Emergency manager magazine, Summer 2007

Emergency
MANAGER

SUMMER 2007
Wildfires Spread Across Southeast Georgia
Emergency Management Challenges on a College Campus
Georgia Readies for Hurricane Season
Re-thinking Policies in Face of Pandemic Flu

Emergency Manager is the official magazine of the Georgia Emergency Management Agency
Lisa Janak Newman, Editor
Honorable Sonny Perdue Governor
Charley English Director
Donna Burns Assistant Director of Administration and Public Affairs Director
Ken Davis Public Affairs Officer
Buzz Weiss Public Affairs Coordinator
Lisa Janak Newman Editor/Graphics Coordinator
Kandice Eldon Web Coordinator
Katherine Huggins Constituent Services
Coordinator
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
You are welcome to submit original articles for publication consideration. The deadline for the fall issue is September 30.
Cover photo courtesy of Tracy J. Smith,
Georgia Department of Corrections, Public Affairs
Public Relations and Information Manager

From the Director
A Busy 2007
It's been a little over eight months since we celebrated New Year's, and already 2007 is a memorable year.
On the night of March 1, the first day of tornado season, a record 21 twisters touched down in communities from Americus to Columbus to Thomson. A total of nine people were killed and Sumter Regional Hospital in Americus was virtually destroyed when it took a direct hit from a powerful EF-3 tornado. Fifteen counties were included in a presidential disaster declaration. By the May 2 application deadline, FEMA had approved $1.9 million in disaster aid through the Individuals and Households program to more than 1,800 applicants, and the Small Business Administration had disbursed $7.2 million in low-interest loans. Estimates for Public Assistance grants to repair and replace infrastructure are $17 million.
In past years, that disaster alone would have been the sole focal point of our attention. But the tornadoes were only the beginning. In mid-April, while many of our personnel were still deployed to the impacted area, a downed power line sparked a series of wildfires across southeast Georgia. More than 3,300 firefighters from 44 states and as far away as Canada and Puerto Rico battled the blazes, which charred approximately 564,000 acres of Okefenokee swampland and private property in Georgia and Florida. Although much progress has been made, these efforts are ongoing as we continue to work closely with the Georgia Forestry Commission to assist with resource support and address the impact of the fires on the affected communities. In addition, more than a dozen state agencies and the volunteer community have provided outstanding support.
In addition, hurricane season is under way. The National Hurricane Center warns that we can expect 13 to 16 named storms, including seven to nine hurricanes, three to five could become major hurricanes. Fortunately, a pre-season subtropical storm and two subsequent tropical storms didn't amount to anything.
Looking back at the year so far, I realize that our solid partnerships with local officials, other state agencies, and the volunteer and private sectors obviously paid off. Together, we effectively collaborated to provide the necessary support for tornado response and recovery and firefighting efforts. Our ongoing planning and training efforts enhanced the quality of our response. The leadership of local officials saved lives and mitigated even more damage.
Let's keep up the good work and hope that the final months of the year are a little less daunting than the first. Thank you for being ready when your name is called.

1

Summer 2007 EMERGENCY MANAGER

Exceptional EMA

Billy Mitcham, Thomaston-Upson County

The year was 1959. The Marshall Plan was passed to rebuild wartorn Europe in the wake of World War II. The ABC television network debuted. The first Polaroid camera was sold in the United States. Democratic President Harry S. Truman was re-elected in an upset over Republican Thomas Dewey. And 26-year-old William G. "Billy" Mitcham, fresh from active military duty, was appointed director for the Thomaston-Upson County Emergency Management Agency.
Mitcham is a lifetime resident of Upson County, a scenic community of 28,000 located on the banks of the Flint River. At the time of his appointment, Upson County was a thriving textile manufacturing center in central Georgia, and the buzzwords were "civil defense."
"Back in those days, the focus was on nuclear war. We developed community shelter plans and evacuation plans for target areas," says Mitcham.
He also prepared for a major plant fire, which could release hazardous chemicals used in the manufacturing process into the air, forcing evacuations. "At one time, Upson County was heavy in the textile industry, and this was a big threat," says Mitcham. However, the textile industry is moving out, reducing that threat.
Nevertheless, the county remains susceptible to hazardous materials transportation accidents. "Also wildfires," adds Mitcham. "Of course, severe weather would be at the top of the list; it has gotten more and more prevalent. We've had some brushes with severe thunderstorms."
To ensure his community is prepared for the myriad of disasters that may impact it, Mitcham embraces change and stays on the forefront of emergency management planning. When new federal planning requirements are released, Mitcham is first to hop on the bandwagon. For instance, instead of hiring a planning consultant to prepare the county's Pre-disaster Mitigation Plan, he worked hard to gather data, conduct risk assessments, and develop mitigation strategies, convinced his agency knew the county's risks better than anyone.

"Planning has gotten a lot more detailed than it was in the 1950s," he says. "Now we have the local emergency operations plans, pre-disaster mitigation plans, pandemic flu plans ... and NIMS (National Incident Management System) is a whole new ballgame."
Mitcham works to ensure emergency responders in his county are NIMS compliant. Developed by the Department of Homeland Security, NIMS provides a unified approach to disaster response by creating consistent command and management standards. "We use NIMS in all our exercises and incidents to some degree, especially incident command principles in local emergency services," says Mitcham. "All of our departments have just about completed the NIMS 100, 200, 700 and 800 training courses, and some of the command staff have completed NIMS 300."
With nearly 50 years of experience under his belt, Mitcham has seen his share of disasters. "We had a crippling ice storm in the 1960's that was totally unexpected," Mitcham recalls. "We had 14 inches of snow on the ground. People at the Georgia Emergency Management Agency didn't believe us when we called for the National Guard to get people off the highways!"
The infamous floods of 1994 also took their toll on this scenic community. "There was a lot of damage to infrastructure: Roads were impassable, bridges washed out, and culverts and pipes were washed away. It was quite expensive."
Convincing the public to prepare for these incidents is one of Mitcham's biggest challenges. "We encourage the public to take these threats seriously," he says. "They should obtain information about severe weather and prepare a family disaster plan."
Over the years, Mitcham has received numerous accolades for his work. In 1999, he was presented with the Service to Mankind award by the Thomaston Sertoma Club. In 2004, he received the lifetime achievement award from the Thomaston-Upson County Chamber of Commerce. And in 2006, he was named

Director of

the Year by

the

Emergency

Management

Association of

Georgia.

However,

Mitcham

refuses to take

sole credit for

his achieve-

ments. "Any

accomplishments we've made is a

Thomaston-Upson EMA Director Billy Mitcham.

result of the

cooperation between volunteers, depart-

ment and agency heads, and local elected

officials," he says. "I can't emphasize it

enough.

"I've heard of turf battles in other

areas, but not here," he continues.

"Everyone has supported each other."

However, his greatest honor came on

June 9, 2007, during an open house and

ribbon-cutting ceremony held by Upson

County commissioners for the new emer-

gency management facility. Mitcham was

astonished to learn during the dedication

ceremony that it had been named the

William G. "Billy" Mitcham Emergency

Management and Rescue complex in his

honor. "It was a shock, I tell you,"

Mitcham declares. Soon after the ceremo-

ny was completed, a sign with the new

name was raised at the entrance to the new

complex, which houses the county's rescue

boat and trucks, mobile command unit,

and other equipment, along with sleeping

quarters and bathroom facilities.

"This was a result of a lot of other

people's hard work," Mitcham says, ever

humble. "To accomplish anything in this

field, you need the help of a lot of people.

I couldn't ask for better cooperation."

This goodwill, along with a desire to

help others, inspires Mitcham to continue

working, even after nearly a half-century

on the job. "I have no plans to retire," he

says. "I thoroughly enjoy it, and I plan to

stay around a little longer."

--Lisa Janak NewmanI

EMERGENCY MANAGER Summer 2007

2

In Brief

The back of a Dodge Magnum police cruiser in Doraville reads "to protect and serve" in Hebrew.
Doraville PD's
Foreign Language
Initiative Connects
with International
Community
Patrol vehicles in the city of Doraville are sending out a new message, written in various languages across their back bumpers. "To protect and serve" translated into German, or "Te beschermen en te dienen," is displayed on unit #36. The Chinese version can be found on unit #56. Vietnamese is on unit #38, Hebrew on Unit #86, and Spanish on unit #45.
Soon, all of the city's police cars will carry the message in a language that represents a foreign country. Plans are even in the works to change the current English language writing of "S.W.A.T." to a foreign language of the officer's choice.
The Foreign Language Initiative on the cars is a way to help the largely international community connect with the police department that serves it. "We are the people's police department, and we protect equally our residents, non-residents, and visitors," says Doraville Police Department Chief John King.
He says the program has met with an "amazingly positive" response. "We get calls all the time about the writing on our cars. People are excited to see their native tongue, they feel a sense of pride and ownership in our department, and are thrilled that we are reaching out to our community in such a simple, direct way."I
3

Georgia Makes Short List for New Research Center

Governor Sonny Perdue and federal officials have announced that Georgia is one of five finalists for a new cuttingedge National Bio and Agro-Defense Facility (NBAF).
"Georgia will continue working hard to convince federal officials that we have the right combination of resources, infrastructure and a talent to bring this research center to our state," says Perdue. "This center will not only generate jobs and economic activity, it will also cement the state's leadership position in the life sciences and agriculture industries."
If Georgia gets the nod, the facility would be housed in a 500,000 sq. ft. facility in Athens owned by the University of Georgia and would employ as many as 350 researchers and staff

upon opening. It would have a 20-year economic impact of as much as $2.5 billion in wages and salaries, and $6 billion overall, according to the University's Carl Vinson Institute of Government.
The facility will integrate human, foreign animal and zoonotic disease research, development and testing in support of other federal agencies. It would house the most secure type of laboratory for the handling of infectious diseases and toxic compounds, known as a BSL-4, or biosafety level 4. Only a handful of BSL-4 labs exist around the country; one has been built at the Centers for Disease Control and Prevention in Atlanta.
Other states still in the running include North Carolina, Texas, Kansas and Mississippi.I

NENA Honors Girl
for Saving Sister
On June 10, 2007, Ashley Dixon, a 12-year-old from Clayton County, was honored for properly and successfully dialing 9-1-1 in an emergency by the National Emergency Number Association during its annual conference in Charlotte, North Carolina. "I am really pleased that one of our Georgia 9-1-1 heroes is being recognized in this way," says 9-1-1 Program Administrator Elaine Sexton.
Ashley acted quickly when her older sister was severely burned by hot oil in a household accident last June. First she placed her sister into a shower to ease her pain, then she frantically called 9-1-1. While she was on the phone, her sister had a seizure. With patience and gentle guidance, Dispatcher Lori Greene from Clayton County Police/9-1-1 Division calmed Ashley and extracted

(Left to right) Clayton County Deputy Police Chief Greg Porter, GEMA 9-1-1 Program Administrator Elaine Sexton, Call Taker Lori Greene, NENA Executive Director Rob Martin and Ashley Dixon proudly display the "9-1-1 Kid Hero" award during a ceremony at NENA's annual conference.
the information needed to send help. Ashley's love and dedication to her family was apparent throughout the ordeal. Thanks to her actions, Ashley's sister received necessary medical attention. Ashley also was recognized by Governor Sonny Perdue on 9-1-1 Appreciation Day for her heroism.I

