HomeMy WebLinkAboutEast Central Florida Regional Planning Council Folder
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For just 23 cents per person in the year 2000
The East Central Florida Regional Planning Council's
clients will receive:
Safe Shelter Sites during emergencies:
· Hurricanes, fires, floods and terrorism
Safe Chemical Storage Sites
Regional projects such as:
· Greenways & Trails Map
· Lake Apopka Land Planning Initiative
· Wekiva River Technical Study
Regional Review of:
· Local Comprehensive Plans
· Notice of Proposed Change (NOPC) - to current or ongoing
development projects.
· Devlopments of Regional Impact (DRI) - recommendations for the
proposed development, using criteria regarding the environment,
affordable housing, public facilities and jobs.
Ensuring a better tomorrow for our communities today!
Serving Brevard, Lake, Orange, Osceola, Seminole & Volusia counties
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INDUSTRY
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A STEP-BY-STEP APPROACH
TO EMERGENCY PLANNING,
RESPONSE AND RECOVERY
FOR COMPANIES OF ALL SIZES
Sponsored by a Public-Private Partnership with
the Federal Emergency Management Agency
FEMA 141. October 1993
EMERGENCY MANAGEMENT GUIDE FOR
~INDUSTRYI
A STEP-BY-STEP APPROACH TO EMERGENCY PLANNING,
RESPONSE AND RECOVERY FOR COMPANIES OF ALL SIZES
Sponsored by a Public-Private Partnership with the Federal Emergency Management Agency
Special thanks to the following organizations for supporting the development, promotion and
distribution of the Emergency Management Guide for Business & Industry:
American Red Cross .
American Insurance Association
Building Owners and Managers Association International
Chemical Manufacturers Association
Fertilizer Institute
National Association of Manufacturers
National Commercial Builders Council
of the National Association of Home Builders
National Coordinating Council on Emergency Management
National Emergency Management Association
National Industrial Council- State Associations Group
New Jersey Business & Industry Association
Pacific Bell
Pennsylvania Emergency Management Agency
The Emergency Management Guide far Business & Industry was produced by the Federal Emergency Management Agency
(FEMA) and supported by a number of private companies and associations representing business and industry.
The approaches described in this guide are recommendations, not regulations. There are no reparting requirements, nar will
following these principles ensure compliance with any Federal, State or local codes or regulations that may apply to your
facility .
FEMA is not a regulatory agency. Specific regulatory issues should be addressed with the appropriate agencies such as the
Occupational Safety and Health Administration (OSHA) and the Environmental Protection Agency (EP A).
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TABLE OF CONTENTS
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INTRODUCTION
About This Guide.........................................................................................................................................5
What Is an Emergency? .................................................................................................................................5
What Is Emergency Management?...............................................................................................................6
Making the "Case" for Emergency Management .................................................................... ......................6
SECTION 1: 4 STEPS IN THE PLANNING PROCESS
STEP 1 - ESTABLISH A PLANNING TEAM
Form the Team.............................................................................................................................................. 9
Establish Authority.....................................................................................................................................l 0
Issue a Mission Statement...........................................................................................................................l 0
Establish a Schedule and Budget.................................................................................................................l 0
STEP 2 - ANALYZE CAPABILITIES AND HAZARDS
Where Do You Stand Right Now? .......................................................................................................................11
Review Internal Plans and Policies. ............................................................................................................11
Meet wi th Outside Groups........................................................................................................................ ..11
Identify Codes and Regulations................................................................................................................ ..12
Identify Critical Products, Services and Operations................................................................................. ..12
Identify Internal Resources and Capabilities ...................................................... ...... ............................ ......12
Identify External Resources........................................................................................................................ .13
Do an Insurance Review............................................................................................................................ .13
Conduct a Vulnerability Analysis .........................................................................................................................14
List Potential Emergencies........................................................................................................................... .14
Estimate Probability.................................................................................................................................... ..15
Assess the Potential Human Impact .......................... .............................. ................................................. ....15
Assess the Potential Property Impact ........................ ...................................... ......................................... ....15
Assess the Potential Business Impact.......................................................................................................... .16
Assess Internal and External Resources ................ ........................................... ................... ............... ...........16
Add the Columns..................................................................................................................................... .... .16
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STEP 3 - DEVELOP THE PLAN
Plan Components .........................................................................................................................................................17
Executive Summary............................................................................................................ ..........................17
Emergency Management Elements................................. ............................................................... ...............17
Emergency Response Procedures ........................ ........................... ........ ...................................................... .18
Support Documents..................................................................................................................................... .18
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The Development Process ......................................................................................................................................19
Identify Challenges and Prioritize Activities......................................................................... ..................... .19
Write the Plan ............................................................................................................................................. .19
Establish a Training Schedule...................................................................................................................... .19
Continue to Coordinate with Outside Organizations ..................................................................................19
Maintain Contact with other Corporate Offices....................................................................................... ...20
Review, Conduct Training and Revise............................................................................ ............... ........ ..... .20
Seek Final Approval.......................................................................................... .......................................... .20
Distribute the Plan................................................................................................... .................................... .20
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STEP 4 - IMPLEMENT THE PLAN
Integrate the Plan into Company Operations.................................................................................................21 .~
Conduct Training ......... .............. ........ ..... ... .................. ................... .................................... ...... ..... ...............................22
Planning Considerations............................. ............... .......... ..... ... ............ ............... ... .................. ...... ....... ... .22
Training Activities............................................................................... ........................................................ .22
Employee Training.................................. ...................... .......... .......... ... ....... ..... ... ..... .............. ....... ..... .......... .23
Evaluate and Modify the Plan ...... ............. ... ..... ........... .............................. ... ................................... ......................24
SECTION 2: EMERGENCY MANAGEMENT CONSIDERATIONS
Direction and Control . ............... ..... .......... ............. ... ................ ................................................................ .................2 7
Emergency Management Group (EM G) ....... ............................................................... ................................27
Incident Command System (I CS) ................................................. .................. ............................................ .28
Emergency Operations Center (EOC) .......................................................... .............................................. .28
Planning Considerations....................... ............ .................... ... ..... .......... ............... ...................... .......... .... ...29
Security.................................... ................ ................... ..... ............. ....... .................................. ..... ..... ..... ... ... ..29
Coordination of Outside Response.............................................................................................................. .29
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Communications........ ...................................................................................................................................................31
Contingency Planning...............,................................................................................................................ . .31
Emergency Communications....................................................................................................................... .31
Family Communications.............................................................................................................................. .3 2
Notification..................................................................................................................................... ..............32
Warning............................................................................................................................................ .............3 2
Life Safety............................................ ................... ............................ ............ .............................................. ....... ..... .......33
Evacuation Planning............................................................................................................................ ....... .33
Evacuation Routes and Exits....................................................................................................................... .33
Assembly Areas and Accountability........................................................................................................... .34
Shelter....................................................................................................................................... ................. ..34
Training and Information....................................................................................................................... ..... .34
Faruily Preparedness.......................................................................................................................... .......... .34
Property Protection .... ....... ..... ......... ..... ....... ......... ... ......... ... ....... ................. .... ..... ....... ......... ................ ................... ...3 5
Planning Considerations........................................................................................................................ ......35
Protection Systems.............................................................................................................................. .........35
Mitigation.................................................................................................................................. ...................35
Facili ty Shutdown.................................................................................................................................... .... .36
Records Preservation....................................................................................................................... .............37
Community Outreach .................................................................................................................................................39
Invol ving the Community.......................................................................................................................... ..3 9
Mutual Aid Agreements.............................................................................................................................. .39
Communi ty Service.................................................................................................................................. ....40
Public Information.............................................................................................................................. .........40
Media Relations.......................................................................................................................... ..................41
Recovery and Restoration........................... ....... ........ .... ........................................ ............................................ ...... 4 3
Planning Considerations........................................................................................................................... ...43
Continuity of Management......................................................................................................................... .43
Insurance............................................................................................................................ ..........................44
Employee Support........................;................................................................................................... .............44
Resuming Operations............................................................................................................................ .......45
Administration and Logistics... ..... ................ .................................... ......... ......... .............. .....................................47
Administrative Actions................................................................................................................................ 4 7
I Logistics............................................................................................................................. ...........................47
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SECTION 3: HAZARD-SPECIFIC INFORMATION
Fi re .............................................................................................................................. ....................................................... .51
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Hazardous Materials Incidents.. ....... ... ....... ........ ........................... .... ....... ...... ........... ... ........... ....... ..... ........ .... ......53
Floods and Flash floods. ... ....... ..... .......... ............... ..... ...... ...................... ... ........... ........ ... ........ ..... ..... ..... ............... ...5 5
Hurricanes .... .... .................. .......... ..... ....... ..... ............... ...... ... .......... ... ... ..... ... ... ... ..... ... ........ ...... ... ....... ............ ...... .... .... ..5 7
Tornadoes...... ......... ........ .... ... ....... .......... .......... ..... ... ..... ..... ... ..... ... ..... ................... ... ... .............. ... ... ..... ............ ............. ..59
Severe Winter Storms..... ..... ........ ....... ..... ............... ... ... ... ..... '" ........ ... ........ ..... ...... .............. ..... ...... ..... ....... ... ... ...... ..61
Earthquakes....... ..... ..... ...... ............ .......... ....... ... ..... ..... ... ... .......... ...... ...... ..... ................ ... ... ...... ... ............ ........... ...... .....63
Technological Emergencies.... ... ..... .......... ............ .... ....... ...... ..... ... ...... ............. ............... ..... ........ ....... ..... ... ........ ...65
SECTION 4: INFORMATION SOURCES
Additional Readings from FEMA...........................................................................................................................69
Ready-to-Print Brochures .......... ..... ... ....... .......... ..... ........... ... ... ..... ... ... ..... ... ... ... ........ ... ........... ............ ..... ... ... ... .... .... 71
Emergency Management Offices .......................................................................................................................... 73
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APPENDIX
Vulnerability Analysis Chart
Training Drills and Exercises Chart
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INTRODUCTION
INTRODUCTION. A hurricane blasts through South Florida causing
more than $25 billion in damages.
A fire at a food processing plant results in 25 deaths, a company out of
business and a small town devastated.
A bombing in the World Trade Center results in six deaths, hundreds of injuries
and the evacuation of 40,000 people.
A blizzard shuts down much of the East Coast for days. More than 150 lives are
lost and millions of dollars in damages incurred.
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Every year emergencies take
their toll on business and industry
- in lives and dollars. But some-
thing can be done. Business and
industry can limit injuries and
damages and return more quickly
to normal operations if they plan
ahead.
About This Guide
This guide provides step-by-
step advice on how to create and
maintain a comprehensive emer-
gency management program. It
can be used by manufacturers, cor-
porate offices, retailers, utilities or
any organization where a sizable
number of people work or gather.
Whether you operate from a
high-rise building or an industrial
complex; whether,you own, rent
or lease your property; whether
you are a large or small company;
the concepts in this guide will
apply.
To begin, you need not have
in-depth knowledge of emergency
management. What you need is
the authority to create a plan and
a commitment from the chief
executive officer to make emer-
gency management part of your
corporate culture.
: If you already have a plan, use
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I this guide as a resource to assess
, and update your plan.
The guide is organized as follows:
Section 1: 4 Steps in the
Planning Process - how to form a
planning team; how to conduct a
vulnerability analysis; how to
develop a plan; and how to imple-
ment the plan. The information
can be applied to virtually any type
of business or industry.
Section 2: Emergency Management
Considerations - how to build
such emergency management
capabilities as life safety, property
protection, communications and
community outreach.
Section 3: Hazard~Specific
Information - technical informa-
tion about specific hazards your
facility may face.
Section 4: Information Sources
- where to turn for additional
information.
I What Is an Emergency?
An emergency is any un-
planned event that can cause
deaths or significant injuries to
employees, customers or the
public; or that can shut down your
business, disrupt operations, cause
physical or environmental
damage, or threaten the facility's
financial standing or public image.
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PAGE 6
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Obviously, numerous events
can be "emergencies," including:
· Fire
· Hazardous materials incident
· Flood or flash flood
· Hurricane
· Tornado
· Winter storm
· Earthquake
· Communications failure
· Radiological accident
· Civil disturbance
· Loss of key supplier or customer
· Explosion
The term "disaster" has been
left out of this document because
it lends itself to a preconceived
notion of a large-scale event, usu-
ally a "natural disaster." In fact,
each event must be addressed
within the context of the impact
it has on the company and the
community. What might consti-
tute a nuisance to a large industri-
al facility could be a "disaster" to a
small business.
What Is Emergency
Management?
Emergency management is the
process of preparing for, mitigat-
ing, responding to and recovering
from an emergency.
Emergency management is a
dynamic process. Planning,
though critical, is not the only
component. Training, conducting
drills, testing equipment and coor-
dinating activities with the com-
munity are other important func-
tions.
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Making the ..Case"
for Emergency
Management
To be successful, emergency
management requires upper
management support. The chief
executive sets the tone by autho-
rizing planning to take place and
directing senior management to
get involved.
When presenting the "case" for
emergency management, avoid
dwelling on the negative effects
of an emergency (e.g., deaths,
fines, criminal prosecution) and
emphasize the positive aspects of
preparedness. For example:
· It helps companies fulfill their
moral responsibility to protect
employees, the community and
the environment.
· It facilitates compliance with
regulatory requirements of
Federal, State and local agen-
cies.
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· It enhances a company's ability
to recover from financial losses,
regulatory fines, loss of market
share, damages to equipment
or products or business inter-
ruption.
· It reduces exposure to civil or
criminal liability in the event
of an incident.
· It enhances a company's image
and credibility with employees,
customers, suppliers and the
community.
· It may reduce your insurance
premiums.
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1
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4 STEPS IN THE PLANNING PROCESS
STEP 1
Establish a Planning Team
STEP 2
Analyze Capabilities and Hazards
STEP 3
Develop the Plan
STEP 4
Implement the Plan
ESTABLISH A PLANNING TEAM. There must be an individual
or group in charge of developing the emergency management plan. The follow-
ing is guidance for making the appointment.
Form the Team
The size of the planning team
will depend on the facility's opera-
tions, requirements and resources.
Usually involving a group of
people is best because:
· It encourages participation and
gets more people invested in
the process.
· It increases the amount of time
and energy participants are able
to give.
· It enhances the visibility and
stature of the planning process.
· It provides for a broad perspec-
tive on the issues.
Determine who can be an
active member and who can serve
in an advisory capacity. In most
cases, one or two people will be
doing the bulk of the work. At
the very least, you should obtain
input from all functional areas.
Remember:
· Upper management
· Line management
· Labor
· Human Resources
· Engineering and maintenance
· Safety, health and environmen-
tal affairs
-------------- ----..
· Public information officer
· Security
· Community relations
· Sales and marketing
· Legal
· Finance and purchasing
Have participants appointed in
writing by upper management.
Their job descriptions could
also reflect this assignment.
STEP 1
ESTABLISH
A PLANNING
TEAM
Here's one example of a planning team.
COMMUNITY
Emergency Manager
Fire & Police
Other Response Organizations
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EMERGENCY RESPONSE
SUPPORT SERVICES
Safety & Health
Medical
Security
Environmental Affairs
Engineering
legal
Pu rc h a si n g/ Co ntra c ts
Finance
Maintenance
Computer
Data Maintenance
MANAGEMENT & PERSONNEL
Line Management
labor Representative
Human Resources
PAGE 9
Establish Authority
Demonstrate management's
commitment and promote an
atmosphere of cooperation by
"authorizing" the planning group
to take the steps necessary to
develop a plan. The group should
be led by the chief executive or
the plant manager.
Establish a clear line of authori-
ty between group members and
the group leader, though not so
rigid as to prevent the free flow of
ideas.
Issue a Mission
Statement
Have the chief executive or
plant manager issue a mission
statement to demonstrate the
company's commitment to emer...
gency management. The state-
ment should:
· Define the purpose of the plan
and indicate that it will involve
the entire organization
· Define the authority and struc-
ture of the planning group
PAGE 10
Establish a Schedule
and Budget
Establish a work schedule and
planning deadlines. Timelines
can be modified as priorities
become more clearly defined.
Develop an initial budget for
such things as research, printing,
seminars, consulting services and
other expenses that may be neces-
sary during the development
process.
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ANALYZE CAPABILITIES AND HAZARDS. This step
entails gathering information about current capabilities and about possible
hazards and emergencies, and then conducting a vulnerability analysis to
determine the facility's capabilities for handling emergencies.
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WHERE DO YOU STAND RIGHT NOW?
