This document provides guidance for state and local governments to develop continuity of government (COG) capabilities to preserve essential functions during emergencies. It outlines seven planning elements for COG - succession, predelegation of emergency authorities, emergency operating centers, protection of vital records, and protection of personnel and facilities. For each element, the document defines objectives and provides criteria to evaluate planning status and identify deficiencies to address in emergency plans. The guidance is intended to help assess COG readiness and maintain viable emergency response capabilities.
This document provides guidance for state and local governments to develop continuity of government (COG) capabilities to preserve essential functions during emergencies. It outlines seven elements for COG planning: succession, predelegation of emergency authorities, emergency operating centers, protection of vital records, and protection of personnel and facilities. The document is intended to help assess COG status and identify deficiencies to develop corrective plans. Addressing COG is important for maintaining civil government institutions and performing essential functions during emergencies.
This document is the Disaster Prevention and Mitigation Act of Thailand from 2007. Some key points:
- It establishes a National Disaster Prevention and Mitigation Committee chaired by the Prime Minister to develop national disaster plans and integrate prevention efforts.
- The Department of Disaster Prevention and Mitigation is designated as the central government agency responsible for formulating national disaster plans, conducting research, and providing support to other agencies on prevention and mitigation.
- Provincial Disaster Prevention and Mitigation Centers are also established to assist with operations at the local level like training, assessments and emergency response.
This document discusses disaster management in India. It begins by outlining India's vulnerability to natural disasters and the large human and economic toll they often take. It then describes India's institutional and policy framework for disaster management, including the establishment of new authorities at the national, state, district, block and village levels to shift the focus from post-disaster response to also emphasize prevention, mitigation and preparedness. Key agencies coordinate response efforts, and funding mechanisms support relief activities.
ORC, DM act and DM mechanism in Odisha Pradeep Panda
The document discusses disaster management mechanisms in Odisha, India. It outlines that primary responsibility for disaster response lies with state governments, while the central government provides supplementary support. Key guiding documents include the Odisha Relief Code, Disaster Management Act of 2005, and various plans issued by authorities at national, state and district levels. Disaster management is implemented through authorities established at each level, with responsibilities to coordinate response, prepare plans, and allocate funding for preparedness and relief. Minimum standards for relief camps and provisions are also prescribed.
Cpil vs uoi__dm_act__ndrf__and_pm_cares_fund_ZahidManiyar
1) The writ petition seeks directions to the Union of India to prepare and implement a National Plan under the Disaster Management Act, 2005 to deal with the COVID-19 pandemic.
2) It argues that in the absence of a National Plan, harsh lockdown measures are being imposed without proper coordination between the Centre and States.
3) The petition also seeks a direction for all contributions related to COVID-19 relief to be credited to the National Disaster Response Fund instead of the PM CARES fund.
The document discusses federal requirements for hazards risk analysis imposed on state and local governments. It outlines how growing pressure from the federal government to reduce disaster relief payouts has led to more rigorous vulnerability and risk assessments. While no federal risk assessment exists, laws like the Disaster Mitigation Act of 2000 mandate that state and local governments conduct risk assessments and develop mitigation plans. The federal government uses various mechanisms from mandates to financial incentives to influence how state and local officials approach risk analysis, though this creates fears of unfunded mandates.
The document discusses India's strategies and efforts around mitigation of natural disasters such as floods and earthquakes. It outlines several key initiatives:
1) The Government of India has made mitigation and prevention essential components of development planning, with states required to prepare mitigation plans and the Finance Commission providing funding for mitigation projects.
2) Measures taken for flood mitigation since 1950 include embankments protecting 15 million hectares, as well as dams and barrages, though floods remain a problem. A task force is examining long-term flood management strategies.
3) For earthquake risk mitigation, a National Core Group is working with states to update building codes and regulations to incorporate seismic standards, and
We, members of the Nigeria Governors’ Forum (NGF), at our meeting held today, deliberated on
several matters of national concern and concluded as follows:
This document provides guidance for state and local governments to develop continuity of government (COG) capabilities to preserve essential functions during emergencies. It outlines seven elements for COG planning: succession, predelegation of emergency authorities, emergency operating centers, protection of vital records, and protection of personnel and facilities. The document is intended to help assess COG status and identify deficiencies to develop corrective plans. Addressing COG is important for maintaining civil government institutions and performing essential functions during emergencies.
This document is the Disaster Prevention and Mitigation Act of Thailand from 2007. Some key points:
- It establishes a National Disaster Prevention and Mitigation Committee chaired by the Prime Minister to develop national disaster plans and integrate prevention efforts.
- The Department of Disaster Prevention and Mitigation is designated as the central government agency responsible for formulating national disaster plans, conducting research, and providing support to other agencies on prevention and mitigation.
- Provincial Disaster Prevention and Mitigation Centers are also established to assist with operations at the local level like training, assessments and emergency response.
This document discusses disaster management in India. It begins by outlining India's vulnerability to natural disasters and the large human and economic toll they often take. It then describes India's institutional and policy framework for disaster management, including the establishment of new authorities at the national, state, district, block and village levels to shift the focus from post-disaster response to also emphasize prevention, mitigation and preparedness. Key agencies coordinate response efforts, and funding mechanisms support relief activities.
ORC, DM act and DM mechanism in Odisha Pradeep Panda
The document discusses disaster management mechanisms in Odisha, India. It outlines that primary responsibility for disaster response lies with state governments, while the central government provides supplementary support. Key guiding documents include the Odisha Relief Code, Disaster Management Act of 2005, and various plans issued by authorities at national, state and district levels. Disaster management is implemented through authorities established at each level, with responsibilities to coordinate response, prepare plans, and allocate funding for preparedness and relief. Minimum standards for relief camps and provisions are also prescribed.
Cpil vs uoi__dm_act__ndrf__and_pm_cares_fund_ZahidManiyar
1) The writ petition seeks directions to the Union of India to prepare and implement a National Plan under the Disaster Management Act, 2005 to deal with the COVID-19 pandemic.
2) It argues that in the absence of a National Plan, harsh lockdown measures are being imposed without proper coordination between the Centre and States.
3) The petition also seeks a direction for all contributions related to COVID-19 relief to be credited to the National Disaster Response Fund instead of the PM CARES fund.
The document discusses federal requirements for hazards risk analysis imposed on state and local governments. It outlines how growing pressure from the federal government to reduce disaster relief payouts has led to more rigorous vulnerability and risk assessments. While no federal risk assessment exists, laws like the Disaster Mitigation Act of 2000 mandate that state and local governments conduct risk assessments and develop mitigation plans. The federal government uses various mechanisms from mandates to financial incentives to influence how state and local officials approach risk analysis, though this creates fears of unfunded mandates.
The document discusses India's strategies and efforts around mitigation of natural disasters such as floods and earthquakes. It outlines several key initiatives:
1) The Government of India has made mitigation and prevention essential components of development planning, with states required to prepare mitigation plans and the Finance Commission providing funding for mitigation projects.
2) Measures taken for flood mitigation since 1950 include embankments protecting 15 million hectares, as well as dams and barrages, though floods remain a problem. A task force is examining long-term flood management strategies.
3) For earthquake risk mitigation, a National Core Group is working with states to update building codes and regulations to incorporate seismic standards, and
We, members of the Nigeria Governors’ Forum (NGF), at our meeting held today, deliberated on
several matters of national concern and concluded as follows:
American Recovery and Reinvestment Conference Report Division Afinance3
This document is a conference report on a bill making supplemental appropriations for job creation, infrastructure investment, assistance to the unemployed, and state fiscal stabilization for fiscal year 2009. It appropriates funds to numerous federal agencies and programs, including:
- $24 million to the Department of Agriculture for construction and repairs
- $500 million to the Special Supplemental Nutrition Program for Women, Infants, and Children (WIC)
- Over $6 billion to rural housing and community development programs
- $2.5 billion to expand broadband internet access in rural areas
- $100 million to provide school lunch equipment grants to states
The report provides funding to support economic recovery through job preservation, assistance programs, infrastructure
Ittai Bar Siman Tov "Israeli Response" - Second GPN Global Webinar "COVID-19....GLOBAL PANDEMIC NETWORK
Second GPN Global Webinar "COVID-19. SUPERNATIONAL, NATIONAL AND REGIONAL RESPONSES. BUILDING RESILIENCE THROUGH COMPARISON OF EXPERIENCES" - March 5th 2021
Professor Ittai Bar Siman Tov - "Israeli response"
GPN: https://www.globalpandemicnetwork.org/
Official GPN webinar web page:https://www.globalpandemicnetwork.org/news_events/webinar-5th-march-2021/
Agencies are held accountable for how they use public funds and whether they achieve their performance targets. The DBM sets performance measures alongside the national budget and agencies further firm up targets in their budget execution plans. Agencies submit monthly and quarterly budget accountability reports to the DBM showing how funds were used and accomplishments. The DBM regularly reviews agency performance against targets and may withhold certain fund releases if agencies fail to submit reports. While auditing is done by the Commission on Audit, the DBM uses these audit reports to confirm agency performance and determine budget levels. The DBM is also establishing a performance-based incentive system to reward good performance and improve efficiency.
The Department of Defense (DoD) published a plan for retrospective review of existing rules in response to Executive Order 13563. The plan includes reviewing regulations codified in titles 32, 33, 36, and 48 of the Code of Federal Regulations to identify rules that are obsolete, unnecessary, unjustified or excessively burdensome. Specific rules already under consideration for review relate to DoD directives and the Federal Acquisition Regulation. The plan outlines public participation and transparency in the review process, including soliciting public comments on how to improve retrospective reviews.
The document outlines the structure and powers of the Mongolian government according to its laws. It establishes that the government is led by a prime minister and other members, and consists of functional and sectoral ministries. The key powers and responsibilities of the government include directing economic development, implementing laws and policies, managing state budgets and foreign relations, and more. The ministries are the central administrative bodies that carry out specific government functions.
