Posted: August 2nd, 2022

Overview An important aspect of a change management strategy is to consider how different alternatives may impact future outcomes. Organizations often use the business case method to explore strategic alternatives as it helps simulate a real situation. Su



An important aspect of a change management strategy is to consider how different alternatives may impact future outcomes. Organizations often use the business case method to explore strategic alternatives as it helps simulate a real situation. Such simulations help with identifying business issues and provide critical information that organizations can then use to arrive at their own conclusions.

The VP of business development has asked you to analyze other organizations that have gone through the exit process. Doing so will help you identify common risks, challenges, and best practices related to mergers and acquisitions and apply this knowledge to guide the change management strategy of the life sciences organization. For example, if two merging organizations have extremely different communication styles or organizational cultures, it may often lead to conflict between the management and the employees. The same is true when one organization is acquiring another organization. Therefore, it is important that you identify all potential risks and challenges and include the best practices to avoid similar conflicts in your organization after it has been acquired.

You have decided to research a business case that may help you learn from the experiences of another organization.

The focus of your analysis should be on change management and the associated best practices that impacted the transformation of the organization in the case.


Review the case study

Bumpy Road Ahead: The Automotive Interiors Merger That Wasn’t

. Next, consider the following steps to complete your analysis of the automotive case and apply your findings from the case analysis to your work in the life sciences organization in the course scenario.

Specifically, you must address the following criteria:

Case Study Review

  1. Provide a brief overview of the two organizations in the case study that addresses the following:

    Identify common characteristics of each organization.
    Explain how the products and services of the two organizations differ.

  2. Describe the key issues that affected the merger plan and its implementation.

    What were the key issues related to organizational cultures and structural integration that created problems after the merger of the two organizations? Support your response with information from the case.

  3. Evaluate the postmerger integration and change management strategies used in the case. Your response should address the following:

    How did the key decision makers respond to the challenges with the postmerger integration?
    What led to the challenges faced by the organization after the merger?
    Could these challenges have been prevented using different change management strategies? Explain.


  1. Based on your findings from the case study, describe specific areas that may lead to post-acquisition risks and challenges for the life sciences organization in the course scenario. Support your response.
  2. Recommend change management best practices the life sciences organization can use for managing post-acquisition integration in a planned manner and avoid the risks and challenges you’ve identified above.

Guidelines for Submission

Submit a 4- to 5-page Word document using double spacing, 12-point Times New Roman font, and one-inch margins. Sources should be cited according to APA style. 

Federal Emergency Management Agency

A Compendium of
Exemplary Practices in
Emergency Management

Volume IV


January 2000


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

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 knowl-
edgeable 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.


James Lee Witt

Federal Emergency Management Agency

Kay C. Goss
Associate Director for Preparedness

Federal Emergency Management Agency


A Compendium of Exemplary Practices in
Emergency Management

Volume IV
Federal Emergency Management Agency
January 2000

James Lee Witt
Federal Emergency Management Agency

Kay C. Goss
Associate Director

Federal Emergency Management Agency
for the Preparedness Directorate


____________________________________________________________________ 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

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



____________________________________________________________________ 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


Table of Contents

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

Acknowledgments␣ ……………………………………………………………………………………… iii

Introduction␣ ………………………………………………………………………………………………….


Exemplary Practices in Emergency Management␣ ………………………………………… 3


␣ ……………………………………………………………………………………………………….. 3


Program Contacts␣ ……………………………………………………………………………………..


Program Titles␣ …………………………………………………………………………………………..


Program Subjects␣ ……………………………………………………………………………………… 4


Program Locations␣ ……………………………………………………………………………………



…………………………………………………………………………………………………….. 53

Online Resources ……………………………………………………………………………………..


