FEMA is the lead emergency management agency in the United States that works to prepare for, respond to, and help communities recover from all types of disasters. It aims to reduce loss of life and property from natural disasters, terrorism, and other hazards through preparedness, response, recovery, and mitigation efforts. FEMA coordinates with state and local governments, first responders, and the private sector to ensure the nation is ready to respond effectively to any disaster scenario.
Challenges for the Disaster and Crisis Management – Identification of dimensi...Global Risk Forum GRFDavos
Challenges for the Disaster and Crisis Management – Identification of dimensions for the cooperation of governmental and non governmental organisations
Challenges for the Disaster and Crisis Management – Identification of dimensi...Global Risk Forum GRFDavos
Challenges for the Disaster and Crisis Management – Identification of dimensions for the cooperation of governmental and non governmental organisations
Disasters can be devastating for state and local governments. These events can threaten lives, the environment, local economies, and a government’s financial resources as it tries to respond. The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) was created to lessen the suffering of affected tribal, state, and local governments during these events. The Federal Emergency Management Agency (FEMA), an agency of the Department of Homeland Security (DHS), is responsible for administering this aid through the Public Assistance (PA) Grant Program. The problem was that the City of Largo lacked a comprehensive understanding of FEMA Public Assistance Grant Program procedures. The purpose of this applied research was to use the descriptive research method to identify shortcomings in the City of Largo's current disaster reimbursement protocols. The procedures for this research consisted of a focused literature review followed by the assemblage of data using various sources including City policy and expert interviews. The data were then analyzed to determine (a) What are the City of Largo's current disaster reimbursement procedures? (b) What are Pinellas County's expectations of local municipalities seeking reimbursement post-disaster? (c) What are the State of Florida's expectations of local municipalities seeking reimbursement post-disaster? The research highlighted several areas within the City of Largo's current disaster reimbursement procedures that warrant improvement. Following the analysis, recommendations were made including identifying and training personnel who will be responsible for participating in the reimbursement process, developing a formal disaster reimbursement policy, and the overall improvement of documentation standards.
Hassan adamu danguguwa world bank_risk management_final projectHassan Danguguwa
Risk management in my own community
In my community, Community-based risk management refers to the strategies adopted by households to mitigate the impact of shocks and cope with risk. Risk can be classified as idiosyncratic, meaning one household’s experience is typically unrelated to neighboring households’, or covariate, meaning that many households in the same locality suffer similar shocks.
Key Concepts
• A local area might be exposed to a number of disaster risks. It will be necessary to understand the nature, and impact of these disasters in order to better prepare for future;
• A range of social groups may exist in a district, municipality or commune. The vulnerability of different groups may differ from each other. It is important for local authorities to understand the reasons for vulnerability of different groups;
• The communities, local authorities and civil society groups may have multiple resources and capacities to deal with disasters; e.g. indigenous knowledge, policies, disaster reduction programs, technical institutions, machinery and equipment, and social networks;
• Local authorities must identify the challenges faced and lessons learnt from the past experiences of responding to disasters;
Trillions of dollars in properties and developments along the coastal U.S. are being threatened by a warming planet, according to a groundbreaking government study released in 2018. The threat is not limited to coastal properties. And the threat is not limited to coastal properties. This article covers flood risk management trends, government regulations and insurance, and offers links to many online resources.
Disasters can be devastating for state and local governments. These events can threaten lives, the environment, local economies, and a government’s financial resources as it tries to respond. The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) was created to lessen the suffering of affected tribal, state, and local governments during these events. The Federal Emergency Management Agency (FEMA), an agency of the Department of Homeland Security (DHS), is responsible for administering this aid through the Public Assistance (PA) Grant Program. The problem was that the City of Largo lacked a comprehensive understanding of FEMA Public Assistance Grant Program procedures. The purpose of this applied research was to use the descriptive research method to identify shortcomings in the City of Largo's current disaster reimbursement protocols. The procedures for this research consisted of a focused literature review followed by the assemblage of data using various sources including City policy and expert interviews. The data were then analyzed to determine (a) What are the City of Largo's current disaster reimbursement procedures? (b) What are Pinellas County's expectations of local municipalities seeking reimbursement post-disaster? (c) What are the State of Florida's expectations of local municipalities seeking reimbursement post-disaster? The research highlighted several areas within the City of Largo's current disaster reimbursement procedures that warrant improvement. Following the analysis, recommendations were made including identifying and training personnel who will be responsible for participating in the reimbursement process, developing a formal disaster reimbursement policy, and the overall improvement of documentation standards.
