DOCSLIB.ORG

FEMA Strategic Plan Fiscal Years 2008 – 2013 the Nation’S Preeminent Emergency Management and Preparedness Agency

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
FEMA Strategic Plan Fiscal Years 2008 – 2013 the Nation’S Preeminent Emergency Management and Preparedness Agency FEMA Strategic Plan Fiscal Years 2008 – 2013 The Nation’s Preeminent Emergency Management and Preparedness Agency FEMA P-422 / January 2008 Message from the Administrator I am pleased to present preparedness mission. It was clear that a new strategic the Federal Emergency plan would be needed to help develop the core Management Agency competencies required to address the all-hazard threats (FEMA) Strategic Plan. of the future and the expanded mission. Thus, in late This is a historically 2006 and again in the summer of 2007, our leadership significant time of team met to craft the implementation of a new vision transformation for for the agency that would forge an innovative and FEMA, and one of our dynamic FEMA—a New FEMA—that would regain the most important trust and confidence of the American people. challenges is to ensure that the course we have set Discussions with our partners and stakeholders led us will lead to a FEMA increasingly recognized by those to identify solid building blocks to achieve this vision: we serve as the Nation’s Preeminent Emergency Management strengthening the agency’s core competencies, building and Preparedness Agency. strong regions, enhancing current partnerships and creating new ones, investing in FEMA employees, FEMA and its partners successfully responded to more developing a business approach to achieving desired than 1,300 major disasters and emergencies across the results, and professionalizing the national emergency Nation since its inception in 1979. This decade has seen management system. a number of pivotal events that presented new challenges for the Nation’s all-hazard emergency Drawing strength from the tremendous challenges management system, including the September 11 and scrutiny in recent years, FEMA is stronger, terrorist attacks, a rapid succession of strong hurricanes better organized, and more capable of meeting its in 2004 that impacted Florida, and an unprecedented critical mission. But, we have more to do. This 2005 hurricane season that resulted in devastating Gulf Strategic Plan will guide our agency as we continue Coast impacts from Hurricanes Katrina and Rita. The to demonstrate resilience, innovation, and future will likely present our Nation with equally outstanding service to the American public while challenging events, including technological incidents, being responsible stewards of taxpayer dollars. Join terrorist attacks, natural disasters, or extreme weather with me and every member of FEMA as we continue events spawned by global warming. FEMA and our to build the Nation’s Preeminent Emergency Management and partners will lead the effort to ensure that our Nation is Preparedness Agency. better prepared and more capable to respond and recover effectively when such events occur. In October 2006, Congress passed the Post-Katrina Emergency Management Reform Act, which redefined R. David Paulison a stronger FEMA that included a more robust Administrator i FEMA Strategic Plan ii FEMA Strategic Plan Summary of Major Plan Elements Vision The Nation’s Preeminent Emergency Management and Preparedness Agency Mission Reduce the loss of life and property and protect the Nation from all hazards, including natural disasters, acts of terrorism, and other man-made disasters, by leading and supporting the Nation in a risk-based, comprehensive emergency management system of preparedness, protection, response, recovery, and mitigation. Strategic Plan Goals Overarching Themes 1. Lead an integrated approach that strengthens • Clear and well-communicated doctrine the Nation’s ability to address disasters, • Customer-focused, field-based, and emergencies, and terrorist events results-oriented mission delivery 2. Deliver easily accessible and coordinated • Compassionate program and service delivery assistance for all programs to all populations 3. Provide reliable information at the right time • Strong leadership, teamwork, and for all users accountability at all levels 4. FEMA invests in people and people invest in • Professional workforce of motivated employees FEMA to ensure mission success who are empowered and equipped to act 5. Build public trust and confidence through • Strong partnerships that leverage capabilities performance and stewardship and capitalize on public-private efficiencies • Business approach to achieving desired results with a strong foundation in technology iii FEMA Strategic Plan iv FEMA Strategic Plan Table of Contents Message from the Administrator. i Summary of Major Plan Elements. iii Introduction. 