Qin Tianbao CHINESE RESPONSE - GPN Second Global Webinar "COVID-19. SUPERNAT...GLOBAL PANDEMIC NETWORK
The document discusses China's legal response to the COVID-19 pandemic. It describes 1) how China enacted new laws and issued legal documents to coordinate prevention and control efforts across different levels of government and fields, 2) how laws were enforced through community management, market supervision, and oversight of medical facilities, 3) how courts provided judicial protection by clarifying charges, issuing guidance cases, and conducting online trials, and 4) how China fulfilled its international obligations by sharing information and cutting transmission while cooperating with international organizations. The response aimed to balance epidemic control with economic and social order through legal measures.
Uday Shankar "Indian response" - Second GPN Global Webinar "COVID-19. SUPERN...GLOBAL PANDEMIC NETWORK
Second GPN Global Webinar "COVID-19. SUPERNATIONAL, NATIONAL AND REGIONAL RESPONSES. BUILDING RESILIENCE THROUGH COMPARISON OF EXPERIENCES" - March 5th 2021
Professor Uday Shankar "Indian response"
GPN: https://www.globalpandemicnetwork.org/
Official GPN webinar web page:https://www.globalpandemicnetwork.org/news_events/webinar-5th-march-2021/
The Open Government Directive, sent to the head of every federal department and agency, instructs the agencies to take specific actions to open their operations to the public.
the air (prevention and control of pollution) act, 1981 SURYAKANTVERMA2
The document summarizes the key aspects of The Air (Prevention and Control of Pollution) Act, 1981 which was enacted to provide for the prevention, control and abatement of air pollution in India. It establishes Central and State Pollution Control Boards to regulate air pollution. The Act defines air pollution and related terms. It outlines the powers, functions and duties of the Central and State Boards for enforcing standards and regulations regarding emission of air pollutants from industries and vehicles. The Act also describes penalties for non-compliance and provisions for appeals.
The document provides a terminal report for the Urban Poor sector of the National Anti-Poverty Commission covering 2011-2015. It describes the establishment of the National Urban Poor Sector Council to represent urban poor organizations and priorities. Key priorities included securing funds for informal settler families, presidential proclamation of government lands, and preventing evictions and demolitions. Challenges included finalizing policies and fast-tracking implementation of resettlement plans and land reform. Recommendations focused on expediting these processes, conducting further research and policy reviews, and convening stakeholders to resolve issues related to access to adequate housing and justice.
Water (prevention & control of pollution) act, 1974ACS Shalu Saraf
The document outlines key aspects of the Water (Prevention and Control of Pollution) Cess Act, 1977 which provides for the levy and collection of a cess on water consumed by certain industries and local authorities. It establishes Central and State Pollution Control Boards to prevent and control water pollution. The boards are empowered to coordinate and ensure enforcement of the provisions of the Water Act. Appeals against board orders can be made to appellate authorities set up by state governments. The act also covers funds, accounts, and audits of the Central and State Boards.
The document discusses Philippine budgetary procedures and the budget process. It provides an overview of key concepts like the national budget, budgeting, and classifications of the budget by sector, cost structure, expense class, region, and type of appropriation. It also outlines the constitutional provisions and major laws governing the budget process, including sections of the Philippine Constitution regarding the roles of Congress and the President. Major sources of government funds and the distinction between a budget and cash budget are also briefly covered.
Llb i el u 4.2 water pollution prevention and control act Rai University
This document outlines the constitution and functions of the Central Pollution Control Board and State Pollution Control Boards under the Water (Prevention and Control of Pollution) Cess Act, 1977. It defines key terms and discusses the objectives, membership, powers and duties of the boards. The Central Board is responsible for promoting cleanliness of streams and wells across states, advising the central government on pollution issues, providing technical assistance to state boards, and establishing laboratories. State boards plan programs for preventing and controlling pollution of streams and wells within their jurisdiction. Joint boards can also be constituted by agreement between two or more state governments.
This document provides an overview of Section 1115 Medicaid waivers. It explains that Section 1115 waivers allow the Secretary of HHS to approve experimental projects in state Medicaid programs and waive certain federal requirements. Recently, many states have used waivers to shape their Medicaid programs in new ways. The document outlines the legal standards and process for obtaining waivers, including the requirement that projects be likely to promote Medicaid's objectives. It also discusses how different administrations have interpreted this standard and recent key waiver guidance and court decisions related to Section 1115 waivers.
Rapport minustah au conseil de securite mars 2013Stanley Lucas
The UN Secretary-General's report provides an overview of the political, security, humanitarian, and economic situation in Haiti, as well as activities of the UN Stabilization Mission in Haiti (MINUSTAH). It notes that the country faced challenges including civil unrest, a lack of political consensus, and damage from hurricanes. While security has remained relatively stable, crime increased. The humanitarian situation also deteriorated with many still displaced and food insecure. MINUSTAH supported the political process, prepared for elections, conducted security operations with the Haitian police, and aided recovery through infrastructure projects.
Federal Acquistion Regulation Preliminary Regulatory Reform PlanObama White House
The Federal Acquisition Regulatory Council has drafted a preliminary plan for retrospectively analyzing existing acquisition rules as required by Executive Order 13563. The plan outlines the scope, which includes government-wide acquisition rules in the Federal Acquisition Regulation. It discusses opportunities for public input and lists eight initial initiatives for review over the next two years, including examining rules around communications with vendors, reducing sole-source contracts, past performance reviews, and conflicts of interest. The goal is to identify rules that could be simplified, strengthened, or repealed to more efficiently meet objectives of taxpayer value, public trust, and policy goals.
Air (prevention & control of pollution) Act 1981 ACS Shalu Saraf
The document provides an overview of the Air (Prevention and Control of Pollution) Act of 1981 in India. It summarizes the history and objectives of the act, defines key terms, and outlines the roles and responsibilities of the Central Pollution Control Board and State Pollution Control Boards in enforcing the act. These include establishing air quality standards, monitoring emissions, conducting inspections, and developing programs to prevent and control air pollution. The act grants powers to central and state governments to direct the boards and declares air pollution control areas to regulate burning and fuel/appliance usage.
Second GPN Global Webinar "COVID-19. SUPERNATIONAL, NATIONAL AND REGIONAL RESPONSES. BUILDING RESILIENCE THROUGH COMPARISON OF EXPERIENCES" - March 5th 2021
Professor Anton Ming-Zhi Gao "Legal measures against covid 19 in Taiwan"
GPN: https://www.globalpandemicnetwork.org/
Official GPN webinar web page:https://www.globalpandemicnetwork.org/news_events/webinar-5th-march-2021/
The document discusses the four phases of the budget process:
1) Budget Preparation which occurs from January to July and involves developing budget parameters and proposals.
2) Budget Legislation from August to December where Congress debates and approves the budget through legislation.
3) Budget Execution from January to December which is when approved funds are released and agencies implement projects.
4) Budget Accountability also from January to December involves agencies reporting on financials and performance so the budget utilization can be assessed.
7 Ways to Handle Negative Feedback on Instagram Mohamed Mahdy
This document provides 7 ways to handle negative feedback on social media. It recommends creating a process for handling feedback, identifying the type of feedback, responding to most feedback within reason, having patience and being helpful, giving your audience a chance to respond, knowing when to take discussions offline, and not taking feedback personally. The overall message is that social media managers should address issues calmly and thoughtfully while prioritizing customer satisfaction.
Three Digital Marketing Tactics You Should Adopt in 2015 [Infographic]Mohamed Mahdy
The document discusses three digital marketing tactics that should be adopted in 2015: email marketing, social media marketing, and online reputation management. It notes that 91% of consumers check their email daily and 66% have made purchases from email marketing messages. It recommends making emails mobile-friendly and engaging. For social media, it suggests sharing content across multiple networks and using tools to measure engagement and post at optimal times. The infographic provides more details on the benefits of these three tactics for 2015 marketing plans.
GUIDE: Building Better Social Media CampaignsMohamed Mahdy
This document provides an overview of planning microcontent efforts. It recommends beginning by analyzing competitors' microcontent campaigns to understand what works. It also suggests brainstorming ongoing microcontent for conversations as well as campaigns with specific goals and timeframes. The document advises focusing microcontent efforts on daily conversations rather than just major events, as it is easier to stand out against fewer competitors on a regular day. Overall microcontent should be planned to engage audiences and position the brand.
American Recovery and Reinvestment Conference Report Division Afinance3
This document is a conference report on a bill making supplemental appropriations for job creation, infrastructure investment, assistance to the unemployed, and state fiscal stabilization for fiscal year 2009. It appropriates funds to numerous federal agencies and programs, including:
- $24 million to the Department of Agriculture for construction and repairs
- $500 million to the Special Supplemental Nutrition Program for Women, Infants, and Children (WIC)
- Over $6 billion to rural housing and community development programs
- $2.5 billion to expand broadband internet access in rural areas
- $100 million to provide school lunch equipment grants to states
The report provides funding to support economic recovery through job preservation, assistance programs, infrastructure
Ittai Bar Siman Tov "Israeli Response" - Second GPN Global Webinar "COVID-19....GLOBAL PANDEMIC NETWORK
Second GPN Global Webinar "COVID-19. SUPERNATIONAL, NATIONAL AND REGIONAL RESPONSES. BUILDING RESILIENCE THROUGH COMPARISON OF EXPERIENCES" - March 5th 2021
Professor Ittai Bar Siman Tov - "Israeli response"
GPN: https://www.globalpandemicnetwork.org/
Official GPN webinar web page:https://www.globalpandemicnetwork.org/news_events/webinar-5th-march-2021/
Agencies are held accountable for how they use public funds and whether they achieve their performance targets. The DBM sets performance measures alongside the national budget and agencies further firm up targets in their budget execution plans. Agencies submit monthly and quarterly budget accountability reports to the DBM showing how funds were used and accomplishments. The DBM regularly reviews agency performance against targets and may withhold certain fund releases if agencies fail to submit reports. While auditing is done by the Commission on Audit, the DBM uses these audit reports to confirm agency performance and determine budget levels. The DBM is also establishing a performance-based incentive system to reward good performance and improve efficiency.
