Emergency manager magazine, Summer 2004

GA
G b3D.E'3&
Pl

Emergency Manager is the official magazine of the Georgia Emergency Management Agency
Lisa Janak, Editor
Honorable Sonny Perdue Governor
Mike Sherberger Director
Lisa Ray Public Affairs Director
Ken Davis Public Affairs Officer
Buzz Weiss Public Affairs Coordinator
Lisa Janak Multi-Media Coordinator
Jennifer Collins Constituent Services
Coordinator
Katherine Huggins Public Information Specialist
Published by the Georgia Emergency Management Agency Post Office Box 18055 Atlanta, Georgia 30316
PHONE 1-800-TRY-GEMA
(404) 635-7000 FAX (404) 635-7205
Web site www.gema .state.ga.us

From the Director
Georgia Welcomes the World at G-8
e should be accustomed to it by now. Georgia was once
C'J t\ aga in in the global spotli ght this spring as world leaders W gathered on Sea Island for the annual G-8 conference. As
with the Olympics and other events, Georgia rose to the occasion. In terms of safety and security, the G-8 conference was highly successful. Some critics have
cynically noted that millions of dollars were spent and thousands of law enforcement personnel were deployed for an event that saw vi1tually no conflict or confrontation in the streets. However, that, of course, was the desired outcome and the measure of our success.
What we accomplished with G-8 was not the product of simple luck. Rather, it was the result of intensive planning, hard work, cooperation and dedication.
Homeland security is a work in progress. Much of what we did during G-8 was based on what we have learned over the past decade, including our preparations for the 1996 Olympics. And many of the lessons we learned in hosting the G-8 conference will be a model for future events, such as the recent national political conventions.
I want to thank not just the GEMA and homeland security personnel , but all local, state and federal personnel whose commitment and professionalism created the safe environment that marked G-8 and made Georgia proud.

1

Summer 2004 EMERGENCY MANAGER

Under the Dome

T he 2004 Georgia General Assembly was productive for the state's emergency management and public safety communities. Crucial legislation was passed that will enhance emergency response capabilities.
SB 243 , which passed both the Senate and House without opposition, requires state and local responders to implement a unified incident command system for disasters and emergencies. The bill was sponsored by Senator Preston Smith of Rome and steered through the House by Representative Mike Snow of Ch ickamauga. It was signed into law by Governor Sonny Perdue on May 14.
Although unified incident command is widely used throughout the state, the bill was introduced last year at the request of the Georgia Emergency Management Agency (GEMA) to ensure consistency and continuity in on-scene incident management. Its passage became more critical with the issuance of a Presidential Homeland Security Directive last February that requires federa l agencies to implement the incident command system. Moreover, when the new federal fiscal year begins October 1, app licants must adopt an incident command system in order to be eligible for federal homeland security grants.
The bill enjoyed the support of all public safety disciplines and was endorsed by Georgia 's Homeland Security Task Force, which represents GEMA, the Georgia Office of Homeland Security, Georgia State Patrol, Georgia Bureau of Investigation (GBI), Georgia Department of Transportation, Georgia Department of Defense, Georgia Division of Public Health, Georgia Department of Natural Resources, Georgia Sheriff's Association, Georgia Association of Chi efs of Police and Georgia Association of Fire Chiefs. Implementation of the law is being coordinated by GEMA's Training Division at Forsyth in cooperation with the Georgia Public Safety Training Center and the Georgia Forestry Commission.
The measure also requires state agencies to develop safety plans, similar to those of public schools. Agenci es that already maintain secured fac ilities, such

as the Department of Defense, the Department of Corrections and the Department of Public Safety, will be exempt.
Georgia's Levi's Call Alert was strengthened with the passage of SB 400. The measure provides Georgia's radio and TV stations a degree of civil immunity for information on missing children that they broadcast at the request of GEMA and GBI. Before a Levi's Call Alert can be issued, strict criteria must be met so the program does not become overused. However, time is critical in missing child cases, and sometimes all of the facts about the case are not fully known. SB 400 will protect broadcasters from lawsuits in the un likely event that erroneous or damaging infonnation is aired.
The bill was the product of collaborative effort between GEMA, GBI, Georgia Association of Broadcasters and the Georgia Trial Lawyers Association, and was a part of the Governor's legislative package.
"What we accompli shed thi s session was the result of cooperation and strong partnerships among the various agencies responsible for the safety of Georgia's citizens," said GEMA Director Mike Sherberger. "We also appreciate the support of Governor Perdue and the General Assembly. "
Lawmakers gave the green li ght to a reorganization of the Crimin al Justice Coordinating Council. SB 427 adds the director of homeland security to the

panel. He takes the place formerly held by

a representative of the long-defunct

Organized Crime Prevention Cou ncil ,

which was officially abolished.

A measure to help beef up security

for the G-8 summit at Sea Island won leg-

islative approval late in the session. HB

1702 gave Pardons and Paroles officers

fu ll arrest power for the duration of the

summit. The officers' arrest authority is

nonnally restricted to the parolees over

whom they have jurisdiction.

Loca l governments working to

establi sh 9-1-1 systems got a reprieve

with the passage of HB 1248. The meas-

ure allows jurisdictions that are currently

collecting the 9- 1-1 fee to extend collec-

tions for an additional 18 months if they

have been unable to implement service.

Another bill that would have permitted

local governments to raise the 9-1-1 fee

from $1.50 to $2.00 a month and allowed

a portion of revenues to be used to pur-

chase interoperable communications

equipment remained in a subcommittee

when the General Assembly adjourned.

Among the other public safety-

related bills that passed:

HB 480, which allows state employ-

ees who are members of the Employees

Retirement System to buy up to three

years of credi bl e service toward

retirement.

SB 525, which requires that vehicles

involved in a traffic accident on any pub-

lic road be moved to the side of the road

if they are driveable and if there are no

injuries.

HB 1179, which toughens the penal-

ties for battery against school employees

on school property, including buses and

bus stops.

HB 1113, which bans the non-official

use of "traffic control device preemption

emitters" that override traffic li ghts.

SB 426, whi ch allows "pre-service"

background checks on applicants for law

enforcement jobs before they are hired.

The state budget, meanwhile,

includes 2 percent raises for state

emp loyees, effective in January. More

than 5,000 bills and resolutions were

introduced during the 2003-2004 tenn of

the General Assembly, which adjourned

Apri l 7.

- Buzz Weiss

EMERGENCY MANAGER Summer 2004

2

'
Exceptional EMA

L aurens County is that proverbial mixed bag. It has a relatively small population of about 45,000, but it spans more than 800 square miles, making it the state's fourth largest county geographically. While it retains a rnral flavor, it also is the stopping point for the countless coast-bound motorists from Atlanta and points beyond who stop off at the Dublin exit to gas up, grab a burger, and buy some Cokes and smokes for the road.
Don Bryant is one of the top Laurens County officials responsible for the safety of the locals and travelers alike . He began his public safety career as a volunteer firefighter in 1980 and was the county 's rural fire coordinator when he was tapped to become emergency management director in early 1995. Bryant still wears both hats, running emergency management as well as the county fire department and its 135 volunteers.
I-16 cuts across the center of Laurens County and keeps emergency responders busy with a variety of traffic accidents, including haz-mat incidents. Bryant recalls that a contaminated victim of one such event forced the evacuation of the local emergency room several years ago.
Nevertheless, Bryant says severe weather is the county 's most significant hazard. Three tornadoes have touched down since Bryant took office, one in 1995 and two the following year. In 1998, the county was hit by flooding on the Oconee River and was one of 119 counties included in a far-reaching disaster declaration issued in response to a outbreak of severe weather that battered the state from the coastal beaches to the north Georgia mountains.
The most ominous weather threat, however, came in 1999, when Hurricane Floyd menaced the Atlantic coastline and sparked the evacuation of3.5 million residents of Georgia, South Carolina and Florida. Although the storm bypassed Georgia, much of the state was hit by an onslaught of evacuees, and 55 counties, including Laurens, were included under a federal emergency declaration.
"That was the biggest activation we had," said Bryant, "and the majority of our work dealt with making sure that the
3

shelters were

operating

smoothly."

Over the

years, the

threat

of

severe weath-

er has spurred

improvements

in Laurens

County ' s

warning capa-

bilities , and Laurens County EMA Bryant notes Director Don Bryant

that there are

now eight outdoor sirens - five in Dublin,

one is East Dublin and one each in the

cities of Dexter and Dudley. Laurens

County met stringent standards and was

certified as a "StonnReady" community

in 2002. StonnReady is a program of the

National Weather Service designed to

recognize counties that have reached a

high level of severe weather

preparedness.

Although severe weather has

provided most of Bryant's challenges, he

pointed out that emergency management

is a work in progress.

"Our biggest challenge is just keep-

ing up," says Bryant, who earned his

master emergency manager certification

last year. "Things are changing so fast,

especially as we try to stay abreast of

homeland security issues.

"I'm most proud of what we have

accomplished in that area," Bryant con-

tinues. "We have obtained a Jot of grant

money for our haz-mat team. We have

acquired a vehicle and equipment, and we

are working to train more haz-mat

technicians."

Bryant says Laurens County public

safety officials work closely with their

colleagues in neighboring counties, and

they also have good relationships with the

private sector. He said efforts are ongoing

to enhance the county 's LEPC.

Bryant is dedicated to his profession,

and his motivation as emergency man-

agement director is clear.

"I like helping people," Bryant

declares, "I like helping them to be pre-

pared and supp01ting them in as many

ways as we can."

- Buzz Weiss

Hurricanes Miss Georgia

Once again, Georgia got lucky.

First, Tropical Storm Bonnie

formed in the Gulf of Mexico, becom-

ing the second named storm of the sea-

son. As it headed toward the Florida

Panhandle, state officials in Georgia

prepared for heavy rain, flash floods

and tornadoes. However, Bonnie lost

its tropical characteristics as it entered

Georgia, and the expected deluge

never arrived.

Even as Bonnie made its way

north, emergency planners were eye-

ing Charley, the third named storm of

the season. Charley was churning in

the Atlantic as a Category 2 storm,

gathering strength and heading straight

toward Tampa, Florida. It was

projected to cross Florida, and officials

feared it would go over Brnnswick and

Savannah next.

Florida officials ordered the

evacuation of approximately 400,000

residents. The Georgia Emergency

Management Agency (GEMA) acti-

vated its State Operations Center to

monitor the storm and respond to any

local requests for assistance. Governor

Sonny Perdue declared a State of

Emergency as a precautionary measure

to prepare for possible damage and

localized flooding and to prevent price

gouging of Georgians and evacuated

Floridians in need of gas, food, lodg-

ing and other supplies.

Then Charley suddenly strength-

ened to a Category 4 storm packing

145 mph winds and deviated slightly

off course, turning to the right. As a

result, Charley made landfall at Port

Charlotte, Florida, 70 miles south of

the original projected point of impact.

It crossed Florida, but instead of graz-

ing coastal Georgia afterwards,

Charley headed into the open water of

the Atlantic before it returned to land,

arriving in North Carolina as a tropical

storm.