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! Review Internal Plans
and Policies
Documents to look for include:
· Evacuation plan
· Fire protection plan
· Safety and health program
· Environmental policies
· Security procedures
· Insurance programs
· Finance and purchasing
procedures
· Plant closing policy
· Employee manuals
· Hazardous materials plan
· Process safety assessment
· Risk management plan
· Capital improvement program
· Mutual aid agreements
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Meet with Outside
Groups
Meet with government agen-
cies, community organizations and
utilities. Ask about potential
emergencies and about plans and
available resources for responding
to them. Sources of information
include:
· Community emergency
management office
· Mayor or Community
Administrator's office
· Local Emergency Planning
Committee (LEPC)
· Fire Department
· Police Department
· Emergency Medical Services
organizations
· American Red Cross
· National Weather Service
· Public Works Department
· Planning Commission
· Telephone companies
· Electric utilities
· Neighboring businesses
S T E P 2
ANAL VZE
CAPABILITIES
AND HAZARDS
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While researching potential emer-
gencies, one facility discovered that
a dam - 50 miles away - posed a
threat to its community. The facili-
ty was able to plan accordingly.
PAGE 11
One way to increase response
capabilities is to identify employee
skills (medical, engineering,
communications, foreign lan-
guage) that might be needed in an
emergency.
PAGE 12
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Identify Codes and
Regulations
Identify applicable Federal,
State and local regulations such
as:
· Occupational safety and health
regulations
· Environmental regulations
· Fire codes
· Seismic safety codes
· Transportation regulations
· Zoning regulations
· Corporate policies
Identify Critical
Products, Services
and Operations
You'll need this information to
assess the impact of potential
emergencies and to determine the
need for backup systems. Areas to
review include:
· Company products and services
and the facilities and equip-
ment needed to produce them
· Products and services provided
by suppliers, especially sole
source vendors
· Lifeline services such as electri-
cal power, water, sewer, gas,
telecommunications and trans-
portation
· Operations, equipment and
personnel vital to the contin-
ued functioning of the facility
Identify Internal
Resources and
Capabilities
Resources and capabilities that
could be needed in an emergency
include:
· Personnel- fire brigade, haz-
ardous materials response team,
emergency medical services,
security, emergency manage-
ment group, evacuation team,
public information officer
· Equipment - fire protection
and suppression equipment,
communications equipment,
first aid supplies, emergency
supplies, warning systems,
emergency power equipment,
decontamination equipment
· Facilities - emergency operat-
ing center, media briefing area,
shelter areas, first-aid stations,
sanitation facilities
· Organizational capabilities -
training, evacuation plan,
employee support system
· Backup systems - arrange-
ments with other facilities to
provide for:
. Payroll
. Communications
. Production
. Customer services
. Shipping and receiving
. Information systems support
. Emergency power
. Recovery support
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Identify External
Resources
There are many external
resources that could be needed in
an emergency. In some cases, for-
mal agreements may be necessary
to define the facility's relationship
with the following:
· Local emergency management
office
· Fire Department
· Hazardous materials response
organization
· Emergency medical services
· Hospitals
· Local and State police
· Community service organiza-
tions
· Utilities
· Contractors
· Suppliers of emergency
equipment
· Insurance carriers
Do an Insurance
Review
Meet with insurance carriers to
review all policies. (See Section 2:
Recovery and Restoration.)
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PAGE 13
The next step is to assess the
vulnerability of your facility -
the probability and potential
impact of each emergency. Use
the Vulnerability Analysis Chart
in the appendix section to guide
the process, which entails assign-
ing probabilities, estimating
impact and assessing resources,
using a numerical system. The
lower the score the better.
List Potential
Emergencies
In the first column of the chart,
list all emergencies that could
affect your facility, including those
identified by your local emergency
management office. Consider
both:
· Emergencies that could occur
within your facility
· Emergencies that could occur
in your community
Below are some other factors to
consider.
· Historical - What types of
emergencies have occurred in
the community, at this facility
and at other facilities in the
area?
. Fires
. Severe weather
. Hazardous material spills
. Transportation accidents
. Earthquakes
. Hurricanes
. Tornadoes
. Terrorism
. Utility outages
PAGE 14
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· Geographic - What can hap-
pen as a result of the facility's
location? Keep in mind:
. Proximity to flood plains,
seismic faults and dams
. Proximity to companies that
produce, store, use or trans-
port hazardous materials
. Proximity to major trans-
portation routes and airports
. Proximity to nuclear power
plants
.Technological- What could
result from a process or system
failure? Possibilities include:
. Fire, explosion, hazardous
materials incident
. Safety system failure
. Telecommunications failure
. Computer system failure
. Power failure
. Heating/cooling system
failure
. Emergency notification
system failure
· Human Error - What emer-
gencies can be caused by
employee error? Are employees
trained to work safely? Do they
know what to do in an emer-
gency?
Human error is the single
largest cause of workplace
emergencies and can result
from:
. Poor training
. Poor maintenance
. Carelessness
. Misconduct
. Substance abuse
. Fatigue
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· Physical - What types of
emergencies could result from
the design or construction of
the facility? Does the physical
facility enhance safety?
Consider:
. The physical construction of
the facility
. Hazardous processes or
byproducts
. Facilities for storing com-
bustibles
. Layout of equipment
. Lighting
. Evacuation routes and exits
. Proximity of shelter areas
· Regulatory - What emergen-
cies or hazards are you regulated
to deal with?
Analyze each potential emer-
gency from beginning to end.
Consider what could happen as a
result of:
. Prohibited access to the
facility
. Loss of electric power
. Communication lines down
. Ruptured gas mains
. Water damage
. Smoke damage
. Structural damage
. Air or water contamination
. Explosion
. Building collapse
. Trapped persons
. Chemical release
Estimate Probability
In the Probability column, rate
the likelihood of each emergency's
occurrence. This is a subjective
consideration, but useful nonethe-
less.
Use a simple scale of 1 to 5 with
1 as the lowest probability and 5 as
the highest.
Assess the Potential
Human Impact
Analyze the potential human
impact of each emergency - the
possibility of death or injury.
Assign a rating in the Human
Impact column of the
Vulnerability Analysis Chart. Use
a 1 to 5 scale with 1 as the lowest
impact and 5 as the highest.
Assess the Potential
Property Impact
Consider the potential property
for losses and damages. Again,
assign a rating in the Property
Impact column, 1 being the
lowest impact and 5 being the
highest. Consider:
· Cost to replace
· Cost to set up temporary
replacement
· Cost to repair
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I A bank's vulnerability analysis
I concluded that a "small" fire could
be as catastrophic to the business
as a computer system failure.
The planning group discovered
that bank employees did not know
how to use fire extinguishers, and
that the bank lacked any kind of
evacuation or emergency response
system.
High Impact 5"
~ 1 Low Impact
A full-page chart is located in the Appendix
Reso~~:~ 5....' ~::~~rces
PAGE 15
When assessing resources, remem-
ber that community emergency
workers - police, paramedics, fire-
fighters - will focus their response
where the need is greatest. Or they
may be victims themselves and
be unable to respond immediately.
That means response to your facili-
ty may be delayed.
PAGE 16
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Assess the Potential
Business Impact
Consider the potential loss of
market share. Assign a rating in
the Business Impact column.
Again, 1 is the lowest impact and
5 is the highest. Assess the
impact of:
· Business interruption
. Employees unable to report to
work
. Customers unable to reach
facility
· Company in violation of
contractual agreements
· Imposition of fines and
penalties or legal costs
. Interruption of critical supplies
. Interruption of product
distribution
Assess Internal and
External Resources
Next assess your resources and
ability to respond. Assign a score
to your Internal Resources and
External Resources. The lower
the score the better.
To help you do this, consider
each potential emergency from
beginning to end and each
resource that would be needed to
respond. For each emergency ask
these questions:
· Do we have the needed
resources and capabilities to
respond?
. Will external resources be able
to respond to us for this emer-
gency as quickly as we may
need them, or will they have
other priority areas to serve?
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If the answers are yes, move on
to the next assessment. If the
answers are no, identify what can
be done to correct the problem.
For example, you may need to:
. Develop additional emergency
procedures
. Conduct additional training
. Acquire additional equipment
. Establish mutual aid agree-
ments
· Establish agreements with
specialized contractors
Add the Columns
Total the scores for each emer-
gency. The lower the score the
better. While this is a subjective
rating, the comparisons will help
determine planning and resource
priorities - the subject of the
pages to follow.
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DEVELOP THE PLAN. You are now ready to develop an emergency
management plan. This section describes how.
Your plan should include the
following basic components.
Executive Summary
The executive summary gives
management a brief overview of:
· The purpose of the plan
· The facility's emergency
management policy
· Authorities and responsibilities
of key personnel
· The types of emergencies that
could occur
· Where response operations will
be managed
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STEP 3
DEVELOP
THE
PLAN
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Emergency
Management Elements
This section of the plan briefly
describes the facility's approach to
the core elements of emergency
management, which are:
· Direction and control
· Communications
· Life safety
· Property protection
· Community outreach
· Recovery and restoration
· Administration and logistics
These elements, which are
described in detail in Section 2, are
the foundation for the emergency
procedures that your facility will
follow to protect personnel and
equipment and resume operations.
PAGE 17'
.
In an emergency, all personnel
should know: 1. What is my role?
2. Where should I go?
Some facilities are required to
develop:
. Emergency escape procedures
and routes
. Procedures for employees who
perform or shut down critical oper-
ations before an evacuation
. Procedures to account for all
employees, visitors and contractors
after an evacuation is completed
. Rescue and medical duties for
assigned employees
. Procedures for reporting emer-
gencies
. Names of persons or depart-
ments to be contacted for informa-
tion regarding the plan
PAGE 18
Emergency Response
Procedures
The procedures spell out how
the facility will respond to emer-
gencies. Whenever possible,
develop them as a series of check-
lists that can be quickly accessed
by senior management, depart-
ment heads, response personnel
and employees.
Determine what actions would
be necessary ro:
· Assess the situation
· Protect employees, customers,
visitors, equipment, vital
records and other assets, partic-
ularly during the first three days
. Get the business back up and
running
Specific procedures might be
needed for any number of situa-
tions such as bomb threats or tor-
nadoes, and for such functions as :
· Warning employees and
customers
. Communicating with personnel
and community responders
· Conducting an evacuation and
accounting for all persons in
the facility
. Managing response activities
. Activating and operating an
emergency operations center
· Fighting fires
. Shutting down operations
· Protecting vital records
· Restoring operations
Support Documents
Documents that could be
needed in an emergency include:
. Emergency call lists - lists
(wallet size if possible) of all
persons on and off site who
would be involved in respond-
ing to an emergency, their
responsibilities and their 24-
hour telephone numbers
. Building and site maps that
indicate:
. Utility shutoffs
. Water hydrants
. Water main valves
. Water lines
. Gas main valves
. Gas lines
. Electrical cutoffs
. Electrical substations
. Storm drains
. Sewer lines
. Location of each building
(include name of building,
street name and number)
. Floor plans
. Alarm and enunciators
. Fire extinguishers
. Fire suppression systems
. Exits
. Stairways
. Designated escape routes
. Restricted areas
. Hazardous materials (includ-
ing cleaning supplies and
chemicals)
. High-value items
. Resource lists - lists of major
resources (equipment, supplies,
services) that could be needed
in an emergency; mutual aid
agreements with other compa-
nies and government agencies
~.
.........,
~
,
I
THE DEVELOPMENT PROCESS
The following is guidance for
developing the plan.
Identify Challenges
and Prioritize
Activities
Determine specific goals and
milestones. Make a list of tasks to
be performed, by whom and when.
Determine how you will address
the problem areas and resource
shortfalls that were identified in
the vulnerability analysis.
Write the Plan
Assign each member of the
planning group a section to write.
Determine the most appropriate
format for each section.
Establish an aggressive timeline
with specific goals. Provide
enough time for completion of
work, but not so much as to allow
assignments to linger. Establish a
schedule for:
· First draft
· Review
· Second draft
· Tabletop exercise
· Final draft
· Printing
· Distribution
Establish a Training
Schedule
Have one person or department
responsible for developing a train-
ing schedule for your facility. For
specific ideas about training, refer
to Step 4.
Coordinate with
Outside Organizations
Meet periodically with local
government agencies and commu-
nity organizations. Inform appro-
priate government agencies that
you are creating an emergency
management plan. While their
official approval may not be
required, they will likely have
valuable insights and information
to offer.
Determine State and local
requirements for reporting emer-
gencies, and incorporate them
into your procedures.
Determine protocols for turn-
ing control of a response over to
outside agencies. Some details
that may need to be worked out
are:
· Which gate or entrance will
responding units use?
· Where and to whom will they
report ?
· How will they be identified?
· How will facility personnel
communicate with outside
responders?
· Who will be in charge of
response activities?
Determine what kind of identi-
fication authorities will require to
allow your key personnel into your
facility during an emergency.
~
~---'__._n_..__,
. Determine the needs of disabled
persons and non-English-speaking
personnel. For example, a blind
employee could be assigned a
partner in case an evacuation is
necessary.
The Americans with Disabilities
Act (ADA) defines a disabled
person as anyone who has a physi-
calor mental impairment that
substantially limits one or more
major life activities, such as see-
ing, hearing, walking, breathing,
performing manual tasks, learn-
ing, caring for oneself or working.
Your emergency planning priori-
ties may be influenced by govern-
ment regulation. To remain in
compliance you may be required
to address specific emergency
management functions that might
otherwise be a lower priority
activity for that given year.
PAGE 19
Consolidate emergency plans for
better coordination. Stand-alone
plans, such as a Spill Prevention
Control and Countermeasures
(SPCC) plan, fire protection plan
or safety and health plan, should
be incorporated into one compre-
hensive plan.
PAGE 20
Maintain Contact with
Other Corporate
Offices
Communicate with other
offices and divisions in your com-
pany to learn:
. Their emergency notification
requirements
. The conditions where mutual
assistance would be necessary
. How offices will support each
other in an emergency
. Names, telephone numbers and
pager numbers of key personnel
Incorporate this information
into your procedures.
Review, Conduct
Training and Revise
Distribute the first draft to
group members for review. Revise
as needed.
For a second review, conduct a
tabletop exercise with manage-
ment and personnel who have a
key emergency management
responsibility. In a conference
room setting, describe an emer-
gency scenario and have partici-
pants discuss their responsibilities
and how they would react to the
situation. Based on this discus-
sion, identify areas of confusion
and overlap, and modify the plan
accordingly.
,
Seek Final Approval
Arrange a briefing for the chief
executive officer and senior man-
agement and obtain written
approval.
~.
Distribute the Plan
Place the final plan in three-
ring binders and number all copies
and pages. Each individual who
receives a copy should be required
to sign for it and be responsible for
posting subsequent changes.
Determine which sections of
the plan would be appropriate to
show to government agencies
(some sections may refer to corpo-
rate secrets or include private list-
ings of names, telephone numbers
or radio frequencies).
Distribute the final plan to:
. Chief executive and senior
managers
. Key members of the company's
emergency response organiza-
tion
""""'"
. Company headquarters
· Community emergency
response agencies (appropriate
sections)
Have key personnel keep a
copy of the plan in their homes.
Inform employees about the
plan and training schedule.
~"
i".~
IMPLEMENT THE PLAN. Implementation means more than simply
exercising the plan during an emergency. It means acting on recommendations
made during the vulnerability analysis, integrating the plan into company oper-
ations, training employees and evaluating the plan.
Emergency planning must
become part of the corporate
culture.
Look for opportunities to build
awareness; to educate and train
personnel; to test procedures; to
involve all levels of management,
all departments and the communi-
ty in the planning process; and to
make emergency management
part of what personnel do on a
day-to-day basis.
Test how completely the plan
has been integrated by asking:
· How well does senior manage-
ment support the responsibili-
ties outlined in the plan?
· Have emergency planning con-
cepts been fully incorporated
into the facility's accounting,
personnel and financial proce-
dures?
· How can the facility's processes
for evaluating employees and
defining job classifications bet-
ter address emergency manage-
ment responsibilities?
I
I
I
i
I
I
I
I
I
I
,
STEP 4
IMPLEMENT
THE
PLAN
. . ..
· Are there opportunities for dis-
tributing emergency prepared-
ness information through cor-
porate newsletters, employee
manuals or employee mailings?
· What kinds of safety posters or
other visible reminders would
be helpful?
. Do personnel know what they
should do in an emergency?
· How can all levels of the orga-
nization be involved in evaluat-
ing and updating the plan?
PAGE 21
Everyone who works at or visits
the facility requires some form of
training. This could include peri-
odic employee discussion sessions
to review procedures, technical
training in equipment use for
emergency responders, evacuation
drills and full-scale exercises.
Below are basic considerations for
developing a training plan.
Planning
Considerations
Assign responsibility for devel-
oping a training plan. Consider
,
the training and information
needs for employees, contractors,
visitors, managers and those with
an emergency response role iden-
tified in the plan.
Determine for a 12 month
period:
· Who will be trained
· Who will do the training
· What training activities will be
used
· When and where each session
will take place
· How the session will be evalu-
ated and documented
Use the Training Drills and
Exercises Chart in the appendix
section to schedule training activ-
ities or create one of your own.