_________________________________________________ CONTENTS


_________________________________________________________________________ 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 man-
agement 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 aware-
ness 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

The organization of this document responds to FEMA’s goal to inform all interested individuals of innovative and
promising approaches to emergency management. The sections are organized alphabetically by the State from
which the exemplary practice was nominated. Under each State listing, the programs are organized alphabetically
by project name. Each program listing provides data in the following categories: name of the program, contact
person’s name, address, e-mail address where available, phone, and fax numbers; program type; population
targeted by the program; program setting; startup date; description of the program; evaluation information; annual



budget; sources of funding; and in some cases, additional sources for information. The categories are highlighted to
help the reader peruse each listing for specific data. For example, check the Program Type description to get a
quick overview of the program’s purpose. Read the Program Description to learn more about the program’s goals
and operations. Check the Evaluation Information for indicators of its success.

Four indexes enable the readers to locate key information:

• 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 pro-
gram type (e.g., damage assessment), and solutions to problems (e.g., evacuation routes, emergency response

• 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 emer-
gency 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.

Kay C. Goss
Associate Director for Preparedness


_________________________________________________________________________ INTRODUCTION

Practices in



Prairie Island Fire Engine

Heather Westra
Emergency Planner
Prairie Island Indian

5636 Sturgeon Lake Road
Welch, MN 55089
Tel: 651–385–2554, ext. 4285
Fax: 651–385–41


Program Type:
Fire prevention.

Target Population:
Approximately 150 residents
of the Prairie Island Indian
Community and visitors to
the Treasure Island Resort
and Casino.


Project Startup Date:

Program Description:
The community is located on an island in the Mississippi River and is acces-
sible 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 approxi-
mately 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.



Terry Gray
Arkansas Office of Emergency

P.O. Box 75


Conway, AR 720


Tel: 501–730–9798
Fax: 501–730–9853
E-mail: terry.gray@

Program Type:
Flood mitigation.

Target Population:
Residents of the city of

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 approxi-
mately 25 houses incurring damages in excess of $1.1 million, or an annual
average of $150,000. Following severe flooding and designation of the neigh-
borhood 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


hours discharges water back into the slough. The system also reduces flood-
water 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

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


Clay County Earthquake
Preparedness and Mitigation

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,


Project Startup Date:
September 1997.

Program Description:
The Clay County Disaster Resistant Community Council, a voluntary organi-
zation, uses its members’ networking skills to promote earthquake prepared-
ness 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 earth-
quake 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.



Los Angeles Unified School District
Earthquake and Safe Schools

Dan Austin
Chief of Staff/Assistant

Los Angeles Unified School

450 North Grand Avenue
Los Angeles, CA 900


Tel: 213–625–6251
Fax: 213–485–03


E-mail: mwong01@

Program Type:

Target Population:
Los Angeles Unified School
District staff.

Throughout the school district.

Project Startup Date:

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 earth-
quake, 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 devel-
oped 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

Annual Budget:
$1.2 million.

Sources of Funding:
School district operating budget.



Montecito Emergency Response
and Recovery Action Group

Herb McElwee
Montecito Fire Protection

595 San Ysidro Road
Santa Barbara, CA 93108
Tel: 805–969–7762
Fax: 805–969–3598
E-mail: gsimmons@

Program Type:
Mutual self-help organization.

Target Population:
In addition to the 13,000 resi-
dents of Montecito, a seasonal
tourist and student population.


Project Startup Date:

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


• 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) designa-
tion from the Internal Revenue Service. This allows MERRAG to solicit tax-
deductible 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.



Public Education and Professional
Outreach Programs for Disaster

Russell C. Coile
Disaster Coordinator/Emer-

gency Program Manager
Pacific Grove Fire Department
600 Pine Avenue
Pacific Grove, CA 93950–33


Tel: 831–648–3110
Fax: 831–648–3107

Program Type:
Public education and profes-
sional outreach.

Target Population:
Residents of Pacific Grove.


Project Startup Date:

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 depart-
ment 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 Com-
merce; the Pacific Grove School District; retirement communities and senior
centers; homeowners’ associations; the Boy Scouts; and the police depart-
ment’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.