- Lisa Janak

Summer 2004 EMERGENCY MANAGER

EMAG Corner

"Emergency management today is a constant educational process, and if the local emergency manager does not wish to continue their education, they will find they have been left behind and are ineffective in their community."
- Jeny VeHaun, past president, International Association of Emergency Managers, DisasterCom, April 2004
A s we travel further and further into the 21st century, we realize that it is no longer business as usual in the emergency management profession. The days of planning for a tornado here and a flood there are long gone. Emergency managers, public safety personnel and volunteer agencies have some of our most complex and demanding challenges ahead.
Daily intelligence dictates that we must constantly look one step ahead of our threats. Whether those threats emanate from a hurricane off the coast of Georgia, a dirty bomb in downtown Atlanta or a bio-terrorism event in multiple locations

around the country, we must continue to plan, prepare, test, build relationships and coordinate with our neighbors at the local and state level.
The emergency plans of the 20th century will no longer suffice in light of the threats that we now face . Planning and preparedness have become increasingly more complex with new players, a wider scope of risks, and, most importantly, a larger population to protect.
The 2004 focus of the Emergency Management Association of Georgia (EMAG) is "raising the bar in emergency management." Emergency management of the 21st century requires that we take a long hard look at the requirements of our profession and improve upon our individual abilities. We must also look at programs and ensure that they are capable of meeting the high standards that are required in today 's environment.
There are many opportunities available that can help us "raise the bar," including participating in the Emergency Management Accreditation program (EMAP).

Cartoon by Ed Westbrook, Jasper County EMA Director

'l'IIE Al..I.,-llA7~\lll)S 1\7AY
EMERGENCY MANAGER Summer 2004

EMAPis a voluntary accreditation process for state and local emergency managers . To become accredited , participants must comply with the E M A P Frank Daniell, Standard , president, Emergency which is Management based on the Association of NFPA 1600 Georgia Standard on Disaster/Emergency Management and Business Continuity programs. The accreditation process includes selfassessment, documentation and an on-site assessment by an independent team of assessors.
Accreditation is open to state, territorial, and local government emergency management programs. For more information, visit www.emaponline.org
In addition, the Higher Education Project of the Federal Emergency Management Agency 's Emergency Management Institute (FEMA EMI) in Emmitsburg, Maryland, promotes colleges to offer courses in emergency management. Many colleges and universities now offer certificates or degree programs in emergency management. In fact, there are 115 college emergency management programs; 50 certificates, minors and diplomas; 19 associate degree programs; 11 bachelor degree programs; 28 master's-level programs; and seven doctoral-level programs available plus 41 programs that are under development or investigation. For more information on FEMA's EMI's Higher Education Project, v1s1t www.training.fema.gov/emiweb /edu/. I encourage my fellow emergency managers across the state to take inventory of each of these programs and look for ways to better prepare ourselves and the programs we represent for the challenges of the future. That future is now and we must be prepared to meet the challenge!
4

In Brief

Carroll County Tal<es Teen Drivers in STRIDE

The Carroll County Sheriff's Office is

developing

Student

Trained

Responsibility in Driver 's Education

(STRIDE) , a program that uses an inter-

active driving simulator to teach teen

drivers how to responsibly navigate the

roads of Georgia.

The idea for this program originated

with the Carroll Tomorrow Public Safety

Committee. The group was inspired to

create STRIDE after reading the most

recent teen driving data provided by the

Governor's Office of Highway Safety,

which states that although in Georgia

teenagers comprise 7 percent of the popu-

lation, they are responsible for 14 percent

of all crash deaths. Most are attributed to

inexperience.

In STRIDE, teen drivers will attend a

classroom lecture and spend time in a driving simulator that feels, looks and reacts like a real car, complete with headlights, windshield wipers, blinkers, a horn, seatbelt, and heating and air condi-

Carroll County Deputy Greg Holcombe shows off the department's new driving simulator. The computer is used to teach teen drivers how to navigate Georgia's roadways before they get behind the wheel of a car. It also is used to train public safety officials to safely operate emergency vehicles.

tioning. The teens will navigate through a variety of hazardous road conditions as the instructor changes the driving conditions to increase the skill level needed to complete a task.

STRIDE is expected to be held one night a week from eight to ten weeks. When the simulator is not being used for STRIDE, public safety personnel learn

techniques such as proper pursuit and the correct place to park a vehicle during an emergency. The simulator is equipped with lights and sirens to emulate a fire truck, police car or ambulance.

"This is a good thing for our county,"

Albany, Dougherty County Boost

says Carroll County Emergency Management Agency Director Tim

Local Fire/EMS Training

Padgett. " It shows that when the public and public safety communities work

The Albany Fire Department has donated a fire engine to Albany Technical College (ATC) to enhance the school's Fire Science Technology and Firefighter/EMT programs. ATC President Dr. Anthony Parker described the gift as a "win-win" situation for the City of Albany and Albany Technical College.
"We are very appreciative of the fire truck donation," declares Parker. "It would have cost us $30,000 to $40,000 to go out and purchase a comparable

training vehicle. Likewise, it benefits

the city to have well trained, qualified

firefighters employed by the Albany

Fire Department."

The city recently hired eight ATC

graduates as firefighters.

In addition to the Albany gift,

Doughe11y County has donated a fire

station to the college to provide a realis-

tic teaching setting. The fire station will

create additional lab space and class-

rooms for various first responder

programs.



together, great things can be accomplished."
STRIDE is funded through a variety of agencies, including the Carroll County School System, Carroll Electric Membership Corporation and The Southwire Corporation. In addition, the Carroll County Sheriff's Office has committed $50,000 for equipment and personnel and has established an account with the Community Foundation to receive charitable contributions.
For more information, call Deputy Greg Holcombe at (770) 830-5888.

5

Summer 2004 EMERGENCY MANAGER

GEMA
Operations
Director Earns
Masters Degree
in Homeland
Security
Georgia Emergency Management Agency (GEMA) Operations Director Charley Engli sh is one of the nation 's first recipients of a master 's degree in homeland security. English graduated in June from the inaugural program, sponsored by the U .S. Department of Homeland Security's Office for Domestic Preparedness (ODP) and conducted by the Naval Postgraduate School (NPS) in Monterey, Cali fornia .
English also was selected to receive the NPS ' Zimbardo Award, which is presented to the student "whose outstanding ana lyses and keen insights exemplify the best in academic scholarship as applied to the solution of emergency national challenges."
"I want to express my appreciation for the contributions you will make to securing freedom around the globe, and my gratitude to your families for their shared sacrifices in making your services possible. You have worked hard to earn the right to receive your degree," said ODP Director Sue Mencer in remarks to the NPS ' 208th graduating class, which included the homeland security graduates.
The master 's program is designed to help the Un ited States develop a generation of leadership needed to defeat terrorism. The accredited curriculum provides students with the knowledge and skills to develop strategies, plans and programs to prevent terrorist attacks within the United States and reduce America's vulnerability to terrorism , build the organization arrangements needed to strengthen homeland security, including local, state, federal, civil-military and interagency cooperation and to help local officials and governors to make immediate and longterm improvements in homeland security preparedness.
ODP officials selected English and his 12 colleagues on the basis of their proven expertise in homeland security-

Columbia County EMA is CERT-ified

Columbia County has recently established a Citizen Corps Council, which works in cooperation with the Columbia County Emergency Management Agency (EMA) to help the community better respond to threats of terrorism, crime, public health issues and other disasters. In order to accomplish this goal and help keep the community safe, Citizen Corps is training Community Emergency Response Teams (CERT).
Created by the City of Los Ange les Fire Department in 1987, CERT promotes community self-sufficiency through developing response teams that are integrated into local emergency services during major disasters. In order to be efficiently integrated into existing emergency management systems, councils must be sponsored by a local emergency management or government or by a state agency.
In Columbia County, the eight classes that comprise the CERT training course include disaster preparedness, fire suppression, disaster medical operations, light search and rescue, team organization, and disaster psychology. Classes are free and are held quarterly. The next round of training is scheduled to begin October 5, 2004.

During CERT training, newcomers participate in a team-but/ding exercise where they build a 5-foot tower out of construction paper.
Officials hope to have l00 CERT volunteers trained by the end of the year. For more information, call the Columbia County EMA at (706) 868-3303 or visit www.co.columbia.ga.us/emergency_ services/ema/ema I .html.

related fields, objectively measured leadership potential and academic skills essential for the rigorous coursework.
Engli sh joined GEMA in February 1996, as a part of the Olympic planning team. He has coordinated the state's response to five presidentially declared disasters and numerous states of emergency issued by the Governor and has been GEMA's director of operations since 1999.
A veteran of two decades in public safety, Engli sh was responsible for the management of Georgia's ten regional police academies during his tenure as director of training for regional police academy operations for the Peace Officers Standards and Training (POST) Council. Prior to that, he worked with a Clayton County law enforcement agency

for eight years and served as a regional police academy director.
The comprehensive 18-month curriculum of the master 's program in homeland security is structured around key policy and organization design problems that future homeland security leaders are likely to confront and the analytic skills they will need to meet those chall enges. Courses included Policy Analysis and Research Methods; Comparative Government and Ho meland Security ; Critical Infrastructure - Vulnerabili ty Analysis and Protection; Civil-Military Relations for Homel and Defense and Security; and Strategi c Pl anning and Budgeting for Homeland Security. Among the electives were Fear Management, Public Hea lth fo r Homeland Security and Agroterrorism.

EMERGENCY MANAGER Summer .2004

6

The 9- 1-1Advisory Council was created in 1998 to develop guidelines for implementing the statewide 9- 1-1emergency system. The Council is responsible for promoting the planning, development, and implementation of local 9- 1-1 system plans; promulgating rules and regulations to establish minimum standards relating to training and equipment, and maintaining the registry of wireless service suppliers. On March 24, 2004, members ofthe Governor's 91-1Advisory Council were sworn in by Governor Sonny Perdue. Pictured here are (from left to right) Ken Vance, Miiiedgeviiie City Council, Don Seabolt, Lumpkin County Emergency Management Agency/Emergency Medical Services Director; Clark Harrell, M!lchell County 9- 1-1Director; SheriffRon McQuaig, Ware County; Larry Thomson, Houston County Commissioner; Mayor Shirley Lassiter, Duluth; Charlotte Nash, Gwinnett County Administrator,India Taylor, Miller County Commissioner, Don Ash, Henry County Communications Director, and Dr. Esco Hall, Baxley City Council

Eleven Emergency Management Professionals Become Master Certified Emergency Managers

Whether responding to a tornado touchdown , searching for a lost child or assisting with a fatal accident involving tankers carrying hazardous materials, state emergency managers often go above and beyond the call of duty. Now, some emergency management specialists have gone to the next professional level , as well.
State law dictates that all county emergency managers or deputy directors who have been appointed after July l , 1999, are required to complete a Certified Emergency Manager training program provided by the Georgia Emergency Management Agency (GEMA). However, 11 emergency management professionals have exceeded the minimum requirements, completing

more than 200 hours of intensive training to become Master Certified Emergency Managers.
The 2003 Master Certified Emergency Managers are Thomas N. Burriss, Director, Liberty County Emergency Management Agency (EMA); H. Michael Ellington, Deputy Fire Chief, Cobb County Fire and Emergency Services; Millard Joiner, Director, Dodge County EMA; Jason F. Lanyon , Deputy Director, Smyrna Emergency Management Department Diane M . May, Area 8 Field Coordinator, Georgia Emergency Management Agency; Gary Rice, Area 2 Field Coordinator, Georgia Emergency Management Agency; Gwenda Kay Ruark, Director, Morgan County EMA;

Christopher H. Wainwright, Captain, Norman Park Fire Department; J. Scott Wallace, Director, Dawson County EMA; John Womble, Director, Evans County EMA; and Willi am L. Wright, Director, White County EMA.
"This year, a record number of recipients became Master Certified Emergency Managers," says GEMA Director Mike Sherberger. "These individual s have demonstrated a great commitment to their community."
To achieve the Master Certified Emergency Manager status, applicants must complete the Certified Emergency Manager program, serve a minimum of fi ve years in an emergency management position and fulfill additional training and program development initiatives.