Consider how to involve com-
munity responders in training
activities.
Conduct reviews after each
training activity. Involve both
personnel and community respon-
ders in the evaluation process.
PAGE 22
.
.._----.
Training Activities
Training can take many forms:
· Orientation and Education
Sessions - These are regularly
scheduled discussion sessions to
provide information, answer
questions and identify needs
and concerns.
~
· Tabletop Exercise - Members
of the emergency management
group meet in a conference
room setting to discuss their
responsibilities and how they
would react to emergency sce-
narios. This is a cost-effective
and efficient way to identify
areas of overlap and confusion
before conducting more
demanding training activities.
· Walk, through Drill- The
emergency management group
and response teams actually
perform their emergency
response functions. This activ-
ity generally involves more
people and is more thorough
than a tabletop exercise.
· Functional Drills - These
drills test specific functions
such as medical response, emer-
gency notifications, warning
and communications proce-
dures and equipment, though
not necessarily at the same
time. Personnel are asked to
evaluate the systems and iden-
tify problem areas.
~
~
, , J , , J J , ,
MANAGEMENT
ORIENTATION/REVIEW
EMPLOYEE
ORIENTATION/REVIEW
CONTRACTOR
ORIENTATION/REVIEW
COMMUNITY/MEDIA
ORIENTATION/REVIEW
MANAGEMENT
TABLETOP EXERCISE
RESPONSE TEAM
TABLETOP EXERCISE
WALK-THROUGH
DRILL
FUNCTIONAL
DRILLS
EVACUATION
DRILL
FULL-SCALE
EXERCISE
· Evacuation Drill - Personnel
walk the evacuation route to a
designated area where proce-
dures for accounting for all per-
sonnel are tested. Participants
are asked to make notes as they
go along of what might become
a hazard during an emergency,
e.g., stairways cluttered with
debris, smoke in the hallways.
Plans are modified accordingly.
· Full~scaIe Exercise - A real-
life emergency situation is
simulated as closely as possible.
This exercise involves company
emergency response personnel,
employees, management and
community response organizations.
~ ~~
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~
Employee Training
General training for all employ-
ees should address:
· Individual roles and responsi-
bilities
· Information about threats,
hazards and protective actions
· Notification, warning and com-
munications procedures
· Means for locating family
members in an emergency
· Emergency response procedures
· Evacuation, shelter and
accountability procedures
· Location and use of common
emergency equipment
· Emergency shutdown
procedures
The scenarios developed during
the vulnerability analysis can
serve as the basis for training
events.
OSHA training requirements are
a minimum standard for many
facilities that have a fire brigade,
hazardous materials team, rescue
team or emergency medical
response team.
.~
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A full-page chart is located in the Appendix
PAGE 23
When siting a new location, con-
duct a hazard analysis of the area.
Modify your plan when a new site
becomes operable.
PAGE 24
.
_ ____m_____ _ ____.
Conduct a formal audit of the
entire plan at least once a year.
Among the issues to consider are:
· How can you involve all levels
of management in evaluating
and updating the plan?
· Are the problem areas and
resource shortfalls identified in
the vulnerability analysis being
sufficiently addressed?
· Does the plan reflect lessons
learned from drills and actual
events?
· Do members of the emergency
management group and emer-
gency response team under-
stand their respective responsi-
bilities? Have new members
been trained?
· Does the plan reflect changes
in the physical layout of the
facility? Does it reflect new
facility processes?
· Are photographs and other
records of facility assets up to
date?
· Is the facility attaining its train-
ing objectives?
· Have the hazards in the facility
changed?
· Are the names, titles and tele-
phone numbers in the plan
current?
· Are steps being taken to incor-
porate emergency management
into other facility processes?
· Have community agencies and
organizations been briefed on
the plan? Are they involved in
evaluating the plan?
,
In addition to a yearly audit,
evaluate and modify the plan at
these times:
· After each training drill or
exerClse
...-....
· After each emergency
· When personnel or their
responsibilities change
· When the layout or design of
the facility changes
· When policies or procedures
change
Remember to brief personnel
on changes to the plan.
............,
-...
t-u----- .------------- ~ I SECTION
.
EMERGENCY MANAGEMENT CONSIDERATIONS
This section describes the core operational considera-
tions of emergency management. They are:
· Direction and Control
· Communications
· Life Safety
· Property Protection
· Community Outreach
· Recovery and Restoration
· Administration and Logistics
2
,...,.-
DIRECTION AND CONTROL. Someone must be in charge in an emer-
gency. The system for managing resources, analyzing information and making
decisions in an emergency is called direction and control.
The direction and control system described below assumes a facility of
sufficient size. Your facility may require a less sophisticated system, though
the principles described here will still apply.
The configuration of your sys-
tem will depend on many factors.
Larger industries may have their
own fire team, emergency medical
technicians or hazardous materials
team, while smaller organizations
may need to rely on mutual aid
agreements. They may also be
able to consolidate positions or
combine responsibilities. Tenants
of office buildings or industrial
parks may be part of an emergency
management program for the
entire facility.
Emergency
Management Group
(EMG)
The EMG is the team responsi-
ble for the big picture. It controls
all incident-related activities.
The Incident Commander (IC)
oversees the technical aspects of
the response.
The EMG supports the IC by
allocating resources and by inter-
facing with the community, the
media, outside response organiza-
tions and regulatory agencies.
,
The EMG is headed by the
Emergency Director (ED), who
should be the facility manager.
The ED is in command and con-
trol of all aspects of the emer-
gency. Other EMG members
should be senior managers who
have the authority to:
· Determine the short- and long-
term effects of an emergency
· Order the evacuation or
shutdown of the facility
· Interface with outside organiza-
tions and the media
· Issue press releases
The relationship between the
EMG and the IC is shown in
Figure 1.
FUNCTION
DIRECTION
AND
CONTROL
.
Figure 1: Relationship between the EMG
and the Ie.
EMERGENCY OPERATIONS GROUP (EOG)
PAGE 27
In a hazardous materials accident,
an off-site medic was exposed to
the spilled material and required
hospitalization. It was determined
that the person was able to enter
the hazardous area unprotected
because no one among a host of
managers and facility responders
was "in charge" at the scene.
r----
EDC Resources:
. Communications equipment
. A copy of the emergency
management plan and EOC
procedures
. Blueprints, maps, status boards
. A list of EOC personnel and
descriptions of their duties
. Technical information and data
for advising responders
. Building security system
information
. Information and data manage-
ment capabilities
. Telephone directories
. Backup power, communica-
tions and lighting
. Emergency supplies
PAGE 28
l.nCident Command
I System (lCS)
I The ICS was developed specifi-
cally for the fire service, but its
principles can be applied to all
emergencies. The ICS provides
for coordinated response and a
clear chain of command and safe
operations.
The Incident Commander (IC)
is responsible for front-line man-
agement of the incident, for tacti-
cal planning and execution, for
determining whether outside assis-
tance is needed and for relaying
requests for internal resources or
outside assistance through the
Emergency Operations Center
(EOC).
The IC can be any employee,
but a member of management
with the authority to make deci-
sions is usually the best choice.
The IC must have the capabili-
ty and authority to:
· Assume command
· Assess the situation
. Implement the emergency
management plan
. Determine response strategies
· Activate resources
· Order an evacuation
. Oversee all incident response
activities
. Declare that the incident is "over"
..
Emergency Operations
Center (EOC)
The EOC serves as a central-
ized management center for emer-
gency operations. Here, decisions
are made by the EMG based upon
information provided by the IC
and other personnel. Regardless
of size or process, every facility
should designate an area where
decision makers can gather during
an emergency.
The EOC should be located in
an area of the facility not likely to
be involved in an incident, per-
haps the security department, the
manager's office, a conference
room or the training center. An
alternate EOC should be designat-
ed in the event that the primary
location is not usable.
Each facility must determine its
requirements for an EOC based
upon the functions to be per-
formed and the number of people
involved. Ideally, the EOC is a
dedicated area equipped with
communications equipment, refer-
ence materials, activity logs and
all the tools necessary to respond
quickly and appropriately to an
emergency.
...........
...........
""""",
~
i
Planning
Considerations
To develop a direction and
control system:
· Define the duties of personnel
with an assigned role. Establish
procedures for each position.
Prepare checklists for all proce-
dures.
· Define procedures and respon-
sibilities for fire fighting, med-
ical and health, and engineer-
ing.
· Determine lines of succession
to ensure continuous leader-
ship, authority and responsibili-
ty in key positions.
· Determine equipment and sup-
ply needs for each response
function.
· At a minimum, assign all
personnel responsibility for:
. Recognizing and reporting an
emergency
. Warning other employees in
the area
. Taking security and safety
measures
.Evacuating safely
· Provide training.
,
-- - --------.-
Security
Isolation of the incident scene
must begin when the emergency is
discovered. If possible, the discov- i
erer should attempt to secure the
scene and control access, but no
one should be placed in physical
danger to perform these functions.
Basic security measures include:
· Closing doors or windows
· Establishing temporary barriers
with furniture after people have
safely evacuated
· Dropping containment materi-
als (sorbent pads, etc.) in the
path of leaking materials
· Closing file cabinets or desk
drawers
Only trained personnel should
be allowed to perform advanced
security measures. Access to the
facility, the EOC and the incident
scene should be limited to persons
directly involved in the response.
Coordination of
Outside Response
In some cases, laws, codes, prior
agreements or the very nature of
the emergency require the IC to
turn operations over to an outside
response organization.
When this happens, the proto-
cols established between the facili-
ty and outside response organiza-
tions are implemented. The facili-
ty's IC provides the community's
IC a complete report on the
situation.
The facility IC keeps track of
which organizations are on-site
and how the response is being
coordinated. This helps increase
personnel safety and accountabili-
ty, and prevents duplication of
effort.
r---~---
I
I Keep detailed logs of actions
I taken during an emergency.
Describe what happened, deci-
sions made and any deviations
from policy. Log the time for
each event.
PAGE 29
COMMUNICATIONS.
Communications are essential to any
FUNCTION
business operation. A communications failure can be a disaster in itself,
cutting off vital business activities.
Communications are needed to report emergencies, to warn personnel of the
danger, to keep families and off-duty employees informed about what's happen-
ing at the facility to coordinate response actions and to keep in contact with
customers and suppliers.
COMMUNICATIONS
Contingency Planning
Plan for all possible contingen-
cies from a temporary or short-
term disruption to a total commu-
nications failure.
· Consider the everyday func-
tions performed by your facility
and the communications, both
voice and data, used to support
them.
· Consider the business impact if
your communications were
inoperable. How would this
impact your emergency opera-
tions?
· Prioritize all facility communi-
cations. Determine which
should be restored first in an
emergency.
· Establish procedures for restor-
ing communications systems.
· Talk to your communications
vendors about their emergency
response capabilities. Establish
procedures for restoring services.
· Determine needs for backup
communications for each busi-
ness function. Options include
messengers, telephones,
portable microwave, amateur
radios, point-to-point private
lines, satellite, high-frequency
radio.
..
Emergency
Communications
Consider the functions your
facility might need to perform in
an emergency and the communi-
cations systems needed to support
them.
Consider communications
between:
· Emergency responders
· Responders and the Incident
Commander (IC)
· The IC and the Emergency
Operations Center (EOC)
· The IC and employees
· The EOC and outside response
organizations
· The EOC and neighboring
businesses
· The EOC and employees'
families
· The EOC and customers
· The EOC and media
PAGE 31
T est communications often. ~
research firm discovered in a drill I
that its two-way radio system did I
not work, limiting communica- I
tions between the Emergency i
Operating Center (EOC) and the i
Incident Commander (IC) to
a single telephone line. The
Emergency Management Group
had failed to provide a backup
radio for the EOC. Fortunately,
this was discovered during
training.
Test alarm systems monthly. One
company conducted its first test of
a sophisticated alarm system 21
years after the system was
installed. Rather than alarm bells,
the system played Christmas
music.
PAGE 32
,-------'-""-'-' ----,-----,------..
i
Methods of communication Maintain an updated list of
include: addresses and telephone and pager ~
· Messenger numbers of key emergency
· Telephone response personnel (from within
and outside the facility).
· Two-way radio Listen for tornado, hurricane
· FAX machine and other severe weather warnings
· Microwave issued by the National Weather
· Satellite Service.
. Dial-up modems Determine government agen-
cies' notification requirements in
· Local area networks advance. Notification must be
· Hand signals made immediately to local gov-
ernment agencies when an emer- .
Family gency has the potential to affect
Communications public health and safety.
In an emergency, personnel will Prepare announcements that
need to know whether their fami- could be made over public address
lies are okay. Taking care of one's systems.
loved ones is always a first priority.
Make plans for communicating Warning
with employees' families in an Establish a system for warning
emergency. personnel of an emergency. The ~.
Also, encourage employees to: system should:
· Consider how they would com- . Be audible or within view by all
municate with their families in people in the facility
case they are separated from · Have an auxiliary power supply
one another or injured in an · Have a distinct and recogniz-
emergency. able signal
· Arrange for an out-of-rown Make plans for warning persons
contact for all family members with disabilities. For instance, a
to call in an emergency. flashing strobe light can be used
. Designate a place to meet fami- to warn hearing-impaired people.
ly members in case they cannot Familiarize personnel with
get home in an emergency. procedures for responding when
Notification the warning system is activated.
Establish procedure~ for
Establish procedures for
warning customers, contractors,
employees to report an emergency. visitors and others who may not
Inform employees of procedures. be familiar with the facility's
Train personnel assigned specific warning system.
I notification tasks.
I Post emergency telephone Test your facility's warning
I system at least monthly. ~
I numbers near each telephone, on
I
I employee bulletin boards and in
, other prominent locations.
LIFE SAFETY. Protecting the health and safety of everyone in the
facility is the first priority during an emergency.
Evacuation Planning
One common means of protec-
tion is evacuation. In the case of
fire, an immediate evacuation to a
predetermined area away from the
facility may be necessary. In a
hurricane, evacuation could
involve the entire community and
take place over a period of days.
To develop an evacuation poli-
cy and procedure:
· Determine the conditions
under which an evacuation
would be necessary.
· Establish a clear chain of com-
mand. Identify personnel with
the authority to order an evacu-
ation. Designate "evacuation
wardens" to assist others in an
evacuation and to account for
personnel.
· Establish specific evacuation
procedures. Establish a system
for accounting for personnel.
Consider employees' trans-
portation needs for community-
wide evacuations.
· Establish procedures for assist-
ing persons with disabilities and
those who do not speak
English.
,
· Post evacuation procedures.
· Designate personnel to contin-
ue or shut down critical opera-
tions while an evacuation is
underway. They must be capa-
ble of recognizing when to
abandon the operation and
evacuate themselves.
· Coordinate plans with the local
emergency management office.
Evacuation Routes and
Exits
Designate primary and sec-
ondary evacuation routes and
exits. Have them clearly marked
and well lit. Post signs.
Install emergency lighting in
case a power outage occurs during
an evacuation.
Ensure that evacuation routes
and emergency exits are:
· Wide enough to accommodate
the number of evacuating
personnel
· Clear and unobstructed at all
times
· Unlikely to expose evacuating
personnel to additional hazards
Have evacuation routes evalu-
ated by someone not in your
organization.
FUNCTION
LIFE
SAFETY
.
Consider how you would access
important personal information
about employees (home phone,
next-of-kin, medical) in an emer-
gency. Storing information on
computer disks or in sealed
envelopes are two options.
PAGE 33
A gas explosion and fire in a nurs-
ing home caused the evacuation
of all patients, most of whom were
disabled. Because the staff had
trained for this scenario, all
patients were evacuated safely.
Search and rescue should be con-
ducted only by properly trained
and equipped professionals. Death
or serious injury can occur when
untrained employees reenter a
damaged or contaminated facility.
PAGE 34
r------~- ---~
Assembly Areas and
I Accountability
I
Obtaining an accurate account
of personnel after a site evacua-
tion requires planning and
practice.
· Designate assembly areas where
personnel should gather after
evacuating.
· Take a head count after the
evacuation. The names and
last known locations of person-
nel not accounted for should be
determined and given to the
EOC. (Confusion in the
assembly areas can lead to
unnecessary and dangerous
search and rescue operations.)
· Establish a method for account-
ing for non-employees such as
suppliers and customers.
· Establish procedures for further
evacuation in case the incident
expands. This may consist of
sending employees home by
normal means or providing
them with transportation to an
off-site location.
Shelter
In some emergencies, the best
means of protection is to take
shelter either within the facility or
away from the facility in a public
building.
· Consider the conditions for
taking shelter, e.g., tornado
warning.
· Identify shelter space in the
facility and in the community.
Establish procedures for send-
ing personnel to shelter.
· Determine needs for emergency
supplies such as water, food and
medical supplies.
--"~---~----"~--"~- --"~---------------.
· Designate shelter managers, if
appropriate.
· Coordinate plans with local
authorities.
