The President issued the National Security Presidential Directive-51/Homeland Security Presidential Directive-20 (NSPD-51/HSPD-20) National Continuity Policy in May 2007 to establish and maintain a comprehensive and effective national continuity capability in order to ensure the preservation of our form of Government under the Constitution and the continuing performance of National Essential Functions under all conditions. In August 2007, the President approved the National Continuity Policy Implementation Plan to build upon the Policy and provide guidance to executive departments and agencies on appropriately identifying and carrying out their Primary Mission Essential Functions that support the eight National Essential Functions-the most essential functions necessary to lead and sustain the Nation during a catastrophic emergency. To provide the operational guidance to implement this policy, the Department of Homeland Security, Federal Emergency Management Agency, in coordination with our non-federal partners, has developed Continuity Guidance Circular 1 (CGC 1), Continuity Guidance for Non-Federal Entities. The purpose of this guidance document is to provide direction for the development of continuity plans and programs for non-federal entities. Effective continuity planning and programs facilitate the performance of essential functions during all-hazards emergencies or other situations that may disrupt normal operations. The primary goal of continuity is the continuation of essential functions. In this guidance document, the elements of a viable continuity capability are identified and discussed. These elements are critical to establishing and maintaining a comprehensive and effective continuity capability. Continuity programs and operations are good business practices that ensure critical services will be available to the Nation's citizens under all conditions. The provisions of this guidance document are applicable for State, local, territorial and tribal governments and the private sector.

This is the definitive, unique account of the disaster in which 96 men, women and children were killed, hundreds injured and thousands traumatised. It details the appalling treatment endured by the bereaved and survivors in the immediate aftermath, the inhumanity of the identification process and the vilification of fans in the national and international media. In 2012, Phil Scraton was primary author of the ground-breaking report published by the Hillsborough Independent Panel following its new research into thousands of documents disclosed by all agencies involved. Against a backdrop of almost three decades of persistent struggle by bereaved families and survivors, in this new edition he reflects on the Panel's in-depth work, its revelatory findings and their unprecedented impact - an unreserved apology from the Prime Minister; new criminal investigations; the Independent Police Complaints Commission's largest-ever inquiry; the quashing of 96 inquest verdicts; a review of all health and pathology policies. Paving the way for truth recovery and institutional accountability in other controversial cases, he details the process and considers the impact of the longest ever inquests, from the preliminary hearings to their comprehensive, devastating verdicts. Powerful, disturbing and harrowing, Hillsborough: The Truth exposes the institutional complacency that led to the unlawful killing of the 96, revealing how the interests of ordinary people are marginalised when those in authority sacrifice truth and accountability to protect their reputations.

We've all seen the powerful images that make real the heartbreak of disaster. But we don't often see the images or hear the stories that capture efforts to minimize the effects of disasters. Nationwide, individuals, businesses and communities are fighting back against Mother Nature by taking action to reduce or prevent future disaster damage. In many cases, these actions already have proven to be successful. In others, the "test" is yet to come. Either way, there is a story to tell. Our challenge is to capture and promote these efforts in an interesting and effective way. When we succeed, we motivate others to better protect themselves and their communities. This guidebook provides some of the "best practices" of those who have promoted disaster-resistance efforts throughout the country. It is largely based on the lessons learned during a project by FEMA Region VIII and the North Dakota Division of Emergency Management to document disaster resistance. The result of that joint effort is a collection of stories, compiled into a book and published by FEMA in 2001, titled, Journeys, North Dakota's Trail Towards Disaster Resistance. Two of those stories are included in the Appendices of this book. In this guide, you'll find the key considerations for successfully telling the tale of disaster resistance-developing story leads, researching and documenting projects, creating a finished product and promoting those projects.

Seismic risk management tools, including new seismic engineering technology and data, are now available to assist with evaluating, predicting, and controlling financial and personal-injury losses from future damaging earthquakes. These tools have evolved as a result of scientific and engineering breakthroughs, including new earth-science knowledge about the occurrence and severity of earthquake shaking, and new engineering techniques for designing building systems and components to withstand the effects of earthquakes. As a result, design and construction professionals can now design and construct new buildings with more predictable seismic performance than ever before. Seismic risks can be managed effectively in a number of ways, including the design and construction of better performing buildings as well as the employment of strategies that can result in risk reduction over the life of the building. Risk reduction techniques include the use of new technologies, such as seismic isolation and energy dissipation devices for both structural and nonstructural systems; site selection to avoid hazards such as ground motion amplification, landslide, and liquefaction; and the use of performance-based design concepts, which enable the engineer to better estimate building capacity and seismic loading demand and to design buildings for enhanced performance (beyond that typically provided by current seismic codes). The implementation of risk reduction strategies by building owners and managers is critically important, not only for reducing the likelihood of life loss and injury, but also for reducing the potential for losses associated with earthquake damage repair and business interruption. The Federal Emergency Management Agency (FEMA) has commissioned and funded the development of this document to facilitate the process of educating building owners and managers about seismic risk management tools that can be effectively and economically employed by them during the building development phase - from site selection through design and construction - as well as the operational phase. The objectives of this report are fourfold: (1) to summarize, in a qualitative fashion, important new concepts in performance-based seismic design and new knowledge about the seismic hazard facing the United States (in a way that can be easily communicated to building owners and managers); (2) to describe a variety of concepts for reducing seismic risk, including the means to reduce economic losses that are not related to engineering solutions; (3) to provide illustrative examples and graphical tools that can be used by the design community to more effectively "sell" concepts of seismic risk management and building performance improvements; and (4) to establish a means by which seismic engineering and financial risk management can be integrated to form a holistic seismic risk management plan. The overarching goal of the document is to provide a means to facilitate communications between building owners/managers and design professionals on the important issues affecting seismic risk decision making during the design and construction of new facilities, as well as the operational phase. Stated another way, this report may be considered as a framework for integrating seismic risk management into already well-established project planning, design, and construction processes used by most owners and designers.

