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1. inside:
Long-term
recovery
gets too little
attention
Rebuilding
New Orleans
public schools
HELL
ON
RISE IN DEADLY WILDFIRES
HAS COMMUNITIES WORLDWIDE
RETHINKING STRATEGIES
Issue 6 — Vol. 4
November/December 2009

2. The Premier
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PAGE

3. TCIP
201
0
TECHNOLOGIES FOR CRITICAL INCIDENT PREPAREDNESS
Conference and Exposition
February 2–4, 2010
Philadelphia Marriott
Downtown
Set in historic downtown Philadelphia—with more
than 1,500 attendees, and numerous technology exhibits
and demonstrations expected—TCIP 2010 is not to
be missed.
tcipexpo.com
Discover cutting-edge technologies and training tools
■
Registration is
FREE!
■
Share and discuss best practices
■
Exchange ideas and network with experts
Potential Session Topics: Virtual USA, Pandemic
Preparedness and Response, Addressing the Active
Shooter Threat, and Lessons Learned/Best Practices in
Recent Rail Incidents.
Critical Connections
Linking Responders with Technology
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PAGE

4. ON THE COVER
22
Hell on Earth
The rise of more dangerous
wildfires forces communities
worldwide to rethink how they
handle infernos.
Contents
Cover photo provided by Ross Beckley
FEATURES
40
Recovery
Starts Now
Emergency management
experts say long-term recovery
gets too little attention, but
should be a critical component
of prevention.
DEPARTMENTS
46
Community Ties
Santa Barbara County, Calif., moves
disaster planning and coordination
forward by teaming with a charity
and a private company.
50
A Recipe for Chaos
States and locals will have to quickly
find ways to spend stimulus cash.
PHOTO COURTESY OF THE BURNFIRE COOPERATIVE RESEARCH CENTRE
4
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PAGE

5. Windows®. Life without Walls™. Dell recommends Windows.
TOUGH THIN
DELL INTRODUCES THE THINNEST RUGGEDIZED TABLET ON THE MARKET.
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PAGE

6. Group Publisher:
PHOTO COURTESY OF JOCELYN AUGUSTINO/FEMA
Steve Towns stowns@govtech.com
EDITORIAL
Editor:
Jim McKay jmckay@govtech.com
Associate Editor:
Elaine Pittman epittman@govtech.com
Managing Editor:
Karen Stewartson kstewartson@govtech.com
Assistant Editor:
Matt Williams mwilliams@govtech.com
Features Editor:
Andy Opsahl aopsahl@govtech.com
James Featherstone, General Manager,
Los Angeles Emergency Management Department
Chief Copy Editor:
Miriam Jones mjones@govtech.com
Staff Writer:
Hilton Collins hcollins@govtech.com
Editorial Assistant:
Cortney Towns ctowns@govtech.com
DESIGN
Creative Director:
Senior Designer:
Graphic Designer:
Illustrator:
Production Director:
Production Manager:
Kelly Martinelli kmartinelli@govtech.com
Crystal Hopson chopson@govtech.com
Michelle Hamm mhamm@govtech.com
Tom McKeith tmckeith@govtech.com
Stephan Widmaier swidm@govtech.com
Joei Heart jheart@govtech.com
PUBLISHING
VP of Strategic Accounts:
VP Bus. Development:
Major Player
10
Scott Fackert sfackert@govtech.com
Executive Editor:
20
Contributors
Martin Pastula mpastula@govtech.com
Publisher:
REST OF THE BOOK
8
Tim Karney tkarney@govtech.com
VP Emergency Management/
Homeland Security:
Contents
Don Pearson dpearson@govtech.com
Founding Publisher:
Jon Fyffe jfyffe@govtech.com
Tim Karney tkarney@govtech.com
East
Regional Sales Directors:
East
West, Central
Point of View
54
12
Account Managers:
Products
Are Blue-Light Phones Necessary?
West, Central
Melissa Cano mcano@govtech.com
Erin Gross egross@govtech.com
Business Development Director: Glenn Swenson gswenson@govtech.com
Bus. Dev. Managers:
Lisa Doughty ldoughty@govtech.com
John Enright jenright@govtech.com
Pat Hoertling phoertling@govtech.com
Kevin May kmay@govtech.com
Regional Sales Administrators: Sabrina Shewmake sshewmake@govtech.com
Christine Childs cchilds@govtech.com
National Sales Administrator:
Jennifer Valdez jvaldez@govtech.com
Director of Marketing:
Andrea Kleinbardt akleinbardt@govtech.com
Dir. of Custom Events:
Whitney Sweet wsweet@govtech.com
Associate Dir. of Custom Events: Lana Herrera lherrera@govtech.com
Custom Events Coordinator:
Karin Morgan kmorgan@govtech.com
Dir. of Custom Publications:
Stacey Toles stoles@govtech.com
Custom Publications
Writer:
Jim Meyers jmeyers@govtech.com
Director of Web
Vikki Palazzari vpalazzari@govtech.com
Products and Services:
Web Services Manager:
Peter Simek psimek@govtech.com
Custom Web Products Manager: Michelle Mrotek mmrotek@govtech.com
Web Advertising Manager:
Julie Dedeaux jdedeaux@govtech.com
Web Services/Project Coordinator: Adam Fowler afowler@govtech.com
Subscription Coordinator:
Gosia Colosimo subscriptions@govtech.com
East
56
In the News
Eric’s Corner:
14
Lessons Observed, not Learned
Quick Action
58
The Louisiana Recovery School District
teamed with FEMA for a speedy beginning
on the long path of rebuilding New Orleans
public schools.
Last Word
Don’t Ignore Needs of the Children
18
EM Bulletin
CORPORATE
CEO:
Executive VP:
Executive VP:
CAO:
CFO:
VP of Events:
Marketing Director:
Attend All-Hazards, All-Stakeholders Summits
Emergency Management to visit San Francisco, Seattle and Houston in 2010.
The face of emergency management is becoming more
complex and the challenges are increasing.
This makes it even more important to engage in crossjurisdictional relationships and to learn and share solutions
for community preparedness and disaster mitigation.
The All-Hazards, All-Stakeholders Summits will address best
practices to prepare for and mitigate natural and man-made
hazards, such as fires, earthquakes, mudslides and terror threats.
The events will provide community leaders and emergency managers the opportunity to forge new cross-jurisdictional relationships and exchange knowledge.
6
Leslie Hunter lhunter@govtech.com
Shelley Ballard sballard@govtech.com
Topics include:
✓ innovating solutions and technology;
✓ best practices on collaborative emergency management
planning; and
✓ newest U.S. Department of Homeland Security and FEMA
initiatives.
Join us for summits in San Francisco, Seattle, Houston,
Los Angeles, Miami and Boston. For registration information,
contact Jeremy Smith at 800/917-7732 ext. 1402 or
jsmith@govtech.com.
Dennis McKenna dmckenna@govtech.com
Don Pearson dpearson@govtech.com
Cathilea Robinett crobinet@centerdigitalgov.com
Lisa Bernard lbernard@govtech.com
Paul Harney pharney@govtech.com
Alan Cox acox@govtech.com
Drew Noel dnoel@govtech.com
Government Technology’s Emergency Management is published by e.Republic Inc.
© 2009 by e.Republic Inc. All rights reserved. Opinions expressed by writers are
not necessarily those of the publisher or editors.
Article submissions should be sent to the attention of the Managing Editor.
Reprints of all articles in this issue and past issues are available (500 minimum).
Please direct inquiries to the YGS Group: Attn. Mike Shober at (800) 290-5460
ext.129 or governmenttechnology@theygsgroup.com.
Subscription Information: Requests for subscriptions may be directed to subscription
coordinator by phone or fax to the numbers below. You can also subscribe online at
www.emergencymgmt.com.
Canada Post Publication Mail Agreement 40048640, undeliverables 2-7496
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Phone: (916)932-1300 Fax: (916)932-1470
www.emergencymgmt.com
e
The inside pages of this publication are printed
on 80 percent de-inked recycled fiber.
A publication of
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PAGE

7. For safety administrators,
waiting is not an option. When it
comes to public safety, getting the right resources to
the right spot simply can’t wait. The BlackBerry Tour™
with GPS tracking is here to help. Dispatchers can track
resources and route employees to the jobsite, all with just
the flick of a thumb or two. It’s getting easier to stay on top
of things. All kinds of things. Only on the Now Network.™
1-800-SPRINT-1 sprint.com/business
The B
lackB
erry ®T
ou
r™ 9630
smart
phone
®
Coverage not available everywhere. The 3G Sprint Mobile Broadband Network reaches over 255 million people. Offers not available in all markets/retail locations or for all networks. Other restrictions apply. See store or sprint.com for details. ©2009 Sprint. Sprint and the logo are trademarks of
Sprint. Research In Motion, the RIM logo, BlackBerry, the BlackBerry logo and SureType are registered with the U.S. Patent and Trademark Office and may be pending or registered in other countries—these and other marks of Research In Motion Limited are used with permission. Other marks
are the property of their respective owners.