~"
Training and
Information
Train employees in evacuation,
shelter and other safety proce-
dures. Conduct sessions at least
annually or when:
· Employees are hired
· Evacuation wardens, shelter
managers and others with spe-
cial assignments are designated
· New equipment, materials or
processes are introduced
· Procedures are updated or
revised
· Exercises show that employee
performance must be improved
Provide emergency information
such as checklists and evacuation
maps.
Post evacuation maps in strate-
gic locations.
Consider the information needs
of customers and others who visit
the facility.
---..
Family Preparedness
Consider ways to help employ-
ees prepare their families for emer-
gencies. This will increase their
personal safety and help the facili-
ty get back up and running.
Those who are prepared at home
will be better able to carry out
their responsibilities at work.
~
PROPERTY PROTECTION. Protecting facilities, equipment and vital
records is essential to restoring operations once an emergency has occurred.
FUNCTION
PROPERTY
PROTECTION
Planning
Considerations
Establish procedures for:
· Fighting fires
. Containing material spills
· Closing or barricading doors
and windows
· Shutting down equipment
· Covering or securing
equipment
. Moving equipment ro a safe
location
Identify sources of backup
equipment, parts and supplies.
Designate personnel to autho-
rize, supervise and perform a facili-
ty shutdown. Train them to rec-
ognize when to abandon the
effort.
Obtain materials to carry out
protection procedures and keep
them on hand for use only in
emergencies.
...""-....
Protection Systems
Determine needs for systems to
detect abnormal situations, pro-
vide warning and protect property.
Consider:
· Fire protection systems
. Lightning protection systems
. Water-level monitoring systems
. Overflow detection devices
· Automatic shutoffs
. Emergency power generation
systems
Consult your property insurer
about special protective systems.
Mitigation
Consider ways to reduce the
effects of emergencies, such as mov-
ing or constructing facilities away
from flood plains and fault zones.
Also consider ways to reduce the
chances of emergencies from
occurring, such as changing
processes or materials used to run
the business.
PAGE 35
PAGE 36
f -~---------------~-~-------_._-------------~----------- ----.
Consider physical retrofitting architect and your community's
measures such as: building and zoning offices for ~
· Upgrading facilities to with- additional information.
stand the shaking of an earth-
quake or high winds Facility Shutdown
. "Floodproofing" facilities by Facility shutdown is generally a
constructing flood walls or last resort but always a possibility.
other flood protection devices Improper or disorganized shut-
(see Section 3 for additional down can result in confusion,
information) injury and property damage.
. Installing fire sprinkler systems Some facilities require only
· Installing fire-resistant materi- simple actions such as turning off
equipment, locking doors and
als and furnishing activating alarms. Others require
. Installing storm shutters for all complex shutdown procedures.
exterior windows and doors Work with department heads to
There are also non-structural establish shutdown procedures.
mitigation measures to consider, Include information about when
including: and how to shut off utilities.
. Installing fire-resistant materi- Identify:
als and furnishing · The conditions that could
. Securing light fixtures and necessitate a shutdown
other items that could fall or · Who can order a shutdown ~,
shake loose in an emergency · Who will carry out shutdown
· Moving heavy or breakable procedures
objects to low shelyes · How a partial shutdown would
· Attaching cabinets and files to affect other facility operations
low walls or bolting them · The length of time required for
together shutdown and restarting
· Placing Velcro strips under Train personnel in shutdown
typewriters, tabletop computers procedures. Post procedures.
and television monitors
· Moving work stations away
from large windows
. Installing curtains or blinds
that can be drawn over win-
dows to prevent glass from
shattering onto employees
· Anchoring water heaters and
bolting them to wall studs
Consult a structural engineer or
...-.,.,
I
~
,---
I
Records Preservation
Vital records may include:
· Financial and insurance infor-
mation
"
· Engineering plans and drawings
· Product lists and specifications
· Employee, customer and suppli-
er databases
· Formulas and trade secrets
· Personnel files
Preserving vital records is
essential to the quick restoration
of operations. Analyzing vital
records involves:
1. Classifying operations into
functional categories, e.g.,
finance, production, sales,
administration
2. Determining essential functions
for keeping the business up and
running, such as finance, pro-
duction, sales, etc.
3. Identifying the minimum infor-
mation that must be readily
accessible to perform essential
functions, e.g., maintaining
customer collections may
require access to account state-
ments
4. Identifying the records that
contain the essential informa-
tion and where they are located
5. Identifying the equipment and
materials needed to access and
use the information
~~.~---~-------_._---------.-
Next, establish procedures for
protecting and accessing vital
records. Among the many
approaches to consider are:
· Labeling vital records
· Backing up computer systems
· Making copies of records
· Storing tapes and disks in
insulated containers
· Storing data off-site where they
would not likely be damaged by
an event affecting your facility
· Increasing security of computer
facilities
· Arranging for evacuation of
records to backup facilities
· Backing up systems handled by
service bureaus
· Arranging for backup power
PAGE 37
COMMUNITY OUTREACH. Your facility's relationship with the commu-
nity will influence your ability to protect personnel and property and return to
normal operations.
This section describes ways to involve outside organizations in the emergency
management plan.
.
Involving the
Community
Maintain a dialogue with com-
munity leaders, first responders,
government agencies, community
organizations and utilities, includ-
ing:
· Appointed and elected leaders
· Fire, police and emergency
medical services personnel
· Local Emergency Planning
Committee (LEPC) members
· Emergency management
director
· Public Works Department
· American Red Cross
· Hospitals
· Telephone company
· Electric utility
· Neighborhood groups
Have regular meetings with
community emergency personnel
to review emergency plans and
procedures. Talk about what
you're doing to prepare for and
prevent emergencies. Explain
your concern for the community's
welfare.
i
I Identify ways your facility could
I help the community in a commu-
I
; nity-wide emergency.
1
Look for common interests and
concerns. Identify opportunities
for sharing resources and informa-
tion.
Conduct confidence-building
activities such as facility tours.
Do a facility walk-through with
community response groups.
Involve community fire, police
and emergency management per-
sonnel in drills and exercises.
Meet with your neighbors to
determine how you could assist
each other in an emergency.
Mutual Aid
Agreements
To avoid confusion and conflict
in an emergency, establish mutual
aid agreements with local response
agencies and businesses.
These agreements should:
· Define the type of assistance
· Identify the chain of command
for activating the agreement
· Define communications
procedures
Include these agencies in facili-
ty training exercises whenever
possible.
FUNCTION
COMMUNITY
OUTREACH
Mutual aid agreements can
address any number of activities or
resources that might be needed in
an emergency. For example:
. Providing for firefighting and
HAZMA T response.
. Providing shelter space, emer.
gency storage, emergency supplies,
medical support.
. Businesses allowing neighbors
to use their property to account
for personnel after an evacuation.
PAGE 39
r-- -~
The community wants to know: I
. What does the facility do?
. What are the hazards?
. What programs are in place to
respond to emergencies?
. How could a site emergency
affect the community?
. What assistance will be
required from the community?
PAGE 40
r-------
Community Service
In community-wide emergen-
cies, business and industry are
often needed to assist the commu-
nity with:
· Personnel
· Equipment
· Shelter
· Training
· Storage
· Feeding facilities
· EOC facilities
· Food, clothing, building
materials
· Funding
· Transportation
While there is no way to pre-
dict what demands will be placed
, .
on your company s resources, give
some thought to how the commu-
nity's needs might influence your
corporate responsibilities in an
emergency. Also, consider the
opportunities for community ser-
vice before an emergency occurs.
,
.
Public Information
When site emergencies expand
beyond the facility, the communi-
ty will want to know the nature of
the incident, whether the public's
safety or health is in danger, what
is being done to resolve the prob-
lem and what was done to prevent
the situation from happening.
Determine the audiences that
may be affected by an emergency
and identify their information
needs. Include:
· The public
· The media
· Employees and retirees
· Unions
~,
.
· Contractors and suppliers
· Customers
· Shareholders
· Emergency response
organizations
· Regulatory agencies
· Appointed and elected officials
· Special interest groups
· Neighbors
~
--."",
"
i
i Media Relations
In an emergency, the media are
the most important link to the
public. Try to develop and main-
tain positive relations with media
outlets in your area. Determine
their particular needs and inter-
ests. Explain your plan for pro-
tecting personnel and preventing
emergencies.
Determine how you would
communicate important public
information through the media in
an emergency.
· Designate a trained spokes-
person and an alternate
spokesperson
· Set up a media briefing area
· Establish security procedures
· Establish procedures for ensur-
ing that information is com-
plete, accurate and approved
for public release
· Determine an appropriate and
useful way of communicating
technical information
· Prepare background informa-
tion about the facility
j
When providing information to
the media during an emergency:
Do's
· Give all media equal access to
information.
· When appropriate, conduct
press briefings and interviews.
Give local and national media
equal time.
· Try to observe media deadlines.
· Escort media representatives to
ensure safety.
· Keep records of information
released.
· Provide press releases when
possible.
Don'ts
· Do not speculate about the
incident.
· Do not permit unauthorized
personnel to release informa-
tion.
· Do not cover up facts or mis-
lead the media.
· Do not place blame for the
incident.
..
Press releases about facility-gener-
ated emergencies should describe
who is involved in the incident
and what happened, including
when, where, why and how.
PAGE 41
RECOVERY AND RESTORATION. Business recovery and restoration,
or business resumption, goes right to a facility's bottom line: keeping people
employed and the business running.
FUNCTION
RECOVERY
ANO
RESTORATION
Planning
Considerations
Consider making contractual
arrangements with vendors for
such post-emergency services as
records preservation, equipment
repair, earthmoving or engineering.
Meet with your insurance carri-
ers to discuss your property and
business resumptions policies (see
the next page for guidelines).
Determine critical operations
and make plans for bringing those
systems back on-line. The process
may entail:
· Repairing or replacing
equipment
· Relocating operations to an
alternate location
· Contracting operations on a
temporary basis
Take photographs or videotape
the facility to document company
assets. Update these records regularly.
Continuity of
Management
You can assume that not every
key person will be readily avail-
able or physically at the facility
after an emergency. Ensure that
recovery decisions can be made
without undue delay. Consult
your legal department regarding
laws and corporate bylaws govern-
ing continuity of management.
Establish procedures for:
· Assuring the chain of
command
· Maintaining lines of succession
for key personnel
· Moving to alternate
headquarters
Include these considerations in
all exercise scenarios.
PAGE 43
After a site emergency, assess the
impact of the event on business
neighbors and the community
and take appropriate action.
How you handle this issue will
have long-lasting consequences.
PAGE 44
.
Insurance
Most companies discover that
they are not properly insured only
after they have suffered a loss.
Lack of appropriate insurance can
be financially devastating.
Discuss the following topics with
your insurance advisor to deter-
mine your individual needs.
· How will my property be
valued?
· Does my policy cover the cost
of required upgrades to code?
· How much insurance am I
required to carry to avoid
becoming a co-insurer?
· What perils or causes of loss
does my policy cover?
· What are my deductibles?
· What does my policy require
me to do in the event of a loss?
· What types of records and
documentation will my insur-
ance company want to see?
Are records in a safe place
where they can be obtained
after an emergency?
· To what extent am I covered
for loss due to interruption of
power? Is coverage provided
for both on- and off-premises
power interruption?
· Am I covered for lost income
in the event of business inter-
ruption because of a loss? Do I
have enough coverage? For
how long is coverage provided?
How long is my coverage for
lost income if my business is
closed by order of a civil
authority?
· To what extent am I covered
for reduced income due to cus-
tomers' not all immediately
coming back once the business
reopens?
· How will my emergency man-
agement program affect my
rates?
Employee Support
Since employees who will rely
on you for support after an emer-
gency are your most valuable
asset, consider the range of ser-
vices that you could provide or
arrange for, including:
. Cash advances
. Salary continuation
. Flexible work hours
. Reduced work hours
. Crisis counseling
. Care packages
. Day care
.
~
~
~.
,..-.
t..._~-------~~---_.~ - u__
Resuming Operations
Immediately after an emergency,
take steps to resume operations.
· Establish a recovery team, if
necessary. Establish priorities
for resuming operations.
· Continue to ensure the safety
of personnel on the property.
Assess remaining hazards.
Maintain security at the
incident scene.
· Conduct an employee briefing.
· Keep detailed records. Consider
audio recording all decisions.
Take photographs of or video-
tape the damage.
· Account for all damage-related
costs. Establish special job
order numbers and charge
codes for purchases and repair
work.
· Follow notification procedures.
Notify employees' families
about the status of personnel
on the property. Notify off-
duty personnel about work sta-
tus. Notify insurance carriers
and appropriate government
agencies.
· Protect undamaged property.
Close up building openings.
Remove smoke, water and
debris. Protect equipment
against moisture. Restore
sprinkler systems. Physically
secure the property. Restore
power.
· Conduct an investigation.
Coordinate actions with appro-
priate government agencies.
1
-~~
· Conduct salvage operations.
Segregate damaged from
undamaged property. Keep
damaged goods on hand until
an insurance adjuster has
visited the premises, but you
can move material outside if
it's seriously in the way and
exposure to the elements won't
make matters worse.
· Take an inventory of damaged
goods. This is usually done
with the adjuster, or the
adjuster's salvor if there is any
appreciable amount of goods
or value. If you release goods
to the salvor, obtain a signed
inventory stating the quantity
and type of goods being
removed.
· Restore equipment and proper-
ty. For major repair work,
review restoration plans with
the insurance adjuster and
appropriate government agencies.
· Assess the value of damaged
property. Assess the impact of
business interruption.
· Maintain contact with cus-
tomers and suppliers.
PAGE 45
ADMINISTRATION AND LOGISTICS. Maintain complete and accu-
rate records at all times to ensure a more efficient emergency response and
recovery. Certain records may also be required by regulation or by your insur-
ance carriers or prove invaluable in the case of legal action after an incident.
Administrative
Actions
Administrative actions prior to
an emergency include:
· Establishing a written emer-
gency management plan
· Maintaining training records
· Maintaining all written
communications
· Documenting drills and exer-
cises and their critiques
· Involving community
emergency response organiza-
tions in planning activities
Administrative actions during
and after an emergency include:
· Maintaining telephone logs
· Keeping a detailed record of
events
· Maintaining a record of injuries
and follow-up actions
· Accounting for personnel
· Coordinating notification of
family members
· Issuing press releases
· Maintaining sampling records
· Managing finances
· Coordinating personnel
services
· Documenting incident
investigations and recovery
operations
Logistics
Before an emergency, logistics
may entail:
· Acquiring equipment
· Stockpiling supplies
· Designating emergency
facilities
· Establishing training facilities
· Establishing mutual aid
agreements
· Preparing a resource inventory
During an emergency, logistics
may entail the provision of:
· Providing utility maps to
emergency responders
· Providing material safety data
sheets to employees
· Moving backup equipment in
place
· Repairing parts
· Arranging for medical support,
food and transportation
· Arranging for shelter facilities
· Ptoviding for backup power
· Providing for backup communi-
cations
FUNCTION
ADMINISTRATION
AND
LOGISTICS
Emergency funding can be critical
immediately following an emer-
gency. Consider the need for pre-
approved purchase requisitions
and whether special funding
authorities may be necessary.
PAGE 47
,------------ ----------------
~
,
HAZARD-SPECIFIC INFORMATION
This section provides information about some of the
most common hazards:
· Fire
· Hazardous Materials Incidents
· Floods and Flash Floods
· Hurricanes
· Tornadoes
· Severe Winter Storms
· Earthquakes
· Technological Emergencies
.. I SECTION
3
""""'..
II
.~
~.
FIRE. Fire is the most common of all the hazards. Every year fires cause
thousands of deaths and injuries and billions of dollars in property damage.
HAZARDS
FIRE
Planning
Considerations
Consider the following when
developing your plan:
· Meet with the fire department
to talk about the community's
fire response capabilities. Talk
about your operations. Identify
processes and materials that
could cause or fuel a fire, or
contaminate the environment
in a fire.
· Have your facility inspected for
fire hazards. Ask about fire
codes and regulations.
· Ask your insurance carrier to
recommend fire prevention and
protection measures. Your car-
rier may also offer training.
· Distribute fire safety informa-
tion to employees: how to pre-
vent fires in the workplace,
how to contain a fire, how to
evacuate the facility, where to
report a fire.
· Instruct personnel to use the
stairs - not elevators - in a
fire. Instruct them to crawl on
their hands and knees when
escaping a hot or smoke-filled
area.
.
· Conduct evacuation drills.
Post maps of evacuation routes
in prominent places. Keep
evacuation routes including
stairways and doorways clear of
debris.
· Assign fire wardens for each
area to monitor shutdown and
evacuation procedures.
· Establish procedures for the
safe handling and storage of
flammable liquids and gases.
Establish procedures to prevent
the accumulation of com-
bustible materials.
· Provide for the safe disposal of
smoking materials.
