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Ronald Reagan Presidential Library
Digital Library Collections
This is a PDF of a folder from our textual collections.
Collection: Barr, William: Files
Folder Title: Emergency Mobilization Preparedness (3)
Box: 5
To see more digitized collections visit:
https://reaganlibrary.gov/archives/digital-library
To see all Ronald Reagan Presidential Library inventories visit:
https://reaganlibrary.gov/document-collection
Contact a reference archivist at: [email protected]
Citation Guidelines: https://reaganlibrary.gov/citing
National Archives Catalogue: https://catalog.archives.gov/
Copy WHITE HOUSE
ID #
086206
FG33'
CORRESPONDENCE TRACKING WORKSHEET
O . OUTGOING
H . INTERNAL
I
# INCOMING
Received (YY/MM/DD) 82105401
Date Correspondence
file
Name of Correspondent: Louise O.
Pushibits
MI Mail Report
User Codes: (A)
(B)
(C)
Subject: Submits
Come
Energency
1981 ch. outlines
the 1981 the Smire
1722 agence
ROUTE TO:
ACTION
DISPOSITION
Tracking
Type
Completion
Action
Date
of
Date
Office/Agency
(Staff Name)
Code
YY/MM/DD
Response
Code YY/MM/DD
8
CC Deis
ORIGINATOR
C82,0702
Referral Note:
CA Full
A 820702
C82,0706
Referral Note:
PD John
A 82/07/06
C C 8207,19
Referral Note:
PP Bongs
4 A 82 07,06
82,7119
Referral Note:
/
/
/ /
Referral Note:
ACTION CODES:
DISPOSITION CODES:
A - Appropriate Action
I - Info Copy Only/No Action Necessary
A - Answered
C Completed
C Comment/Recommendation
R - Direct Reply w/Copy
B - Non-Special Referral
S Suspended
D Draft Response
S For Signature
F . Furnish Fact Sheet
X Interim Reply
to be used as Enclosure
FOR OUTGOING CORRESPONDENCE:
Type of Response
Initials of Signer
Code
=
"A"
Completion Date
=
Date of Outgoing
Comments: Hat for
Keep this worksheet attached to the original incoming letter.
Send all routing updates to Central Reference (Room 75, OEOB).
Always return completed correspondence record to Central Files.
Refer questions about the correspondence tracking system to Central Reference, ext. 2590.
5/81
AMERICANT EEDERAL EASYS
Federal Emergency Management Agency
AGENCY
Washington, D.C. 20472
206
June 30, 1982
086205
The President
The White House
Washington, D.C. 20500
Dear Mr. President:
I am pleased to transmit to you our report, "A Report to the President on
Comprehensive Emergency Management, " which outlines the 1981 activities
of the Federal Emergency Management Agency.
Respectfully,
Josinffida Louis 0. Giuffrida
Director
Enclosure
A REPORT TO THE PRESIDENT
ON
COMPREHENSIVE EMERGENCY MANAGEMENT
1981
"
INTRODUCTION
Dear Mr. President:
Comprehensive emergency management is a concept that spans the full
spectrum of emergencies from local disasters to nuclear attack and calls for a
coordinated approach to all four phases of emergency activity: mitigation,
preparedness, response, and recovery.
The foundation of comprehensive emergency management is a strong
partnership between federal, state, and local levels of government along with
private and voluntary organizations. The goal of that partnership is to save
lives and reduce suffering and property loss.
The role of the Federal Emergency Management Agency (FEMA) is to assist
these diverse partners in reaching that goal through programs targeted to
their needs and direct federal support of state and local efforts in those
cases when emergency situations grow beyond their capabilities.
Comprehensive emergency management works through reliance on in-place
resources found primarily at the state and local levels and multi-use of those
resources in meeting the ever-expanding emergency demands on our nation. It
continually seeks to eliminate duplication of effort and streamline emergency
management methods. It is an organized, cost-effective approach to the
mitigation of potential dangers and the coordinated development of plans and
programs to meet emergency needs.