The Extension Agent's Handbook for Emergency Preparedness and Response can be a valuable response tool in times of emergency or as an aid in preparedness education activities. The Handbook is divided into two parts to provide the information you need in an easy-to-use format. The first section of the Handbook, General Family Preparedness, provides basic information you may need to access quickly in any disaster or emergency situation. It also may be used as a preparedness education tool for the public. The second section of the Handbook covers 10 disaster specific situations. For the purposes of this manual, a disaster is any event which drastically affects a person's life or livelihood. Floods, fires, hurricanes, tornadoes, winter storms, earthquakes, droughts and volcanic eruptions are considered to be natural disasters, events over which one usually has no control. Radiological and hazardous materials accidents may be caused by the failure of people to maintain control over the operation, transportation or storage of certain materials. In addition to an overview of the disaster, each section provides a series of preparedness measures and post-disaster responses that should be taken in conjunction with those outlined in the General Family Preparedness section. This handbook is not intended to cover every situation. It provides basic information you will need for a disaster situation and early post-disaster response. Because every community is different, special consideration for the local area should be taken into account along with the information provided in the Handbook.

The Integrated Public Alert and Warning System (IPAWS) of the Federal Emergency Management Agency (FEMA), under Presidential Executive Order 13407, has clear directives to: Consult, coordinate, and cooperate with the private sector, including communications media organizations, and Federal, State, territorial, tribal and local governmental authorities, including emergency response providers; Ensure the conduct of public education efforts so that State, territorial, tribal, and local governments, the private sector, and the American people understand the functions of the public alert and warning system and how to access, use, and respond to information from the public alert and warning system; and, Ensure the conduct of training, tests, and exercises for the public alert and warning system. Additionally, in the 2009 General Accounting Office (GAO) report, Improved Planning and Coordination Necessary for Modernization and Integration of Public Alert and Warning System, the GAO recommended "increased coordination and consultation with partners." The IPAWS Program Management Office (PMO) enthusiastically accepted the challenge evidenced by its "Strategic Plan for the Integrated Public Alert and Warning Systems (IPAWS) Program - June 2010" ("Strategic Plan"). This IPAWS Outreach Plan establishes IPAWS' communication and partner engagement strategies to effectively accomplish this mission, vision, and goals stated in the IPAWS Strategic Plan. It also helps meet Executive Order 13407 directive and implements recommendations from the GAO report. The Integrated Public Alert and Warning System (IPAWS) program will modernize and enhance alert and warning delivery to the American public. Established by Presidential Executive Order 13407, the IPAWS Program brings together existing and new public alert and warning systems and technologies in order to provide government alerting authorities at all levels a broader range of message options and communications pathways. During an emergency, the IPAWS will facilitate timely delivery of alert and warning information over more media to more people before, during, and after a disaster. In the event of a national emergency, the President will be able to use the IPAWS to send a message to the American people quickly and simultaneously through multiple communications pathways. The IPAWS will also provide Federal, State, local, tribal and territorial governments with capability to integrate their alert and warning systems with the national alert and warning infrastructure. Through this, the IPAWS will increase resilience of local systems and provide additional means by which life-saving information is distributed during a crisis. The IPAWS Program Management Office (PMO) is partnering with recognized government and industry leaders and technical experts to ensure the IPAWS program incorporates the latest technologies and is practical for prospective users. Partners include Federal Governance and Legislative, Federal, State, local, tribal, and territorial Alerting Authorities, Private Sector Industry, Non-Profit and Advocacy, and the American People. The effectiveness of the program will be realized through a comprehensive outreach approach using strategic communications and robust partnership engagement coupled with integrated training and exercises. The IPAWS PMO will also reach out to the American people to ensure they understand how the IPAWS functions, what it is for, what it provides, and how they can "Get Alerts, Stay Alive."