1 Turning Vision into Reality. 3 Overarching Themes. 4 Cross-Cutting Goals and Objectives. 6 Goal 1: Integrated Approach to National Capabilities. 8 Goal 2: Assistance. 18 Goal 3: Information and Communication. 22 Goal 4: Workforce . 26 Goal 5: Organizational Culture. 30 Strategic Planning Approach and Development. 35 Major Influences. 35 Leadership Guidance and Staff Input. 36 Plan Implementation. 37 FEMA Component Strategic Plans. 37 Planning and Budget Cycle. 37 Measuring Results. 39 Road to the New FEMA. 41 Appendix A: Goals and Objectives . 42 Appendix B: FEMA Regional Offices. 44 Appendix C: FEMA Vision and Strategic Plan Integration. 47 Appendix D: Glossary. 48 v FEMA Strategic Plan vi FEMA Strategic Plan Introduction The Federal Emergency Management Agency (FEMA) is the federal agency responsible for leading the Nation’s efforts to prepare for, protect and mitigate against, respond to, and recover from the impacts of natural disasters and man-made incidents or terrorist events. FEMA’s formation in 1979 by a Presidential executive order directed the combination of federal programs that addressed emergency management for all types of incidents into a single agency. As part of the Department of Homeland Security missions, organizational structure, and internal systems (DHS), FEMA works closely with many partners to and procedures. In October 2006 and August 2007, the prevent or limit the impacts of major disasters and Administrator held agency-wide conferences with the emergencies on the Nation, now responding to an entire senior leadership to look forward and develop a average of approximately 60 disasters per year. For new vision and the core competencies to support it. example, FEMA has led successful responses to large disasters and incidents such as the Midwest floods FEMA’s vision is to transform the agency into the of 1993 and 1997, the September 11, 2001, terrorist Nation’s Preeminent Emergency Management and Preparedness attacks, and the successive 2004 Florida hurricanes. Agency—the New FEMA. FEMA will rely on the However, the unprecedented 2005 hurricane season, following key building blocks to achieve this vision: which included hurricanes Katrina and Rita, demonstrated the need for nationwide changes for • Strengthening core competencies all of those involved with emergency management. • Building strong regions Furthermore, the October 2006 passage of the Post-Katrina Emergency Management Reform Act • Enhancing current partnerships and creating (PKEMRA), part of the Fiscal Year 2007 Homeland new ones Security Appropriations Act (P.L. 109-295), redefined • Investing in its people FEMA, strengthened its roles, and included the integration of a robust national preparedness mission. • Developing a business approach to achieving desired results As a result of these events FEMA’s leadership began to • Professionalizing the national emergency chart a new vision and direction for the agency. FEMA management system. closely reviewed the lessons learned from the 2005 hurricane season and evaluated the agency’s core 1 FEMA Strategic Plan As the agency strives to become the Nation’s Preeminent build a Nation that is most prepared, and one that is Emergency Management and Preparedness Agency, FEMA will more capable, to respond and recover when disaster work with all of its partners, federal agencies, states, strikes. This Strategic Plan provides the framework territories, tribal nations, local governments, first for FEMA’s implementation of the vision and serves responders, business and industry, and individuals to as a strategic tool for FEMA to achieve its mission. The Nation’s Preeminent Emergency Management and Preparedness Agency Though created as the federal agency that leads and manages emergency management on behalf of the Nation, there are many organizations engaged in all phases of emergency management at the federal, state, and local levels. FEMA, in its leadership role, must set the standard for emergency management across the Nation and help build strong relationships among its partners. As a first step, we will foster a culture of preparedness by building