In 1981:
0
the partnership upon which comprehensive emergency management is
based was strengthened through structural realignment of FEMA programs to give
greater emphasis to the support of state and local governments in fulfilling
their emergency management responsibilities;
0
national abilities to respond to possible wartime and peacetime
emergencies were examined and evaluated in cooperation with more than 30
federal departments and agencies;
0
a standard planning format for use by federal, state, and local
governments as a guide for developing plans for comprehensive emergency
management was developed and tested;
0
crisis relocation planning efforts were emphasized as a means of
protection for our citizens in the event of nuclear attack;
0
the Emergency Operating Centers and Communications and Warning
Programs were reactivated, with stringent new standards, after a three year
hiatus;
-1-
0
the Emergency Mobilization Preparedness Board was created to develop
a national policy on and a plan of action to improve our national mobilization
preparedness;
0
the first major purchase of materials for our national defense
stockpile in more than 20 years was authorized;
0
detailed analysis of the 1980 fire problem in the United States
resulted in pinpointing national fire problem factors;
0
arson task forces and arson information management systems
established throughout the country were directly instrumental in the
successful prosecution of arson cases;
0
the National Flood Insurance Program was restructured to become
self-supporting at the earliest feasible date; and
0
the National Emergency Training Center (NETC) was created at
Emmitsburg, Maryland, to consolidate the resources of the National Fire
Academy and the Emergency Management Institute, to better utilize facilities,
and to strengthen educational programs.
Through developments such as those just highlighted, comprehensive
emergency management is bringing a new state of readiness and ability to
respond to the emergency management needs of our nation in both peace and
war. The annual report of the Federal Emergency Management Agency which
follows outlines these points in more detail and reinforces the need for the
approach to emergency management that has been taken by this nation.
Sincerely,
LiDiuffrida Louis 0. Giuffrida
Director
-2-
THE ROLE OF THE FEDERAL EMERGENCY MANAGEMENT AGENCY
The Federal Emergency Management Agency (FEMA) is the central point of
contact within the federal government for a wide range of emergency management
activities in both peace and war. The agency functions through a close
partnership with federal, state, and local governments and the private
sector. Through that partnership, the agency works towards achieving a
realistic state of preparedness and an increased capacity to respond to
emergencies of all types.
Realignment
During 1981, FEMA headquarters and the agency's 10 regional offices were
realigned structurally and greater emphasis was placed on support of state and
local governments in handling their emergency management responsibilities.
The creation of an Information Resources Management Office provided the
agency with two new organizational elements, Telecommunications Management and
Computer Management, which centralized the agency's telecommunications,
automatic data processing, and information processing functions.
A financial management improvement program was established to address
deficiencies, establish accounting and financial control and reporting
systems, and assure compliance with all federal financial requirements.
An automated data processing system to support accounting and budget
operations was designed, tested, and implementeu.
In September 1981, FEMA's new headquarters building was officially
dedicated. For the first time since FEMA was established in 1979, all
headquarters activities were consolidated at one location in the Federal
Center Plaza, 500 C. St., S.W., Washington, D.C. 20472.
Partnership
FEMA believes the most effective approach to comprehensive emergency
management is through a partnership of federal, state, and local governments
and private and voluntary organizations. That belief was underscored in 1981
with the creation of the State and Local Programs and Support Directorate to
support the efforts of state and local governments in improving their
emergency planning, preparedness, mitigation, response, and recovery
capabilities. The Directorate provides funding, technical assistance,
services, supplies, and equipment to state and local governments through FEMA
regional offices.