This Federal Emergency Management Agency (FEMA) Incident Management and Support Keystone establishes the foundational doctrine that guides FEMA's conduct of disaster operations and is the primary document from which all other FEMA disaster response, recovery, mitigation, and logistics directives and policies are derived. It describes how the response doctrine, articulated in the National Response Framework (NRF), and recovery doctrine are implemented in the context of FEMA incident management and support operations. This Keystone is fully in line with the National Incident Management System. Incident Management is the incident-level operation of the Federal role in emergency response, recovery, logistics, and mitigation. Responsibilities in incident management include the direct control and employment of resources, management of incident offices, operations, and delivery of Federal assistance through all phases of emergency response. Incident Support is the coordination of all Federal resources that support emergency response, recovery, logistics, and mitigation. Responsibilities include the deployment of national-level assets, support of national objectives and programs affected during the disaster, and support of incident operations with resources, expertise, information, and guidance. This keystone document describes the full function of FEMA assistance, from the earliest lifesaving operations and support through the entire life of the Joint Field Office (JFO). The keystone addresses how FEMA will provide lifesaving operations and necessary resources; restore power and rebuild roads in the affected communities; provide technical assistance to community floodplain management programs and flood insurance; and manage individual assistance inspections, temporary housing, public assistance inspections, 406 mitigation, and hazard mitigation grants. The Incident Management and Support Keystone leads a family of other doctrinal documents that guide the implementation of FEMA's disaster operations. This document is intended to standardize procedures, institutionalize best practices, and guide planning, training, equipping, and staffing. Doctrine is an authoritative statement of fundamental principles of an organization. It is authoritative yet adaptable enough to address diverse situations. Doctrine provides a standard frame of reference for FEMA and explains why the Agency performs its functions. Doctrine is a guide to action and judgment founded in hard-won experience; it facilitates readiness and increased efficiency and effectiveness by standardizing activities and processes. The consistent application of doctrine outlined in this Keystone will assist FEMA in better managing its functions, requirements, capabilities, priorities, policies, organizational design, command and control authorities, and the allocation of resources across the full spectrum of disaster response and recovery. This FEMA Incident Management and Support Keystone applies to all FEMA incident management and support operations, including incidents that have occurred, efforts undertaken based on an identified threat, and actions performed in anticipation of, or in preparation for, a significant event. This doctrine pertains to FEMA incident management and support operations that involve- or that may involve-a presidential declaration under the Stafford Act, as well as incidents requiring a coordinated Federal response where the Stafford Act does not apply. This doctrine applies to the full range of incidents contained within one or several jurisdictions, as well as those incidents that are national in scope. This Keystone is intended to promote readiness to act, effective cooperation, interoperability, and sharing of essential resources and information among all levels of government, nongovernmental organizations (NGOs), and the private sector-by communicating to our partners the principles by which FEMA conducts incident management and support operations.

This guide is intended to promote the effectiveness of FEMA incident operations by standardizing the incident action planning process. The guide explains the ICS incident action planning process, describes how FEMA applies it on all FEMA incidents, defines the specific roles and responsibilities of the various players, and establishes standards for incident action planning on FEMA incidents. This guide also communicates to FEMA's partners the details of how the agency conducts the incident action planning process. This guide is also intended to serve as a reference for incident personnel and to provide the basis for FEMA incident action planning staffing and exercising. Finally, this guide informs the required training, position task books, and development of courses for the positions of the FEMA Qualification System. The Federal Emergency Management Agency's (FEMA) primary mission is to reduce the loss of life and property and protect the Nation from all hazards. When FEMA becomes involved in an incident, it is because the scope and scale of the incident necessitates Federal assistance. When FEMA is engaged, officials from the State and local government are also involved along with nongovernmental organizations (NG0s), elements of the private sector, and-more than likely-other Federal departments and agencies. Ensuring that the efforts of all players are coordinated and synchronized to achieve the best results is the job of incident management. It is also the reason that the National Incident Management System and the Incident Command System (ICS) exist. The incident action planning process provides a tool to synchronize operations at the incident level and ensures that incident operations are conducted in support of incident objectives. The iterative incident action planning process provides FEMA and all interagency partners involved in incident management operations the primary tool for managing incidents. A disciplined system of planning phases and collaboration sessions fosters partnerships and clearly focuses incident operations. Because incidents in which FEMA is engaged are complex and intergovernmental and interagency, applying the incident action planning process accurately, consistently, and completely is essential to the success of incident operations. Disciplined application of the incident action planning process produces positive effects on incidents of all size and scope and maintains the otherwise perishable planning skills of FEMA personnel. While the process described in this guide outlines how FEMA as a part of the whole community executes incident action planning, those involved in a FEMA response and recovery must recognize that it will, in all probability, not be the only incident action planning process being executed. For example, local and municipal organizations may develop IAPs to guide the actions of first responders. For a catastrophic incident there may be hundreds of concurrent incident action planning efforts taking place simultaneously. The joint IAP that State and Federal incident management personnel develop must support all local IAPs and synchronize those at the State and Federal level.