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PAGE

8. Contributors
Paul Wormeli
Hilton Collins
Contributing Writer
Staff Writer
Wormeli is co-chairman
of the NIEM Communications and Outreach
Committee. He is also the
executive director of the
IJIS Institute. He can be
reached at paul.wormeli
@ijis.org.
Collins is a staff writer
for Government Technology magazine. He’s
written extensively on
IT security and work
force issues. Prior to
joining Government
Technology, Collins
wrote for the Davis
(Calif.) Life Magazine
on various subjects.
Matt Williams
Assistant Editor
Williams is the assistant editor of
Government Technology magazine. He was formerly a sportswriter for newspapers, and was a
researcher for Sports Illustrated.
Andy Opsahl
Features Editor
Elaine Pittman
Opsahl joined Government
Technology in 2005. He
regularly covers government IT outsourcing and
private-sector solutions in
government. Opsahl also
writes for Government
Technology’s Public CIO.
Associate Editor
Pittman is also a staff
writer and copy editor
for Government Technology magazine. She
previously worked as a
copy editor for the Fort
Collins Coloradoan.
Jim McKay
Editor
McKay also is the justice and
public safety editor of Government
Technology magazine. He has spent
more than a decade as a writer,
editor and contributing writer for
publications, including The Fresno
(Calif.) Bee, The Vacaville (Calif.)
Reporter and The Ring magazine.
8
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PAGE

9. For the high-risk areas you need
to protect every day, ADT® has proven
homeland security solutions.
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Call 1-866-748-9166 or visit ADT.com/gov to see ADT Homeland Security successes at work.
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ADT state license numbers are available for review at www.ADT.com or by contacting 1-800-ADT-ASAP.® ©2010 ADT Security Services, Inc. All Rights Reserved. ADT, the ADT logo, ADT Always There and 1-800-ADT-ASAP are registered trademarks of ADT Services,
AG, and are used under license.
73566_ADT_AD9-170.indd 1
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PAGE

10. Point of View
Are Blue-Light Phones Necessary?
When I think about safety on college or university campuses,
and distribute emergency information via text messaging and
blue-light phones — those iconic, stand-alone towers with a blue
Twitter. Twitter is the grapevine of choice for college students,
light on the top — aren’t the first thing that jumps to mind.
and even for those of us in the “older” generation. The service
A college or university campus has different safety concerns
relays more information faster than any other medium.
than an elementary or secondary school, one being remote
Whether blue-light phones are expendable is still debatable
locations where students might need help, like parking lots or
on most campuses. The major argument for keeping them is
deserted quads. The 20-year-old solution has been remote blue-
that parents and students want them. Some campuses believe
light call boxes with direct access to police dispatch.
the units’ visibility adds value to the perception of security, or
Given all that, and with the proliferation of cell phones and
that they play a role in application decisions, or that repurposing
wireless 911 service, how necessary are the blue-light phones?
them with cameras and speakers extends their security presence.
Certainly today’s units can offer more than just a blue light
The fact is, they’re rarely used — and when they are, it’s not for
and direct access to police dispatch. They can be purchased or
emergencies. For example, they’re used for nonemergency road
retrofitted with cameras, sirens and loudspeakers. Emergency
service requests, like flat tires or a jump-start. More often, they’re
messages can be micro-broadcast to anyone standing in a limited
intentionally activated as a prank, which diverts resources from
radius. The cameras can watch — like Big Brother — innocent
real emergency calls. They have other drawbacks: The lights offer
and nefarious activity.
a false sense of security — the perception of safety — and they
The lights offer a false sense of security — the perception of safety — and they are expensive to
install and maintain.
But do they really create a safer campus? I posed this question
are expensive to install and maintain. Laws or codes don’t require
to other college and university emergency managers. I received
the lights: there are no standards to govern what they look like or
lots of comments and positions, but only one affirmative answer:
where they’re placed.
Best Public Safety/Trade
a reply from one campus describing a call from a student who’d
The bottom line is the question of the lights’ return on invest-
2009 Maggie Award
just been robbed. By promptly describing the perpetrator, that
ment. Where else could our shrinking security dollars be used?
person was picked up a short time later.
More officers? A better emergency notification system? Buying
There are some reasons a campus might want to keep blue-
cell phones for students who don’t have one? Campus budgets are
light phones, such as failed 911 service or geography that causes
being slashed and serious decisions are at hand. We don’t want to
spotty wireless coverage. They also might offer some redundancy
cut security services any more than we want to cut anything else,
if cellular service fails, although most new units depend on radio
but we must make choices.
reception of some sort.
I’m a parent. I have a daughter in college. I’d vote to take the
Even so, we should be looking to the future. New technology
blue-light phones out and apply that money against the next
will resolve reception and delivery problems. Like it or not,
tuition hike. k
communication is moving inexorably into the wireless realm.
There aren’t too many college students who don’t have a cell
Valerie Lucus is the emergency and business continuity
manager at the University of California, Davis. She also writes
the Campus Emergency Management blog at www.emergency
mgmt.com.
phone, and most of them use cell phones constantly to communicate with their friends. The Virginia Tech shootings and
Hurricane Katrina showed how effectively students can receive
Valerie Lucus
Questions or comments? Please give us your input by contacting our editorial department at editorial@govtech.com,
or visit our Web site at www.emergencymgmt.com.
L E A D , F O L L O W O R G E T O U T O F T H E W AY.
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PAGE

11. State and Local
Solutions
Disaster
Recovery
Wildland Fire
Counter-drug
Cooperative
Purchasing
Surplus Personal
Property
Serving Your Community’s Needs
Whether you’re advancing your IT infrastructure, responding to natural disasters, waging
the war against drugs, or replacing office furniture, you need quick-and-ready access to
mission-critical resources. GSA makes it easy for state and local agencies to procure
leading-edge IT products, professional services and solutions, surplus personal property,
temporary housing and shelters, firefighting equipment, a variety of law enforcement and
security products and services, and much more. By leveraging the government’s buying
power, we provide best-value solutions from pre-qualified contractors. Best of all, we put
you in control and a step ahead to accomplish the task at hand.
GSA is here to help. www.gsa.gov/stateandlocal or (800) 488-3111
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PAGE

12. In the News
Rhode Island Tracks H1N1 Using
Electronic Prescription Data
BY ELAINE PITTMAN
st our other
medications, and we can map that again
, Rhode Island
TO HELP TRACK H1N1 TRENDS
actual disease,” she said.
surveillance indicators of
c prescription
include a
health officials are receiving electroni
The other surveillance indicators
age groups
to identify outbreaks based on
the reporting
data
syndromic surveillance system —
the data from
and ZIP codes. The state receives
s for influenza-like illness
c link with of emergency room visit
retail pharmacies through an electroni
sites across the state that also
— and 25 physician
State health
Surescripts, an e-prescriptions network.
report influenza-like illness data.
h excludes personal
ase in the
officials view the data, whic
“You would expect to see the incre
in Tamiflu
information, to identify increases
medication when you start
dispensing of anti-viral
ons.
” Zimmerman
prescriptions or other anti-viral medicati
to see peaks in influenza-like illness,
an, chief of health
According to Amy Zimmerm
the trends; it allows
said. “So it allows us to monitor
Rhode Island
prescribing.”
information technology for the
us to identify if there’s potentially over
state’s
of the
s
Department of Health, 100 percent
observing e-prescription trends allow
She said
s, and 80
l pharmacies can receive e-prescription
and ensure that
retai
state health officials to monitor
dispensed
ensed. “For
percent of those pharmacies can have their
anti-virals are being appropriately disp
then
ts and
prescription data aggregated at Surescrip
iflu is appropriate to be dispensed for
instance, Tam
Zimmerman
resistant to it
used by the state to monitor H1N1.
