Foreword

This Compendium of Exemplary Practices in Emergency Management, Volume IV, 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 IV

Federal Emergency Management Agency

January 2000
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 fourth 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 Preparedness Outreach Division under the direction of Thomas R. McQuillan. The project

officer during the development of this fourth 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, Tribal, 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

Dale W. Shipley

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, Tribal, 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

IOCAD Emergency Services Group

Heather Westra

Prairie Island Indian Community

FEMA Participants

Morris Boone

Office of Emergency Information and Media Affairs

Leo Bosner

Response and Recovery Directorate

Elizabeth R. Edge

Response and Recovery Directorate

Marilyn MacCabe

Mitigation Directorate

William J. Troup

U.S. Fire Administration

Kyle W. Blackman

Preparedness Directorate

David M. Larimer

Preparedness Directorate

Peggy Stahl

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)

Rob Lee

Becky Lewis

Laura Mitchell

Annie Pardo
v

Table of Contents

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

Acknowledgments................................................................................................... iii

Introduction................................................................................................................ 1

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

Indexes....................................................................................................................... 39

Program Contacts.................................................................................................. 41

Program Titles........................................................................................................ 43

Program Subjects................................................................................................... 45

Program Locations................................................................................................ 51

Appendix .................................................................................................................... 53

Online Resources .................................................................................................. 55

_________________________________________________ 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.”

As we create this network, it is important to remember that all individuals have a vital role in protecting our

communities from the effects of disasters. It has become evident by our Nation’s real-world events that emergency

management preparedness is necessary at all age levels of our society. Integrating emergency management awareness education in our school curriculum promotes the development of an effective, comprehensive emergency

management infrastructure. We have included in this volume of the Compendium several exemplary practices that

are geared toward school-age youth in their primary and secondary years of study.

Project Impact is FEMA’s initiative to help communities build capabilities to reduce the effects of disasters. The

efforts undertaken by the Project Impact Communities are commendable and I am pleased that several of these

communities are recognized in this volume of the Compendium.

Also, this year I am pleased to recognize that the Compendium includes an exemplary practice from one of our

Tribal Government partners, the Prairie Island Indian Community. I have placed this exemplary practice first in the

“Exemplary Practices in Emergency Management” section to recognize the unique relationship between Native

American Tribal Governments and the United States Government. I hope to expand the Compendium to include a

section for Tribal Governments in future volumes.

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.

All four 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

1
viii

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:

• 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.

• 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).

• 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.

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

_________________________________________________________________________INTRODUCTION

5

PRAIRIE ISLAND INDIAN COMMUNITY

Prairie Island Fire Engine

Deployment

Contact:

Heather Westra

Emergency Planner

Prairie Island Indian

Community

5636 Sturgeon Lake Road

Welch, MN 55089

Tel: 651–385–2554, ext. 4285

Fax: 651–385–4110

Program Type:

Fire prevention.

Target Population:

Approximately 150 residents

of the Prairie Island Indian

Community and visitors to

the Treasure Island Resort

and Casino.

Setting:

Communitywide.

Project Startup Date:

1999.

Program Description:

The community is located on an island in the Mississippi River and is accessible by only one paved road, bisected by a railroad line. A train derailment or

other road closure would result in the community’s becoming isolated from

fire protection by the Red Wing Fire Department, which is located approximately 13 miles away.

To prepare for such an emergency, the community has obtained a surplus fire

engine and is training volunteers to respond. Community members are being

trained as volunteer firefighters and they have been taught how to deploy the

vehicle in the event of an emergency, which results in increased response

capability and community involvement.

The fire engine was obtained by using U.S. Government surplus procedures.

It is also available for use by the Red Wing Fire Department on request.

Evaluation Information:

The Red Wing Fire Department has expressed gratitude for the additional

equipment and assistance.

Annual Budget:

Estimated at less than $2,000.

Sources of Funding:

This program is funded through Prairie Island Indian Community revenue.
6

ARKANSAS

Contact:

Terry Gray

Arkansas Office of Emergency

Services

P.O. Box 758

Conway, AR 72033

Tel: 501–730–9798

Fax: 501–730–9853

E-mail: terry.gray@

 adem.state.ar.us

Program Type:

Flood mitigation.

Target Population:

Residents of the city of

McGehee.

Setting:

Residential area east of and

adjacent to Black Pond Slough.

Project Startup Date:

November 1995.

Program Description:

McGehee residents living east of and adjacent to Black Pond Slough had

experienced flooding numerous times in the previous 10 years, with approximately 25 houses incurring damages in excess of $1.1 million, or an annual

average of $150,000. Following severe flooding and designation of the neighborhood as a Federal and State disaster area on January 27, 1994, the city of

McGehee surveyed local residents about flood damage and came up with a

plan to mitigate future damage.

The city built a 17-acre detention basin to the west of the affected subdivision,

as well as a containment levee on the east side of Black Pond Slough and the

north side of the detention basin. Storm water flows into the detention basin

and remains there until water in Black Pond Slough recedes. At that point, a

storm water pump with the capacity to empty the 5-foot deep basin in 48

hours discharges water back into the slough. The system also reduces floodwater infiltration into the McGehee sewer system and damage to city streets.

The facility was completed in October 1998 and received its first test in January

1999 when 8.3 inches of rain fell in McGehee over a 3-day span. No homes

were flooded and the detention facility averted an estimated $200,000 in

damages.

Arkansas is currently helping North Little Rock and Helena to construct

similar facilities.

Annual Budget:

$1,000 for maintenance.

Sources of Funding:

FEMA provided 75 percent ($436,500) of needed funds, with State and local

agencies contributing the remaining 25 percent ($72,500 each).

Black Pond Slough Detention

Facility
7

Clay County Earthquake

Preparedness and Mitigation

Program

Contact:

Judge Gary Howell

151 South Second Avenue

Piggott, AR 72454

Tel: 870–598–2667

Fax: 870–598–5592

Program Type:

Earthquake mitigation.

Target Population:

Residents of Clay County,

Arkansas.

Setting:

Countywide.

Project Startup Date:

September 1997.

Program Description:

The Clay County Disaster Resistant Community Council, a voluntary organization, uses its members’ networking skills to promote earthquake preparedness and mitigation in an area that lies atop the New Madrid fault. More than

4,000 minor earthquakes, most too small to be felt, have been detected in the

area since monitoring instruments were installed in 1974. Chances of an earthquake registering 6.0 or greater on the Richter scale occurring before 2000 have

been estimated at 50 percent, and before 2040 at 90 percent.

Council members focus their efforts on meeting goals of safety and earthquake

preparedness for schools, hospitals, and businesses, and citizen awareness and

education. Toward those ends, the council has leveraged more than $3 million

in grants and completed the following projects:

• Installed earthquake-sensitive gas valves in all county school buildings.

• Completed a seismic engineering survey for the Piggott and Central Clay

County school districts.

• Approved seismic retrofits for those two school districts.

• Completed applications for seismic retrofit grants for Corning School

District and Piggott Hospital.

• Developed a Clay County Hazard Assessment and Hazard Mitigation Plan.

Evaluation Information

FEMA has named Clay County and its three largest cities—Corning, Piggott,

and Rector—a Project Impact community. Only one city or county in each State

receives this designation, which means FEMA provides technical assistance

and support.

Annual Budget:

None given.

Sources of Funding:

FEMA grants have provided the majority of project funding. The council is

seeking other funding sources, including a 12.5-percent local match.

ARKANSAS
8

Los Angeles Unified School District

Earthquake and Safe Schools

Training

Contact:

Dan Austin

Chief of Staff/Assistant

Superintendent

Los Angeles Unified School

District

450 North Grand Avenue

Los Angeles, CA 90012

Tel: 213–625–6251

Fax: 213–485–0321

E-mail: mwong01@

 lausd.k12.ca.us

Program Type:

Training.

Target Population:

Los Angeles Unified School

District staff.

Setting:

Throughout the school district.

Project Startup Date:

1995.

Program Description:

During two Shake Days held in November and April each year, every school

in the Los Angeles Unified School District responds to a scenario involving a

6.0-magnitude earthquake that result in injuries, death, chemical spills, and

other hazards. Students participate in drills, while school system employees

enact their roles as members of teams for first aid, search and rescue, student

assembly, fire suppression, security, and other tasks. All schools in the system

maintain 72-hour supplies of food and water and a large cargo container filled

with earthquake preparedness supplies, including search and rescue and first

aid kits. These enactments allow school system employees to exercise the

annual training they receive on rapid, effective response in the aftermath of a

major earthquake or other disaster.

The training program is held each year in 27 locations convenient to the

system’s clusters of schools, and includes the use of updated training manuals

and videos. In addition to the annual training, staff also hold a monthly

discussion on a specific safety preparedness topic as part of faculty meetings.

Staff have not yet had to use the training in the aftermath of an actual earthquake, but several schools have had occasion to apply the training to other

emergency situations, including school lockdowns following bank robbery

attempts in which gunfire had crossed campuses.

School districts across the Nation have requested materials and assistance to

use in modifying this training, which prepares all adult employees to protect

and shelter students in the event of a major disaster. The training was developed by the school district’s Office of the Superintendent, Office of Emergency

Services, and Professional Development Collaborative/Office of Instructional

Services. It also included contributions by the offices of Environmental Health

and Safety, Maintenance and Operations, Communications, and School Mental

Health, as well as the State of California Division of the State Architect. The

content and procedural model of the training was based on earthquake

preparedness training from the National Emergency Training Center in

Emmitsburg, Maryland.

Evaluation Information:

After receiving training, 95 percent of participants evaluated the program as

“excellent.”

Annual Budget:

$1.2 million.

Sources of Funding:

School district operating budget.