combined and comprehensive national capabilities that better protect us all from the extraordinary natural and man-made threats that face our Nation. The Post-Katrina Emergency Management Reform Act, passed by Congress and signed by the President in October 2006, sets forth a new expanded mission for FEMA. Our mandate is to reduce the loss of life and property and protect the Nation from all hazards, including natural disasters, acts of terrorism, and other man-made disasters, by leading and supporting the Nation in a risk-based, comprehensive emergency management system of preparedness, protection, response, recovery, and mitigation. Our challenge— and commitment—is to achieve our vision and fully execute this mission to create a safer and more secure America. 2 FEMA Strategic Plan Turning Vision into Reality “The American people don’t care about acronyms or organizational
Load more

Recommended publications
  • Improving FEMA's Individual Assistance, Technical
    Department of Homeland Security Office of Inspector General Improving FEMA’s Individual Assistance, Technical Assistance Contracts OIG-11-114 September 2011 Table of Contents/Abbreviations Executive Summary .............................................................................................................1 Background..........................................................................................................................2 Results of Audit ...................................................................................................................7 Improving Readiness .....................................................................................................7 Recommendation ...........................................................................................................8 Management Comments and OIG Analysis ..................................................................8 Enhancing the Sector-specific Playbooks......................................................................9 Recommendation .........................................................................................................11 Management Comments and OIG Analysis ................................................................11 Strengthening Accountability and Oversight ...............................................................12 Recommendations........................................................................................................14 Management Comments and OIG Analysis ................................................................14
    [Show full text]
  • Adapting to Recycling Challenges
    AMERICAN PUBLIC WORKS ASSOCIATION | March 2019 | www.apwa.net ADAPTING TO RECYCLING CHALLENGES See page 60 It Starts With YOU! Teach Young People What Public Works Is All About! Engage in K-12 outreach in your community today using APWA’s outreach materials I AM PUBLIC CREATE IT. WORKS ��� ���S BUILD IT. ��ade� ����� Instructor’s Guide MAINTAIN IT. © d 2 e 0 i 1 n 0 e SUSTAIN IT. d A y m l ss e e ri r ca p n x e P is ub s li se c o W rp or u ks l p A cia sso er cia m tio com n • or Pr se f oduc or u ed in copy the USA. • Permission to Workbook for Children r by Brittany Bar by Jan Goldberg based on work by Sheila Bailey 8PSLCPPLGPS$IJMESFO Illustrated Student Almanac Handouts and Guide to Secondary School Outreach Resources WANT TO HELP SHAPE YOUR WORLD? CD-ROM Public works is the heartbeat of any city, developing and . d ie n e d © ly 2 s 0 s 1 maintaining buildings, roads, water systems, solid waste e 1 r p A x m e e s r i ic s a se n o P rp ub u li l p c W ia handling, and administration. The people who work in public o rc rk e s A mm sso co ci for ati se on • r u Pro py o duced to co in the USA. • Permission works are solving some of the toughest problems faced by our communities, our country, and the world.
    [Show full text]
  • Improving the National Preparedness System
