emergency Alert System (EAS) operational areas

use a Local Relay Network (LRN) radio repeater system with encode-decode

devices, which allows simultaneous distribution of warning messages to all

local radio stations. This eliminates delays in distributing potentially lifesaving information. As an added benefit, the LRN does not rely on local

telephone systems and is able to take advantage of new digital technology

installed by EAS in 1998. All commercial broadcast radio stations have installed the hardware needed to implement the EAS upgrades.

Each State is mandated by the Federal Government to have an EAS, but States

individually develop and maintain these programs.

Evaluation Information:

The capability of the LRN has been verified during testing and actual activation of the EAS. The system, still in its developmental phase, has been used in

severe weather emergencies, and has proved successful.

Annual Budget:

None.

Sources of Funding:

Local radio stations donated tower space and equipment. Amateur radio

operators and radio station personnel also donated equipment. The estimated

amount that has been spent statewide is $100,000.
51

_______________________________________________ WASHINGTON

Government/Business Partnership

Contact:

Eric Holdeman

Manager

King County Office of

Emergency Management

7300 Perimeter Road South

Room 128

Seattle, WA 98108–3848

Tel: 206–205–8100

Fax: 206–296–3838

E-mail:

eric.holdeman@metrokc.gov

Program Type:

Government working in

partnership with business.

Target Population:

King County citizens and

businesses (1.6 million people).

Setting:

Large metropolitan area.

Project Startup Date:

September 1997.

Program Description:

In 1996–97 the Puget Sound region of Washington State experienced a very severe

and prolonged series of winter storms that included snow, ice, high winds,

landslides, and flooding. Retail and other businesses suffered both physical

damages to structures and business income losses due to the transportation

emergency that these storms caused. This event was characterized as the Holiday

Blast since it occurred during the Christmas and New Year’s holidays.

The governments of King County, city of Seattle, and the State of Washington were

determined to improve the capabilities of business to deal with the impact of these

types of transportation emergencies. A partnership of governments and local

businesses active in disaster preparedness was formed to present ideas and share

lessons with the broader business community in the King County region.

The partnership conducted a half-day workshop that shared the experiences of

large and small businesses that had conducted preparedness and mitigation

activities before the Holiday Blast. The workshop was entitled “Taking Winter by

Storm—How To Stay in Business When Bad Weather Strikes” and invitations were

sent to a variety of businesses in King County. A local television weather forecaster

moderated the workshop that was designed to provide information and strategies

to help businesses protect employees and reduce business losses. Topics included

getting employees to and from work safely, minimizing business losses, reaching

customers, and taking advantage of communications technology. For example, one

Seattle bank rents hotel rooms for its essential employees during weather emergencies. Those employees need to have a plan for what their families will do while

they are downtown. Retail businesses with Internet and mail order capabilities can

continue to do business even if customers cannot physically reach them. Between

200 and 250 people attended the workshop, which received extensive, positive

media coverage.

The positive outcomes of this partnership were numerous. Governments worked

together to publish a consolidated priority snow route map. Transportation

agencies are working now to standardize the way in which they categorize snow

and ice emergencies so that the public receives a common message. Businesses

were given information relevant to their size and function to better prepare their

employees and business functions for transportation disruptions and emergencies.

A common source for road and traffic information is being sought. New emergency management relationships were forged among governments and businesses.

Evaluation Information:

Overwhelming positive feedback from workshop participants.

Annual Budget:

$5,000 to cover the costs of room rental, printing, and postage.

Sources of Funding:

Local funds.
52

_______________________________________________ WASHINGTON

“Partners in Emergency Preparedness”

A Joint Business and Government

Disaster Preparedness Conference

Contact:

Shadric T. Burcham

Program Coordinator

“Partners in Emergency

Preparedness” A Joint

Business and Government

Disaster Preparedness

Conference

King County Office of

Emergency Management,

Western Washington

Emergency Network

(WWEN), and Washington

State Emergency Management Division (EMD)

7300 Perimeter Road South

Room 128

Seattle, WA 98108–3848

Tel: 206–205–8106

Fax: 206–296–3838

E-mail:

shad.burcham@metrokc.gov

Program Type:

Disaster preparedness education for business and industry

representatives, volunteers, and

statewide emergency management staff members.

Target Population:

Representatives from 300

businesses in western Washington State and emergency

management staff members

from every county in the State.

Setting:

All WWEN conferences are held

in hotel conference facilities,

usually located in the Seattle

suburbs.

Project Startup Date:

1990.

Program Description:

WWEN is an all-volunteer subcommittee of the Seattle-King County Chapter

of the American Red Cross. Formed in 1990, its mission is to educate local

business and industry leaders about disaster planning, response, and recovery.

WWEN is chaired jointly by a business representative and a representative of

the King County Office of Emergency Management. Its 20-person steering

committee is a coalition of business, nonprofit, and emergency management

representatives.