H1N1, but seasonal flu seems to be
promoting e-prescribing
said the state has been
nal flu and not a lot of
— so if there’s a lot of seaso
Rhode Island
lot of Tamiflu
since 2003 in collaboration with the
H1N1, you would not expect to see a
tion. “When
Institute, a nonprofit organiza
Quality
an said.
ted to pilot being dispensed,” Zimmerm
determine
Surescripts first came into being and wan
The information helps health officials
d
Rhode Islan
the e-prescribing network, it chose
is needed to ensure that antiif additional education
to do that,”
appropriately.
and partnered with the Quality Institute
viral medication is being prescribed
she said.
anti-viral medication
If the reports say that a lot of
to report
information
Surescripts uses the pharmacies’ data
is being dispensed, but there’s not
being
s are
how much Tamiflu and other anti-viral
an outbreak in the area, officials can
indicating
information
findings.
dispensed to patients and categorizes the
educate doctors in the area about the
p. The reports are sent to
by ZIP code and age grou
th has said, it’s a different
“As the director of heal
said.
the state every two weeks, Zimmerman
measure that has become
being able to tool; it’s another
re together,”
“The data is very valuable for
very handy in putting the big pictu
to see if there
monitor trends over time to be able
the anti-viral Zimmerman said. k
is an increase in the dispensing of
12
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PAGE

13. California Braces
for Mutating
H1N1 Virus
BY JIM McKAY
RESPONSE TO THE H1N1 OUTBREA
K will be a
marathon, and health-care officials may have
difficulty
keeping up with a barrage of patients and
maintaining
supplies. That was one of the messages delive
red to an
audience of health-care workers at a statew
ide disaster
planning conference for hospitals called From
Readiness
to Recovery on Sept. 15 in Sacramento, Calif.
Dr. Gilberto Chávez, state epidemiologist
and chief
of the Center for Infectious Diseases for the
California
Department of Public Health, said most of
the cases of
flu in California have been H1N1 and that 1,806
people
have been hospitalized and 152 have died
(by Nov. 7
those numbers had increased to 5,380 hospi
talized and
297 dead). Chávez said there’s a temporary reprie
ve from
the virus, but that will change this fall.
Officials found this summer that although
there
may have been a good supply of anti-virals,
masks and
ventilators, they weren’t always easily accessible.
One of
the lessons learned from this past summer is
to develop
better communication between governmen
t agencies
and the private sector, and among governmen
t agencies
and jurisdictions. k
‘Third Wave’ o
f H1N1 Due
BY JIM McKAY
THE U.S.
DEPARTMEN
T of Homel
Security’s (DH
and
S) Alexander
said even thou
Garza tried to
fears and pr
gh the numbe
quell is up
ovide answer
r of flu infect
for this time of
s to an inqu
ions
and anxious
year, the deat
isitive
group in Nov
been as great as
h rate hasn’t
ember at the
Annual Intern
officials though
57th
ational Associa
t it might be.
A question w
tion of Emerge
Managers Con
as raised abou
ncy
ference in Orl
t why Presiden
Barack Obam
ando, Fla.
a waited so lo
t
Garza, the DH
ng to declare
S’ assistant secr
a national em
the flu
etary for health
ergency. The
affairs and ch
ief medical offi
participant sa
had nine patie
id she
cer, said eventu
everyone who
nts dying in
ally
her intensive
wants an H1N
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13
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PAGE

14. Lessons Learned
by
Matt Williams
Quick Action
The floodwaters of New Orleans surrounded this school.
New Orleans was evacuated following the breaks in the
levees as a result of Hurricane Katrina.
The average public school building in
New Orleans is nearly 70 years old.
But there’s an exception on Trafalgar
Street. Opened in August 2009, Langston
Hughes Elementary is the first new school
built in the city since Hurricane Katrina
made landfall in 2005. The campus includes
a media center, high-tech classrooms, a
gymnasium and full cafeteria. It replaces
the former campus that was damaged by
Katrina; class previously was being held in
temporary modular classrooms. The difference isn’t lost on students.
“You go into that new facility and you see
the difference that children feel from that
facility is amazing,” said Paul Rainwater, the
Louisiana Recovery Authority’s executive
director. “It’s a beautiful building.”
“Beautiful” hasn’t been a commonly
used descriptor for the New Orleans school
system — even before Katrina’s destruction.
Test scores were down, infrastructure was
aging and financial management was lacking. “The public schools in New Orleans
were probably the worst school district in
the country before Katrina — or one of the
[bottom] two: New Orleans and Detroit,”
said Ramsey Green, the chief operating officer of the Recovery School District (RSD),
which was created in 2003 to take over
dozens of schools in the parish that were
underperforming. Schools controlled by
the RSD had about $1 billion in deferred
maintenance that had nothing to do with
the storm, he said. That amount more than
doubled after Katrina damaged or destroyed
120 school buildings.
Due to decreased enrollment after
Katrina, the RSD decided to close some
schools and rebuild others. As of press time,
37,000 students were attending RSD schools
in 85 buildings, Green said. “We agreed not
to rebuild 50 schools. And we started construction on what we call the Quick Start
PHOTO COURTESY OF JOCELYN AUGUSTINO/FEMA
The Louisiana Recovery School District teamed with FEMA for a speedy beginning on the long
path of rebuilding New Orleans public schools.
program of five new schools in New Orleans
about two years ago,” Green said.
The new Langston Hughes was the first
Quick Start school built, with another four
expected to open in 2010. Quick Start is
seeded by a $150 million lump sum from the
FEMA Public Assistance Program that consolidated 100 separate grants. This innovative “lump sum” funding approach required
collaboration by the RSD, FEMA, Louisiana
Recovery Authority, Congress and many
other stakeholders. State and local officials
hope to scale up Quick Start to include the
RSD’s capital plan for a complete rebuilding
of the New Orleans school system, at a projected $2 billion cost.
The ‘Lump Sum’ Approach
Rebuilding schools so quickly has been
an epic challenge. Quick Start wouldn’t have
been possible without legislative changes
made at the state, local and federal levels to
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15. The
Expressway
To be
Prepared
Governmental cooperative purchasing
Entities working together to save money!
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LEVERAGED
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16. PHOTO COURTESY OF THE LOUISIANA RECOVERY AUTHORITY
Lessons Learned
Langston Hughes Elementary opened its doors in
August 2009. The state-of-the-art school provides
classrooms equipped with the technology for
21st century learning.
expedite construction and streamline the
disbursement of payments to the RSD and
contractors. Katrina was such a catastrophe
that the old rules weren’t effective.
“The way FEMA works is that after a
disaster they come in and do an assessment
of a building — they do a quick-and-dirty
assessment. They say, ‘OK, you had $2 million
of damage. Move on,’” Green said. “But we’re
finding that their initial assessments were
undervalued by more than 100 percent in
many cases.” Green said FEMA sometimes
would initially commit (or “obligate”) dollar amounts well short of what was needed.
“We’d write a new version of the project
worksheet, and see the amount obligated
go from $2 million to $30 million. That’s a
regular occurrence,” he said.
Traditionally FEMA would pay only
for damage. Representatives would inspect
a building all the way down to moldy ceiling tiles. The RSD and state officials quickly
realized that this kind of time-intensive
approach wouldn’t work for a project as
large as rebuilding an entire school system.
Green said Louisiana lobbied and got federal laws changed so that school districts can
now transfer funds between projects without
incurring a 25 percent penalty. The state also
was able to consolidate its National Flood
Insurance Program penalties, which saved
another $70 million. And FEMA streamlined the reimbursement process further by
consolidating the $150 million earmarked
for Quick Start into a single grant.
Rainwater began working on the RSD in
2008 when Gov. Bobby Jindal appointed him
to manage the Louisiana Recovery Authority. Rainwater saw an immediate problem
that was bogging down construction: Contractors weren’t being paid in a timely manner. So Louisiana created a new payment
system called Express Pay. “When the RSD
sends the state an invoice, it used to take 60
days to pay it out. Now it takes between five
and 10 days. So we do a cursory look on the
front end, and then a tougher audit on the
back end. If there’s a mistake — and there
has been no fraud — we just credit it on the
next invoice,” Rainwater explained.
In sum, Rainwater said government
officials did all they could to streamline
rebuilding without violating the Stafford
Act, which is the statutory authority for
FEMA’s disaster response. The result is that
Langston Hughes Elementary was built and
opened in two years.
Built to Endure
Prior to Katrina, almost none of the
schools in New Orleans were built to withstand a flood. Some of them were elevated,
but most were built with first-floor kitchens
— easily destroyed by a hurricane. By contrast, Langston Hughes Elementary and all
other school construction is being built to
withstand the next storm.
The Louisiana Legislature adopted the
International Building Code. “We also have
to build to FEMA’s base flood elevation,
which means our buildings either have to
be raised a minimum of three feet, or they
have to be wet or dry flood-proofed,” Green
said. The RSD is opening a school in January
2010 that is wet flood-proofed, which means
a floodwall is inside the walls — absorbing
three to four feet of water without incurring
into the building. All windows are missile
resistant to absorb 130 mph winds.