Hassan adamu danguguwa world bank_risk management_final projectHassan Danguguwa
Risk management in my own community
In my community, Community-based risk management refers to the strategies adopted by households to mitigate the impact of shocks and cope with risk. Risk can be classified as idiosyncratic, meaning one household’s experience is typically unrelated to neighboring households’, or covariate, meaning that many households in the same locality suffer similar shocks.
Key Concepts
• A local area might be exposed to a number of disaster risks. It will be necessary to understand the nature, and impact of these disasters in order to better prepare for future;
• A range of social groups may exist in a district, municipality or commune. The vulnerability of different groups may differ from each other. It is important for local authorities to understand the reasons for vulnerability of different groups;
• The communities, local authorities and civil society groups may have multiple resources and capacities to deal with disasters; e.g. indigenous knowledge, policies, disaster reduction programs, technical institutions, machinery and equipment, and social networks;
• Local authorities must identify the challenges faced and lessons learnt from the past experiences of responding to disasters;
Trillions of dollars in properties and developments along the coastal U.S. are being threatened by a warming planet, according to a groundbreaking government study released in 2018. The threat is not limited to coastal properties. And the threat is not limited to coastal properties. This article covers flood risk management trends, government regulations and insurance, and offers links to many online resources.
ERM 1200 Introduction to Emergency ManagementModule 1 ChapterTanaMaeskm
ERM 1200 Introduction to Emergency Management
Module 1: Chapters 1, 3, and 4
Course Description
ERM 1200 Introduction to Emergency Management provides an overview of the history and current status of the emergency management discipline. Topics include an introduction to areas of emergency management responsibility including risk assessment, mitigation, preparedness, communications, response and recovery.
1
DIAGRAM OF MAJOR COURSE CONCEPTS*
*United States Federal Emergency Information Management (2015). National preparedness cycle. Retrieved on March 30, 2015 from http://www.fema.gov/national-preparedness-cycle.
Diagram of Major Course Concepts
United States Federal Emergency Information Management (2015). National preparedness cycle. Retrieved on March 30, 2015 from http://www.fema.gov/national-preparedness-cycle.
2
How to prepare
Tips for preparing for the material in this module
Read the chapters before listening to the lecture.
This course relies heavily on content from the federal emergency management agency emergency management institute and the community emergency response team in your area.
Go to the federal emergency management agency website and register as a student in independent studies. You will then receive a student identification number, which will be important. If you cannot obtain a student ID, inform your instructor. You will need a student identification number in order to take the final exam for this course. Link: http://www.Training.Fema.Gov/is/courseoverview.Aspx?Code=is-230.D
Read the FEMA course “IS-230.D: Fundamentals of Emergency Management” overview.
How to Prepare
Tips for preparing for the material in this module
Read the chapters before listening to the lecture.
This course relies heavily on content from the federal emergency management agency emergency management institute and the community emergency response team in your area.
Go to the federal emergency management agency website and register as a student in independent studies. You will then receive a student identification number, which will be important. If you cannot obtain a student ID, inform your instructor. You will need a student identification number in order to take the final exam for this course. Link: http://www.Training.Fema.Gov/is/courseoverview.Aspx?Code=is-230.D
Read the FEMA course “IS-230.D: Fundamentals of Emergency Management” overview.
3
Module 1 At A Glance: Chapters 1, 3, 4
Chapter 1: History and current status of emergency management
Chapter 3: Research methods and practice of emergency management
Chapter 4: Current, new, and emerging hazards and disasters
Module 1 At A Glance
Chapter 1: History and current status of emergency management
Chapter 3: Research methods and practice of emergency management
Chapter 4: Current, new, and emerging hazards and disasters
4
Chapter 1 Learning Objectives:
Define emergency management
Describe the development of emergency management in the united states.
Recognize the role ...
11112016 IS230.d Fundamentals of Emergency Management F.docxpaynetawnya
11/11/2016 IS230.d Fundamentals of Emergency Management | FEMA Emergency Management Institute (EMI)
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Final Exam for: IS230.d: Fundamentals of Emergency Management
Privacy Act Statement (Public Law 93 579)
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scrambled to protect the integrity of the exam.