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

Merritt D. Schreiber, Ph.D.
Clinical Psychologist
Children and Youth Mental

Health Services
Orange County Health Care

3115 Redhill Avenue
Costa Mesa, CA 926


Tel: 949–499–53


Fax: 714–850–8492

Program Type:
Crisis counseling.

Target Population:
Children and adolescents
exposed to the Laguna Beach
firestorm and their families.

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 serv-
ices 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; indi-
vidual, family, parent, group, and school counseling services; bilingual serv-
ices; and specialized outreach to minority populations. Between October 27,
1993, and March 30, 1995, services were provided to approximately 500

Annual Budget:
None given.

Sources of Funding:
FEMA and the Emergency Services Disaster Relief Branch at the U.S. Depart-
ment of Health and Human Services, Center for Mental Health Services.




Adopt a House

Ronald J. Ruback
Hazard Mitigation Coordinator
City of Deerfield Beach
150 Northeast Second Avenue
Deerfield Beach, FL 33441
Tel: 954–480–42


Fax: 954–422–5812
E-mail: rruback@

Program Type:
Home renovation.

Target Population:
Low-income senior citizens.

Deerfield Beach.

Project Startup Date:

Program Description:
The Adopt a House program provides storm shutters for the homes of low-
income 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.


Public/Private Emergency
Management Communication

David Byron
Community Information
County of Volusia
123 West Indiana Avenue
DeLand, FL 327


Tel: 904–822–5062
Fax: 904–822–5072

Program Type:
Public/private partnerships
for crisis communication.

Target Population:
Residents of, and visitors to,
Volusia County and surround-
ing areas.

Volusia County Emergency
Operations Center; local
television and radio stations.

Project Startup Date:

Program Description:
Volusia County formed partnerships with WCEU, the local public broadcast-
ing 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 commu-
nication 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 partner-
ships 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:

Sources of Funding:
This is a line item in the county’s Emergency Management budget, which is
funded by local property tax revenue.



Community Disaster Information
Web Page

Holly E. Smith
Community Information

Volusia County Community

123 West Indiana Avenue
DeLand, FL 32720
Tel: 904–822–5062
Fax: 904–822–5072

Program Type:
World Wide Web site.

Target Population:
Citizens of Volusia County and
nearby areas, and members of
the media worldwide.

The Internet.

Project Startup Date:

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-the-
minute 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, 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

Annual Budget:
None given.

Sources of Funding:
Local tax revenue.



First Coast Disaster Council

Carolyn E. Abell
Senior Emergency Preparedness

Office of Emergency

Jacksonville Fire and Rescue

515 Julia Street
Jacksonville, FL 32202
Tel: 904–693–2472
Fax: 904–630–7820

Program Type:
Emergency preparedness and
response partnership.

Target Population:
Approximately 800,000 North-
east Florida residents.

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 coordi-
nated medical planning for disaster response in Northeast Florida. Member
organizations include local hospitals, private ambulance companies, air ambu-
lances, the Duval County Public Health and Emergency Preparedness Depart-
ments, 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 disas-

ter 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 man-
agement of mass casualty incidents.

• Defining the duties, responsibilities, and functions for each member organi-
zation 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 bever-
ages 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:

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.



Neighborhood Emergency Team

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@

Program Type:
Neighborhood emergency

Target Population:
The 50,200 residents of
Deerfield Beach.

Deerfield Beach.
Project Startup Date:

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:

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



Fayette County Government
Industry Self-Assessment Program

Pete Nelms
Fayette County Local Emer-

gency Planning Committee
140 Stonewall Avenue
Fayetteville, GA 30214
Tel: 770–461–1321, ext. 172
Fax: 770–460–6396
E-mail: peten@

Program Type:
Industrial self-assessment for
mitigating, preparing for,
responding to, and recovery
from industrial accidents.

Target Population:
Industry, government respond-
ers, and the general public
(100,000 residents).

Industrial areas and manufac-
turing plants located in highly
populated residential areas that
could be affected by industrial

Project Startup Date:

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 all-
hazards 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, terror-

ism 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 emer-
gency 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 acci-
dent 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 indus-
trial incident, volunteer their time to develop, implement, and review the

Annual Budget:
$2,000 for the self-assessment program.