A financial assistance innovation--the Comprehensive Cooperative Agreement
(CCA)--was introduced in 1981. The objectives of the CCA are simplification of
funding procedures, emphasis.on comprehensive emergency management, and
funding flexibility. In its pilot CCA effort, FEMA provided assistance to
five states through cooperative agreements covering several programs. Because
of the experiment's success, FEMA decided to enable all states to apply for
funding from as many as seven different programs through a single CCA for FY
1982. All have done so, for all or most of the programs. For selected
states, "limited transferability of funds among programs" is being allowed on
a "pilot" basis.
-3-
In September 1981, FEMA formed a task force with representatives from
state and local jurisdictions and FEMA regions to revise standards for state
and local civil preparedness, program papers, and program status reports. The
objective is to broaden the scope of these program aids to cover the full
spectrum of comprehensive emergency management needs.
NATIONAL PREPAREDNESS
FEMA's national preparedness responsibilities include development of
federal program policy guidance and plans to ensure that government at all
levels is able to cope with and recover from emergencies.
During 1981, FEMA continued to develop plans and make improvements in
federal continuity-of-government. programs and for training and exercising
federal, regional, state, and local government officials responsible for
continuity of government. Readiness to execute continuity-of-government.
actions was enhanced by expanding the scope, level of participation, and
frequency of exercises. Also, special exercises were conducted as part of the
process of developing improved continuity-of-government capabilities for
nuclear attack contingencies.
A government-wide program, the National Defense Executive Reserve (NDER),
which recruits senior business executives and other civilian specialists to
serve the government in key executive positions during periods of national
emergency, was accelerated and improved. New units were established in the
Departments of the Army and the Navy. There were nearly 2,000 NDER active
members by the end of 1981.
Civil Defense
The emphasis of all civil defense programs focused on operational
capability and assistance to state and local government in achieving such
capabilities for national emergency and peacetime emergency preparedness.
Nuclear Civil Protection (NCP) "planning considers two basic approaches--
planning for crisis relocation and in-place protection. Crisis relocation
planning prepares for the evacuation of residents of high-risk areas in time
of international crisis to host areas where they will be provided with
lodging, food, and fallout protection. In-place protection involves taking
protection in best available facilities near where people live or work in the
event that time or circumstances preclude crisis relocation. By 1984, the
exercising of plans will be incorporated as part of the evaluation of
capability at the state and local level.
During 1981, emphasis in NCP was placed on completing planning for crisis
relocation. of the 3,043 crisis relocation plans required nationwide for
various risk, host, and combined risk/host jurisdictions, initial plans had
been completed for 798 or approximately 26 percent of requirements. These
plans covered about 12.3 million risk area residents.
For CRP planning in counterforce areas, those which contain strategic
of fensive forces such as missiles, submarines, or bombers, 60 additional NCP
planners (for a cumulative total of 205) were authorized during 1981 SO that
plans for these areas could be accelerated. Of the required 681 within
counterforce areas, 344 initial plans have been completed (about 50 percent of
requirements), covering an estimated risk area population of over seven
million persons.
-4-
A pilot program for providing emergency instructions for the public was
also initiated. Emergency instructions informing citizens of actions they
should take for either crisis relocation or in-place protection were published
in six telephone directories serving four counterforce areas (Plattsburgh, New
York; Aroostook County, Maine; Marquette County, Michigan; and Austin, Texas).
In 1981, two major direction and control program elements--Emergency
Operating Centers (EOCs) and Supporting Materials (Communications and warning)
were modified and reactivated after a three-year funding hiatus. In designing
the new direction and control program, FEMA issued detailed program guidance
on standards for 3,000 state and local EOCs. FEMA's new EOC program demands a
broad communications capacity, along with survivability features that will
upgrade existing facilities and provide state and local leadership with a
timely intra- and intergovernmental direction and control system.
FEMA's new direction and control program uses the nation's EOCs as a base
and supplements these facilities with communications and warning systems, the
Emergency Broadcast System, the protection program for these stations, and
funds to service and maintain the equipment once installed.