The Department of Defense (DoD) published a plan for retrospective review of existing rules in response to Executive Order 13563. The plan includes reviewing regulations codified in titles 32, 33, 36, and 48 of the Code of Federal Regulations to identify rules that are obsolete, unnecessary, unjustified or excessively burdensome. Specific rules already under consideration for review relate to DoD directives and the Federal Acquisition Regulation. The plan outlines public participation and transparency in the review process, including soliciting public comments on how to improve retrospective reviews.
The document outlines the structure and powers of the Mongolian government according to its laws. It establishes that the government is led by a prime minister and other members, and consists of functional and sectoral ministries. The key powers and responsibilities of the government include directing economic development, implementing laws and policies, managing state budgets and foreign relations, and more. The ministries are the central administrative bodies that carry out specific government functions.
Qin Tianbao CHINESE RESPONSE - GPN Second Global Webinar "COVID-19. SUPERNAT...GLOBAL PANDEMIC NETWORK
The document discusses China's legal response to the COVID-19 pandemic. It describes 1) how China enacted new laws and issued legal documents to coordinate prevention and control efforts across different levels of government and fields, 2) how laws were enforced through community management, market supervision, and oversight of medical facilities, 3) how courts provided judicial protection by clarifying charges, issuing guidance cases, and conducting online trials, and 4) how China fulfilled its international obligations by sharing information and cutting transmission while cooperating with international organizations. The response aimed to balance epidemic control with economic and social order through legal measures.
Uday Shankar "Indian response" - Second GPN Global Webinar "COVID-19. SUPERN...GLOBAL PANDEMIC NETWORK
Second GPN Global Webinar "COVID-19. SUPERNATIONAL, NATIONAL AND REGIONAL RESPONSES. BUILDING RESILIENCE THROUGH COMPARISON OF EXPERIENCES" - March 5th 2021
Professor Uday Shankar "Indian response"
GPN: https://www.globalpandemicnetwork.org/
Official GPN webinar web page:https://www.globalpandemicnetwork.org/news_events/webinar-5th-march-2021/
The Open Government Directive, sent to the head of every federal department and agency, instructs the agencies to take specific actions to open their operations to the public.
the air (prevention and control of pollution) act, 1981 SURYAKANTVERMA2
The document summarizes the key aspects of The Air (Prevention and Control of Pollution) Act, 1981 which was enacted to provide for the prevention, control and abatement of air pollution in India. It establishes Central and State Pollution Control Boards to regulate air pollution. The Act defines air pollution and related terms. It outlines the powers, functions and duties of the Central and State Boards for enforcing standards and regulations regarding emission of air pollutants from industries and vehicles. The Act also describes penalties for non-compliance and provisions for appeals.
The document provides a terminal report for the Urban Poor sector of the National Anti-Poverty Commission covering 2011-2015. It describes the establishment of the National Urban Poor Sector Council to represent urban poor organizations and priorities. Key priorities included securing funds for informal settler families, presidential proclamation of government lands, and preventing evictions and demolitions. Challenges included finalizing policies and fast-tracking implementation of resettlement plans and land reform. Recommendations focused on expediting these processes, conducting further research and policy reviews, and convening stakeholders to resolve issues related to access to adequate housing and justice.
Water (prevention & control of pollution) act, 1974ACS Shalu Saraf
The document outlines key aspects of the Water (Prevention and Control of Pollution) Cess Act, 1977 which provides for the levy and collection of a cess on water consumed by certain industries and local authorities. It establishes Central and State Pollution Control Boards to prevent and control water pollution. The boards are empowered to coordinate and ensure enforcement of the provisions of the Water Act. Appeals against board orders can be made to appellate authorities set up by state governments. The act also covers funds, accounts, and audits of the Central and State Boards.
The document discusses Philippine budgetary procedures and the budget process. It provides an overview of key concepts like the national budget, budgeting, and classifications of the budget by sector, cost structure, expense class, region, and type of appropriation. It also outlines the constitutional provisions and major laws governing the budget process, including sections of the Philippine Constitution regarding the roles of Congress and the President. Major sources of government funds and the distinction between a budget and cash budget are also briefly covered.
Llb i el u 4.2 water pollution prevention and control act Rai University
This document outlines the constitution and functions of the Central Pollution Control Board and State Pollution Control Boards under the Water (Prevention and Control of Pollution) Cess Act, 1977. It defines key terms and discusses the objectives, membership, powers and duties of the boards. The Central Board is responsible for promoting cleanliness of streams and wells across states, advising the central government on pollution issues, providing technical assistance to state boards, and establishing laboratories. State boards plan programs for preventing and controlling pollution of streams and wells within their jurisdiction. Joint boards can also be constituted by agreement between two or more state governments.
This document provides an overview of Section 1115 Medicaid waivers. It explains that Section 1115 waivers allow the Secretary of HHS to approve experimental projects in state Medicaid programs and waive certain federal requirements. Recently, many states have used waivers to shape their Medicaid programs in new ways. The document outlines the legal standards and process for obtaining waivers, including the requirement that projects be likely to promote Medicaid's objectives. It also discusses how different administrations have interpreted this standard and recent key waiver guidance and court decisions related to Section 1115 waivers.
Rapport minustah au conseil de securite mars 2013Stanley Lucas
The UN Secretary-General's report provides an overview of the political, security, humanitarian, and economic situation in Haiti, as well as activities of the UN Stabilization Mission in Haiti (MINUSTAH). It notes that the country faced challenges including civil unrest, a lack of political consensus, and damage from hurricanes. While security has remained relatively stable, crime increased. The humanitarian situation also deteriorated with many still displaced and food insecure. MINUSTAH supported the political process, prepared for elections, conducted security operations with the Haitian police, and aided recovery through infrastructure projects.
Federal Acquistion Regulation Preliminary Regulatory Reform PlanObama White House
The Federal Acquisition Regulatory Council has drafted a preliminary plan for retrospectively analyzing existing acquisition rules as required by Executive Order 13563. The plan outlines the scope, which includes government-wide acquisition rules in the Federal Acquisition Regulation. It discusses opportunities for public input and lists eight initial initiatives for review over the next two years, including examining rules around communications with vendors, reducing sole-source contracts, past performance reviews, and conflicts of interest. The goal is to identify rules that could be simplified, strengthened, or repealed to more efficiently meet objectives of taxpayer value, public trust, and policy goals.
Air (prevention & control of pollution) Act 1981 ACS Shalu Saraf
The document provides an overview of the Air (Prevention and Control of Pollution) Act of 1981 in India. It summarizes the history and objectives of the act, defines key terms, and outlines the roles and responsibilities of the Central Pollution Control Board and State Pollution Control Boards in enforcing the act. These include establishing air quality standards, monitoring emissions, conducting inspections, and developing programs to prevent and control air pollution. The act grants powers to central and state governments to direct the boards and declares air pollution control areas to regulate burning and fuel/appliance usage.
Second GPN Global Webinar "COVID-19. SUPERNATIONAL, NATIONAL AND REGIONAL RESPONSES. BUILDING RESILIENCE THROUGH COMPARISON OF EXPERIENCES" - March 5th 2021
Professor Anton Ming-Zhi Gao "Legal measures against covid 19 in Taiwan"
GPN: https://www.globalpandemicnetwork.org/
Official GPN webinar web page:https://www.globalpandemicnetwork.org/news_events/webinar-5th-march-2021/
The document discusses the four phases of the budget process:
1) Budget Preparation which occurs from January to July and involves developing budget parameters and proposals.
2) Budget Legislation from August to December where Congress debates and approves the budget through legislation.
3) Budget Execution from January to December which is when approved funds are released and agencies implement projects.
4) Budget Accountability also from January to December involves agencies reporting on financials and performance so the budget utilization can be assessed.
7 Ways to Handle Negative Feedback on Instagram Mohamed Mahdy
This document provides 7 ways to handle negative feedback on social media. It recommends creating a process for handling feedback, identifying the type of feedback, responding to most feedback within reason, having patience and being helpful, giving your audience a chance to respond, knowing when to take discussions offline, and not taking feedback personally. The overall message is that social media managers should address issues calmly and thoughtfully while prioritizing customer satisfaction.
Three Digital Marketing Tactics You Should Adopt in 2015 [Infographic]Mohamed Mahdy
The document discusses three digital marketing tactics that should be adopted in 2015: email marketing, social media marketing, and online reputation management. It notes that 91% of consumers check their email daily and 66% have made purchases from email marketing messages. It recommends making emails mobile-friendly and engaging. For social media, it suggests sharing content across multiple networks and using tools to measure engagement and post at optimal times. The infographic provides more details on the benefits of these three tactics for 2015 marketing plans.
GUIDE: Building Better Social Media CampaignsMohamed Mahdy
This document provides an overview of planning microcontent efforts. It recommends beginning by analyzing competitors' microcontent campaigns to understand what works. It also suggests brainstorming ongoing microcontent for conversations as well as campaigns with specific goals and timeframes. The document advises focusing microcontent efforts on daily conversations rather than just major events, as it is easier to stand out against fewer competitors on a regular day. Overall microcontent should be planned to engage audiences and position the brand.
Common sense guide to being prepared time magazineZapataElimiano
This document provides a summary of potential threats from terrorist attacks in the United States following 9/11. It outlines different types of attacks including biological attacks using smallpox or anthrax; chemical attacks using sarin gas; attacks on water supplies by poisoning reservoirs or blowing up dams; sabotage of chemical plants or hijacking chemical transport trucks; food poisoning using salmonella or E. coli; agricultural attacks using foot-and-mouth disease; and conventional bomb attacks. While obtaining biological or chemical weapons would be difficult, smaller conventional attacks remain a serious threat. The document aims to both reassure and increase preparedness by outlining these potential risks.