WWEN was asked in 1997 to team up with the Washington State EMD to

develop a 2-day conference that would focus on building partnerships among

private, public, and volunteer sectors to enhance disaster preparedness. As a

result, a conference was conducted that brought together business representatives and emergency management professionals from throughout Washington

State. AT&T Wireless Services, Inc., contributed funding and recruited speakers.

The conference included 60 workshops that covered a wide range of topic

areas, including disaster planning; employee training; disaster stress management; hazardous materials threat; communications; mutual aid contracts;

media relations; terrorism; volcanoes; sheltering; emergency operations center

development and management; and assistance to the disabled. Hands-on

training covered such topics as light search and rescue, fire suppression, and

disaster medical techniques. The working relationships developed during this

conference continue and plans are already under way for a 1998 Partnership

Conference.

Evaluation Information:

The conference has grown over the years from 80 participants to more than 500

at the most recent conference; 141 participants completed evaluation forms.

The programming—particularly the hands-on training—was well received.

Extremely positive comments were received regarding the theme of developing partnerships among the business, volunteer, and public sectors.

Annual Budget:

$85,000.

Sources of Funding:

Some funding is provided by AT&T Wireless, Inc. ($15,000); the Group Health

Cooperative ($3,500); the Washington State Emergency Management Division

($5,000); and Icon Office Solutions, Inc. ($3,500). Other costs are covered by

registration and vendor fees.
53

_______________________________________________ WASHINGTON

Western Washington School

Emergency Management

Conference

Contact:

Ken Hudson

Program Coordinator

Western Washington School

Emergency Management

Conference

King County Office of

Emergency Management

7300 Perimeter Road South

Room 128

Seattle, WA 98108–3848

Tel: 206–205–8110

Fax: 206–296–3838

E-mail:

Ken.Hudson@metrokc.gov

Program Type:

Multijurisdictional school

emergency management

conference.

Target Population:

School district and school

employees (including administrators, principals, facility and

transportation managers, and

teachers) and PTA members.

Setting:

Western Washington State.

Project Startup Date:

1997.

Program Description:

The conference provides tools and skills for districts and schools to use in

creating and maintaining safe learning environments for students. The conference addresses all phases of emergency management as it relates to preschool

and child care, before- and after-school programming, and public and private

primary, secondary, and college-level institutions. The second annual conference, in March 1998, focused on developing an appropriate response to

increasing violence in schools. The 1998 2-day format included a facilitated

plan-writing session, during which a team from a district or school collaborated to create or modify its emergency plan. The conference program presented comprehensive approaches to developing zero tolerance for violence,

implementing proactive gang intervention, determining appropriate responses

to intruders, and training staff on how to respond to and break up fights that

occur on campus.

Representatives of the King County Office of Emergency Management, the

Puget Sound Educational Service District and Risk Management Pool, Head

Start, the University of Washington, Seattle Central Community College, the

Kent School Districts, and the cities of Kirkland and Bellevue all participated

in planning the conferences.

Evaluation Information:

The first annual conference (held beginning March 3, 1997) was filled beyond

capacity and received excellent local media coverage. Participants provided

enthusiastic feedback.

Annual Budget:

$15,000.

Sources of Funding:

Grants, participant fees, and corporate sponsorship.
54

_________________________________________________WISCONSIN

“Beat the Heat” Public Awareness

Campaign

Contact:

David L. Maack

Emergency Management

Coordinator

Racine County Emergency

Management

730 Wisconsin Avenue

Racine, WI 53403

Tel: 414–636–3515

Fax: 414–636–3505

Program Type:

Public outreach.

Target Population:

Residents of Racine County.

Setting:

Countywide.

Project Startup Date:

1997.

Program Description:

From July 12 to July 15, 1995, Racine County experienced a heat wave of

unprecedented severity. As a result, 15 people died and many were forced to

seek treatment for heat-related conditions. Following the heat wave, the

County Executive appointed a task force to develop a plan to address future

incidents. The Racine County Office of Emergency Management worked with

a local television station, WHKE-TV Channel 55, and a local animation firm to

produce a video that provided an overview of the dangers of a high heat

index, tips on preventing death and illness during a period of extreme heat,

and energy conservation tips. The video, which is 4 minutes, 30 seconds long

is intended for use as an introduction to public awareness presentations and as

a public service message to be aired on local cable stations. A 30-second public

service announcement also has been developed and distributed to the local

media. The videotape and public service announcement were featured on

FEMA’s EENET “National Alert” broadcast on July 16, 1997.

These products are elements of a larger public awareness campaign that has

included the initiation of Heat Awareness Month; the preparation of press

releases, newsletter articles, and radio interviews; the distribution of brochures; and presentations to affected groups.

Evaluation Information:

The program won a National Association of Counties Achievement Award and

first place for a public awareness campaign and third place for a videotape in

the National Coordinating Council on Emergency Management Media

Awards.