CALIFORNIA
9

Montecito Emergency Response

and Recovery Action Group

(MERRAG)

Contact:

Herb McElwee

Chief

Montecito Fire Protection

District

595 San Ysidro Road

Santa Barbara, CA 93108

Tel: 805–969–7762

Fax: 805–969–3598

E-mail: gsimmons@

 montecitofire.com

Program Type:

Mutual self-help organization.

Target Population:

In addition to the 13,000 residents of Montecito, a seasonal

tourist and student population.

Setting:

Montecito.

Project Startup Date:

1987.

Program Description:

MERRAG uses the resources of its members and the community at large for

cooperative community disaster recovery response within the critical first 72

hours. Initially formed by the Montecito Fire, Water, and Sanitary Districts, the

group has since expanded to take in large private institutions, homeowners’

associations, and individuals as members.

MERRAG’s goals are to:

• Support the Fire District in its response to life-threatening situations.

• Coordinate support activities with outside emergency services agencies.

• Muster and organize local resources.

• Maintain a reliable communication system.

• Train District staff and community volunteers in disaster preparedness and

recovery.

• Minimize property damage.

• Provide assistance in qualifying for disaster relief funds.

The group demonstrated its ability to meet these goals during the 1997 and

1998 El Niño floods, which caused damage throughout the community.

MERRAG provided such services as traffic control where trees were downed

and preparation and delivery of sandbags to homes threatened by flooding.

MERRAG also offers ongoing training through monthly meetings and special

training events.

The group became incorporated as a private nonprofit corporation in 1993,

receiving a charitable designation from California and a 501(c)(3) designation from the Internal Revenue Service. This allows MERRAG to solicit taxdeductible donations, which have been used to purchase equipment and

other resources.

Evaluation Information:

MERRAG was honored by the Montecito Association for its efforts during

the 1997 and 1998 El Niño floods. Project Impact coordinators approached

MERRAG and invited the organization to become a partner in Project Impact.

The organization was asked to partner as an example of how a community can

coordinate together to prepare for and recover from disasters.

Annual Budget:

$2,000 for supplies.

Sources of Funding:

Institutions, homeowners’ associations, and individuals pay membership fees

to cover the annual budget. Donations cover additional expenses.

CALIFORNIA
10

Public Education and Professional

Outreach Programs for Disaster

Preparedness

Contact:

Russell C. Coile

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:

Public education and professional outreach.

Target Population:

Residents of Pacific Grove.

Setting:

Citywide.

Project Startup Date:

1990.

Program Description:

The Pacific Grove Fire Department has developed comprehensive programs

for educating local residents about disaster preparedness, including specific

programs that focus on earthquakes, fire safety, other natural disasters, and

oil spills.

Through its materials and presentations, the department promotes 72-hour

self-sufficiency for local residents by encouraging them to keep supplies of

medicine, food, drinking water, flashlights, and other essentials on hand.

Another program, “Oil Spill!”, is a four-act dramatization of the incident

command system and how it operates during a spill incident. The fire department uses a portable two-story model house built to scale for a 6-year-old

child to teach local kindergarten students about earthquake and fire safety. It

also offers a 6-week training program for adult Volunteers in Preparedness

(VIPs), the local community emergency response teams.

In the past 10 years, numerous presentations have been given to such groups

as the Lions, Kiwanis, and Rotary clubs; the Pacific Grove Chamber of Commerce; the Pacific Grove School District; retirement communities and senior

centers; homeowners’ associations; the Boy Scouts; and the police department’s Citizens’ Police Academy.

Evaluation Information:

The fire department’s emergency program manager has presented papers on

programs at conferences given by various State, national, and international

professional societies.

Annual Budget:

$2,000 for disaster preparedness literature.

Sources of Funding:

Pacific Grove funds the ongoing program through its annual budget. The

model house was built using a FEMA grant at a cost of $42,000.

CALIFORNIA
11

School-Based Disaster Mental

Health Services for Children in the

Laguna Beach Firestorm

Contact:

Merritt D. Schreiber, Ph.D.

Clinical Psychologist

Children and Youth Mental

Health Services

Orange County Health Care

Agency

3115 Redhill Avenue

Costa Mesa, CA 92626

Tel: 949–499–5346

Fax: 714–850–8492

E-mail: chipzhz@aol.com

Program Type:

Crisis counseling.

Target Population:

Children and adolescents

exposed to the Laguna Beach

firestorm and their families.

Setting:

All schools in Laguna Beach.

Project Startup Date:

October 1993.

Program Description:

On October 27, 1993, Santa Ana winds in excess of 45 miles per hour fanned an

arson-induced fire into a firestorm that caused the evacuation of the entire city

of Laguna Beach. The fire, which burned 16,682 acres, destroyed 366 homes

while damaging 84 more. Residents were unable to return to their homes for

3 days, and schools were closed for an additional 5 days.

The Laguna Beach United School District asked Children and Youth Mental

Health Services of Orange County to develop continuing mental health services to help children and adolescents cope with post-traumatic stress in the

aftermath of the firestorm. These youth had to cope with events that included

seeing flames and burning homes; being evacuated from schools and homes;

being separated from parents for periods ranging up to 18 hours; trying to

save parents, homes, neighbors, and pets; inability to return home to rescue

pets or retrieve belongings; and losing their own homes or knowing someone

who lost their home.

Using a collaborative school-based model, a partnership that included schools,

the Orange County Health Agency, and private corporations provided services

to parents and children at each school that included crisis assessment; individual, family, parent, group, and school counseling services; bilingual services; and specialized outreach to minority populations. Between October 27,

1993, and March 30, 1995, services were provided to approximately 500

children.

Annual Budget:

None given.

Sources of Funding:

FEMA and the Emergency Services Disaster Relief Branch at the U.S. Department of Health and Human Services, Center for Mental Health Services.

CALIFORNIA
12

FLORIDA

Adopt a House

Contact:

Ronald J. Ruback

Hazard Mitigation Coordinator

City of Deerfield Beach

150 Northeast Second Avenue

Deerfield Beach, FL 33441

Tel: 954–480–4249

Fax: 954–422–5812

E-mail: rruback@

 deerfieldbch.com

Program Type:

Home renovation.

Target Population:

Low-income senior citizens.

Setting:

Deerfield Beach.

Project Startup Date:

1998.

Program Description:

The Adopt a House program provides storm shutters for the homes of lowincome senior citizens. Local businesses adopt houses and pay for the shutters,

which are installed by local high school students (who earn credit toward

community service activity requirements) and employees of the businesses.

These companies also provide drink and food for the volunteer workers.

To date, seven houses and one daycare center have received shutters under the

program. Shutters for the first group of homes were installed during spring

break 1998 and donated by the local Home Depot; the donation included one

set that did not fit any of the qualifying homes, but did fit a nearby daycare

center. When Home Depot stopped carrying the shutters, the city of Deerfield

Beach began recruiting among local businesses for donations of additional

shutters to continue the program.

Evaluation Information:

The entire hazard mitigation program of the city of Deerfield Beach recently

received the Florida Emergency Managers Award for preparedness. Adopt a

House has received positive publicity in the local media.

Annual Budget:

None given.

Sources of Funding:

Shutters will continue to be donated by local businesses.
13

Public/Private Emergency

Management Communication

Partnerships

Contact:

David Byron

Director

Community Information

County of Volusia

123 West Indiana Avenue

DeLand, FL 32720

Tel: 904–822–5062

Fax: 904–822–5072

E-mail: dbyron@co.volusia.fl.us

Program Type:

Public/private partnerships

for crisis communication.

Target Population:

Residents of, and visitors to,

Volusia County and surrounding areas.

Setting:

Volusia County Emergency

Operations Center; local

television and radio stations.

Project Startup Date:

1996.

Program Description:

Volusia County formed partnerships with WCEU, the local public broadcasting station, and Black Crow Broadcasting, the largest radio group in the area,

to ensure that residents and visitors will have a dedicated information source

before, during, and after a disaster.

The contract with WCEU makes the PBS station the Official Emergency Public

Information Station and dedicates the resources of the station in the event of a

widespread community disaster. Time and type of broadcasts vary according

to need, and may include detailed maps of flood zones, tornado strikes, or

other information. The two partners also split the $10,406.50 cost of PictureTel

LiveWare, a full-color, full-motion, simultaneous live video and audio communication software package that can be used to provide live updates from the

County’s Emergency Operations Center (EOC) on WCEU.

The agreement with Black Crow Broadcasting allows the company’s four radio

stations to call themselves the Official Emergency Public Information Stations

of Volusia County. This enables Volusia County to provide immediate crisis

communications to the area, while Black Crow Broadcasting has the only

media person with permanent access to the EOC.

The overall effectiveness of Volusia County’s public information during the

wildfires of June and July 1998 is directly related to these public/private

partnerships. It proved to be an effective low-cost way to give Emergency

Management personnel an additional outlet for communicating with the

public. Through online communication, WCEU has shared this agreement

with other PBS stations, and two of these stations have formed similar partnerships in their communities.

Evaluation Information:

Volusia County Community Information received the 1998 Media Award from

the Florida Emergency Preparedness Association for showing foresight in the

advancement of public awareness and planning and response to wildfires.

WCEU and Black Crow Broadcasting both received positive feedback from

the public.

Annual Budget:

$10,000.

Sources of Funding:

This is a line item in the county’s Emergency Management budget, which is

funded by local property tax revenue.

FLORIDA
14

Community Disaster Information

Web Page

Contact:

Holly E. Smith

Community Information

Specialist

Volusia County Community

Information

123 West Indiana Avenue

DeLand, FL 32720

Tel: 904–822–5062

Fax: 904–822–5072

E-mail: hsmith@co.volusia.fl.us.

Program Type:

World Wide Web site.

Target Population:

Citizens of Volusia County and

nearby areas, and members of

the media worldwide.

Setting:

The Internet.

Project Startup Date:

1998.

