The Federal Emergency Management Agency (FEMA) has developed a series of mitigation planning "how-to" guides for the purpose of assisting Tribes, States, and local governments in developing effective hazard mitigation planning processes. The material presented in these guides is intended to address the needs of both large and small communities with varying degrees of technical expertise and financial reserves. The topic area for this guide is "Integrating Historic Property and Cultural Resource Considerations into Hazard Mitigation Planning." Other guides that have been developed by FEMA as part of the "how-to" series include: Getting started with the mitigation planning process, including important considerations for how you can organize your efforts to develop an effective mitigation plan (FEMA 386-1); Identifying hazards and assessing losses to your community, State, or Tribe (FEMA 386-2); Setting mitigation priorities and goals for your community, State, or Tribe and writing the plan (FEMA 386-3); and Implementing the mitigation plan, including project funding and maintaining a dynamic plan that changes to meet new developments (FEMA 386-4). These four guides are commonly referred to as the "core four" as they provide a broad overview of the core elements associated with hazard mitigation planning. In addition to these "core four," FEMA has developed a series of supplementary "how-to" guides that are to be used in conjunction with the "core four" and address the following special topic areas: Evaluating potential mitigation actions through the use of benefit-cost review (FEMA 386-5); Incorporating special considerations into hazard mitigation planning for historic properties and cultural resources, the topic of this how-to guide (FEMA 386-6); Incorporating mitigation considerations for manmade hazards into hazard mitigation planning (FEMA 386-7); Using multi-jurisdictional approaches to mitigation planning (FEMA 386-8); and Finding and securing technical and financial resources for mitigation planning (FEMA 386-9). This guide is designed for all practitioners involved in creating a hazard mitigation plan (e.g., planners and emergency managers). Why should planners and emergency managers consider historic properties and cultural resources? Because after a disaster, these resources' special status as designated landmarks may complicate recovery efforts. However, these resources may also be assets that can help in creating mitigation plans with multiple community benefits. This guide will be of value to citizens who love their communities and want to protect their historic and cultural assets. The guide will outline specific steps for how communities can harness their knowledge, talent, and energy to create a secure future for historic resources.

The Federal Emergency Management Agency (FEMA) has developed this series of mitigation planning how-to guides to assist states, tribes, and communities in enhancing their hazard mitigation planning capabilities. These guides are designed to provide the type of information states, tribes, and communities need to initiate and maintain a planning process that will result in safer and more disaster-resistant communities. These guides are applicable to states, tribes, and communities of various sizes and varying ranges of financial and technical resources. The how-to guides cover the following topics: Getting started with the mitigation planning process, including important considerations for how you can organize your efforts to develop an effective mitigation plan (FEMA 386-1); Identifying hazards and assessing losses to your community, tribe, or state (FEMA 386-2); Setting mitigation priorities and goals for your community, tribe, or state and writing the plan (FEMA 386-3); Implementing the mitigation plan, including project funding and maintaining a dynamic plan that changes to meet new developments (FEMA 386-4); Evaluating and prioritizing potential mitigation actions through the use of benefit-cost analysis and other techniques (FEMA 386-5); Incorporating special considerations into hazard mitigation planning for historic structures and cultural resources (FEMA 386-6); Incorporating mitigation considerations for manmade hazards into hazard mitigation planning (FEMA 386-7); Using multi-jurisdictional approaches to mitigation planning (FEMA 386-8); and Finding and securing technical and financial resources for mitigation planning (FEMA 386-9). This guide will address the following questions: 1. How can we make sure the plan is officially recognized? Proof of formal adoption is required under DMA 2000 regulations. Getting the plan adopted ensures the support and approval of the governing authority in your jurisdiction. 2. What is the most effective mechanism to implement each recommendation? What resources are available? How can we keep the public informed and actively involved now that initiatives are underway? Your mitigation strategy probably contains various short- and long-term recommendations. The actual sources of funding, staff time, and staffing needs may change before project implementation gets underway. The planning team always must be on the lookout for alternative sources of funding, new opportunities, and new partnerships through which to carry out the recommendations. Determining who will bear responsibility for implementing planned actions is key to getting the implementation phase off to a successful start. 3. How will we know if our mitigation strategy is working? Monitoring and evaluating the outcomes of the mitigation actions are essential to knowing whether to stay the course or change it. The successes and limitations of your efforts should be documented as part of the evaluation process. Celebrating successes and keeping citizens actively involved and informed of the progress of the hazard mitigation initiatives, are just as important in the adoption, implementation, and revision phases as in any other phase. Keeping everyone up to date on progress also will help sustain support for mitigation as a local, tribal, or state priority. 4. When should we reexamine the plan? The community and its assets are constantly changing, requiring the mitigation plan to be updated periodically. While DMA 2000 regulations require a formal review and revision of the community plan once every five years for local jurisdictions and every three years for states, the planning team should reevaluate its implementation strategy as new opportunities, unforeseen challenges, and disasters arise. As mitigation issues are resolved, the plan should be reexamined to determine whether there is a need to reprioritize, add, or reconfigure actions in light of what has been accomplished.