· Establish a preventive mainte-
nance schedule to keep equip-
ment operating safely.
· Place fire extinguishers in
appropriate locations.
· Train employees in use of fire
extinguishers.
PAGE 51
.- ~-
· Install smoke detectors. Check
smoke detectors once a month,
change batteries at least once a
year.
· Establish a system for warning
personnel of a fire. Consider
installing a fire alarm with
automatic notification to the
fire department.
· Consider installing a sprinkler
system, fire hoses and fire-resis-
tant walls and doors.
· Ensure that key personnel are
familiar with all fire safety
systems.
· Identify and mark all utility
shutoffs so that electrical
power, gas or water can be shut
off quickly by fire wardens or
responding personnel.
· Determine the level of response
your facility will take if a fire
occurs. Among the options
are:
Option 1 - Immediate evacu-
ation of all personnel on alarm.
PAGE 52
,
---..
Option 2 - All personnel are
trained in fire extinguisher use.
Personnel in the immediate
area of a fire attempt to control
it. If they cannot, the fire
alarm is sounded and all per-
sonnel evacuate.
Option 3 - Only designated
personnel are trained in fire
extinguisher use.
Option 4 - A fire team is
trained to fight incipient-stage
fires that can be controlled
without protective equipment
or breathing apparatus. Beyond
this level fire, the team evacu-
ates.
Option 5 - A fire team is
trained and equipped to fight
structural fires using protective
equipment and breathing appa-
ratus.
~.
.
~
~
HAZARDOUS MATERIALS INCIDENTS. Hazardous
HAZARDS
materials are substances that are either flammable or combustible, explosive,
toxic, noxious, corrosive, oxidizable, an irritant or radioactive.
HAZARDOUS
MATERIALS
INCIDENTS
r-
.
A hazardous material spill or
release can pose a risk to life,
health or property. An incident
can result in the evacuation of a
few people, a section of a facility
or an entire neighborhood.
There are a number of Federal
laws that regulate hazardous mate-
rials, including: the Superfund
Amendments and Reauthorization
Act of 1986 (SARA), the
Resource Conservation and
Recovery Act of 1976 (RCRA),
the Hazardous Materials
Transportation Act (HMTA), the
Occupational Safety and Health
Act (OSHA), the Toxic
Substances Control Act (TSCA)
and the Clean Air Act.
Title III of SARA regulates the
packaging, labeling, handling,
storage and transportation of haz-
ardous materials. The law requires
facilities to furnish information
I
I
.
about the quantities and health
effects of materials used at the
facility, and to promptly notify
local and State officials whenever
a significant release of hazardous
materials occurs.
In addition to on-site hazards,
you should be aware of the poten-
tial for an off-site incident affect-
ing your operations. You should
also be aware of hazardous materi-
als used in facility processes and in
the construction of the physical
plant.
Detailed definitions as well as
lists of hazardous materials can be
obtained from the Environmental
Protection Agency (EPA) and the
Occupational Safety and Health
Administration (OSHA).
PAGE 53
~~--
Planning
Considerations
Consider the following when
developing your plan:
· Identify and label all hazardous
materials stored, handled, pro-
duced and disposed of by your
facility. Follow government
regulations that apply to your
facility. Obtain material safety
data sheets (MSDS) for all haz-
ardous materials at your location.
· Ask the local fire department
for assistance in developing
appropriate response proce-
dures.
· Train employees ro recognize
and report hazardous material
spills and releases. Train
employees in proper handling
and storage.
· Establish a hazardous material
response plan:
.Establish procedures to notify
management and emergency
response organizations of an
incident.
.Establish procedures to warn
employees of an incident.
.Establish evacuation
procedures.
. Depending on your opera-
tions, organize and train an
emergency response team to
confine and control hazardous
material spills in accordance
with applicable regulations.
PAGE 54
+
----.
· Identify other facilities in your
area that use hazardous materi-
als. Determine whether an
incident could affect your
facility.
· Identify highways, railroads and
waterways near your facility
used for the transportation of
hazardous materials. Determine
how a transportation accident
near your facility could affect
your operations.
""""""
.
..-..."
~
FLOODS AND FLASH FLOODS. Floods are the most common
and widespread of all natural disasters. Most communities in the United
States can experience some degree of flooding after spring rains. heavy thun-
derstorms or winter snow thaws.
HAZARDS
FLOODS
AND FLASH
FLOODS
Most floods develop slowly over
a period of days. Flash floods,
however, are like walls of water
that develop in a matter of min-
utes. Flash floods can be caused
by intense storms or dam failure.
Planning
Considerations
Consider the following when
preparing for floods:
· Ask your local emergency man-
agement office whether your
facility is located in a flood
plain. Learn the history of
flooding in your area. Learn
the elevation of your facility in
relation to steams, rivers and
dams.
· Review the community's emer-
gency plan. Learn the commu-
nity's evacuation routes. Know
where to find higher ground in
case of a flood.
· Establish warning and evacua-
tion procedures for the facility.
Make plans for assisting
employees who may need trans-
portation.
,
-.
· Inspect areas in your facility
subject to flooding. Identify
records and equipment that can
be moved to a higher location.
Make plans to move records
and equipment in case of flood.
· Purchase a NOAA Weather
Radio with a warning alarm
tone and battery backup.
Listen for flood watches and
warnings.
Flood Watch - Flooding is possible.
Stay tuned to NOAA radio. Be pre-
pared to evacuate. Tune to local radio
and television stations for additional
information.
Flood Warning - Flooding is
already occurring or will occur soon.
Take precautions at once. Be pre-
pared to go to higher ground. If
advised, evacuate immediately.
· Ask your insurance carrier for
information about flood insur-
ance. Regular property and
casualty insurance does not
cover flooding.
PAGE 55
PAGE 56
i
I
I
I
· Consider the feasibility of
floodproofing your facility.
There are three basic types of
methods.
1. Permanent floodproofing mea~
sures are taken before a flood
occurs and require no human
intervention when flood waters
rise. They include:
. Filling windows, doors or
other openings with water-
resistant materials such as
concrete blocks or bricks.
This approach assumes the
structure is strong enough to
withstand flood waters.
.Installing check valves to
prevent water from entering
where utility and sewer lines
enter the facility.
. Reinforcing walls to resist
water pressure. Sealing walls
to prevent or reduce seepage.
. Building watertight walls
around equipment or work
areas within the facility that
are particularly susceptible to
flood damage.
.Constructing flood walls or
levees outside the facility to
keep flood waters away.
.Elevating the facility on walls,
columns or compacted fill.
This approach is most applica-
ble to new construction,
though many types of build-
ings can be elevated.
.
..
2. Contingent floodproofing
measures are also taken before
a flood but require some addi-
tional action when flooding
occurs. These measures
include:
.Installing watertight barriers
called flood shields to prevent
the passage of water through
doors, windows, ventilation
shafts or other openings
.Installing permanent water-
tight doors
.Constructing movable flood-
walls
. Installing permanent pumps
to remove flood waters
3. Emergency floodproofing mea~
sures are generally less expen-
sive than those listed above,
though they require substantial
advance warning and do not
satisfy the minimum require-
ments for watertight flood-
proofing as set forth by the
National Flood Insurance
Program (NFIP). They
include:
. Building walls with sandbags
.Constructing a double row of
walls with boards and posts to
create a "crib," then filling the
crib with soil
.Constructing a single wall by
stacking small beams or planks
on top of each other
· Consider the need for backup
systems:
.Portable pumps to remove
flood water
. Alternate power sources such
as generators or gasoline-pow-
ered pumps
. Battery -powered emergency
lighting
· Participate in community flood
control projects.
~
.
~
.........
HAZARDS
HURRICANES. Hurricanes are severe tropical storms with sustained
winds of 74 miles per hour or greater. Hurricane winds can reach 160 miles per
hour and extend inland for hundreds of miles.
HURRICANES
Hurricanes bring torrential
rains and a storm surge of ocean
water that crashes into land as the
storm approaches. Hurricanes
also spawn tornadoes.
Hurricane advisories are issued
by the National Weather Service
as soon as a hurricane appears to
be a threat. The hurricane season
lasts from June through November.
Planning
Considerations
The following are considera-
tions when preparing for hurri-
canes:
I
~
. Ask your local emergency man-
agement office about communi-
ty evacuation plans.
. Establish facility shutdown pro-
cedures. Establish warning and
evacuation procedures. Make
plans for assisting employees
who may need transportation.
· Make plans for communicating
with employees' families before
and after a hurricane.
. Purchase a NOAA Weather
Radio with a warning alarm
tone and battery backup.
Listen for hurricane watches
and warnings.
Hurricane Watch - A hurricane is
possible within 24 to 36 hours. Stay
tuned for additional advisories. Tune
to local radio and television stations
for additional information. An evacua-
tion may be necessary.
Hurricane Warning - A hurricane
will hit land within 24 hours. Take
precautions at once. If advised, evac-
uate immediately.
· Survey your facility. Make
plans to protect outside equip-
ment and structures.
. Make plans to protect windows.
Permanent storm shutters offer
the best protection. Covering
windows with 5/8" marine ply-
wood is a second option.
. Consider the need for backup
systems:
.Portable pumps to remove
flood water
. Alternate power sources such
as generators or gasoline-pow-
ered pumps
.Battery-powered emergency
lighting
· Prepare to move records, com-
puters and other items within
your facility or to another location.
PAGE 57
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,
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....-...
TORNADOES. Tornadoes are incredibly violent local storms that
extend to the ground with whirling winds that can reach 300 mph.
HAZARDS
TORNADOES
Spawned from powerful thun-
derstorms, tornadoes can uproot
trees and buildings and turn harm-
less objects into deadly missiles in
a matter of seconds. Damage
paths can be in excess of one mile
wide and 50 miles long.
Tornadoes can occur in any
state but occur more frequently in
the Midwest, Southeast and
Southwest. They occur with little
or no warning.
Planning
Considerations
The following are considera-
tions when planning for torna-
does:
· Ask your local emergency man-
agement office about the com-
munity's tornado warning system.
. Purchase a NOAA Weather
Radio with a warning alarm
tone and battery backup.
Listen for tornado watches and
warnings.
I
,
-- --------------------.
Tornado Watch - Tornadoes are
likely. Be ready to take shelter. Stay
tuned to radio and television stations
for additional information.
Tornado Warning - A tornado has
been sighted in the area or is indicat-
ed by radar. Take shelter immediately.
· Establish procedures to inform
personnel when tornado warn-
ings are posted. Consider the
need for spotters to be responsi-
ble for looking out for
approaching storms.
· Work with a structural engineer
or architect to designate shelter
areas in your facility. Ask your
local emergency management
office or National Weather
Service office for guidance.
. Consider the amount of space
you will need. Adults require
about six square feet of space;
nursing home and hospital
patients require more.
· The best protection in a torna-
do is usually an underground
area. If an underground area is
not available, consider:
PAGE 59
PAGE 60
.'------, -'----------- ------ '-----
- , ------------------.
.Small interior rooms on the
lowest floor and without
windows
.Hallways on the lowest floor
away from doors and windows
.Rooms constructed with rein-
forced concrete, brick or block
with no windows and a heavy
concrete floor or roof system
overhead
. Protected areas away from
doors and windows
Note: Auditoriums, cafeterias
and gymnasiums that are covered
with a flat, wide-span roof are not
considered safe.
· Make plans for evacuating per-
sonnel away from lightweight
modular offices or mobile
home-size buildings. These
structures offer no protection
from tornadoes.
· Conduct tornado drills.
· Once in the shelter, personnel
should protect their heads with
their arms and crouch down.
~
.
~
I
I
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~,
SEVERE WINTER STORMS. Severe winter storms bring heavy
snow, ice, strong winds and freezing rain. Winter storms can prevent employ-
ees and customers from reaching the facility, leading to a temporary shutdown
until roads are cleared. Heavy snow and ice can also cause structural damage
and power outages.
HAZARDS
SEVERE WINTER
STORMS
Planning
Considerations
Following are considerations
for preparing for winter storms:
· Listen to NOAA Weather
Radio and local radio and tele-
vision stations for weather
information:
Winter Storm Watch - Severe win-
ter weather is possible.
Winter Storm Warning - Severe
winter weather is expected.
Blizzard Warning - Severe winter
weather with sustained winds of at
least 35 mph is expected.
Traveler's Advisory - Severe win-
ter conditions may make driving diffi-
cult or dangerous.
-------.
. Establish procedures for facility
shutdown and early release of
employees.
· Store food, water, blankets, bat-
tery-powered radios with extra
batteries and other emergency
supplies for employees who
become stranded at the facility.
· Provide a backup power source
for critical operations.
· Arrange for snow and ice
removal from parking lots,
walkways, loading docks, ete.
PAGE 61
~
Ii
"'"'
..........,
HAZARDS
EARTHQUAKES. Earthquakes occur most frequently west of the
Rocky Mountains, although historically the most violent earthquakes have
occurred in the central United States. Earthquakes occur suddenly and without
warnmg.
EARTHQUAKES
Earthquakes can seriously dam-
age buildings and their contents;
disrupt gas, electric and telephone
services; and trigger landslides,
avalanches, flash floods, fires and
huge ocean waves called tsunamis.
Aftershocks can occur for weeks
following an earthquake.
In many buildings, the greatest
danger to people in an earthquake
is when equipment and non-struc-
tural elements such as ceilings,
partitions, windows and lighting
fixtures shake loose.
Planning
Considerations
Following are guidelines for
preparing for earthquakes:
· Assess your facility's vulnerabil-
ity to earthquakes. Ask local
government agencies for seis-
mic information for your area.
. Have your facility inspected by
a structural engineer. Develop
and prioritize strengthening
measures. These may include:
.Adding steel bracing to frames
. Adding sheer walls to frames
.Strengthening columns and
building foundations
.Replacing unreinforced brick
filler walls
,
· Follow safety codes when con-
structing a facility or making
major renovations.
. Inspect non-structural systems
such as air conditioning, com-
munications and pollution con-
trol systems. Assess the poten-
tial for damage. Prioritize mea-
sures to prevent damages.
. Inspect your facility for any
item that could fall, spill, break
or move during an earthquake.
Take steps to reduce these hazards:
.Move large and heavy objects
to lower shelves or the floor.
Hang heavy items away from
where people work.
.Secure shelves, filing cabinets,
tall furniture, desktop equip-
ment, computers, printers,
copiers and light fixtures.
.Secure fixed equipment and
heavy machinery to the floor.
Larger equipment can be
placed on casters and attached
to tethers which attach to the
wall.
. Add bracing to suspended
ceilings, if necessary.
.Install safety glass where
appropriate.
.Secure large utility and
process piping.
PAGE 63
.-------~
· Keep copies of design drawings
of the facility to be used in
assessing the facility's safety
after an earthquake.
· Review processes for handling
and storing hazardous materials.
Have incompatible chemicals
stored separately.
· Ask your insurance carrier
about earthquake insurance
and mitigation techniques.
· Establish procedures to deter-
mine whether an evacuation is
necessary after an earthquake.
· Designate areas in the facility
away from exterior walls and
windows where occupants
should gather after an earth-
quake if an evacuation is not
necessary.
PAGE 64
...
· Conduct earthquake drills.
Provide personnel with the fol-
lowing safety information:
. In an earthquake, if indoors,
stay there. Take cover under a
sturdy piece of furniture or
counter, or brace yourself
against an inside wall. Protect
your head and neck.
.If outdoors, move into the
open, away from buildings,
street lights and utility wires.
. After an earthquake, stay
away from windows, skylights
and items that could falL Do
not use the elevators.
.Use stairways to leave the
building if it is determined
that a building evacuation is
necessary.
""""".
.
"""""
~.
TECHNOLOGICAL EMERGENCIES. Technological emer-
gencies include any interruption or loss of a utility service, power source, life
support system, information system or equipment needed to keep the business
in operation.
HAZARDS
TECHNOLOGICAL
EMERGENCIES
Planning
Considerations
The following are suggestions
for planning for technological
emergencies:
. Identify all critical operations,
including:
.Utilities including electric
power, gas, water, hydraulics,
compressed air, municipal and
internal sewer systems, waste-
water treatment services
.Security and alarm systems,
elevators, lighting, life support
systems, heating, ventilation
and air conditioning systems,
electrical distribution system.
.Manufacturing equipment,
pollution control equipment
.Communication systems, both
data and voice computer net-
works
. Transportation systems
including air, highway, rail-
road and waterway
. Determine the impact of
service disruption.
. Ensure that key safety and
maintenance personnel are
thoroughly familiar with all
building systems.
I
I
+
. Establish procedures for restor-
ing systems. Determine need
for backup systems.
. Establish preventive mainte-
nance schedules for all systems
and equipment.
PAGE 65
~
.
~
~
r----------
I
-~.. I SECTION
4
~
INFORMATION SOURCES
This section provides information sources:
. Additional Readings from FEMA
. Ready-to-Print Brochures
. Emergency Management Offices
~
.