Program Description:

Volusia County uses its World Wide Web site to provide local residents who

have Internet access with up-to-date evacuation, shelter, road closing, and other

preparedness information during times of crisis. New organizations worldwide—

as well as local residents who are temporarily out of the area or family members

of local residents—also have direct access to timely information.

During the wildfires of June and July 1998—which burned 140,000 acres of

land and threatened 29,000 residences—the site recorded 4.4 million hits and

received 1,000 e-mails in 20 days. Peak usage took place on July 2, when

894,107 hits by 19,929 users were documented. The site’s administrator, from a

location inside the County Emergency Operations Center, posted up-to-theminute information that included news releases, situation reports, maps,

evacuation routes, and road openings and closings. County public information

officers referred out-of-area media to http://volusia.org, which gave them

more time to focus on the needs of local residents and local media.

Evaluation Information:

The Web site received the Savvy Award from the City, County, Communication

and Marketing Association for best technical services and the 1998 Media

Award from the Florida Emergency Preparedness Association for showing

foresight in the advancement of public awareness and planning and response

to wildfires. The National Association of County Information Officers has

awarded the Web site a first-place award 2 years in a row.

In a post-fire survey of Central Florida news media, Volusia County received a

rating of 8 of 10 for overall public information effectiveness. The Orlando

Sentinel called the Web site the best in the State, saying: “Emergency officials

everywhere should take note. This is a textbook example of how it should be

done.”

Annual Budget:

None given.

Sources of Funding:

Local tax revenue.

FLORIDA
15

First Coast Disaster Council

Contact:

Carolyn E. Abell

Senior Emergency Preparedness

Planner

Office of Emergency

Preparedness

Jacksonville Fire and Rescue

Department

515 Julia Street

Jacksonville, FL 32202

Tel: 904–693–2472

Fax: 904–630–7820

E-mail: cabell@coj.net

Program Type:

Emergency preparedness and

response partnership.

Target Population:

Approximately 800,000 Northeast Florida residents.

Setting:

Any disaster location, especially

mass casualty incidents, in

Northeast Florida.

Project Startup Date:

November 1979.

Program Description:

The First Coast Disaster Council responds to the need for continuing and coordinated medical planning for disaster response in Northeast Florida. Member

organizations include local hospitals, private ambulance companies, air ambulances, the Duval County Public Health and Emergency Preparedness Departments, military medical support organizations, Jacksonville Fire and Rescue, the

Jacksonville Sheriff’s Office, Jacksonville International Airport, the American Red

Cross, and Amateur Radio Emergency Services.

Council goals include:

• Facilitating cooperation among local hospitals, medical professionals,

industry, government organizations, and other agencies.

• Developing and documenting policies and procedures.

• Establishing a basis for the preparation and maintenance of detailed disaster plans for every hospital and emergency medical service.

• Disseminating information regarding hospitals’ preparedness to handle

mass casualty incidents.

• Establishing and maintaining links between hospitals and the onsite management of mass casualty incidents.

• Defining the duties, responsibilities, and functions for each member organization in a mass casualty incident.

• Supporting and promoting a countywide effort to establish, staff, equip, and

maintain shelters designated for Special Medical Needs personnel during a

hurricane or other disaster requiring either limited or general evacuation.

The council holds a Mass Casualty Exercise every October that provides a chance

for the entire regional response system to rehearse its procedures. The exercise

receives community support that includes volunteer “victims” from local schools,

support from nursing school students and faculty, donations of food and beverages from local merchants, and provision of refreshments to participants by the

Salvation Army and the Red Cross.

The council also served as the nucleus of the planning effort for development

and implementation of the Metropolitan Medical Strike Team (MMST) to cope

with terrorist use of weapons of mass destruction. MMST was designated and

funded under the Federal Domestic Preparedness Program.

Evaluation Information:

During the 1997 Mass Casualty Exercise, independent evaluators rated the wide

range of participating agencies and their knowledge of the regional response plan

as excellent.

Annual Budget:

$2,500.

Sources of Funding:

Area hospitals and the Jacksonville Port Authority pay annual dues that are

prorated according to the size of the organization and range from $130 to $325.

FLORIDA
16

Neighborhood Emergency Team

Outreach

Contact:

Ronald J. Ruback

Hazard Mitigation Coordinator

City of Deerfield Beach

150 Northeast Second Avenue

Deerfield Beach, FL 33441

Tel: 954–480–4249

Fax: 954–422–5812

E-mail: rruback@

 deerfieldbch.com

Program Type:

Neighborhood emergency

teams.

Target Population:

The 50,200 residents of

Deerfield Beach.

Setting:

Deerfield Beach.

Project Startup Date:

1999.

Program Description:

The city of Deerfield Beach holds block parties throughout the city to educate

residents about Neighborhood Emergency Teams (NET) and recruit team

members. Using a grid system to ensure coverage, the city plans to hold

parties throughout the entire metropolitan area. In addition to having an

enjoyable time at the party, residents learn about NET, training that they can

take, and ways in which they can help. During the first 72 hours after a

disaster, a specific area’s NET will coordinate and triage resources, possibly

put out small fires, and generally help the neighborhood to be self-sufficient.

The program is based on the premise that most residents want to help after a

disaster, but do not know what they can do.

Evaluation Information:

As a result of this program, 45 persons have taken CERT training and 41 have

taken a CPR course in preparation for joining their local NET. The program has

received positive feedback from residents.

Annual Budget:

$5,000.

Sources of Funding:

FEMA, with donations of food from local businesses and residents.

FLORIDA
17

Fayette County Government

Industry Self-Assessment Program

Contact:

Pete Nelms

Captain

Fayette County Local Emergency Planning Committee

140 Stonewall Avenue

Fayetteville, GA 30214

Tel: 770–461–1321, ext. 172

Fax: 770–460–6396

E-mail: peten@

 admin.co.fayette.ga.us

Program Type:

Industrial self-assessment for

mitigating, preparing for,

responding to, and recovery

from industrial accidents.

Target Population:

Industry, government responders, and the general public

(100,000 residents).

Setting:

Industrial areas and manufacturing plants located in highly

populated residential areas that

could be affected by industrial

accidents.

Project Startup Date:

1999.

Program Description:

The Fayette County Government Industry Self-Assessment Program assesses

the level of emergency planning taking place among industries in Fayette

County and also assists businesses with planning. The program takes an allhazards approach to emergency planning at high-profile facilities at which an

incident could have potentially catastrophic effects.

The program’s goals and objectives are to:

• Ensure that businesses are planning for emergencies.

• Provide planning assistance to businesses as needed.

• Develop emergency plans that include hazardous materials response, terrorism reaction, evacuation, and emergency action plans; fire protection systems;

training; and communication and coordination with first responders.

• Allow industries to identify and correct weaknesses in their overall emergency plans.

All businesses that successfully complete the assessment process receive an

achievement award from the Fayette County Local Emergency Planning

Committee (LEPC) and Resource Council. The LEPC and council committee

have targeted 11 facilities. Five have completed the assessment process, while

two more are in the midst of the process. Once the high-hazard businesses

have completed the assessment, plans will be made to include other businesses

in the process. These first-year scores, which averaged in the 90-percent range,

are used to set a baseline standard on the safety of the industries’ program.

The businesses can use information in the assessment to improve from year to

year and ultimately meet all of the goals and safety objectives.

The Self-Assessment Program decreases the likelihood of an industrial accident that could potentially affect the community. It has already reduced the

number of responses—particularly for hazardous materials—in the industrial

basin. The program is designed for all industries and can be replicated in any

community. Members of the Fayette County Resource Council Board, a

nonprofit organization created to identify resources in the event of an industrial incident, volunteer their time to develop, implement, and review the

assessments.

Annual Budget:

$2,000 for the self-assessment program.

Sources of Funding:

The program is administered by volunteers using LEPC and council funding.

GEORGIA
18

School Safety Project

Contact:

Karen Franklin

State School Safety Coordinator

Georgia Emergency Management Agency

P.O. Box 18055

Atlanta, GA 30316–0055

Tel: 404–635–7244

Fax: 404–635–7205

E-mail: kfranklin@

 gema.state.ga.us

Program Type:

School safety.

Target Population:

Local education, emergency

management, and public safety

agencies.

Setting:

Statewide.

Project Startup Date:

1998.

Program Description:

The School Safety Project includes nine programs that cover various aspects of

emergency management as it affects schools. Each program includes a lesson

plan, a program outline, handouts, slides, overheads, and instructor notes.

Descriptions of each unit are available from the Georgia Emergency Management Agency (GEMA) and include program objectives, target audience,

length, and an outline. Program titles are: “Building a Prevention Strategy,”

“Community’s Role in School Safety,” “Comprehensive School Emergency

Management” (under development), “Contemporary Issues in Georgia

Schools,” “Crisis Response and Recovery,” “Emergency Management for

Schools,” “Emergency Operations Planning for Schools,” “School Bomb Threat

Management,” and “Visual Screening in the School Setting.”

GEMA has also prepared Emergency/Disaster Preparedness—A Planning Guide, a

comprehensive 50-page guide to assist local school systems and individual

schools (both public and private), in reaching preparedness objectives through

the development of a comprehensive emergency/disaster plan. The GEMA

guide complements requirements and guidelines provided by the Georgia

Department of Education, and covers the roles of various agencies and staff in

planning and response, developing a plan, guidelines related to specific hazards

and emergencies, and emergency preparedness education. Approximately 8,200

persons received training under this program in the last 12 months.

Evaluation Information:

This program was a finalist for the Council of State Governments Innovation

award.

Annual Budget:

None given.

Sources of Funding:

None given.

GEORGIA
19

Chemical Safety Awareness Week

Contact:

Steve Robertson

Director

Marion County Emergency

Management Agency

47 South State Street

Indianapolis, IN 46201–3876

Tel: 317–327–3900

Fax: 317–327–7508

E-mail: R3072@indygov.org

Program Type:

Public education.

Target Population:

Residents of the city of Indianapolis and Marion County.