Display All
1. Which of the following is NOT a key function of the Multiagency Coordination System?
A. Situation assessment
B. Interagency activities
C. Incident command
D. Critical resource planning
2. What capabilities focus on saving lives, protecting property and the environment, and
meeting basic human needs and begin when an incident is imminent or immediately after an
event occurs?
A. Readiness
B. Recovery
C. Rescue
D. Response
3. Which FEMA mitigation program assists in implementing longterm hazard mitigation
measures following Presidential disaster declarations?
A. Hazard Mitigation Grant Program (HMGP)
B. Repetitive Flood Claims (RFC)
C. Severe Repetitive Loss (SRL)
D. PreDisaster Mitigation (PDM)
4. The local emergency manager has the responsibility for coordinating emergency
management programs and activities. A local emergency manger is responsible for all of the
following activities EXCEPT FOR:
A. Managing resources before, during, and after a major emergency or disaster.
B. Identifying and analyzing the potential impacts of hazards that threaten the jurisdiction.
C. Developing an Incident Action Plan that specifies tactics for first responders
D. Coordinating the planning process and working cooperatively with response partners.
https://training.fema.gov/IS/privacystatement.aspx
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11/11/2016 IS230.d Fundamentals of Emergency Management | FEMA Emergency Management Institute (EMI)
https://training.fema.gov/is/examform.aspx?id=230.d 2/7
5. _____ is responsible for coordinating Federal resources Federal resources that support
State, local, tribal, and territorial efforts when a Federal emergency or disaster is declared.
A. FEMA
B. Local government
C. Regional government
D. State government
6. Specific areas of authority and responsibilities for emergency management should be
clearly stated in local ordinances and laws. These ordinances and laws should specify a
specific line of succession for elected officials and require that departments of government
establish lines of succession.
A. TRUE
B. FALSE
7. Which of the following statements about the Stafford Act is correct? Under the Stafford
Act:
A. The Federal assistance available for major disasters is more limited than that which is available for
emergencies.
B. The types of incidents that may qualify as a major disaster are extremely broad.
C. The President may only declare a major disaster at the request of a Governor ...
Chapter 29Natural and Manmade DisastersObjectivesEstelaJeffery653
Chapter 29
Natural and Manmade Disasters
Objectives
Identify the types of disasters.
Discuss the characteristics of disasters.
Describe the stages of a disaster.
Discuss the stages of disaster management.
Describe the roles of federal, state, local, and volunteer agencies involved in disaster management.
Identify potential bioterrorist chemical and biological agents.
Discuss the impact of disasters on a community.
Describe the role and responsibilities of nurses in relation to disasters.
Natural and Manmade Disasters
Health of a community affected by disasters
Programs created to address disasters:
National
State
Local
National Incident Management System (NIMS)
Provides systematic way for government and nongovernmental agencies to work seamlessly to:
Prevent, protect against, respond to, recover from effects of disasters
Disaster Definitions
A disaster is any event that causes a level of destruction, death, or injury that affects the abilities of the community to respond to the incident using available resources.
Mass casualty involves 100+ individuals.
Multiple casualty involves 2 to 99 individuals.
Casualties classified as:
Direct victim
Indirect victim
Displaced person
Refugee
Types of Disasters
Natural disasters
Weather events, earthquakes, volcanoes, diseases
Manmade disasters
Wars, structural collapses, accidents, riots, pollution
Terrorism
May include use of weapons of mass destruction
Combination disasters
NA-TECH (natural/technological) disaster—a natural disaster that creates or results in a widespread technological problem
Characteristics of Disasters (1 of 3)
Frequency—how often a disaster occurs
Predictability—ability to determine when and whether a disaster will occur
Mitigation—actions taken to reduce loss of life and property
Take action before disaster happens
Imminence—speed of onset and anticipated duration of incident
Characteristics of Disasters (2 of 3)
Primary prevention—preventing occurrence of disaster or limiting consequences
Risk map—geographic map of area analyzed for potential disaster
Resource map—geographic map outlines resources available if area affected by disaster
Secondary prevention—strategies are implanted once the disaster occurs
Tertiary prevention—recovery
Characteristics of Disasters (3 of 3)
Scope—the range of the effects of the disaster
Number of casualties—number of individuals affected, injured, or killed
Intensity—level of destruction and devastation
Disaster Management
Requires interdisciplinary, collaborative team effort
Network of agencies and individuals
Planning creates a quicker and more efficient response.