Summer 2007 EMERGENCY MANAGER

Georgia to
Receive Nearly
$40 Million in
Homeland Security
Grants
The U.S. Department of Homeland Security (DHS) will award Georgia more than $39.9 million in fiscal year 2007 grants to build a wide range of homeland security capabilities.
Funds will be awarded under the categories of the State Homeland Security Program, the Law Enforcement Terrorism Prevention Program, the Urban Areas Security Initiative, the Metropolitan Medical Response System and the Citizen Corps Program. The State Homeland Security Program will receive $14.2 million, which will fund State Homeland Security Strategy implementation activities to build capability to prevent, protect against, respond to, and recover from acts of terrorism and other catastrophic events. The Law Enforcement Terrorism Prevention Program will receive $10.1 million for law enforcement and public safety activities to prevent terrorist attacks through intelligence gathering, information sharing and target hardening. The Urban Areas Security Initiative will receive $14.6 million to protect designated high-threat, high-density urban areas against acts of terrorism and catastrophic events. The Metropolitan Medical Response System will receive $516,290 to plan and prepare a large-scale medical response to any catastrophic event. The Citizen Corps Program will receive $372,512 to promote citizen preparedness and engage citizens in allhazards prevention, protection, response and recovery.
According to DHS, grant allocations are based, in part, on 1) an analysis of relative risk at the state and urban area level, and 2) an assessment of the anticipated effectiveness of grant applicants' proposed solutions to meet identified needs, as determined by peer reviewers.
"Thanks for everyone's hard work in preparing the applications," says Georgia Emergency Management Agency Director Charley English. I
EMERGENCY MANAGER Summer 2007

Child 9-1-1 Heroes Honored

On April 8, 2007, Governor Sonny Perdue honored Georgia's 9-1-1 professionals and 15 young "9-1-1 Heroes" from around the state during 9-1-1 Appreciation Day. This annual ceremony recognizes the dedication and commitment of Georgia's approximately 2,000 9-1-1 professionals and children who successfully used 9-1-1 during the past year to save the lives of family members in emergencies. This year's 9-1-1 Heroes are 13-year old Alexus Amis of Henry County; 7-year old Rachel Anderson, 12-year old Gus Galloway and 12-year old Nick Parrish of Banks County; 6-year old Edgar Devane of Schley County; 12-year old Ashley Dixon and 9-year old Ipo Roig of Clayton County; 11-year old Allen Hetzel and 11-year old Tabitha Kelly of Forsyth County; 10-year old Tahjana Hill of Fulton County; 11-year old Zachery and 5-year old Tanner Moore of Rockdale County; 3-year old Cody Roy Myrick of Jasper County; 5-year old Jay'len Quarles of Douglas County; and 9-year old Matthew Sparr of Fayette County.

Citizen Corps
Now Operating
Under FEMA
April 1, 2007, marked a new phase for Citizen Corps. As part of the realignment of the Department of Homeland Security and Federal Emergency Management Agency (FEMA), Citizen Corps joined FEMA as part of the National Preparedness Directorate. This move places Citizen Corps within an organization with a focus closely aligned with Citizen Corps' mission of bringing civic and government leaders together to involve the community in all-hazards emergency preparedness, planning, mitigation, response and recovery.
Citizen Corps was created to help coordinate volunteer activities that make communities safer, stronger and better

prepared to respond to any emergency situation. Through its five partner programs, including Fire Corps, Medical Reserve Corps (MRC), Community Emergency Response Teams (CERT), Volunteers in Police Service (VIPs), and USAonWatch/Neighborhood Watch, Citizen Corps provides opportunities for people to participate in each of the emergency responder disciplines in an effort to make their families, homes and communities safer from the threats of crime, terrorism and disasters of all kinds.
For more information about Citizen Corps or its five partner programs, visit www.citizencorps.org.I

4

EMAG Corner

By the time this goes to print, the year 2007 will be halfway over and our annual conference will be right around the corner. Your board of directors is working hard to make sure it will be a success. Mark your calendars! The dates for this year's meeting will be November 12-13. As decided by membership vote, we will be returning to the Sea Palms Resort again this year.
EMAG's new Web site is another work in progress. This has been a long drawn-out process, and I know a lot of you have been anxiously awaiting its arrival. Our goal has been to create a userfriendly format where new features can be added easily. Now, users can register for EMAG events and pay fees and membership online. The address has not changed, so be sure to check out emagoline.com.
Once again, EMAG, in cooperation with the Georgia Emergency Management Agency (GEMA), sponsored Contemporary Issues on August 28 at the Georgia Public Safety Training Center. This meeting has long been a favorite with local directors, who gather to discuss current issues in the emergency management community and build relationships with their peers.
A special thanks to the board of directors and all EMAG members who made our booth at the Governor's Emergency Management Conference possible. We recruited several members and established new relationships that will

Dooly County EMA Director and EMAG President Kenny Calhoun
surely help our organization grow. Our booth also served as a great place for EMAG members to meet and just hang out when they weren't busy. We are very glad we could provide this service for our members.
As you can see, EMAG has been busy the first half of the year and the second half promises to be even busier. If you are reading this and are not yet a member, you are invited to join. However, EMAG tries to represent all directors and members of the emergency management "family" regardless of membership.
If you have any questions or want to discuss an issue, please feel free to contact me, any EMAG officer, or one of our area chairpersons. Contact information is available on our Web site. This is your organization as professional emergency managers, so help us help you by becoming involved.-- Kenny Calhoun I

Tire Fire Puts Butts County Firefighters to the Test

Butts County firefighters were called to a particularly difficult fire on the afternoon of May 15, 2007. The blaze broke out at a tire recycling and processing plant in Jackson, spreading to nearby piles of shredded tires and sending an ominous cloud of black smoke billowing several thousand feet into the sky.
Fire and emergency management officials were challenged not only by the

blaze, but by limited access to the scene, traffic jams, cell phone failures and communications problems exacerbated by news helicopters. The Georgia Mutual Aid Group helped coordinate assistance from neighboring fire departments and a total of two dozen local, state and volunteer organizations responded to the incident. The fire was brought under control within 24 hours. There was one fatality.I

GEMA Hosts Emergency
Management Conference
Lieutenant Governor Casey Cagle addressed the crowd at the Governor's Emergency Management Conference, held at the Savannah International Trade and Convention Center June 68, 2007. Other keynote speakers included Bill Proenza, former director, National Hurricane Center and Dr. J. Patrick O'Neal, director of preparedness, Georgia Division of Public Health.
In addition, two local emergency management agency directors were recognized for their training achievements. Scotty Hancock, director of the Floyd County Emergency Management Agency (EMA), received the Neil J. Holton Training Award for attending five emergency preparedness courses offered by GEMA last year. Dewayne Bain, director of the Murray County EMA, received the Neil J. Holton Training Award for hosting eight GEMA field-delivered training courses last year.
Leslie P. Sewell, director of the Pulaski County EMA, received the Neil J. Holton Training Award for attending five emergency preparedness courses offered by GEMA last year, while the Floyd County EMA received the Neil J. Holton Training Award for hosting 14 GEMA field-delivered training courses last year.
Fifteen emergency management professionals also were recognized for achieving the status of Master Certified Emergency Manager: Sherri Renee Cornelison, Cherokee Sheriff 's Office of Homeland Security Emergency Management; James G. Cote, Wayne County EMA; Horace W. Hancock, Crisp County EMA; Scotty E. Hancock, Floyd County EMA; Harry Bruce Jeffries Jr., Georgia Division of Public Health; Joe T. McKinney, GEMA; Grant K. Moore, GEMA; Anne Lorraine Morris, Forsyth County EMA; Penny W. Padgett, Carroll County EMA; Richard Price, Gilmer County EMA; Sheri Lynn Russo, GEMA;; Scott S. Sherman, GEMA; Courtney Taylor, Gordon County EMA; Russell B. Welsh, Columbia County EMA; and Keith C. Wright, Wayne County EMA.I

5

Summer 2007 EMERGENCY MANAGER

GEMA Joins Governor's Customer Service Initiative
By Kandice Eldon, Public Affairs Officer

Let's face it: Generally speaking, government agencies are better known for their bureaucratic red tape than for their high standards of customer service. Nevertheless, the Georgia Emergency Management Agency (GEMA) has earned a reputation as an agency that cares about its customers. However, a new initiative from Governor Sonny Perdue is enabling GEMA and other state agencies to reinvent themselves by developing customer improvement plans that will help redefine the relationships between Georgians and their state government.
Working through the Commission for a New Georgia, a nonprofit organization led by top executives from around Georgia with the mission of "bringing breakthrough thinking and a fresh perspective to ways state government can better manage its assets and services and map its strategic future," Perdue appointed a customer service task force in fall 2005. This task force developed three goals to improve customer service: Easier access to government services, faster processes so customers can get business done quickly, and friendlier service in a customer-oriented culture.
Based on the recommendations of this task force, Perdue launched the Office of Customer Service in January 2006. Its goal is to develop a customer service initiative that enables Georgians to have the best service in the country. Forty-two state agency heads, including GEMA Director Charley English, were asked to appoint "customer service champions" to help their agencies lead customer service improvement efforts. GEMA immediately complied with the request.
"Each Georgia citizen who walks through our door for a government service is an opportunity," Perdue said at the customer service campaign kick-off last July. "It is my intention that Georgia govern-

ment employees will take advantage of those opportunities, showing citizens that we respect and value their time."
"Good customer service is good business," says English. "At GEMA we do our best to meet the needs of our various customers, whether we are responding to a disaster or supporting a state agency."
Disasters rarely happen during normal business hours. As a result, GEMA staff must be available 24 hours a day, seven days a week to serve its primary customers, who represent local emergency management agencies, government officials, volunteer organizations, the citizens of Georgia and the media.
"We are a 24/7 operation committed to service," English says.
To ensure that customers receive the assistance they need at any time of the day or night, GEMA developed a customer service plan that outlines goals and objectives for improving customer service throughout the agency. Launched last June, the plan identifies key organizational areas and ways to improve processes, ensure staff are more customer-oriented (friendlier) and use technology to make services more accessible. Agencies must submit a revised plan every year.
Some of the measures outlined in the plan already have been implemented. For instance, now statewide information-sharing conference calls are conducted with the agency's stakeholders. The latest, held in late June, discussed a new pilot program from the Public Assistance Division. More than 50 local emergency management agency directors participated.
To determine how well GEMA is serving its customers, electronic surveys are now regularly disseminated whenever GEMA provides disaster assistance and after training classes, conference calls and other events. These survey tools help GEMA's customer service team gather

GEMA Staff Nominated for the Georgia Public Employee Awards Recognition Program
School Safety Coordinator Gordon Lowe and Web Coordinator Kandice Eldon were nominated for the Georgia Merit System's Customer Service Award, sponsored by the Georgia Public Employee Awards Recognition Program. The program celebrates the achievements and dedication of government employees. Individuals or teams nominated must demonstrate excellent customer service by "going the extra mile" to provide service to internal and external customers.
Lowe was nominated for his "Choices" program, which educates students about the consequences of drinking and driving, in turn increasing the safety of thousands throughout Georgia, while Eldon, former GISAC Planner 1 Dena Brummer and Senior Creative Coordinator for Georgia Technology Authority Nick Schweitzer were nominated for their teamwork and creativity for developing www.georgia911.org, the state's emergency and disaster Web site. Schweitzer passed away in January 2007 and was nominated posthumously.
The Georgia Public Employee Recognition Week was re-instituted in 2001 in an effort to recognize the outstanding accomplishments and commitment of state of Georgia employees.I
important suggestions and feedback from internal and external customers.
For the first time, GEMA used an online registration system for its annual Governor's Emergency Management Conference. This enabled registrants, exhibitors and sponsors to pay for the con-