The Department of Homeland Security's Federal Emergency Management Agency (FEMA) has developed a series of "how-to" guides for the purpose of assisting Tribes, States, and local governments in developing effective hazard mitigation planning processes. The material presented in these guides is intended to address the needs of both large and small communities with varying degrees of technical expertise and financial resources. The topic area for this guide is "Multi-Jurisdictional Approaches to Hazard Mitigation Planning" (FEMA 386-8). This guide provides suggestions to local governments in preparing multi-jurisdictional hazard mitigation plans that meet the DMA 2000 planning requirements. Other guides that have been developed by FEMA as part of the "how-to" series include: Getting started with the mitigation planning process, including important considerations for how you can organize your efforts to develop an effective mitigation plan (FEMA 386-1); Identifying hazards and assessing losses to your community, State, or Tribe (FEMA 386-2); Setting mitigation priorities and goals for your community, State, or Tribe and writing the plan (FEMA 386-3); Implementing the mitigation plan, including project funding and maintaining a dynamic plan that changes to meet new developments (FEMA 386-4); Evaluating potential mitigation actions through the use of benefit-cost review (FEMA 386-5) (to be published); Incorporating special considerations into hazard mitigation planning for historic properties and cultural resources, the topic of this how-to guide (FEMA 386-6); Incorporating mitigation considerations for manmade hazards into hazard mitigation planning (FEMA 386-7); and Finding and securing technical and financial resources for mitigation planning (FEMA 386-9). The first four guides are commonly referred to as the "core four" as they provide a broad overview of the core elements associated with hazard mitigation planning. This and the other guides are supplementary "how-to" guides that are to be used in conjunction with the "core four." Disaster Mitigation Act of 2000 (DMA 2000) DMA 2000 provides an opportunity for States, Tribal Governments, and local jurisdictions to significantly reduce their vulnerability to natural hazards. It also allows them to streamline their access to and use of Federal disaster assistance, through pre-disaster hazard mitigation planning. DMA 2000 places new emphasis on State, Tribal, and local mitigation planning by requiring these entities to develop and submit mitigation plans as a condition of receiving various types of pre- and post-disaster assistance (such as the Pre-Disaster Mitigation Program PDM] and the Hazard Mitigation Grant Program HMGP]) under the Stafford Act. On February 26, 2002, FEMA published under Title 44 Part 201 of the Code of Federal Regulations (CFR) an Interim Rule (the Rule) to implement the mitigation planning requirements of DMA 2000. The Rule outlines the requirements for both State and local mitigation plans. FEMA has prepared a document, Multi-Hazard Mitigation Planning Guidance under the Disaster Mitigation Act of 2000, that explains the requirements of the Rule with the help of sample plan excerpts and discussion.

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.

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.

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.

When a disaster or emergency occurs, it is the responsibility first of the local community and the State or Tribe to respond. However, their combined efforts at times are not sufficient to effectively address the direct results of the most serious events. These situations call for Federal assistance. The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act), 42 U.S.C. Sections 5121-5207, authorizes the President to provide Federal assistance to supplement State, Tribal, and local efforts. The Federal Emergency Management Agency (FEMA), a component of the Department of Homeland Security, coordinates the delivery of assistance under the law and provides grants through the Public Assistance Program to help with the extraordinary costs for response and infrastructure recovery. This Handbook explains how applicants can obtain help through the Public Assistance Program. Potential recipients of this assistance include State, Tribal, and local governments and certain types of private nonprofit organizations. The mission of the Public Assistance Program is to assist communities in recovering from the devastating effects of disasters and emergencies by providing technical assistance and financial grants in an efficient, effective, consistent, and customer-friendly manner. Accordingly, it is important that everyone shares a common understanding of program policies and procedures. By understanding the content of this Handbook and following the principles outlined in it, applicants can participate as knowledgeable partners in obtaining grant funding.

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.

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."