FEMA's Broadcast Stations Protection Program provides fallout and
Electromagnetic Pulse (EMP) protection for stations in the Emergency Broadcast
System. At the end of 1981, 600 of the first phase of 771 stations were given
fallout protection and 105 were protected against EMP.
FEMA funded 13 demonstration projects aimed at testing new ways to enhance
emergency communications and warning capacity at the state and local levels
economically. In Arizona, FEMA participated in funding the first statewide
satellite-based emergency communications system. Using Westar, a Western
Union satellite 22,500 miles above the earth, this system provides Arizona's
emergency managers with a span of control and a geographical reach unavailable
by conventional means.
In Idaho and Pennsylvania, FEMA partially fungea microwave transmitters to
link parts of the public safety communications network. This is a highly
economical means of providing state officials with a vital communications
capacity to direct and control responses to all types of emergencies.
Sufficient data on nuclear weapons effects and comprehension of nuclear
weapons phenomena involving blast, fire, and fallout disposition are critical
in making correct decisions on shelter, evacuation routes, and resource
management. Three studies conducted in 1981 produced new quantitative data
for the first time in a decade and will serve as a needed point of departure
for improving the program.
Mobilization
On December 17, 1981, the President signed an Executive Memorandum
officially establishing the Emergency Mobilization Preparedness Board (EMPB).
The original concept was a joint proposal by the Federal Emergency Management
Agency and the Department of Defense.
-5-
The Board consists of representatives of 23 key federal departments,
agencies and executive offices at the Deputy or Under Secretary level, meeting
quarterly. The Chairman of the Board is the Assistant to the President for
National Security Affairs. The Board is supported by a full-time Secretariat
under the direction of a senior official of FEMA.
The EMPB will develop a national policy on emergency mobilization
preparedness and a plan of action to improve the nation's preparedness
capabilities. The Board is also responsible for monitoring federal agency
implementation of these actions. Through the structure of 12 functional
working groups, the EMPB is expected to resolve vital mobilization
preparedness issues within the framework of current policy.
Resource Preparedness
A methodology was constructed for contrasting the resources mobilization
potential of the United States with that of other nations, and an overall
assessment was completed. Policies, plans, and procedures for central
resources management and for standby emergency organizations were tested.
With regard to the Defense Production Act, priorities and allocations systems
under Title I for energy and civil transportation services were established.
Formal standards and procedures were issued on the use of voluntary agreements
under Title VII.
Oversight was provided for the National Defense Stockpile Annual Materials
Plan which included the first major purchase program in over 20 years.
Purchase specifications and special instructions were approved for materials
to be acquired. The data base was updated for consumption, supply, political
reliability, ano inoustrial capacity for the 93 individual stockpile materials
(61 family groups).
Plans for the activation of a stanoby emergency stabilization agency were
updated and National Defense Executive Reservists were recruited to serve in
it.
An on-site review, conducted jointly with the Department of Defense, was
made of essential facilities at risk in the event of a catastrophic California
earthquake to determine the economic consequences.
NATURAL AND TECHNOLOGICAL HAZARDS
Disaster Response and Recovery
During 1981, favorable weather and geophysical conditions contributed to
fewer major oisaster and emergency declarations by the President. Fifteen
major disasters were declared during the year, with no emergency
declarations. Both these totals represent the lowest activity since the
inception of the Disaster Relief Act of 1974. Three fire suppression grants
were issued.
There was, however, a continuing workload associated with the disaster
program. At the close of 1981, 160 major disasters, 22 emergencies, and 17
fire suppressions remained open from 1981 and prior year declarations. Total
estimated requirements for 1981 activity is expected to exceed $60 million.
-6-
During the year, steps were taken to improve the management of the
national caure of experienced intermittent employees necessary for effective
disaster response and recovery. An automated system providing information on
the skills of reservists was put in use to simplify their deployment in
disaster situations.