EMERGENCY MANAGER Summer 2007

6

ference with their credit cards for the first time. Instead of waiting days for acknowledgment, they received an automatically generated confirmation. Companies also could submit a 50-word business profile for the conference program online.
GEMA employees are frequently asked to share their expertise at various workshops, meetings and other events. GEMA is amplifying its public outreach program by tracking these efforts to ensure that they satisfy the customer's needs.
Finally, GEMA staff will become more reachable. Contact information for each division will soon be posted on GEMA's Web site to enable customers to rapidly find a specific person.
GEMA also began recognizing excellent customer service internally. To laud GEMA employees who have provided
excellent service to its customers, GEMA introduced the Customer Service Commendation and the Director's Customer Service Recognition. The Customer Service
Commendation was established to recognize outstanding, commitment, professionalism and delivery of firstclass customer service outside the agency. Anyone who has received outstanding customer service from a GEMA employee is encouraged to fill out a nomination form, which can be found at www.gema.state.ga.us. These employees will be commended at the next staff meeting.
GEMA employees may nominate a peer for the Director's Customer Service Recognition Award, which is given quarterly to honor a staff member who demonstrates exemplary service to others. Winners have their names etched in a plaque that is prominently displayed in the office, receive reserved parking spots and become members of the customer service improvement team.
Exceptional customer service is vital to GEMA's success. As the months progress, GEMA's customer service team will continue to revise the customer service plan to expand the agency's goal to make accessing GEMA's programs and services "faster, friendlier and easier." For more information, contact Kandice Eldon, GEMA's customer service champion, at keldon@gema.state.ga.us.I
7

GBI Examines CERT Class

Georgia Bureau of Investigation (GBI) forensics laboratory staff in Macon-Bibb County are trained to respond to any incident for forensic identification, investigation and recovery of physical evidence. Recently, several staff members in the GBI's Central Regional Crime Lab temporarily exchanged their magnifying glasses, microscopes and testing kits, for hard hats, flashlights and vests to become a part of the Community Emergency Response Team (CERT).
Broadening CERT's range, MaconBibb County instructors Sandra Stone, Debra Davis and Polly Ransom included the GBI sleuths in the first CERT training class geared toward public safety personnel who are not first responders as part of the county's new business CERT program.
"The class for the GBI really showed us how the CERT program can be tailored for any group. The information presented is basic preparedness stuff everybody should know," says Stone, CERT coordinator and instructor.
Shawn Davis is the laboratory manager for the GBI's Central Regional Crime Lab. Her interest in the program began during an emergency preparedness class for GBI personnel presented by CERT instructors. During the presentation, the class not only learned about preparedness but also discovered the myriad of training opportunities CERT provides. Excitement for the program spread throughout the forensics unit with 11 staffers taking on the challenge.
"I liked the CERT training because it was practical," says Davis. "It taught us how to prepare at home and at work. For instance ... if there was a mass casualty disaster or event that prevented us from leaving the office, would we have enough food and supplies for three days?"
Federal and state guidelines require the GBI CERT volunteers to take 20 hours of special training, including eight modules in emergency preparedness, fire safety, medical operations, light search and rescue operations, disaster psychology, team organization, and terrorism.

(Left to right) The newly formed GBI CERT along with instructors Cindy Bohannon, Debra Davis, Sandra Stone, Polly Ransom, Shawn Davis, Colleen Reilley, Jeanne Gibbs, Matthew Mathis, Jennifer Sark and Shirley Mathis pose at graduation.
CERT instructors ensured the course would not conflict with the lab's daily work by scheduling two four-hour classes a month.
"This is such a great program because you can teach folks basic techniques that can save lives, as well as how to be self-sustaining for at least 72 hours in the event of a disaster," notes Debra Davis, coordinator and instructor.
Macon-Bibb County Emergency Management Agency Director Johnny Wingers, local government officials, business partners and residents strongly support the program.
"When I was deployed to the Gulf Coast after Hurricane Katrina, I saw the widespread devastation and how a program like CERT could have helped those residents be more prepared," laments Wingers. "To me, this program is the greatest tool in the world for preparing the public for emergencies."
Community, public safety and media support has increased momentum for the CERT program. The success of the business CERT class spurred other organizations and public safety agencies to request training and create a CERT class for senior citizens.
"CERT empowers a community, taking a person from a place of not knowing what to do in a disaster, to being fully confident and prepared," says Stone.
Upon graduation, the new GBI CERT team received backpacks stocked with hard hats, CERT vests, flashlights and a variety of other safety supplies.
"You should see the excitement and pride of this class, their level of enthusiasm for the CERT program is amazing," concludes Wingers. "We are very proud of GBI class and we hope other groups will sign up for CERT training." -- Kandice EldonI

Summer 2007 EMERGENCY MANAGER

Lee County: A Tale Between Two Creeks and a River
By R. Alan Sloan, Planner, Hazard Analysis and Risk Assessment Section, GEMA Hazard Mitigation Division

Tropical Storm Alberto and the Flint River are names that live in infamy for those Georgians who remember the severe flooding of July 1994. Mention the Kinchafoonee or Muckalee creeks, though, and most people in north, central or southeast Georgia will tell you they have never even heard of them. Ask people in Lee County in southwest Georgia what these names mean, however, and they are likely to say, "Water. Lots and lots of water!" A variety of hazard mitigation measures, however, solved this community's ongoing flooding issues.
Located in the Albany metro area, Lee County is bisected by the Kinchafoonee and Muckalee creeks and bounded by the Flint River. Many residents enjoy the beautiful views and great fishing. However, storms with heavy rain bring flooding, and over the years dozens of homes located along the banks of its creeks and rivers were repeatedly inundated.
The worst flooding occurred on the fourth of July weekend in 1994, when Tropical Storm Alberto came up through the Gulf of Mexico, across the panhandle of Florida, and into west and southwest Georgia, triggering one of the state's costliest disasters. The Flint River crested at 43 feet, a full 23 feet above flood stage. As a result, Lee was among the 55 counties in west and southwest Georgia included under a presidential disaster declaration.
Four years later, in March 1998, another Gulf storm produced up to 12 inches of rain across most of southwest Georgia. This, coupled with a steady rain that fell over two the previous weeks, caused the Flint River to crest at 36 feet -- the third highest crest on record; the Muckalee Creek to crest at 17 feet -- 2 feet above flood stage; and the Kinchafoonee Creek to crest at 21 feet -- 8 feet above flood stage. This storm caused $161 million in damages, resulting in 18 counties receiving federal disaster declarations.
In order to fix these chronic flooding problems, Lee County received $7.4 million in federal grant money for planning
EMERGENCY MANAGER Summer 2007

Tropical Storm Alberto caused the worst flooding in Georgia's history along the Flint River and its tributaries, including the Kinchafoonee and Muckalee creeks in Lee County. County officials implemented several hazard mitigation measures to end a vicious flooding cycle and improve the quality of life for residents.

efforts and to fund seven hazard mitigation projects. Fortunately, over the past 10 years, Lee County officials have implemented several hazard mitigation measures to end this vicious flooding cycle.
County officials spent $7.2 million in Hazard Mitigation Grant Program (HMGP) funds to acquire and elevate 75 homes located in flood-prone areas. HMGP provides grants to states and local governments to implement long-term mitigation measures after a major disaster declaration.
All homes were purchased at predisaster fair-market value through this voluntary program. Many of these homes were sold and moved outside the floodplain. Others were demolished, and the property was retained by the county as open space, which can be transformed into county parks or recreational areas.
Homes in the floodplain obstruct the flow of floodwater and create a damming effect, causing flooding upstream to worsen. By removing these structures from the floodplain, Lee County transformed approximately 163,000 square feet of building footprint, not including the land on which the structures were located, into unobstructed open space.
Lee County officials also used HMGP funds to complete a stormwater management plan, which identifies strategies that

enable private developers to design projects better able to sustain anticipated storm drainage. In addition, officials identified a wish list of capital improvement projects and potential funding sources, including grants and the special-purpose local-option sales tax (SPLOST).
Moreover, county officials completed a hazard mitigation plan, in which they identified a broad spectrum of hazards that affect the county and actions that can be taken to reduce vulnerability to those hazards. This project was funded through the Flood Mitigation Assistance (FMA) program, which helps communities implement measures that reduce the long-term risk of flood damage to federally insured structures.
Finally, Lee County received an additional FMA grant to complete a flood mitigation assistance plan. This will identify significant flood mitigation needs in great detail, particularly noting structures that have repetitively received losses due to flooding.
By implementing these measures, Lee County has become one of the most successful counties in southwest Georgia in the arena of hazard mitigation. By taking advantage of opportunities to reduce the impact of flooding, Lee County officials fixed chronic problems and improved the quality of life for their citizens.I
8

Employers Should Re-think Policies in Face of Pandemic Flu Threat
By D. Albert Brannen, Esq.

Health experts warn that the question is not whether we will have a pandemic, but when. Responsible employers will take this warning seriously and begin preparing for the day when 40 percent or more of their workforce is absent due to a pandemic or similar crisis. In anticipating this possible scenario, employers need to think outside of the normal business operations and consider revising some policies or benefits. Below are a few actions employers should consider in preparing for a pandemic or other workplace crisis.
1. Provide employees with free or discounted flu shots. Flu vaccines are intended to help people keep from getting sick. An additional benefit of giving flu vaccines is that, by keeping flu outbreaks to a minimum, we reduce the possibility that a normal flu virus will mutate with a highly contagious, virulent strain of flu and cause a pandemic.
2. Provide employees with free or discounted tetanus shots. Filthy conditions caused by the floods and hurricanes last year emphasized the need for employers in high-risk areas or industries to provide employees with free or discounted tetanus shots.

an extended period, the drain on these programs will be significant and companies may not be able to fund them. Employers can transfer this risk by adopting insured short-term disability benefit programs.
5. Revise attendance and leave policies. Traditional attendance related policies are designed to penalize employees who are absent or tardy. However, if there is a medical or biological crisis, employers may not want sick or infected employees reporting to work. Also, they may not have the luxury of terminating employees who are absent, even for an extended period. Employers will need to revise their policies to anticipate such crises and to provide practical solutions to these unique problems.
6. Revise vacation or paid time off policies. Employers should consider adopting vacation or paid time off policies that allow employees to get advances of paid time off or to borrow against expected future benefits. Developing programs that allow employees to donate paid time off to other employees may prove beneficial in a pandemic. Revising the notice required before an employee takes vacation or paid time off may also be appropriate.

3. Review safety policies and practices. More than ever, employers should continuously strive to adopt safety best practices. Immediate changes to prepare for a pandemic may include establishing education and communication programs, installing additional hand-washing stations, or evenly spacing employee workstations.
4. Insure short term disability and salary continuation programs. Many employers have short-term disability or salary continuation programs that are funded completely out of current assets. If 40 percent of the workforce is absent for

7. Revise "no loans" and "no pay advances" policies. Historically, employers had policies expressly prohibiting loans and pay advances to employees. Polices relaxing these prohibitions and setting specific limits and conditions on loans and pay advances may also be helpful.
8. Have a Disaster Communications Policy and System. The hurricanes of 2005 taught employers to have a plan for communicating with employees in the event of an emergency. At a minimum, have backup storage and communications systems and alternative means of communicating

9

Summer 2007 EMERGENCY MANAGER

with employees if they are unavailable or unable to come to work. Consider having an alternative Web site ready to activate in the event of an emergency.

tion, but the bottom line is that responsible employers will review all documents to see whether such a clause should be included, deleted or revised.