Sources of Funding:
The program is administered by volunteers using LEPC and council funding.



School Safety Project

Karen Franklin
State School Safety Coordinator
Georgia Emergency Manage-

ment Agency
P.O. Box 18055
Atlanta, GA 30316–0055
Tel: 404–635–7244
Fax: 404–635–7205
E-mail: kfranklin@

Program Type:
School safety.

Target Population:
Local education, emergency
management, and public safety


Project Startup Date:

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 Manage-
ment 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

Annual Budget:
None given.

Sources of Funding:
None given.



Chemical Safety Awareness Week

Steve Robertson
Marion County Emergency

Management Agency
47 South State Street
Indianapolis, IN 46201–3876
Tel: 317–327–3900
Fax: 317–327–7508

Program Type:
Public education.

Target Population:
Residents of the city of Indian-
apolis and Marion County.

Indianapolis and Marion

Project Startup Date:

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-in-
Place, 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.



Tippecanoe County Animal Care
Referral Plan

Steve Wettschurack
Tippecanoe County Emergency

Management Agency
629 North Sixth Street
Lafayette, IN 47901
Tel: 765–742–13


Fax: 765–742–0975

Program Type:
Community coordination of
emergencies involving animals.

Target Population:
The 140,000 residents of
Tippecanoe County.

Tippecanoe County, including
the cities of Lafayette and West

Project Startup Date:

Program Description:
The Tippecanoe County Animal Care Referral Plan provides referrals to commu-
nity 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 pri-
oritize needs and contact appropriate local resources. Services available under the
plan include temporary housing for pets and livestock, veterinary care, supervi-
sion 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.




Walter E. Wright
Director of Emergency

Linn County Emergency

Management Agency
50 Second Avenue Bridge
Cedar Rapids, IA 52401
Tel: 319–363–2671
Fax: 319–398–5316

Program Type:
Mutual aid partnership.

Target Population:
The 190,000 residents of Linn
County, Iowa.

Project Startup Date:

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 emer-
gencies. 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

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:

Sources of Funding:
This is a line item in the EMA operational budget.




Floodplain Compensation Basins

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

Program Type:
Construction and operation
of regional floodplain deten-
tion basins for stormwater

Target Population:
Residents and businesses
located near floodplains.

Project Startup Date:

Program Description:
Under the Floodplain Compensation Basins program, the Louisville and
Jefferson County Metropolitan Sewer District (MSD) oversees the develop-
ment 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 wet-
lands 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 Associa-
tion 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.


Kentucky Community Crisis
Response Board (KCCRB) Crisis
Intervention Team

Renelle Grubbs
Executive Director
Kentucky Community Crisis

Response Board
612–B Shelby Street
Frankfort, KY 40601–3466
Tel: 502–564–01


Fax: 502–564–0133
E-mail: kyccrb@

Program Type:
Safe schools initiative.

Target Population:
Student survivors of disaster;
emergency workers.

Project Startup Date:

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 proto-
type for plans that provide for crisis counseling following any type of school
emergency or disaster. KCCRB helped direct the program startup and pro-
vided 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:

Sources of Funding:
All operating funds are provided by the State of Kentucky.



Marine Incident Resources &
Training (MIRT)

Kenneth C. Shedden
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.

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 depart-
ment 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 Asso-
ciation. 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 deep-
draft 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 numer-
ous 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.



David McMillion
Maryland Emergency Manage-

ment Agency
2 Sudbrook Lane East
Pikesville, MD 21208
Tel: 410–486–4422
Fax: 410–486–1867
E-mail: dmcmillion@

Program Type:
Emergency response coordina-
tion for hurricane preparedness.

Target Population:
Residents of and visitors to the
(DelMarVa) peninsula.

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 declar-
ing the program “a great asset to our citizens and our States.”

Annual Budget:
None given.