Several studies into the hazardous materials area were initiated. One
result of those studies was the publication of FEMA guidance for local
emergency management officials on planning and operational capabilities to
handle hazardous materials incidents.
A study funded by the National Science Foundation, with FEMA support,
evaluated approaches of warning systems for floods, hurricanes, and
tornadoes. Local authorities at sites selected for the study were provided
with evaluations of their systems and many responded by upgrading those
systems at once.
Earthquake Hazards Reduction Program
Under the Earthquake Hazards Reduction Act of 1977 (P.L. 95-124) and
amendments, FEMA is the lead agency for coordinating the activities of all
federal agencies participating in the National Earthquake Hazards Reduction
Program (NEHRP). In addition, it has the responsibility to: (1) develop
improved seismic building codes, standards, and practices for adoption by
federal agencies and the private sector; and (2) conduct a program designed to
reduce the earthquake risk to life and property and increase the capability of
all elements of government and the private sector to respond to destructive
earthquakes in highly seismic, highly populated areas.
Major activities in 1981 included: (1) the completion of a draft seismic
standard for new federal buildings that was provided to federal construction
agencies for their use in design, contract administration, and quality control
activities; (2) the initiation of a vulnerability analysis ano loss study of
selected localities in the Central United States and a long-term effort to
increase earthquake hazard awareness among public and private sector entities
in this same geographic area; ano (3) as part of the Southern California
Earthquake Preparedness Project (a joint State of California-federal project),
implementation of a model earthquake prediction/warning dissemination system
and design of a comprehensive earthquake education program. In addition, the
coordination of the NEHRP was strengthened by the creation of the Interagency
Coordination Committee of the NEHRP.
Radiological Emergency Response Planning
FEMA is responsiole for all off-site nuclear emergency planning and
response for nuclear power plants. In 1981 there were 248 state and local
emergency response plans for nuclear power plants completed, bringing the
total completed to 343. There were 173 plans formally submitted, bringing the
total formally submitted for FEMA approval to 196. Regional Assistance
Committees (RAC's) reviewed 112 of these plans.
-7-
Findings by FEMA as to the adequacy of plans were completed for five
nuclear power plant sites: Farley (Georgia); Hatch (Georgia); McGuire (North
Carolina); Summer (South Carolina); and Robinson (South Carolina). This
brings the total to six sites, incluoing Sequoyah (Tennessee), where approval
has been made by FEMA.
During the year there were 28 joint exercises, bringing the total to 37,
and 33 public meetings held.
Guidance establishing federal working relationships in coordinating
radiological emergency response planning responsibilities and a proposed rule
for FEMA review and approval of planning and exercise activities were
completed for publication early in 1982.
In April 1981, FEMA participated in a nuclear weapons accident exercise,
NUWAX 81, along with representatives of the Department of Defense, Department
of Energy, other federal agencies, and the State of California. The exercise
was a first of its kind in that it simulated the accident as occurring in a
populated area. The purpose of the exercise was to test the on-site/off-site
interface of federal agencies involved and the off-site relationships of
federal agencies with state and local governments. Results of the exercise
are being used to refine current plans for the handling of nuclear weapons
accidents.
Fire Safety
Accomplishments in the field of fire safety in 1981 included:
0
Installation of National Fire Incident Reporting System (NFIRS)
software in four states, six major metropolitan areas, and 48 additional
communities increased NFIRS participation to include 41 states and 18 major
metropolitan areas.
0
Production of detailed analyses of the 1980 fire problem revealed
many major new findings. For example, solid fuel heating fires--primarily
those associated with fireplaces and wood-burning stoves--were the main factor
in a 32 percent increase in heating fires in one- and two-family dwellings.
0
Development and promotion of a new sprinkler head permitted an
affordable, highly effective residential sprinkler system to exist for the
first time.