This document discusses the definition and classification of chemical peels. It defines a chemical peel as a skin treatment that uses caustic solutions to improve skin structure through exfoliation and regeneration. Chemical peels can vary significantly based on factors like the molecule used, application technique, skin type, and practitioner experience. As such, rigid classification as "superficial", "medium", or "deep" is imperfect. However, peels can generally be classified based on the depth of skin affected, from very superficial affecting just the stratum corneum, to superficial affecting the epidermis, to medium affecting the papillary dermis, to deep affecting the reticular dermis. A table provides examples of molecules commonly used for peels and
This document provides guidance for state and local governments to develop continuity of government (COG) capabilities to preserve essential functions during emergencies. It outlines seven preparedness and planning areas for COG - succession planning, predelegation of emergency authorities, emergency operating centers, protection of vital records, and protection of personnel and facilities. The document is intended to help assess COG status and identify deficiencies to strengthen COG preparedness.
The document discusses the benefits of exercise for both physical and mental health. Regular exercise can improve cardiovascular health, reduce symptoms of depression and anxiety, enhance mood, and boost brain health. Staying physically active helps fight disease and improves quality of life.
[Guide] 7 Steps to Create a Winning Social Media Marketing StrategyMohamed Mahdy
The document provides 7 steps for creating a winning social media marketing strategy. Step 1 is to ensure social goals solve business challenges like increasing website traffic or improving customer retention. Step 2 is to extend social media efforts across departments like sales, marketing, and customer service. Step 3 is to focus efforts on social networks that are most relevant to goals and target audiences like Facebook, Twitter, LinkedIn. Step 4 is to create engaging content like videos, guides, and infographics. Step 5 is to identify business opportunities through social media monitoring. Step 6 is to engage with customers on social media rather than ignoring them. Step 7 is to track results and improve the strategy.
This document provides an introduction and overview of Twitter advertising. It discusses Twitter facts and figures, the history and evolution of Twitter advertising formats, and how tailored audiences through a marketing partner like Quantcast allows advertisers to target custom audiences on Twitter based on their own website data for more effective engagement and prospecting. It outlines the benefits of Quantcast as a marketing partner and provides step-by-step instructions for setting up a Twitter campaign using tailored audiences.
Is Baidu a copycat? Robin Li explains the biggest difference between Baidu an...Mohamed Mahdy
Robin Li, the founder and CEO of Baidu, explains two key differences between Baidu and Google. In the early PC search era, Baidu focused on user-generated content through forums and wikis, while Google mostly indexed existing web content. In the current mobile era, Baidu aims to directly connect users to services through search, like buying movie tickets, while Google focuses more on indexing information. Li believes meeting users' actual needs, not just providing information, is important for search in China.
This document discusses the need for a clearly defined national disaster management policy in Pakistan. It outlines the main elements that should be included in such a policy, including defining the disaster threats, assessing available resources, and outlining organizational arrangements for prevention, preparedness, response, recovery and development. The process of policy definition should consider factors like the disaster threat, likely effects, resources, and how the policy interlocks with other national policies like development and environment protection. The document provides examples of Pakistan's hazards like earthquakes, floods, tsunamis and discusses the country's disaster context due to factors like climate, geography and vulnerability. It outlines Pakistan's pre-2005 and post-2005 disaster management systems and arrangements.
National Preparedness Goals 2015 2nd editionDavid Sweigert
The National Preparedness Goal outlines core capabilities across five mission areas - Prevention, Protection, Mitigation, Response, and Recovery - that are necessary to deal with risks facing the nation. The document describes each mission area and defines related core capabilities and preliminary targets. Prevention focuses on capabilities to avoid, prevent, or stop terrorist threats, while other mission areas take an all-hazards approach. Key capabilities include planning, public information and warning, operational coordination, intelligence and information sharing, and interdiction and disruption. The goal is for the whole community to achieve a secure and resilient nation through these interdependent capabilities.
Executive Order 120 establishes the Build Back Better Task Force to oversee post-disaster rehabilitation and recovery efforts in areas affected by typhoons. The Task Force is chaired by the DENR Secretary and composed of heads of various government agencies. It has the following key functions: expediting rehabilitation and recovery programs, ensuring basic services, rebuilding resilient housing, restoring livelihoods, and strengthening infrastructure and local governance. The order defines the Task Force's key result areas as: 1) better and resilient infrastructure, 2) stronger shelter and settlements, 3) improved essential services, and 4) restored sustainable livelihoods. It provides funding, support requirements, and reporting procedures for the Task Force.
The federal government, through a series of historical precedents, h.docxbob8allen25075
The federal government, through a series of historical precedents, has an obligation to assist states when an incident “causes damage of sufficient severity and magnitude to warrant major disaster assistance under the Stafford Act to supplement the efforts and available resources” (Sylves, 2015, p. 92) of already participating actors. However, the nature of presidential disaster declarations relies on loose delineations on its use, and many requests may be viewed as controversial and politically charged in choice. The fact that declarations are highly discretionary and subjective must not be forgotten, and it is important to consider each approval and denial of aid and its amount with a critical eye that not only takes in the human and economic loss of the disaster, but also the political forces behind each decision based on previous and future intergovernmental relations and status.
Let’s say there is a hurricane poised to hit Florida and nearby states in two weeks’ time. The hurricane has been rated on the Saffir-Simpson Hurricane Scale as a category three hurricane with winds liable to hit up to 110 miles per hour, meaning possibly that “structures (may) sustain damage; manufactured housing (is) likely to be destroyed; trees (may) be blown down. Inland and coastal flooding” (Phillips, 2015, p. 13) are completely possible. In this instance, it may be wise for a gubernatorial request to be made before the hurricane hits Florida or the president may move forward and offer assistance even without a request or preliminary disaster assessment (PDA) (Sylves, 2015, p. 114). Requests carried out this way are beneficial as agencies in coordination with the Federal Emergency Management Agency (FEMA) can immediately dispatch anticipated resources needs, set up an Emergency Operations Center (EOC), and begin the process of fully utilizing and supporting emergency management systems up to the national level. However, there are limits on presidential disaster declarations due to the bureaucratic nature of its process. While PDAs can be provided for initial disaster and response needs, declarations appear to be far more concerned with immediate, short-term response and recovery operations rather than long-term recovery, which is where the bulk of assistance is needed to return communities to normalcy. Response must concern itself with strategic objectives rather than just the operational needs of the moment, and while the nation and national government may feel that they have reasonably met the needs of a disaster after the first few weeks, the people and communities need months or even years to progress and move forward personally, socially, and economically into an environment of normalcy and security.
From what I have read, I think disaster declarations are a significant and necessary part of the measure of any functioning emergency management system, and that assistance should always be considered a bottom-up phenomenon.
Discussion Topic #1 What are the two key recommendations .docxpetehbailey729071
The two key recommendations from the 9/11 Report that will have the most impact are:
1. Improving information sharing and coordination among government agencies related to homeland security.
2. Strengthening emergency preparedness and response at all levels of government.
The National Response Framework was created to address these recommendations by establishing structures for coordinated domestic incident response, defining roles for all levels of government and the private sector, and emphasizing preparedness planning and cross-agency partnerships.
Discussion Topic #2 Compare and contrast the NIMS and the N.docxpetehbailey729071
Discussion Topic #2:
Compare and contrast the NIMS and the National Response Framework (NRF). Do we need both?
Additional Information: Please see the attachment
January 22, 2008
What’s New in the National Response Framework
New Name:
The
National Response Framework
supersedes the
National Response Plan
and more adequately serves as a guide to how the nation conducts incident response. The new name better aligns the document with its intent.
Purpose
: To ensure that government executives, private sector, nongovernmental organization (NGO) leaders, and emergency management practitioners across the nation understand domestic incident response roles, responsibilities and relationships in order to respond more effectively to any type of incident.
Broader Scope:
The
Framework
provides structures for implementing national-level policy and operational coordination for domestic incident response. In this document, incidents include actual or potential emergencies or all-hazard events that range from accidents and natural disasters to actual or potential terrorist attacks. Such incidents range from modest events wholly contained within a single community to others that are catastrophic in nature and national in their scope of consequences.
Wider Audience:
The
Framework
is intended for executive leadership and emergency management practitioners at all levels of government, as well as private sector, and nongovernmental organizations (NGOs).
Integrated Key Concepts:
An effective, unified national response requires layered, mutually supporting capabilities, with States having the primary responsibility for public health and welfare of its citizens. Five elemental principles of operation constitute national response doctrine:
Engaged partnerships
Tiered response
Scalable, flexible and adaptable operational capabilities
Unity of effort through unified command
Readiness to act
Expanded Focus on Partnerships:
The
Framework
states that an effective national response requires layered, mutually supporting capabilities. This approach affirms that local communities, tribes and States have primary responsibility for the safety and security of their citizens; that local leaders build the foundation for response and that resilient communities begin with prepared individuals and families.
Updated Planning Section:
The
Framework
contains a section that focuses on the critical importance of planning. The intent is to lay the groundwork to:
Link planning, preparedness, resource and asset management processes, and data in a virtual environment;
Prioritize plans and planning efforts to best support homeland security strategies and allow seamless transition to execution; and
Provide parallel and concurrent planning at all levels of government.
Improved Annexes and Appendixes:
The Emergency Support Functions and Support Annexes have been updated and remain an integral part of the
Framework
. The Incident Annexes will be revised a.
The document summarizes key provisions of Republic Act 10121, also known as the Philippine Disaster Risk Reduction and Management Act of 2010. Some of the main points covered include:
- It established the National Disaster Risk Reduction and Management Council to administer the country's disaster risk reduction and management program.
- It defines the Office of Civil Defense as having the primary role in developing and implementing the national civil defense and disaster risk reduction program.
- It created the National Disaster Risk Reduction and Management Fund to be used for disaster prevention, mitigation and preparedness activities as well as post-disaster response, relief and rehabilitation.