7

Summer 2004 EMERGENCY MANAGER

Amateur Radio

Unit Created

The Oconee County Emergency

Management Agency has established the

state's first and only Radio Amateur

Civil Emergency Services (RACES) unit

in cooperation with the Oconee County

Amateur Radio Service (OCARS).

RACES volunteers provide commu-

nications support in times of extraordi-

nary need, says Oconee County

Emergency Management Agency

Director Quinton Still. They facilitate

communications between critical loca-

tions during emergencies and may be the

only amateur radio communications

services allowed in the event of war.

OCARS was formed seven years

ago to provide additional communica-

tions alternatives in times of disasters. Its

members serve on the RACES unit and

have undergone extensive training and

background screenings.



One-stop Shopping for Disaster Information

The President's Disaster users can register to create a personal

Management E-Gov Initiative has page, which will pull together relevant

launched www.disasterhelp.gov, a new links or Web pages.



Web site that serves as a central infor-

mation hub for dis-

aster information.

Citizens and government officials

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headlines as well

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as comprehensive services that are provided by government agencies

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GEMA's Excess Property Program Provides Surplus Equipment to Communities in Need

Just as the federal and state government faces ongoing budget challenges, financial issues are often amplified on the local government level. To help local governments meet the challenges of procuring equipment, vehicles and other supplies for law enforcement programs, the Georgia Emergency Management Agency's (GEMA) Excess Property program provides a key link to surplus defense equipment and national defense purchasing contracts.
From aircraft and boats to night vision goggles and protective gear, the Excess Property, or 103 3 Program, authorizes the transfer of Department of Defense surplus equipment to eligible law enforcement agencies. Priority is given to equipment requested for counterdrug and counterterrorism programs. To date, over $100 million in free federal equipment has been recycled back into Georgia to support state and local law enforcement efforts.
To participate in the 1033 program, law enforcement agencies must be POST certified, have an up-to-date Law Enforcement Data sheet on fi le and meet the terms and conditions outlined between

the Defense Logistics Agency and the State of Georgia. Since Excess Property does not maintain an inventory of items, requests drive the program. Requests should be submitted to the Excess Property office so that a search can be conducted for specific equipment. The only costs involved are expenses to transport the equipment and a small administrative handling fee.
Local governments can also increase their buying power by taking advantage of discounts available to the federal government through the 1122 Procurement Program. The FY 1994 National Defense Authorization Act gives state and local governments the opportunity to purchase law enforcement related equipment and supplies through the federal government, enabling them to stretch their budget dollars when purchasing items required for these missions. Like the 1033 program, priority given to purchases suitable for counterdrug and counterterrorism activities.
Under the 1122 Procurement Program, available items include everything from uniforms to suburban vehicles to fuel and equipment parts from well-

known vendors. Participation in the pro-

gram, which all includes a small adminis-

trative fee, requires only a written request

on agency letterhead and signed by the

agency head outlining the population

within the geographic jurisdiction, the

name of the drug task force (if applicable)

and major cities located within 250 miles

of the agency with populations of 100,000

or more. Requests should be addressed to

Georgia Emergency Management

Agency, ATTN: Excess Property, Post

Office Box 18055, Atlanta, Georgia

30316.

"The Excess Property Program,

which most recently was operated under

the Georgia Department of Public Safety,

provides a great resource for local gov-

ernments," said GEMA Director Mike

Sherberger. "We are so pleased to have

the opportunity to again assist law

enforcement agencies as they look for

more cost-effective ways to conduct

business."

For more information on GEMA's

Excess Property program, visit the pro-

gram's

Web

site

at

www.excessproperty.org or call

(404) 624-7040 or 1-800-TRY-GEMA.

EMERGENCY MANAGER Summer 2004

8

Blal<ely-Early, Mitchell Countys Mobile Dispatch Center Ready to Roll

Blakely-Earl y and Mitchell counti es in GEMA Area 2 have a new mobi le dispatch center, thanks to a grant fro m the U. S. Depa1t ment of Homeland Security (DHS) Office fo r Domestic Preparedness (ODP). Thi s mobil e co mmuni cati ons equipment will enhance the abi lity to respond to natural disasters and acts of terrorism .
The system integrates Southern Linc, telephone, cell phone, 800MHz, VHF and UHF. Th is will create interoperabili ty among various public safety agencies, allowing personn el to co mmuni cate directly to coordinate efforts on a pa1t icular incident.
A 6 x 12 utility trail er was converted into the Mi tchell County Emergency Communi cations Response Trailer. The unit contains an ACU-1 000 "smart box ," back-up generator and pre-mounted antennas. It also is secti oned off for a climate-controlled dispatch. The trailer will be deployed within the 22 counties that comprise Area 2 when a tornado, hazardous materials or other emergency str ikes.
For the C ity of Albany Poli ce Depmtment and Crisp County Sheriff's Office , mobile di spatch units will be mounted on mobile command vehicles.
"Thi s system will benefit us in southwes t Georgia when anoth er di saster

occurs," says M itchell County

Emergency Management Agency (EMA)

Director Ann Lamb . "Having the ability

to transmit and receive info1111ation over

various systems will streamline our com-

munications in the event of a multi-

jurisdictiona l incident."

"Thi s was the most effective and effi-

cient utilization of the fund s we

received," says Mitchell County 9-1-1

Director Clark Harrell.

"The 'sma1t -box' would have been

benefici al to have during the 2000 and

2003 tom ados because of its ability to

create ta lk groups with the various agen-

cies th at responded fro m around the

state," says Harrell. "Each agency has dif-

fere nt systems and various frequencies.

This wi ll eliminate the hunt fo r radi os

with our frequ encies to loan to the

responding agencies."

Under the OHS ODP program, all 50

states, the territo ries and the District of

Columbia can purchase a wide a1rny of

equipment. Eight reg ional All-hazards

Councils assess the communities ' needs

and request grant proposals. The Georgia

Emergency Management Agency reviews

the proposals before they are submitted to

ODP for a fi nal decis ion. In FY04,

Georgia communiti es were awarded

$4 1.9 mill ion fo r WMD response and pre-

vention equipment and training.



MITCHELL COUNTY EMERGENCY MANAGEMENT
EMERGENCY COMMUNICATIONS

M!lchell County's emergency communications response trailer houses the ACU- 1000 ''smart-box. " The 6x12 utility trailer was converted into a mobile dispatch center

GEMA Holds Annual Conference

The annual Governor's

Emergency Management Conference,

sponsored by the Georgia Emergency

Management Agency (GEMA), was

held May l 0-12, 2004, at the

Savannah International Trade and

Convention Center on Hutchinson

Island.

Nearly 1,000 participants from

around the state heard from experts

and exchanged ideas. Keynote

speakers were Mike Brown, Under

Secretary

for

Emergency

Preparedness and Response, U.S.

Department of Homeland Security,

and Congressmen Max Bums and

Jack Kingston.

Workshop topics included disas-

ter planning, school violence, critical

incident stress management and inci-

dent command. The conference also

featured demonstrations by the

Georgia National Guard 4th Weapons

of Mass Destruction Civil Support

Team and the U.S. Coast Guard.

Sponsors included ADI, North

American Catastrophe Services, Inc.,

Fisher Safety, Savannah Electric,

Nextel, Bank of America, Eagle

Instruments, the Georgia Electric

Membership Corporation, Georgia

Transmission, BellSouth, Southern

LINC, the Georgia Hospital

Association, Pulcir, Inc., Crowder-

Gulf, Hackney Emergency Vehicles,

Motorola, Cingular, TVI Corporation,

Metatomix, Inc., Metropolitan

Communications, Rosenbauer, ACE

Security Laminate Products, Crimson

Fire, CDW-G; M/A-COM, Inc., the

Emergency Management Association

of Georgia, Mid Georgia Ambulance,

Southeastern Freight Lines, the

Southern Company, Georgia Power,

and the Georgia Department of

Natural Resources' Coastal

Resources Division, Coastal

Management Program.

Mark your calendars! Next

year's conference will be

April 27-29 in Savannah.



9

Summer 2004 EMERGENCY MANAGER

Chemical Fires Hit Metro Atlanta

A stubborn fire in Rockdale County on May 25, 2004, sent clouds of toxic chemicals into the air, threatening residents of nearly 24 northeast Georgia counties and testing the skills of emergency workers, environmental expe1ts and public health specialists.
The fire in the BioLab, Inc. warehouse, located in the Rockdale Industrial Park offl-20, was discovered shortly after 4:00 a.m. Firefighters soon arrived, the Rockdale County Sheriff's Office established incident command and a mutual aid plan was implemented. Personnel from 47 state, local and federal agencies responded to the incident. More than 100 firefighters from the Rockdale County Fire Department and 11 other metro area fire departments worked in excess of 30 hours to contain the fire.
A mandatory evacuation was ordered for a one-mile radius of the fireground, and the Red Cross sheltered approximately 600 evacuees at two shelters. Residents outside of the mandatory evacuation zone were encouraged to shelter in place. More than 300 children with serious medical conditions who were participating in recreational programs at Rock Eagle 4-H Center in Putnam County, including a "bum camp,'' were evacuated due to a strong chlorine odor. A stretch ofl-20 and the CSX Railroad track were closed intermittently.
Because the warehouse contained calcium hypochlorite and other chlorineproducing chemicals commonly used in swimming pools, the incident was particularly hazardous and created unique challenges. The Georgia Division of Public Health and the Department of Natural Resources Environmental Protection

81/lowing smoke at a chemical fire at BioLab, Inc., in Conyers, Georgia, sparked the evacuation of hundreds ofnearby homes and businesses and forced 1-20 to close in both directions due to poor vis1bil!ty and health concerns.

Division (DNR) played a key role in the response, monitoring the toxic plume and its potential impact on the health of residents in its path.
Twenty-nine firefighters , deputies and civilians were treated for minor injuries or exposure to chemical fumes at the scene, and nearly 50 residents of the surrounding area were treated at hospital emergency rooms. Forhmately, there were no deaths or serious injuries.
The Rockdale incident was the second fire of its kind in metro Atlanta in four months. On January 23 , 2004, fire

roared through the Regal Chemical

Company plant in Forsyth County near

Cumming, where various chemicals

including chlorothalonil, a pesticide,

were stored. Because of the hazardous

materials involved, fire officials decided

to let the fire bum itself out over three

days.