~
~..
ADDITIONAL READINGS FROM FEMA. The following
publications can be obtained from FEMA by writing to: FEMA, Publications, PO.
Box 70274, Washington, DC 20024.
SOURCES
ADDITIONAL
READINGS
FROM FEMA
::
. Disaster Mitigation Guide for
Business and Industry (FEMA
190) -Technical planning
information for building owners
and industrial facilities on how
to reduce the impact of natural
disasters and man-made emer-
genCies.
· Principal Threats Facing
Communities and Local
Emergency Management
Coordinators (FEMA 191) -
Statistics and analyses of natur-
al disasters and man-made
threats in the U.S.
. Floodproofing Non-Residential
Structures (FEMA 102) --
Technical information for
building owners, designers and
contractors on floodprooflng
techniques (200 pages).
. Non-Residential Flood-
proofing - Requirements and
Certification for Buildings
Located in Flood Hazard Areas
in Accordance with the
National Flood Insurance
Program (FIA-TB-3)-
Planning and engineering con-
siderations for floodprooflng
new commercial buildings.
I
,
~
~
· Building Performance:
Hurricane Andrew in Florida
(FIA 22) - Technical guid-
ance for enhancing the perfor-
mance of buildings in hurri-
canes.
· Building Performance:
Hurricane Iniki in Hawaii
(FIA 23) - Technical guid-
ance for reducing hurricane and
flood damage.
· Answers to Ouestions About
Substantially Damaged
Buildings (FEMA 213) -
Information about regulations
and policies of the National
Flood Insurance Program
regarding substantially damaged
buildings (25 pages).
· Design Guidelines for Flood
Damage Reduction (FEMA 15)
- A study on land use, water-
shed management, design and
construction practices in flood-
prone areas.
· Comprehensive Earthquake
Preparedness Planning
Guidelines: Corporate (FEMA
71) -- Earthquake planning
guidance for corporate safety
officers and managers.
PAGE 69
~
""""""
~,
READY-TO-PRINT BROCHURE MECHANICALS FOR
YOUR EMPLOYEE SAFETY PROGRAM. You can provide
your employees and customers with life-saving information from FEMA and the
American Red Cross. Available at no charge is ready-to-print artwork for a
series of brochures on disaster preparedness and family safety.
Select any of the brochures
below, and you'll receive camera-
ready materials, printing instruc-
tions and ideas for adding your
own logo or sponsor message.
Write to: Camera-ready Requests,
Wayne Blanchard, FEMA,
500 C Street, SW, Washington,
DC 20472.
· Your Family Disaster Plan -
A 4-step plan for individuals
and families on how to prepare
for any type of disaster.
· Emergency Preparedness
Checklist - An action check-
list on home safety, evacuation
and disaster preparedness.
,
SOURCES
READY-TO-PRINT
BROCHURES
-..
· Your Family Disaster Supplies
Kit - A checklist of emergency
supplies for the home and car.
· Helping Children Cope With
Disaster - Practical advice on
how to help children deal with
the stress of disaster.
PAGE 71
~
t
~
.........,.",
EMERGENCY MANAGEMENT OFFICES
SOURCES
EMERGENCY
MANAGEMENT
OFFICES
~
FEMA Headquarters State Emergency
Federal Emergency Management Agencies
Management Agency, 500 C (FEMA region numbers are in
Street, SW, Washington, DC parentheses. )
20472, (202)646-2500. Alabama (4)
FEMA Regional Alabama Emergency Management
Agency
Offices 5898 S. County Rd.
· Region 1: Boston Clanton, AL 35045
(617)223-9540 (205)280-2200
· Region 2: New York Alaska (10)
(212)225-7209 Division of Emergency Services
New Anchorage Armory
· Region 3: Philadelphia Fort Richardson
(215)931-5500 Bldg. 49000, Suite B-210
· Region 4: Atlanta Fort Richardson, AK 99595-5750
(404 )853-4200 (907)428-7000
· Region 5: Chicago Arizona (9)
Arizona Division of Emergency
(312 )408-5500 Services
· Region 6: Denton, TX National Guard Bldg.
(817)898-5104 5636 E. McDowell Rd.
· Region 7: Kansas City, MO Phoenix, AZ 85008
(602)231-6245
(816)283-7061 Arkansas (6)
· Region 8: Denver Office of Emergency Services
(303 )235-1813 P.O. Box 758
· Region 9: San Francisco Conway, AR 72032
( 415)923-7100 (501 )329-5601
· Region 10: Bothell, W A California (9)
(206 )48 7 -4604 Office of Emergency Services
2800 Meadowview Rd.
Sacramento, CA 95823
(916 )427 -4990
i
1
PAGE 73
--
PAGE 74
Colorado (8)
Colorado Office of Emergency
Management
Camp George West
Golden, CO 80401
(303 )273-1622
Connecticut (1)
Connecticut Office of Emergency
Management
360 Broad St.
Hartford, CT 06105
(203 )566-3180
Delaware (3)
Division of Emergency Planning
and Operations
P.O. Box 527
Delaware City, DE 19706
(302 )834-4531
District of Columbia (3)
Office of Emergency Preparedness
200 14th St., NW, 8th Floor
Washington, DC 20009
(202)727-3150
Florida (4)
Division of Emergency
Management
2740 Crestview Dr.
Tallahassee, FL 32399
(904 )488-1900
Georgia (4)
Georgia Emergency Management
Agency
P.O. Box 18055
Atlanta, GA 30316-0055
(404 )624-7205
Hawaii (9)
State Civil Defense
3949 Diamond Head Rd.
Honolulu, HI 96816-4495
(808) 734-2161
Idaho (10)
Bureau of Disaster Services
650 W. State St.
Boise, ID 83720
(208)334-3460
Illinois (5)
Illinois Emergency Management
Agency
I 110 E. Adams St.
I Springfield, IL 62706
i (217)782-2700
,
Indiana (5)
Indiana Emergency Management
Agency
State Office Bldg., Room E-208
302 W. Washington St.
Indianapolis, IN 46204
(317)232-3830
Iowa (7)
Iowa Emergency Management
Division
Hoover State Office Bldg.
Level A, Room 29
Des Moines, IA 50319
(515)281-3231
Kansas (7)
Division of Emergency
Preparedness
P.O. Box C300
Topeka, KS 66601
(913 )266-1400
Kentucky (4)
Kentucky Disaster and Emergency
Services
Boone Center, Parks ide Dr.
Frankfort, KY 40601
(502)564-8682
Louisiana (6)
Office of Emergency Preparedness
Department of Public Safety
LA Military Dept.
P.O. Box 44217
Capitol Station
Baton Rouge, LA 70804
(504 )342-54 70
Maine (1)
Maine Emergency Management
Agency
State Office Bldg., Station 72
Augusta, ME 04333
(207) 289-4080
Maryland (3)
Maryland Emergency
Management and Civil Defense
Agency
Two Sudbrook Ln., East
Pikesville, MD 21208
(301)486.4422
~
~
t
.~.
~
r-
i Massachusetts (1)
Massachusetts Emergency
Management Agency
400 Worcester Rd.
Framingham, MA 01701
(508)820-2000
Michigan (5)
Emergency Management Division
Michigan State Police
300 S. Washington Sq.
Suite 300
I Lansing, MI 48913
i (517)334-5130
Minnesota (5)
Division of Emergency Services
Department of Public Safety
State Capitol, B-5
St. Paul, MN 55155
(612)296-2233
Mississippi (4)
Mississippi Emergency
Management Agency
P.O. Box 4501, Fondren Station
Jackson, MS 39296
(601 )352-9100
Missouri (7)
State Emergency Management
Agency
P.O. Box 116
Jefferson City, MO 65102
(314)751-9779
Montana (8)
Emergency Management
Specialist
Disaster and Emergency Services
P.O. Box 4789
Helena, MT 59604-4789
( 406)444-6911
1 Nebraska
Nebraska Civil Defense Agency
National Guard Center
1300 Military Road
Lincoln, NE 68508-1090
(402)473-1410
Nevada (9)
Nevada Division of Emergency
Services
2525 S. Carson St.
i
I Carson City, NY 89710
i (702)887-7302
i
I
,
New Hampshire (1)
Governor's Office of Emergency
Management
State Office Park South
107 Pleasant St.
Concord, NH 03301
(603 )271-2231
New Jersey (2)
Office of Emergency Management
P.O. Box 7068
W. Trenton, NJ 08628-0068
(609)538-6050
New Mexico (6)
Emergency Planning and
Coordination
Department of Public Safety
4491 Cerrillos Rd.
P.O. Box 1628
Santa Fe, NM 87504
(505 )827 -9222
New York (2)
State Emergency Management
Office
Public Security Bldg. #22
State Campus
Albany, NY 12226-5000
(518)457 -2222
North Carolina
Division of Emergency
Management
116 West Jones St.
Raleigh, NC 27603-1335
(919)733-3867
North Dakota (8)
North Dakota Division of
Emergency Management
P.o. Box 5511
Bismarck, ND 58502-5511
(701)224-2113
Ohio (5)
Ohio Emergency Management
Agency
2825 W. Granville Rd.
Columbus,OH 43235-2712
(614)889-7150
Oklahoma (6)
Oklahoma Civil Defense
P.O. Box 53365
Oklahoma City, OK 73152
(405 )521-2481
..
PAGE 75
.-. --
Oregon (10)
Emergency Management Division
Oregon State Executive
Department
595 Cottage St., NE
Salem, OR 97310
(503)378-4124
Pennsylvania (3)
Pennsylvania Emergency
Management Agency
P.O. Box 3321
Harrisburg, PA 17105-3321
(717)783-8016
Puerto Rico (2)
State Civil Defense
Commonwealth of Puerto Rico
P.O. Box 5127
SanJuan,PR 00906
(809)724-0124
Rhode Island (1)
Rhode Island Emergency
Management Agency
State House, Room 27
Providence, RI 02903
(401)421-7333
South Carolina (4)
South Carolina Emergency
Management Division
1429 Senate St., Rutledge Bldg.
Columbia, SC 29201-3782
(803 ) 734-8020
South Dakota (8)
Division of Emergency and
Disaster Services
State Capitol, 500 East Capitol
Pierre, SD 57501
(605)773-3231
Tennessee (4)
Tennessee Emergency
Management Agency
3041 Sidco Dr.
Nashville, TN 37204-1502
( 615 ) 741 -0001
Texas (6)
Division of Emergency
Management
P.O. Box 4087
Austin, TX 78773-4087
(512)465-2183
PAGE 76
,
-..--.
Utah (8)
Division of Comprehensive
Emergency Management
Sate Office Bldg., Room 1110
Salt Lake City, UT 84114
(801)538-3400
Vermont (1)
Vermont Emergency Management
Agency
Dept. of Public Safety
Waterbury State Complex
103 S. Main St.
Waterbury, VT 05676
(802) 244-82 71
Virgin Islands (2)
Office of Civil Defense and
Emergency Services
131 Gallows Bay
Christiansted, VI 00820
(809)773-2244
Virginia (3)
Department of Emergency
Services
310 Turner Rd.
Richmond, VA 23225-6491
(804)674-2497
Washington (10)
Division of Emergency
Management
4220 E. Martin Way, MS-PT 11
Olympia, WA 98504-8346
(206)923-4901
West Virginia (3)
West Virginia Office of
Emergency Services
State Capitol Complex
Room EB80
Charleston, WV 25305
(304)558-5380
Wisconsin (5)
Division of Emergency
Government
.4802 Sheboygan Ave., Room 99A
Madison, WI 53707
(608)266-3232
Wyoming (8)
Wyoming Emergency
Management Agency
P.O. Box 1709
Cheyenne, WY 82003
(307)777 -7566
...-.....
~
----...,
..-....,
Vulnerability Analysis Chart
High Low
5 '---'1
High Impact 5'"
. 1 Low Impact
Weak 5""-'1 Strong
Resources Resources
The lower the score the better
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ORIENTATION/REVIEW
MANAGEMENT
TABLETOP EXERCISE
RESPONSE TEAM
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'I
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II
In the first years after the Civil War, glistening waters offering a
, eans to explore the interior reaches of Florida invited northern
ravelers to discover the beauty of the St. Johns River.
: Steamboats puffed their way from Jacksonville along the 310-
o Ole river, docking at landings so tourists from northern cities
'!!ftl Europe could admire Florida's scenic beauty.
. day, the beauty and the heritage of the St. Johns River are not
. Through the American Heritage Rivers Initiative,
hed by President Clinton in 1997, visitors and residents
joy the splendor that lies within the midst of this unique
',~ ge corridor. The river's grandeur is illustrated in
natural settings, in vibrant southern heritage and
,,;,FY, in traditional culture, and in stirring adventures.
, ,~m the southernmost reach of the headwaters at Fort Drum
arsh Conservation Area to unspoiled coastal wetlands in the
Timucuan Ecological and Historic Preserve, the St. Johns
River awaits you!
The St. Johns River is off the beaten path of Florida's more
pular attractions. Amidst brightly painted backdrops lie the
'~ed natural rhythms of this river - waiting for you to
12 'e a kaleidoscope of unspoiled wonders. Deep within its
rly flow lies a world too extraordinary to ignore -- so
yourself for a voyage to the new and ever changing
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History, much like its tannic waters, runs deep in the St. Johns.
Scattered along its landscape are shipwrecks, plantations, and
American Indian artifacts. Fossils embedded within underwater
cave walls, pre-Colombian and native American mounds, and
civil war wrecks grounded in the muddy river bottom are just
some of the historic treasures. From historic downtown
Sanford to Pal atka, home of Florida's oldest diner, centuries
of southern culture are revealed.
Before the arrival of European settlers, native peoples lived
along the river for thousands of years. The discovery of artifacts
along the river has drawn a picture of ancient civilizations.
Replicas of original totems found on the river bottom at
Hontoon Island State Park mark the spiritual presence of the
Otter and Owl clans that once inhabited the island.
The basin is home to some of the continent's earliest military
fortifications such as Jacksonville's Fort Caroline. During
World Wars I and II shipbuilding in support of the U.S. Navy
was a major industry along the St. Johns.
Symbolizing a time in American history, Kingsley Plantation,
established in the 1700's on Ft. George Island near the mouth
of the river, is a national historic site. Florida's agricultural
heritage can still be seen today at Riverside Park, Trout Creek
Park and Walter Jones Historical Park.
During the Civil War, the luxury steamer Maple Leaf was
pressed into service as a supply ship. Traveling from Palatka,
the Maple Leafwas sunk by the Confederates. In 1987, it was
excavated and more than 6,000 artifacts recovered. In 1994,
the Maple Leaf was recognized as a National Historical
Landmark Shipwreck Site.
Many European artists, naturalists, and writers found the
beauty of the waterway inspiring. Stirred by his time spent on
the St. Johns, composer Fredrick Delius created the orchestral
work Florida Suite. His house can now be seen at Jacksonville
University complete with period furnishings.
The St. Johns River has created its mark in American history.
I'JI J rxuJd kwe, k 1wM~, rme /J/UeI pbu;e 0/; time cuzd
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tJw ~ of NATURE
Beyond the bustle of urban America lies a Florida containing the
secrets of thousands of years of ecological wonders. From the
American treasure of the bald eagle to the endangered beauty of
the West Indian manatee, from the wading roseate spoonbill to a
number of bursting artesian springs once considered to be the
"Fountain of Youth."
Witness the West Indian manatee, a familiar resident of the river.
These large mammals enjoy the warm water temperatures of the
a.J;tesian springs, especially within Blue Spring State Park. In the
. ;lte 1960's Jacques Cousteau and his divers visited Blue Spring
hm it was still privately owned producing a documentary that
0, public purchase of the land thus protecting the favorite
6'lnter habitat of the West Indian manatee.
Many people are surprised to know that Florida has the second
largest population of bald eagles of any state in the country.
Only Alaska has more. Nearly 70 percent of the state's
population nests are in Central Florida along the St. Johns River.
This icon of American heritage is now making its comeback in
the Ocala National Forest and Lake George State Forest. Once
there you can witness the elegant strength of the bald eagle
5 ;ilring over the treetops. Florida is a birder's paradise -- sandhill
anes, herons, limpkins and scrubjays are among the sightings
t sites such as River Lakes Conservation Area and Pellicer
k Corridor Conservation Area.
'Along the glassy waters of the Wekiva River, a tributary of the
St. Johns River, a jungle-like variety of wildlife awaits
bXploration. The Wekiva basin contains the single largest
population of Florida black bears. You may even spot a rhesus
monkey brought originally to Silver Springs as backdrops for
'Tarzan movies! Descendants are now living along the Wekiva
River among alligators, largemouth bass and the Wekiwa
siltsnail, a mollusk found nowhere else on earth but here.
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pLcwt a Pup fn ADVENTURE
The St. Johns offers countless recreational opportunities for
your journey to excitement. Camp, fish, swim, kayak, hike,
bike, or horseback ride - the St. Johns River is a getaway of
outdoor splendor.