    A Report by a Panel of the NATIONAL ACADEMY OF PUBLIC ADMINISTRATION for the U.S. Congress and the Federal Emergency Management Agency Prevent Protect Improving the National Preparedness System: Developing More Meaningful Grant Performance Measures Mitigate Respond October 2011 Recover National Academy of Public Administration ® ABOUT THE ACADEMY The National Academy of Public Administration is a non-profit, independent organization of top public management and organizational leaders who tackle the nation’s most critical and complex public management challenges. With a network of nearly 700 distinguished Fellows and an experienced professional staff, the Academy is uniquely qualified and trusted across government to provide objective advice and practical solutions based on systematic research and expert analysis. Established in 1967 and chartered by Congress in 1984, the Academy continues to make a positive impact by helping federal, state and local governments respond effectively to current circumstances and changing conditions. Learn more about the Academy and its work at www.NAPAwash.org. A Report by a Panel of the NATIONAL ACADEMY OF PUBLIC ADMINISTRATION For the U.S. Department of Homeland Security, Federal Emergency Management Agency and the U.S. Congress October 21, 2011 Improving the National Preparedness System: Developing More Meaningful Grant Performance Measures PANEL William Leighty,* Chair Beverly Cigler* William Dodge* Harry Hatry* James Mullen William Raub* Christine Springer* Ellis Stanley* * Academy Fellow Officers of
    [Show full text]
  • Publication 1
    We Are FEMA Helping People Before, During, and After Disasters 2 Publication 1 Purpose Publication 1 (Pub 1) is our capstone doctrine. It helps us as Federal Emergency Management Agency (FEMA) employees understand our role in the emergency management community and provides direction for how we conduct ourselves and make decisions each day. It explains: ▪ Who We Are: An understanding of our identity and foundational beliefs ▪ Why We Are Here: A story of pivotal moments in history that have built and shaped our Agency ▪ What We Face: How we manage unpredictable and ever-evolving threats and hazards ▪ What We Do: An explanation of how we help people before, during, and after disasters ▪ How We Do It: An understanding of the principles that guide the work we do The intent of our Pub 1 is to promote innovation, flexibility, and performance in We Are FEMA achieving our mission. It promotes unity of purpose, guides professional judgment, and enables each of us to fulfill our responsibilities. Audience This document is for every FEMA employee. Whether you have just joined us or have been with the Agency for many years, this document serves to remind us why we all choose to be a part of the FEMA family. Our organization includes many different offices, programs, and roles that are all committed to helping people. Everyone plays a role in achieving our mission. We also invite and welcome the whole community to read Pub 1 to help individuals and organizations across the Nation better understand FEMA’s mission and role as we work together to carry out an effective system of emergency management.
    [Show full text]
  • Module 4: Unit 1: Lesson 1 Building Background Knowledge and Making Inferences: What Is a Natural Disaster?
    Grade 5: Module 4: Unit 1: Lesson 1 Building Background Knowledge and Making Inferences: What is A Natural Disaster? This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License. Exempt third-party content is indicated by the footer: © (name of copyright holder). Used by permission and not subject to Creative Commons license. GRADE 5: MODULE 4: UNIT 1: LESSON 1 Building Background Knowledge and Making Inferences: What is A Natural Disaster? Long-Term Targets Addressed (Based on NYSP12 ELA CCLS) I can make inferences using quotes from the text. (RI.5.1) I can accurately synthesize information from multiple texts on the same topic. (RI.5.9) I can effectively engage in discussions with diverse partners about fifth-grade topics and texts. (SL.5.1) Supporting Learning Targets Ongoing Assessment • I can make inferences about natural disasters based on information from texts. • Journal (What Do We Know About Natural Disasters, Hurricanes, and Earthquakes anchor charts, glossaries) • I can draw conclusions about natural disasters following a discussion. Copyright © 2013 by Expeditionary Learning, New York, NY. All Rights Reserved. NYS Common Core ELA Curriculum • G5:M4:U1:L1 • November 2013 • 1 GRADE 5: MODULE 4: UNIT 1: LESSON 1 Building Background Knowledge and Making Inferences: What is A Natural Disaster? Agenda Teaching Notes 1. Opening • Do not define the term natural disasters for students yet. They will build a shared understanding of this A. Engaging the Reader: What Do We Already Know phrase throughout today’s lesson. about Natural Disasters? (7 minutes) • Students will again experience a Gallery Walk protocol to examine images in order to pique curiosity B.