The RSD also implemented new procedures to minimize damage. The school district went into action before Hurricane Gustav made landfall in 2008. Plastic bags were
put over all IT equipment, and computers
were moved into hallways so if windows
broke they wouldn’t be water damaged.
Principals and teachers took photographs of
classrooms to document them in case they
were damaged and the school district had
to go back to FEMA for additional funds.
“Had Gustav been worse, we would’ve been
a lot better off purely because we learned a
lot of lessons after Katrina,” Green said.
And those lessons learned extend beyond
emergency preparation. The RSD is building its schools to meet the Environmental
Protection Agency’s Leadership in Energy
and Environmental Design Silver standard
for green building design. Some schools
will have rain catchment systems, dualpane windows and photovoltaic systems.
Classrooms also are being modernized to
include digital whiteboards and laptops.
But those improvements come with
a hefty price tag. “Pretty much all that we
build is paid for by FEMA, which puts us in
an awkward position in trying to do a capital plan,” Green said. “We have a $2 billion
rebuilding program that takes place over
10 years, and that’s only partially funded at
present [at $750 million]. We believe all of
that should be funded by FEMA, and we’re
working to get that done.”
The purse strings are controlled by Tony
Russell, the acting director of the FEMA
Louisiana Transitional Recovery Office.
Rainwater said because state and local stakeholders are working well with Russell and
FEMA on the shared vision, he’s optimistic
that an agreement will be reached, even if
that means receiving the funds a chunk at
a time rather than the preferred lump sum.
“What we can’t do is continue this building
by building, classroom by classroom. It just
takes too long,” Rainwater said. k
16
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17. &/($5,1* 7+( :$<
72 5(&29(5<
DISASTER R ECOVERY SPECIALIST
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18. EM Bulletin
Hackers Unite in the Name of
Disaster Preparedness
PHOTO COURTESY OF JEREMY JOHNSTONE/YAHOO INC.
BUILDING A DEVELOPER COMMUNITY to tackle
IT issues related to disaster relief isn’t a simple task, but
when Microsoft, Google, Yahoo, NASA and the World
Bank team up, they mean business. In November, the entities sponsored a two-day event in Mountain View, Calif.,
— called Random Hacks of Kindness (RHoK) — in which
developers tried to solve real-world disaster relief issues
with technology.
Patrick Svenburg, senior manager of Microsoft Federal
Business, said Microsoft, Google and Yahoo recognized
that there’s a stovepiped approach to technology because
they each have their own systems. For example, he said
there were 17 different missing persons databases online
during Hurricane Katrina, and “we know how to fix that.”
The first RHoK hackathon — an event where programmers met and worked on technological solutions to a
defined set of challenges — combined coders and subjectmatter experts to address IT problems related to disaster
preparedness and relief. One of the applications developed,
called Break Glass, runs on a smartphone and is a combination of an emergency preparedness plan and a disaster
notification tool to alert friends and family about one’s
well-being. All of the hacks will be posted on GitHub — an
open source community — so developers can continue to
work on the solutions’ code.
THE U.S. ARMY CORPS OF ENGINEERS faces stiff
opposition to its directive to cut down trees within 15 feet
of thousands of miles of levees nationwide. The corps said
trees can harm the structural integrity of the infrastructure,
obscure visibility and impede access for maintenance and
inspection, hindering flood-control operations.
But opponents said a tree has never been responsible for
a levee breach and removing vegetation around levees is an
unnecessary cost that harms the environment.
Trees are an essential part of the river system, critics say.
“Water, as it’s going from the mountains to the oceans, goes
under the ground, under the levees, into the floodplain,
and as it does it is filtered,” said Bob Freitag, director of the
University of Washington’s Institute for Hazards Mitigation
Planning and Research. He said that’s the process that provides clean water to the nation’s lakes and rivers, and without vegetation the process is gone.
Freitag said a better solution is tiered levees, moving the
levees back or removing them altogether.
18
PHOTO COURTESY OF PATSY LYNCH/FEMA
National Levee Cleanup
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19. Citizens’ Perceived Preparedness
Doesn’t Match Measures Taken
THE 2009 CITIZEN CORPS NATIONAL SURVEY, a report
released by FEMA in August that evaluates the nation’s progress
on personal preparedness, indicates that perceived emergency
preparedness among citizens can differ from the actual measures
they’ve taken.
The report highlighted an important finding from the Citizen
Preparedness Surveys Database — which contains 102 surveys on
individual preparedness, 29 surveys on business preparedness and
11 surveys on school preparedness. The report said, “In nearly all
cases, these surveys substantiate that the proportion of those who
have taken appropriate preparedness measures is much lower than
those that indicate that they are prepared.”
Participants were asked to identify potential reasons for not
preparing, and 30 percent said the primary reason was that they
thought emergency responders would help them in the event of a
disaster. Respondents also were asked, “What is the main reason
you have not received any preparedness training?” Thirty-three
percent said it’s difficult to get information on what to do.
DEMONSTRATING A PERFECT BLEND of indigenous traditions and modern hazard mitigation practices, eight villages throughout the flood-prone region of
the Pangasinan Province in northwestern Philippines are
using the kanungkong — a bamboo communication device
— to warn citizens of rising floodwaters. A 2008 study
by Lorna Victoria of the United Nations’ International
Strategy for Disaster Reduction, describes how the device,
which was traditionally used to gather village residents to
public meetings or signal a woman’s need for help during
labor, was shown to be a highly effective early warning
system for floods.
The villages established the warning system with help
from the Program for Hydro-Meteorological Disaster
Mitigation in Secondary Cities in Asia. The system consists
of auditory alarms from the kanungkong that coincide with
different alert levels. This alarm system combined with
staff, gauges and radio communications to signal rising
waters from the City Disaster Coordinating Council,
proved highly effective during the 2007 monsoon season.
Pangasinan was hit by Typhoon Chan-Hom in May
2009 and by typhoons Ketsana and Parma in September
and October 2009.
PHOTO COURTESY OF ANDREA BOOHER/FEMA
PHOTO COURTESY OF U.S. GLOBAL CHANGE RESEARCH PROGRAM
Perfect Match: Indigenous
Knowledge and Emergency
Management
Emergency Management 19
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20. Major Player
James Featherstone
General Manager, Los Angeles Emergency Management Department
James Featherstone was appointed general manager of the Los Angeles Emergency Management Department in
October 2007. He is a veteran of the Los Angeles Fire Department, and has served in various capacities, such as
public information officer, fire academy instructor, chief officer’s staff assistant, station commander and task force
commander.
Featherstone has worked in numerous crises in Los Angeles, including the 1992 riots, the 1993 firestorm, which
burned more than 14,000 acres, and the 1994 Northridge earthquake. He was selected as fire plans officer for the
2000 Democratic National Convention, for which he developed the department’s operational and tactical plans.
Earthquakes, mudslides, fires and terrorist
threats all are potential disasters in Southern
California. How do you stay on top of all of it?
We must be prepared for a plethora of natural
hazards, and also the potential for some man-made
disasters that are unintentional. We have basic
preparedness, and we have preparedness specific to
certain disasters — what we call “triggers.” We think
preparedness is a lot of sharing of preparedness
efforts across many different types of disasters, but
there’s also a certain amount of specificity depending
on what the disaster is.
Are the fundamentals the same in terms of
preparedness and planning for all disasters? If
so, what are the fundamentals?
There are some common denominators in disasters or emergencies. One of the things that we look
at in emergency management is sometimes called
The Five Pillars: situation status; resource status;
commander’s intent; whether the commander’s
intent is at the tactical level, the strategic level, the
grand strategic or policy level; and information
management. A standing objective in our [Emergency Operations Center] is crisis information
management — how we manage the message. What
is going on? What are we doing about it? What would
we like the public to do to assist themselves and to
assist us? And the final thing is to have processes: a
planning process, a prevention process, a response
process and a recovery process.
The people of L.A. are used to fires, earthquakes
and everything else. Does that make it easier, or
in some ways harder?
Yes to both of those. “Used to” is an interesting
phrase because we have our share of fires and other
disasters and catastrophes here in Southern California. But we must be careful that we don’t become
jaded by these emergencies and crises. So it’s a
constant struggle every day to get the message out
— to make sure we have a message that goes out that
is effective for the response community, the prevention components and the general public.
And citizens must realize that they become first
responders in times of crisis. How do you get
that message across?