Annual Budget:

$2,500 for videotape production.

Sources of Funding:

Grants from Wisconsin Electric and in-kind support from the Racine County

Health Providers, the Racine County Medical Society, Modine Manufacturing,

the Salvation Army, the Racine County Medical Examiner’s Office, the Racine

County Human Services Department, WHKE-TV 55, and Karen Johnson

Productions.
Indexes
57

____________________________________ PROGRAM CONTACTS INDEX

Program Contacts Index

The program contacts in this Compendium are listed alphabetically below:

Chris Albertson, 16

Paul C. Artman, Jr., 33

Jack Bender, 12, 13, 14

Darren Thomas Blagburn, 24

Shadric T. Burcham, 52

Cecilia N.H. Causey, 48

Allen Wayne Clark, 44

Russell C. Coile, Ph.D., CEM, 15

W. Steve Collier, 46

Preston D. Cook, 19

Kwame Cooper, 9, 10

F. Edward Dow, 21

Ralph J. Eannace, Jr., 39

Donald G. Elrod, 28

Brian E. Foltz, 42

Edward S. Fratto, 31

Mark A. Hansberry, 5

Jerome M. Hauer, 37

Kenneth Hines, 34

Carol Hoard, 47

Jimmie Hocutt, 50

Samuel G. Hoffman, 49

Eric Holdeman, 51

Ken Hudson, 53

Edward F. Jacoby, Jr., 36

Lucy S. Keely, CEM, 18

Art Lathrop, 7

David L. Maack, 54

Richard J. McGuire, 29

April Moell, 17

Avagene Moore, CEM, 45

William P. Morris, 38

Peter D. Nelms, 23

Robert M. Patterson, Jr., 22

Terry Reekers, 27

William E. Reynolds, CEM, 25

Dave Rodda, 8, 11

Richard Jody Sandstrom, ORCEMS, 43

Michael J. Sharon, 30

Anthony Siciliano, 32

Troy A. Slabaugh, 41

Paul Spengler, 35

Christie Treiber, 20

Zan Turner, 6

M. Jerry VeHaun, 40

Walter E. Wright, CEM, 26
59

_______________________________________ PROGRAM TITLES INDEX

Program Titles Index

The program titles in this Compendium are listed alphabetically below:

Academy of Public Service—Fire Science Program, 5

Alpha Pagers for News Media, 29

Austin-Travis County Interagency Disaster Council (AIDC), 46

“Beat the Heat” Public Awareness Campaign, 54

Building Occupancy Resumption Emergency Inspection Program (BORP), 6

Buncombe County Hazardous Waste Ordinance, 40

California Region II Regional Disaster Medical/Health Coordinator (RDMHC)