    [Show full text]
  • Local Hazard Mitigation Plan Update
    Local Hazard Mitigation Plan Update TOWN OF LOWELL, VERMONT JULY 2016 Town of Lowell, Vermont | July 2016 Local Hazard Mitigation Plan Update Town of Lowell, Vermont Town of Lowell 2170 Route 100 Lowell, Vermont 05847 (802) 744-6559 Prepared by: 351 Pleasant Street, Suite B #208, Northampton, MA 01060 Phone: 413-586-0867 Fax: 413-727-8282 Web: www.jamiecaplan.com Funding and Support Provided by: 36 Eastern Avenue, Suite 1, St. Johnsbury, VT 05819 Phone: 802-424-1423 Web: www.nvda.net 2 Town of Lowell, Vermont | July 2016 ACKNOWLEDGEMENTS PLANNING TEAM Jamie Caplan, Principal, Jamie Caplan Consulting Amanda Carlson, Town Administrator, Town of Lowell Frank Maloney, Planner, Northeastern VT Development Association HAZARD MITIGATION COMMITTEE Calvin Allen, Fire Chief and Road Commissioner Amanda Carlson, Town Administrator Anita Gagner, Lowell Graded School Principal Richard Pion, Select Board Chairman Dwight Richardson, Select Board Alden Warner, Select Board and Fire Department Member (Former Chief) ZONING BOARD Charles Boulmetis Amanda Carlson, Town Administrator Keith Christiansen Rolf Koob (also on the fire department) Sam Thurston (Head of the Historical Society) Gordon Spencer – Zoning Administrator 3 Town of Lowell, Vermont | July 2016 RECORD OF CHANGES This Local Hazard Mitigation Plan Update, including Appendices, will be reviewed and approved on an annual basis by the Hazard Mitigation Committee and following any major disasters. All updates and revisions to the plan will be tracked and recorded in the following table. This process will ensure the most recent version of the plan is disseminated and implemented by the Town. Date of Change Entered By Summary of Changes 4 Town of Lowell, Vermont | July 2016 CERTIFICATE OF LOCAL ADOPTION 5 Town of Lowell, Vermont | July 2016 TABLE OF CONTENTS CHAPTER 1.
    [Show full text]
  • FEMA Strategic Plan Fiscal Years 2008 – 2013 the Nation’S Preeminent Emergency Management and Preparedness Agency FEMA P-422 / January 2008
    FEMA Strategic Plan Fiscal Years 2008 – 2013 The Nation’s Preeminent Emergency Management and Preparedness Agency FEMA P-422 / January 2008 Message from the Administrator I am pleased to present preparedness mission. It was clear that a new strategic the Federal Emergency plan would be needed to help develop the core Management Agency competencies required to address the all-hazard threats (FEMA) Strategic Plan. of the future and the expanded mission. Thus, in late This is a historically 2006 and again in the summer of 2007, our leadership significant time of team met to craft the implementation of a new vision transformation for for the agency that would forge an innovative and FEMA, and one of our dynamic FEMA—a New FEMA—that would regain the most important trust and confidence of the American people. challenges is to ensure Discussions with our partners and stakeholders led us that the course we have set will lead to a FEMA to identify solid building blocks to achieve this vision: increasingly recognized by those we serve as the strengthening the agency’s core competencies, building Nation’s Preeminent Emergency Management and Preparedness strong regions, enhancing current partnerships and Agency. creating new ones, investing in FEMA employees, developing a business approach to achieving desired FEMA and its partners successfully responded to more results, and professionalizing the national emergency than 1,300 major disasters and emergencies across the management system. Nation since its inception in 1979. This decade has seen a number of pivotal events that presented new Drawing strength from the tremendous challenges challenges for the Nation’s all-hazard emergency and scrutiny in recent years, FEMA is stronger, management system, including the September 11 better organized, and more capable of meeting its terrorist attacks, a rapid succession of strong hurricanes critical mission.
    [Show full text]
  • Personal Safety and Health for Emergency Responders Overview As a Responder, You Put Yourself in Harm’S Way in Order to Help Others
    Personal Safety and Health for Emergency Responders Overview As a responder, you put yourself in harm’s way in order to help others. Emergencies can occur at any time, often without warning. While rescue and recovery work can be rewarding, response workers are not immune from the physical and psychological toll of disasters. In order to respond safely, you must be prepared, and train for your response regularly. If you become sick, injured or are ill prepared during a response, you may actually hinder the rescue effort. If you are a volunteer, you have made a commitment to be ready to respond in an emergency. If you are an employee of a health department, hospital, or clinic, this emergency response may be part of your expectations as an employee. This course will help the emergency responder understand the types of dangers that may be encountered in a disaster setting, as well as the common injuries and other health impacts that can be sustained during an emergency response. This course will also examine various health and safety preparedness measures a responder may take before, during, and after an emergency. Overview The course has four modules. Each of the first three modules has a number of case studies to examine. By answering questions in the quiz related to each case study as you go, you "learn by doing" and will satisfy the objectives for that module and ultimately for the entire course Please have the quiz open and answer as you read through the modules Learning Objectives After completing this module, you will be able to describe: • Classify any emergency scenario into one of three classes of hazards.