Setting:

Indianapolis and Marion

County.

Project Startup Date:

1997.

Program Description:

Chemical Safety Awareness Week, a concentrated effort aimed at boosting

overall public awareness of hazardous materials, takes place during the first

week of November. The Local Emergency Planning Committee works in a

nonprofit partnership with Industry Partners for Safety Awareness (IPSA), a

consortium of local industrial firms dedicated to public safety education

efforts and outreach, to plan the event. Chemical Safety Awareness Week goals

include raising public awareness of chemicals handled, manufactured, and

stored in the Marion County area, without increasing public concern, and

educating the public about what to do in the event of a chemical emergency.

Chemical Safety Awareness Week 1998 focused on Sheltering-in-Place, a

relatively new type of safety precaution. A 30-minute talk show on WCTY

Channel 16, a local public safety television station, focused on Sheltering-inPlace, and was repeated several times in subsequent months. Other media

exposure in 1998 included 13 television news interviews, five radio interviews,

and two print articles in the Indianapolis Star/News.

The partnership uses existing educational materials and delivery methods

when appropriate, but also creates new materials and methods as needed. The

latter included the 1998 publication of emergency information in the front

portions of the Ameritech Yellow Pages, placing information in the homes and

businesses of approximately 800,000 local residents. The educational materials

used are specific to the Marion County area, but the ideas and strategies used

could be easily duplicated elsewhere.

Evaluation Information:

The program and some of its participants have been recognized by the Indiana

State Emergency Response Commission.

Annual Budget:

None given.

Sources of Funding:

The first year of the program was funded by a U.S. Environmental Protection

Agency grant. The second year was funded largely by IPSA.

INDIANA
20

Tippecanoe County Animal Care

Referral Plan

Contact:

Steve Wettschurack

Director

Tippecanoe County Emergency

Management Agency

629 North Sixth Street

Lafayette, IN 47901

Tel: 765–742–1334

Fax: 765–742–0975

E-mail: tema@nfe.com

Program Type:

Community coordination of

emergencies involving animals.

Target Population:

The 140,000 residents of

Tippecanoe County.

Setting:

Tippecanoe County, including

the cities of Lafayette and West

Lafayette.

Project Startup Date:

1996.

Program Description:

The Tippecanoe County Animal Care Referral Plan provides referrals to community resources, supply centers, and persons in the community who will provide

care to animals whose owners have been affected by disaster. Calls regarding any

emergency that affects animal victims are directed through a single contact phone

number—publicized at trade shows, at the county fair, and in the local telephone

directory—at the local dispatch center. The majority of calls are forwarded 24 hours

a day to the local Humane Society, where trained volunteers are available to prioritize needs and contact appropriate local resources. Services available under the

plan include temporary housing for pets and livestock, veterinary care, supervision of animals housed in community shelters, wildlife rehabilitation, temporary

removal of pets from homes involved in domestic disputes, and mental health

counseling for persons grieving the loss of an animal. The list of participating

persons and agencies is updated as part of biannual training exercises by the

Tippecanoe County Chapter of the American Red Cross.

The plan has been activated in response to several emergencies since its

inception, including during blizzards in 1998 and 1999 when approximately

500 persons needed shelter. In 1988, 180 individuals and 13 families with pets

were assisted; in 1999, two shelters housed a total of 500 persons, including 18

families with pets. It has also been activated in response to house fires, traffic

accidents, and domestic disputes.

The plan was developed by a committee including representatives from the

Tippecanoe County Emergency Management Agency, local law enforcement

departments, local city and volunteer fire departments, the American Red Cross,

the Humane Society, Animal Control, the Cooperative Extension Service, the

Tippecanoe County Health Department, the American Kennel Club, the Cat

Fanciers’ Association, local veterinarians, and local horse and livestock owners.

Similar programs could readily be developed in comparable communities.

Evaluation Information:

The plan has been endorsed by the Tippecanoe County sheriff’s office and

received recognition from the American Red Cross, National Headquarters, as a

model working program to care for animals and their owners during disasters.

Local veterinarians, feed and pet stores, and breed associations have stated

that this plan is an opportunity to improve responsible animal ownership.

Annual Budget:

None given.

Sources of Funding:

Local sponsors paid for the printing of public education brochures. Extraordinary

expenses incurred by participating agencies are addressed as needs arise. To date,

these expenses have been covered by local fundraising activities. Expenses might

also be included in an agency’s annual budget request or covered by matching

State or Federal disaster funds. Volunteers provide assistance.

INDIANA
21

STORMWATCH

Contact:

Walter E. Wright

Director of Emergency

Management

Linn County Emergency

Management Agency

50 Second Avenue Bridge

Cedar Rapids, IA 52401

Tel: 319–363–2671

Fax: 319–398–5316

E-mail: linnema@jmbest.net

Program Type:

Mutual aid partnership.

Target Population:

The 190,000 residents of Linn

County, Iowa.

Setting:

Countywide.

Project Startup Date:

1990.

Program Description:

Through this partnership, the Linn County Firefighters Association serves as the

“eyes and ears” of the Linn County Emergency Management Agency (EMA)

during weather-related and other emergencies. The EMA sends out one page

that alerts more than 400 firefighters who set up STORMWATCH at predesignated

locations throughout the county. The EMA provides general weather updates

and other necessary information from the Emergency Operations Center while

the firefighters report back on field conditions. Their reports help EMA decide

when to activate indoor and outdoor warning systems.

Because EMA has access to communitywide information, the 20 participating

volunteer fire departments have given the agency the authority to make call

out and recall decisions, to site the crews through their respective fire chiefs,

and to coordinate initial damage assessments during weather-related emergencies. Emergency radio traffic coordination switches from the county

sheriff’s department dispatchers to EMA for the duration.

Under the partnership agreement, EMA also coordinates the acquisition of

surplus equipment and material for the fire departments, and coordinates and

conducts nonfire training such as mass casualty drills and hazardous materials

training. EMA also provides information on additional training opportunities,

while Firefighters Association representatives participate in discussions on

training, equipment, exercises, and other emergency management issues that

might affect rural areas.

EMA also coordinates emergency shelter for stranded motorists in designated

fire stations along interstate and other major highways during severe winter

weather.

This program can be duplicated anywhere that firefighting and emergency

medical services radio frequencies are available to an emergency management

association. Several neighboring counties have requested assistance in setting

up similar partnerships.

Annual Budget:

$1,000.

Sources of Funding:

This is a line item in the EMA operational budget.

IOWA
22

KENTUCKY

Floodplain Compensation Basins

Contact:

Robert F. Smith, P.E.

Chief Stormwater Engineer

Louisville and Jefferson County

Metropolitan Sewer District

700 West Liberty Street

Louisville, KY 40203–1911

Tel: 502–540–6206

Fax: 502–540–6562

E-mail: smithr@msdlouky.org

Program Type:

Construction and operation

of regional floodplain detention basins for stormwater

management.

Target Population:

Residents and businesses

located near floodplains.

Setting:

Countywide.

Project Startup Date:

1997.

Program Description:

Under the Floodplain Compensation Basins program, the Louisville and

Jefferson County Metropolitan Sewer District (MSD) oversees the development and operation of regional floodplain detention basins constructed and

paid for by private developers. Floodplain storage volume created under this

program is sold to new developments to offset the impacts of filling in the

floodplain and/or increases in runoff volume. This mitigation is required by

the community’s floodplain ordinance and development code, which allows it

to be provided through floodplain “banks.” To help offset existing flooding

problems, 20 percent of the total volume created in the bank is reserved by the

community and cannot be sold. MSD accepts ownership of the basin after the

private developer sells the remaining 80 percent. MSD also reserves the option

to purchase additional volume at market rates.

The basins are located in the most floodprone area of Jefferson County, where

more than 5,000 structures are located. A minimum of 50 acre-feet in size, they

are designed as sidesaddle basins adjacent to a major stream and also are

designed to provide recreational, wetlands, and habitat functions. The wetlands are regulated by the U.S. Army Corps of Engineers. One basin has been

built, a second is in the permit stage, and three others are being designed.

Evaluation Information:

The Metropolitan Sewer District has given presentations on the program to the

U.S. Army Corps of Engineers, the U.S. Fish and Wildlife Service, the Association of State Floodplain Managers, the National Association of Flood and

Stormwater Management Agencies, and the Project Impact Summit; all

responded positively.

Annual Budget:

Since the basins are built with private investment funding, the program is

expected to reduce flood damages at almost no cost to the community.

Sources of Funding:

The Economic Development Administration provided a $1 million startup

grant to help fund the cost of the first basin. MSD paid the remainder of the

cost of that basin, but will be reimbursed as development occurs.
23

Kentucky Community Crisis

Response Board (KCCRB) Crisis

Intervention Team

Contact:

Renelle Grubbs

Executive Director

Kentucky Community Crisis

Response Board

612–B Shelby Street

Frankfort, KY 40601–3466

Tel: 502–564–0131

Fax: 502–564–0133

E-mail: kyccrb@

 bngc.dma.state.ky.us

Program Type:

Safe schools initiative.

Target Population:

Student survivors of disaster;

emergency workers.

Setting:

Statewide.

Project Startup Date:

1998.

Program Description:

Under 1998 school safety legislation, the Kentucky Department of Education

and the Kentucky School Board Association authorized the KCCRB to train

school district personnel in crisis preparedness management and crisis recovery.

The legislation mandates safety assessment and safety plans for all schools and

school districts; KCCRB played an instrumental role in developing the prototype for plans that provide for crisis counseling following any type of school

emergency or disaster. KCCRB helped direct the program startup and provided fundamental training to the State’s safe school board and the Kentucky

School Board Association.