Forsyth County Fire Chief Danny

Bowman says the Regal Chemical fire

was caused by a faulty thermostat on a

processing unit. The Rockdale County

fire is still under investigation and no

cause has been detennined.



2004 Hurricane Names

Hurricane names for this season are

Alex, Bonnie, Charley, Danielle, Earl,

Frances, Gaston, Hermine, Ivan, Jeanne,

Karl, Lisa, Matthew, Nicole, Otto, Paula,

Richard, Shary, Tomas, Virginie, and

Walter. Two of the names, Gaston and

Matthew are new, replacing Georges and

Mitch, respectively. Hurricane season

ends on November 30.



EMERGENCY MANAGER Summer 2004

Cobb EMA Honored by Red Cross

The Cobb County Emergency Management Agency (EMA) has received this year's Good Neighbor Award from the American Red Cross. The award recognizes an individual or organization that has made a significant humanitarian contribution locally, nationally or internationally in support of the Red Cross.

Cobb's EMA was cited for its countywide distribution of the Emergency Action Guide, which was completed in collaboration with the Red Cross, and for working with the Red Cross in orgamzmg Emergency Operations Center courses and other initiatives. Jim Killcreas and Philip Bradford with Cobb County EMA also were recognized.

10

For months, officials worked to prepare the Golden Isles community for the upcoming Group of 8 (G-8) Summit. Nevertheless, many coastal Georgians may have felt they were under martial law when they awoke on Monday, June 7, 2004. Two soldiers from the National Guard stood at every corner. The U.S. Coast Guard and the Georgia Department of Natural Resources patrolled the waterways. Normally bustling with activity, River Street in Savannah was gated off and quiet, the silence punctuated occasionally by the roar of a low-flying helicopter.
The show of force worked. With little protester activity, few arrests and no acts of terrorism, the G-8 Summit ended on a positive note. Which is exactly how planners hoped it would.
When President George W. Bush announced on July 13 , 2003, that the G-8 Economic Summit, an annual event that brings together the leaders of the world's major industrial democracies, would be held June 8-10, 2004, on Sea Island, Georgia, intensive planning began. Because the event was designated as a National Special Security Event (NSSE), the U.S. Secret Service took the lead in designing the security plan.
More than 20 subcommittees, ranging from venue security to food safety to public affairs, were created. This enabled local, state and federal government to pull together to work toward a common goal ensuring the safety and security of all Georgians, as well as dignitaries and delegates.
"Cooperation was fantastic ," says Bill Hitchens, Director of the Georgia Office of Homeland Security. 'The local

The G-8 Summit brought together world leaders and attracted a few hundred protesters. Planners were concerned about riots and destruction, and consequently secunly was beefed up in anticipation ofthe event. However, most ofthe protests were peaceful.

sheriffs and police chiefs need to be com-

mended, and so do their people, for work-

ing so well with state and federal people."

Planners also had to prepare for a nat-

ural disaster. Hurricane season began

June 1. Georgia also is susceptible to

severe thunderstorms and lightning,

floods and tornadoes. In addition, south

Georgia's high temperatures and

humidity could cause heat exhaustion or

sunstroke.

The

Georgia

Emergency

Management Agency (GEMA) and other

agencies began training and education in

November 2003 , on topics such as civil

disturbance, consequence management,

health and legal issues. In addition, per-

sonnel from different agencies for.med

mobile field force units to reinforce local

police departments, if needed. A full-scale

exercise was held May 25, 2004, to test

the abilities of participating agencies as

well as equipment. By June, state agen-

cies were as prepared as possible.

"This is the best kind of homeland

security training scenario we could ever

have," says Hitchens. "We brought in

people trained in all aspects of homeland security and their specialized equipment. We activated local fire, police and EMS [emergency medical services] units. It was great preparation for an actual homeland security contingency."
The state budgeted approximately $25 million for security during G-8, which was reimbursed by the federal government. In addition, Georgia received more than $120 million in federal grants since fiscal year 1999 from the Office for Domestic Preparedness. The funding was for overall terrorism prevention, not G-8 preparation. However, the equipment that was procured with this money could be used locally for training and to respond to a terrorist event anywhere in Georgia.
Much of the equipment for first responders was staged in Midway, Georgia, during the summit, leading some organizers to joke that this small community had the largest emergency services department in the state during the summit.
Sea Island, Georgia, is a private, 5-mile resort island surrounded by the Atlantic Ocean on the east and separated

11

Summer 2004 EMERGENCY MANAGER

from St. Simons Island by salt marshes on the west. Media were interred at the Savannah International Trade and Convention Center, approximately one hour away. That site also was designated as an NSSE venue, since President George W. Bush and several world leaders addressed the media the final day of the summit.
Since the only way to get on the island is by causeway or boat, it was

St. Simons Island that was open around the clock during the summit. Personnel were able to keep tabs on anything that could jeopardize public safety in multiple locations using computers that brought in real-time information. Innovative technology, such as the Geographic Tool for Visualization and Collaboration (GTVC), enabled planners to share information simultaneously, helping to keep coastal Georgia safe by ensuring that law

Other command and control venues included the Joint Operations Center on St. Simons Island and the Incident Command Center in Savannah.
Fortunately, there was not a lot of activity to monitor. Organizers were concerned about protesters rioting, disrupting traffic and causing general mayhem and destruction. Estimates of how many activists would come fluctuated wildly from thousands to dozens.



,,, ~ : , ! , --

Dunilg the summit, a secudty zone was created around the Savannah Hyatt Regency, which cut River Street in half While many toudsts were deterred by the black gates, the lockdown had a pos!live effect on Savannah's cnine. Business retumed to normal on June 11.

G-8 Subcommittees
Accreditation Air Security Civil Disturbance Consequence Management Crisis Management Critical Systems Protection Dignitary Protection Executive Steering Committee Explosive Ordinance Detachment Fire/Life-Safety/Haz-mat Interagency Communications Intelligence/Counter-terrorism Legal Issues
Logistics Medical/Food Safety
Protection Public Affairs Tactical/Counter Surveillance
Training Transportation Venue Security Water Security

fairly easy to restrict access. However, with the venues so spread out, security was complicated. Resources had to be allocated across 80 miles. Not only that, but 11 ,000 local, state and federal law enforcement personnel, from a variety of backgrounds, had to come together to form a team.
As a result, interagency and technical communication was essential. To address the former, regular briefings were held. For the latter, personnel shared common platforms such as Southern Linc radios and cell phones. Executive staff received PDAs, which enabled them to check e-mail, browse the Web for the latest information and make phone calls.
Representatives from participating agencies worked side by side in the MultiAgency Coordination Center (MACC), the high-tech operations nerve center on
EMERGENCY MANAGER Summer 2004

enforcement officers were coordinated and informed, whether they were on land, in the air or on the water.
A Joint Infonnation Center (JIC) was set up at the Federal Law Enforcement Training Center in Brunswick to provide a single point of information to the media, the Governor's press office, the general public and elected officials. Open 24 hours a day during the summit, the JIC handled 153 media inquiries and 65 inquiries from citizens or agencies.
Public affairs personnel also employed new technology. The Public Information Emergency Response (PIER) System was the platform for G-8 public affairs activities. Media representatives as well as the public could log on to www.g8ga.info for the latest security and safety information, and they could sign up to receive updates .

"We welcomed protesters to attend,"

says Hitchens. "We made it widely known

that we would do nothing to infringe on

anybody's first amendment rights. "

However, when all was said and

done, only a few hundred protesters

showed up, and they were outnumbered

by law enforcement and media. The last

day of the summit, 18 people were

arrested. Otherwise, protests were small

and peaceful. "There were surprises, but

nothing we couldn ' t handle," says

Hitchens.

While many coastal residents

undoubtedly breathed a sigh of relief after

the thousands of law enforcement and

media left town, the event gave Georgia

the opportunity to shine in the global

spotlight, perhaps even paving the way

for future large-scale security events to be

held here.



12

July Marks 10-year Anniversary
of Great Flood
By Buzz Weiss Public Affairs Coordinator

13

Summer 2004 EMERGENCY MANAGER

T en years ago, July 4 weekend barbecues and outings were dampened by what, at first blush, was a pesky

summertime outbreak of heavy rain-

storms. That inconvenience to the count-

less Georgians trying to celebrate

Independence Day was, however, a more

genuine worry to meteorologists and

emergency managers watching Albe1io,

an unremarkable, but quirky, tropical

storn1. Alberto lumbered ashore over the

Florida panhandle, then stalled over cen-

tral Georgia, unleashing the most devas-

tating weather event to hit Georgia in

modem history.

Over the next two weeks, Alberto

would bedevil at least half the state,

dumping torrential rains and bringing

death and destruction to the Flint,

Ocmulgee and Chattahoochee River

basins. Downpours of as much as

25 inches in less than 24 hours were

recorded in some locations.

By the time the waters receded, 34

people had died. Damages from the flood-

ing approached $1 billion, including

$319 million in public assistance pay-

ments for infrastructure damage to 254 city and county governments, utilities, school boards, water authorities and other

In 1994, parts ofGeorgia were devastated by floods from Tropical Storm Alberto. The storm came ashore in Florida, then dnhed north to Georgia, producing his/one rainfall

facilities. More than 400,000 acres of farmland were flooded, causing agricultural losses exceeding $100 million.

defining events," says Georgia Emergency Management Agency

transactions proved to be a good investment, as flooding reoccurred along the

More than 50,000 people were displaced from their homes, and at least 400 coffins were forced from water-logged graves and into the swift current churning

(GEMA) Director Mike Sherberger, "and the massive response underscored the importance of strong partnerships among state and local government agencies, the

Flint River in 1998. According to FEMA, $ 1.9 million in damages in Newton and $3 million in damages in Albany were averted by the "buy-outs" and removal of

along flooded streets. An estimated 1,700 roads and 600 bridges from metro Atlanta

volunteer community and the private sector."

structures from flood-prone areas. Even after a decade, DR-1033 ,

to the Florida border were submerged or washed away, and scores of earthen dams were breached. Hundreds of thousands of homes and businesses were left without drinking water. Individual and family

Approximately 14,000 state and local emergency workers, volunteers and even prisoners were deployed around the state in response to the flooding.
Much has changed over the past

Tropical Stonn Alberto's official FEMA disaster designation, still remains open as final financial details continue to be ironed out with a dozen local jurisdictions.

grants totaling nearly $32 million were decade. Damaged infrastructure, includ-

The 55 counties covered by the disas-

I

disbursed to over 7,000 applicants, and $22.2 million was eannarked for temporary housing to some 12,000 flood victims. Fifty-five counties were included in

ing Macon Water Authority facilities and buildings at Albany State University, has been rebui lt and relocated. The Lake Blackshear Dam in Crisp County was

ter declaration were Baker, Bibb, Butts, Calhoun, Carroll, Clay, Clayton , Coweta, Crawford, Crisp, Decatur, Dodge, Dooly, Doughe1iy, Early, Fayette, Fulton, Henry,

a Presidential Disaster Declaration.

rebuilt, and the Baker County Courthouse Houston , Jasper, Jones, Lamar, Lee ,

Records set during a 1925 flood were and Newton City Hall were rebuilt out- Macon, Marion, Meriwether, Miller,

toppled as rivers spilled from their banks side of the floodplain . The National Mitchell, Monroe, Montgomery, ewton,

and inundated surrounding communities. Weather Service Southeast River Forecast Oglethorpe, Peach, Pike, Pulaski,

The Flint River at Albany, for example, crested at 43 feet, more than 20 feet above

Center has updated hydrological models that show the relationship between the

Quitman, Randolph, Rockdale, Schley, Seminole, Spalding, Stewart, Sumter,

flood stage. Its flow was measured at a brisk 120,000 cubic feet-per-second . Similar records were set at other check-

height and flow of rivers to better predict the scope and impact of riverine flooding.
There have been extensive "buy-

Talbot, Taylor, Telfair, Terrell, Toombs, Troup, Twiggs, Upson, Webster, Wheeler, Wilcox and Worth. The 1994 flood was

points along the swollen waterways.

outs" of flood-prone properties in south- the 15th costliest disaster in U.S. history,

"The 1994 flood was one ofGEMA's west and central Georgia. Some of those according to FEMA.