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 Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 100-707), signed into law on November 23, 1988; amended the Disaster Relief Act of 1974 (Public Law 93-288). The Stafford Act constitutes the statutory authority for most Federal disaster response activities especially as they pertain to the Federal Emergency Management Agency (FEMA) and FEMA programs. The Stafford Act is designed to bring an orderly and systemic means of federal natural disaster assistance for state and local governments in carrying out their responsibilities to aid citizens. Congress' intention was to encourage states and localities to develop comprehensive disaster preparedness plans, prepare for better intergovernmental coordination in the face of a disaster, encourage the use of insurance coverage, and provide Federal assistance programs for losses due to a disaster. Title I provides the intent of Congress to provide continued and orderly assistance, by means of the Federal government, to State and local governments to relieve hardship and damage which result from disasters. An emergency may be any instance in which State or local efforts need Federal assistance to save lives and protect the health and welfare of the people in a community. A major disaster may be defined as any natural catastrophe, fire, flood, or explosion, determined by the president to warrant the additional resources of the Federal government to alleviate damages or suffering they cause. Title II authorizes the President to establish a disaster preparedness program that utilizes the appropriate agencies and gives the President the right to provide technical assistance to states in order to complete a comprehensive plan to prepare against disasters. Title II articulates the necessity of a disaster warning system. This includes the readiness of all appropriate Federal Agencies to issue warnings to State and local authorities and the disbursement of warnings to the public. This title authorizes the President to make use of either the civil defense communication system or any commercial communications systems that are voluntarily given to the president to issue warnings to the public. Title III explains that upon the declaration of a major disaster, the President must appoint a Federal coordinating officer to help in the affected area. The President must also form emergency support teams staffed with Federal personnel. Title IV sets out the authority of the President during major disasters or emergencies. These powers include, but are limited to: directing any Federal agency to help the affected area (including precautionary evacuations), coordinating all disaster relief assistance, providing technical and advisory assistance (issuing warnings, providing for the public health and safety, and participating in recovery activities), distributing medicine, food and other supplies, and providing accelerating Federal assistance when the President deems it necessary. The President can also provide any emergency communications or public transportation that an affected location might need. Title V explains the process a State must follow to request that the President declare an emergency. Every request for the President to declare an emergency must come from the Governor of the State. In order for a request to be made, the Governor must deem that the situation is beyond the potential for the State to manage. Title IV explains the measures that have to be undertaken to prepare for anticipated hazards including creating operational plans, recruiting and training personnel, conducting research, stockpiling necessary materials and supplies, creating suitable warning systems, and constructing shelters. Title six also sets out the authority and responsibilities of the director of FEMA. Title VII gives the President the authority to determine any rule or regulation that may be necessary to carry out the powers that he is given in the Act.

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.

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.

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.

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.

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.

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.

To assist with a catastrophic mass casualty incident in the United States and its territories - at the direction of the President - the Chairman of the Joint Chiefs of Staff or the appropriate Combatant Commander may deploy the CBRNE Consequence Management Response Force (CCMRF). The CCMRF is trained and equipped to provide a rapid response capability following a catastrophic event. Just as with all instances of Defense Support of Civil Authorities (DSCA), military forces respond only when requested. Requests always work their way up from the local level. After a major incident, city leaders will ask for county assistance; county asks for State assistance; the State Governor asks for Federal assistance from the President. If the President agrees, a Presidential Declaration of Disaster is declared. The Secretaries of Homeland Security, Defense, and other cabinet members meet and determine the best course of action. The SecDef may initiate activation of CCMRF units. State National Guard units are usually mobilized under the direction of the Governor and remain State assets, while CCMRF units are usually Title 10 under the direction of NORTHCOM, ARNORTH, and the Joint Task Force (JTF) Commander - or the Defense Coordinating Officer (DCO) if a JTF is not stood up. The CCMRF includes assets such as medical surge, chemical decontamination and biological detection that may be helpful to the victims of a catastrophic event. The CCMRF also includes communications, force protection, transportation, supply and maintenance assets that can be used to establish command and control capabilities to facilitate additional military and civilian resources into the affected area. Joint Doctrine for Civil Support notes, "DOD resources are normally used only when state and local resources are overwhelmed and/or non-DOD resources of the Federal government are insufficient or unable to meet the requirements of local and state civil authorities." This workbook focuses on domestic consequence management under the command of USNORTHCOM. The CCMRF mission is part of a broader Department of Defense (DOD) support package to the Lead Federal Agency (LFA), which is responsible for overall coordination of the response. The primary agency is responsible for overall coordination of the response. In many cases the primary agency is FEMA, but not always. In the case of many other emergencies the state government retains legal and operational leadership. Often, for these incidents, there is no need to establish a Joint Task Force, and the Defense Coordinating Officer remains the single point of contact for DoD. Other Federal agencies may also support the response - for example, the FBI may assist in collecting evidence - but the primary responsibility remains at the State or local level. There is also likely to be significant involvement in emergency response by local authorities, private organizations, and individual citizens. The legal, political, and operational implications can be complex. When the CCMRF is deployed, the event has overwhelmed local resources. If the event is perceived as having terrorist origins, the level of public concern will be especially high. Public concern, legal limitations, and the need to collaborate with a wide range of other players establish a challenging strategic context.

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.