This document reports on the implementation of Title XVI of the Reconstruction and Stabilization Civilian Management Act of 2008, which requires establishing a Civilian Response Corps (CRC) to support reconstruction and stabilization operations. It provides details on steps taken to establish the CRC, including funding received, recruitment of 113 Active members and 500 Standby members across 8 government agencies. Training programs have been developed and Memoranda of Agreement signed between agencies. The document also provides estimates of the structure and future goals for expanding the CRC, and discusses plans for establishing a Reserve component, though it is not yet funded.
The document discusses the incident response system (IRS) in India. It provides background on disaster management frameworks like the Disaster Management Act of 2005 and the National Disaster Management Plan of 2016. It then describes the three levels of disasters (L1, L2, L3) and outlines the response system including central agencies, nodal ministries, and state and district authorities. It provides details on the structure and organization of incident response teams at the state and district levels, including the roles and responsibilities of key positions like the incident commander. The IRS aims to establish a well-coordinated response by pre-designating roles and integrating response activities across agencies.
The document discusses key aspects of governance and financial management in the Philippines. It provides an overview of the country's three branches of government - executive, legislative, and judicial. It also describes the roles and powers of key positions like the President, cabinet secretaries, and the Supreme Court. Additionally, it covers topics like potential GDP, recessionary gaps, inflationary gaps, and the importance and objectives of public financial management.
The document provides a summary of a review conducted on the Top Officials 3 (TOPOFF 3) homeland security exercise held in April 2005. Some key points:
- TOPOFF 3 was the most ambitious civilian terrorism response exercise ever conducted, incorporating many new elements and challenges compared to previous exercises.
- The exercise sought to test national preparedness goals across four functional areas: incident management, intelligence/investigation, public information, and evaluation. Overall, exercise objectives were generally met.
- However, opportunities remained to improve coordination between government agencies, the private sector, and other partners in responding to simulated terrorist events. The exercise highlighted a lack of understanding of key response frameworks.
- While private
FACTORS AFFECTING THE DEVOLUTION DISASTER MANAGEMENT IN KENYAAmb Steve Mbugua
- The document discusses factors affecting the devolution of disaster management in Kenya to county governments following the 2010 Constitution.
- Key challenges include lack of capacity and funding at the county level, resistance to change, and the need for a unified disaster management policy and shift to risk reduction over response.
- Progress has been made in establishing county disaster committees, dedicating budgets, developing early warning systems, and mainstreaming disaster risk reduction training. Further efforts are recommended to improve preparedness, build capacity, and increase community awareness.
FACTORS AFFECTING THE DEVOLUTION DISASTER MANAGEMENT IN KENYAAmb Steve Mbugua
This document discusses factors affecting the devolution of disaster management in Kenya. It outlines several challenges to effective devolution including lack of capacity at the county level, difficulties managing change, and resistance to transition. Specific challenges are inadequate funding, lack of a unified disaster policy, and prioritizing response over risk reduction. Progress has been made by establishing county disaster committees and devolving early warning services. However, fully implementing devolution of disaster management requires overcoming strategic, operational, and institutional hurdles.
The document outlines components of disaster preparedness and mitigation plans for Delhi, India. It discusses establishing emergency operations centers at the state and district levels to coordinate response efforts. Important components of community preparedness include physical safety, hazard awareness, organizational preparedness, infrastructure/services, recovery ability, and social/cultural capital. Administrative preparedness focuses on response readiness, inventory management, responsibility assignments, training, and annual plan updates. The proposed plan calls for further strengthening emergency operations centers and improving community preparedness, training, and coordination between different levels of government.
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.
Class, this is the final forum of the course. From our readings fro.docxgordienaysmythe
Class, this is the final forum of the course. From our readings from Week 8, we see that field of emergency management including the Incident Command System and NIMS have changed drastically over the years. The NIC has been developed in order to make sure that our incident management systems are as efficient and effective as possible. Going forward, there will inevitably be changes that will positively impact our emergency response and disaster planning organizations. In the past 50 years we have seen significant changes to the field of emergency management in our country. Some of the notable turning points in the field of emergnecy management include the following:
1974 - Disaster Relief Act of 1974
- The Disaster Relief Act of 1974 authorized the president of the United States to implement a program of disaster preparedness and relief aid that would enable use of all federal agencies. The Disaster Relief Act of 1974 states that any federal assistance offered is dependent upon the president authorizing such aid in the form of issuing a declaration.
1979
- FEMA is created.
1988 - Stafford Act
- Part of the reason for the change from the Disaster Relief Act of 1974 to the Stafford Act was the fact that the federal government was concerned about expanding disaster declarations beyond only natural disasters, and this included other types of incidents such as technological disasters (Three Mile Island in PA) and other instances outside the scope of natural disasters. Terrorism is not yet included. Federal assistance could be requested by the state on behalf of either the local government or state government. However, the request from the state must come from the governor.
2002 - Homeland Security Act
- The September 11, 2001 terrorist attacks resulted in the creation of the Department of Homeland Security (DHS). FEMA is now included under the umbrella of DHS.
HSPD-5 established the National Incident Management System (NIMS) and the National Response Plan (NRP).
HSPD-8 established policies to strengthen the preparedness of the United States to prevent and respond to threatened or actual domestic terrorist attacks, major disasters, and other emergencies by requiring a national domestic all-hazards preparedness goal, establishing mechanisms for improved delivery of Federal preparedness assistance to State and local governments, and outlining actions to strengthen preparedness capabilities of Federal, State, and local entities.
2005 - Post-Katrina Emergency Management Reform Act
- the performance of FEMA and other emergency management agencies during Hurricane Katrina results in the Post-Katrina Emergency Management Reform Act (
PKEMRA
) of 2006. The act enhances FEMA's responsibilities and its autonomy within DHS. Significant and meaningful changes to FEMA were made to increase preparedness levels of the general population and aid in mitigation and resilience efforts. These changes also included incident managem.
This document provides an overview of disaster management in India. It discusses:
1) India's vulnerability to natural disasters like floods, droughts, cyclones, and earthquakes. Over 60% of land is earthquake prone and millions are affected by disasters annually.
2) The institutional framework for disaster management at national, state, and district levels. New institutions like the National Emergency Management Authority are being created to shift the focus from post-disaster response to prevention and mitigation.
3) Mechanisms for early warning, preparedness, and multi-sectoral coordination between different levels of government and relevant agencies. Village-level disaster management committees are being constituted across vulnerable districts.
Threat and Hazard Identification and Risk Assessment Guide.docxherthalearmont
Threat and Hazard Identification
and Risk Assessment Guide
Comprehensive Preparedness Guide (CPG) 201
Second Edition
August 2013
CPG 201: Threat and Hazard Identification and Risk Assessment Guide—Second Edition
T a b l e o f C o n t e n t s
Forward .......................................................................................................................... 1
Overview ........................................................................................................................ 1
THIRA Process.........................................................................................................................1
Relationship to Other Risk Assessments................................................................................2
Core Capabilities ......................................................................................................................2
National Preparedness System................................................................................................3
Whole Community Involvement .............................................................................................4
Updating Previous THIRAs ....................................................................................................5
Step 1: Identify the Threats and Hazards of Concern ................................................ 5
Types of Threats and Hazards ................................................................................................5
Sources of Threat and Hazard Information ..........................................................................6
Factors for Selecting Threats and Hazards ...........................................................................7
Step 1 Output............................................................................................................................8
Step 2: Give the Threats and Hazards Context ........................................................... 9
Context Description: Factors to Consider .............................................................................9
Examples of Context Descriptions ........................................................................................10
Step 2 Output..........................................................................................................................10
Step 3: Establish Capability Targets ......................................................................... 10
Impacts and Desired Outcomes ............................................................................................11
Developing Capability Targets .............................................................................................12
Example Capability Target ...................................................................................................14
Step 3 Output............................................................................ ...
National progress report on the implementation of the hyogo framework for actionThành Nguyễn
This National Progress Report Lao PDR is facilitated by UNISDR and the ISDR partnership. This report assesses the progress of the implementation of the Hyogo Framework for Action (2013-2015). It assesses the current national strategic priorities with regard to the implementation of disaster risk reduction actions. The report establishes baselines on levels of progress achieved with respect to the implementation of the HFA’S five priorities for action.
Similar to Civil preparedness guide fema 1-10 (20)
2. Civil Preparedness Guide
Federal Emergency Management Agency
Washington, D.C.20472
CPG l-10
July 27, 1987
Guide For the Development of a State and Local Continuity of
Government Capability
Foreword
Catastrophic disaster events can interrupt, paralyze, and/or destroy the ability of
Federal, State, or local governments to carry out their executive, legislative, and
judicial functions. Therefore, it is imperative that each level of government build
a Continuity of Government (COG) capability to preserve, maintain, and/or reconstitute
its ability to function under the threat or occurrence of any emergency that could
disrupt government operations and services.
The development of a COG capability involves a series of
requirements that, when met, will reasonably ensure that
capability to preserve civil government institutions and
effectively under emergency conditions.
preparedness and planning
the government has the
perform essential functions
This Civil Preparedness Guide (CPG) supports the Integrated Emergency Management
System approach to multihazard emergency operations planning. This CPG amplifies the
COG capability indicators contained in CPG l-35, Hazard Identification, Capability
Assessment, and Multi-Year Development Plan for Local Governments, and CPG l-36,
Capability Assessment and Multi-Year Development Plan for State Governments. The
preparedness and planning considerations detailed are intended to complement and
supplement the planning guidance contained in CPG l-8, Guide for Development of
State and Local Emergency Operations Plans, and CPG l-8A, Guide for the Review of
State and Local Emergency Operations Plans.
This CPG clarifies the COG considerations that apply to State and local governments
and quantifies the specific planning and preparedness measures that warrant con-
sideration. It encourages emergency managers and planners to address COG requirements
as a fundamental part of each jurisdiction's overall emergency operations planning
process and not as a stand-alone requirement.