Ensures resources are available
Roles and responsibilities of all personnel and agencies, both official and unofficial, are delineated.
Local, State, and Federal Governmental Responsibilities (1 of 3)
Local government
Prepare citizens for all kinds of emergencies and disasters
Office of Emergency Management
Mock drills
State government
Assist ...
Federal Emergency Management AgencyA Compendium ofExemplChereCheek752
Federal Emergency Management Agency
A Compendium of
Exemplary Practices in
Emergency Management
Volume IV
PARTNERSHIPS IN
PREPAREDNESS
January 2000
Foreword
This Compendium of Exemplary Practices in Emergency Management, Volume IV, is a product
of the emergency management community working in partnership in service to the
public. It is the result of FEMA’s continuing outreach initiative to identify the innovative
ideas, emergency management talent, and abundant resources that exist throughout the
country.
What is an exemplary practice? In the judgment of the emergency management partners
who reviewed all entries for this edition, it is any idea, project, program, technique, or
method in emergency management that has worked in one place and may be worthy of
adopting elsewhere. This Compendium describes public- and private-sector emergency
management practices that include unique coordination among organizations, volunteer
projects, resource sharing, and other innovative approaches to emergency management.
In addition to describing the practices selected, the Compendium refers readers to knowl-
edgeable individuals for further information. This book is not only being published in
this printed format but is also available on the Internet at FEMA’s World Wide Web site.
In keeping with FEMA’s goals of building a strong and effective emergency management
system, the search for exemplary practices is continuing. Instructions and a form for
submitting additional innovative ideas can be found at the end of this volume, and we
urge you to share your exemplary practices.
Sincerely,
James Lee Witt
Director
Federal Emergency Management Agency
Kay C. Goss
Associate Director for Preparedness
Federal Emergency Management Agency
PARTNERSHIPS IN
PREPAREDNESS
A Compendium of Exemplary Practices in
Emergency Management
Volume IV
Federal Emergency Management Agency
January 2000
James Lee Witt
Director
Federal Emergency Management Agency
Kay C. Goss
Associate Director
Federal Emergency Management Agency
for the Preparedness Directorate
iii
____________________________________________________________________ ACKNOWLEDGMENTS
Acknowledgments
Many people contributed to this fourth edition of the Compendium. Their contributions include the critical executive
support needed to make this initiative a reality: the memoranda, letters, and communications on the Internet
encouraging nominations from throughout the emergency management community and the administrative tasks
and correspondence involved in the nominations of exemplary practices in emergency management.
Under the policy guidance of Kay C. Goss, FEMA’s Associate Director for Preparedness, Partnerships in Preparedness
was implemented in the Preparedness Outreach Division under the direction of Thomas R. McQuillan. The project
officer during the development of this fourth edition was Maria A. Younker.
However, the many ideas, suggestions, and encouraging words of support r ...
Emergency Preparedness Demonstration Project March 2009 .docxgidmanmary
Emergency Preparedness Demonstration Project
March 2009
Community Based
Vulnerability Assessment
A Guide to Engaging Communities in Understanding
Social and Physical Vulnerability to Disasters
Vulnerability Assessment: Step-By-Step Guidebook
Emergency Demonstration Project Partners
UNC Institute for the Environment
100 Miller Hall, CB #1105, Chapel Hill, NC 27599-1105
Phone: 919.966.9922 | Fax: 919.966.9920
Email: [email protected] | http://www.ie.unc.edu
MDC, Inc.
PO Box 17268, Chapel Hill, NC 27516-7268
Phone: (919) 968-4531 | Fax: (919) 929-8557
Email: [email protected] | http://www.mdcinc.org/home
mailto:[email protected]�
mailto:[email protected]�
Vulnerability Assessment: Step-By-Step Guidebook
Acknowledgements
This guidebook was made possible by a generous grant from the Federal Emergency Manage-
ment Agency (FEMA). The grant funded the Emergency Preparedness Demonstration Project,
from which this guidebook was developed. In particular, we would like to thank Ralph Swisher of
FEMA for his support of this project and his dedication to emergency preparedness. We would
also like to thank Susan Fowler, Bill Hoffman, and Barbara Wyckoff-Baird for their expertise and
invaluable role as facilitators in the communities that participated in the demonstration. Those
communities included Chester County, Pennsylvania; Dorchester County, Maryland; Hampshire
County, West Virginia; Hampton, Virginia; Hertford County, North Carolina; Washington, D.C.
and Wilmington, Delaware.