FEMA's Hazard Mitigation Grant Program is a powerful resource in the combined effort by Federal, State, and local government, as well as private industry and homeowners, to end the cycle of repetitive disaster damage. The Robert T. Stafford Disaster Relief and Emergency Assistance Act was passed on November 23, 1988, amending Public Law 93-288, the Disaster Relief Act of 1974. The Stafford Act included Section 404, which established the Hazard Mitigation Grant Program. In 1993, the Hazard Mitigation and Relocation Act amended Section 404 to increase the amount of HMGP funds available and the cost-share to 75 percent Federal. This amendment also encouraged the use of property acquisition and other non-structural flood mitigation measures. In an effort to streamline HMGP delivery, FEMA encourages States to develop their mitigation programs before disaster strikes. States are adopting a more active HMGP management role. Increased capabilities may include: Conducting comprehensive all-hazard mitigation planning prior to disaster events; Providing applicants technical assistance on sound mitigation techniques and hazard mitigation policy and procedures; Coordinating mitigation programs through interagency teams or councils. Conducting benefit-cost analyses; and Preparing National Environmental Policy Act reviews for FEMA approval. States that integrate the HMGP with their frequently updated State Administrative and Hazard Mitigation Plans will create cohesive and effective approaches to loss reduction. This type of coordinated approach minimizes the distinction between "predisaster" and "post-disaster" time periods, and instead produces an ongoing mitigation effort. Hazard mitigation is any sustained action taken to reduce or eliminate long-term risk to people and property from natural hazards and their effects. A key purpose of the HMGP is to ensure that the opportunity to take critical mitigation measures to protect life and property from future disasters is not lost during the recovery and reconstruction process following a disaster. Program grant funds available under Section 404 of the Stafford Act provide States with the incentive and capability to implement mitigation measures that previously may have been infeasible. The purpose of this Desk Reference is to: Provide comprehensive information about FEMA's Hazard Mitigation Grant Program (HMGP); Increase awareness of the HMGP as an integral part of statewide hazard mitigation efforts; and Encourage deeper commitments and increased responsibilities on the part of all States and communities to reduce damage and losses from natural disasters. This Desk Reference is organized to simplify program information and assist the reader with practical guidance for successful participation in the program. Lists of program-related acronyms and definitions are included, along with appendices that amplify selected aspects of the HMGP. This Desk Reference is organized into 14 sections, each of which presents a major HMGP subject area. In each section, information is presented on the right side of the page. In several sections, job aids containing supplemental material are provided. The job aids for each section can be found at the end of the section. At the front of each section, there is a detailed table of contents to help you locate specific information.

In 1985, Congress directed the Department of Defense (DoD) to dispose of its lethal unitary (pre-mixed) chemical agents and munitions while providing "maximum protection for the environment, the general public, and the personnel involved." In 1987, the U.S. Army (Army) released a draft Emergency Response Concept Plan (ERCP), which presented a basis for the development of local emergency response programs and examined various methods of emergency planning. The Army also prepared a Chemical Stockpile Disposal Implementation Plan and requested funds to implement enhanced emergency preparedness on-post and off-post for all eight chemical stockpile sites. FEMA joined the Army in implementing CSEPP through a Memorandum of Understanding (MOU) signed in August 1988. This MOU was reaffirmed in 1993 and revised in 1997 and 2004. CSEPP is a project conducted under the chemical demilitarization program, a major defense acquisition program executed by the U.S. Army. CSEPP augments the Army's installation chemical accident and incident response capability. The Army is responsible for programming and budgeting validated CSEPP requirements as developed by the State and local governments and validated by FEMA. The Deputy Assistant Secretary of the Army for Eliminating Chemical Weapons (DASA ECW]) is responsible for overseeing the CSEPP execution, to include coordination with Congress, FEMA, and the Citizen Advisory Commissions. The Chemical Materials Agency executes the day-to-day management of CSEPP, to include upgrading on-post response capabilities; developing on-post preparedness plans; conducting on-post training; automation; and integrating on- and off-post capabilities. FEMA is responsible for off-post emergency preparedness and works with the States and local governments in the development of preparedness plans, conducting necessary training, administering cooperative agreements, and upgrading response capabilities. Off-post efforts include command and control, public awareness of protective actions, communication, and alert notification systems (e.g., computer hardware and software, telephone and radio upgrades, sirens, and tone alert radios). FEMA assists the States and local governments in planning and validating their CSEPP requirements and distributes funds to the States under cooperative agreements. The States and local governments execute plans to protect the public and provide financial and performance reports, addressing the capability improvements realized through those funds. While the likelihood of a chemical stockpile incident with off-post consequences is considered remote, the Army and FEMA recognize that the impact of such an event could be significant. CSEPP Strategic Plan states the basic goal of CSEPP is "to mitigate the effects of an accident to the maximum extent practicable." Thus, CSEPP has two basic objectives: 1. To establish and enhance emergency preparedness in nearby communities, including community alert and warning systems and protective action strategies. 2. To institute protective measures and hazard mitigation strategies at the chemical stockpile sites (the Army installations) to lessen the vulnerability of the storage structures and their contents to any internally or externally generated accidents.