The planning and preparedness considerations
Federal COG needs and will enhance State and
people.
addressed in this CPG directly support
local governments' ability to protect
Dave McLaughlin
Deputy Associate Director
State and Local Programs
and Support
3. CONTENTS
. . :.
CHAPTER 1 General'
Paragraph
l-l Purpose
Page
Information
l-2 Applicability and Scope
l-3 References
l-4 Background
CHAPTER 2 Continuity of Government Planning
and Preparedness Considerations
Paragraph
2-l Purpose
2-2 Introduction
2-3 Relationship of the Executive, Legislative
and Judicial Functions
2-4 Preparedness and Planning Considerations
2-5 Preparedness and Planning Elements
2-6 Strategy for Correcting Continuity of Government
Deficiencies
l-l
l-l
l-2
l-2
2-l
2-l
2-l
2-2
2-3
2-14
4. July 27, 1987
CHAPTER 1
CPG l-10
General Information
l-l. Purpose. This Civil Preparedness Guide (CPG) provides guidance and
procedures for the preparedness and planning requirements (succession,
predelegation of emergency authorities, emergency operating centers (EOC's),
alternate EOC's, emergency action steps, protection of vital records, and the
protection of government resources, personnel, and facilities) associated
with Continuity of Government (COG) responsibilities. Elected and appointed
government officials and emergency managers should use this guide to assess
the jurisdiction's COG status, identify deficiencies, and prepare a remedial
action plan to correct deficiencies.
l-2. Applicability and Scope.
a. Applicability. The provisions of this CPG are applicable to State
and local government officials responsible for the protection of citizens,
the continuation and reconstitution of government functions, and the restoration
and recovery of public and private property. These officials, to the greatest
extent possible, should ensure that their jurisdiction's laws, emergency
operations plans (EOP's), and individual agency and organizational standard
operating procedures (SOP's) that support the EOP thoroughly address COG
requirements.
b. Scope. The rat-ionale for COG is based on the nuclear attack threat.
The dimensions of the problem related to support of the population after an
attack will overwhelm a government's capability to respond unless it is pre-
& pared to deal with the situation. The guidance contained in this CPG should
be used to heighten the awareness of State and local officials on the importance
of COG. Preparedness and planning considerations should be addressed on a
daily basis as a fundamental part of the jurisdiction's emergency operations
planning process. In order for a jurisdiction to attain a viable COG capability,
the following actions associated with COG preparedness and planning must be
satisfied:
(1) Provisions to ensure continued leadership and preservation
of records, thereby maintafning a viable system of government supported by law;
(2) The establishment of appropriate emergency authorities legally
vested in government leaders so that they have prescribed powers to act;
(3) Provisions to ensure the survivability of mechanisms and
systems for direction and control so that actions directed by leaders can
be communicated and coordinated; and
(4) The capability to sustain essential emergency services and
resources so that critical response and recovery actions can achieve the
widest possible implementation, thereby ensuring support to the public.
CH l-l
l-l
5. CPG l-10 July 27, 1987
l-3. References.
a. Executive Order (EO) 11490, October 28, 1969, Assigning Emergency
Preparedness Functions to Federal Departments and Agencies,' 3 CFR
1966-1970 Comp., page 820, as amended 560 U.S.C. App. 2251 note.
b. Civil Preparedness Guide 1-8, Guide for Development of State and
Local Emergency Operations Plans.
C. Civil Preparedness Guide l-8A, Guide for the Review of State and
Local Emergency Operations'Plans.
d. Civil Preparedness Guide l-20, Emergency Operating Centers Handbook
e. Civil Preparedness Guide l-35, Hazard Identification, Capability
Assessment, and Multi-Year Development Plan for Local Governments.
f. Civil Preparedness Guide l-36, Multi-Year Development Plan for State
Governments.
l-4. Background. Continuity of Government is directly concerned with the
provisions of essential support services to the civilian population while
assuring the survivability of the American constitutional and democratic form
of government. During a national emergency, the continuation of Federal
Government operations is not practical or possible unless such operations
are directly supported by resources and information from State and local
governments. Accordingly, national viability is dependent on the stability
and survivability of State and local government institutions which, with
the Federal institutions, share the constitutional responsibility to preserve
the lives and property of the people. Most emergencies do not threaten
the institutional integrity of State or local governments. However, the
consequence of some major emergencies such as nuclear attack, catastrophic
earthquake, hurricane, or terrorist attack could disrupt State and local
governments' ability to function. Consequently, if a government is not
prepared, most if not all of its critical executive, legislative, and judicial
functions could be severely degraded. This situation could create a climate
that could make the jurisdiction vulnerable to anarchy, lawlessness, and chaos.
CH l-3
l-2
6. July 27, 1987 CPG l-10
CHAPTER 2
Continuity of Government Planning and Preparedness Considerations
2-l. Purpose. This chapter outlines the basic COG needs for State and
local governments. It details the specific preparedness and planning
measures that should be addressed to ensure that the government can
preserve, maintain, or reconstitute its ability to carry out executive,
legislative, and judicial functions under the threat or occurrence of any
emergency condition that could disrupt such functions and services. The
speciffc preparedness and planning measures have been separated into seven
separate categories in order to provide the user of this CPG a practical
means to assess the jurisdiction's COG status and to identify specific
deficiencies that require remedial attention.
2-2. Introduction. COG preparedness and planning provisions for the Federal
level of Government have been thoroughly provided for under the Constitution,
Federal statutes, Executive orders, plans, and Federal agency SOP's. Similar
provisions and guidance for State and local governments have not been addressed
at the Federal level for over 20 years. Consequently, State and local govern-
ments have found it necessary to formulate their strategies for dealing with
COG needs on an independent basis without the benefit of much Federal assistance.
This has made it difficult for State and local governments to determine the
adequacy of their COG provisions.
2-3. Relationship of the Executive, Legislative, and Judicial Functions.
During the response and recovery periods generated by emergencies stemming
from any of the threats associated with a national emergency or peacetime
catastrophic disaster situation, the following tasking assigned to key members
of the executive branch and the vital emergency functions associated with
the legislative and judicial branches of State and local governments becomes
critical:
a. Executive. The executive system which provides for the day-to-day
management and functioning of State and local governments must be sustained
through recovery and reconstitution. The executive is responsible for
implementing emergency response operations and is necessary to maintain the
system of checks and balances with other branches of government. Elements
of the State/local executive system are discussed below.
(1) State Governor. The position of State Governor is critical to
the continuity of Federal, State, and local levels of government. Usually,
the following emergency powers and authorities are vested by law in the
Office of the Governor:
(a> Direction over State operational forces;
(b) Declaration of a state of emergency as a basis to impose
curfew, to evacuate, to restrict movement, to quarantine, to condemn, to
declare powers of eminent domain, etc.; and
CH 2-1
2-1
7. CPG l-10 July 27, 1987
(c) Authority to make appointments or to designate potential
appointees for vacated offices in the U.S. Congress, State departments and
local government (elected positions),
ti
agencies, State legislature (elected
&
positions), and State judicial system.
(2) Heads of State Departments, Agencies, and Bureaus. Heads of
State departments, agencies, and bureaus responsible for emergency preparedness,
response, recovery, and restoration of services are essential to manage
execution of gubernatorial directives. They are also essential to direct
critical support services and to provide State emergency services and resources
required by the public. Responsibilities of these State entities may be
technical or operational in nature, but each entity has its own appropriate
emergency powers and authorities. Maintaining leadership to exercise these
powers during emergencies is critical.
(3) Local Chief Executive. The position of local chief executive
varies from State to State. In some local government structures, the chief
executive is elected and singular--i.e., mayor, county executive, or county
judge. Under a governing board of elected supervisors or under a council,
the chief executive is one of the members of that body or is an appointed
manager or chief administrator. Regardless of the form of local government,
it is essential that a single authority be recognized to execute direction
and control and emergency powers and that succession to office under emergency
conditions be clearly prescribed.
b. Legislative. Laws provide the legal authority, requirements, and
proscriptions under which public officials carry out their responsibilities and
democratic societies function. The legislative system is important in the W
preparedness phase to legislate emergency powers and authorities and must be
sustained through recovery and reconstitution to provide authority for implemen-
tation of necessary government actions not otherwise authorized by the law.
It is also essential to maintaining the system of checks and balances with
other branches of government. The order of succession for State and local
chief executives under emergency conditions must be established pursuant to
law.
c. Judicial. The judicial system is clearly a critical element of
government because it implements due process and other basic tenets of the
American form of government. The judicial system must be sustained through
recovery and reconstitution and is necessary to maintain the system of checks
and balances with other branches of government.
2-4. Preparedness and Planning Considerations. The preparedness and planning
considerations enumerated in this CPG are based on the seven elements of COG
that are contained in EO 11490. This EO details the specific requirements
that apply to the Federal level of Government. These elements have been
modified in this CPG to meet the needs of State and local governments. The
CH 2-3a(l)(t)
2-2
8. July 27, 1987 CPG l-10
elements listed in paragraph 2-5 address the specific measures and provisions
that should be satisfied in order to provide the jurisdiction with a viable
U COG capability. Each element is accompanied by a definition, objective
statement, preparedness and planning standard, and supporting criteria which
identify the specific considerations that apply to the element. The prepared-
ness and planning criteria associated with each element have been organized
in a manner to facilitate assessment of the status of the jurisdiction's COG
capability.
a. The user of this CPG should review each criterion entry and determine
if the appropriate action has been taken to satisfy the jurisdiction's require-
ment(s) associated with the criterion. The columns that are adjacent to each
of the evaluation criteria should be used to reflect and record the jurisdic-
tion's status on each criterion. These columns have been subdivided so that
the planning and preparedness status related to each criterion can be easily
identified. An "S" placed in the YES column would indicate that the criterion
has been satisfactorily handled. A "V" placed in the NO column would indicate
a capability void. A "D" placed in the NO column would indicate a specific
deficiency. A capability void means the criterion has not been addressed.