Mutual Aid Project, 7

Capstone Training Program, 47

Caring Agencies Respond (CAR), 18

Community Awareness in Response to Emergencies (CARE), 8

Community-Based Fire Protection Program, 9

“Disaster Awareness” Television Program, 19

Elder-Links Project Caring Agencies Respond (CAR), 20

Elementary Fire Cadet Program, 10

Emergency Alert System (EAS) Local Relay Network, 50

Emergency Information Infrastructure Partnership (EIIP) Virtual Forum, 45

Emergency Management/Amateur Radio/Civil Air Patrol Partnership, 26

Emergency Response Citizen Assistance Team (ERCAT), 48

Fayette County Resource Council, Inc., 23

Federal/State Special Needs Program/Ice ’98, 36

Firefighters as Role Models (FARM), 41

Fire Services Hazardous Materials Emergency Response Team, 28

First Response Strike Team, 11

Government/Business Partnership, 51

Idaho Public Information Emergency Response (PIER) Team Program, 24

Independence Fire Department Home Safety Evaluation Program, 42

Industrial Community Awareness Emergency Response (CAER) “800” Radio

Communication Program, 43

Local Information Radio Station, 1610–AM WPFP 929 for the City of Naperville, 25

Long Beach Fire Ambassadors, 12

Long Beach Fire Department Community Emergency Response Team, 13

Long Beach Search and Rescue, 14

Maryland Department of the Environmental Agricultural Emergency Database, 30

New England Severe Weather Safety Guide, 31

New York City Terrorism Preparedness Initiative, 37

Northwest Crawford Emergency Management Agency, 44

Northwest Iowa Emergency Manager’s Weather Information Network

and Cellular Phone Net, 27

Orange County’s Annual Hurricane Expo, 21

Partnership for Preparedness Against Terrorism, 15

“Partners in Emergency Preparedness”: A Joint Business and Government

Disaster Preparedness Conference, 52

Public/Private Disaster Response and Recovery: Emergency Support Function

(ESF)–18, 22
60

Quincy Emergency Management/Youth Services/Explorer Post 1, 32

Reservist Program, 49

Rudimentary Emergency Communications Plan, 33

Santa Barbara Fire Department Dependent Care Program, 16

Southeast Quadrant Crew Sharing Program, 38

Survival Kids, 34

Tri-County Fire Working Group, 35

Up From the Ashes, 39

Voluntary Communications Support in Times of Crisis or Disaster, 17

Western Washington School Emergency Management Conference, 53

_______________________________________ PROGRAM TITLES INDEX
61

Program Subjects Index

_____________________________________ PROGRAM SUBJECTS INDEX

Alert programs. See Emergency warning and communications systems; School

programs

Arson response

Up From the Ashes, 39

Boy Scouts

Long Beach Search and Rescue, 14

Quincy Emergency Management/Youth Services/Explorer Post 1, 32

Broadcasting systems. See Emergency warning and communications systems

Business/government cooperation

Fayette County Resource Council, Inc., 23

Government/Business Partnership, 57

Industrial Community Awareness Emergency Response (CAER)