The Federal Emergency Management Agency (FEMA) is the Federal agency responsible for supporting our citizens and first responders to ensure that as a nation we work together to build, sustain, and improve our capability to prepare for, protect against, respond to, recover from, and mitigate all hazards. Environmental stewardship and historic preservation support emergency management goals and aid to prevent or minimize the impacts of these emergency situations/events. Protection and stewardship of the Nation's natural resources, landscapes, and cultural sites provides increased protection from disasters to communities throughout the country. The Environmental Planning and Historic Preservation (EHP) Strategic Plan 2009-2013 is the result of an extensive planning process led by the Office of Environmental Planning & Historic Preservation (OEHP). This process included several rounds of vetting and writing in order to ensure maximum stakeholder input and buy-in. The direction and impetus for the plan began at the Regional Environmental Officers (REO) meeting in November 2007. In April 2008, a Steering Committee helped identify five-year goals and objectives. In June 2008, a large number of internal Federal Emergency Management Agency (FEMA) stakeholders came together to validate the draft goals and objectives, develop supporting strategies, and sketch the plan's framework. The Steering Committee then edited this draft, and developed implementation plans to support the objectives and priority strategies. The plan has been vetted by FEMA program offices and the EHP Advisory Committee (EHPAC). The EHP Strategic Plan was approved on June 3, 2010. The major themes that have significantly shaped FEMA's EHP Strategic Plan for 2009-2013 include: increased EHP capabilities both internal and external to FEMA; efficiencies gained through cross-program integration of EHP functions, technology, and processes; and increased EHP awareness that leads to better partnerships and action. The following goals and objectives represent the culmination of this work: Goal 1: Build Sustainable Capabilities OBJECTIVE 1.1: Strengthen EHP Human Capital. OBJECTIVE 1.2: Develop an investment and funding support strategy to meet FEMA's EHP compliance goals and program metrics. Goal 2: Strengthen Operational Effectiveness OBJECTIVE 2.1: Simplify, standardize and improve the EHP compliance process across all programs; OBJECTIVE 2.2: Integrate EHP requirements into program goals, development, implementation and performance; OBJECTIVE 2.3: Leverage technology in the EHP compliance process; OBJECTIVE 2.4: Evaluate the reliability, consistency, cost effectiveness, and timeliness of EHP's compliance process. Goal 3: Strengthen Partnerships OBJECTIVE 3.1: Increase awareness of the value of the EHP compliance process across FEMA programs and among stakeholders, in order to foster a sense of ownership of and responsibility for EHP compliance. OBJECTIVE 3.2: Improve coordination with Resource Agencies; OBJECTIVE 3.3: Develop and implement EHP partnering opportunities to advance the FEMA mission. The EHP Strategic Plan lays out a path for a robust EHP program that strengthens FEMA's programs and protects FEMA's investments.

For over two decades, mitigation activities have been implemented across the country to save lives, reduce property damage and lessen the need for recovery funding. In many cases, mitigation success has been achieved following devastating disasters, when local officials and the general public have realized the need to effect change in their community. Major efforts to reduce flood damage in the nation include programs such as the Federal Emergency Management Agency's Hazard Mitigation Grant Program and Flood Mitigation Assistance Program. Of particular note is FEMA's funding of local acquisition programs, which have resulted in the relocation of 30,000 flood prone structures since 1993. Certainly structural projects have their place as well, such as dams, levees and locks undertaken by such agencies as the Army Corps of Engineers, Natural Resource Conservation Service and others. In the 21st Century, more and more communities are mitigating flood damage through a combination of approaches. As our country grows, flood damages are ever increasing. Annual flood losses in the United States continue to worsen, despite 75 years of federal flood control and 30 years of the National Flood Insurance Program. The general trend is for flood losses to increase every decade. Even though floods are the single most predictable natural hazard, the cost of flood damages per capita has doubled over the past century. Our average annual flood losses are currently estimated at $6 billion. Something must be done Early mitigation activities, which focused on preventing loss of life, were being implemented as early as the 1880's. For instance, Johnstown, Pennsylvania, built the famous "Johnstown Incline Plane" in 1891 to lift people, horses and wagons to safety after a 37 foot wall of water hit the Conemaugh Valley in 1889. That flood killed more than 2,200 people The Incline Plane carried people to safety during the 1936 and 1977 floods in Johnstown. It is now a focal point of an economic resurgence for the community. Mitigation Success Stories, Edition 4 showcases examples of natural hazard mitigation activities and publicizes the benefits of mitigation successes across the country from 39 communities in 24 states. The examples included in this document can serve as models for other communities and can provide decision-makers with valuable information about how to achieve natural hazard reduction.

FEMA has produced a series of 37 fact sheets that provide technical guidance and recommendations concerning the construction of coastal residential buildings. The fact sheets present information aimed at improving the performance of buildings subject to flood and wind forces in coastal environments. The fact sheets make extensive use of photographs and drawings to illustrate National Flood Insurance Program (NFIP) regulatory requirements, the proper siting of coastal buildings, and recommended design and construction practices, including structural connections, the building envelope, utilities, and accessory structures. In addition, many of the fact sheets include lists of additional resources that provide more information about the topics discussed.