0
Determination, from a national household survey conducted in 1980,
that while smoke detectors are used in at least 50 percent of U.S. nomes, the
half that does not use them includes a high percentage of poor households,
which have much higher fire rates than others. Through data collection,
determined that detectors are giving first warning in over a third of the
fires where they are present, especially fires occurring at night.
0
Establishment of 260 Arson Task Forces. The Task Force in Las
Vegas/Clark County, Nevada apprehended the arsonist of the Hilton Hotel fire
within 20 hours, and the evidence they gathered helped convict him.
-8-
0
Establishment of seven Arson Information Management Systems (AIMS),
including one in Phoenix, Arizona, where an arsonist responsible for 29 fires
and $2.5 million of losses was apprehended and convicted through AIMS efforts.
0
Publication of "A Report to the President on Progress in
Implementation of the National Arson Strategy," which details anti-arson
initiatives of the Federal Arson Task Force chaired by FEMA. Also published a
guide for volunteer firefighters to assist in arson detection and evidence
protection and a guide for the insurance industry on defense against
fraudulent claims.
0
Sponsorship of the preparation of guidelines on selection and
administration of code programs and the conduct of fire code inspection
programs. Also sponsored research in innovative ways of code enforcement and
issues involved in making new codes apply retroactively to old buildings.
0
Sponsorship (with the National Aeronautics and Space Aoministration)
of the development, construction, field testing, and commercial manufacturing
of a highly improved firefighter protective outfit. Developed a manual for
the selection, use, care, and maintenance of firefighter breathing apparatus
and initiated (with the Bureau of Mines) the development of lightweight,
long-duration, closed-circuit breathing apparatus for emergency rescue
operations.
0
Sponsorship of tests of improved fireground communications,
firefighter personal distress alarms, inspection procedures for aerial
ladders, and atmospheres firefighters breathe on the fireground.
0
Development of Fire and Emergency Defense Planning programs and tools
which included the "Hazardous Materials Guide, the "Emergency Medical Service
Guide," the "Multi-Jurisdictional Guide,' a videotape to be used as an
instructional aid by cities interested in Master Planning, and micro-computers
which have software packages with inventory, equipment maintenance, and fire
department inspection programs.
0
Expansion of the Fire Education Resource Network to include all 50
states. This Network establishes Public Education Systems, which are
supported by Public Education Technical Support Services in the areas of
planning, implementing, and evaluating public education programs.
Federal Insurance and Flood Plain Management
In 1981, the National Flood Insurance Program was restructured to become
self-supporting at the earliest feasible date, to further encourage prudent
land use decisions, and to minimize or eliminate direct federal involvement.
Specific accomplishments to achieve these goals included:
0
Development of a planning system which incorporates yoals for the
program and a tracking system to ensure that the goals are achieved.
0
Establishment of FY 1988 as the deadline for achieving a
self-supporting program based on expected levels of flood damage and realistic
projections of premium rates and coverage.
-9-
0
Initiation of a system of semi-annual rate reviews which reduced
actual federal outlays by $38 million in 1981.
0
Inclusion of an expense constant in the premium so that all
administrative and operating expenses of running the program are borne by the
policyholders.
0
Initiation of formal procedures to ensure that all potential
subrogation opportunities are documented. Subrogation arises when a loss is
caused by a third party. FEMA can sue, and if successful, collect the amount
of loss paid, thereby minimizing policyholder and general taxpayer costs.
0
Introduction of a new actuarial rating system in coastal high hazard
areas for construction commencing on or after October 1981.
0
Improvement of risk assessment by establishing and implementing
methodologies for adding wave height factors to the risk assessment for
coastal high hazard areas.
0
Initiation of 595 risk assessment studies, completion of 1,189
studies, and conversion of 1,514 communities to the regular program.
0
Provision of financial assistance to 46 states and territories,
including Guam, Puerto Rico, and the Virgin Islands, to develop and enhance
their flood plain management roles and responsibilities.