“800” Radio Communication Program, 43

New England Severe Weather Safety Guide, 30

“Partners in Emergency Preparedness” A Joint Business and Government

Disaster Preparedness Conference, 52

Cellular phone network

Northwest Iowa Emergency Manager’s Weather Information Network

(EMWIN) and Cellular Phone Net, 27

Certified emergency managers

Capstone Training Program, 46

Coastal regions. See Hurricane preparedness and mitigation

Communications systems. See Emergency warning and communications

systems

Community disaster preparedness

Community Awareness in Response to Emergencies (CARE) Program, 8

Community outreach

Up From the Ashes, 39

Computer use

Emergency Information Infrastructure Partnership (EIIP) Virtual Forum, 45

New England Severe Weather Safety Guide, 30

Conferences

“Partners in Emergency Preparedness” A Joint Business and Government

Disaster Preparedness Conference, 52

Western Washington School Emergency Management Conference, 53

Damage assessment

Building Occupancy Resumption Emergency Inspection Program, 6

Databases

Maryland Department of the Environment Agricultural Emergency

Database, 31
62

_____________________________________ PROGRAM SUBJECTS INDEX

Dependent safety

The Santa Barbara City Fire Department Dependent Care Program, 16

Disaster preparedness and mitigation

California Region II Regional Disaster Medical/Health Coordinator

(RDMHC) Mutual Aid Project, 7

“Disaster Awareness” Television Program, 19

Northwest Crawford County Emergency Management Agency, 44

“Partners in Emergency Preparedness” A Joint Business and Government

Disaster Preparedness Conference, 52

Public/Private Disaster Response and Recovery: Emergency Support

Function (ESF)–18, 22

Rudimentary Emergency Communications Plan, 33

Disaster response. See Emergency response teams; Hazardous materials

response teams

Disaster response and recovery

Public/Private Disaster Response and Recovery: Emergency Support

Function (ESF)–18, 22

Earthquake preparedness and mitigation

Building Occupancy Resumption Emergency Inspection Program, 6

Long Beach Fire Ambassadors, 12

Education. See Fire safety training; Public education; School programs

Elderly persons

Elder-Links Project, 20

Federal/State Special Needs Program/Ice ’98, 36

Long Beach Fire Ambassadors, 12

Emergency communications plan

Rudimentary Emergency Communications Plan, 33

Emergency first responders. See Emergency response teams; Hazardous

materials response teams

Emergency management

New York City Terrorism Preparedness Initiative, 37

Western Washington School Emergency Management Conference, 53

Emergency management agency

Northwest Crawford County Emergency Management Agency, 44

Emergency management training

Capstone Training Program, 47

Quincy Emergency Management/Youth Services/Explorer Post 1, 32

Emergency personnel. See also Emergency response teams; Hazardous

materials response teams; Search and rescue teams; Volunteer services

Idaho Public Information Emergency Response (PIER) Team Program, 24

Long Beach Search and Rescue, 14
63

_____________________________________ PROGRAM SUBJECTS INDEX

Emergency planning. See Emergency management

Emergency preparedness and mitigation

Caring Agencies Respond (CAR), 18

“Disaster Awareness” Television Program, 19

First Response Strike Team, 11

Long Beach Fire Department Community Emergency Response Team, 13

Public/Private Disaster Response and Recovery: Emergency Support

Function (ESF)–18, 22

Reservist Program, 49

The Santa Barbara City Fire Department Dependent Care Program, 16

Emergency response

Emergency Response Citizen Assistance Team (ERCAT), 48

Federal/State Special Needs Program/Ice ’98, 36

Emergency response teams. See also Hazardous materials response teams

Community Awareness in Response to Emergencies (CARE) Program, 8

Fire Services Hazardous Materials Emergency Response Team, 28

First Response Strike Team, 11

Idaho Public Information Emergency Response (PIER) Team Program, 24

Long Beach Fire Department Community Emergency Response Team, 13

Emergency skills training

Survival Kids, 34

Emergency warning and communications systems

Alpha Pagers for News Media, 29

Emergency Alert System (EAS) Local Relay Network, 50

Industrial Community Awareness Emergency Response (CAER) “800” Radio

Communication Program, 43

Northwest Iowa Emergency Manager’s Weather Information Network

(EMWIN) and Cellular Phone Net, 27

Voluntary Communications Support in Times of Crisis or Disaster, 17

Environment

Buncombe County Hazardous Waste Ordinance, 40

Fire mitigation and response

Independence Fire Department Home Safety Evaluation Program, 42

Tri-County Fire Working Group, 35

Fire safety training

Elementary Fire Cadet Program, 10

Firefighters As Role Models (FARM), 41

Independence Fire Department Home Safety Evaluation Program, 42

Long Beach Fire Ambassadors, 12

Firefighter training

The Academy of Public Service–Fire Science Program, 5
64

_____________________________________ PROGRAM SUBJECTS INDEX

Food safety

Maryland Department of the Environment Agricultural Emergency

Database, 31

Handicapped persons

Caring Agencies Respond (CAR), 18

Federal/State Special Needs Program/Ice ’98, 36

Hazard preparedness and mitigation. See Disaster preparedness and

mitigation; Earthquake preparedness and mitigation; Fire mitigation

and response; Heat wave preparedness and mitigation; Hurricane

preparedness and mitigation; Nuclear disaster preparedness and

mitigation; Public education; School programs; Wildfire mitigation

and response

Hazardous materials plans and exercises

New York City Terrorism Preparedness Initiative, 37

Partnership for Preparedness Against Terrorism, 15

Hazardous materials resource network

Fayette County Resource Council, Inc., 23

Hazardous materials response teams

Fayette County Resource Council, Inc., 23

Fire Services Hazardous Materials Emergency Response Team, 28

Hazardous waste ordinance

Buncombe County Hazardous Waste Ordinance, 40

Hazardous waste regulation

Buncombe County Hazardous Waste Ordinance, 40

Heat wave preparedness and mitigation

“Beat the Heat” Public Awareness Campaign, 54

Homebound persons

Caring Agencies Respond (CAR), 18

Federal/State Special Needs Program/Ice ’98, 36

Hospital disaster support communications

Voluntary Communications Support in Times of Crisis or Disaster, 17

Hurricane preparedness and mitigation

Orange County’s Annual Hurricane Expo, 21

Information dissemination

Emergency Information Infrastructure Partnership (EIIP) Virtual Forum, 45

Emergency Response Citizen Assistance Team (ERCAT), 48

Idaho Public Information Emergency Response (PIER) Team Program, 24

Local Information Radio Station, 1610–AM WPFP 929 for the City of

Naperville, 25

Orange County’s Annual Hurricane Expo, 21
65

_____________________________________ PROGRAM SUBJECTS INDEX

Interagency cooperation

Austin-Travis County Interagency Disaster Council (AIDC), 46

California Region II Regional Disaster Medical/Health Coordinator

(RDMHC) Mutual Aid Project, 7

Community Awareness in Response to Emergencies (CARE) Program, 8

Elder-Links Project, 20

Emergency Information Infrastructure Partnership (EIIP) Virtual Forum, 45

Emergency Management/Amateur Radio/Civil Air Patrol Partnership, 26

Emergency Response Citizen Assistance Team (ERCAT), 48

Federal/State Special Needs Program/Ice ’98, 36

Northwest Crawford County Emergency Management Agency, 44

Orange County’s Annual Hurricane Expo, 21

Partnership for Preparedness Against Terrorism, 15

Southeast Quadrant Crew Sharing Program, 38

Tri-County Fire Working Group, 35

Up From the Ashes, 39

Interagency disaster council

Austin-Travis County Interagency Disaster Council (AIDC), 46

Intergovernmental cooperation

Federal/State Special Needs Program/Ice ’98, 36

New England Severe Weather Safety Guide, 30

Internet

Emergency Information Infrastructure Partnership (EIIP) Virtual Forum, 45

New England Severe Weather Safety Guide, 30

Local relay network system

Emergency Alert System (EAS) Local Relay Network, 50

Mapping and modeling

Maryland Department of the Environment Agricultural Emergency

Database, 31

Media pager system

Alpha Pagers for News Media, 29

Modeling. See Mapping and modeling

Multistate cooperation

New England Severe Weather Safety Guide, 30

Nuclear disaster preparedness and mitigation

Maryland Department of the Environment Agricultural Emergency

Database, 31

Postearthquake building inspection

Building Occupancy Resumption Emergency Inspection Program, 6

Public education

“Beat the Heat” Public Awareness Campaign, 54
66

Community Awareness in Response to Emergencies (CARE) Program, 8

“Disaster Awareness” Television Program, 19

Independence Fire Department Home Safety Evaluation Program, 42

Long Beach Fire Ambassadors, 12

Orange County’s Annual Hurricane Expo, 21

Quincy Emergency Management/Youth Services/Explorer Post 1, 32

Survival Kids, 34

Tri-County Fire Working Group, 35

Public information emergency response teams

Idaho Public Information Emergency Response (PIER) Team Program, 24

Public schools. See School programs

Radio emergency services

Industrial Community Awareness Emergency Response (CAER)