And a special thank you to the residents, government officials, nonprofit organizations, and faith-
based organizations who articulated the strengths, weaknesses, challenges and opportunities of
their communities and brought their energy, opinions, and ideas to address the challenges of
emergency preparedness, particularly for socially vulnerable populations. This project could not
have occurred without your commitment. Our community partners included:
Chester County, PA
Chester County Department of Emergency Management
Dorchester County, MD
Maryland Rural Development Corporation
Dorchester County Department of Emergency Management
Hampshire County, WV
Eastern West Virginia Community Action Agency, Inc.
Hampshire County Department of Emergency Management
Hampton, VA
City of Hampton Neighborhood Office
City of Hampton Department of Emergency Management
Hertford County, NC
Roanoke Economic Development Inc.
Hertford County Department of Emergency Management
Washington, DC
DC Emergency Management Agency
Wilmington, DE
West End Neighborhood House, Inc.
City of Wilmington Department of Emergency Management
Vulnerability Assessment: Step-By-Step Guidebook
Table of Contents
Overview…………………………………………………………………………………...1
How to Use this Guidebook………………………………………………………………..6
Step 1: Getting Started…………………………………………………………………......9
Step 2: Identify and Rank Hazards…………………………… ...
CRJ Module 6 OverviewRecoveryRecovery often begins in the init.docxfaithxdunce63732
CRJ Module 6 Overview
Recovery
Recovery often begins in the initial hours and days following a disaster event and can continue for months or years. Recovery involves decisions and actions relative to rebuilding homes; replacing property; resuming employment; restoring businesses; and permanently repairing and rebuilding infrastructure. In this module, you will learn the role that the federal government plays in disaster recovery operations. You will list and explain the recovery programs that are administered by FEMA to fuel individual and community recovery operations. This module will also explain how federal agencies other than FEMA contribute to disaster recovery. The recovery role of national voluntary relief organizations will be discussed. The various tools that are available for community recovery planning will be identified.
Learning Objectives
Upon completion of this module, you should be able to:
7G
Explain how federal agencies other than FEMA contribute to disaster recovery.
7H
Discuss the recovery role of national voluntary relief organizations.
7I
Identify various tools that are available for community recovery planning.
7J
Summarize how a Community Long-Term Recovery Plan is developed, and why it is important.
8D
Characterize the role of the federal government in disaster recovery operations.
8E
List and explain the recovery programs administered by FEMA to fuel individual and community recovery operations.
Module 6 Reading Assignment
Haddow, G., Bullock, J., & Coppola, D. (2011). Introduction to emergency management. Burlington: Elsevier. Chapter 7.
The Disciplines of Emergency Management: Recovery
Recovery often begins in the initial hours and days following a disaster event and can continue for months or years. Recovery involves decisions and actions relative to rebuilding homes; replacing property; resuming employment; restoring businesses; and permanently repairing and rebuilding infrastructure. Because the recovery function has such long lasting impacts and usually high costs, the participants in the process are numerous, and include all levels of government, the business community, political leadership, community activists and individuals. An effective recovery brings all players together to plan, finance and implement a recovery strategy that will rebuild the disaster-impacted area safer and more secure as quickly as possible.
Recovery activities begin immediately after a Presidential declaration as the agencies of the Federal Government collaborate with the State in the impacted area in coordinating the implementation of recovery programs and the delivery of recovery services. The Federal government plays the largest role in providing the technical and financial support for recovery, with FEMA obligating an annual average of $2.88 billion on public assistance projects for major disaster declarations (with an average of $58 million per major disaster declaration) and $153 million in individual assistance.
Face recognition is a technology that has rapidly grown in popularity over the past decade. It is a type of biometric identification technology that can recognize and verify an individual’s identity using their facial features.
2. Focused and Flexible – FEMA
Disaster can strike anyone, in any community and at any time.
It can take many forms, building over time, or hitting suddenly without warning.