Each school develops its own preparedness plan and puts together a response

team based on its specific needs. The school team in turn should create an

additional unit, called a resource team, which consists of representatives from

community mental health organizations, pastors and youth ministers, parent

volunteers, and emergency management personnel. KCCRB can also be called

in to provide additional services as needed. KCCRB’s free, confidential services,

provided by teams of mental health professionals and designated emergency

services peers, are available 24 hours a day. In the first 3 months of 1999,

KCCRB responded to five school-related emergencies.

KCCRB presented the safe school program and the overall KCCRB system in

December 1998 to a national gathering of State mental health directors, and

has helped create similar safe schools programs in Illinois and South Carolina.

Evaluation Information:

KCCRB routinely issues a client satisfaction survey to all organizations that

request KCCRB team activation. One hundred percent of responses have been

in the “very helpful” range. Numerous unsolicited letters of thanks and

encouragement have been received by emergency workers, school leaders,

and families.

Annual Budget:

$200,000.

Sources of Funding:

All operating funds are provided by the State of Kentucky.

KENTUCKY
24

Marine Incident Resources &

Training (MIRT)

Contact:

Kenneth C. Shedden

Chief

Everett Fire Department

384 Broadway

Everett, MA 02149

Tel: 617–394–2348

Fax: 617–389–1802

Program Type:

Shipboard firefighting training.

Target Population:

Firefighters; local residents.

Setting:

New England seacoast from

Maine to Rhode Island.

Project Startup Date:

February 1996.

Program Description:

MIRT was started as a result of a shipboard fire on board a carrier in Everett,

Massachusetts, on February 6, 1996. The initiative was started by local fire department chiefs and emergency managers in cooperation with the Massachusetts Port

Authority (Massport), the U.S. Coast Guard Marine Safety Office, Massachusetts

Emergency Management Agency (MEMA), the Massachusetts Maritime Academy,

and the Massachusetts Fire Academy. It has grown to include approximately 70

fire departments, several additional Federal and State public safety agencies, and

a number of private organizations, including the National Fire Protection Association. It includes organizations from four States (Maine, Massachusetts, New

Hampshire, and Rhode Island) and three Coast Guard Districts.

The initiative seeks to improve response capabilities for the following:

• Fishing vessel casualties. The majority of shipboard fires in the Boston

zone occur on fishing vessels.

• Passenger vessel casualties. Passenger vessels are the leading source of

injuries and the second-leading source of shipboard fire casualties in the

Boston zone.

• Tank vessel casualties. Tank ships make approximately half of the deepdraft port calls in the Boston zone.

• Container ship casualties. Cargoes in containers are involved in a large

portion of hazardous material incidents.

• Engine room fires. Approximately half of local shipboard fires involved the

vessel’s engine room.

The strategic planning committee develops and recommends long-range goals

to promote marine firefighting and incident response preparedness. The

training committee trains firefighters, evaluates training needs, and develops

programs. The exercise committee plans and develops drills. The resources

and research committee provides local, State, and Federal authorities with an

inventory of MIRT member agency resources and researches marine incidents,

best practices, and technological advances. The finance committee receives and

disburses all MIRT funds. MIRT is working with similar organizations in

Hampton Roads, Virginia; Philadelphia and its Delaware suburbs; Portland,

Oregon; and Seattle, Washington, to form a national group.

Evaluation Information:

This program has received an award from the U.S. Coast Guard for progress in

promoting public safety through the cooperative effort of organizing numerous Federal, State, and local government agencies and maritime industries in

preparation for shipboard firefighting and other maritime incidents.

Annual Budget:

No specific budget; program costs for 1998 totaled $20,000.

Sources of Funding:

Massport Authority, Maritime Division; U.S. Coast Guard; and corporate sponsors.

MASSACHUSETTS
25

Contact:

David McMillion

Director

Maryland Emergency Management Agency

2 Sudbrook Lane East

Pikesville, MD 21208

Tel: 410–486–4422

Fax: 410–486–1867

E-mail: dmcmillion@

 mema.state.md.us

Program Type:

Emergency response coordination for hurricane preparedness.

Target Population:

Residents of and visitors to the

Delaware-Maryland-Virginia

(DelMarVa) peninsula.

Setting:

DelMarVa peninsula.

Project Startup Date:

May 1997.

Program Description:

Members of State and local emergency management agencies and departments

of transportation, the American Red Cross, the National Weather Service, State

police, and the U.S. Coast Guard voluntarily met and created the DelMarVa

Emergency Task Force. The goal of the task force is to improve hurricane

preparedness in a geographic region known as the third most difficult in the

Nation to evacuate. The task force steering committee meets quarterly, and has

four individual work groups that focus on communications, education,

planning, and resources and recovery, respectively. All activities have been

carried out within State and local agency budgets.

In less than 2 years, the task force has drafted an emergency response plan;

identified a common communications channel; used a Geographic Information

System to develop an emergency planning map showing hurricane surge

areas, evacuation routes, and shelter locations; circulated the map to State

agencies, local emergency managers, the American Red Cross, and the National

Weather Service for emergency planning and response; and produced

a brochure describing the purpose and activities of the task force.

A modified tabletop exercise called “DelMarVa Response ’99,” based on a

simulated Category 3 hurricane approaching the peninsula, took place in

June 1999.

Evaluation Information:

The governors of the three affected States have signed a proclamation declaring the program “a great asset to our citizens and our States.”

Annual Budget:

None given.

DelMarVa Emergency Task Force

(DETF)

MARYLAND
26

Event-Based Science (EBS) Project

Contact:

Russell G. Wright

Project Director

Montgomery County Public

Schools

850 Hungerford Drive

Rockville, MD 20850

Tel: 301–279–3339

Fax: 301–279–3153

E-mail: russ@

 eventbasedscience.com

Program Type:

Curriculum.

Target Population:

Middle school students.

Setting:

Middle schools throughout

the United States.

Project Startup Date:

1992.

Program Description:

EBS, a new way to teach science to middle school students, had its origins in

Hurricane Hugo and the 1989 San Francisco earthquake. In September of that

year, Montgomery County, Maryland, science teacher Russell Wright began

using videotapes of breaking news coverage on Hurricane Hugo to stimulate

student questions and interest in meteorology. A month later, a 6.9 magnitude

earthquake hit San Francisco during game three of the World Series, and

Wright again used news footage to interest his students in the structure of the

earth and plate tectonics.

Wright’s technique led to the development of a proposal and the award of a

$1.3 million grant from the National Science Foundation (NSF) to develop

the first nine modules in the series. An additional $850,000 grant in 1995 led

to additional modules. Each unit starts with television news coverage of an

actual event, then sets out student tasks in the context of the event. In order

to complete their assignments, students must learn more about the science

behind the event. NBC provides news clips and USA Today provides print

articles for each unit.

Disaster-related titles in the series include Asteroid!, Blackout!, Blight!, Earthquake!, Fire!, Flood!, Hurricane!, Oil Spill!, Outbreak!, Tornado!, Toxic Leak!, and

Volcano! All units include a student edition, a teacher edition, and an accompanying videotape and can be ordered directly from the publisher or from online

(Web-based) retail booksellers. The EBS Institute, Inc., in Montgomery County

provides training workshops to teachers, and NSF also offers training at

various sites around the country.

The latest information on the program can be found on the Internet at

www.eventbasedscience.com.

Evaluation Information:

EBS has been recognized by the U.S. Department of Education, the National

Science Teachers Association, NSF, and the National Aeronautics and Space

Administration (NASA).

Annual Budget:

Cost per instructional unit is $264 or less per class.

Sources of Funding:

Materials were developed using grants from NSF and NASA.

MARYLAND
27

Civilian Fire Academy

Contact:

Tom Lindeman

Captain/Training Instructor

Sterling Heights Fire

Department

41625 Ryan Road

Sterling Heights, MI 48314

Tel: 810–726–7000

Fax: 810–726–7007

Program Type:

Civilian fire academy.

Target Population:

The 120,000 residents of Sterling

Heights.

Setting:

Fire stations.

Project Startup Date:

1998.

Program Description:

The Sterling Heights Fire Department introduced its Civilian Fire Academy to

increase fire safety awareness and expand public knowledge of the responsibilities of modern professional firefighters. The 5-week course, which consisted of 15 hours of training, was the first civilian fire academy offered in

Michigan.

The 15 academy participants trained side-by-side with instructors and

firefighters and gained some firsthand experience with firefighting. Academy

subjects included firefighting personal protective equipment, self-contained

breathing apparatus, ground and aerial ladders, vehicle extrication, search and

rescue, cardiopulmonary resuscitation, fire prevention, and fire safety education. Participants are not fire certified and are unable to fight fires like professionals. At the end of the course, they were offered the opportunity to do a

ride-along shift of 8 hours (or shorter) with a local engine company.

Evaluation Information:

Each academy participant completed a detailed course evaluation form;

responses were overwhelmingly positive. Participants presented the fire

department with a plaque to express their appreciation and wrote numerous

letters of thanks.

Annual Budget:

Budget includes 68 paid work hours for instructors and $170 for refreshments,

certificates, and photos.

Sources of Funding:

Sterling Heights Fire Department budget item. Used firefighting equipment

was issued to participants at no additional cost.

MICHIGAN
28

MINNESOTA

Fire Chiefs’ Assistance and

Support Team (FAST)

Contact:

David A. Kapler

Chief

Minnesota State Fire Chiefs’

Association

201 Fourth Street, SE, Room 10

Rochester, MN 55904

Tel: 507–285–8072

Fax: 507–280–4721

E-mail: dkapler@

 ci.rochester.mn.us

Program Type:

Management support for local

fire chiefs.

Target Population:

Approximately 830 fire chiefs

and fire departments in

Minnesota.

Setting:

Teams are located in the cities of

Duluth, St. Cloud, and Rochester.

Project Startup Date:

1998.

Program Description:

As a result of devastating floods and other large-scale and long-term disasters

throughout the State, the Minnesota State Fire Chiefs’ Association has created

three FAST teams of fire service professionals that can respond anywhere in

the State. The teams play a support role for local fire chiefs and assist them in

the event of an emergency situation—such as a tornado, flood, or major fire—

that taxes the local fire department’s strength and resources.