“800” Radio Communication Program, 43

Local Information Radio Station, 1610–AM WPFP 929 for the City of

Naperville, 25

Voluntary Communications Support in Times of Crisis or Disaster, 17

Reservist program

Reservist Program, 49

School programs

The Academy of Public Service–Fire Science Program, 5

Elementary Fire Cadet Program, 10

Firefighters As Role Models (FARM), 41

Long Beach Fire Ambassadors, 12

Survival Kids, 34

School-to-work

The Academy of Public Service–Fire Science Program, 5

Search and rescue teams

Long Beach Search and Rescue, 14

Structural engineering

Building Occupancy Resumption Emergency Inspection Program, 6

Telephone books

Rudimentary Emergency Communications Plan, 33

Televised public education

“Beat the Heat” Public Awareness Campaign, 54

“Disaster Awareness” Television Program, 19

Televised training courses

Long Beach Fire Department Community Emergency Response Team, 13

Television program

“Disaster Awareness” Television Program, 19

_____________________________________ PROGRAM SUBJECTS INDEX
67

Terrorism

New York City Terrorism Preparedness Initiative, 37

Partnership for Preparedness Against Terrorism, 15

Training. See also Fire safety training; Hazardous materials training; Public

education; School programs

Capstone Training Program, 47

Emergency Management/Amateur Radio/Civil Air Patrol Partnership, 26

Long Beach Fire Department Community Emergency Response Team, 13

Transportation

Government/Business Partnership, 57

Travelers’ information

Local Information Radio Station, 1610–AM WPFP 929 for the City

of Naperville, 25

Videotapes

“Beat the Heat” Public Awareness Campaign, 54

Volunteer services

California Region II Regional Disaster Medical/Health Coordinator

(RDMHC) Mutual Aid Project, 7

Emergency Management/Amateur Radio/Civil Air Patrol Partnership, 26

Emergency Response Citizen Assistance Team (ERCAT), 48

Fire Services Hazardous Materials Emergency Response Team, 28

Long Beach Fire Department Community Emergency Response Team, 13

Northwest Crawford County Emergency Management Agency, 44

“Partners in Emergency Preparedness” A Joint Business and Government

Disaster Preparedness Conference, 52

Quincy Emergency Management/Youth Services/Explorer Post 1, 32

Southeast Quadrant Crew Sharing Program, 38

Voluntary Communications Support in Times of Crisis or Disaster, 17

Warning systems. See Emergency warning and communications system

Weather information network

Northwest Iowa Emergency Manager’s Weather Information Network

(EMWIN) and Cellular Phone Net

Weather warnings

New England Severe Weather Safety Guide

Emergency Alert System (EAS) Local Relay Network

Wildfire mitigation and response

Tri-County Fire Working Group

Workshops. See Public education; Training

World Wide Web. See Internet

_____________________________________ PROGRAM SUBJECTS INDEX
69

Program Locations Index

___________________________________ PROGRAM LOCATIONS INDEX

Following is a list of locations where exemplary practices and/or their contacts

can be found. States are listed in bold in alphabetical order.

Alabama

Mobile, 5

California

Fullerton, 17

Lakewood, 8, 11

Long Beach, 12, 13, 14

Los Angeles, 9, 10

Martinez, 7

Pacific Grove, 15

San Francisco, 6

Santa Barbara, 16

Florida

Jacksonville, 22

Miami, 20

West Palm Beach, 18

Winter Park, 19, 21

Georgia

Fayetteville, 23

Idaho

Boise, 24

Illinois

Naperville, 25

Iowa

Cedar Rapids, 26

Estherville, 27

Kentucky

West Paducah, 28

Louisiana

Lake Charles, 29

Maine

Statewide, 31

Wakefield, 31

Maryland

Baltimore, 30

Massachusetts

Quincy, 32

Mississippi

Greenville, 33

Missouri

Columbia, 34

Montana

Helena, 35

New York

Albany, 36

Fairport, 38

New York, 37

Utica, 39

North Carolina

Asheville, 40

Ohio

Independence, 42

North Canton, 41

Oregon

Gresham, 43

Pennsylvania

Conneautville, 44

Tennessee

Lawrenceburg, 45

Texas

Austin, 46

Utah

Salt Lake City, 47

Virginia

Richmond, 49

Stafford, 48

Washington

Seattle, 51, 52, 53

Tacoma, 50

Wisconsin

Racine, 54
Forms
✁

73

Reader Survey Form

To improve future editions of the Compendium, we would appreciate receiving your comments on this edition.