DelMarVa Emergency Task Force



Event-Based Science (EBS) Project

Russell G. Wright
Project Director
Montgomery County Public

850 Hungerford Drive
Rockville, MD 20850
Tel: 301–279–3339
Fax: 301–279–3153
E-mail: russ@

Program Type:

Target Population:
Middle school students.

Middle schools throughout
the United States.

Project Startup Date:

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!, Earth-
quake!, Fire!, Flood!, Hurricane!, Oil Spill!, Outbreak!, Tornado!, Toxic Leak!, and
Volcano! All units include a student edition, a teacher edition, and an accompa-
nying 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

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.



Civilian Fire Academy

Tom Lindeman
Captain/Training Instructor
Sterling Heights Fire

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

Fire stations.

Project Startup Date:

Program Description:
The Sterling Heights Fire Department introduced its Civilian Fire Academy to
increase fire safety awareness and expand public knowledge of the responsi-
bilities of modern professional firefighters. The 5-week course, which con-
sisted of 15 hours of training, was the first civilian fire academy offered in

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 educa-
tion. Participants are not fire certified and are unable to fight fires like profes-
sionals. 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.




Fire Chiefs’ Assistance and
Support Team (FAST)

David A. Kapler
Minnesota State Fire Chiefs’

201 Fourth Street, SE, Room 10
Rochester, MN 55904
Tel: 507–285–8072
Fax: 507–280–4721
E-mail: dkapler@

Program Type:
Management support for local
fire chiefs.

Target Population:
Approximately 830 fire chiefs
and fire departments in

Teams are located in the cities of
Duluth, St. Cloud, and Rochester.

Project Startup Date:

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

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.


Flood Buyout Program

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.

Project Startup Date:

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 Governor’s Disaster
Resistant Community (DRC)

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.

Project Startup Date:

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.


Planning by Doing

Frederick J. Cowie, Ph.D.
Liaison/Law Enforcement for

Montana Disaster and Emer-

gency Services Division
1100 North Main
Helena, MT 59601
Tel: 406–841–3954
Fax: 406–841–3965

Program Type:
Emergency action plan

Target Population:
Firefighters, first responders,
and emergency medical services
(EMS) personnel.

Rural areas and reservations
where most firefighters and
EMS personnel are volunteers
and law enforcement staffing is

Project Startup Date:

Program Description:
The Planning by Doing program teaches participants to design emergency
action plans for various scenarios that might be faced by emergency respond-
ers 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 Trans-
portation hazardous materials grants; and FEMA and U.S. Department of
Justice terrorism grants.




SKYWARN of Northwest Ohio

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.

Lucas County Emergency
Services Building in Toledo,

Project Startup Date:

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 Manage-
ment 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, soft-
ware, 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 Out-
standing Public Service.

Annual Budget:

Sources of Funding:
This program is funded as a line item in the Lucas County EMA budget.


Preparedness—Taking It One Step
at a Time

Michael J. Mumaw
Emergency Manager, City of

Office of Consolidated Emer-

gency Management
P.O. Box 4755
Beaverton, OR 97076–4755
Tel: 503–642–0383
Fax: 503–642–4814

Program Type:
Employee and public education

Target Population:
Local government employees,
local businesses and their
employees, and the general

City of Beaverton; Washington
County, Oregon; and neighbor-
ing States.

Project Startup Date:

Program Description:
This series of disaster preparedness flyers focuses on the theme “Prepared-
ness—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 haz-
ards, taking an inventory of neighborhood resources, and motor vehicle

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 black-
and-white camera-ready copy, or in ready-to-distribute color format. Recipi-
ents 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.



What Is Emergency Management
and How Am I Involved?

Michael J. Mumaw
Emergency Manager
Office of Consolidated Emer-

gency Management
P.O. Box 4755
Beaverton, OR 97076–4755
Tel: 503–642–0383
Fax: 503–642–4814

Program Type:
Employee education program.

Target Population:
City employees.