A specific deficfency means that some measures described in this chapter
have been taken to address the criterion but further action is necessary.
Each time a "D" is placed in the NO column a short statement that explains
the nature of the deficiency should be entered in the comments column. If
the criterion is not applfcable to the jurisdiction, enter N/A in the comments
column.
b. For each criterion that is identified as void or deficient, the
user of this CPG should initiate the appropriate action to correct the problem.
.* Corrective action may require a simple change to the jurisdiction's EOP or
agency'slorganization's SOP's. However, in some cases extensive revisions and/
or additions to the jurisdiction's laws may be necessary. In those situations
which require legislative action, the user must ensure that the senior elected
and appointed leadership in the jurisdiction is aware of the need for change.
Accordingly, extensive coordination with the appropriate elements/staff members
of the executive, legislative, and judicial branches of government and interested
elements of the public sector is essential.
2-5. Preparedness and Planning Elements.
a. The user of this CPG must remember that the planning and preparedness
considerations contained in this CPG are intended to be incorporated in the
emergency operations planning process. Therefore, corrective actions to fix
COG deficiencies are a fundamental part of the jurisdiction's effort to build
and maintain a viable emergency response mechanism.
b. The following elements identify the COG considerations for which
State and local jurisdictions should make provisions, as appropriate, in their
laws, EOP's, organization and agency SOP's that support the EOP, exercise and
training activities, and other activities. Planning considerations that
relate to the EOP complement those already addressed in CPG l-8A.
CH 2-4
2-3
9. CPG l-10 July 27, 1987
THOSE COG CONSIDERATIONS THAT APPLY ONLY TO THE STATE LEVEL OF GOVERNMENT
HAVE BEEN FOOTNOTED--(t). ALL OTHER CONSIDERATIONS APPLY TO STATE AND LOCAL
GOVERNMENTS.
(1) Succession.
(a) Definition. The process established to list the order
or line of those entitled to succeed one another under emergency conditions.
(b) Objective. To ensure that the civil political leadership will
continue to function effectively under emergency conditions.
<cj Preparedness and Planning Standard. Emergency interim
successors have been designated who are authorized to exercise all the powers
and discharge alL.the duties of the office whether executive, legislative, or
judicial. When practical. there is a designation of at least three successors
for each position. Provisions have been made to deal with vacancies and other
contingencies such as absence or inability
enacted to divest the interim successor of
time.
(d) Evaluation Criteria.
(i) The jurisdic-
tion's laws identify and designate the
chain of successors to include the
first, second, and third alternates by
job title to ensure continuous leader-
ship, authority, and responsibility for
the senior elected executive position(s)
and each department/agency chief who has
specifk responsibilities and functions
in emergencies.
(ii) The jurisdic-
tion's laws identffy and designate the
chain of succession to include the
first, second, and third alternates by
job title to ensure continuous leader-
ship, authority, and responsibility for
legislative positions.
(iti) The jurisdic-
tion's laws identify and designate the
chain of succession to include the
first, second, and third alternates by
job title to ensure continuous leader-
ship, authority, and responsibility for
judicial positions.
to act. Procedures have been
his/her authority at the appropriate
Yes No
Status
Comments
Legend: S = Yes; V = Capability Void; D = Specific Deficiency; N/A = Not Applicable
4
CH 2-5b(l)
2-4
10. July 27, 1987 CPG l-10
(2) Predelegation of Emergency Authorities.
(a) Definition. The process established to allow specific
emergency-related legal authorities to be exercised by the elected or
appointed leadership or their designated successors.
(b) Objective. To ensure that sufficient enabling measures
are in effect to continue government operations under emergency conditions.
(c) Preparedness and Planning Standard. Emergency authorities
have been enacted that specify the essential duties to be performed by the
leadership during the emergency period and that enable the leadership to
act if other government entities are disrupted, and to redelegate with appro-
priate limitations. Provisions have been made for activation and termination
of successors' responsibilities and for establishing predelegations with the
force of law.
(d) Evaluation Criteria.
(i) The jurisdic-
tion's laws specify the extent and
limits of authorities of the senior
elected and appointed executive
officials.
(ii) The EOP
specifies the adminIstrative and opera-
tional authorities of the chiefs of
emergency services agencies/
organizations.
(iii) The SOP for
each emergency services agency/organiza-
tion lists the specific authorities of
designated successors to direct the
agency/organization, and their authority
to redelegate functions, activities, or
operational procedures that are
explicitly stated in the laws of the
jurisdiction, in the agency/organization
charter, or in the EOP.
(iv) The jurisdic-
tion's laws specify the circumstances
under which predelegated authorfties
for executive, legislative, and judi-
cial officials would becane effective
and when they would be terminated.
les No
Status
Comments
CH 2-5d(2)
2-5
11. CPG l-10 suiy 27, '1987
t(v) State law
provides for the continuation of
judicial functions during a national
emergency.
t(vi) State laws
authorize the State to enter into
bilateral or multilateral agreements
with neighboring States to ensure
continuation of government operations
during emergency conditions.
(vii) Each juris-
diction should consider the need for:
(a>
(b)
cc>
Cd)
(e)
(f)
(g)
(h)
(i)
0)
Declaring a state of emergency;
Proclaiming and enforcing curfews;
Controlling population movement;
Permitting professional and
business entities/organizations
to operate without additional
licenses;
Permitting local goverwent
personnel and property to be used
outside of the jurisdiction;
Providing immunity for medical
personnel from malpractice
liability;
Shutting down nonessential
government operations;
Making use of public and private
property;
Issuing emergency EO's, proclama-
tions, and regulations that have
the full force and effect of law;
Invoking rationing, price controls,
antiblack-marketing, and anti-
hoarding regulations;
Status '
les No Comments 3
tApplicable only to State governments.
CH 2-5b(2)(v)
2-6
12. July 27, 1987 CPG l-10
(k) Directing redistribution of food
and other essential commodities
from hazard to reception areas in
support of an evacuation; and
(1) Identifying essential functions of
government which must continue
without interruption.
t(viii) Administrative
actions have been taken by each State
emergency services department/agency to
ensure security clearances have been
obtained for employees who require
access to classified information in
order to carry out their assigned
duties during a national emergency.
(3) Emergency Action Steps.
Status
Comments
(a) Definition. Those actions that facilitate the ability of
government personnel to respond quickly and efficiently to emergencies.
NOTE: These actions are not unique to COG but are commonly associated with
all emergency operations activities.
(b) Objective. To ensure that procedures exist that list and
specify the actions that senior officials in leadership positions of the
executive, legislative, and judicial branches of government must be prepared
to take in response to emergency conditions.
(c) Preparedness and Planning Standard. Checklists or SOP's
have been written that identify emergency assignments, responsibilities, and
emergency duty locations. Procedures also exist for alerting, notifying,
locating, and recalling these key members of the government. The SOP's and
notification procedures cited here should be integrated with and complement
those already developed and in use by members of the executive agencies/
organizations tasked in the jurisdiction's EOP.
(d) Evaluation Criteria.
(i) The EOC SOP's
include an emergency notification list
that describes how primary/alternate
executive, legislative, and judicial
decision makers will be notified/
alerted during emergency conditions.
Status
Yes No Comments
I /I
TApplicable only to State governments.
2-7
CH 2-5b(2)(d)(vii)(k)
13. CPG l-10
(ii) The EOC SOP's
provide for canned announcements and
periodic (e.g., semiannual) review
and update of notification/alerting
list used to contact designated
executive, legislative, and judicial
decision makers.
(iii) The EOC SOP's
provide for annual briefings OF senior
executive, legislative, and judicial
officials on emergency authorities,
their emergency duties, and duty loca-
tions, and on the procedures used by
the jurisdiction's emergency management
organization to respond to emergency
situations. New officials should be
briefed within 60 days of their
election or appointment.
(iv) Each senior
executive, legislative, and judicial
official has available an emergency
action checklist that details the
incumbent's emergency authorities,
responsibilities, duties, and duty
location, and the specific circum-
stances, and/or sequences of events
that require actions or implementa-
tion during a national emergency or
catastrophic peacetime disaster
situation.
Ses Igj
-
-
-
July 27, 1987
Status
NOTE: All other requirements related to emergency action steps are thoroughly
addressed in CPG's l-8 and l-8A.
(4) Emergency Operating Center.
(a) Definition. The protected site from which civil
government officials (municipal, county, State, and Federal) exercise
direction and control in an emergency.
(b) Objective. To ensure that the capability exists for the
leadership to direct and control operations from a centralized facility in
the event of an emergency.
(c) Planning and Preparedness Standard. A central facility
exists that is self-sufficient for at least 14 days and that provides the
capability to: receive and disseminate alerting to key officials and warnings
to the general public; direct and control local operating forces; collect and
analyze damage effects data; provide emergency information and instructions
to the public; and maintain contact with support EOC's, neighboring jurisdic-
tions, and higher levels of government.
CH 2-5b(3)(d)(ii)
2-8
14. July 27, 1987
(d) Evaluation Criteria.
(i) The EOC should
be located as near as possible to the
building(s) housing the primary offices
of government, when practical.
(ii) The EOC
facility includes operability and
survivability features required to
continue operating in emergencies,
specifically:
(a) The EOC
has been located outside of known hazard
areas (i.e., nuclear attack target
areas, flood plains, dam circulation
zones, hazardous materials production/
storage/transhipment facilities, earth-
quake fault lines, nuclear plants,
airport flight approach paths, etc.).
(b) A
security plan has been developed which
details how access/entry will be
controlled, and how staff members,
communications, support systems,
L and the overall facility will
be protected.
(c) The ECC
has been constucted or located in a
structurally sound building that pro-
vides staff members physical protection
from the effects of severe weather
emergencies, earthquakes, hazardous
materials (if possible) and has a
fallout protection factor of 100 or
greater.
(d) Suffi-
cient food, water, medical, bedding,
and sanitation and welfare stocks are
designated or in place to satisfy the
needs (at least a 14-day food and water
supply) of staff members.