Please use the back of this form if you need more space.

Please reply to the questions below and return this form to:

 Mail to: Compendium of Exemplary Practices in Emergency Management

PT-SL-PL, Room 614

FEMA

500 C Street, SW.

Washington, DC 20472

Attention: Compendium Survey

Please check boxes, as appropriate.

❑ I have seen the Compendium.

My general goals in using the Compendium were to:

❑ Become aware of new disaster mitigation strategies.

❑ Identify programs around the country that are similar to ones I use.

❑ Locate specific sources of information.

❑ Locate specific sources of training and technical assistance.

❑ Locate specific sources of funding.

❑ Others; please specify: __________________________________________________

Overall, I thought the Compendium was:

❑ Very useful ❑ Somewhat useful ❑ Not useful

Please indicate the usefulness of the following:

Very useful Somewhat useful Not useful

Programs that address:

Damage assessment/reconstruction ________________ ________________ ________________

Disaster preparedness ________________ ________________ ________________

Emergency personnel ________________ ________________ ________________

Evacuation ________________ ________________ ________________

Fire/EMS issues ________________ ________________ ________________

Hazardous materials ________________ ________________ ________________

Training/technical assistance ________________ ________________ ________________

Additional comments:

_________________________________________________________________________________________________

(Optional)

Name ____________________________________________________________________________________________

Address __________________________________________________________________________________________

City________________________________________ State ______________________ ZIP ___________________

Telephone ( ) _____________________________ Fax ( ) _____________________________________
75

FEMA’s Invitation for Nominations

of Exemplary Practices

__________________________________________________________

In keeping with its goals for building a strong and effective emergency management system, FEMA continues to search for creative ways and means to

better utilize the resources that are available at the Federal, State, and local

levels of government, as well as in the private and volunteer sectors.

With “Partnerships in Preparedness” as its theme, FEMA’s Compendium of

Exemplary Practices in Emergency Management provides an avenue for forging

cooperation and leveraging emergency management talent and resources

throughout the public and private sectors, and pays tribute to those who have

developed such practices.

Criteria. An exemplary practice in emergency management is any practice,

project, program, technique, or method that works in one place and is worthy

of replication elsewhere. Exemplary practice programs are intended to enhance all hazards emergency management. Program nominations may not

support all phases of emergency management but should enhance one or more

of these phases:

• Mitigation—Reduce community/regional risk or vulnerability from future

disasters.

• Preparedness—Enhance community/regional preparedness, i.e., individuals and families, business, institutions, or special needs populations.

• Response—Enhance community or regional response capability.

• Recovery—Enhance postdisaster resiliency of a community and/or region.

A panel of FEMA’s partners, comprised of representatives from the State and

local emergency management communities screens all Exemplary Practice

Nominations for inclusion in the Compendium against the following five

criteria:

1. The program has implemented/demonstrated results.

2. The program is replicable/easy to transfer.

3. The program is cost effective.

4. The program is innovative.

5. The program has a broad scope of impact.

Each nomination should include the names of knowledgeable individuals who

can provide further information on any practice described in the Compendium.

Your nominations and suggestions are welcome at any time. Reproduced on

the next page is the Nomination Form for submitting your candidate exemplary practices. This form is required to be filled out in full for all nominations

and may be sent to: Compendium of Exemplary Practices in Emergency Management, PT–SL Room 614, FEMA, 500 C Street, SW., Washington, DC 20472. Or

the nomination form may be filled out electronically at:

www.fema.gov/pte/exempract.htm
✁

77

FORMAT FOR IDENTIFYING

EXEMPLARY PRACTICES IN EMERGENCY

MANAGEMENT

(policies, ideas, methods, procedures, projects, or programs)

FEMA’s Compendium of Exemplary Practices is published annually to disseminate to all interested individuals and organizations information on innovative and promising approaches to emergency management. If you or your organization is performing work in emergency management that others may benefit

from knowing about, please fill out the following nomination form.

Please note that a panel of FEMA’s partners comprised of representatives from the State and local emergency management community will screen all Exemplary Practice Nominations against the following five

criteria:

1. The program has implemented/demonstrated results.

2. The program is replicable/easy to transfer.

3. The program is cost effective.

4. The program is innovative.

5. The program has a broad scope of impact.

Name of person filling out this form:________________________________________________________________

Telephone number: ( )__________________________________________________________________________

Name of Exemplary Practice and Acronym:___________________________________________________________

Full name of contact person:________________________________________________________________________

Position Title:_____________________________________________________________________________________

Name of Organization:_____________________________________________________________________________

Street Address:____________________________________________________________________________________

City:____________________________________________State:__________Zip:__________________________________

E-mail Address:___________________________________________________________________________________