    [Show full text]
  • Post-Disaster Redevelopment Planning
    POST-DISASTER REDEVELOPMENT PLANNING A Guide for Florida Communities FLORIDA DEPARTMENT OF COMMUNITY AFFAIRS | FLORIDA DIVISION OF EMERGENCY MANAGEMENT The Florida Post-Disaster Redevelopment Planning Initiative The Florida Post‐Disaster Redevelopment Planning Initiative is sponsored by the Florida Division of Community Planning, the Florida Division of Emergency Management, and the Florida Department of Environmental Protection with funding through grants from the National Oceanic and Atmospheric Administration and the Federal Emergency Management Agency. The purpose of the Initiative is to develop a planning process that will encourage vulnerable communities to undertake the preparation needed to ensure long‐term sustainability and guide them through pre‐disaster planning and post ‐ disaster implementation. The Initiative has included researching redevelopment lessons learned during previous disasters, applying this research during the drafting of a long‐term post‐disaster redevelopment planning process, and testing the planning process through a series of pilot projects. This Guidebook, created to assist communities in developing a Post‐Disaster Redevelopment Plan, is the culmination of all efforts associated with this Initiative. Cover and Backcover photo credits: FEMA/Mark Wolfe (Sumter County, Florida, 2007). Inside cover photo credits: FEMA photo/Andrea Booher (Pensacola Beach, Florida, 2005). Table of Contents How to Use This Guide iv Chapter 1. Getting Started 1 What is a Post-Disaster Redevelopment Plan? Why Should My Community Develop a PDRP? Different Approaches to Plan Development Key Ingredients for Plan Success Chapter 2. Planning Process 17 Initiating the Process Getting Buy‐In Capacity Assessment Vulnerability Analysis Facilitating Input Chapter 3. Plan Topics 41 Land Use Housing Economic Redevelopment Infrastructure and Public Facilities Health and Social Services Environment Chapter 4.
    [Show full text]
  • Mitigation Funding for Projects
    TABLE OF CONTENTS Acronyms ........................................................................................v Introduction ....................................................................................1 The Relationship between Hazard Mitigation Planning and Projects .....1 Background and Resources.................................................................1 Purpose of this Guide..........................................................................3 Audience.............................................................................................3 Organization of this Guide...................................................................4 What Is a Mitigation Project?...............................................................4 Moving from Hazard Mitigation Actions to Mitigation Projects ..............6 Step 1: Review the Mitigation Plan for Mitigation Project Opportunities ..................................................................................9 Step 2: Specify the Problem to be Addressed and Identify Alternative Solutions.....................................................................11 Problem Statement............................................................................11 Alternatives.......................................................................................12 Step 3: Conduct a Feasibility Review to Evaluate Alternatives .......15 STAPLEE...........................................................................................15 Review Environmental Policies ..........................................................19