PHOTO BY:
That message is very important. We understand how critical messaging is and we do regular
routine messaging — day-to-day messaging — but
we also have specific messaging that we push out in
times of crisis or potential crisis. We found that by
managing the information, it’s a force multiplier for
the response effort. k
by
Jim McKay
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21. L - 3 M a r C o m®:
FIRST RESPONDERS INTEGRATED INSTANTLY
L-3’s MarCom® integrated voice and data hybrid router system provides critical
fixed or mobile command stations with seamless interoperable communications
for coordination of first responder teams. A MarCom-based command station
allows agencies and departments to deploy interoperable communications with
existing legacy radios so all calls and messages go through. To learn more, visit
L-3com.com/MARCOM or call 856-338-6170.
L-3com.com
C 3 ISR > GOVERNMENT SERVICES > AM&M > SPECIALIZED PRODUCTS
Communication Systems-East
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22. THE RISE OF MORE
DANGEROUS WILDFIRES
FORCES COMMUNITIES
WORLDWIDE TO RETHINK
HOW THEY HANDLE
INFERNOS.
ON EARTH
W
HEN FIRES RAGED through southeastern Australia in
February 2009, the stunning display of destruction was
like to a modern-day hell on Earth. Hundreds of infernos ignited
on Saturday, Feb. 7 and spread under torturous weather conditions. Communities were assaulted in the states of Victoria, South
Australia, New South Wales and Tasmania.
The region’s residents already were suffering through a heat
wave — temperatures climbed north of 110 degrees Fahrenheit.
Melbourne was scorched by three consecutive days above that
threshold in late January before hitting 115 degrees on Feb. 7, the
city’s hottest day on record — actually lower than the 118 degrees
recorded by Avalon, Victoria, the same day. Winds of more than
60 mph compounded the hazardous conditions. When the blazes
began, the gales fanned flames faster than residents or firefighters
could react.
HILT ON C OL L IN S , S TA F F W RI T E R
22
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23. PHOTO PROVIDED BY ROSS BECKLEY
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24. reported that only one building in the entire
town was left standing.
Firefighting efforts continued for days as
temperatures cooled. Casualty reports varied,
but a March 9 press release from the Victoria
Police confirmed that 173 lives were lost.
Although some fires began before or after
Feb. 7, that date that month saw the most ferocious blazes. Consequently that day is widely
called “Black Saturday.”
CALIFORNIA’S ‘100-YEAR BLAZES’
SHOW AUSTRALIA THE WAY
PHOTO PROVIDED BY ROSS BECKLEY
Corp. reported the same day that 1,300 homes
were lost northeast of Melbourne. According to
a Feb. 8 Brisbane Times story, up to 80 percent
of Marysville, Victoria, was destroyed by flames.
An article in The Australian, also dated Feb. 8,
Areas Most
Affected by
the Fires
SOURCE: SYDNEY MORNING HERALD
The parched environment and the blazes’
ferocity exceeded everything fire agencies
had experienced previously, according to
Steve Warrington, a deputy chief officer of the
Country Fire Authority (CFA). “We know that
a fire will go so fast under certain conditions. Of
course, when you’re working in conditions that
you haven’t seen before, it’s very hard to predict
what that fire’s going to do,” he said.
More than 4,000 firefighters from different
agencies were dispatched. Many came from the
CFA or the Victorian government’s Department
of Sustainability and Environment. In some
places, witnesses reported seeing flames leaping
more than 300 feet high and melting aluminum.
The convection effect from fire plumes generated winds that appeared to unscrew trees from
the ground; the bushfires occurred primarily in
rural areas and grasslands.
“It was well beyond the norm,” Warrington
said. And that experience is being felt worldwide
as climate change, population growth and other
factors increase the danger from wildfires.
In Australia, news outlets chronicled the
catastrophic damage. The Irish Times reported
on Feb. 9 that flames scorched more than
1 million acres, and the Australian Broadcasting
Victoria can do nothing but recuperate and
prepare for the next big blaze. Californians
know this well.
More than 340,000 acres in California were
burned by fires from Aug. 1 to Sept. 7, 2009.
Flames from the Station Fire in unincorporated
Los Angeles killed two firefighers and destroyed
more than 160 structures in about a week. In
another example, then-Lt. Gov. John Garamendi declared a state of emergency in August
for the Lockheed Fire — a blaze that prompted
the evacuation of approximately 2,400 people in
the Santa Cruz Mountains and destroyed nearly
8,000 acres. Those were just two fires among
thousands in California in 2009. According to
the California Department of Forestry and Fire
Protection, 6,000 fires burned from Jan. 1 to Aug.
29. In 2008, 4,500 burned in the same period.
24
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26. IMAGE COURTESY OF THE NATIONAL OCEANIC AND ATMOSPHERIC ADMINISTRATION
the hope that some changes could be made for
this fire season,” said Professor John Handmer
of the Royal Melbourne Institute of Technology
(RMIT University). He’s also the director of the
Centre for Risk and Community Safety, which
conducts research for the Royal Commission.
The interim report doesn’t address key issues
like fuel management or how to remove and
relocate dry wood, grass and other natural
materials that can strengthen flames. However,
the document includes recommendations for
improving emergency notification for the 20092010 bushfire season. The final version of the
report is due July 2010.
PHOTO COURTESY OF THE BURNFIRE COOPERATIVE RESEARCH CENTRE
“Before the last five or six years, it was, ‘Well,
this is a once-in-a-100-year event,’” said Lou
Paulson, a fire captain for the Contra Costa
County Fire District and president of the California Professional Firefighters. Previously
15 years or more would pass between notable
wildfires. “They’re now coming all the time,”
Paulson said.
That means authorities might have to rethink
fire mitigation and preparation since these
scorchers are becoming more frequent. In
Victoria, Australia’s government didn’t waste
time getting to work. The 2009 Victorian Bushfires Royal Commission was formed on Feb. 16
to investigate the fires’ causes, and to address
preparation and response for the next one.
The commission has engaged citizens for
their views and is working with researchers,
emergency services personnel and other publicsector entities. The commission released an
interim report in August. “It was released with
One month after the fires, Marysville, Victoria, was still closed
to public access. All of Main Street was destroyed, except two
buildings, a motel and a bakery.
The Victoria fires sprang up in several rural
locations. Victoria’s rural population comprised
more than 1 million people in 2007. Although
Victoria has more than 5 million residents, most
live in the capital city of Melbourne, which was
largely unaffected by the catastrophe.
Warrington said ground forces were so blindsided by the fires that they couldn’t get a handle
on them quickly, much less make speedy assessments for the public.
“It went faster, longer and harder than we’d
predicted,” Warrington said. “When you’ve got
a 15-minute window to warn a community that
they’re about to be engulfed by fire, it becomes
very, very difficult. It’s not just about the
window. What do the people do under those
circumstances? You can’t evacuate them. You
can’t put them on the road. You just hope like
heck they bunker down in that environment.”
This difficulty impeded the government’s
ability to relay information quickly enough. “It
was faster than we were able to know ourselves
as a firefighting service,” Warrington said of
the fire. “And therefore, if we didn’t know, we
couldn’t communicate that to the public, so we
were criticized for that.”
The interim report revealed that no emergency warning signal was used to alert the
public and that “other avenues for issuing and
raising awareness were not encouraged, such as
the use of local sirens or the use of commercial
radio and television.”
But in California, many of those communications lessons already have been learned.
The Los Angeles Fire Department has received
attention for using Twitter for crisis communication in real time. Los Angeles fire personnel
used Twitter to help tackle a fire in Griffith Park
in May 2007.
Brian Humphrey, a public service officer
for the department, read tweets about the fire
sent by citizens, some of whom were on the
opposite side of the blaze from the firefighters.
They tweeted about wind conditions and fire
behavior, so Humphrey tweeted back asking
them to call him. They did and told him information about the fires that he then passed along
to firefighters, which ultimately aided their
containment strategy.
Warrington wants to use the Internet’s power
similarly in Victoria. “We’ll be looking at, obviously, how we can increase the speed and accuracy of our messaging,” he said. Ideas include
creating a comprehensive Web site for bushfire information. The interim report disclosed
that existing Web sites and phone lines had
incomplete or outdated information when the
Victoria fires hit.
26
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27
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28. said. “There’s not a cloud in the sky, and we still
haven’t gotten any bloody rain.”
Between the drought, rising temperatures
and dry air, Australia’s climate was conducive
for fire.
The road out of Marysville, Victoria, to the east was
completely overcome with fire. No trees or structures
survived.
He also wants to use Twitter for real-time
information exchange. “How can we use that to
try to find out where the fire is? How quickly
it’s going? What’s going on? We’ll look at every
possible means to try to inform the public,”
he said.
Warrington mentioned other strategies,
including sending automated messages to
phones with fire-related information. He
also spoke of unique protection plans and
approaches for each town that’s at risk for fire
damage and death. The Royal Commission’s
interim report recommended that the country
be more open to using national warnings and
notifications during major fires.
arson or other physical actions. Conditions at
the time, were hot and dry, Warrington said.