A fundamental principle of the Public Assistance (PA) Program is that it will operate much more effectively for all participants when everyone shares a common understanding of the program benefits, expectations, and procedures. To support this idea, FEMA has undertaken an effort to provide the State, Tribal, and local partners with more and better information about the PA Program. Through the Internet, newly published materials, training opportunities, and the production of a standard Applicant's Briefing package, FEMA wants to ensure that all participants have the tools to do their part in obtaining and administering public assistance funding. As part of this effort, FEMA has produced this digest of PA Program policies. The Public Assistance Policy Digest is intended to be an easy-to read, easy-to use, brief summary of the basic policies that govern the PA Program. While the digest is primarily intended for those unfamiliar with the terms and provisions of the program, it also may serve as a reference for those with more knowledge of the program. Because this policy digest is not exhaustive, either in topics or in detail, information should be verified with FEMA PA Program officials before becoming the basis for decision making.

The purpose of these Technical Fact Sheets, "Home Builder's Guide to Construction in Wildfire Zones," is to provide information about wildfire behavior and recommendations for building design and construction methods in the wildland/urban interface. Implementation of the recommended design and construction methods can greatly increase the chances of a building's survival in a wildfire.

Prepper's Pantry: A Survival Food Guide is an excellent resource and foundational guide that covers many topics of food preparation. Especially helpful for the seeker and the new-to-prepping, there are also many great ideas for even the seasoned prepper. The reasons why you prep really don't matter. What matters is how long you're prepping for, and the means you go about doing it. This guide will show you how to determine your food needs, no matter how long you will be prepping for, and will discuss various methods of obtaining and storing food stockpiles. With the Prepper's Pantry, you'll learn the following: - Discover how much is enough when prepping for survival - more or less than you think? - Learn which foods store well, which you should avoid and why you shouldn't follow someone else's disaster preparedness plan. - Consider commercial versus home prepared food storage techniques and devise your own best strategy. - Understand the what, where when and how of food storage basics and self sufficiency. You'll learn all of this, and so much more, with Prepper's Pantry: A Survival Food Guide

Nearly 1.7 million fires in the United States during 2002 claimed 3,380 lives, injured 18,425 people, and destroyed over $10 billion in property. Incendiary and suspicious acts (including arson), cooking and carelessness with open flames are the leading causes of fires. These causes have a common thread: human activity and human error. As such, most of these fires were likely preventable. Many activities that influence fire incidence change with the season of the year. In the winter, the need for heating increases. Hot, dry weather affects wildland areas and creates fire prone situations. Warm weather tends to bring people and their behaviors outdoors. Behaviors also change as people participate in various holiday customs and traditions. At some holidays, decorations in the home increase the load of combustible material. The use of candles and extra electric lighting may be used to celebrate other events. Fireworks are part of Fourth of July and other celebrations. As part of seasonal celebrations, people may prepare and cook elaborate meals. People also travel more, leaving some homes unoccupied while other homes increase in occupancy. Any of these behaviors can affect both the incidence and the severity of fires. By understanding the nature and scope of seasonal fires, public education and other fire related programs can be specifically targeted at these seasonal fire problems. This report first explores fire patterns by each season of the year; both the changes in incidence and the causes of fire are discussed. The report then focuses on the changes in fire profiles around four seasonal holidays: Independence Day, Halloween, Thanksgiving, and Christmas. These holidays were chosen because of their striking changes in fire patterns.

The range of services provided by America's fire service continues to expand. In many areas, the local fire department is responsible for mitigating hazardous materials incidents, performing technical rescues, and providing emergency medical services. The threat of terrorist incidents further increases the fire department's responsibility, as firefighters must be taught to recognize the signs of a chemical or biological attack and the proper response. This expansion of the fire service's responsibilities means that less time and energy are available to focus on basic fire suppression skills and scenarios. Also, some of the newer missions present their own, inherent training dangers. In addition, the personal protective gear being worn by firefighters today is excellent; some say that it is even too protective. Firefighters now can advance deeper into structures and get closer to the seat of a fire than in years past because the turnout gear protects well against heat, but this can create problems. A longer exposure to fire will rapidly deplete a firefighter's energy and air supply; and the firefighter will have a greater distance to travel to an exit in an emergency situation. Furthermore, as firefighters progress farther into a structure, more time elapses, which means the fire is more devel-oped, hotter, and often closer to flashover. Due to the increased use of synthetic and polycarbonate construction materials, fires are burning hotter and faster than in the past, resulting in a higher potential for building collapse and flashover. Collapse becomes more likely because of the increased damage from the fire. Safe, effective, and realistic firefighter training is essential in preparing the fire service to achieve its mission of preserving life and property. The dilemma posed by conducting realistic fire training is that fires, even in a training setting, are inherently dangerous. Yet, the fire service needs realistic scenarios to fully experience the environment of a fire and how to combat it. Even without the presence of live fire, training on the physically challenging and labor-intensive tasks of hose handling, tool work, and ladder operations pose a high potential for injuries. From 1987-2001 there has been a 31 percent decrease in the incidence of structure fires throughout the United States. As a result of the decline in fires, firefighters on the whole have less fireground experience than their predecessors had a generation ago. As many of the more experienced firefighters and officers retire, they are replaced by young officers with comparably less fire experience. As today's firefighters' collective, direct experience in fighting fires continues to diminish, there is great concern in the fire service that the inability to recognize flashover and building collapse-and to react quickly enough to avoid being caught by these two potentially fatal conditions-will continue to result in injuries and fatalities to firefighters. Complicating this situation is that live fire training with Class A combustible materials (especially in acquired structures) is being replaced by temperature-controlled, fuel-fed fires in non-combustible structures. Departments are relying less on live fire training for myriad reasons, including among others, environmental, safety, and cost. This report examines recent injurious and fatal incidents involving training to determine lessons that can be used to prevent future injuries and deaths. The emphasis in this report is on fire-related training, particularly live-fire evolutions. It is, however, important to note that training-related injuries can and do occur during a variety of types of training. Also included is a discussion of training standards and common hazards as well as a brief analysis of the available data on the number and cause of training-related injuries and deaths.