Whatever the scenario, as the nation’s lead emergency management and
preparedness agency, FEMA is there, ahead of disaster to help prepare for the
worst and to provide care and assistance after.
FEMA’s mission is to reduce the loss of life and property and protect
communities nationwide from all hazards, including natural disasters, acts
of terrorism, and other man-made disasters. FEMA leads and supports the
nation in a risk-based, comprehensive emergency management system of
preparedness, protection, response, recovery and mitigation.
Disaster victim hugs FEMA employee after receiving direct Housing Assistance for temporary housing.
Mark Wolfe/FEMA
Cover Photo by Michael Raphael/FEMA
3. A History of Care
The Congressional Act of 1803 was the earliest
effort to provide disaster relief on a federal level
after a fire devastated a New Hampshire town.
From that point forward, assorted legislation
provided disaster support. In 1979, the Federal
Emergency Management Agency (FEMA) was
established by an executive order, which merged
many of the separate disaster-related responsibili-
ties into a single agency. Since then, FEMA has
dedicated itself to the mission of helping com-
munities nationwide prepare for, respond to and
recover from natural and manmade disasters – a
mission strengthened when the agency became
part of the Department of Homeland Security
(DHS) in 2003. As of November 2007, FEMA
has responded to more than 2,700 presidentially
declared disasters.
Continuously
Strengthening
Operations
To serve disaster victims and communities more
quickly and effectively, FEMA builds on experi-
ence, applies lessons learned and best practices
from field operations, gathers feedback from many
sources, and constantly strives to improve upon its
operational core competencies:
Service to Disaster Victims –• Responsive and
compassionate care for disaster victims is FEMA’s
top priority. FEMA provides rapid, ready, clear
and consistent access to disaster assistance to all
eligible individuals and communities.The agency
also is able to assist individuals with multilingual
or special needs requirements.
Integrated Preparedness –• FEMA works
closely with federal, tribal, state and local govern-
ments, voluntary agencies, private sector partners,
and theAmerican public to ensure the nation is
secured and prepared to respond to and recover
from terror attacks, major disasters and other
emergencies.
Operational Planning and Preparedness –•
Working closely with federal, tribal, state and
local partners, FEMA’s Operational Planners assist
jurisdictions to develop planning capabilities and
write area- and incident-specific operational plans
that will guide local response activities.
Incident Management –• With a forward-
leaning posture, FEMA can respond more swiftly
and decisively to all hazards with around-the-clock
support. The agency continues to professional-
ize its workforce by training and certifying staff
Members of the FEMA Urban Search and Rescue, Colorado Task Force 1, receive instructions before entering
Ground Zero at the World Trade Center. Michael Rieger/FEMA
4. in emergency management skills and techniques.
FEMA also works closely with external partners
to improve and update standards, and support the
enduring efforts of America’s first responders.
Disaster Logistics –• FEMA implements
21st century logistics and procurement systems
to help efficiently and effectively plan, identify,
track and distribute supplies needed by disaster
victims, emergency responders and other users on
the ground.Working with an array of public and
private strategic partners, donors and pre-arranged
contractors, a businesslike FEMA provides im-
proved logistics integration and customer support.
Hazard Mitigation –• FEMA works proactively
to reduce the physical and financial impact of fu-
ture disasters through improved risk analysis and
hazard mitigation planning, risk reduction and
flood insurance. FEMA helps implement effec-
tive hazard mitigation practices in order to create
safer communities, promote rapid recovery from
floods and other disasters, and reduce the financial
impact at the federal, tribal, state and local levels.
Emergency Communications –• FEMA is a
leader in emergency communications by working
with federal, tribal, state and local partners to es-
tablish and facilitate consistent disaster emergency
communications standards, plans and capabilities.
As part of this leadership role, FEMA works to
forge an integrated operational link before, during
and immediately after an event and is an advocate
for disaster emergency communications at the
national level on behalf of first responders.
Public Disaster Communications –• FEMA
coordinates all hazards messaging before, dur-
ing and after national emergencies using three
strategies: public risk communications, partner-
ship management and employee communications.
By successfully managing these elements, FEMA
supports operational efforts and ensures clear,
consistent and effective information for disaster
victims and emergency management partners and
stakeholders.