Telephone number: ( )_________________________Fax number:_______________________________________

Type of Exemplary Practice:_________________________________________________________________________

Population Served (Who are the people this practice is for?):___________________________________________

__________________________________________________________________________________________________

Setting (Where is this practice located, e.g., in downtown commercial area or a small city?):________________

___________________________________________________________________________________________________

Scope of Impact (Does this practice have widespread impact? Explain.):_________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

Exemplary Practice Nomination Form
78

Demonstrated Results (Has the implementation of the program resulted in measurable

improvements?):__________________________________________________________________________

________________________________________________________________________________________

Evaluation Information (signs of success such as independent evaluations of the program and results,

awards, special recognition, feedback from participants or community):________________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

Replicable/Ease of Transfer (Can this program be adopted or adapted for use elsewhere?):_______________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

Annual Budget:__________________________________________________________________________________

Cost Effective (Is this program cost effective to implement? Why or Why Not?):_________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

Sources of Funding (be specific if they are foundations or Federal sources):_____________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

Program Description (goals and operation); please limit to 200 words on a separate page: It is important to

mention what is innovative about your program. Please feel free to include photographs, brochures, articles

or any other supporting documentation._____________________________________________________________

_________________________________________________________________________________________________

PLEASE NOTE THAT TO BE CONSIDERED FOR INCLUSION IN FEMA’S COMPENDIUM OF EXEMPLARY PRACTICES IN EMERGENCY MANAGEMENT. ALL INFORMATION REQUESTED ON THE

NOMINATION PAGE MUST BE ANSWERED COMPLETELY.

Mail to: Compendium of Exemplary Practices in Emergency Management

PT–SL, Room 614

Federal Emergency Management Agency

500 C Street, SW.

Washington, DC 20472

Or

Fill out this form electronically at:

www.fema.gov/pte/exempract.htm

✁
✁

79

FORMAT FOR IDENTIFYING

EXEMPLARY PRACTICES IN EMERGENCY

MANAGEMENT

(policies, ideas, methods, procedures, projects, or programs)

FEMA’s Compendium of Exemplary Practices is published annually to disseminate to all interested individuals and organizations information on innovative and promising approaches to emergency management. If you or your organization is performing work in emergency management that others may benefit

from knowing about, please fill out the following nomination form.

Please note that a panel of FEMA’s partners comprised of representatives from the State and local emergency management community will screen all Exemplary Practice Nominations against the following five

criteria:

1. The program has implemented/demonstrated results.

2. The program is replicable/easy to transfer.

3. The program is cost effective.

4. The program is innovative.

5. The program has a broad scope of impact.

Name of person filling out this form:________________________________________________________________

Telephone number: ( )__________________________________________________________________________

Name of Exemplary Practice and Acronym:___________________________________________________________

Full name of contact person:________________________________________________________________________

Position Title:_____________________________________________________________________________________

Name of Organization:_____________________________________________________________________________

Street Address:____________________________________________________________________________________

City:____________________________________________State:__________Zip:__________________________________

E-mail Address:___________________________________________________________________________________

Telephone number: ( )_________________________Fax number:_______________________________________

Type of Exemplary Practice:_________________________________________________________________________

Population Served (Who are the people this practice is for?):___________________________________________

__________________________________________________________________________________________________

Setting (Where is this practice located, e.g., in downtown commercial area or a small city?):________________

___________________________________________________________________________________________________

Scope of Impact (Does this practice have widespread impact? Explain.):_________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

Exemplary Practice Nomination Form
80

Demonstrated Results (Has the implementation of the program resulted in measurable

improvements?):__________________________________________________________________________

________________________________________________________________________________________

Evaluation Information (signs of success such as independent evaluations of the program and results,

awards, special recognition, feedback from participants or community):________________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

Replicable/Ease of Transfer (Can this program be adopted or adapted for use elsewhere?):_______________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

Annual Budget:__________________________________________________________________________________

Cost Effective (Is this program cost effective to implement? Why or Why Not?):_________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

Sources of Funding (be specific if they are foundations or Federal sources):_____________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

Program Description (goals and operation); please limit to 200 words on a separate page: It is important to

mention what is innovative about your program. Please feel free to include photographs, brochures, articles

or any other supporting documentation._____________________________________________________________

_________________________________________________________________________________________________

PLEASE NOTE THAT TO BE CONSIDERED FOR INCLUSION IN FEMA’S COMPENDIUM OF EXEMPLARY PRACTICES IN EMERGENCY MANAGEMENT. ALL INFORMATION REQUESTED ON THE

NOMINATION PAGE MUST BE ANSWERED COMPLETELY.

Mail to: Compendium of Exemplary Practices in Emergency Management

PT–SL, Room 614

Federal Emergency Management Agency

500 C Street, SW.

Washington, DC 20472

Or

Fill out this form electronically at:

www.fema.gov/pte/exempract.htm

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