The Emergency Relief for Federally Owned Roads Program, or ERFO Program, was established to assist Federal agencies with the repair or reconstruction of Federal roads, which are found to have suffered serious damage by a natural disaster over a wide area or by a catastrophic failure (23CFR668.201). The purpose of this manual is to provide federal land management agencies with guidance and instructions to apply for federal assistance under the ERFO program. Federal, tribal, state, and local governments that have the authority to repair or reconstruct federal roads may apply for ERFO funds, but only the federal land management agencies (FLMA) can apply directly as an "Applicant." The other governmental entities must apply through an "Applicant." The intent of the ERFO program is to pay the unusually heavy expenses in the repair and reconstruction of Federal roads 23CFR668.205 (a). The ERFO program is not intended to cover all repair costs nor interim emergency repair costs that are necessary to repair or reconstruct Federal roads. Agencies have the responsibility to perform emergency repairs and fund the unexpected expenditures, shift project priorities and manage reduced traffic service levels that a natural disaster can present. Emergency relief work shall be given prompt attention and priority over non-emergency work.

Navigating with a compass and map is an essential skill for many incident positions. Even with new technology, such as Global Positioning System (GPS) receivers, map and compass skills are still needed. Confidence with navigation skills comes with practice and proficiency. This confidence level often impacts how a person performs during a crisis - which can result in life or death decisions. Basic Land Navigation is an introduction to land navigation. It begins with a general overview of maps. Then it specifically addresses how to read topographic maps. Next it covers various types of geographic location systems, such as latitude/longitude and Universal Transverse Mercator (UTM). This is followed by basic instructions on using a compass and clinometer. Then a general overview of the Global Positioning System is presented.

This text encourages policy makers and farmers to use the drought resistant crops to face food security as an agribusiness. Due to failed rains, peasant farmers literally throw their resources annually into fields which yield nothing...courtesy of their attempt to look civilized by planting crops which non-primitive people associate with. If they produce the crops matching the climate of the areas...before they have access to irrigation..they will be sure to produce annually..and every season..and avoid the heavcy dependency ratio which has dragged the African from saving, investing and moving forward. Due to repeated crop failures, people remain malnourished, and the opportunistic diseases such as HIV / AIDS become more prevalent, and / or cause worse consequences

In April 1977, President Carter issued a memorandum directing the review of federal dam safety activities by an ad hoc panel of recognized experts. In June 1979, the ad hoc interagency committee on dam safety (ICODS) issued its report, which contained the first guidelines for federal agency dam owners. The Federal Guidelines for Dam Safety (Guidelines) encourage strict safety standards in the practices and procedures employed by the federal agencies or required of dam owners regulated by the federal agencies. The Guidelines address management practices and procedures but do not attempt to establish technical standards. They provide the most complete and authoritative statement available of the desired management practices for promoting dam safety and the welfare of the public. To supplement the Guidelines, ICODS prepared and approved federal guidelines in the areas of emergency action planning; earthquake analysis and design of dams; selecting and accommodating inflow design floods for dams; and glossary of terms. These publications, based on the most current knowledge and experience available, provided authoritative statements on the state of the art for these important technical areas involving dam safety. In 1994, the ICODS Subcommittee to Review/Update Federal Guidelines began an update to these guidelines to meet the new dam safety challenges and to ensure consistency across agencies and users. In addition, the ICODS Subcommittee on Federal/Non-Federal Coordination developed a new guideline on hazard potential classification systems for dams. With the passage of the National Dam Safety Program Act of 1996, Public Law 104-303, ICODS and its Subcommittees were reorganized to reflect the objectives and requirements of Public Law 104-303. In 1998, the newly convened Guidelines Development Subcommittee completed work on the update of the following guidelines: Federal Guidelines for Dam Safety: Emergency Action Planning for Dam Owners, FEMA 64, October 1998, reprinted April 2004; Federal Guidelines for Dam Safety: Selecting and Accommodating Inflow Design Floods for Dams, FEMA 94, October 1998, reprinted April 2004; Federal Guidelines for Dam Safety: Hazard Potential Classification Systems for Dams, FEMA 333, October 1998, reprinted April 2004. With the amendment of the Act into the National Dam Safety and Security Act of 2002, Public Law 107-310, former ICODS Subcommittees were reorganized under the National Dam Safety Review Board (NDSRB). In 2004, two task groups finalized the ongoing work of the previous Subcommittee on the update of the following guidelines: Federal Guidelines for Dam Safety: Glossary of Terms, FEMA 148, printed April 2004; Federal Guidelines for Dam Safety: Earthquake Analyses and Design of Dams, FEMA 65, printed May 2005. The publication of these guidelines marks the final step in the review and update process. In recognition of the continuing need to enhance dam safety through coordination and information exchange amongst federal and state agencies, the NDSRB will assume responsibility for maintaining these documents and establishing additional guidelines that will help achieve the objectives of the National Dam Safety Program. The NDSRB has established a task group and work is currently underway to prepare an update to the ground motions portion of this document with new research and methodologies.