Anglers of all varieties will find themselves at home along the
river once dubbed by early tourists the "Nile of America." Cast
a line from the banks into waters surrounding Haw Creek
Preserve or venture out aboard one of the many possible boaf~
rentals. Located 160 miles from the ocean, tides and winds,~.
sometimes bring salt water sport fish such as tarpon and redfi.s "
to Lake Monroe. Or why not try your luck with the
popular largemouth bass? Professional bass tournaments bring:;:
in hundreds of sportsmen to the basin. Whether a novice or
tournament level angler the waterways of the St. Johns River
can provide the perfect fishing getaway.
For the specially trained, the glassy waters can provide the
voyage of a lifetime - cave diving. In the heart of the Ocala
National Forest lies the beginning of Alexander Springs.
Divers can descend 27 feet below to hidden realms of white
sand and limestone walls.
If you prefer the quieter side of adventure then chart your own ~"
course for eco-adventure and explore the magnificence of th~it
river aboard a luxury houseboat in Blue Springs State Park. 'l:.
Trails along the St. Johns River offer hiking, bicycling, and
horseback riding along with opportunities for wildlife
photography and nature study. Tosohatchee State Reserve
offers primitive backpack camping. From the hardwood forest, ..#!
wetlands, grasslands, and scrub within the Timucuan ~J
Ecological and Historic Preserve to the floodplain swamp and
hydric hammock of Dunns Creek Conservation Area, visitors
can experience acres of "The Real Florida" supporting a wide
diversity of habitat and wildlife.
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SITE 1: Timucuan Ecological and Historic Preserve
(904) 641-7155 '* ~ ~
SITE 2: Walrer Jones Historical Park
(904) 260-9983 &
\ift
SITE 3: Trout Creek Park
(904) 284-9488 ~ ~
SITE 4: Riverdale Park
(904) 471-6616
~
~
~
SITE 5: Bronson-Mulholland House
(386) 329-0140 &,
\iD
SITE 6: Angel's Dining Car - Florida's Oldest Diner
(386) 325-3927 &
~
SITE 7: Haw Creek Preserve at Russell Landing
(904) 437-7474 ~ ~
SITE 8: Pellicer Creek Corridor Conservation Area
(904) 794-0997 ~ ~
SITE 9: DeBary Hall Historic Site
(386) 985-4212 &.
~
SITE 10: Blue Spring State Park
(386) 775-3663
~~
SITE 11: Lower Wekiva River State Preserve
(407) 884-2008 .' ~ ~
SITE 12: Downtown Sanford, Antique & Historic District
(800) 800-7832 &.
'"
SITE 13: Orlando Wetlands Park/Seminole Ranch Trail
(407) 246-2800 . +-
~~
SITE 14: Tosohatchee State Reserve ~.'
(407) 568-5893 ~ ~
SITE 15: Brevard Museum of History & Natural Science
(321) 632-1830 &, k,."- ~
'" ~ Mrjr "-
SITE 16: River Lakes Conservation Area
(321)633-2046 ~ ~
SITE 17: Blue Cypress Conservation Area
(407) 676.6614 &." _1lc.- ~
'tift ~.. ~"-
SITE 18: Fort Drum Marsh Conservation Area
(407) 676-6614 ~
(),.~
()J'cepfa
*
HERITAGE
SITE
-
ADVENTURE
SITE
NATURE
SITE
For more information a
St. Johns River Experien
www.jloridariver. 0
The St. Johns River Eco-Heritage C:;;~F
thank Visit Florida, the City of Jack .\..
Natural Resource Leaders Group, Plo
Environmental Protection, Northea
Planning Council and the East Cen
Planning Council for their as
Photography donated by Michael Kuhmap
Design & Layout by:
Nancy Blum
"Fast Central Florida Regional Planning ,
Financial support provided by:
For more information on the
American Heritage Rivers Initiative
visit: www.epa.gov/rivers
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4 CORNHlS INITIATIV[ MOV[S AHmo
Sandra Glenn and Greg Golzowski met with the chairs of the Lake,
Orange and Osceola county commissions and citizen group leaders
at an August 3 meeting scheduled by the Kissimmee/Osceola County
Chamber of Commerce to discuss the RPCs' services needs study for
the Four Corners area.
The Four Corners area is
politically divided among Lake,
Orange, Osceola and Polk
counties, with a pattern of
development that is long and
narrow along U.S. 27 and
separated from the larger centers
of urbanization by the Green
Swamp, other major wetland
systems and the Reedy Creek Improvement District. Although the
area has grown to where it is now a Census Designated Place, it is at
the edge of a number of districts for public services. This makes it
difficult for residents to know who to contact for community
services, makes efficient service provision a challenge and is not
conducive to creating a cohesive community.
In addition to a number of smaller development projects, the current
Westside DR! proposal in Osceola and Polk counties would add more
than 3,600 homes and 600,000 square feet of commercial to the
area, while plans are being formed to redevelop the Boardwalk and
Baseball site at US 27/1-4.
The ECFRPC and Central Florida RPC in Polk County have been asked
by the counties to inventory the service providers currently
supporting this area and to project future service demands as the
area grows. With this base information, the counties' ultimate
objective will be to identify how services can be provided more
efficiently, through expansions, inter-agency cooperation or other
means. The project should be completed by December 31, 2001.
For more information on the project contact Greg Golzowski at the
Planning Council offices at 407.623.1075 ext. 349.
6'.J18Yo#i iJOl'ymo- fA~ EJPuite 100, ~ ~ 3275t
1;07.6'23.1075
WElUUllS ~VE MANY
VALUABlf RJNC~ONS
What is a wetland?
A wetland is an area that is inundated or
saturated by ground or surface water
frequently or for prolonged periods - often
enough and long enough to support
vegetation typically adapted for life in
saturated soils. Wetlands are habitats that
have both hydric soils and vegetation.
Wetlands types found in Florida include
bayheads, cypress wetlands, deep marshes,
hardwood swamps, hydric hammocks,
shallow marshes and wet prairies.
Because water levels in wetlands can
fluctuate, the presence of water by
ponding, flooding or soil saturation is not
always a good indication that an area is a
wetland; other characteristics have to be
taken into account.
Through the years, public perception of
wetlands has varied, with wetlands mostly
seen as breeding grounds for mosquitoes
and other pests. Historically, wetlands were
believed to useful only to produce peat and
fossil fuels or to be drained as sites for
agriculture.
But wetlands serve valuable functions that
benefit everyone, including:
*' Cleaning or filtering pollutants from
surface waters
*' Storing water, for example from runoff
or storms
*' Preventing flood damage to developed
lands
*' Recharging ground water
*' Serving as nurseries for saltwater and
freshwater fish and shellfish that have
commercial, recreational and ecological
value
*' Serving as the natural habitat for a
variety of fish, wildlife and plants
Streamlines Summer 2001 SJRWMD
APC PAAllIAS IN DOOOflTOWN COt.t.1UNITY PAOJ[CT
The East Central Florida Regional Planning Council has partneree
with a nonprofit housing provider to initiate a community planni~
effort in Bookertown, a small community in Seminole County. Thi:
will involve bringing together the community's residents win
agencies and organizations including the County, the School Board
police and emergency service providers, local churches, ane
community groups to develop a plan for community revitalization
The East Central Florida Regional Planning Council will act a:
facilitator and technical assistant, but the project will be locall)
developed and implemented. In addition to assisting the community
the project's purpose is to develop a template for community-lee
revitalization efforts that can be used throughout the region.
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Do what you can, and we'U aU breathe easier!
1. Trip chain. Get al your running around done in one trip. A
car that's been sitting for more than an hour produces up to five
times as many emissions as when it's warmed up.
2. Share the trip. Take a friend or mass transit to work or join
a car pool. In Central Florida, call 843-POOL for help.
3. Care for your car. Keep it tuned up, keep tires properly
inflated and aligned, keep the oil clean. You'll improve your
mileage, reduce traffic congestion caused by preventable
breakdowns and reduce emissions.
4. Don't Fume! Fueling and using solvents and oil based paints
during cooler periods of the day or evening cuts the release of
fumes that can heat up and create ozone.
5. Bike. skate. Jog and walk. Using your legs gets you and
the air in better shape.
6. Limit engine Idling. Even the cleanest-burning engines
pollute less when they're turned off. Cut off your engine and
you'll cut down on emissions.
7. Conserve energy. Turn off lights and adjust thermostats to
reduce demand for gas and electricity. Call your utility provider
for tips on how to make your home or office more efficient.
8. Mow when the sun is low. You can cut emissions by cutting
your lawn in the cooler evening hours. Same goes for blowers,
trimmers and other gasoline powered tools.
9. Telecommute or teleconference. Working at home and
using the phone when you can saves fuel and time.
10. TeU a friend. Getting just one more friend to help makes a
big difference because It all adds up to cleaner air!
REGIONAL lHENWAY R THAlL WORKGROUP
WILL MEET ON RIOT ISSUES
The next Regional Greenway and Trail workshop has been scheduled
for August 16, 2001 at the East Central Florida Regional Planning
Council, beginning at 10 a.m. This full day _-
workshop includes a morning session, n<~
which involves meeting with several ~ ~
representatives from the Florida Department ______~ .u. f!t7
of Transportation. We will be discussing
such issues as funding, design and construction of trails with TEA-21
dollars, roadway construction and coordination. A design workshop
with Thea Petritsch, the State of Florida Bike/Pedestrian Coordinator
is scheduled for the afternoon. Furthermore, the agenda has been
constructed based on extensive conversations with county greenway
and trail planners; and should be most insightful. Please feel free to
call Jenifer Domerchie at 407.623.1075 ext. 333 or e-mail her at
jenifer@ecfrpc.org with any additional comments or questions.
RPC HOSTS DESIGN WORKSHOP WITH RENOWNED SPEAKER
Recently, the ECFRPC was awarded a grant for Eco-System Design
Guidelines. While the project specifically focuses on Lake County, the
topic of design guidelines is a regional issue and as such the RPC
recently held an all day workshop on the Conservation Subdivision
Design.
Mr. Randall Arendt, who led the workshop, is a land-use planner,
site designer, author, lecturer and an advocate of "conservation
planning". Mr. Arendt is the country's most sought-after speaker on
the topic of creative development design as a conservation tool. In
recent years he has been featured as a key speaker at national
conferences sponsored by the American Planning Association, the
Urban land Institute, the American Society of Landscape Architects,
the National Association of Home Builders and EPA.
The workshop presented practical, easy-to-use techniques that
enables developers and local officials to work together to accomplish
their development objectives and conservation needs. The workshop
began by illustrating numerous financially successful examples of
"conservation subdivisions" that have been designed around the
central organizing principle of open space conservation.
Additionally, participants had the opportunity to apply the four-step
design process to a real parcel of land. The participants selected
house sites in relation to the pre-identified conservation areas,
aligned streets and trails, and finally drew in lot lines around the
special features of the parcel.
For more information about the grant or the workshop, please call
Mr. Jeff Jones at the RPC offices at 407.623.1075 ext. 316.
Congratulations to Commissioner Welton
Cadwell who received the Richard L.
McLaughlin Economic Development
I Volunteer of the Year Award from the
Florida Economic Development Council.
Mark Sievers of the ECFRPC staff was
invited to speak at the Florida Planning and
Zoning, Central Florida Chapter luncheon
on July 19th. At the meetil1$, which was
held at the Homebuilders Association of
Mid-Florida's offices, Mark focused his
discussion on Census issues. Specific topics
included "What's new in this Census?",
results and trends of the current figures,
and what can be expected in the future. If
you would like more information on Census
data, contact Mark Sievers at the RPC at
407.623.1075 ext. 310.
The St. Johns American Heritage River
Project is movil1$ along with great success.
Recently, the ECFRPC was notified that it
· received a $3,500 grant from Visit Florida
for the development of a brochure
promotil1$ the river. The grant will receive
matching funds from Mayor John Delaney
of the City of Jacksonville. The funds will
be combined from another grant awarded
to the ECFRPC to print the 4-color brochure
by October 30, 2001. Nancy Blum of the
Regional Planning Council staff will be
designing the brochure that will be placed
, in visitor centers around the state. For more
information on the St. Johns American
Heritage River project, contact Nancy Blum
at the Planning Council's offices at
407.623.1075 ext. 304.
$~,(JIJ mAtfJED TO lli[ mST COOllRL fLORIDR
REGIO~L rtRtutIJ CO~CIL mOM EDR RlR
[COtllMIC D[VELOJMNT rtR~ltIJ mOmRM
The U.S. Commerce Department's Economic Developmen1
Administration (EDA) announced a $25,000 grant to the East Central
Florida Regional Planning Council of Maitland, FL. The grant will
support the formation of an economic development-plannin2
program that will enhance economic conditions in Brevard, Lake:
Osceola, Or~e, Seminole, and Volusia counties.
Specifically, the EDA grant will assist in the preparation of a
Comprehensive Economic Development Strategy (CEDS) for the six-
county region. An adopted and approved CEDS is necessary for
counties and cities in the region to be eligible for EDA grants fOI
infrastructure improvements and other economic development
efforts. A regional CEDS will also allow local governments which
actively participate in the regional effort the chance to receive a
higher federal match rate on grants than if a county-level CEDS were
used to establish eligibility. Finally, an approved CEDS will lead to the
designation of the East Central Florida region as an Economic
Development District which is then eligible to receive an annual
economic development plannil1$ grant from EDA.
"EDA's Partnership Grant Program supports the regional planning
council's efforts to facilitate comprehensive economic development
through planning, implementation and technical assistance services
to communities and local governments within the organization's
jurisdiction. Importantly, the organization provides ongoing
assistance to the most economically distressed areas in the region,"
said Acting Assistant Secretary for Economic Development David
Bearden.
EDA works in collaboration with local government and community
groups to generate new jobs, help retain existil1$ jobs, and stimulate
industrial and commercial growth in economically-distressed
communities. EDA assistance is available to both rural and urban
areas experiencing high unemployment, low income, or other severe
economic distress.
The grant is funded under EDA's Short Term State and Urban
Planning Grant Program, which assists economically-distressed
communities, sub-state planning regions, cities, and urban counties
to undertake significant new economic development planning, policy
makil1$ and implementation efforts.
For more information on the program call Mark Sievers at the RPC at
407.623.1075 ext. 310.
Additional information on how EDA programs are helpil1$ create a
positive economic future visit: http://www.doc.gov / eda
East Central Florida
REGIONAL
PLANNING
C 0 U N C "I L
Serving Brevard, Lake, Orange, Osceola,
Seminole & Volusia counties
-
''Ensuring a better tomorrow
for our communities today!"
631 North Wymore Road
Suite 1 00
Maitland, Florida 32751
, Phone: 407.623.1075
Fax: 407.623. 1 084
www. ecfrpc. org
Who is the East Central Florida
Regional Planning Council?
With the introduction of space exploration in the early 1960's through President John F. Kennedy, what
was once known as a sandy peninsula of land on Florida's East Coast was turned into the world's first
spaceport. The impact of America's space program was felt throughout the country, but no area experienced
more of an impact than the six county East Central Florida region. Multi-million dollar expenditures by the
federal government generated rapid growth at an unprecedented scale in the vicinity of the Cape. While an
endless market was being created in the region for rapid growth, local, state, and federal officials struggled to
cope with the increasing demands of new public facilities and expanded services.
Awareness of the need to provide immediate guidance and direction for such explosive growth conditions
resulted in formation of the Joint Impact Coordination Committee in 1961. Membership consisted of
representatives from the State of Florida, NASA and the Missile Test Center at Patrick Air Force Base. In
the initial stages of development, the committee stimulated a vigorous and effective program of assistance
designed to relieve the most pressing impact problems, particularly those related to school, highway,
hospital, and housing needs in Brevard County - home of the Cape.
However, in 1962 it became apparent that the space center's activities were influencing more than a single
county. The Joint Impact Committee supported by the Florida Development Commission and the Federal
Housing and Home Finance Agency recommended that a long-range planning advisory body be established.
Thus, the East Central Florida Regional Planning Council was formed in February of 1962.
Regional planning in East Central Florida was a product of the Space Age.. Growth occurring around the
Cape emphasized the need for inter-county cooperation for solving regional proble~ns of transportation,
water resources, housing, community facilities and preservation issues. Furthermore, statewide enabling
legislation was passed in 1969, which allowed counties to join together for cooperative planning.
Soon afterward in 1972, a system of regional agencies was first authorized with the passage of the
Environmental Land and Water Management Act, and the subsequent Local Governmeht Comprehensive
Planning Act of 1975. At that point the RPCs were given a larger 'role and the authority to exercise
responsibilities under specific state programs, including: review of Developments of Regional Impact (DRI),
preparation of regional impact assessments, and the authority to appeal a local decision that ignored
recommendations regarding natural resources and neighboring jurisdictions.