9. Revise telecommuting policies. With employees unable or unwilling to come to work, or employers urging them to stay home, telecommuting will become a more attractive option. Employers should start to lay the foundation for telecommuting and teleconferencing by investing in hardware and software systems and implementing telecommuting policies.
10. Revise travel policies. Experience with SARS teaches that in the event of biological outbreaks, employees may be prevented from entering or leaving a particular region. Or, they may be stranded away from home. Employers should have polices and contingency plans in place to address the predictable travel restrictions and related issues that may arise in a pandemic.
11. Allow for loans and hardship withdrawals from 401(k) Plans. When out of work due to crises, employees may need to draw upon their retirement savings to pay their day-to-day expenses. To prepare for this contingency, employers should make sure that their plans allow for loans and even hardship distributions and that employees know about these options.
12. Engage an Employee Assistance Program (EAP). In addition to their normal services, EAPs can be especially helpful providing employees with professional counseling services and steering them to other community resources in the event of a pandemic or other crisis.
13. Engage a professional health care provider, such as a company physician or nurse. Having an on-staff physician or nurse, or at least a continuing relationship with a medical professional who is up to speed on the employer's business and available in a pandemic can be an invaluable asset.
14. Review policy statements, handbooks, contracts, insurance-related documents and collective bargaining agreements for force majeure clauses. Force majeure clauses relieve parties to a contract from the requirements of the contract in the event of an "act of God." Such provisions could then be used to deny coverage to business
EMERGENCY MANAGER Summer 2007

Keeping businesses working during a pandemic is key to economic stability. However, business trips may be disrupted, especially air travel. Employers should make contingency plans now.
or medical losses caused by a pandemic. Similarly, an employer with a such a clause in its union contract may have the right to deviate from the contract or to make unilateral changes in the terms and conditions of employment. These clauses and the rights of the parties vary with each situa-

15. Form a 501(c) foundation. Employers and employees who contribute money to a tax-exempt foundation for the benefit of affected employees can deduct the contributions. Or, donations of accrued vacation pay or other paid time off by employees do not get taxed as wages. Similarly, any payment from the foundation to affected employees will not be taxed as "wages." Thus, employers and employees can benefit greatly from having a 501(c) foundation in place before a pandemic strikes.
These suggestions are just a few actions that employers should consider taking now to prepare for a pandemic or similar crisis in the workforce. This brief list is not intended to be all-inclusive and there may be other appropriate actions that particular employers should consider.I
D. Albert Brannen is a partner with the Atlantabased law firm of Fisher & Phillips LLP, which represents employers across the country in labor, employment, employee benefits and business immigration matters. Feel free to contact him at (404) 240-4235 or dabrannen@laborlawyers.com.

Pandemic Flu Risk Communication Guidelines for Public Officials

People often fail to effectively communicate due to a lack of clear communications goals and key messages to support them. Setting these goals and identifying support messages should be made prior to issuing any public comment.
A formal risk message is a structured written, audio, or visual packaged developed with the express purpose of presenting information about risk. A discussion of statistical probabilities might be fine for scientists, but this will only confuse the issue and fail to inform and ease the concerns of the general public. If the risk is low, simply say, "the risk to the public is low." Other suggested messages to ease public concern in a pandemic flu crisis include: The illness is treatable. It is not easily contracted. Symptoms are easily recognized.
In a risk communications, there is a constant tension between providing accurate information and providing informa-

tion quickly. Waiting for all information to be complete and verified before releasing it to the public can create an information vacuum that will almost certainly be filled with rumor and speculation. Releasing information that has not been double-checked and which turns out to be inaccurate, however, runs the risk of misleading the public and undermining your credibility as a spokesperson.
The best way to address this challenge is to establish regular briefings with the media where all information can be delivered, explained and updated. Be prepared to explain the meaning behind evolving information, and always provide written statistics and key information to the media. Finally, always know how the information was gathered and conclusions were reached. From the U.S. Department of Health and Human Services, Substance Abuse and Mental Health Services AdministrationI

10

Earthquakes in Georgia Rare, but a Threat Nevertheless
By Ken Davis, Public Affairs Officer

Sunday morning, September 10, 2006, began as a beautiful latesummer day. But shortly before 11:00 a.m., people from Florida to Texas felt a jolt that prompted thousands of calls to 9-1-1 centers, and, ultimately, to the U.S. Geological Survey. Seismic activity was widely reported throughout the entire western half and along the extreme southern portion of Georgia.
A magnitude 6.0 earthquake on the Richter scale, centered about 250 miles south southwest of Apalachicola, Florida, in the middle of the Gulf of Mexico, reportedly caused all the commotion. Felt across the southeastern U.S., this earthquake caused light shaking but no significant damage in Georgia or in any of the other states where it was felt. However, it serves as reminder that the Peach State is not immune from earthquakes.
Even though Georgia is not likely to be jolted by tremors as frequently as those that rock California, at least 50 percent of the state's population lives in areas that are vulnerable to seismic activity.
"We don't have a high earthquake risk, but it is a risk all the same," says Georgia Emergency Management Agency (GEMA) Director Charley English. "Therefore, we encourage people to be aware of the potential for earthquakes and to take the same kinds of precautions as they would for other hazards, such as severe weather."
Although there are no active faults or plate boundaries in Georgia, geologists say the state is potentially affected by at least five active seismic areas, including the Gulf of Mexico. Those areas are the New Madrid seismic zone in central Missouri; the southeast Tennessee seismic zone, which affects northwest Georgia; Charleston, South Carolina, which affects eastern Georgia; and the Georgia Piedmont Province, which runs from Middle Georgia's Fall Line to the Chattahoochee River bed.
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Fortunately, strong earthquakes, like this one that cracked roads in Kapaau, Hawaii, last year, are rare in Georgia. However, moderate earthquakes of 4.0 to 4.5 magnitudes are likely every 10 to 20 years.
Earthquakes are generally caused when rock formations on either side of a fault move in relation to one another. Earthquakes in Georgia, however, are usually caused when groundwater seeps into shallow subterranean fractures which become weakened by the water. This is believed to be the cause of tremors in the Norris Lake area of DeKalb, Gwinnett and Rockdale counties in 1993. Also, the areas around Lake Sinclair, Clarks Hill Reservoir, Lake Oconee and Lake Richard B. Russell are vulnerable to the same type of seismic activity.
In addition to DeKalb, Gwinnett and Rockdale, other Georgia counties that have experienced earthquakes include Baldwin, Catoosa, Chattooga, Dade, Dawson, Elbert, Hancock, Harris, Heard, Jones, Lincoln, Lowndes, Muscogee, Murray Newton, Putnam, Tift, Toombs, Twiggs, Walker, Whitfield and Wilkinson.
Due to geological differences, the energy released by earthquakes in the eastern United States travels greater distances and affects larger areas than those in the

West. For example, the devastating New Madrid earthquake of 1811, which had its epicenter in Missouri, rattled communities as far away as New England. Consequently, Georgia could be impacted by earthquakes that occur virtually anywhere east of the Mississippi River.
According to Georgia Tech seismologist, Dr. Tim Long, a major earthquake occurs in the eastern U.S. on the average of once every hundred years, and Georgia is likely to experience a moderate earthquake of 4.0 to 4.5 magnitudes every 10 to 20 years. Dr. Long notes that earthquakes are highly unpredictable and cannot be controlled or prevented. The last major earthquake in the Southeast occurred in 1886. Centered near Charleston, South Carolina, it virtually destroyed the city and killed at least 60 people.
Because an earthquake could disrupt transportation, communications and other utilities, GEMA recommends that Georgians develop a family disaster plan and maintain a family disaster kit, as they would for any other natural disasters. A disaster kit should include at least a threeday supply of nonperishable food, bottled water, clothing and other necessities for each family member.
When earthquakes do occur, the U.S. Geological Survey recommends staying indoors, preferably in an interior hallway or against an interior wall. People who are outside when an earthquake strikes should remain there and maintain a safe distance from buildings, power lines or other structures that could fall. People who are in vehicles should stop, but not on or under a bridge or overpass, and away from trees, power lines or signs.
For more information on earthquake preparedness, please visit GEMA's Web site at www.gema.state.ga.us. Other links for earthquake information are www.redcross.org, www.fema.gov and http://earthquake.usgs.gov.I
Summer 2007 EMERGENCY MANAGER

Georgia Readies for Busy Hurricane Season
By Ken Davis Davis and Buzz Weiss, Public Affairs Officers

The 2007 hurricane season began June 1 with a tropical storm already brewing in the Gulf of Mexico, amid predictions of an active summer and fall that could spawn as many as 17 named storms, including 10 hurricanes.
The National Oceanic and Atmospheric Administration (NOAA) Climate Prediction Center is calling for a 75 percent chance of an above-average season with 13 to 17 named storms, including seven to ten hurricanes. Forecasters say three to five of the hurricanes could be major storms ranked Category 3 or higher on the SaffirSimpson Scale, with winds in excess of 110 mph. The Atlantic Basin hurricane season runs through November 30. An average season generates 11 named storms, including six hurricanes.
This year's hurricane predictions are based on a number of variables, including above-normal sea surface temperatures and what forecasters call the multi-decadal signal, which indicates a 15 to 25 year period of above-normal activity. This season could also be affected by the La Nia phenomenon, which is linked to increased hurricane activity.
"There is some uncertainty this year as to whether or not La Nia will form, and if it does how strong it will be," says Dr. Gerry Bell of the Climate Prediction Center. "If La Nia develops, storm activity will likely be in the upper end of the predicted range, or perhaps even higher depending on how strong La Nia becomes. Even if La Nia does not devel-
EMERGENCY MANAGER Summer 2007

op, the conditions associated with the ongoing active hurricane era still favor an above-normal season."
Weather experts cannot accurately forecast where hurricanes can make landfall. Therefore, emergency management officials are encouraging preparedness regardless of the number of storms that are forecast." It doesn't matter how many storms are predicted," says Georgia Emergency Management Agency (GEMA) Director Charley English. "It only takes one hurricane or tropical storm to have a catastrophic impact on a community and the public needs to be responsible and prepared."
At press time, this year has already seen two named storms: Subtropical Storm Andrea and Tropical Storm Barry. Andrea formed in the Atlantic in early May, having little impact along the Georgia coast except for beach erosion. Tropical Storm Barry, which formed in the Gulf of Mexico on June 1, crossed the Florida peninsula and eventually moved into Georgia, weakening but dumping welcome rain on the southeast Georgia wildfires.
Pre- and post-season hurricanes are not unheard of. The earliest observed Atlantic hurricane occurred March 7, 1908. Forecasters say, however, that a preseason storm is not an indicator of the coming year's activity.
While Georgia's coast has not experienced a direct hit by a major hurricane since 1898, the state has been heavily impacted by tropical weather events over the years. Most have been Gulf storms, such as Tropical Storm Alberto, which

dumped 21 inches of rain on Americus in one 24-hour period and left more than 30 people dead. But according to NOAA records, a total of four Category 2 hurricanes slammed the Georgia coast between 1911 and 1979 near Savannah, resulting in 68 deaths.
Approximately 175,000 coastal Georgia residents fled their homes in 1989 in the face of Hurricane Hugo, which ultimately hit Charleston. Hurricane Floyd, which made landfall in North Carolina, threatened Georgia in 1999, triggering the evacuation of 3.5 million residents of the Atlantic coast, including 350,000 Georgians. It was the largest evacuation in American history.
A lack of personal responsibility and a sense of complacency seem to be the most significant challenges to emergency management.
According to the Associated Press, a post-Katrina survey conducted by Harvard University showed that one in four people in the Southern Coastal states said they would ignore government hurricane evacuation orders because they felt their homes were well-built, roads would be too crowded or that evacuation would be dangerous. Yet 75 percent said if they needed to be rescued, they were confident help would come.
This year's list of hurricane names generated by the National Hurricane Center are: Andrea, Barry, Chantal, Dean, Erin, Felix, Gabrielle, Humberto, Ingrid, Jerry, Karen, Lorenzo, Melissa, Noel, Olga, Pablo, Rebekah, Sebastien, Tanya, Van, and Wendy.I
12

Emergency Planning for Individuals with Disabilities and the Elderly
By Kandice Eldon, Public Affairs Officer