Project Startup Date:

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 emer-
gency management, the need for a comprehensive program, program organi-
zation, and emergency definitions. All present city employees have received a
copy of the booklet, and it will be added to the new employee orientation

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.




After the Fire

Frederick A. Tetor
Mount Pleasant Fire Department
100 Ann Edwards Lane
P.O. Box 7


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

Mount Pleasant and the sur-
rounding area.

Project Startup Date:

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. Over-
all, 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 immedi-
ate 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 depart-
ment 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 opera-
tions. 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.



Virginia Disaster Recovery
Task Force

Selby C. Jacobs
Task Force Coordinator
Virginia Department of

Housing and Community

501 North Second Street
Richmond, VA 23219
Tel: 804–371–7070
Fax: 804–371–7090
E-mail: sjacobs@

Program Type:
Long-term disaster recovery

Target Population:
Any resident or business
suffering as a result of disaster.

Project Startup Date:

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 Ser-
vices. Other funding comes from various State agencies and donations from
local businesses and financial institutions.



HAZMAT Transportation Study

Greg Havel
Assistant Chief
Town of Burlington Fire

32288 Bushnell Road
Burlington, WI 53105
Tel: 414–767–7429
Fax: 414–767–9391

Program Type:
Hazardous materials transpor-
tation study.

Target Population:
Racine County emergency
response agencies and residents
of the town and city of

Burlington and the surrounding
rural area.

Project Startup Date:

Program Description:
Sean Hartwick, a 14-year-old Eagle Scout candidate, coordinated a hazardous
materials transportation study for Burlington as his service project. He orga-
nized 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.



____________________________________ 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


_______________________________________ 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
Tippecanoe County Animal Care Referral Plan, 20
Virginia Disaster Recovery Task Force, 36
What Is Emergency Management and How Am I Involved?, 34


Program Subjects Index

_____________________________________ PROGRAM SUBJECTS INDEX

Alert programs. See Emergency warning and communications systems; School

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

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

_____________________________________ 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

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


_____________________________________ 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

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 mitiga-
tion; Earthquake preparedness and mitigation; Fire mitigation and response;
Flood mitigation and prevention; Hazardous materials preparedness and
mitigation; Hurricane preparedness and mitigation; Public education; School

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
Tippecanoe County Animal Care Referral Plan, 20
Virginia Disaster Recovery Task Force, 36

_____________________________________ PROGRAM SUBJECTS INDEX

Intergovernmental cooperation
DelMarVa Emergency Task Force (DETF), 25

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

Planning by Doing, 31

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

_____________________________________ 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

Workshops. See Public education; Training

World Wide Web. See Internet


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.

Clay County, 7
McGehee, 6

Laguna Beach, 11
Los Angeles, 8
Montecito, 9
Pacific Grove, 10

Multistate, 25

Deerfield Beach, 12, 16
Jacksonville, 15
Volusia County, 13, 14

Fayette County, 17
Statewide, 18

Indianapolis, 19
Tippecanoe County, 20

Linn County, 21

Louisville, 22
Statewide, 23

Multistate, 24

Multistate, 24

Multistate, 25
National, 26

Sterling Heights, 27

Prairie Island Indian Community, 5
Statewide, 28

Neosho, 29
Statewide, 30

Statewide, 31

New Hampshire
Multistate, 24

Toledo, 32

Beaverton, 33, 34

Rhode Island
Multistate, 24

South Carolina
Mount Pleasant, 35

Multistate, 25
Statewide, 36

Burlington, 37



Online Resources

__________________________________________ ONLINE RESOURCES


American Meteorological Society

American Red Cross

Emergency Information Infrastructure Partnership (EIIP)

International Association of Emergency Managers

Massachusetts Institute of Technology—U.S. Weather Map

National Drought Mitigation Center

National Emergency Management Association

National Fire Protection Association

National Interagency Fire Center

National Oceanic Atmospheric Administration

National Severe Storms Laboratory

National Weather Service Homepage

United States Army Corps of Engineers

United States Fire Administration

United States Geological Survey

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