Currently, the East Central Florida Regional Planning Council with a staff of 12, serves the six county
region of Brevard, Seminole, Lake, Osceola, Orange and Volusia counties, roughly 2.8 million people.
Through the Planning Council's hard work over the past 38 years, programs such as the DR! process and
the Local Emergency Planning Committee, projects that include the Wekiva River Area Protection Study
and the Lake Apopka Basin Planning Initiative, have enabled the ECFRPC to ensure a better tomorrow for
our region today!
'\
COUNCIL MEMBERS
Officers
Chairman: Randall C. Morris - Seminole County Board of County Commissioners
Vice-Chairman: Welton Cadwell- Lake County Board of County Commissioners
Secretary/Treasurer: Nancy Higgs - Brevard County Board of County Commissioners
City Appointees
C011;lmissioner Michael Blake - City of Winter Springs ~ Tri-County League of Cities.
Commissioner Christina Travis - City of Daytona Beach - V olusia League of Ci ties
Mayor John Land - City of Apopka - Tri-County League of Cities
Commissioner Wendell McKinnon - City of Kissimmee - Tri-County League of Cities
Councilman Buzz Petsos - City of Cape Canaveral - Spacecoast League of Cities
County Appointees
Commissioner Truman Scarborough - Brevard County
Commissioner Bob Pool - Lake County
Commissioner Homer Harcage - Orange County
Commissioner Chuck Dunnick - Osceola County
Clerk of the Courts Larry Whaley - Osceola County
Commissioner Carlton Henley - Seminole County
Councilmaa Joe Jaynes - Volusia County
Councilwoman Patricia Northey - V olusia County
Governor Appointees
Mr. Peter DiLavore - Brevard County
Mr. Malcolm "Mac" Mclouth - Brevard County
Commissioner Evelyn Smith - Lake County
Mr. Ronald Greene - Orange County
Ms. Rita Kane - Orange County
Mr. Jon Rawlson - Orange County
Mr. Richard Diez - Osceola County ,
Ms. Nancy Acevedo - Seminole County
Ms. Barbara Kuenkele - V olusia County
Ex-Officio Members
Ms. Vivian Garfein - Florida Department of Environmental Protection
Mr. William Stimmel- South Florida Water Management District
Ms. Lennon Moore - Florida Department of Transportation
Mr. Mike Slayton - St. Johns River Water Management District
Mr. Russell Gibson - City of Sanford
STAFF LISTING
631 North WYmore Road, Suite 100
Maitland, Florida 32751
Phone: 407. 623.1075
Fax: 407. 623.1 OBi
Sandra Glenn
Executive Director
sglenn@ecfrpc.org
ext. 303
uri Hunalp
. teri@ecfrpc.org
ext. 335
Nancy Blum
nancy@ecfrpc.org
ext. 304
Jeffrey Jones,AICP
jjones@ecfrpc.org
ext.316
Susan E. Caswell, AICP
caswell@ecfrpc.org
ext. 352
East Central Florida
Frederick ~ Milch, AICP
fmilch@ecfrpc.org
ext. 315
Jenifer A. Domerchie
jenifer@ecfrpc.org
ext. 333
REGIONAL
PLANNING
C 0 u. N elL
Kim Neal
neal@ecfrpc.org
ext. 327
Gregory Golgowski, AICP
greg@ecfrpc.org
ext. 349
Xiomara Padua
xiomara@ecfrpc.org
, ext. 300
Lelia Hars
lelia@ecfrpc.org
exe 339
Mark Sievers
sievers@ecfrpc.org
ext. 310
Regionalism -
Tbe regional planning cOll1lcil is recognized as Florida's ouly multi-purpose regional entity tbat is in a
position to plan for and coordinate intergovernmental solutions to growtb related problems on greater-tban-
local issues, provide teclmicalassistance to local governments, and meet needs of the commll1lities in eacb
regIOn.
I During the
1990's, the
. region has been
growing by more
than 50,000
people a year. In
the 1980's
however, the
region had been
adding more than
65,000 people a
year to its
popUlation.
I
East Central .
Florida is the
only region in
the United
States that has
three of the 100
most populous
metropolitan
statistical areas.
In 1996,
Orlanda ranked
31st, Daytona
Beach was 83rd
and Melbourne-
TItusville- Palm
Bay followed
right behind at
84th.
I
Regional Trends
Currently, the six
county region
that the
ECFRPC serves
has a population
now that is more
than 60 times
greater than that
in 1900. At that
time, the region
contained fewer
than 40,000
people.
I
I
Between 1990
and 1998, ten
cities in the
region grew at a
rate of more
than 30%. The ,
top three
include
Minneola
(137.4%)
followed by
Oviedo (95%)
and Ocoee
(69.5%).
All six of the
East Central
Florida counties
gained at least
45,000 people
between 1990
and 1999. Only
12 of the other
. 61 counties in
the state saw a
population
increase of that
magnitude.
UFRPC Hosts Regional Assessment Workshop with DCA
The East Central Florida Planning Council
(ECFRPC) and the Department of
Community Affairs (DCA) hosted a
regional workshop on January 18, 2001 at
the Council's offices with over 30
community leaders in attendance.
The purpose of the workshop was to learn;
firsthand the issues leaders are facing in
their communities and how they believe
these issues could be addressed.
Identification of the issues and
recommended remedies allowed the Florida
Department of Community Affairs and its
state and regional partners to begin the
process of determining available resources
to meet the region's needs.
The format of the workshop included a
discussion where the participants were
asked three questions in order to help
navigate the process for DCA staff in their
regional assessments. The questions were:
1. As a community you may have a
vision or priorities. What, if any, are the
issues that are impeding your ability to
implement your vision or priorities?
2. Out of the listed issues, which five
are the most important to your
community?
3. How (in what ways and by whom)
do you think the listed issues should be
addressed?
The goal, as determined by the
Department of Community Affairs, was to
learn about the needs of our communities
(in the areas of growth management,
economic development, natural resource
protection, emergency management,
housing, etc.). This information will assist
DCA in determining the type and amount
of technical assistance needed (from the
Department as well as our partner
agencies). Where DCA can (through the
use of strike teams or the technical
assistance activities of an existing
program), they will use our available
resources to assist in addressing the issues
that the participants determined as their
most challenging issues.
For more information about the outcome
of the workshop, please call Sandra Glenn
at the Regional Planning Council's offices
at 407.623.1075.
The East Central Florida Regional
Planning Council organized the first
meeting of 2001 for the Regional
Greenway and Trail Workgroup on January
5,2001.
The goal of this workgroup is to facilitate
an environment for an open discussion
regarding a region-wide trail and greenway
system. The ECFRPC recognized that
successful greenway and trails are almost
always the result of strong partnerships
between governmental agencies, private
organizations and individuals. With that
goal in mind, the Planning Council has
organized the Regional Greenway and Trail
workgroup which meets quarterly to
discuss current issues in the development
of greenways and trails. In order to aid the
group, regional maps have been compiled
using county data that will help facilitate
regional ecosystems and landscapes.
The meeting focused on two main regional
initiatives that the ECFRPC is
coordinating as well as the new and
exciting endeavors of the individual
counties.
The first initiative discussed was on the St.
Johns American Heritage Rivers Initiative-
Eco-Heritage Corridor. Ms. Deena Wells
from the Florida Department of
Environmental Protection spoke to the
attendees about this conceptual corridor
that creates bands of opportunity for a
variety of interest groups by offering
cultural, historical and nature-based
experiences in the St. Johns River basin.
Furthermore,
Mr. Jeff Jones,
Director of
Planning for
the East
Central
Florida
Regional
Planning Council,
discussed the upcoming Regional
Partnership Program that is being
coordinated by the East Central Florida
Regional Planning Council and the Greater
Orlando Chamber of Commerce. This
program will bring together the public,
private and institutional sectors of east
central Florida. These sectors will be
working to pursue a strategy for achieving
sustainable economic development, a
healthy environment and a high quality of
life for the residents of the region.
In conclusion, the participants spoke
regarding the current activities their
respective counties regarding both
greenways and trails allowing each of the
counties the opportunity to gain
knowledge, a sense of familiarity and ideas
on how each of them working together can
create a better region for its citizens.
The Regional Greenway and Trail
Workshop tentatively scheduled to meet
again in May For further information and
to confirm meeting dates, times, and
locations, please call Jenifer Domerchie at
the East Central Florida Regional Planning
Council office at 407.623.1075 ext.333.
~ke Note;
Poll Shows Three out of Four Americans
Support Land Use Planning to Manage
Sprawl.
A national poll released recently by the
American Planning Association (APA) and
other members of a new national coalition,
Smart Growth America, found that 78
percent of the persons surveyed agreed
that land-use planning should guide
development where they live instead of
allowing people and industry to build
wherever they want.
Seventy-eight percent of those surveyed
they favored so-called "smart growth"
measures that give priority to improving
schools, roads, public transportation and
increasing affordable housing in existing
communities instead of encouraging new
housing and development in the
countryside. The survey also found that
more than 60 percent of those surveyed
had more confidence in neighborhood
associations, civic groups, and city, town
and county governments making the best
decisions about land use issues where they
lived compared to 35 percent having
confidence in developers making those
decisions.
For more information about the poll, visit
www.smartgrowthamerica.com;for further
information about Growing SmartSM and
state planning law reform, visit APA's Web
site at www.planning.org or call
312.431.9100.
~xpanding Public Information
C ~elps Floridians in Disasters
An historic agreement with Florida's Public
Radio Network will give Floridians and
tourists a chance to hear regular emergency
information during a large evacuation.
"We can always do a better job of
communicating with people when they are
on the road," said Joe Myers, director of
the Division of Emergency Management.
"That's the number one response I received
from residents last year after Hurricane
Floyd."
Florida's 13 public radio stations provide
nearly 98 percent coverage throughout the
state. Another benefit is all of the stations
are located between 88.0 and 91.0 on the
FM radio dial. General managers at each
public radio have agreed to provide airtime
to the Department of Community Affairs
during emergency situations. The State
Emergency Operations Center will record
and transmit messages to the stations. The
nearest radio station will be advertised
below the state's "Hurricane Evacuation
Route" signs.
Through a special agreement with "The
Weather Channel," the State Emergency
Operations Center can electronically
transmit bulletins for intermediate
broadcast. Previously, messages were
transmitted either by voice or fax copy
For more information regarding emergency
management, call Teri Hunalp at the
ECFRPC offices at 407.623.1075.
Economic Development
Commission of Florida's Space
Coast:
www.edc-space.org
Metroplan Orlando:
www.metroplanorlando.com
Cape Canaveral Port Authority:
www.portcanaveral.org
Volusia County Business
Development:
www.floridabusiness.org
Department of Housing & Urban
Development:
www.hud.gov
HOW DOES OUR CITY GROW?
The top ten cities in recent employment
growth aren't necessarily tops in other
economic indicators, such as household
income growth.
TOPIO CITIES Employment Growth
Las Vegas, NV 6.4%
Austin, TX 5.8%
Bloomington,IL 5.6%
Riverside, CA 5.3%
Orlando, FL 5.3%
Phoenix, AZ 5.0%
Yuma, AZ 4.9%
Vallejo, CA 4.9%
Rochester, MN 4.8%
Sacramento, CA 4.8%
Atlanta, GA 4.7%
TOP 10 CITIES Household Income Growth
Austin, TX 8.4%
San Jose, CA 8.2%
Seattle, WA 8.1 %
Kenosha, WA 7.5%
Yuba City, CA 7.2%
Dutchess County, NY 7.0%
Lakeland, FL 7.0%
Bryan, TX 6.9%
Denver, CO 6.7%
St. Cloud, MN 6.7%
San Francisco, CA 6.5%
Information taken from the January 2001 issue of
Governing Magazine.
Seminole Indians on the We kiva River. . . Sanford, the celery capital of the
world. . . the Space Center at Cape Canaveral. . . Martin Marietta. . . who
could have imagined 50 to 100 years ago what the Central Florida Region
would look like today?
Now think about the last ten years. . . computers, FAX machines, email,
voicemail, intezrated circuits, and the Internet. Where will we be in the next 50 years? Or
even the next tenT
We live in a time of tremendous zlobal chanze. In fact, zreater and more siznificant changes
are takinz place today than at any other point in history. Important new tradinz routes are
emerzinz. The zlobal network is restructurinz and the world's economy is becoming more
and more intezrated. Metropolitan Rezions - not the cities or counties within them - are
becoming the hubs for zlobal competition, and that competition is more fierce today than ever
before.
Our family of communities has an opportunity to create a Regional Development Prozram
desizned to serve as a catalyst for our region's individuals, orzanizations, businesses,
institutions and governments to act together in making our rezion zlobally competitive. This
Prozram will create the common framework required to understand our rezion, to evaluate
the challenzes and opportunities ahead, and to prepare the leadership within the Central
Florida Rezion to act upon them by Buildinz a New Regional Mentality, Strenztheninz and
Creatinz Rezional Coalitions, and Maximizinz Opportunities to Address Challenzes.
The East Central Florida Rezional Planninz Council, tozether with the Orlando Rezional
Chamber, will serve as the catalyst for Connecting our Communities throuzh myrezion.orz.
With a host of other rezional partners, myregion.orz will embark on a more than two-year
initiative proven successful in other communities throuZhout the nation to:
. Provide the necessary analytic and information foundation to understand our rezion
. Create a new awareness of the forces shaping the future of our rezion
. Train leaders to successfully zuide the region's future economic success
. Build community consensus
. Create a deeper understandinz among the public about the realities of rezional
competition and cooperation
Throuzh the development and use of maps, diazrams and other visual tools, a functional
description of the pattern, structure and relationship of our rezion's political units, resources
and markets will be created addressinz thirteen templates of focus:
Environment History
Public Safety Development
Healthcare Culture
Economy /W orkforce
Transportation
Education
Demozraphics
Infrastructure
Tourism
Government
To find out more about this excitinz bridze to the next century, take a look at the complete
Rezional Development Prozram at www.myrezion.orz or call the East Central Florida Rezional
Planninz Council at 407.623.1075.
sfJOhns l\!ger
An American Heritage River
----------
--
In the first years after the Civil War, glistenin~z. waters ofierin~z. an abundance of
wildlife as well as a means to explore the interior reaches of Florida invited northern
travelers to discover the bea uty of the St. Johns River. Steamboats puffed their way
from Jacksonville down the 31 O-mile river docking at a variety of ports so these early
tourists could witness the luxuriant nature and scenic beauty of Florida.
Today, the beauty and the heritage of the River are not lost. Through the American
Heritage Rivers Initiative, established by President Clinton in 1997, to restore and
protect America's rivers and river communities, the Sl. Johns River and its heritage
will be preserved for generations to come.
A wealth of treasures such as parks, hiking trails, and important wildlife specieS lie
within the river and its basin. In addition, notable sites showcasing the long history of
the area, from Native American settlements with archeological remains dating before
2000 B.c., to well-preserved examples of early African-American plantation life and
Spanish and French exploration allow the initiative to Celebrate the many facets of
the St. Johns River.
Recognizing that the river and its watershed are historically significant, the St. Johns
American Heritage River Initiative is being coordinated locally by a watershed-wide
Steering committee, which is supported by three sub-watershed advisory committeeS.
Bleh committee includes representatives from the various stakeholder groups
supporting the river revitalization. Moreover, a river navigator who is a federally
funded person, selected by the local community, is assigned to each river. The river
navigator (Barbara Elkus for the St. Johns River) serves as a federal liaison to the local
conullunities, helping them to identify federal programs and grant opportunities that
can further their community plan of action.
Through the leadership of the committees and Dr. Elkus, the development of an eco-
heritage corridor was established as a keystone project for the St. Johns River. An eCO-
heritage corridor for the river would celebrate specific sites of historical importance,
cultural resources representing centuries of Florida's development as well as areas of
natural distinction and recreational opportunity.
Furthermore, the specific goals of the eco-heritage corridor include identifying a
land-based corridor and a river based "blueway" through the basin to allow residents
to easily discover the many years of history, southern lifestyle and associated wildlife
of the surrounding landscapes; creating materials that identify and interpret the
corridor giving the communities a sense of ownership and responsibility; and
enhancing nature based tourism providing economic growth for the entire region
while protecting re"sources as well as lifestyles.
In order to market the river to tourists as well as Florida residents promotional
brochures as well as a web-site is currently under development. Additionally, the
engineering firm of Camp Dresser and McKee Inc. is providing pro bono resources
for the creation of the web-site while a grant from the Environmental Protection
Agency was awarded to the Northeast Regional Planning Council for $99,500 to hire
a staff person for the marketing of both the web-site as well as any printed collateral
produced for the initiative.
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Nancy Blum
e-mail: nancy@ecfrpc.org
631 North Wymore Road,
Suite 100
Maitland, Florida 32751
Phone: 407.623.1075,ext. 304
Fax: 407.623.1084