EMERGENCY MANAGER Summer 2004

14

Ten-vear Anniuersarv of Alberto Brings Flood of Memories

' ' R ; i n s from Tropical Storm Alberto began to fall on

outhwest

Georgia on July 2-3,

1994. I visited several

counties on these

dates that already had

flooding in low areas,

and I notified the

Georgia Emergency

Management Agency (GEMA) that we had big trouble shaping

Deral Dukes, performing flood outreach

up.

"On July 4-5, I began to have trou-

ble getting to some of my counties

because of road flooding and washouts.

On July 6, I got trapped in Terrell

County with all roads closed by high

water. A Department of Natural

Resources (DNR) ranger said he thought

he knew a route through the country that

could get me to Parrott and onto

Highway 520. We started out, he led me

through the country roads, and we made

it to Parrott. From there I went on to

Atlanta to the State Operations Center

(SOC) and proceeded to call my coun-

ties that I worked to find out their condi -

tions and needs.

"After two or three days of this, I

finally got a helicopter assigned to me

from the National Guard. [Retired

GEMA Field Coordinator] Jack Scott

and I began to visit counties and find out

their needs and relay this to the SOC.

Some cities, like Montezuma, Newton

and Albany, were cut off, and most trav-

el had to be by helicopter for essential

people.

"When we could finally get the

mobile command posts out, I spent a

week in Albany, a month in Newton, and

10 days in Bainbridge helping them

recover. During this stay in Newton, I

paddled a boat through the courthouse

where the water was 10 feet to 12 feet,

and the water had already receded a lot

when this was done. Water had reached

the window in the second story court-

room at the peak of the flooding.

"I rode a helicopter enough in the flood of 1994 to last a Iifetime. The flooding caused many tears and heartache, and we all learned that it can flood anywhere."
- Turner County Commissioner Deral Dukes (Retired GEMA Field Coordinator)
' 'lean recall the water rising so fast that you could see it rise. There was so much water going
over the dam that the ground shook beneath your feet like an earthquake. You could see all types of debris going over the dam. From pontoon boats, propane tanks, docks, lawn mowers, etc. The force of the water was so strong that the old steel bridge built in 1904 was washed out. It washed the far side out and the bridge gave way. I thought that when the steel bridge washed out, all that steel would take out the concrete bridge as well.
"I remember below the waterfall how the trees almost created a canopy over the river. This was washed out and a huge pile of rocks was left in its place. I can only assume the rocks were cut from the riverbed from the strong current. The high water was bad, but we had to deal with the ve locity of the water as well. The current washed out all the trees along the banks. It destroyed one bathhouse and damaged three more during the flood. That morning of the flood, we had people camping below the dam. I remember helping these people collect their stuff and evacuate. The flood was a once in a lifetime experience; one that I hope no one has to see again."
- Ken Lalumiere, Park Manager, Sprewell BluffState Park (Former Enforcement Ranger at High Falls State Park)

' ' No one can prepare you for a natural disaster like the flood that devastated
Georgia in July 1994. "You just cannot believe the
destructive power of Mother ature until you look down from the open door of a low-flying helicopter with the president of the United States sitting next to you and see a third of your state under water.
"Or you walk into a hot school gymnasium that's been converted into a shelter and see the sadness and the exhaustion in the eyes of those families whose homes, furniture and clothing and cherished family photographs have been destroyed.
"Or, when the waters finally recede, and you walk with a fa1mer across rows of drowned crops as he tries to calculate in his head the thousands of dollars of income wiped out in just a week.
"I was in the middle of my re-election campaign when that tropical storm stalled over Georgia and sent our rivers raging over their banks for days. Of course, we tossed politics aside. For three weeks straight, I worked around the clock, side-by-side with some of the most dedicated state employees I've ever seen. This was a crisis that hit us suddenly and with ferocity, a crisis the likes of which none of us had ever faced before. And the response from all my state agencies was nothing short of heroic.
"The people of Georgia were also heroes. They came together to help each other through one of the hardest times in our history. I remember seeing the assembly lines of people filling sand bags and the brave souls using their motorboats to rescue neighbors from rooftops. One rural church in Baker County prepared 2,800 meals a day for the homeless in their area.
"At the time, I called the flood 'a crippling disaster' and 'a body blow of major proportions. ' But there really were no words to describe an event where one

15

Summer 2004 EMERGENCY MANAGER

of every four residents in the state was affected, where 15 ,000 square miles of our land - from Henry County south of Atlanta through Middle Georgia and down to Bainbridge at the Florida line was covered, where $100 million worth of peanuts, peaches and other crops were destroyed, and where 31 people were killed and thousands were left homeless.
"This flood broke dams and took out miles of highways, bridges and railroads. It did not pick or choose; it did not discriminate. It hit black neighborhoods and white neighborhoods, rich and poor alike. When you think of the typical flood, you picture a few feet of water in a basement. The flood of 1994 went over the tops of two-story houses.
"But the scene that is most seared into my memory is the caskets popping up out of the water at the flooded Riverside/Oakview Cemetery in Albany. The remains from some 400 caskets had to be recovered and identified. Volunteers from the Georgia Bureau of Investigation and the Department of Natural Resources took on this terrible task with great sensitivity, and I will always be grateful for their courage.
"In the end, the 1994 flood wasn't a 50-year flood or even a 100-year flood. It became the first 500-year flood in the recorded history of Georgia. No one could have prepared me for the enormity of it. And no one was prouder than me for the way our state employees and the people of Georgia came together to help each other recover and rebuild.

- U.S. Senator Zell Miller (Former Governor of Georgia)

''The weekend of July 4, 1994, was to be a watershed event

in my career as assistant

chief of the Fayette

County Department

of

Fire

and

Emergency Services.

I had just finished

taking the director of

our department home

after his retirement

cookout. When I returned to the office, a message from the

Chief Jack Krakee/

county manager was waiting for me indicating he needed to see me. By 3:00 p.m., I was back in my office as the new interim director of the department.
"That weekend I attended the annual Southeastern Association of Fire Chief's Conference that weekend in Savannah, Georgia. While at the conference, I remember brief conversations of a tropical depression brewing in the Gulf, but quite honestly did not pay the matter much attention. However, the trip home on 1-16 Sunday was anything but boring given the relentless rain.
"At 9:00 p.m., the storm that chased me from the coast, better known as 'Alberto, ' was setting its sights on Fayette County. No one could have foreseen that it would stall over Fayette County and ultimately dump over 18 inches of rain in less than 36 hours.
"By 10:00 p.m., reports began to trickle in of some minor flooding, and I made the decision to activate our Emergency Operations Center (EOC). It was clear to all of us that the weather event we were witnessing was not something that any of us had seen during our careers or, for that matter, at any previous time in the recorded history of our county.
"Needing a break, a shower and a change of clothes, I headed home at 6:00 a.m., only to find our finished basement flooded with 6 inches of water. I was fortunate that this was the July 4 holiday and that I could depend on some of my family to literally and personally bail me out.
"[Later that morning] I was advised of a possible dam breach. Several miles downstream, another lake was taking on the water being released through the breach. It was clear that this lake did not have the capacity to contain the additional water and its dam was in danger of failure as well. Below the second impoundment lay a subdivision with more than a hundred homes.
"... There was only one option. The edge of the quarry pit was within 75 feet of the lake, and a trench could be cut from the lake to the pit. However, the quarry manager told me that there was approximately $12 million in fixed equipment at the bottom of the pit. It was clear that this would not be an easy decision and one that rested squarely on

my shoulders. I decided that should dam failure be imminent, a trench would be cut to allow the lake to drain into the pit.
"As I returned to my office, I realized that my first formal day on the job and my first face-to-face briefing with my new boss would be to inform him of my decision to potentially incur a loss of $12 million, but he supported my decision.
"Eventually the sun began to shine, and the 500-year flood we witnessed that historic weekend began to recede into our memories. But for 36 hours, Fayette County citizens and the emergency response community witnessed first-hand the effects of a major tropical storm.
"A few days after the event as I was reflecting on my new job and responsibilities, I realized that the weekend of July 4, 1994, trnly was a 'Baptism by Water."'
- ChiefJack Krakeel Fayette County Department of Fire and Emergency Services Directo1~ Fayette County Emergency Management Agency
''Although it has been years, who could forget Tropical Storm Alberto,
evacuating some 300 people, riding in a boat northbound and southbound on I-75 , securing 2,200 port-a-potties, and going without a water plant for 21 days.
Who could forget GEMA's reaction when I requested 2,200 port-a-potties. They thought I needed sleep.
Looking back, I can only remember how well everyone came together and worked tirelessly to get the city back to nonnal. Some 2,300 volunteers came forward to help distribute bottled water and to do whatever was needed. One cannot forget this."
- Johnny M Wingers, Director Macon-Bibb County Emergency Management Agency

EMERGENCY MANAGER Summer 2004

16

Flood Preparations Should Begin Before the Water Starts to Rise

I n Georgia, the word "flood" is most often associated with Tropical Storm Alberto. However, devastating flooding occurs throughout Georgia each year. Changing weather patterns, coupled with overdeve lopment, whi ch reduces the land's natural abili ty to absorb water, increases the flood risk for many - even those who do not live near water. In fact, a house in a special flood hazard area has a 26 percent chance of experiencing a flood during the life of a 30-year mortgage, while there is only a 5 percent chance it wi ll experience a fire.
Of all the natural disasters in the United States, 90 percent invo lve flooding. Each year, flooding causes more than $2 billion in property damage nationwide. However, losses are not covered under most homeowners ' or business' insurance policies.
To address this dilemma, in 1968 Congress created the National Flood Insurance Program (NFIP). This program is designed to provide reasonable flood in surance in exchange for the careful management of flood-prone areas by local communities. Th e program, administered by the Federal Emergency Management Agency (FEMA), is avai lable in over 440 Georgia communities.
Unfortunate ly, there are many myths associated with flood insurance coverage. The fo ll owing information can help you make an infom1ed decision about coverage fo r your home or business.
Top 10 Flood Insurance Myths
6 Flood insurance is only available ' ;0 to those in high-risk flood zones.
FACT: As long as your commun ity belongs to NFIP (except in Coasta l Barrier Resources System areas), you can and shou ld purchase fl ood insurance. NFIP 's Preferred Risk Policy, designed

Could this be you? Many homeowners and renters insurance policies do not cover floods. To ensure you're not caught wtlh unexpected flood damage costs, purchase flood insurance.