“We had a number of fatalities just because
of the heat wave,” she said. “The trains stopped
running. The power went out because of the
heat wave. The whole state was tinder dry.”
Australia has been dealing with serious
drought. According to the report Climate
Change in Australia, rainfall in southern
Australia has declined over a 30-year period.
The report also indicated that the country’s
frequency of hot days and nights has increased.
“We’re in winter and I look out the window
— it’s a lovely sunny day. It’s warm,” Warrington
CLIMATE CHANGE MAKING
A DEADLIER PLANET
The emergence of larger, more frequent fires
hasn’t gone unnoticed by those who wonder
what role climate change plays on a hotter,
deadlier planet.
“If we phrase the question, ‘Did climate
change cause the fires?’ I think we have to say,
‘No, almost certainly not.’ But if we say, ‘Did
climate change contribute to the fires?’ Then I
think we can say that it quite likely did,” RMIT
University’s Handmer said.
The concern is that hotter temperatures
exacerbate fire conditions. Many causes of
the Victoria fires were attributed to lightning,
PHOTO COURTESY OF THE BURNFIRE COOPERATIVE RESEARCH CENTRE
DOES ‘STAY AND DEFEND’
DELIVER FALSE SECURITY?
When flames are approaching, people need
to act quickly. Victorians have a long-standing
fire strategy in place called “prepare, stay and
defend, or leave early,” also known as “stay or
go” for brevity’s sake.
The approach, which also is applied in other
Australian states, calls on individuals to prepare
for fires beforehand and defend their homes
from flames if possible. If not, they should
leave long before the fire arrives. It’s up to
residents to decide what’s best based on the
information available.
But the Victoria fires besieged communities
so quickly that people had less time — sometimes no time — to act. Normally the Australian Bureau of Meteorology will broadcast a
fire conditions bulletin a few days in advance
to warn the public, which Warrington said
happened before Feb. 7. But even so, people
were stunned.
“You’re living in the bush. You’ve got your
curtains down. You’ve got the air conditioning
going. You’re probably watching football on the
[television],” Warrington said. “The first thing
you hear about as the thing flashes across the
screen is, ‘There’s a fire in your community.’
You’ll open the window and the fire is literally
at your back door.”
The “stay or go” policy has drawn criticism.
Harold Schaitberger wrote in the Los Angeles
Times on Jan. 23 that “stay and defend is clearly a
half-baked idea” because common citizens aren’t
firefighters. His article responded to news that
California fire chiefs were considering the tactic
for the state. On Aug. 20 the San Jose Mercury
News reported that the California Professional
Firefighters dubbed the approach “stay and die.”
The Royal Commission’s interim report called
for a re-examination of the policy’s messaging,
and said citizens should more fully understand
the risks of remaining at home.
The policy may not be as simple as its detractors suggest. For starters, “prepare, stay and
defend or leave early” is often shortened to “stay
and defend,” “stay or go” or something similar.
28
IMAGE COURTESY OF THE NATIONAL OCEANIC
AND ATMOSPHERIC ADMINISTRATION
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29. “We know that a fire will go so fast under certain conditions. Of course,
when you’re working in conditions that you haven’t seen before, it’s very
hard to predict what that fire’s going to do.”
— Steve Warrington, deputy chief officer, Country Fire Authority
The word “prepare” is missing, so some feel its
meaning has been compromised.
“The emphasis on preparation hasn’t gone
through very strongly because there’s no point
staying and defending if you haven’t done your
preparation — and that’s not preparation on the
day [of a fire]. That’s well and truly beforehand,”
said Gary Morgan, CEO of the Bushfire Cooperative Research Centre, which is assisting the
Royal Commission’s research.
The key message is that residents in a bushfire-prone region should leave ahead of time,
Warrington said. They shouldn’t wait to leave until
they see the fire. “Only stay if you’ve prepared your
home and if you’re physically capable of doing it.
If you’re in a bloody wheelchair or you’re unstable,
you quite clearly can’t stay,” he said.
But do even the able-bodied have that
much nerve?
“‘Leave early’ and ‘stay and defend’ potentially
gives folks a false sense of confidence that they’re
going to be able to deal with things,” Paulson
said. “We’ve had people in the past who’ve said,
‘I’m going to stay in my house.’ And then at the
last minute, when they see the fire coming they
want to leave.”
For years, the stay-or-go policy was in place
for “regular” fires. The Black Saturday flames
were unheard of for civilians, let alone the professionals. If firefighters have trouble managing, it’s
unclear what the public can really do.
“What do you do about the fire that happens
at 1:00 in the afternoon on Thursday when
people are at work? How do you deal with
people who are entrenched and want to go back
and protect their homes? ” Paulson asked.
In the July 11 article Let’s Not Throw Good
Policy into the Fire, CFA Fire Captain John
Schauble wrote that the stay-and-defend policy
is rooted in practices of rural people who’ve
dealt with fires for generations and had to fight
fires to protect their property and livestock. In
the past, staying at home in isolated areas was
the main option for those who lived too far
from firefighters. They stayed and defended
because that was their only option.
Schauble supported the policy, but pondered
how well it would apply in urban settings.
“I think that fire is just too variable to be able
to have any policy that is going to work all the
time,” said U.S. Forest Service researcher Sarah
McCaffrey.
She accepts Victoria’s policy, but said no
approach should be a one-size-fits-all solution.
The Victoria infernos were monsters. “It was a
very fast-moving fire. I certainly heard interviews with people who couldn’t leave, but they
knew how to stay. They wanted to leave but they
knew what to do, and so they actually managed
to stay and survive,” she said.
The Royal Commission’s interim report said
there should be more options than staying or
going, and that “a person’s preferred option may
not be possible and sometimes fails.”
“The more options you have, the better,”
McCaffrey said. “Either ‘stay and defend is the
solution everywhere’ or ‘fast evacuation is the
solution everywhere’ is problematic to me.”
As Australia continues its debate regarding
the merits and application of stay or go, emergency managers around the world will be
watching. Circumstances may change by July
2010, when the Royal Commission’s final
report is scheduled for release. But for now, the
Victorian government is standing by its policy
while admitting that bushfires, like stay-or-go
tactics, can be more complicated than they
first appear.
PREVENTION MUST BECOME
BIGGER PART OF EQUATION
Back in California, Ventura County fire
professionals encourage residents to evacuate
early if they know a fire is coming. But since not
all Californians comply, the county educates
them about how to prepare their homes if they
choose to stay before help arrives. The plan is
called “Ready, Set, Go!”
Sound familiar?
Ventura’s approach certainly sounds a lot like
Victoria’s. In fact, U.S. fire officials were considering the Australian approach in early 2009.
Advocates felt that the public should know
COMBATING CLIMATE CHANGE
AS GLOBAL WARMING brings extreme heat waves
and rising temperatures, emergency managers
must be aware of how the new climate may affect
their communities. A National Wildlife Federation
and Physicians for Social Responsibility report, More
Extreme Heat Waves: Global Warming’s Wake Up
Call, addresses how cities can proactively prepare
for climate change.
“We are going to have more heat waves and
more of these extremely hot days, and there are
measures that we’ll need to do to adapt to those
changes,” said Amanda Staudt, climate scientist
for the National Wildlife Federation. “But the
other important message is that we can make a
difference in terms of how many hot days we have
in the future by making good choices now about
our global warming pollution.”
According to Staudt, steps that emergency managers
and state and local governments can start taking to
combat the effects of climate change include:
developing heat watch warning systems;
personalized outreach to at-risk citizens, like
going door to door to provide information about
heat waves;
• establishing public cooling places;
• working with power companies to ensure
that citizens’ power isn’t turned off during a
heat wave due to nonpayment of bills; and
• providing low-income residents with
cooling assistance, like improving insulation
in their homes.
She also suggested that cities start building more
green space, like parks, and planting trees, which
will reduce the urban heat island effect — meaning
built-up areas are hotter than nearby rural areas.
•
•
— Elaine Pittman
Emergency Management 29
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30. Australia’s Bushfire Cooperative Research Centre
researchers wanted to learn more about a house that
was successfully defended by its owner amid the
firestorm in Strathewen, Victoria.
PHOTO COURTESY OF THE BURNFIRE COOPERATIVE RESEARCH CENTRE
“We’ve had people in the past who’ve said, ‘I’m going to stay in my house.’
And then at the last minute, when they see the fire coming they want
to leave.”
— Lou Paulson, fire captain, Contra Costa County Fire District; president, California Professional Firefighters
prevention and better warnings will become
more prominent in time. “We’ve been more
focused on the response portion of it, but I
really think the prevention portion is going to
become a bigger key,” he said.