People with disabilities or medical needs and the elderly, often referred to as individuals with "special needs," are particularly vulnerable during an emergency or disaster. Some will require additional assistance to evacuate, while others are simply unable to leave. Never was this more apparent than during Hurricane Katrina. The images of the death and devastation wrought by Katrina left an indelible mark on the hearts and minds of the nation. Since then, emergency managers have been working hard to ensure these people are cared for during a disaster.
As part of these efforts, in June 2006 the U.S. Department of Homeland Security and the U.S. Department of Health and Human Services co-hosted the invitation-only Working Conference on Emergency Management and Individuals with Disabilities and the Elderly to address the issues surrounding emergency preparedness for individuals with disabilities and the elderly. The conference brought together Governor-appointed state teams with key disability and aging experts.
The Georgia delegation comprised representatives from the Georgia Emergency Management Agency (GEMA)
New 9-1-1 Facility
for White County
White County's 9-1-1 system is up and running after a two-month facelift. The county's communications officers returned to the center in mid-April 2007 after working out of temporary quarters during the renovation, which includes new computer equipment and workstations for the E9-1-1 system.
"We were out of the office for two months so we could strip the room out and put in new computer equipment and workstations so they will have the tools they need to do their jobs more efficiently," explains David Murphy,
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and the Office of Homeland Security (OHS), the Georgia Advocacy Office, and the Department of Human Resources divisions of Aging and Public Health. Upon returning from the conference, the Georgia delegates established the Georgia Working Group to develop training opportunities and educational materials to help first responders safely assist people with disabilities and create emergency preparedness information for the special needs population.
"The working group provides the perfect forum to create and maintain open communication with organizations that represent individuals with disabilities and the elderly, as well as other members of the community," says GEMA Planning Director Jonna West, who attended the conference and now chairs the working group.
Other members of the working group include the Department of Human Resources, Divisions of Public Health, Aging and Mental Health; Disability Resource Group; State Americans with Disabilities (ADA) Coordinator's Office; Georgia State Financing and Investment Commission; Governor's Council on Developmental Disabilities; Georgia
White County new and improved E9-1-1 center includes state-of-the-art computers.
White County's 9-1-1 and emergency management director. Service was not disrupted during the transition.
The 9-1-1 agency handles an average of 46,000 calls per year, with three operators on duty around the clock.I

Advocacy Office; American Red Cross; State Independent Living Council; and Emory Center for Public Health Preparedness. The group meets monthly and continues to grow in size and strength.
"We do not have a set membership roster," West points out. "As we work toward accomplishing our goals, we realize that additional agencies should be at the table. We are growing as we go."
The group has several long-term goals, which include educating the general public about emergency preparedness, maintaining a dialogue with organizations that represent individuals with disabilities and the elderly, increasing the involvement of stakeholders in the evaluation of shelters capability and accessibility, and developing training and educational materials for first responders regarding preparedness for special needs individuals.
"It will take a considerable amount of time and effort to accomplish all of these goals," West acknowledges. "Yet, we are determined to move forward taking it one step at a time."
The group already has made significant progress. An emergency preparedness education workshop was held at the Governor's Emergency Management Conference in June. Participants received a pocket guide for first responders with information and vital tips for responding to individuals with special needs and the elderly. In addition, the state's ADA coordinator is working to develop information to make shelters more accommodating for individuals with disabilities.
West urges the emergency management community to support the efforts of the working group by getting involved at the local level and share best practices."We are aware that many local communities are already working on these efforts," she says. "Sharing best practices and increasing dialogue and communication is essential.
"Now is the best time to identify special needs issues within our communities," West concludes. "We should not wait for a disaster to strike."I
Summer 2007 EMERGENCY MANAGER

New Twist for Tornado Rating Scale
By Kandice Eldon, Public Affairs Officer

In an effort to more accurately measure the wind speed of tornadoes, the National Oceanic and Atmospheric Administration (NOAA) has revised the original Fujita Scale and implemented an Enhanced Fujita (EF) Scale to classify the storms. Tornadoes will continue to be rated on a scale from zero to five, but ranges in wind speed will be more accurate.
"The EF Scale takes into account additional variables which will provide a more accurate indication of tornado strength," says retired Air Force Brig. Gen. David L. Johnson, former director of NOAA's National Weather Service (NWS). "The EF Scale will provide more detailed guidelines that will allow the National Weather Service to more accurately rate tornadoes that strike in the United States."
Barry Gooden, warning coordination meteorologist with the NWS forecast office at Peachtree City, says the new EF scale takes a total of 28 damage indicators, including various types of structures and vegetation, into account. It also relates damage to the strongest 3-second wind gust within the tornado. This better reflects the wind speed required for a particular level of damage and allows for a more detailed analysis and better correlation between damage and wind speed.
"It provides a much more accurate reading of the true damage of a tornado," says Gooden. "We won't be overestimating like we've done in the past."
Steve Letro, meteorologist-in-charge of the NWS Jacksonville forecast office, says most of the overestimates involved F4 and F5 tornadoes.
The F Scale was developed in 1971 by Dr. T. Theodore Fujita of the University of Chicago to rate tornadoes and estimate associated wind speed based on the damage they cause. The EF Scale refines and improves the original scale. It was developed by the Texas Tech University Wind Science and Engineering Research Center, along with a forum of wind engineers and experts from universities, private companies, government organ-
EMERGENCY MANAGER Summer 2007
14

Answers 1) a; 2) b; 3) d; 4) b

izations, private sector meteorologists and NOAA meteorologists from across the country.
"Dr. Fujita was on the right track, but this takes it up a notch. It's based on real engineering studies," says Gene Norman, chief meteorologist for CBS 46 in Atlanta.
"This is going to help us better understand how bad a storm was, and it will make reporting a little more uniform," Norman continues.

The original F Scale historical database will not change. An F5 tornado rated years ago is still an F5, however, the wind speed associated with the tornado may have been somewhat less than previously estimated.
A correlation between the original F Scale and the EF Scale has been developed. This makes it possible to express ratings in terms of one scale to the other, preserving the historical database.I

CELLAR

THE STORM
Take this quiz and see if you're ready for this year's hurricane season.
1) What two South American countries are not at risk from hurricanes? a) Brazil and Argentina b) Brazil and Uruguay c) Venezuela and Guyana d) Chile and Guyana
2) What year recorded no Atlantic Basin hurricanes? a) 1900 b) 1907 c) 1933 d) 1971
3) When was the last time an Atlantic hurricane/tropical storm crossed Central America into the Pacific?
a) 1910 b) 1925 c) 1988 d) 1996
4) What is the largest number of hurricanes to occur in the Atlantic Ocean at one time?
a) 3 b) 4 c) 6 d) 7

Sumter Regional Hospital was destroyed after a deadly tornado outbreak in March 2007.
Record Number of Tornadoes Rip Through Georgia
By Buzz Weiss, Public Affairs Officer

Afurious swarm of destructive tornadoes, including a powerful EF-3 twister, tore across Georgia during the evening hours of Thursday, March 1, 2007, leaving a trail of death and devastation from the southwest corner of the state to near the South Carolina line and triggering a presidential disaster declaration that ultimately included 15 counties. When the winds finally subsided, weather forecasters confirmed a record 21 tornadoes had touched down, breaking the old one-day record of 18 set just two years ago the day Hurricane Katrina made landfall along the Gulf Coast.
The storms left nine people dead, nearly 100 injured, and hundreds of millions of dollars in damage to homes, businesses and other structures. Two of the
15

storm deaths occurred in Sumter County, six in Baker County and one in Taylor County.
Governor Sonny Perdue toured the area the following day and was briefed by Georgia Emergency Management Agency (GEMA) Director Charley English on the damages. He immediately issued a State of Emergency and requested an expedited presidential disaster declaration. After touring the area, President George W. Bush issued a federal disaster declaration for Sumter County on March 3. The declaration was expanded three days later.
In the end, Sumter, Baker, Crawford, McDuffie, Mitchell, Taylor and Warren counties were declared for both Individual Assistance (IA) and Public Assistance (PA). Clay, Muscogee, Stewart, Webster,

Wilkinson and Hancock counties were declared for PA only. Dougherty and Worth counties were approved for IA only.
Ironically the storms hit on the first day of Georgia's "tornado season," the months of March through May that statistically see the greatest tornado activity, and just days after the end of the annual Severe Weather Awareness Week campaign.
Regional hospital destroyed The most chilling moment of the
night occurred shortly before 9:30 when the 143-bed Sumter Regional Hospital in Americus took a direct hit from a violent EF-3 tornado with winds of up to 165 mph. Emergency responders feared the worst as they converged on the heavily damaged hospital, but miraculously found
Summer 2007 EMERGENCY MANAGER

an orderly evacuation already under way in response to a "code black" severe weather warning.
There were no deaths and no serious injuries at the hospital. The 53 patients were transported to other medical facilities in southwest Georgia within a matter of hours. But the damage to the hospital and adjacent doctors' offices and businesses was catastrophic. Sumter County ambulances were also damaged, and units from surrounding counties were brought in under mutual aid plans to help handle emergency calls.
As bad as the scenario was, emergency officials said the death toll could have been calamitous had the storm hit just hours earlier when hospital office workers were at their desks, visitors were checking on their sick friends and family members, and outpatients were undergoing tests in hospital clinics. Fears of unsecured drugs and radiological and bio-hazard threats also turned out to be unfounded as haz-mat technicians inspected the building as the evacuation continued.
The tornado that hit the hospital was a mile wide and cut an astounding 38-mile path through Webster, Sumter and Macon counties. According to Barry Gooden, warning coordination meteorologist for the National Weather Services Office at Peachtree City, a storm of that size is rare in Georgia.
Sumter County Sheriff and Emergency Management Director Pete Smith agrees. "It was overwhelming," he says. Smith literally raced the tornado from his home to "ground zero" at Sumter Regional Hospital.
You don't expect this ... Smith is no stranger to disaster,
tragedy or critical incidents. Although he became sheriff only two years ago, he is a seasoned lawman who patrolled southwest Georgia's roads and highways for 32 years as a state trooper. He worked the notorious southwest Georgia floods of 1994 and 1998, and he was assigned to Atlanta during the 1996 Olympics. Despite his experience and training, Smith says, "you don't expect this kind of thing ... the loss of life and property."
Smith had hoped for a brief respite between the time he left his office and the arrival of the bad weather he'd been monitoring all afternoon. However, there would be no rest this particular evening.
"I just got home and was watching
EMERGENCY MANAGER Summer 2007

the news when [meteorologist] Yolanda Amadeo on Channel 10 said, `if you live in Americus, take cover now,'" explains Smith. "So I made sure my wife was safe, then I told her, `I've got to go.'"
What would normally be a 3-minute drive from the sheriff 's home to Sumter Regional took 45 minutes as he navigated through intersections without traffic lights, dodged downed power lines, and bobbed and weaved along streets littered with debris. "I looked over at Magnolia Manor [nursing home] and saw the tornado. It was full of fury," the sheriff remembers. At one point, the sheriff 's heavy Crown Vic was picked up, but apparently Mother Nature thought better of that scheme and he was set down to continue his journey to the hospital.
Meanwhile, the multi-county Middle Flint 9-1-1 Center was fielding a record 1,800 emergency calls.
A massive response and recovery effort
The response to the Sumter County disaster was immediate and overwhelming. By midnight, dozens of sheriff 's deputies from across the state were pulling into Americus to help direct traffic and maintain security. Within a matter of hours, they were joined by rangers from the