Continuity Programs –• FEMA supports up-
grades to and implementation of the Integrated
Public Alert andWarning System. It is the lead
agent for the Nation’s programs in ensuring the
continuity of government operations and essential
functions and the endurance of our constitutional
form of government in a catastrophic event.
Supplies being loaded at one of eight FEMA
logistics centers, which support FEMA disaster
responders with critical equipment and supplies
and also provide resources to states during
disaster operations. Liz Roll/FEMA
FEMA Mitigation staff gives flood repair and
prevention information to a shopper at a local
home building store. John Ficara/FEMA
A FEMA Community Relations employee talks with
a victim, providing pamphlets and brochures with
vital information about FEMA programs and steps to
take to apply for assistance. Andrea Booher/ FEMA
5. Dedicated Leadership
and Employees
FEMA staff work together with tribal, state and local
emergency management personnel to prepare com-
munities before a disaster, and to respond effectively
and with care. FEMA’s efforts at the national and
regional levels are led by individuals with a broad
range of hands-on emergency management, fire,
rescue, emergency medical services, law enforcement,
military and private sector experience. FEMA em-
ployees are committed to their mission of protecting
lives and communities. Whether full-time, part-time,
temporary, supplemental or on-call, FEMA employees
serve disaster victims and communities tirelessly, with
compassion and understanding.
Building a Culture of
Preparedness
FEMA, through its National Preparedness Director-
ate and U.S. Fire Administration, provides preven-
tion and preparedness programs, research, data
collection and national policy guidance. FEMA
trains emergency managers, firefighters, elected
officials and other emergency responders through
a variety of courses in all-hazards emergency
planning and response. In addition, FEMA works
through its National EmergencyTraining Center
and Center for Domestic Preparedness, as well
as with other training partners, to establish and
deliver effective training and professional educa-
tion programs and develop a national certification
system for overall emergency management com-
petency and expertise.
Emergency responders in Level B Personal Protective Equipment conduct decontamination training at
FEMA’s Center for Domestic Preparedness. The center’s performance-based instruction features the only
toxic chemical agent training for civilian responders. CDP/FEMA
FEMA Community Relations employees assist
residents at a grass-roots level by going neighborhood
by neighborhood in hard hit disaster areas
ensuring everyone who needs help is getting it.
Andrea Booher/FEMA
6. FEMA Headquarters
500 C St., SW
Washington DC 20472
FEMA Region I
99 High St., 6th Floor
Boston, MA 02110
FEMA Region II
26 Federal Plaza, Suite 1337
New York, NY 10278-0002
FEMA Region III
615 Chestnut St.
One Independence Mall, 6th Floor
Philadelphia, PA 19106-4404
FEMA Region IV
3003 Charublee-Tucker Rd.
Atlanta, GA 30341
FEMA Region V
536 South Clark St., 6th Floor
Chicago, IL 60605
FEMA Region VI
Federal Regional Center
800 North Loop 288
Denton, TX 76209
FEMA Region VII
9221 Ward Parkway
Suite 300
Kansas City, MO 64114-3372
FEMA Region VIII
Federal Center
Bldg. 710
P.O. Box 25267
Denver, CO 80225
FEMA Region IX
1111 Broadway
Suite 1200
Oakland, CA 94607-4052
FEMA Region X
130 228th St., SW
Bothell, WA 98021-8627
FEMA
The Post-Katrina Emergency Management Reform Act of 2006 created a “New FEMA.” With an expand-
ed mission, stronger regions and the added responsibility of homeland security preparedness, FEMA has
implemented significant, positive changes throughout the agency to help build world-class emergency
management and customer service capabilities.
The new FEMA leads and supports the nation in a risk-based, comprehensive emergency management
system of preparedness, protection, response, recovery and mitigation. FEMA is forward leaning, able, agile
and reliable. Businesslike in its approach, FEMA inspires public trust and workforce pride. Through timely
information, resources, tools and technical assistance, FEMA is helping families and communities overcome
all hazards – natural and manmade – and helping America build an overall culture of preparedness.
For more information about FEMA and its operations and capabilities, please visit www.fema.gov.
Positioned and Prepared to Act
Headquartered in Washington, DC, FEMA also has 10 Regional Offices located throughout the country.
These offices work more closely with other federal agencies, strategic partners and tribal, state and local
officials in their regions, further supporting the agency’s mission and core competencies. FEMA has ad-
ditional facilities across the country.
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