That would mean focusing more on the
reduction and removal of dry, combustible
PHOTO COURTESY OF THE BURNFIRE COOPERATIVE RESEARCH CENTRE
what to do in case firefighters couldn’t reach
them in time.
County Fire Chief Bob Roper told the
Los Angeles Times on Jan. 13, “We don’t have
enough resources to put an engine at every
house in harm’s way. We figure, if people are
going to stay, maybe they can become part of
the solution.”
Roper and likeminded professionals in
Southern California were concerned about
leaner budgets that will impede their ability
to finance firefighting. And they could become
more overstretched as more people move
into denser, fire-prone communities.
Firefighters from seven Southern California
districts met in fall 2008 to discuss adopting a
preparedness approach similar to Australia’s.
The preliminary discussions preceded the
Victoria fire and the ensuing re-examination
of Australia’s fire tactics. Some fire districts, like
Ventura County, decided to move forward, as
Ready, Set, Go! demonstrates.
If money and resources become tighter as
fires become more frequent and dangerous,
perhaps citizens and firefighters need a more
cooperative approach. Paulson thinks that
30
materials near properties, known as fuel or
vegetation management. Planners might also
push for building structures with less combustible material or not building in certain areas.
“I think, from an urban-planning perspective, the urban sprawl of a lot of cities — instead
of redeveloping a section, they will just expand
their borders and sprawl out to the interface,”
Paulson said. “What they should be doing is
urban renewal and infill.”
He also questioned why houses are being
built in fire-prone areas.
As super fires come and go, communities
will be asking these kinds of questions for the
foreseeable future. In the meantime, citizens
and firefighters will have no choice but to get
ready for the heat. Infernos wait for no one —
even people who are ready for them. k
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31. Alumni Profile
APU Master’s Degree, Homeland Security
Certificate in Emergency Management
Alumni Profile
UNLV Executive Master
of Science Degree
In Crises and Emergency
Management ECEM
Overview
The University of Nevada, Las Vegas (UNLV)
Department of Public Administration is offering
the Executive Master of Science Degree In Crises
and Emergency Management (ECEM). As a result
of national, state, and local experiences such as
September 11, 2001, Hurricanes Katrina and Rita in
2005, the United States must come to grips with
topics such as government responsibility and accountability, coordinated response and recovery,
and citizen awareness and preparedness. UNLV
recognizes the continuing need for experienced
leaders who can provide direction for our nation
in times of great challenge and it is proud to offer
the ECEM degree which began in 2003.
Dr. Karen Cieslewicz:
It’s not often a professional with a doctorate returns to school
to earn a master’s degree, but for Dr. Karen Cieslewicz it was the
right decision for her unique and multifaceted career path.
Dr. Cieslewicz is a subject matter expert consulting with federal
agencies in all aspects of disaster mitigation, preparedness,
response and recovery, medical planning and implementation.
Additionally, she serves as a compliance and training officer
for the Baltimore County Department of Public Health, a
surgeon and an adjunct faculty member to name a few of
her many roles.
“Since high school, I wanted to be a doctor,” she explains,
“I’ve always been interested in being a healer.” After serving
in the U.S. Army and working for the Department of Defense,
Dr. Cieslewicz earned her medical doctorate and later was
working as research assistant in vascular surgery in Baltimore
when 9/11 occurred. “I lost friends in the Pentagon and World
Trade Center in New York,” she recalls. Since 9/11 and the
establishment of the Department of Homeland Security, a new
and changing era in emergency management and civil defense
emerged and she wanted to be a part of it.
There wasn’t an exact blueprint at the time for a surgeon
working alongside various first responder organizations. So
Dr. Cieslewicz blazed her own trail seeking a dual education
in homeland security and emergency management. “I started
researching educational programs at a time when emergency
management was in its infancy and no other college had what
American Public University (APU) offered,” she says, “It’s what
makes APU so unique.”
This is the 2008 graduating class for ECEM which includes,
Richard Wells (Director of GIS at City of Las Vegas), Jim
Lopey (Deputy Sheriff of Washoe County), Marc Glasser
(Federal Agent), Dustin Olson (Deputy Police Chief for
UNLV), Christopher Sproule (Fire Fighter for City of Las
Vegas), Stephen Gay (Engineer for North Las Vegas),
Kim Ferguson (Director of Emergency Management at
Nevada Energy), Monique Sanchez (Los Alamos Labs),
Ernest Chambers (Las Vegas Metro), Elliot Jones (City of
Las Vegas Fire Fighter) and one faculty member s (Dr. Paul
Davis) and a guest lecturer (Dr Wade Ishimoto).
Dr. Cieslewicz required a program that was flexible to her
demanding professional schedule, which included trips overseas for outside government training. “There were two things
I looked at in universities — flexible classroom environments
and the quality of instructors.“ Her expectations were exceeded
at APU. “The instructors are not just about academics, they are
practicing professional,” she says.
Teaching is part of Dr. Cieslewicz’s own professional responsibilities. She approaches her craft with the same vigor and
support she received from her APU instructors. “I had instructors
who challenged me to avoid the normal way of looking at
things and to develop research that really pushed the envelope,”
she says.
UNLV ECEM Program
4505 Maryland Parkway
Box 456026
Las Vegas, NV 89154
(702)895-4828
American Military University | American Public University
Homeland Security Programs
Emergency & Disaster Management Programs
(877)777-9081 | www.apus.edu
http://urbanaffairs.unlv.edu/
pubsadmin/
edge
American Public University and its sister university
American Military University are both part of American
Public University System.
EM12_31.indd 1
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32. Education Directory
Emergency Management and Homeland Security Certificate Programs
Institution
Contact
Phone
E-Mail
American University of Puerto Rico
Rosabel Vazquez
(787) 620-1032
rosabel@aupr.edu
Barton Community College
Bill Nash
(785) 238-8550
nashw@bartonccc.edu
Blair College
Don Collins
(719) 574-1082
Bryman College San Jose North
Alan Pruitt
(408) 246-4171
Center for Homeland Defense & Security Office for Domestic Preparedness
Kevin Saupp
Columbus State Community College
Tracy Lamar-Nickoli
(614) 287-2681
jthoma10@cscc.edu
Columbus State Community College
J.R. Thomas
(614) 287-2681
jthoma10@cscc.edu
Community College of Denver Public Security Management
John Belcastro
(303) 556-2485
john.belcastro@ccd.edu
Corinthian Colleges Inc. Academic Affairs
Daniel Byram
(714) 427-3000 ext. 201
dbyram@cci.edu
Cumberland County College
Charles Kocher
(856) 691-8600 ext. 277
cjprofkocher@aol.com
Curry College
Steve Belaief
(617) 333-0500
sbelaief0902@curry.edu
Delgado Community College
Patrick Cote
(504) 361-6246
pcote@dcc.edu
Fairleigh Dickinson University Off-Campus Credit Program
Ronald Calissi
(202) 692-6520
calissi@fdu.edu
George Washington University
Greg Shaw
(202) 991-6736
glshaw@gwu.edu
Georgetown Public Policy Institute
Virginia Anundsen
(202) 687-2269
vla@georgetown.edu
Georgetown Public Policy Institute
Eugenia Pyntikova
(202) 687-3422
ep72@georgetown.edu
Indiana University School of Public & Environmental Affairs
Kelly Brown
(765) 455-9328
kelkebro@iuk.edu
Iowa Central Community College Homeland Security Training Center
Michael Burke
(800) 362-2793 ext. 2226 burke@triton.iccc.cc.ia.us
John Jay College of Criminal Justice
Julie O’Brien
(212) 237-8433
terrorism@jjay.cuny.edu
Johns Hopkins University
Steven David
(410) 516-7530
sdavid@jhu.edu
Johns Hopkins University
Dorothea Wolfson
(202) 452-1123
dorotheawolfson@jhu.edu
John Hopkins University Paul H. Nitze School of Advanced International Studies
Thomas Mahnken
(202) 663-5947
tmahnken@jhu.edu
Kaplan College
Frank Desena
(866) 523-34737 ext. 7457 fdesena@kaplancollege.edu
kevin.saupp@dhs.gov
Lakeland Community College Fire Science & Emergency Management Department Lee Silvi
(440) 525-7252
lsilvi@lakelandcc.edu
Lamar Institute of Technology
Jim Doane
(409) 880-8093
doanej@lit.edu
Long Island University at Riverhead Homeland Security Management Institute
Vincent Henry
(631) 287-8010
vincent.henry@liu.edu
Michigan State University School of Criminal Justice
Phillip Schertzing
(517) 432-3156
schertzi@msu.edu
Missouri State University
Bernard McCarthy
(417) 836-6679
bernardmccarthy@missouristate.edu
Northern Virginia Community College
Linda Malami
(703) 257-6634
lmalami@nvcc.edu
Ohio Dominican University
Renee Aitken
(614) 251-4761
aitkenr@ohiodominican.edu
Parks College
Stuart Goldman
(303) 745-6244
Penn State University
Peter Forster
(814) 863-8304
pkf1@psu.edu
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33. Sometimes people in your line of work
don’t get the credit they deserve.