President George W. Bush, Governor Sonny Perdue and Sumter County Sheriff Pete Smith greeted residents as they toured tornado-ravaged Americus on Saturday, March 3. Two people were killed and dozens of homes and businesses were destroyed in the city by the deadly tornado outbreak.
Department of Natural Resources and the first contingent of 150 state troopers deployed to the scene.
Smith reports some early looting, "but we nipped it in the bud real quick." He says it is his experience that people are "caring, concerned, and want to help other people."
Early the next morning, Department of Corrections tactical teams arrived to beef up security, particularly around the hospital, and inmate crews were sent in to clear debris.
Recovery efforts in Sumter County weren't limited to government and the volunteer community. The private sector also played a major role, led in large part by Statesboro contractor Ellis Wood, who also serves on the state Board of Public Safety. Wood sent more than 100 employees and 80 trucks and other vehicles to help with the debris removal. They also helped coordinate the efforts of other businesses.
The next weekend, approximately 3,000 volunteers gathered at an Americus park to clear debris from streets, driveways
16

and front yards. Nearly 30 state Senate employees also volunteered a day of their time.
State Representative Mike Cheokas says area residents were especially gratified by the outpouring of support and assistance from state agencies and surrounding communities along with the private sector.
GEMA and FEMA established a joint field office (JFO) in Cordele to coordinate response and recovery efforts. Disaster recovery centers (DRC) were set up at Americus, Newton, Camilla, Roberta, Reynolds and Thompson to provide "one stop shopping" for storm victims in need of assistance from various state and federal agencies.
Rebuilding a hospital A hospital is the cornerstone of any
community, and there was little time wasted in getting the Americus hospital back on its feet. Within 48 hours, the Georgia Department of Human Resources, Division of Public Health, arranged for a temporary urgent care facility. Affectionately dubbed "Smurf City," blue tents were erected in the parking lot adjacent to the damaged building.
Meanwhile plans were set in motion to construct a long-term interim facility and a permanent replacement. By April 30, the blue tents were replaced by custom-manufactured units that enabled urgent care services to continue, re-estab-

lished outpatient services and expanded diagnostic capabilities for the community. On June 29, construction of a temporary hospital using collapsible high-tech COGIM modular units was officially announced. The interlocking COGIM structures, stocked by FEMA and previously used for hospital installations in Kosovo and Iraq, are weatherproof, insulated and can withstand winds up to 140 mph.
The long-term temporary hospital will have 70 beds and provide most of the services offered before the storm, including an emergency room, labor and delivery, critical care, and operating rooms. Sumter Regional Hospital Chief Executive Officer David Seagraves says it will provide "patient safety and high quality patient care."
Stephen J. Machen, senior vice president and chief operating officer, notes that the kinds of hospital beds needed today are different that what was needed 10 years ago, with a new trend toward outpatient care. He says there may be a silver lining to the storm because it will "help make our decision process of what is needed more quickly and easier."
The long-term interim facility is expected to open on November 1, 2007. Construction of a permanent hospital is expected to take three years.Sumter Regional Hospital has a major impact on southwest Georgia's economy with 700

Approximately 350 collapsible COGIM units arrived in Americus in early April 2007. The units had been used as a field hospital in Kosovo before being assembled into a 70,000 sq. ft., 70-bed interim medical complex slated to open November 1 on the site of Sumter Regional Hospital's former HealthPlex Annex.
17

employees, and at least 300 more people employed by adjacent doctors office and medical facilities.
Now, it's personal For veteran state Senator George
Hooks, Mother Nature's onslaught was personal. He has represented the area in the Georgia General Assembly for nearly three decades. The homes and businesses damaged belonged to his friends and neighbors. His ancestors are buried in the historic Oak Grove Cemetery that was in the path of the storm. And his familyrun insurance company wrote the policy for Sumter Regional Medical Center.
"It devastated our community," says Hooks. "We've never experienced anything to compare. It was horrendous."
But Hooks is not one to lament or wallow in despair. He says the disaster brought out the best in the Americus community and has created an opportunity.
"The response was immediate and there was an outpouring of support from public safety, from neighboring communities and from state agencies," says Hooks. "And we will rebuild the hospital better than it was."
Been there, done that As Mitchell County EMA Director
Ann Lamb and 9-1-1 Director Clark Harrill wrapped up their conference call with the National Weather Service and monitored the weather advisories on March 1, they knew what to expect and were ready. If a tornado hit, it would be the third time in seven years.
A 2000 twister, which struck on Valentine's Day, triggering a presidential disaster declaration, left 11 people dead and heavily damaged Lamb's home. Three years later, another tornado killed four county residents.
Since that time, Lamb and Harrill have pushed education, personal responsibility and the importance of NOAA Weather Radios, and their efforts have apparently been successful. As the tornado warnings went out, Lamb said many residents congregated at the local hospital and Wal-Mart, where back-up generators were primed, and they felt they would be safe.
After the storm passed, volunteer firefighters were dispatched to check damages and to get the names, addresses and phone numbers of the residents who were impacted. Lamb later called each person individually to check in, encourage them
Summer 2007 EMERGENCY MANAGER

to register with FEMA for possible assistance and to visit the DRC that was set up at the county's emergency services headquarters.
"People have become weather conscious," says Harrill, who noted there were no deaths or serious injuries in Mitchell County as a result of this most recent storm.
"It's a lot easier to be ready than to try to pull it together afterwards," says Lamb.
Multiple deaths in a tiny county The biggest death toll occurred in
rural Baker County, where six people from two families died when an EF-2 tornado roared through. The deaths were particularly notable in a county with just over 4,000 residents scattered over nearly 350 square miles.
Two of the victims had taken shelter in the home of a third person, whose residence was destroyed. Ironically, their home was untouched by the tornado.
This wasn't Baker County's first brush with disaster. The county seat of Newton was inundated during the 1994 floods set off by Tropical Storm Alberto.
A statewide crisis Although the most extensive damage
was concentrated in southwest Georgia, other parts of the state took some tough body blows.
In Muscogee County, more than 600 structures -- including homes and businesses -- were damaged, including 18 that were totally destroyed. But officials reported no deaths or serious injuries. Firefighters rescued nearly 100 guests from three area motels that were damaged by a tornado that forged a 7-mile path.
"I have been told by citizens that the quick and effective response by our public safety departments meant everything to them," says Riley Land of Muscogee County's fire and emergency management agency. "Our personnel were moving into the affected areas even before the storm had begun to subside.
McDuffie County EMA Director Bruce Tanner says damage in his county wasn't as bad as in southwest Georgia, "but it had a pretty severe impact on a small community." Most of damage was done to private homes. The presidential disaster declaration was the first that Tanner has handled, and he has high praise for the efforts of FEMA and GEMA to help recovery efforts in his county.
EMERGENCY MANAGER Summer 2007

(Top) Hundreds of homes and businesses were damaged and nine people were killed during the deadly tornado outbreak in southwest Georgia on March 1, 2007. (Below) The massive recovery effort involved local, state and federal government agencies, volunteers, and the private sector, working in partnership.

An EF-2 tornado also blazed a 7-mile path through Taylor County, killing one man and injuring four others. In addition, nine people were injured when an EF-3 twister hit Crawford County.
The high cost of disaster According to FEMA, by the end of
June, $17.7 million in disaster aid was approved for the affected counties. The federal aid totals $1.2 million in FEMA assistance under the Individuals and Households Program, which assists with

medical and dental expenses, funeral expenses, transportation costs, repair and replacement of household appliances, and moving and storage.
More than $9.5 million had been disbursed for low-interest disaster loans from the Small Business Administration (SBA). The SBA loans are available to homeowners and renters along with businesses. In addition, $6.8 million was obligated for Public Assistance grants to help repair public infrastructure damaged by the twisters.I
18

GSAR Teams Lead Rescue Efforts

By Buzz Weiss, Public Affairs Officer
In the wake of a tornado that slammed into a 143-bed hospital in Americus and a deadly charter bus wreck in Atlanta that left six dead and dozens injured, emergency officials turned to two highly skilled Georgia Search and Rescue (GSAR) teams to lead response efforts.
Two technical rescue trucks, additional support vehicles, and 54 personnel from the Central Georgia GSAR team were deployed to Americus shortly after 9:30 p.m. on March 1. Their mission was search and rescue, and their first stop was Sumter Regional Hospital, where they faced the prospect of locating and rescuing dozens of patients and staff and securing biological and radiological hazards that might have been unleashed when the tornado ravaged the hospital.
To their relief, they found the hospital being evacuated and no indication of any bio-hazard or radiological threats. However, Houston County Fire Chief Jimmy Williams says the night was far from over for the specially trained firefighters from the Houston County and Macon-Bibb County departments.
After being released from the hospital, the GSAR team went on their next assignment, scouring Americus neighborhoods and going house-to-house to check for victims. Then they returned to check the old Wal-Mart store adjacent to the hospital to continue the search for storm victims. Fortunately, despite the extensive damage the storm caused, only two people died in Americus.
19

Williams says the GSAR team has built on its expertise since it was established nearly three years ago and has handled a wide range of calls, including motor vehicle accidents, missing persons, and a collapsed crane. He says when the team arrived in Americus, they found a good incident command system in place and their biggest challenge was working in unfamiliar territory.
Just hours later -- and 200 miles to the north -- an Atlanta Fire Department paramedic engine responded to a charter bus accident. The bus, which was carrying members of the Bluffton University baseball team from Ohio, plummeted off a bridge onto I-75 north of downtown Atlanta just as the morning rush hour was getting under way.
Sizing up the mass casualty situation, Capt. Keith Schumacher requested a full first-alarm assignment and all of the department's technical rescue assets. This included Squad #4, which is a combination haz-mat and technical rescue company, and GSAR 6 and GSAR 6-1, which carry wood to prop up and stabilize vehicles while rescuers remove the victims. Meanwhile, other firefighters and paramedics worked to recover the dead and triage the injured.
According to Atlanta Fire Department Battalion Chief Steven Woodworth, who came on duty shortly after the bus accident occurred, the department's squad and GSAR units work as one team during technical rescue operations. He says the

The Central Georgia GSAR team gears up in Americus shortly after the tornadoes struck.
GSAR teams mesh well with the department's philosophy of a quick and overwhelming response to fire and rescue incidents with an eye toward bringing the situations under control rapidly before they worsen.
"GSAR has changed our approach to technical rescue," says Woodworth. "It has made a huge difference in a number of instances." He cites several incidents as examples, including building collapses in Atlanta and Bremen last year, and a deck collapse at an Atlanta home.
Although purchased through grants from the U.S. Office of Domestic Preparedness, and equipped with terrorism and weapons of mass destruction in mind, the GSAR teams have made their mark on disaster response.
The Atlanta GSAR team has responded to more than 130 incidents in metro Atlanta since it was formed. Five other GSAR teams -- in Fulton, DeKalb, Cobb, Gwinnett and Clayton counties -- also serve the area. The Central Georgia GSAR and the Atlanta Fire Department's GSAR responded to the Gulf Coast following Hurricane Katrina.
GSAR team members are required to undergo 312 hours of special instruction.
Many of the firefighters assigned to the GSAR units are already assigned to squads in their own departments had have received much of the mandatory training.I
Summer 2007 EMERGENCY MANAGER