The FAST teams primarily benefit fire departments that do not have the depth

of management personnel to respond to emergencies or disasters that last over

an extended period of time. A responding team may consist of one to five

people, including: team leader (fire chief or other senior chief officer), team

clerk (team recorder and clerical assistant), operations officer, logistics officer,

finance officer, or technical support officer. A team member may fill more than

one of these functions; all team members assist with planning. The team may

assist in making an assessment of the incident, developing a plan for response,

mitigation, and recovery, or act as liaison with other local, State, and Federal

agencies. Consultation and technical support are also available over the

telephone.

Teams are located in Duluth, St. Cloud, and Rochester; these fire departments

were chosen based in part on their size, management structure, and location.

A number of other statewide agencies, including the associations of county

sheriffs, emergency managers, public works, and public utilities, are looking at

FAST Teams as a model. The Minnesota State Fire Chiefs’ Association can

provide literature and documents for the development of similar teams.

Evaluation Information:

Members of the teams have been asked to speak about the project throughout

the State and in other areas, including Toronto, Ontario, Canada.

Annual Budget:

$1,000 for brochures, travel, and training.

Sources of Funding:

Cost of deployment is covered by host cities.
29

Flood Buyout Program

Contact:

Jim Cole

City Administrator

City of Neosho

211 College Street

Neosho, MO 64850

Tel: 417–451–8050

Fax: 417–451–8065

Program Type:

Flood hazard mitigation.

Target Population:

The 11,000 residents of Neosho.

Setting:

Citywide.

Project Startup Date:

1997.

Program Description:

The city of Neosho is using a voter-approved local sales tax to complete a

flood buyout program used to create a greenway and, at the same time,

eliminate 26 floodprone residential properties. Following Missouri’s Great

Flood of 1993, Neosho executed an existing watershed plan, using a $1.4

million grant from the Hazard Mitigation Grant Program and $400,000 in city

funds to acquire 52 residential properties and start the greenway along

Hickory Creek and the High School Branch. When an additional 26 property

owners wanted to participate in the buyout program, the residents of Neosho

passed—by a 73.3-percent majority—a 3/8-of-1-percent local sales tax to fund

park, recreation, and storm drainage projects. NationsBank agreed to finance a

$1.5 million bond program to complete the buyout, with revenue from the

sales tax going to repay the bonds.

Evaluation Information:

The State Emergency Management Agency has nominated Neosho for

nongrant Project Impact status, and Neosho is under evaluation for grant

Project Impact status.

Annual Budget:

None given.

Sources of Funding:

NationsBank is financing approximately $1.5 million in bonds at 4.51 percent

interest that will be repaid with a voter-approved local sales tax.

MISSOURI
30

Missouri Governor’s Disaster

Resistant Community (DRC)

Initiative

Contact:

Beaufort C. Katt

Deputy Director

Missouri Emergency

Management Agency

2302 Militia Drive

Jefferson City, MO 65102

Tel: 573–526–9103

Fax: 573–526–9198

Program Type:

All-hazard mitigation plan.

Target Population:

Missouri residents.

Setting:

Statewide.

Project Startup Date:

1998.

Program Description:

In an effort to encourage all communities to become disaster resistant, the

Missouri Governor’s office has started naming communities that make

progress toward disaster resistant status as Missouri Disaster Resistant

Communities (DRCs).

Communities that continue to make progress receive consideration for Project

Impact designation from FEMA. Nongrant Project Impact status communities

can participate in a number of Project Impact activities, such as the Project

Impact national summit. Nongrant communities also prepare an All Hazard

Mitigation Plan and start the basic foundation for public/private partnerships.

An approximate 1-year period of nongrant status gives the community time to

bring the private sector on board before engaging in the activities that follow

designation as a grant community.

Following a community’s designation as a DRC, its local officials are invited to

the Governor’s office, where a proclamation signing ceremony is conducted.

This designation brings recognition and increased awareness of the disaster

resistance concept.

This project can potentially impact all Missouri residents as well as visitors to

the State.

Evaluation Information:

Missouri Governor Mel Carnahan has designated three local jurisdictions as

disaster-resistant communities. At least two more will be designated by the

end of 1999. Enhanced awareness of emergency management at the local level

is demonstrated by commitments by nine communities to develop All Hazard

Mitigation Plans and work toward developing partnerships to promote

disaster resistant communities.

Annual Budget:

None given.

Sources of Funding:

None given.

MISSOURI
31

Planning by Doing

Contact:

Frederick J. Cowie, Ph.D.

Liaison/Law Enforcement for

Terrorism

Montana Disaster and Emergency Services Division

1100 North Main

Helena, MT 59601

Tel: 406–841–3954

Fax: 406–841–3965

E-mail: fcowie@state.mt.us

Program Type:

Emergency action plan

development.

Target Population:

Firefighters, first responders,

and emergency medical services

(EMS) personnel.

Setting:

Rural areas and reservations

where most firefighters and

EMS personnel are volunteers

and law enforcement staffing is

small.

Project Startup Date:

1997.

Program Description:

The Planning by Doing program teaches participants to design emergency

action plans for various scenarios that might be faced by emergency responders in their rural areas. The 4-day program uses two educational materials

written by Frederick J. Cowie, Ph.D.: “Realistic Approaches to Hazardous

Materials Risk Management” and “A Visioning Approach to Exercise Design

in Extremely Rural (Frontier) Areas.”

On the first day, participants work in a group to define the parameters of an

incident. They are asked to think about their agency’s response to that incident

prior to the second session. In that session, participants list their agency’s key

response activities and discuss how these activities interact or interfere with

those of other agencies. On the third day, participants are asked to act as if data

on that incident have just come in and they have 15 to 20 minutes to design an

incident management system. The final day’s activities focus on designing

incident management systems for four additional scenarios, then teaching

participants how to use these exercises to develop more generic plans that can

be used in the event of actual incidents.

Evaluation Information:

The program has been well received by the Confederated Salish and Kootenai

Tribe and Pondera County, as well as firefighters, first responders, and EMS

personnel from Federal, tribal, State, local, and private agencies.

Annual Budget:

None given.

Sources of Funding:

FEMA, U.S. Environmental Protection Agency, and U.S. Department of Transportation hazardous materials grants; and FEMA and U.S. Department of

Justice terrorism grants.

MONTANA
32

OHIO

SKYWARN of Northwest Ohio

Contact:

Christopher Taylor

Net Control Officer

Lucas County Emergency

Management Agency

2144 Monroe Street

Toledo, OH 43624

Tel: 419–213–6503

Fax: 419–213–6520

Program Type:

Severe storm monitoring.

Target Population:

Approximately 900,000 persons

in seven northwestern Ohio

counties: Hancock, Lucas,

Ottawa, Sandusky, Seneca,

Wood, and Wyandot.

Setting:

Lucas County Emergency

Services Building in Toledo,

Ohio.

Project Startup Date:

1965.

Program Description:

SKYWARN, a network of more than 1,000 amateur radio volunteers, uses

these volunteers to spot severe weather and to relay reports to the National

Weather Service office in Cleveland. The Lucas County Emergency Management Agency (EMA) offered SKYWARN access to then-unused space for its

Net Control Station in 1995 when the Toledo office (home to SKYWARN for

30 years) of the National Weather Service closed.

The National Weather Service was able to provide funds for needed radios and

equipment while the EMA provided support for antennas, computers, software, telecommunications equipment, and a satellite weather service link for

real-time monitoring of severe storms. In March 1995, 4 days before the new

control center officially was completed, SKYWARN volunteers were called to

work when a series of severe storms struck the area.

Evaluation Information:

The Lucas County Board of Commission recognized SKYWARN for its Outstanding Public Service.

Annual Budget:

$2,500.

Sources of Funding:

This program is funded as a line item in the Lucas County EMA budget.
33

Preparedness—Taking It One Step

at a Time

Contact:

Michael J. Mumaw

Emergency Manager, City of

Beaverton

Office of Consolidated Emergency Management

P.O. Box 4755

Beaverton, OR 97076–4755

Tel: 503–642–0383

Fax: 503–642–4814

E-mail: mumawmj@tvfr.com

Program Type:

Employee and public education

program.

Target Population:

Local government employees,

local businesses and their

employees, and the general

public.

Setting:

City of Beaverton; Washington

County, Oregon; and neighboring States.

Project Startup Date:

1997.

Program Description:

This series of disaster preparedness flyers focuses on the theme “Preparedness—Taking It One Step at a Time.” The flyers consolidate general and

hazard-specific preparedness information derived from a variety of sources

into simple, easy-to-read documents. The materials touch on topics such as

family disaster supplies and preparedness activities, hunting for home hazards, taking an inventory of neighborhood resources, and motor vehicle

preparedness.

The flyers were designed by emergency managers from jurisdictions that

participate in the Washington County Office of Consolidated Emergency

Management (OCEM). One flyer was distributed each month to Washington

County employees over a 24-month period. The flyers were later numbered

and prepared for distribution to the general public.

The flyers can be obtained as electronic Microsoft PowerPoint files, as blackand-white camera-ready copy, or in ready-to-distribute color format. Recipients of electronic files may change agency logos and make other modifications

as needed to tailor the flyers for local use.

Evaluation Information:

The chair of the Regional Emergency Management Technical Committee has

written a letter of commendation.

Annual Budget:

None given.

Sources of Funding:

Reproduction costs are covered under normal overhead operating costs and

reprographics budgets. OCEM is considering establishing partnerships with

local businesses to develop and reproduce the flyers in a booklet format.

OREGON
34

What Is Emergency Management

and How Am I Involved?