- Bachelor of Science in Homeland Security
and Emergency Preparedness
- Bachelor of Arts in Criminal Justice
- Graduate Certificate in Homeland Security
- Master of Arts in Liberal Studies – Homeland Security
Earn credit for college-level knowledge you’ve gained through training:
Finish your degree. Anytime. Anywhere.
Visit www.tesc.edu
or call (888) 442-8372.
00327
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34. Education Directory
Emergency Management and Homeland Security Certificate Programs
Institution
Contact
Phone
E-Mail
Penn State Fayette’s Center for Community & Public Safety
Ted Mellors
(724) 430-4215
tam5@psu.edu
Pikes Peak Community College
Lonnie Inzer
(719) 502-3195
lonnie.inzer@ppcc.edu
Purdue University School of Industrial Engineering
Dennis Engi
(765) 496-7757
engi@ecn.purdue.edu
Saint Louis University Institute of Biosecurity
Larry Bommarito
(314) 977-8135
bommarlg@slu.edu
Southwestern College
Kevin Farlow
(316) 684-5335
kfarlow@sckans.edu
Southwestern College
Kelley Krahn
(888) 684-5335 ext. 124
online@sckans.edu
Southwestern College
Mike Packard
(316) 684-5335
mpackard@sckans.edu
Southwest Tennessee Community College Business Department
Tracy DeWitt
(901) 833-8973
tdewitt@southwest.tn.edu
Tulane University School of Continuing Studies
Keith Amacker
(504) 247-1662
kamacker@tulane.edu
University of Central Florida
Naim Kapucu
(407) 823-6096
nkapucu@mail.ucf.edu
University of Cincinnati/Clermont College Head Criminal Justice Program
Ed Bridgeman
(513) 732-5251
ed.bridgeman@uc.edu
University of Colorado at Colorado Springs
Debbie Sagen
(719) 262-3357
dsagen@uccs.edu
University of Denver Graduate School of International Studies
David Goldfischer
(303) 871-2564
dgoldfis@du.edu
University of Findlay School of Environmental & Emergency Management
Harold Huffman
(419) 434-5814
huffman@findlay.edu
University of Massachusetts Lowell
Kim Downey
(978) 734-2143
University of Massachusetts Lowell
David Hirschel
(978) 934-4106
cfgradadvisor@student.uml.edu
University of Massachusetts Lowell
Cathy Kendrick
(978) 934-2495
catherine_kendrick@uml.edu
University of New Haven
Thomas Johnson
(203) 932-7260
tjohnson@newhaven.edu
University of New Haven
John Tippit
(650) 787-9684
jtippit@earthlink.net
University of South Florida
Sally Szydlo
(813) 974-3783
apex@eng.usf.edu
University of Southern California Department of Industrial & Systems Engineering
Evelyn Felina
(213) 740-7549
efelina@usc.edu
University of Tennessee Center for Homeland Security & Counterproliferation
Macel Ely II
(865) 740-1748
mely3@utk.edu
Virginia Commonwealth University
John Aughenbaugh
(804) 828-8098
jmaughenbaug@vcu.edu
For more information, please visit www.fema.gov.
34
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35. UMUC
EMERGENCY
MANAGEMENT
AN URGENT NEED.
IMMEDIATE OPPORTUNITIES.
Preventing and responding to disasters. Preparing for acts
of terrorism. Government and private employers are creating
thousands of jobs for managers with these critical skills.
Be ready with a bachelor’s degree in emergency management
from University of Maryland University College (UMUC). You’ll learn
the leadership and analytical skills employers want for managers
who need to make split-second decisions.
preparation and response plans
crisis management and disaster response
monthly payment plan available
Enroll now. Call 800-888-UMUC
or visit umuc.edu/standup
Copyright © 2009 University of Maryland University College
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36. Education Directory
Master’s Degree Programs
Institution
Program
Contact
Phone
E-Mail
Adelphi University
Emergency Management Programs
Richard Rotanze
(516) 877-4572
rotanz@adelphi.edu
Arkansas Tech University
Emergency Administration and Management
Ed Leachman
(479) 964-0536
eleachman@atu.edu
American Public University
American Military University
Emergency and Disaster Management
Chris Reynolds
(877) 777-9081
creynolds@apus.edu
California State University
Long Beach
Professional Studies Department
Anthony Argott
(888) 999-9935
aargott@csulb.edu
Eastern Kentucky University
Master of Science in Safety, Security & Emergency Management
Elizabeth Ballou
(859) 622-8325
elizabeth.ballou@eku.edu
Eastern Michigan University
Department of Interdisciplinary Technology
Gerald Lawver
(734) 487-3170
skip.lawver@emich.edu
Elmira College
Master of Science in Emergency Preparedness
Angela Wood
(607) 735-1825
awood@elmira.edu
Florida Atlantic University
Crisis & Emergency Management Master of
Business Administration Program
Mantha Mehallis
(561) 297-0052
mehallis@fau.edu
Florida State University
Florida Public Affairs Center and the Center for Disaster Risk Policy
Janet D. Dilling
(850) 644-9961
jdilling@mailer.fsu.edu
George Washington University
Institute for Crisis, Disaster and Risk Management
Gregory L. Shaw
(202) 994-6736
glshaw@gwu.edu
Georgia State University
Master of Public Administration with a
Concentration in Emergency Management
William L. Waugh Jr.
(404) 651-4592
wwaugh@gsu.edu
Jacksonville State University
Institute for Emergency Preparedness
Barry Cox
(800) 231-5291
bcox@jsucc.jsu.edu
John Jay College, City
University of New York
Master’s Degree Concentration in Emergency Management
Norman Groner
(212) 237-8865
ngroner@jjay.cuny.edu
Lynn University
Master of Science in Administration/Specialization in
Emergency Planning
Ernest G. Vendrell
(561) 237-7146
evendrell@lynn.edu
Louisiana State University
Disaster Science and Management
John C. Pine
(225) 578-1075
jpine@lsu.edu
Loma Linda University
Emergency Preparedness and Response Program
Ehren Ngo
(909) 558-8519
engo@llu.edu
Massachusetts Maritime
Academy
Emergency Management and Facilities Management
Alfred Towle
(508) 830-5098
dce@maritime.edu
Metropolitan College of New York
Emergency & Disaster Management School of Public
Affairs & Administration
David Longshore
(646) 243-7608
dlongshore@metropolitan.edu
Millersville University
of Pennsylvania
Master’s Degree in Emergency Management
Henry W. Fischer
(717) 872-3568
hfischer@millersville.edu
National University
Master of Science in Homeland Security and Safety Engineering
Dr. Shekar Viswanathan
(858) 309-3416
sviswana@nu.edu
New Jersey Institute of
Technology
Information Systems Department
Michael Chumer
(973) 596-5484
chumer@njit.edu
New York Medical College,
School of Public Health
Graduate Certificate in Emergency Preparedness
Michael Reilly
(914) 594-4919
michael_reilly@nymc.edu
North Dakota State University
Master’s Degree in Emergency Management
Daniel Klenow
(701) 231-8925
daniel.klenow@ndsu.edu
Northcentral University
Graduate Degree Programs with Homeland Security Specialization
Francisco C. Lopez
(877) 756-0839
flopez@ncu.edu
Norwich University
Master of Science in Business Continuity Management, Online
John Orlando
(802) 485-2729
jorlando@norwich.edu
Oklahoma State University
Master of Science in Fire and Emergency Management Administration
Anthony Brown
(405) 744-5606
osu-femp@okstate.edu
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37. Serve. Learn. Lead.
AMU offers respected online degree programs designed for students who want to
advance their career. Our Emergency and Disaster Management and Fire Science
programs are among 3 of 76 online degree porgrams for those who wish to serve,
learn and lead in their professions.
2009 International Association of Emergency Managers (IAEM) Recipient:
•
Academic Recognition Award, Emergency & Disaster Mgmt. Program.
•
Student Council Chapter of the Year, APUS’ International
Association of Emergency Managers Student Association (IEMSA).
amuonline.com | 877.777.9081
AMU is a member of the regionally accredited American Public University System (APUS).
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