Spring Wildfires Scorch South Georgia
By Ken Davis, Public Affairs Officer

What began on April 16, 2007, as a spark caused by high winds that blew a dead tree onto an electrical power line in rural Ware County, Georgia, soon grew into the largest and costliest wildfire in the history of the southeastern United States.
The Sweat Farm Road Wildfire became part of the Georgia Bay Complex, which encompassed it and several subsequent wildfires in Charlton, Clinch and Ware counties. At the same time, severe drought-fueled wildfires raged in other parts of south and southeast Georgia.
The initial Ware County fire continued to advance and reached the Okefenokee Swamp. In early May, a lightning strike generated by a "dry thunderstorm" -- a thunderstorm that produces thunder and lightning but no appreciable rainfall -- sparked a separate fire. These two big fires came together to create an even larger fire, which spread like what else ... wildfire.
The Georgia Emergency Management Agency (GEMA) dispatched dozens of staffers to joint local and state operations centers in the region to support local governments and the Georgia Forestry Commission (GFC), the lead state agency for firefighting response efforts as outlined in the Georgia Emergency Operations Plan.
"We appreciate the leadership and support provided by our local, state, federal and volunteer partners during this long and intense ordeal. Again, the danger and difficulties brought on by these wildfires brought out the best in Georgia's combined and coordinated response network," said GEMA Director Charley English.
More than 3,300 people from 44 states, Canada and Puerto Rico came to Georgia and Florida to fight the wildfires.
Within a span of two months, midApril to mid-June, the state of Georgia requested and received five Fire Management Assistance Grants from the Federal Emergency Management Agency (FEMA) for wildfires in Atkinson, Brantley, Bryan and Clinch counties.
EMERGENCY MANAGER Summer 2007

These grants provided much needed financial assistance from the federal government, which funded 75 percent of the firefighting costs. GFC officials report fire suppression efforts cost an estimated $44.1 million.
GFC officials calculated the impact of the spring 2007 wildfires in Georgia and the results are unprecedented in state history. More forestland was consumed, more timber was lost, and more financial losses are being felt from these fires in Georgia than has ever been recorded.
"The Georgia Bay Complex was the largest fire in the southeast in recorded history. It burned approximately 564,000 acres, which includes over 122,745 acres in Florida," said GFC Interim Director Robert Farris. "In excess of $60 million of privately owned timber has been lost and it's expected to take over $30 million to replant the burned forestlands."
"To put that into perspective, the wildfires of south Georgia and north Florida burned an area more than twice the size of the area inside the perimeter of Atlanta," added GFC Chief of Forest Protection Alan Dozier. "Eighteen homes were destroyed, but fortunately, no lives were lost."
In a typical year, approximately 8,000 wildfires burn 40,000 acres in Georgia,

More than 504,000 acres were blacked by wildfires throughout the state this spring. Gusty winds and the lingering drought fueled flare-ups.
Dozier said. The extended drought set the stage for record-breaking fire activity this year. Since July 1, 2006, more than 9,500 wildfires burned more than 504,000 acres throughout the state.
The GFC is working with landowners to evaluate timber losses, assist with salvage operations, and develop long-term mitigation and recovery plans. The Commission is also working to secure funding for those efforts.
"The impact of this historic event will be felt for a long time," said Robert Farris. "The Georgia Forestry Commission is committed to providing the leadership, service, and education needed to restore and protect our state's valuable forest resources."
In mid-July, Ware County Emergency Management Agency Director Jonathan Daniell reported that there was still some smoke and fire contained deep within the Okefenokee Swamp, but no residences or businesses were threatened. He added that recovery was under way and workers were making repairs to roads and culverts that had been damaged during the emergency response phase.I
20

Enterprise Tornado Underscores Importance of Following Severe
Weather Recommendations
By Jeff Braswell, School Safety Coordinator

In Enterprise, Alabama, the 2006-2007 school year will forever be known as the year the monster tornado tore through town, destroying the high school and taking the lives of eight students. In the immediate aftermath, a question asked repeatedly was whether school leaders could have done more to protect students. Unfortunately, loss of life is an all-too-real possibility when a tornado of this magnitude strikes any school. However, by following the recommendations of emergency officials, the faculty and staff of Enterprise High School prevented an even greater loss of life.
The killer tornado was rated EF4 with a path 300 yards wide and 7 miles long and maximum winds of 170 mph, according to the National Weather Service. In a mere 30 seconds, it blew out the school's walls, causing one section of the heavy original concrete roof in the "third hallway" to collapse, killing eight students. Cars were tossed in the parking lot like toys and the football stadium lay in ruins.
According to John Tallas, emergency management agency director for Coffee County, where Enterprise is located, the weather wasn't expected to turn severe until late afternoon, so the decision was made to release the students at around 1:00 p.m. However, Mother Nature had other ideas in mind, and there was never a window of opportunity for early dismissal. The first tornado warning, which was issued at 10:41 a.m., was set to expire at 11:30 a.m., but it never did. Keeping the kids at school was the best choice, given the circumstances. The deadly tornado hit the school at 1:12 p.m.
When a tornado warning is announced, the Georgia Emergency Management Agency's (GEMA) School Safety Unit recommends that officials hold children at the school until the warning is lifted. The thick walls provide far more protection than a school bus offers. Parents are not encouraged to pick up
21

their children during a tornado warning. However, often school officials are obligated to release students to their parents upon request.
In Enterprise, the student body was ushered into sheltering areas at around 11:00 a.m. Meanwhile, some students were released to concerned parents who had braved the weather to pick them up. When the last warning was issued at 12:47 p.m., however, the parents and children in the parking lots were brought inside and placed in the safe zones with the staff and students, following recommendations of emergency management officials.

Photos of the damaged Enterprise High School show crumbled exterior walls, underscoring the importance of making sure students take shelter in an interior corridor in the center of the building. Despite these precautions, eight students died.
GEMA also encourages schools to identify areas to shelter during severe weather events where the chances of death or injury are minimized. At Enterprise High School, students crouched in hallways and other safe zones -- the same locations that faculty and students in Georgia are taught to use. These areas are preferred because classrooms on exterior walls contain windows that will likely shatter with the force of high winds, turning shards of glass into flying missiles. Moreover, exterior walls are more apt to collapse.
Conversely, hallways on the lowest floor of a building offer overhead support. Interior walls act as supporting fortifications and are less likely to collapse. In addition, these interior spaces provide protection from flying debris and wind. Photos of the damage prove this point. They show the exterior walls of the school
Summer 2007 EMERGENCY MANAGER

blown out, while the walls to the interior hallways, where students sheltered, still intact, albeit littered with overhead debris.
Each day, Georgia school officials are entrusted with our greatest national resource -- our children. GEMA's School Safety Unit can help school officials keep the kids in their charge safe. The first step in preparing for crisis is to have a plan. Georgia law requires every school to develop and implement a wide-ranging safety plan that addresses acts of violence or terrorism, natural disasters, hazardous materials and radiological incidents. GEMA's School Safety Unit has developed a planning guide for school administrators to help them create their plans. It is available upon request.
Every school has hazards that threaten the safety of children and staff alike. Some are easily visible; others may be hidden to the untrained eye. GEMA's school safety experts will conduct a comprehensive evaluation of any facility or outdoor venue upon request to appraise it for seen and unseen hazards and recommend improvements. Prevention methods such as environmental design, surveillance and access control also are discussed to make schools more secure.
GEMA also can help plan and facilitate tabletop and full-scale exercises to test schools' written safety plans. The exercises simulate real emergencies to assess the roles, responsibilities and logistics of the response community. School officials can use the lessons learned to adjust their plan.
No matter how much planning and preparation a school dedicates to creating a safe environment, the unthinkable can still happen. When a crisis becomes a reality, GEMA's School Safety Unit can help schools cope. Our school safety experts can help coordinate the necessary equipment and materials needed in response efforts to get schools back to normal as soon as possible.
The eight students who lost their lives in this tragic event at Enterprise High School will be sorely missed by those they leave behind. However, more than 1,300 students are still alive today because of the dedication and training of a few brave people and the decisions they made in the face of tragedy.
For more information on severe weather sheltering, training classes, or other services provided by GEMA's School Safety Unit, call 1-800-TRY-GEMA or e-mail schoolsafety@gema.state.ga.us.I
EMERGENCY MANAGER Summer 2007

GEMA Issues Recommendations for Taking Shelter on a School Bus

Recently, the Georgia Emergency Management Agency's School Safety Unit collaborated with the National Congress on School Transportation and National Weather Service to create the following recommendations for school transportation officials.
Consider storm spotter training for your transportation employees. Working with their local communities and with the local National Weather Service office, spotters provide invaluable assistance and critical information to decision makers when hazardous weather threatens.
Consider a local operating procedure for all warnings and watches to be broadcast over the transportation radio system. Dispatch should monitor and announce any changing weather conditions. All transportation departments should have a NOAA Weather Radio. Watches and warnings also may be received from several Internet sites, including the National Weather Service at www.weather.gov.
If a tornado watch is announced, drivers should continue their route cautiously but monitor their radio for changing conditions.
If a tornado warning is announced, the school and driver should hold children at school until the warning is lifted. Parents and drivers who have arrived at the school should be brought into the school and directed to a severe weather safe area.
If drivers are already on their route and realize that a warning has been issued, they should proceed to the

nearest school and take their students inside. Drivers should be aware of schools and alternate sites such as fire stations, public buildings and emergency shelters that may be located on their route.
If an immediate threat exists, the driver should pull the bus off the road and stop the vehicle. Turning on the flashers and strobe lights will increase safety.
If students are kept on the bus, they should sit below the window level and use a jacket to protect their head and face from any flying debris.
Consider operating procedures on when to evacuate the bus. Remember student accountability procedures and how the evacuation may be impacted by the immediate environment.
If the bus is in the direct path of a tornado and the driver determines that evacuation is needed, students should be evacuated 100 feet from the bus and instructed to lie in a ditch or ravine with their face down. Notify your transportation dispatch center and 9-1-1 as soon as possible.
Never allow students off the bus to move storm debris, such as downed trees, limbs or dangerous items such as cable or power lines. Outside of notifying the transportation department, consider having emergency phone numbers for your county emergency management agency as well as utility companies in order to report storm damage.
At a minimum, consider performing two bus evacuation drills each year.I

22

In the Wake of Virginia Tech: Challenges of Emergency Management
on a College Campus
By Opal Haley and Steve Harris, Office of Security and Emergency Preparedness, University of Georgia

Campus safety was on everyone's mind in the aftermath of the horrific shootings at the Virginia Tech (VT) campus on April 16, 2007. Immediately following this terrible event, phones at the University of Georgia (UGA) -- nearly 400 miles away -- began ringing. On the other end were concerned students, faculty, staff, parents, news reporters, and administrators and security and emergency management personnel from other colleges and universities. Like all institutions of higher education, UGA emergency response departments began reviewing their procedures even as the VT administration and police department were scrutinized in the media by security experts, the Hokie campus community and government officials. Undoubtedly, many lessons will be learned from this horrible and senseless tragedy.

responsibility for emergency preparedness, response and management, including the Office of Security and Emergency Preparedness, UGA Police Department, and Environmental Safety Division. There is no lead agency and to avoid the potential confusion of "too many chiefs," representatives meet for lunch the first Friday of each month to discuss programs and initiatives and ensure that everyone is on the same page.
In addition, UGA is fortunate to have several teams available to respond to specific emergencies. The Hazard Assessment Response Team under UGA's Environmental Safety Division provides technical assistance on hazardous chemical spills. The UGA Police Department Bomb Disposal Team handles suspicious packages and bomb calls. The UGA Police Department Special Response Team is the university's version of a SWAT

Campus safety a

and uses specialized weapons and

complicated issue

tactics to respond to particularly

Fortunately, college shootings are rare. Active shooter

College officials strive to provide a safe and carefree environment where students can live, learn and work. At UGA in Athens, several departments work together to keep students safe during a natural or man-made disaster.

dangerous situations. The Hostage Negotiation Team is

events occur far more frequently

trained to communicate with

in workplace and K-12 schools than on

duct research using numerous chemical,

barricaded subjects who have

college campuses. In fact, only 12 major

biological and radiological agents; and ani- taken hostages in order to resolve critical

shooting events have occurred at American mal research often attracts animal rights

incidents peacefully. Finally, the UGA

colleges and universities since 1966. In

activists. These issues are further compli-

Police Crowd Control Team is trained in

contrast, UGA has experienced 11 major

cated by an open campus environment, a

basic crowd control maneuvers to handle

structure fires since 1993. This illustrates

predominantly young population with

civil disobedience when life and property

how critical it is to plan for all hazards,

limited experience in dealing with emer-

are at risk.

especially for those that are more common gencies, and parents who expect college

Other campus units that provide

on college campuses.

administrators and security personnel to

unique expertise in assisting with emer-

Security and emergency management keep their children safe while at the same

gency responses include the Office of

on a college campus is particularly chal-

time respecting their newly acquired

Information Security, University Health

lenging. Universities frequently host digni- independence.