G-
-
-
-
-
-
-
CPG l-10
Status
I====
CH 2-5b(4)(d)
2-9
15. CPG l-10 July 27, 1987
(e> An
emergency power supply (generator) and
a 14-day fuel supply for the generator
is designated or in place to support
EOC operations.
(f) Radio-
loglcal monitoring equipment is
designated or in place to support
EN needs.
(g) Communica-
tions systems for communicating with
the next level of government and the
public (when practical) are available.
(h) Space in
the EOC (when practical) has been made
available to accommodate those key
government officials, agency chiefs,
department heads, support staff, and/or
designated successors who are respon-
sible for ensuring that essential
services and functions continue under
emergency conditions.
‘es- G-
-
-
-
Status
Comments
I :
(5) Alternate Emergency Operating Center (AEOC). 4
(a) Definition. A facility that can be used to coordinate
and direct all government emergency response efforts if the primary EOC
facility becomes unoperable during emergencies. The facility also houses key
governmental officials forced to evacuate from the primary EOC.
(b) Objective. To ensure that alternate headquarters are
available Eor relocating government officials under emergency sftuations.
(c) Preparedness and Planning Standard. An alternate site
for the relocation of government if an emergency exists. Provisions also
exist for alternate site(s) for departments or agencies having emergency
functions.
(d) Evaluation Criteria.
(i) The AEOC meets
Status
as many as practical of the criteria
listed in subparagraph 2-5b(4)(d)(ii).
CH 2-5b(4)(e)
2-10
16. July 27, 1987
(ii) Each
executive, legislative, and judicial
organization/agency department that is
L' tasked to relocate to the AEOC has pre-
pared a relocation plan that details all
of the necessary actions (logistics,
personnel, communications, etc.) that
must be taken in order to successfully
relocate.
t(iii) Provisions
have been made which provide State
legislative authority to relocate the
seat of government during an emergency.
(iv) Provisions
have been made designating, pursuant to
the law, the AEOC facility as the
official dispersal site/operating
location when relocation of emergency
operations activities and/or government
functions is necessary.
t(v) Provisions
have been made to ensure that the
AEOC facility has sufficient space
to accommodate relocated key govern-
ment officials, support staff, and/or
designated successors. These include
officials and support staff from State
executive, legislative and judicial
offices, organizations, agencies, and
departments.
(vi) Agreements
exist that legally authorize the local
governments to relocate or establish
temporary seats of governments in
neighboring cities or counties.
(6) Safeguarding Vital Records.
[es No
CPG l-10
Status
Comments
(a) Definition. The measures that are taken by government to
protect vital records that the government must have to continue functioning
during emergency conditions and to protect the rights and interests of citizens
during and after the emergency.
(b) Objective. To ensure the selection, ,preservation. and
availability of records essential to the effective functioning of government__
and to the protection or rights and interests of persons under emergency
conditions.
tApplicable only to State governments.
CH 2-5b5)(d)(ii)
2-11
17. CPG l-10 July 27, 1987
(c) Preparedness and Planning Standard. A records protection
program has been established that provides for effective records protection
standards, methods for updating the standards, and procedures for retaining
and disposing records.
(d) Evaluation Criteria.
(i) Vital records
are physically protected through one or
more of the following: duplicate
copies, dispersal, and safe/secure
storage facilities. Also:
(a) Lists have
been prepared by each branch of govern-
ment that detail the records deemed
essential for continuing government
functions during emergency conditions
and their location(s).
(b) A list
has been prepared that details the
records required to protect the rights
and interests of individuals, such as
vital statistics records, land and tax
records, license registers, and papers
of incorporation.
(c) Records
required by such departments as
health, fire, and public works to
conduct emergency operations are
immediately available. These records
include utility system maps; locations
of emergency supplies and equipment;
emergency operations plans and proce-
dures; lists of succession; and lists
of regular and auxiliary personnel.
(d) Records
which are necessaq for governmental
functions and to protect the rights and
interests of the public are available.
Such records include: constitutions;
charters; statutes and ordinances;
court records; official proceedings;
and other legal records and financial
records.
(ii) Reciprocal
storage arrangements, where legally
allowed, have been made between States
and local governments as an additional
safeguard measure.
CH 2-5b(6)(c)
Status
Yes No
I
I
I I
i ’
Comments
I I
I
Y
2-12
18. July 27, 1987 CPG l-10
(iii) Provisions
have been made by executive, legisla-
tive, and judicial agency/department
chiefs to relocate and protect their
vital records as identified in
paragraph 2-5b(6)(d)(i).
(iv) Provisions
have been made for the continued opera-
tions of automated data processing (ADP)
systems and records. Where possible,
these provisions should include arrange-
ments to protect ADP systems from damage
caused by exposure to the electromagnetic
pulse phenomenon associated with the
high altitude detonation of nuclear
weapons.
YeslNo
I
Status
Comments
(7) Protection of Government Resources, Facilities, and Personnel.
(a) Definition. The measures that are taken to disperse
resources, facilities, and personnel in a manner that will provide sufficient
redundancy to ensure government can continue to function during emergency
conditions.
(h) Objective. To ensure the protection of key personnel,
facilities, and resources so governments may operate effectively to allocate
needed resources and restore government functions during and after emergencies.
(c) Preparedness and Planning Standard. Plans are available
that address deployment procedures to disperse resources or facilities, set
standards for increasing protective capabilities of facilities, and inform
and train personnel in protection measures.
(d) Evaluation Criteria.
(i> Each executive,
legislative, and judicial agencyldepart-
ment chief with emergency responsibili-
ties has:
(a> Identified
personnel and specific types and amounts
of assigned equipment, and supplies that
must be dispersed.
(b) Selected
viable dispersal location(s) for essen-
tial personnel, equipment, and supplies.
]YeslNol
I I I
Status
Comments
I ( i
I /IIIIi i i
2-13
CH 2-5(6)(d)(iii)
19. CPG I-10 July 27,,1987
cc> Coordinated
dispersal arrangements with the agency
chief responsible for emergency operations
planning in the jurisdiction.
NOTE: At a minimum, detailed dispersal
procedures should be prepared for each
of the emergency support services such
as law enforcement, fire and rescue,
health and medical, public works, and
the Emergencv Management Agency.
(d) Made
arrangements for protecting the family
members of essential personnel who may
be required to relocate.
(e) Ensured
that those individuaLs who are responsi-
ble for dispersal of the organization's/
agency's assets are annually famil-
iarized with their responsibilities.
(ii> The jurisdfc-
tion's EOP includes provisions that will
allow the government to use private
business and industry resources needed
to support movement to and operatfons
at government dispersal sites.
(iii) Executive
legislative, and judicial decision
makers participate in periodic (e.g.,
annual) exercises to become familiar
with their emergency roles.
2-6.
les(Nol
I ’
Status
Comments
Strategy for Correcting Continuity of Government Deficiencies.
a. Deficiency Identification. The large majority of States and local
jurisdictions that objectively complete the self-assessment process provided
by this CPG will find that they have significant deficiencies with respect to
COG. Some may be quickly and easily remedied. Others may be resolved only
with difficult, expensive, and long-term actions. Given this circumstance,
it is recommended that each jurisdiction develop a remedial action plan
tailored to its needs.
b. Remedial Action Plan. The purpose of this plan is to facilitate and
simplify the decisionmaking process that should be used to determine when and
how the jurisdiction's COG deficiencies will be corrected. The plan should
provide the user a means to thoroughly examine all identified deficiencies;
consolidate related deficiencies into common groups (e.g., EOP/SOP, laws, etc.);
-
-
CH 2-5(7)(d)(i)k
2-14
20. July 27, 1987 CPG l-10
and establish a priority for the correction of deficiencies. In order to ensure
that a comprehensive plan is developed, it is recommended that the following
corrective action steps be taken. This approach, however, is only a model,
and users may develop their own corrective action steps if desired since there
are a variety of other strategies for correcting COG deficiencies that will be
equally effective:
(1) Step 1. IJpon completion of the review of the planning and
preparedness considerations listed In this CPG, the reviewer should assign
each defici.ency to one of the following deficiency groups. This activity
provides the reviewer a method to visually examine the scope of the
jurisdiction's defici.encies:
(a) EOP/SOP;
(b) Laws;
(c) Equipment and Facilities;
(d) Exercise;
(e) Training; and
(f) Other.
(2) Step 2. Once the deficiencies have been categorized, it will
be necessary to set a priority for correcting the deficiencies in each group.
At a minimum, the Eollowing factors should be considered when ranking
deficiencies:
(a) Impact of the deficiency on the jurisdiction's COG capability;
(b) Estimate of the time required to correct the deficiency;
cc> Estfmate of the cost and/or amount of resources needed to
correct the deficiency; and
(d) Amount of difficulty associated with correcting the
deficiency (e.g., changing a local EOP may be simple but
a revision/change to the State law will be time consuming
and difficult).
(3) Step 3. Prepare a corrective action log. This log should
contain a short description of each deficiency, a synopsis of the corrective
actions planned, and the estimated completion date for correcting each deficiency.
Examples of corrective actions include the following: briefings and training
for public officials to enhance their awareness of COG considerations; public
information to increase public understanding and support for COG objectives;
incorporation of COG considerations into plans on a continuing basis; designa-
tion of and planning for the use of interim EOC's and AEOC's; promotion of
and participation in legislative programs as appropriate; and participation
in studies to determine requirements for EOC's and AEOC's adequate to support
COG.
(4) Step 4. Brief senior decision makers on the content distilled
from steps 1-3. Normally, some or all of these officials will have been
consulted when steps 2 and 3 were completed. Obtain approval to implement
the corrective action log.
2-15
CH 2-6b
21. CPG l-10 July 27, 1987
(5) Step 5. Monitor and followup as necessary to ensure the
completion of required corrective actions. Ensure suspenses are met or
anjusted when necessary.
CH 2-6b(5)
2-16