Contact:

Michael J. Mumaw

Emergency Manager

Office of Consolidated Emergency Management

P.O. Box 4755

Beaverton, OR 97076–4755

Tel: 503–642–0383

Fax: 503–642–4814

E-mail: mumawmj@tvfr.com

Program Type:

Employee education program.

Target Population:

City employees.

Setting:

Citywide.

Project Startup Date:

1999.

Program Description:

What Is Emergency Management and How Am I Involved?, a 20-page photocopied

booklet, educates city employees about Beaverton’s emergency management

program and their role in the program. Its easy-to-read format includes

graphics and bulleted text, and covers topics such as the reasons for emergency management, the need for a comprehensive program, program organization, and emergency definitions. All present city employees have received a

copy of the booklet, and it will be added to the new employee orientation

package.

Although the booklet was developed for Beaverton, its basic outline can be

used by other jurisdictions to develop program-specific versions. Beaverton

has sent electronic files to several jurisdictions for that purpose.

Evaluation Information:

Oregon’s State Training Officer (STO) has requested a digital copy to share

with FEMA Region X and other STOs.

Annual Budget:

None given.

Sources of Funding:

Reproduction costs are covered under normal overhead operating costs and

reprographics budgets.

OREGON
35

SOUTH CAROLINA

After the Fire

Contact:

Frederick A. Tetor

Chief

Mount Pleasant Fire Department

100 Ann Edwards Lane

P.O. Box 745

Mount Pleasant, SC 29464

Tel: 843–884–0623

Fax: 843–849–2060

Program Type:

Assistance to fire victims.

Target Population:

The 45,000 residents of Mount

Pleasant and the surrounding

area.

Setting:

Mount Pleasant and the surrounding area.

Project Startup Date:

1992.

Program Description:

In 1987, Frederick Tetor, then an assistant fire chief with the Mount Pleasant

Fire Department, suffered a structure fire in his home. In the aftermath of the

fire, he found himself unsure what to do next and where to turn for assistance,

housing, and insurance needs.

When Tetor became chief, he instituted After the Fire as part of the department’s

Operation Safety Awareness for Everyone (Operation S.A.F.E.) program. Overall, the program assists victims with recovery, provides enhanced salvage and

overhaul operations, cleans the structure, removes debris, and reduces overall

property damage loss.

While a fire is still in progress, a member of the fire department takes the

homeowner aside and explains in detail the tasks the firefighters are doing

(such as ventilating gables or outing doors and windows) and why these tasks

need to be done. The fire department works to determine the family’s immediate needs for medication, food, and shelter, and the location of important

insurance papers.

When the scene is safe, a member of the fire department walks the homeowner

through the home, providing a firsthand look at the damage. The fire department offers assistance in calling a family’s pastor or the department’s chaplain,

the American Red Cross for shelter and food, and the Mount Pleasant police

department for security. Over the course of the next several days, the fire

department works with the homeowner and the insurance agent to vacuum

water out of the house, mop floors, and dry carpets. Mount Pleasant’s public

service department provides work crews and dumpsters to assist with the

cleanup and with boarding windows and doors, and the police maintain

regular security patrols.

This program is provided at no cost to the homeowner; these tasks are part of

firefighters’ regular duties and are planned into daily departmental operations. This program could easily be duplicated anywhere that fire, police, and

public service departments work together to provide interagency support.

Evaluation Information:

Several insurance companies have commended the fire department for its

efforts, and numerous homeowners have written letters of thanks to the fire

department or local newspapers.

Annual Budget:

None given.

Sources of Funding:

Assistance provided as needed by the American Red Cross.
36

VIRGINIA

Virginia Disaster Recovery

Task Force

Contact:

Selby C. Jacobs

Task Force Coordinator

Virginia Department of

Housing and Community

Development

501 North Second Street

Richmond, VA 23219

Tel: 804–371–7070

Fax: 804–371–7090

E-mail: sjacobs@

 dhcd.state.va.us

Program Type:

Long-term disaster recovery

activities.

Target Population:

Any resident or business

suffering as a result of disaster.

Setting:

Statewide.

Project Startup Date:

1996.

Program Description:

The Virginia Disaster Recovery Task Force ensures that the needs of Virginia

communities and residents affected by disasters are met. The task force helps

communities develop their own local disaster recovery task forces and will

offer additional resources on a case-by-case basis when community resources

are exhausted or when individuals still have unmet needs after applying for

State and Federal assistance. The task force operates through local groups that

use State, local, private, and volunteer resources—from financial assistance

and home repair to supplies and household items such as food and clothing—

to assist individuals and families.

A local group is created when a community’s business and financial leaders

and representatives from faith-based organizations, the American Red Cross,

the Salvation Army, and other nonprofit and charitable organizations join

together. The local group then develops an overall coordinated recovery plan.

Emergency services should be involved but not take the lead in this endeavor.

The focus is on building local recovery groups for the following reasons:

• Local groups can respond much more quickly and efficiently.

• They have the knowledge needed to draw on local resources.

• Local groups will know the areas most likely to have residents with unmet

needs and be better able to decide where resources are needed.

By early 1999, 38 local task forces had been established. Several States have

contacted Virginia for information that may result in similar programs.

Evaluation Information:

The task force was created in response to flood damage caused by Hurricane

Fran and it proved an effective approach to reaching individuals’ unmet

needs. The program was included in FEMA’s Recovery From Disaster: Local

Recovery Guide, which was used at the National Emergency Training Center.

The Virginia Department of Housing and Community Development has

recognized the task force in its quarterly newsletter.

Annual Budget:

None given.

Sources of Funding:

Administrative costs are shared by the Virginia Department of Housing and

Community Development and the Virginia Department of Emergency Services. Other funding comes from various State agencies and donations from

local businesses and financial institutions.
37

WISCONSIN

HAZMAT Transportation Study

Contact:

Greg Havel

Assistant Chief

Town of Burlington Fire

Department

32288 Bushnell Road

Burlington, WI 53105

Tel: 414–767–7429

Fax: 414–767–9391

Program Type:

Hazardous materials transportation study.

Target Population:

Racine County emergency

response agencies and residents

of the town and city of

Burlington.

Setting:

Burlington and the surrounding

rural area.

Project Startup Date:

1998.

Program Description:

Sean Hartwick, a 14-year-old Eagle Scout candidate, coordinated a hazardous

materials transportation study for Burlington as his service project. He organized more than 35 volunteers who contributed 310 service hours over a 3-day

period. During that time, they monitored three busy intersections between

7 a.m. and 7 p.m. Sean then worked with assistant fire chief Greg Havel—

who had approached Boy Scout Troop 334 about undertaking the study—to

compile a report that was distributed to area fire departments.

Evaluation Information:

The results of this study have been incorporated into the Racine County

Hazardous Materials Plan. Sean received a Certificate of Recognition from

Wisconsin Governor Tommy G. Thompson and was honored by the Racine

County Local Emergency Planning Committee.

Annual Budget:

None given.

Sources of Funding:

Area businesses donated beverages, supplies, shelter, and washroom facilities

for volunteers; printing costs; and the use of computers.

41

____________________________________ PROGRAM CONTACTS INDEX

Program Contacts Index

The program contacts in this Compendium are listed alphabetically below:

Carolyn E. Abell, 15

Dan Austin, 8

David Byron, 13

Russell C. Coile, 10

Jim Cole, 29

Frederick J. Cowie, 31

Karen Franklin, 18

Terry Gray, 6

Renelle Grubbs, 23

Greg Havel, 37

Gary Howell, 7

Selby C. Jacobs, 36

David A. Kapler, 28

Beaufort C. Katt, 30

Tom Lindeman, 27

Herb McElwee, 9

David McMillion, 25

Michael J. Mumaw, 33, 34

Pete Nelms, 17

Steve Robertson, 19

Ronald J. Ruback, 12, 16

Merritt D. Schreiber, 11

Kenneth C. Shedden, 24

Holly E. Smith, 14

Robert F. Smith, 22

Christopher Taylor, 32

Frederick A. Tetor, 35

Heather Westra, 5

Steve Wettschurack, 20

Russell G. Wright, 26

Walter E. Wright, 21
43

_______________________________________ PROGRAM TITLES INDEX

Program Titles Index

The program titles in this Compendium are listed alphabetically below:

Adopt a House, 12

After the Fire, 35

Black Pond Slough Detention Facility, 6

Chemical Safety Awareness Week, 19

Civilian Fire Academy, 27

Clay County Earthquake Preparedness and Mitigation Program, 7

Community Disaster Information Web Page, 14

DelMarVa Emergency Task Force (DETF), 25

Event-Based Science (EBS) Project, 26

Fayette County Government Industry Self-Assessment Program, 17

Fire Chiefs’ Assistance and Support Team (FAST), 28

First Coast Disaster Council, 15

Flood Buyout Program, 29

Floodplain Compensation Basins, 22

HAZMAT Transportation Study, 37

Kentucky Community Crisis Response Board (KCCRB) Crisis Intervention

Team, 23

Los Angeles Unified School District Earthquake and Safe Schools Training, 8

Marine Incident Resources & Training (MIRT), 24

Missouri Governor’s Disaster Resistant Community (DRC) Initiative, 30

Montecito Emergency Response and Recovery Action Group (MERRAG), 9

Neighborhood Emergency Team Outreach, 16

Planning by Doing, 31

Prairie Island Fire Engine Deployment, 5

Preparedness—Taking It One Step at a Time, 33

Public Education and Professional Outreach Programs for Disaster

Preparedness, 10

Public/Private Emergency Management Communication Partnerships, 13

School-Based Disaster Mental Health Services for Children in the Laguna

Beach Firestorm, 11

School Safety Project, 18

SKYWARN of Northwest Ohio, 32

STORMWATCH, 21

Tippecanoe County Animal Care Referral Plan, 20

Virginia Disaster Recovery Task Force, 36

What Is Emergency Management and How Am I Involved?, 34
45

Program Subjects Index

_____________________________________PROGRAM SUBJECTS INDEX

Alert programs. See Emergency warning and communications systems; School

programs

Boy Scouts

HAZMAT Transportation Study, 37

Broadcasting systems. See Emergency warning and communications systems

Business/government cooperation

Chemical Safety Awareness Week, 19

Fayette County Government Industry Self-Assessment Program, 17

Floodplain Compensation Basins, 22

Flood Buyout Program, 29

Public/Private Emergency Management Communication Partnerships, 13

Communications systems. See Emergency warning and communications

systems

Community disaster preparedness

Community Disaster Information Web Page, 14

Missouri Governor’s Disaster Resistant Community (DRC) Initiative, 30

Montecito Emergency Response and Recovery Action Group (MERRAG), 9

Neighborhood Emergency Team Outreach, 16

Planning by Doing, 31

Prairie Island Fire Engine Deployment, 5

Public Education and Professional Outreach Programs for Disaster

Preparedness, 10

Virginia Disaster Recovery Task Force, 36

Community outreach

After the Fire, 35

Civilian Fire Academy, 27

Community Disaster Information Web Page, 14

Neighborhood Emergency Team Outreach, 16

Crisis counseling

Kentucky Community Crisis Response Board (KCCRB) Crisis Intervention

Team, 23

School-Based Disaster Mental Health Services for Children in the Laguna

Beach Firestorm, 11

Tippecanoe County Animal Care Referral Plan, 20

Disaster preparedness and mitigation

Adopt a House, 12

Missouri Governor’s Disaster Resistant Community (DRC) Initiative, 30

Public Education and Professional Outreach Programs for Disaster

Preparedness, 10

Tippecanoe County Animal Care Referral Plan, 20

Disaster response. See Emergency response teams
46

_____________________________________ PROGRAM SUBJECTS INDEX

Disaster response and recovery

Community Disaster Information Web Page, 14

First Coast Disaster Council, 15

Public/Private Emergency Management Communication Partnerships, 13

SKYWARN of Northwest Ohio, 32

Tippecanoe County Animal Care Referral Plan, 20

Virginia Disaster Recovery Task Force, 36

Earthquake preparedness and mitigation

Clay County Earthquake Preparedness and Mitigation Program, 7

Los Angeles Unified School District Earthquake and Safe Schools Training, 8

Education. See Fire safety training; Public education; School programs

Elderly persons

Adopt a House, 12

Emergency communications plan

Community Disaster Information Web Page, 14

Public/Private Emergency Management Communication Partnerships, 13

Emergency first responders. See Emergency response teams

Emergency management

Fayette County Government Industry Self-Assessment Program, 17

Planning by Doing, 31

Virginia Disaster Recovery Task Force, 36

Emergency management training

School Safety Project, 18

Emergency personnel. See also Emergency response teams; Volunteer services

Planning by Doing, 31

Emergency planning. See Emergency management

Emergency preparedness and mitigation

Fire Chiefs’ Assistance and Support Team (FAST), 28

Montecito Emergency Response and Recovery Action Group (MERRAG), 9

Neighborhood Emergency Team Outreach, 16

Planning by Doing, 31

Preparedness—Taking It One Step at a Time, 33

What Is Emergency Management and How Am I Involved?, 34

Emergency response

Marine Incident Resources & Training (MIRT), 24

STORMWATCH, 21

Emergency response teams

Fire Chiefs’ Assistance and Support Team (FAST), 28

Kentucky Community Crisis Response Board (KCCRB) Crisis Intervention

Team, 23

Neighborhood Emergency Team Outreach, 16
47

_____________________________________ PROGRAM SUBJECTS INDEX

Emergency warning and communications systems

Community Disaster Information Web Page, 14

Public/Private Emergency Management Communication Partnerships, 13

SKYWARN of Northwest Ohio, 32

STORMWATCH, 21

Fire mitigation and response

After the Fire, 35

Marine Incident Resources & Training (MIRT), 24

Prairie Island Fire Engine Deployment, 5

Fire safety training

Civilian Fire Academy, 27

Flood mitigation and prevention

Black Pond Slough Detention Facility, 6

Floodplain Compensation Basins, 22

Flood Buyout Program, 29

Hazard preparedness and mitigation. See Disaster preparedness and mitigation; Earthquake preparedness and mitigation; Fire mitigation and response;

Flood mitigation and prevention; Hazardous materials preparedness and

mitigation; Hurricane preparedness and mitigation; Public education; School

programs

Hazardous materials studies

HAZMAT Transportation Study, 37

Hazardous materials preparedness and mitigation

Chemical Safety Awareness Week, 19

Fayette County Government Industry Self-Assessment Program, 17

HAZMAT Transportation Study, 37

Home renovation

Adopt a House, 12

Hospital disaster support

First Coast Disaster Council, 15

Hurricane preparedness and mitigation

DelMarVa Emergency Task Force (DETF), 25

Interagency cooperation

Chemical Safety Awareness Week, 19

DelMarVa Emergency Task Force (DETF), 25

Fire Chiefs’ Assistance and Support Team (FAST), 28

First Coast Disaster Council, 15

Marine Incident Resources & Training (MIRT), 24

Montecito Emergency Response and Recovery Action Group (MERRAG), 9

School-Based Disaster Mental Health Services for Children in the Laguna

Beach Firestorm, 11

STORMWATCH, 21

Tippecanoe County Animal Care Referral Plan, 20

Virginia Disaster Recovery Task Force, 36
48

_____________________________________ PROGRAM SUBJECTS INDEX

Intergovernmental cooperation

DelMarVa Emergency Task Force (DETF), 25

Internet

Community Disaster Information Web Page, 14

Media partnerships

Public/Private Emergency Management Communication Partnerships, 13

Multistate cooperation

DelMarVa Emergency Task Force (DETF), 25

Marine Incident Resources & Training (MIRT), 24

Neighborhood emergency teams

Neighborhood Emergency Team Outreach, 16

Public education

Chemical Safety Awareness Week, 19

Civilian Fire Academy, 27

Preparedness—Taking It One Step at a Time, 33

Public Education and Professional Outreach Programs for Disaster

Preparedness, 10

What Is Emergency Management and How Am I Involved?, 34

Public information emergency response

Public/Private Emergency Management Communication Partnerships, 13

Radio emergency services

Public/Private Emergency Management Communication Partnerships, 13

School programs

Event-Based Science (EBS) Project, 26

Public Education and Professional Outreach Programs for Disaster

Preparedness, 10

School-Based Disaster Mental Health Services for Children in the Laguna

Beach Firestorm, 11

School safety

Kentucky Community Crisis Response Board (KCCRB) Crisis Intervention

Team, 23

Los Angeles Unified School District Earthquake and Safe Schools Training, 8

School Safety Project, 18

Television program

Chemical Safety Awareness Week, 19

Terrorism

Planning by Doing, 31

Training

First Coast Disaster Council, 15

Kentucky Community Crisis Response Board (KCCRB) Crisis Intervention

Team, 23

Los Angeles Unified School District Earthquake and Safe Schools Training, 8

Planning by Doing, 31
49

_____________________________________ PROGRAM SUBJECTS INDEX

Volunteer services

Adopt a House, 12

Clay County Earthquake Preparedness and Mitigation Program, 7

HAZMAT Transportation Study, 37

Neighborhood Emergency Team Outreach, 16

SKYWARN of Northwest Ohio, 32

Virginia Disaster Recovery Task Force, 36

Warning systems. See Emergency warning and communications systems

Weather information network

SKYWARN of Northwest Ohio, 32

STORMWATCH, 21

Workshops. See Public education; Training

World Wide Web. See Internet
51

Program Locations Index

___________________________________ PROGRAM LOCATIONS INDEX

Following is a list of locations where exemplary practices and/or their contacts

can be found. The list begins with the Prairie Island Community; States are

then listed in bold in alphabetical order.

Arkansas

Clay County, 7

McGehee, 6

California

Laguna Beach, 11

Los Angeles, 8

Montecito, 9

Pacific Grove, 10

Delaware

Multistate, 25

Florida

Deerfield Beach, 12, 16

Jacksonville, 15

Volusia County, 13, 14

Georgia

Fayette County, 17

Statewide, 18

Indiana

Indianapolis, 19

Tippecanoe County, 20

Iowa

Linn County, 21

Kentucky

Louisville, 22

Statewide, 23

Maine

Multistate, 24

Massachusetts

Multistate, 24

Maryland

Multistate, 25

National, 26

Michigan

Sterling Heights, 27

Minnesota

Prairie Island Indian Community, 5

Statewide, 28

Missouri

Neosho, 29

Statewide, 30

Montana

Statewide, 31

New Hampshire

Multistate, 24

Ohio

Toledo, 32

Oregon

Beaverton, 33, 34

Rhode Island

Multistate, 24

South Carolina

Mount Pleasant, 35

Virginia

Multistate, 25

Statewide, 36

Wisconsin

Burlington, 37

55

Online Resources

__________________________________________ ONLINE RESOURCES

FEMA

www.fema.gov

American Meteorological Society

atm.geo.nsf.gov/AMS/

American Red Cross

www.redcross.org

Emergency Information Infrastructure Partnership (EIIP)

www.emforum.org

International Association of Emergency Managers

www.emassaciation.org

Massachusetts Institute of Technology—U.S. Weather Map

www.mit.edu/usa.html

National Drought Mitigation Center

enso.unl.edu/ndmc

National Emergency Management Association

www.nemaweb.org

National Fire Protection Association

www.nfpa.org

National Interagency Fire Center

www.nifc.doi.gov

National Oceanic Atmospheric Administration

www.noaa.gov

National Severe Storms Laboratory

www.nssl.uoknor.edu

National Weather Service Homepage

www.nws.noaa.gov/

United States Army Corps of Engineers

www.usace.army.mil/inet/functions/cw

United States Fire Administration

www.usfa.fema.gov

United States Geological Survey

www.usgs.gov