    [Show full text]
  • P2677 Disaster Response: Planning & Rebuilding Toolkit Version
    EARARR RNADODO LDFIREWW KETSUNAMIWK MIWW NADOEARTHQUQU ETORNADOHURRICIC WILDFIRETORNADOTSTS EHURRICANEEARTHQUAKHURRICANEEARTHQUAKAKK ILDFIRETORNADOHURRICANAN AKEWILDFIRETORNADOEARTHDISASTER H RESPONSE: TSUNAMIWILDFIREEARTHQUAKETSUNAMIWILDFIREEARTHQUAK PLANNING + E ICANETSUNAMIWILDFIRETORNAD REBUILDING RRICANEEARTHQUAKEWILDFIREW TOOLKIT PREPARED BY: RNADOEARTHQUAKETSUNAMIWRNADOEARTHQUAKETSUNAMIWINADOEARTHQUAKETSUNAMIWTOWN PLANNING & URBAN DESIGN COLLABORATIVE RICANETORNADOEARTHQUAKICANETORNADOEARTHQUACANETORNADOEARTHQUAVERSION 1.1 WILDFIRETORNADOHURRIC UAKEWILDFIRETORNADOAKEWILDFIRETORNA SUNAMIWILDFIREHURUNAMIWILDFIREHUNAMIWILDFIREHUNAMIWILDFIREH THQUAKETSUNAMHQUAKETSUNA URRICANEEARTRRICANEEARRRICANEEA CANETORNA MIWILDFIWILD THQUAQUU DOE BY: W. BRIAN WRIGHT and MARK A. ZONARICH CONTRIBUTIONS BY: WILLIAM S. WRIGHT, BECKY TIMMONS, EMILY WRIGHT, AND DR. CHRISTINE COKER DISASTER RESPONSE: PLANNING + REBUILDING TOOLKIT VERSION 1.1 PREPARED BY: TOWN PLANNING & URBAN DESIGN COLLABORATIVE 2011 © Copyright 2010 Town Planning & Urban Design Collaborative LLC (www.tpudc.com) and MS State University ACKNOWLEDGEMENTS MISSISSIPPI STATE UNIVERSITY EXTENSION SERVICE The Mississippi State University Extension Service provides research- based information, educational programs, and technology transfer focused on issues and needs of the people of Mississippi, enabling them to make informed decisions about their economic, social, and cultural well-being. MISSISSIPPI STATE CENTER FOR URBAN RURAL INTERFACE STUDIES (CURIS) The mission of CURIS is to provide a
    [Show full text]
  • GRADE 5 Module 4 Unit 1 Student Workbook
    New Yo r k State Common Core English Language Arts Curriculum GRADE 5 Module 4 Unit 1 Student Workbook Gallery Walk 1 Carey, Beth, "Flooding on the FDR Drive, following Hurricane Sandy." 30 October 2012. Online Image. http://commons.wikimedia.org/wiki/File:Flooding_on_FDR_Drive,_following_Hurricane_Sandy.jpg 1 Gallery Walk 2 Olsen, Master Sgt. Mark C., "Aerial views of the damage caused by Hurricane Sandy to the New Jersey coast taken during a search and rescue mission by 1-150 Assault Helicopter Battalion", New Jersey Army National Guard, 30 October 2012. Online image. http://commons.wikimedia.org/wiki/File:Hurricane_Sandy_damage_Long_Beach_Island.jpg 2 Gallery Walk 3 Booher, Andrea. "Photograph by Andrea Booher taken on 01-04-1997 in California." 4 January 1997. FEMA Photo Library. http://commons.wikimedia.org/wiki/File:FEMA_-_1160_-_Photograph_by_Andrea_Booher_taken_on_01-04-1997_in_California.jpg 3 Gallery Walk 4 "Flying Through Hurricane's Eye." Photograph courtesy NOAA. http://environment.nationalgeographic.com/environment/photos/hurricanes/#/hurricane04- noaa-plane-caroline_21807_600x450.jpg 4 Gallery Walk 5 Koplitz, Bill. "Photograph by Bill Koplitz taken 10-12-2004 in Florida" 12 October 2004. FEMA Photo Library. http://commons.wikimedia.org/wiki/File:FEMA_- _11650_-_Photograph_by_Bill_Koplitz_taken_on_10-12-2004_in_Florida.jpg 5 Gallery Walk 6 Basic Disaster Supply Kit List A basic emergency supply kit could include the following recommended items: • Water, one gallon of water per person per day for at least three days, for
    [Show full text]