6 for properties located in low-to-moderate 1
#} flood risk zones, is usually available for

Homeowner insurance policies cover flooding.

less than $200 a year. Insurance agents or

mortgage lenders who have questions FACT: Most homeowners po li cies do not

regarding flood insurance may contact cover damage from flooding .

FIP's Region IV Office at Unfortunately, most homeowners realize

(770) 396-9117.

this too late. NFIP provides insurance

coverage for events traditionally not cov-

6 Federal disaster assistance will
' '"#] pay for flood damage.

ered under homeowners policies. Flood insurance policyholders should also be aware of the Increased Cost of

Compliance coverage, whi ch is designed

FACT: Before a community is eligible to help homeowners take steps required to

for disaster assistance, it must be declared reduce future flood damage to their

a federal disaster area. The requirements homes or businesses. The coverage, man-

to qualify for federa l assistance are dated under the National Flood Insurance

usually not met during localized flooding Refom1 Act of 1994, may pay up to

events. While limited state assistance may $15,000 to offset costs associated with

be avai lable, it does not cover the damage flood-proofing, elevating, demoli shing or

to your structure or its contents. In addi- relocating buildings that are substantially

tion, if you are uninsured and received damaged or subject to repetitive flood

federal disaster assistance after a flood , loss. Please note that wh ile you can pur-

you are required to purchase flood insur- chase NFIP flood coverage at any time,

ance in order to receive disaster re li ef in there is a 30-day waiting period after

the future .

you've applied and paid the premium.

17

Summer 2004 EMERGENCY MANAGER

~ Flood insurance is only available
~ ~ for homeowners.

FACT: Homeowners, renters and business owners with property in communities that participate in the NFIP can purchase flood insurance to protect homes, condominiums, apartments and non-residential structures, including commercial struchires.

~ '

~

NFIP coverage statewide.

is

available

FACT: NFIP coverage is only available to communities participating in NFIP. Find out if your community is a member by calling your insurance company or by calling NFIP at 1-888-RAIN or (924) 724-6924. You may also view a li st of participating Georgia communities at www.fema.gov/cis/ga.pdf.
Communities that agree to manage flood hazard areas by adopting minimal standards can participate in NFIP. If a community does not participate in the program, prope1ty owners will be unable to purchase federally backed flood insurance. If your community is not participating, contact your local government leaders to express your interest in the program.

Making claims against your flood insurance policy will result in your rates being increased or policy cancelled.
FACT: Rates are set by the federal government each year and cannot go up. Policies cannot be cancelled.

Only residents located in high risk flood zones should insure the1. r property.
FACT: Since flooding can be caused by heavy rains, inadequate drainage systems, failed dams, or tropical stonns and hurricanes, purchasing flood insurance is advised even if you live in an area that is not flood-prone . One-third of NFIP's claims come from outside special flood hazard areas. NFIP's Preferred Risk Policy, available for as little as $80 per year, is designed for residential properties located in low to moderate flood-risk

zones. To determine if your prope1ty is located in a flood plain, contact your city or county government building or planning department or the Georgia Depa1tment of Natura l Resources Environmental Protection Division's Floodplain Management Unit at (404) 656-6382 .
~ You can't buy flood insurance if
' ~ your property has been flooded.
FACT: It doesn 't matter if your property has been flooded. You are still eligible to purchase flood insurance provided your community is participating in the NFIP. In fact, to get secured financing to buy, build or improve structures in Special Flood Hazard Areas (SFHA), you will be required to purchase flood insurance. Lending institutions that are federally regulated or federally insured must determine if the structure is located in a SFHA and must provide written notice requiring flood insurance.

Federal flood insurance can only be purchased directly through the NFIP.

FACT: Federal flood insurance is sold and serviced directly through NFIP or through a write-you-own (WYO) company. WYO companies write and service policies on a non-risk bearing basis through a special arrangement with the Federal Insurance Administration. Review participating companies in Georgia at www.fema.gov/nfipinsurance / searc h_resu lt s.jsp.
~ Flood insu.ance is expensive.

FACT: The average flood insurance pre-

mium in Georgia is under $500 a year.

Your specific premium will be determined

by such factors as where you live, how

much coverage you choose, the age, ele-

vation and structure of your home, the

building occupancy, and the deductible.

This is much more affordable than pay-

ments for disaster loans or the costs of

removing flood debris and repairing and

replacing carpet, drywall and electrical

systems.

Additional information on NFIP may

be found at www.fema.gov/nfip.



EMERGENCY MANAGER Summer 2004

What You Can Do to Reduce Flood Damage

Besides reviewing your insur-

ance coverage, take the following

steps now to reduce or eliminate

potential damage from flooding.

Move appliances and valuables

out of the basement of your home or

business if it is prone to flooding.

Store important documents and

irreplaceable personal objects (such

as birth certificates, financial docu-

ments, photographs) where they wi ll

not get damaged.

Clean and maintain storm drains

and gutters to allow free flow of

potential floodwater.

Develop a family disaster plan,

including evacuation routes. Plan

evacuation routes that are away from

low-lying areas likely to be flooded.

Check to see that contractors and

builders are following community

codes and ordinances developed to

reduce the risk of floods when build-

ing or improving your home or busi-

ness.

Buy a NOAA Weather Radio

and pay attention to the latest infor-

mation when unusually heavy rains

occur or are forecast to occur.

Pay attention to flash flood and

river flood watches and warnings

issued by the National Weather

Service.

Work with local officials to

develop mitigation strategy if your

property has a repetitive flood history.

If you are located in a flood-

prone area, take these steps:

Elevate or relocate furnaces, hot-

water heaters and electrical panels.

Provide openings in foundation

walls that allow for the automatic

entry and exit of floodwaters.

Build and install flood shields

for doors and other openings (after

evaluating whether the building can

handle the forces) to prevent flood-

waters from entering.

Elevate the main breaker or fuse

box and the utility meters above the

anticipated flood level in your home

or business, so that floodwater won't

damage your utilities.



18

Georgia Search and Rescue Teams Ready to Roll
By Buzz Weiss Public Affairs Coordinator

Think of them as heavy rescue on steroids. Or, maybe "Squadzilla," a term coined by a south Florida fire department. Officially, though, they are Georgia Search and Rescue (GSAR) teams. And the three elite squads, funded by a $ 10 million grant from the U.S. Office for Domestic Preparedness (ODP) and stationed around the state, are being trained to handle the kind of worst-case scenarios that public safety officials brace for, but hope will never occur.
These teams will make it possible for Georgia-based firefighters to respond to catastrophic incidents in the state with technical rescue capabilities that had previously been avail able only from Urban Search and Rescue (USAR) teams based in Miami , Florida, Memphis, Tennessee, and Virginia Beach, Virginia - at least 12 hours to 18 hours away.
GSAR teams are virtually identical to the 28 USAR teams located around the county, but will operate on a smaller scale and without the portable temporary living quarters the other teams have . Also, whi le USAR teams are under federal contro l, the Georgia units are local resources coordinated by the Georgia Emergency Management Agency (GEMA). The three 78-person teams are composed of firefighters from different regional departments in metro Atlanta, central Georgia and coastal Georgia.
'There are enormous implications to the creation of these teams," says Cobb Cow1ty Fire Chief Rebecca Denlinger, who also represents the state's fire ch iefs on the Georgia Homeland Security Task Force. "We will see a daily benefit because multiple departments have agreed to cooperate. There will be standardized procedures, and there will be personnel accountability. This will mean fewer wrinkles and a safer, more efficient and effective response to emergencies," she predicts.

GSAR helps to organize local fire departments into integrated disaster response task forces. There are three GSAR teams in Georgia. Each department that enters into the program receives a custom,
fully equipped ng (above). Each apparatus is
exactly anke.
GSAR team members are required to undergo 312 hours of special instruction. Those who are assigned to technical rescue or other special units have already received much of the training and need to take only a few more classes. Others are taking classes such as confined space rescue, trench rescue, hazardous materials, rope rescue and wilderness search in one comprehensive and exhaustive cmTiculum.
"The members of our team are all volunteers," says Houston County Deputy Fire Chief Ronnie Register, who heads the central Georgia team. "Like all firefighters , they are eager to be called out, but at the same time they hope they never are. "
Each part1c1pating department rece1 ves a custom truck. The 10 trucks cost $1 million apiece - approximately

$315,000 for the vehicle and more than $600,000 for the equipment. The trucks are identical, even down to the storage compartments, and carry an extensive cache of power tools, hydraulic tools and other equ ipment. According to Chief Register, much of the equipment is geared toward collapsed building incidents.
The teams are required to respond to WMD incidents anywhere in the state at GEMA's request and are also avai lable to respond to cataclysmic non-WMD events. On a day-to-day basis, the teams and equipment are avai lable for local emergency calls.

19

Summer 2004 EMERGENCY MANAGER

Governor Sonny Perdue dons a GSAR turnout coat durt'ng Firefighters Appreciation Day at the Capt/of. The GSAR program was announced at the ceremony

Geared for WMD events as well as structural collapse, the GSAR rig is a mobile emergency room, construction stle, communications center and high-tech engineen'ng firm rolled into one. The equipment cache is worth more than $600, 000

"In the short tem1, this makes a critical and vital serv ice available that we otherwise would have not been able to provide or support," says Atlanta Fire Chief Dennis Rubin. " To be able to call on a resource like this to resolve critical problems in a timely manner is reassuring not only to our department, but to the public we serve. Thi s can make the differe nce in li fe and death at large scale disaster scenes. "
The central Georgia team, staffed primarily by the Houston County and Macon-Bibb County Fire Depattments, was the first to complete the comprehensive training regimen, and the Houston

County department was the first to take delivery of its truck, which was exhibited at the Governor's Emergency Management Conference in Savannah in May. The team was deployed to the G-8 Conference at Sea Island the fo llow ing month.
" The firefighters we met we re amazed at the equipment and the team concept where several departments can wo rk together as one unit," said Houston Coun ty Fire Chi ef and EMA Director Jimmy Will iams. "This puts Georgia in an extremely good position."
In addition to the Houston County and Macon-Bibb County Fire

Departments, the central Georgia unit

includes personnel from the Peach,

Monroe and Spalding County Fire

D epartments; Warner Robins Fire

Department; Perry Fire Department;

Forsyth Fire Department; Griffin Fire

Department; Houston County Health

Care; and the Medical Center of Central

Georgia. The metro team includes the

Atlanta, Fulton Coun ty, Cobb County,

DeKalb County, Gwinnett County and

Clayton County Fire Departments. The

Savannah and Glynn County Fire

Departments make up the coastal team.

Georgia Homeland Securi ty Director

Bill Hitchens notes that creating GSAR

teams is a notable benchmark in

Georgia's decade-long war on terrorism,

which began shortly after Atlanta was

selected as the site fo r the 1996 Olympics.