Services, Biosafety Office, and a statewide

taries, athletic and other large events, mak-

The University of Georgia takes emer- Agrosecurity Response Team.

ing them vulnerable to man-made and

gency preparedness and management very Furthermore, because the University of

accidental disasters; faculty members con- seriously. Several departments share

Georgia is situated in Athens-Clarke

23

Summer 2007 EMERGENCY MANAGER

County (ACC), UGA and ACC emergency management personnel routinely plan, train, and exercise together to ensure a consolidated local response.
Beefing up emergency alerts Emergency notification is critical on
every college campus, but alerting a large and dispersed population quickly is extremely challenging. Students and employees come and go, tune into different media for news and updates, and often fail to provide current contact information. Redundancy in emergency notification systems is important because at any given time, one or more of the communication methods may fail.
UGA communicates with students, faculty and staff prior to, during, or following emergencies through outdoor emergency sirens, emergency pagers located in certain campus buildings, a campuswide e-mail system that is capable of sending messages to approximately 50,000 people within one hour, an AM radio station maintained by the UGA Police Department, NOAA Weather Radios, telephone trees, crawler messages on all TVs subscribed to the University Cablevision, and loudspeakers on police cruisers.
Still, last year, the UGA Office of Security and Emergency Preparedness (OSEP), in conjunction with other campus response departments, recognized a gap in emergency notification capabilities and began researching potential solutions to fix it. In December 2006, OSEP purchased 5,000 test accounts for UGAAlert, a mass notification system capable of sending thousands of messages in minutes to registered cell phones, land lines, and email addresses. After several months of testing, funding was made available to purchase accounts for the entire campus population, and registration is being phased in through fall 2007.
Campus lockdowns aren't the answer Since the VT tragedy, there have been
many suggestions for ways to prevent a shooter from entering college classrooms or dorms, including installing deadbolt locks on all classroom doors, allowing housing students to install their own locks on dorm rooms, or providing other ways to lock doors from the inside. Although some of these solutions may have led to a positive outcome in the VT event, they could have an opposite effect during other types of incidents. For instance, escape is
EMERGENCY MANAGER Summer 2007

Although school shootings garner a lot of media coverage, they are very rare, especially on college campuses. Schools are more likely to experience a fire. Therefore, it is critical for them to plan for all emergencies.

essential during a fire and students may accidentally lock themselves inside their dorm rooms if they install their own locks.
Lockdowns are common and fairly effective in K-12 schools, where there are only one or two buildings, movement is limited on campus, and teachers are in control over students. However, they are not feasible options for large, sprawling college campuses.
The University of Georgia's main campus covers more than 600 acres, encompasses more than 300 major buildings, and has a daily "revolving" population of more than 45,000 students, employees and visitors. The campus is open, with easy access to downtown

Athens. Multiple entrance and exit doors for each campus building are unlocked for convenience. Moreover, some classrooms and historic buildings have features that complicate implementation of lockdowns.
Nevertheless, emergency response departments are reviewing their procedures to determine if changes should be made. In addition, UGA President Michael Adams announced the formation of two special committees to examine UGA's "plans, protocols, procedures and infrastructure" as they relate to emergency preparedness and to psychological services on campus. These committees will meet throughout the summer and present their reports to Adams by September 1.I
24

Firefighting Program Takes Flight at Hartsfield-Jackson
By Buzz Weiss, Public Affairs Officer

Amajor air crash in metro Atlanta is a daunting prospect for the pubic safety community. To prepare for this grim possibility, multiple agencies routinely work together to update their plans and conduct comprehensive exercises. However, even without a catastrophic accident, there is plenty of work and troublesome crises to be handled each day at Atlanta's Hartsfield-Jackson International Airport. Daily emergencies such as smoke in the cockpit, an engine failure on takeoff, a car fire in a gridlocked parking deck, suspicious powder on a suitcase at baggage claim or a heart attack in the crowded North Terminal are handled by the highly skilled men and women assigned to the Atlanta Fire Department's elite Airport Division, the country's largest airport fire department serving the world's busiest airport.
In many ways, Hartsfield-Jackson Atlanta International Airport is a city in itself. It has 83 retail stores, a post office, and 55,000 workers, ranging from cops to clerks, secretaries to skycaps, ticket agents to tug drivers, on the sprawling 5,000 acre complex. In addition, 235,000 passengers scurry through the terminal and concourses every day, boarding and deplaning from the 2,400 daily flights that link Atlanta

Station #33 was constructed on the south side of the new fifth runway at Hartsfield-Jackson Airport. Since firefighters spend so much time here, the walls are heavily insulated to reduce noise and an air filtration system eliminates the jet fuel odor.
with the rest of the globe, approximately 85 million passengers a year.
Airport firefighters are responsible for it all -- the people and the property, the 5.8 million square feet of terminal and concourse space, the fuel storage tanks, the dozens of hangars, warehouses and service buildings, and the five runways, including a 12,000 foot strip that can accommodate anything with wings.
Fortunately, "Hartsfield-Jackson has the most equipment and best trained firefighters anywhere in the country," declares Atlanta Fire Department Interim Chief Harold Miller, a 26-year veteran, who has spent over half of his career in airport assignments, and has headed the Airport Division since 2001.
Airport rescue and firefighting (ARFF) is an exclusive discipline. "In the event of a crash, it's ARFF's job to create a path for escape," says Miller. "Many crashes are survivable and there are higher expectations for airport firefighters."
Most of the 223 firefighters are assigned to five stations strategically locat-

ed across airport, enabling HartsfieldJackson's fire department to exceed the Federal Aviation Administration (FAA) standards that require a truck be able to reach the most distant point on a runway within three minutes. The department also exceeds the even stricter National Fire Protection Association (NFPA) norms.
The Airport Division also has its own inspectors, training officers and mechanics.
New fire station a home away from home
A fire station is more than a workplace. It's home to firefighters who work 24 hours on duty and 48 off. With that in mind, Miller took a personal hand in designing the recently opened Station #33 on the south side of the airport just above the new fifth runway.
The walls and ceilings are 12 inches thick and heavily insulated. When the doors are closed, the sounds of the jets roaring down the runway barely 100 feet away are muted. A special air filtration system eliminates the odor of jet fuel. With plenty of storage space and a balcony above the apparatus floor, the station can also be used for training in areas such as ladder rescue and confined space rescue.
A day at a Hartsfield-Jackson station differs from a shift at most other firehouses. While firefighters at Atlanta's 30 citywide stations routinely fight structure fires, for example, the men and women at the airport companies -- with their unique specialty -- spend much of their time training and conducting exercises.
Training standards for airport firefighters are stringent. In addition to their basic training, they are required to be state-certified for airport duty and have additional instruction in incident command, hazardous materials, and weapons of mass destruction. They are also required to be emergency medical technicians (EMTs). Before a firefighter can climb

25

Summer 2007 EMERGENCY MANAGER

onboard an airport truck, he or she must also complete a special 48-hour airport firefighting course and burn exercise.
FAA rules spell out 11 categories of training covering 240 hours. Firefighters must be recertified in these courses every 12 months.While at least three hours a day is usually dedicated to training, airport firefighters also handle their share of runs. Miller says they respond to an average of 6,000 medical calls per year. They also respond to 20 to 30 structure fires, and 30 to 40 aircraft incident calls each month. The aircraft incidents usually involve engine failures, hydraulic problems, and reports of smoke in the cockpit.
Inspectors, meanwhile, check building codes and closely monitor fueling operations. They are responsible for reviewing and issuing 210 fuel permits every two months.
Hartsfield-Jackson has an enviable safety record. "Safety is a top concern at airports today," says Airport General Manager Ben DeCosta. "Our airport fire department runs a first-class operation, responding in a timely manner to calls and engaging in the best training possible. We have received several perfect safety ratings in the past few years and that's due in large part to the stellar work of our fire department."
The last fatal commercial aircraft accident occurred 47 years ago, when a Delta DC-8 jet crashed on the field of what was then Atlanta Municipal Airport during a training flight, killing the three pilots. There were no passengers on board.
Progress in the firefighting profession is the result of both civilian and military research and Miller says the biggest issue facing airport fire officials today is the emergence of new technologies and extinguishment agents. He adds a cautionary note, however. "Technology used correctly is a good thing, but used incorrectly it can kill you."
For example, a combination of technology and experience guides a chief officer in deciding how to deploy equipment when a crippled aircraft is attempting a
EMERGENCY MANAGER Summer 2007

These airport "yellow" units will be renamed as part of new federal requirements that require public safety personnel to adopt plain language. This enables responders from different agencies to speak one language.

landing. "When it goes bad, it goes bad in a hurry," Miller points out, underscoring the need for good equipment, good training, and good management.
New equipment is cutting edge and cost effective
Some two dozen front-line firefighting vehicles are housed at the airport stations, including 10 heavy crash trucks, four engines, two aerial trucks, three advanced life support (ALS) ambulances, a mini-pumper, a foam tanker, a haz-mat squad, a mass casualty truck and several command vehicles.
"A fire truck is like a military vehicle," notes Miller. "It needs to be functional, easy to maintain, and operate under fire."
Fire officials recently completed a major upgrade of the fleet of crash trucks. The new standardized fleet will reduce the costs associated with training and parts inventory.
Manufactured by Wisconsin's Oshkosh Truck Corporation, the ten new "striker" airport rescue and firefighting vehicles carry 3,000 gallons of water, 240 gallons of foam, and 1,000 pounds of hydro-chem powder that is blended onboard the truck to knock down an aircraft fire.
The foam deprives the fire of the oxygen it needs to burn, while the hydrochem disrupts the chemical reaction. A pair of strikers have a special roof-mounted boom -- or "snozzle" -- that can puncture the skin of an aircraft fuselage and release the water-chemical mixture. If necessary, the entire supply can be deployed in 90 seconds and a truck's water

tank refilled on-site from other trucks or hydrants located along the runways. Each truck carries a price tag of $714,000.
What's in a name? New rules spawned by the National
Incident Management System (NIMS) will bring changes to some old names at the airport. Airport trucks have traditionally been dubbed as "yellow" units (Yellow 1, Yellow 2) because of their color. Because of NIMS rules that require plain text and common language, however, they'll be renamed with engine, truck, and either ARFF or striker designations.
The toughest change to adapt to, though, will likely be renaming the ambulances -- or "echo" units -- that first went on the job in the early `70s. At a time when the modern-day emergency medical service was still in its infancy, undertakers operated most ambulances, which were little more than hearses with red lights on the roof. Fire medics at the airport, however, were able to load patients on their new trucks and communicate with ER doctors at Atlanta's Grady Memorial Hospital and East Point's old South Fulton Hospital -- "echoing" their orders. But the names Echo 1, 2 and 3 will soon be consigned to history, and the trucks will be dubbed medic units.
Airport fire officials plan for new demands for service completion with the construction of a new international terminal. Through all the changes, they continue to live the motto adopted by the Atlanta Fire Department when it was established in 1882 -- "prompt to action."I
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