Loading...
HomeMy WebLinkAboutEast Central Florida Regional Planning Council Folder -===-;~~~j;')' (U~A ~~'I~ . l!. ;, "1" , "';.. ~ it; ~ ~~ 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 't ~'~ -==:~~'f: ...t U.~A ~~~~ · ' . . . ;. 'f,... . ~ rk iii ~ ~. ~ ,. ~ ,-' ,- INDUSTRY ~ 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). .-- TABLE OF CONTENTS .- .. 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 , . STEP 3 - DEVELOP THE PLAN Plan Components .........................................................................................................................................................17 Executive Summary............................................................................................................ ..........................17 Emergency Management Elements................................. ............................................................... ...............17 Emergency Response Procedures ........................ ........................... ........ ...................................................... .18 Support Documents..................................................................................................................................... .18 ~ 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 . 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 ~ ~ .------ --- --------- ------------- ------------- -- I I I I I ~ 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 I , t----- ~ SECTION 3: HAZARD-SPECIFIC INFORMATION Fi re .............................................................................................................................. ....................................................... .51 ~. 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 ~ APPENDIX Vulnerability Analysis Chart Training Drills and Exercises Chart I ~ 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. ,- 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 I 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. PAGE 5 PAGE 6 .----- 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. I + ._--~-----~ 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. --..... --.... · 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. --.... .----- i -----. I SECTION 1 . 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 ~ 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. ~, """"'" """"'" 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. ,.""- WHERE DO YOU STAND RIGHT NOW? r ! 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 ~ 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 -.- 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 r------- I i I ~ 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 ~ ~. ~. 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.) .. 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 ---------. · 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 ~ .......-.. ~, · 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 I 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 r~---~--'---- 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? , 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. .. ~. ~ .~ 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 I ! I + STEP 3 DEVELOP THE PLAN -- -..---. 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. ~ ~~ ;:,'1> ~~ (t ,,:>'b~ <c." ~tI- ~ 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. .~ ~ (} ~ ~~~ ~ ~ ~ ~flI ~ e:,'b~ ~~ ~ ~ "flI ~flI ~ ~ ,ll,.flI ~o q, ":>~~ ~~ 'S ~~ 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 """"" , ............." ....-... 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 ~ ~, 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 ~ ~ """"'" I} c in lO) o < m :D z ~ m z -l "D :D Z -l Z lO) o " "Il (; !'!1 -- :s en Q) N .... = N .... ~ .... C> <0 Training Drills and Exercises ~ ~ ~ ~'li ~ (t.~ ~ ~ .....~ ")"'~ ~~ ~~ ,.~ ~~ ")~~ ")~ ~....., ~ ~ ~ ~ ;, e:,lb~ t:::>~ ~ ~ ~~ ~~ ~ ~ ~~ ~<:; / / / I 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 ~. --..., .-..... 'I 'r J i 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 /JuiLtin /87/ ktq~ de/JCVUf' 'J:JelJCVUf dlalL (1eIJ). a ~ 1Wiwd, Iuu weLcomed ~ Is tk kmJu oj- tk $1. JrJuu RiuM- /04 I11Me titan. a ceniwut. Judtte Jdaac /J1zO#JO#. Iudt tk /J1zO#JO#. A1 uIJwLIa..zd dlOU:iein /854 (~). 4n.a.b.oe oj- /Vew. 'lfrYlk, /J1zO#JO#., Iw.d bee... a memk4 oj- tk 25th. e~ wkw he ~ tk ad kt wIudt. qlMd.a became a 1iaI.e. '" ~ '. It ~ o/r HERITAGE 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 ka4, J tJunk J ~ cko4e the uirjJd rm tIzat kept Lrme4 Iuutk akue the $t. joiuu Piue4. II - MCi//jMk,(~ P~ 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. 11te $t. Joiuv.J. RWe//- U all- tIte ~ paiJt ~ OJIMida ~ HWle~~. IImdJi ~ paided ~ lie tIte udanzed naiuwL ~ ~ 1M. - ~/04'fOUu d.i wdd/4e, , and fWe/t %J1Mida. : iw<. ~ =od a~and ~) 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. II~ tIte $t. Joiuv.J., a ~~r=ai.U, ~ comdLeu ~ /04 'fOM pwu.tqU~. !le, ,J '!..;L,,~, p u~, '-"t' ~, Q1.aq;uete-' 1Jlde. ~ can. tIzea 0<IJ.fl/wul ~ pack 'fOM ~ awl cp. 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 ;'\1:- . (~' ( 1~~. " ~~ ~\~ " g'i" 1f;'C,:@unty ,. .' , ,C'~:~:"_, '. fPwtq>.yees 1tr 4~s,ign ",. .'t' &<"1 c - or ~ 1~~ "a i;~l y.~"~ -'- - -,- l(r ~t .;~- 2lJ01 Co -:J --- ~~~~~r{)U/)l ~ foda;j/ 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. t~, lilllilll1S l!0lJ @@iftl <2~)(nit~11~~t:il ~ ~ lJ I) \0 0~@lJi\~11 €i1r 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 $99,500 to hire a staff person for the marketing of both the web-site as well as any printed collateral produced for the initiative. ~ fIJ ~ 8 ra c ~ ~ ~ ~ ~ 1~ ~ ~j L~ ~. ~ ~~....~ ~',~ ~ ~ C/) ,..." \",U -+-.;> ~ ~ T C/) c::u -+-J C3 ~ fIJ I Q) ! I e I I I I ! I <<$ \ I I c: I I I I I I 1 C/) C/'J I c:u I ~I I I Q) I ! \:.:$1 e ! ! ~l ! i I I <<S I I I ~ ! I ! C I I ! I I i I i I i I I I j I I I i I I ~ ! ! ! , I ; ; I 1 I I j I I -; I ! I I I I I I I 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