Extensive planning, training, response

and intelligence-gathering capabilities

have been established since then by

GEMA and the Georgia Office of

Homeland Security.

eeds assessments and discussions

with ODP date back to 1999 and led to a

buildup of haz-mat and bomb disposal

(EOD) capabilities around the state,

including a $6 mi lli on grant received last

year to acquire 10 new state-of-the-art

bomb trucks for the Georgia Bureau of

Investigation (GBI). After the te1Torist

attacks of September 11 , 2001, discussion

shi fted to an expansion of heavy rescue

assets. Funding to set up GSAR teams

was requested by state officials the fol -

lowing year, and the grants were

approved summer 2003.



EMERGENCY MANAGER Summer 2004

20

Homeland Security Grant Dollars
Continue to Make an Impact on
Georgia's Preparedness
By Joe McKinney, Assistant Division Director Terrorism Emergency Response and Preparedness Division

Georgia continues to be on the forefront of the wise use of the federal terrorism-related funding

official award. The funds were awarded April 1, 2004, well within the 60 day period prescribed by ODP.

that is being made avai lable through the

As many of yo u are no doubt aware,

U.S. Department of Homeland Security, this funding has been used throughout

Office for Domestic Preparedness (ODP). Georgia to provide state and local first

In fact, thi s federal fiscal year (FY04), responders with the latest in terrorism

Georgia was awarded $67.45 million for response and recovery equipment and

terrorism preparedness.

training. In fact, the Homeland Security

The authorizing agency of these Grant Program (HSGP) made more than

funds is the Georgia Office of Homeland 120 awards to local first responders

Security, while the Georgia Emergency across the state.

Management Agency (GEMA) manages

Approx imately 80 percent of the

the grants.

FY04 funding was used to improve inter-

The planning process for awarding operable communications, haz-mat capa-

the FY04 funds began in late 2003, with bility, bomb di sposal ability, decontami-

the expectation that funding would be nation devices and personal protective

released to Georgia in early 2004. In order equipment. The remaining funds were

to comply with federal regulations, the used for tactical and strategic terrorism

state must distribute a minimum of 80 response improvements at the state level ,

percent of the total funding to local first and went to agencies such as the Georgia

response agencies within 60 days of the State Patrol and Georgia Bureau of

Investigation.

In order to

receive the fund-

ing, recipients

must have agreed

to provide mutual

aid during a

Weapons of Mass

Destruction

(WMD) event.

In addition,

al l awards must

have been in line

with the state

homeland securi-

ty strategy fo r the

overall improve-

ment of terrorism

Administrative Office ofthe Courts Grants Manager AlFrazier (far right) presents a deftbnllator, trauma ktl, safety vests and two-way radio kits to Valdosta Municipal Court Judge John Edwards and his assistant Cynthia Walker in July.

preparedness and response. Eligible equipment includ-

The equipment was purchased with HSGP funds for the Ctly of Valdosta.

ed personal pro-

tecti ve equipment

21

(PPE), exp losive device m1t1gation and remediation equipment, chemical/biologic a I/rad io 1o g ica l/n uc 1ear/ exp Io s ive (CBRNE) search and rescue equipment, interoperable communi cations equipment, detection equipment, decontamination equipment, physical security enhancement equipment, terrorism incident prevention equipment, CBR E logistical support equipment, CBRNE incident response vehicles, medical supplies and limited types of pharmaceutica ls, and CBRNE reference materia ls .
These funds could not have been used to purchase general-use computers, software or vehicles, weapons, ammunition, or for previously procured equi pment.
The funding allocation was broken down by ODP as follows:
Homeland Security Grant Program: $41.96 million to first response entities (fire, law enforcement, emergency medical services, emergency management agencies and hospitals) for the procurement of authorized terrorrelated equipment.
Law Enforcement Terrorism Prevention Program (LETPP): $ 12.45 mi llion to Jaw enforcement for the procurement of authorized terror-related equipment. These funds were used for a statewide upgrade of the Georgia Crime Information Center crim inal hi story computer system and for local public safety agencies to purchase computer systems to access the new system. Once implemented, this system will enhance the abil ity of law enforcement to pull crim inal history and related information, including photos and terrorist alerts.
Citizen Corps: $871,000 to develop and train Citizen Corps across Georgia. Citizen Corps funds were distributed to
Summer 2004 EMERGENCY MANAGER

more than 20 local jurisdictions to help them recruit volunteers and conduct training.
Urban Area Security Initiative (UASI): $10.68 million to first response entities in the City of Atlanta and Fulton and DeKalb counties to supplement equipment and training. UASI funds will enhance interoperable public safety communications capability and add the ability to tie into the urban counties surrounding metro Atlanta.
Transit Security: $1.483 million to the Metropolitan Atlanta Rapid Transit Authority (MARTA) in Atlanta to improve terrorism readiness and deterrence. MARTA and its police department will use these funds to harden critical infrastructure in their system and improve communications and explosive detection.
GEMA relied on All-hazards Councils to provide a local perspective during the decision-making process for the grant awards, a collaboration that began in FY03. Facilitated by GEMA's eight area field coordinators, these councils bring together community leaders and key consequence managers to develop preparedness, response and recovery strategies for disasters. All-hazards Councils collect the grant applications, review the proposals and suggest how to prioritize projects based on threat and need.
This input lends credibility to the process with local governments. Instead of the state dictating what the community needs, their peers are helping to decide what is needed locally. This system has worked so well in Georgia it is being used as a model for other states.
GEMA then reviews the submissions to ensure that regional needs are met and suggested awards are in line with threat, risk and capability. Previous awards also are taken into consideration in order to ensure that the best regional fit is achieved.
Spending decisions are re-evaluated by the Georgia Office of Homeland Security and reviewed by ODP. Once all reviews are completed and a decision rendered, the local jurisdiction is advised of its award.
The grant process in Georgia continues to work to improve the lives of all Georgians through raising the realistic expectations of terrorism deterrence and response capability in the first response community.
EMERGENCY MANAGER Summer 2004

Georgia Creates Regional VOADs
By Heather Moyer

Georgia will soon see a network of eight regional Voluntary Organizations Active in Disaster (VOAD) coalitions in addition to its state-level VOAD. Modeled after the Georgia Emergency Management Agency (GEMA) system that divides Georgia into eight regions, the idea was initiated by Lutheran Disaster Response Georgia Coordinator and Georgia State VOAD Vice President Bob Tribble.
"The problem was that every time there was a disaster, we had to start at zero as far as getting all the local organizations to know and work with each other," explained Tribble, who also serves as Evangelical Lutheran Church of America disaster coordinator for the Bishop and Synod of Georgia, Alabama, Mississippi and Tennessee. "There are 159 counties in Georgia, so we're trying to avoid this confusion in the future."
Tribble enlisted the help of Church World Service (CWS) Disaster Response and Recovery Liaison Lesli Remaly. Together, they brought in other organizations such as the Humane Association of Georgia, Georgia FaithBased Initiative and the Federal Emergency Management Agency (FEMA) to start the initial brainstorming on which additional groups around the state could join the regional VOADs.
"I'm grateful for Lesli's help," said Tribble. "She really knew how to organize and get us moving in the right direction."
Last week, Tribble, Remaly and FEMA Voluntary Agency Liaison Ken Skalitzky met with the eight regional GEMA coordinators, who quickly signed off on the plan as something that could significantly help disaster survivors.
"They agreed to host the first regional VOAD meetings at their own monthly regional meetings," said Remaly. "Those meetings include all the county emergency coordinators of

that area, so we felt really good about

that."

Tribble added that even though that

meeting was only last Tuesday, the plan

is already progressing. "Two of the

regional meetings are already set up,"

he said. "I feel very fortunate that this is

all going as well as it's going."

Other agencies now involved

include the South Georgia Conference

of the United Methodist Church, the

Atlanta Diocese of Episcopal Relief and

Development, Presbyterian Disaster

Response, the American Red Cross

(ARC) and The Salvation Army.

"It's so good to start these intera-

gency relationships now so these

groups can already know each other,"

said Tribble.

Remaly said that the regional

VOADs will set up, then focus on

establishing long-term training and

organizing. "Some great steps were

taken last week. It was very success-

ful," she said. "We hope to expand a

strong network across the state."

According to a final report written

by Tribble and Remaly on last week's

meetings, discussions with coordinators

of Georgia's ARC noted that several

counties in Georgia already have simi-

lar area organizations. The ARC started

a 30-member voluntary organization in

Fannin County several years ago, and

Troup County has had one since 1997.

While the plan is just in its

organizing stage in Georgia, other states

could see similar programs started as

well. Remaly will attend the next

Mississippi state VOAD meeting to

share the Georgia initiative with them,

something Tribble said he would cer-

tainly help with should they need him.

He added that he would love to see

this system go nationwide. "The more

prepared we are, the better off we'll be

when a disaster does happen," he said.

"If it works well in Georgia, we'll let

others know about it."



Reprinted, with permission, from Disaster News Network www.disastemews.net. This article originally was published March 2004.

22

Grant Basics:
The Down and Dirty
By Andy Altize1~ Lead Planner Terrorism Emergency Response and Preparedness Division

I magine getting a call from the chief as you are driving your squad car around the town square telling you return to the office for an important mission. Could it be a special task force assignment, or perhaps even a promotion? The chief greets you as you enter the precinct headquarters with a smile that promises a migraine. You have been whining about the need for some interoperable equipment for two years, and now the chief hands you a thick document that describes the application process for a grant initiative. Congratulations - it's due tomorrow.
Grant writing. Two words that send most people running out the door. Yet, with the evolution of state homeland security funding of 80 percent passthrough to local first responders, grant writers are born overnight. But if you try hard, follow a few basic guidelines, develop relationships and use a little creativity, you might just come away with funding for an important project, program or piece of equipment.
The following few simple pieces of advice will increase your likelihood of receiving grant funding and help reduce headaches. So, if you're a first-time grant writer, here are a few basic guidelines that should help with the process :
1. Research, research, research. Know your project, the overall grant strategy and your reviewing organization.
2. Follow the guidelines exactly. They are not simply recommendations . Follow the checklist.
3. More is not necessarily better. If it asks for five pages, don't send six.
4. Relationships are good; name dropping is bad. Developing relationships with decision-makers is

beneficial and makes good sense. Dropping names in the application can backfire on the grant writer especially if the name dropped does not back the project.
If you have a grant to write, don't run for the door! These tips can help.
5. Involve your finance people. First, there is nothing worse than finding out that your project does not have the backing of the finance people after you've done all the work. Also, they are probably the ones who will have to do the grunt work once you receive the funding. Finally, the finance department typically understands the "big picture" and will make sure that your project complements other projects, and, equally as important, doesn't trump a bigger project.
6. Be thorough, but realistic. For example, adding 10 SouthernLinc radios will increase your depart ment's ability to communicate, but probably will not single-handedly defeat Al-Qaeda.
7. Follow-up is okay. Give it a few days and contact the organization

where you sent your application. Don't get pushy, but putting a name and face (or voice) together is a good thing.
Some other common sense, but often ignored, tips for grant writing success: 1. Have someone else read your grant
application before you submit it. In fact, your application will be even stronger if several people read and edit it! At least one person who has no background on the project should read your application. Remember, the grant reviewer may not have a clue about a piece of equipment, project or program. 2. Let someone else write if you don 't have writing talent. You can still take the lead by providing direction and an outline. 3. Your application must tell why your project is significant and how it will impact the community. 4. Point out clearly and early on the link between your project and the overall grant strategy.
Let someone else write your grant if you have a hard time writing. You can take the lead on the project in other ways.