The Great Famine in Ireland was a catastrophe of immense proportions. Eviction, emigration and death from starvation were widespread. Landlords, eager to dispose of 'surplus' tenants, engaged in 'assisted passages', whereby tenants were given financial incentives to emigrate. The clearances of uneconomic tenants from the 85,000-acre Coolattin Estate in County Wicklow by Lord Fitzwilliam were the most organised in Ireland during and after the Famine years. From 1847 to 1856 Fitzwilliam removed 6,000 men, women and children and arranged passage from New Ross in Wexford to Canada on emigrant ships such as the Dunbrody. Most were destitute and many were ill on arrival in Quebec and New Brunswick. Hunger and overcrowding at quarantine stations, such as the infamous Grosse Ile, resulted in further disease and death. Jim Rees explores this tragedy, from why the clearances occurred to who went where and how some families fared in Canada.

Every year, tornadoes, hurricanes, and other extreme windstorms injure and kill people, and cause millions of dollars' worth of property damage in the United States. Even so, more and more people build homes in tornado- and hurricane-prone areas, possibly putting themselves into the path of such storms. Having a safe room built for your home or small business can help provide "near-absolute protection" for you and your family or employees from injury or death caused by the dangerous forces of extreme winds. Near absolute protection means that, based on our current knowledge of tornadoes and hurricanes, the occupants of a safe room built according to this guidance will have a very high probability of being protected from injury or death. Our knowledge of tornadoes and hurricanes is based on substantial meteorological records as well as extensive investigations of damage to buildings from extreme winds. It can also relieve some of the anxiety created by the threat of an oncoming tornado or hurricane. All information contained in this publication is applicable to safe rooms for use in homes as well as in small businesses. Should you consider building a safe room in your home or small business to provide near absolute protection for you, your family, or employees during a tornado or hurricane? The answer depends on your answers to many questions, including: Do you live in a high-risk area? How quickly can you reach safe shelter during extreme winds? What level of safety do you want to provide? What is the cost of a safe room? This publication will help you answer these and other questions so you can decide how best to provide near-absolute protection for you and your family or employees. It includes the results of research that has been underway for more than 30 years, by Texas Tech University's Wind Science and Engineering (WISE; formerly known as the Wind Engineering Research Center or WERC) Research Center and other wind engineering research facilities, on the effects of extreme winds on buildings. This publication provides safe room designs that will show you and your builder/contractor how to construct a safe room for your home or small business. Design options include safe rooms located underneath, in the basement, in the garage, or in an interior room of a new home or small business. Other options also provide guidance on how to modify an existing home or small business to add a safe room in one of these areas. These safe rooms are designed to provide near-absolute protection for you, your family, or employees from the extreme winds expected during tornadoes and hurricanes and from flying debris, such as wood studs, that tornadoes and hurricanes usually create. In August 2008, the International Code Council (ICC), with the support of the National Storm Shelter Association (NSSA), released a consensus standard on the design and construction of storm shelters. This standard, the ICC/NSSA Standard for the Design and Construction of Storm Shelters (ICC-500), codifies much of the extreme-wind shelter recommendations of the early editions of FEMA 320 and FEMA 361, Design and Construction Guidance for Community Safe Rooms (first edition, July 2000). FEMA 361 contains detailed guidance for the design and construction of community safe rooms, which also provide near-absolute protection, the level of protection provided in the residential safe rooms of this publication. It is important that those involved in the design, construction, and maintenance of storm shelters be knowledgeable of both FEMA guidance and ICC standards that pertain to sheltering from extreme winds. The safe room designs presented in this publication meet or exceed all tornado and hurricane design criteria of the ICC-500 for both the tornado and hurricane hazards. The safe rooms in this publication have been designed with life safety as the primary consideration.