23

Summer 2004 EMERGENCY MANAGER

5. Don't be afraid to state up front how much the project will cost.
6. Mention other funding sources. Showing the reviewer that alternate sources are part of the overall project budget demonstrates "buy in."
7. Describe how people, not equipment or buildings, will benefit from your program.
8. Again, be thorough , but concise. More is not better.
9. Avoid professional jargon. 10. The executive summary is very
important. It may be the first portion of your grant proposal to be reviewed or the only portion sent to the next decision-maker after the first cut. Still, limit your summary to the space provided. 11. Project enthusiasm and confidence without appearing unrealistic or boastful. 12. Demonstrate collaborative efforts. 13. Show potential for future sustainability. 14. Write in the third person. 15. Again, follow the guidelines. For example, equipment must be on the approved equipment list of the Georgia Homeland Security grant process or it simply cannot be funded.
Pet peeves of typical reviewers: Unless you absolutely have to, do not send your proposal via overnight mail. It implies you either pulled the proposal together at the last minute or you do not really need the money. Make sure you can back up your claims with evidence. If you say your department is the only one that does something, make sure that is true . Chances are it's not. Font size should be 12 points or larger. Do not send your proposal in plastic or other binder. It may look petty, but it's frustrating when the 50 other applications on top of the one you submitted slide off onto the floor. Save the triple-bagged approach for the lab. Be careful with your verbiage, and think positive. Write, "we will," not "we hope. " Don't drop names. And, please don't start your application with, "Since 9/11 ... " It is overused and has become cliche.
EMERGENCY MANAGER Summer 2004

Although you might finish your grant at the last minute, don 't let the reviewer know that! Never use overnight mail.

Finally, don't limit yourself to typical grant opportunities, such as the Federal Emergency Management Agency, Fire Grants or Office for Domestic Preparedness/State Homeland Security funds. Research private and community foundations, local corporate giving guidelines, nonprofit groups, even citizens who may have an interest in your program or project. The biggest reason why many people don't give to important projects is that they are simply not asked to donate.
Grant writing is not an art or science. Developing and maintaining relationships well before guidelines are announced is important, and following the stated proposal guidelines is critical. Good luck. (Note: This article was paid for by an ODP Education Grant - just kidding!) n

Take this quiz and see ifyou 're ready for hurricane season!
1) There are two new names on this year's hurricane list. Which ones are they? a) Alex and Bonnie b} Gaston and Matthew c)' Earl and Otto d) Danielle and Ivan
2) What is the earliest hurricane of the season to strike the U.S.? a) Audrey (1957) b) Alma (1966) c) Agnes (1972) d) Allison (1989)
3) Of the Category 4 and Category 5 hurricanes that have made landfall on the U.S. coast, what percent have hit Florida and Texas? a) 15 percent b) 45 percent c) 76 percent d) 96 percent
4) What was the last hurricane to strike the Georgia coast? a) Betsy (1965) b) Hilda (1964) c) Carmen (1974) d) David ( 1979)
p (fl .';y ([ .'q (z .'q {[ S.JC!MSUff
24

The 9-1-1 Center in a School Crisis
By Mark Muma Area School Safety Coordinator

I magine a sunny, spring morning where children sit in class waiting anxiously for the bell to ring. But the bell never rings. Instead, the principal advises everyone to evacuate the building. A suspicious package has been located in one of the hallways.
Following the school 's emergency operations plan, administrators begin evacuating the building as the principal calls 9-1-1. More than 2,000 children, teachers and administrators are directed toward the evacuation site immediately.
News of the evacuation has now reached the media, and phone calls start rolling into the 9-1-1 center. Dispatchers begin taking calls from parents, the media and even responding police officers. Communications officers are pulled in different directions as they help coordinate the response effort as well as take calls for emergencies in other parts of the county.
Meanwhile, the police department as well as the fire department arrive at the school and begin scouring the scene. Unfortunately, the package is beyond their area of expertise, so they radio the 9-1-1 center and ask the dispatcher to contact the Explosives Ordinance
Annual EMAG Conference
The 2004 Emergency Management Association of Georgia conference is scheduled for November 14 - 16, 2004, at the Sea Palms Golf and Tennis Resort on St. Simons Island. Early registration is November 13 for those who want to enjoy the amenities of St. Simons Island and Georgia's coast. For more information or to register, please visit: www.emagonline.com/2004_ emag_conference.htm.
25

Disposal (EOD) unit and activate the hazmat team. These units arrive at the scene and determine that the package is not an explosive device. However, it does contain some type of chemical, and haz-mat tests are inconclusive. Finally, the Civil Support Team is called in. They discover the package is a hoax. Soon, students are back in class.
Communication is vital when managing an emergency. If your local high school is evacuated, what burden will be placed on your 9-1-1 center? Do you have the training and the information necessary to manage an emergency? Each situation is different, and each situation will tax your resources. Dispatchers will be pushed and pulled to do several different tasks, but there are certain steps you can take in order to prepare. The following suggestions can help.
Locate a mobile communications vehicle. Do you have a backup plan if your center loses power or the ability to function? In the event of a power loss or natural disaster, a backup center or mobile communications vehicle may prove to be invaluable. The Georgia Emergency Management Agency (GEMA) has one available 24 hours a day, 7 days a week, complete with low band, high band and 800 MHz capabilities.
Do you have a copy of your school's emergency operations plan? Make sure communications officers are not "lost" in the 9-1-1 center. After all, they are inside while officers are responding to the scene and securing the perimeter. Contact your board of education for a copy of its emergency operations plan. You should know what the school is doing before first responders arrive.
Do you have floor plans for your schools? Picture this - an armed intruder has entered the school. A caller notifies

If a school in your neighborhood becomes a crime
scene, the subsequent calls to 9-1-1 may strain your communications center. Make sure dispatchers have the information they need before a crisis.
you that the gunman is outside Room 212. Will you be able to direct officers to Room 212? Contact your board of education for floor plans of each school.
What about school demographics? Does your center have important information about each school, such as the number of students and faculty? Do you know of any special security measures the school has implemented? Written directions to each school that can be faxed may prove to be a valuable asset for state and federal agencies.
Do your schools have video surveillance? Believe it or not, many schools have video surveillance. And some of those schools have the ability for administrators to monitor the cameras from the Internet. Having access to this site will provide your center with specific intelligence as to what is happening within the school.
Do you have a list of CPR-certified staff members? Sure, emergency medical
Summer 2004 EMERGENCY MANAGER

services will be dispatched, but what about the critical minutes before they arrive? Could someone at the school help ?

Are there any support programs for 9-1-1 centers? Training is difficult, but believe it or not, free programs are available. Consider a volunteer interpreter program or a public information officer class.

Communications centers have

always been an area of extreme impor-

tance. The goal , of course, is to receive

and disseminate information in a timely

fashion. However, communications offi-

cers do not merely receive and dispatch

calls.

A communications officer must be a

multi-talented multi-tasker, able to

answer a phon e with one ear and listen to

an officer on a traffic stop with the other,

or ensure the safety of an officer without

neglecting the reporter who is calling

about an auto accident with injuries, or

attend to the citizen who always notices a

crime in the neighborhood while silenc-

ing radio traffic so an officer can clear a

building. Communications officers juggle

all of these tasks, often while handling

the repetitive caller, the ever-inquisitive

patrol officer and the citizen who needs

directions. These are the roles of a dis-

patcher, seldom seen and rarely

appreciated.

Schedules that circle the clock are

not forgiving , and training is always an

issue for public safety personnel. To help

conununications officers get the training

they need to handle a natural or man-

made di saster, GEMA created, "9-1-1 's

Response to Community Crisis." This

8-hour class provides a brief review of

the basic communications certification

class followed by the principles of emer-

gency management, focusing on the field

programs. This class also covers the inci-

dent command system during a mass

casualty event and introduces ideas and

programs that may assist planning efforts

in your communications center. The class

concludes with tabletop exercises where

each participant acts under the umbrella

of incident command.

For more information on this course

or other training provided by GEMA's

School Safety Unit, please visit our Web

site at www.gema.state.ga.us and click on

school safety.



EMERGENCY MANAGER Summer 2004

Protecting the State from
Agroterrorism Threats
By Lisa Ray Director ofPublic Affairs

Americans are

based emergency

fortunate. Our

alert system devel-

domestic food sup-

oped by AT&T

ply and livestock

and Invizeon

herds are some of

Corporation. The

the safest and

system will rapid-

healthiest in the

ly disseminate

world, and among

information to

our key assets.

AGISAC mem-

However,

an Governor Sonny Perdue announces AG/SAC bers

through

assault on live- last spnng dunng National Agriculture Week devices such as

stock, through bio- festivities at the State Captlol He is telephones , per-

logical weapons or accompanied by Buddy McNutt, mascot for the sonal computers,

the introduction of National Peanut Board

personal digital

a foreign animal or

assistants (PDAs)

crop disease or

and cell phones.

pest, would not only threaten animal The system also enables participants to

and public health, it would also shake respond to and collaborate with the

the public's confidence and potentially sender.

devastate the American agribusiness

"The Center takes Georgia's animal

economy.

health and food safety surveillance pro-

In response to potential agroterror- gram from the defensive to offensive,"

ism threats, Governor Sonny Perdue said Georgia Commissioner of

created the Georgia Agriculture Agriculture Tommy Irvin.

Information Sharing and Analysis

"Georgia is the first state in the

Center (AGISAC). Spearheaded by the nation to have such a system in place

Georgia Department of Agriculture , and is the first in the United States to

AGISAC is an alert notification net- comply with the Homeland Security

work of federal and state agencies, pri- Presidential Directive 9, which directs

vate companies, and academic institu- each state to develop awareness and

tions, as well as agriculture associations early warning capabilities to recognize

based in Georgia. The initial project threats," said Georgia Homeland

was funded by the Georgia Department Security Director Bill Hitchens. "The

of Human Resources.

program is sure to become a national

AGISAC will be implemented by model."

the Georgia Emergency Management

"AGISAC represents government

Agency's (GEMA) Combined and private sector partnerships at their

Communications Center, which is the best, working together for a common

high-tech nerve center for emergency response activities in Georgia.

I goal - to prevent and minimize poten-
tial threats to the safety and security of

Operating 24 hours a day, seven days a our state 's animal industries and food '

week, the center handled more than supply," concludes GEMA Directo

300,000 calls during fiscal year 2003 Mike Sherberger.

and served eight agencies.

To repo1i an agriculture emerge cy,

In the event of an animal disease please call the Georgia Department of

outbreak or food contamination inci- Agriculture at 1-800-282-5852 fo r call

dent, GEMA's Communications Center GEMA toll-free 111 Geo/gia at

will use CHAIN-EMN, a new Web- 1-800-TRY-GEMA.



I

26

GEMA Post Office Box 18055 Atlanta, Georgia 30316-0055
1-800-TRY-GEMA www.gema.state.ga.us
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