0
Acquisition of 69 structures, under Section 1362 of the National
Flood Insurance Act, on properties in California, Illinois, Massachusetts, New
Jersey, Ohio, Washington, and West Virginia.
By the end of 1981, 17,146 communities were participating in some phase of
the National Flood Insurance Program. A total of 1,864,949 policies were in
force in those communities for a total amount of coverage of $99,017,074,200.
The rationale behind the Federal Crime Insurance Program and the Riot
Reinsurance Program was examined and current operations were reviewed. This
resulted in changes in premium rates and coverage to make the programs more
actuarially sound in the short run, as well as recommendations to terminate
both programs.
Dam Safety
FEMA is responsible for coordinating efforts to promote the safety of
67,000 dams throughout the nation. Of these, 64,000 are non-federal
including 9,000 rateu as unsafe. Throughout 1981, the agency worked on
defining ways to encourage dam owners to upgrade unsafe non-federal dams. Dam
safety regional workshops were hela in Washington and Texas.
Coordination of federal agency dam safety programs, affecting over 3,000
federal dams, was conducted through the Interagency Committee on Dam Safety
(ICODS), chaired by FEMA. The Committee addressed major problems affecting
most agencies' dam safety programs; initiated programs to enhance interagency
communications; inventoried existing and needed research programs; began
evaluation of methods to reduce the adverse impact on dam safety of budget
constraints; and commenced preparation of guidelines for emergency planning
and the development of technical design bases.
-10-
Awareness Campaigns
In 1981, FEMA conducted several public awareness campaigns designed to
promote public safety. The agency's Winter Survival Campaign resulted in
participation by 3,000 communities and the distribution of more than four
million pieces of requested literature. Campaign materials included booklets,
flyers, newspaper articles, radio scripts, and camera-ready materials.
A Tornado Awareness Campaign conducted in cooperation with the National
Oceanic and Atmospheric Administration resulted in the distribution of more
than 300,000 pieces of literature.
In September 1981, FEMA began a year-long national Smoke Detector
Awareness Campaign designed to encourage use of smoke detectors. Campaign
strategy involved developing and placing resource materials with many
organizations, including the fire service, state and local emergency
organizations, federal agencies, trade and civic groups, and business and
industry. Particular emphasis was placed on involving organizations
representing those groups with the highest fire death rates--minorities, the
elderly, disadvantaged, and handicapped.
TRAINING AND EDUCATION
During 1981, the National Emergency Training Center (NETC) was created at
Emmitsburg, Maryland. NETC was developed to consolidate the resources of the
National Fire Academy and the Emergency Management Institute, to better
utilize the facilities of the National Fire Academy, and to strengthen the
delivery of the emergency management educational programs.
A total of 2,154 courses were offered in the field to 65,545 students
through regional support contracts and state cooperative agreements. These
courses covered a wide variety of radiological and hazard mitigation
specialties.
At the resident facility, the Emergency Management Institute conducted 40
courses for over 1,200 students and delivered a field course in radiological
emergency response 12 times to 285 students.
Calendar year 1981 was the first year of full operation for the National
Fire Academy. The Academy offered 16 different resident courses a total of
181 times to over 7,600 students at Emmitsburg, while the outreach program
covered 49 states and the District of Columbia and reached approximately 6,800
students. In 1981, the resident courses of the Academy were evaluated by the
American Council on Education and college credit recommendations were made for
every course.
A Firefighters' Memorial, honoring firefighters who have died in the line
of duty, was dedicated at the NETC campus in Emmitsburg, Maryland, on October
4, 1981.
-11-
A major renovation on the Emmitsburg campus was completed. As a result,
the Emergency Management Institute has been provided with new quarters and
greatly expanded educational facilities, including two large classrooms
capable of accommodating 100 students each and attendant "breakout" rooms and
office space.
INTERNATIONAL CIVIL PREPAREDNESS ACTIVITIES
In cooperation with the U.S. Department of State, FEMA'S role in
international civil preparedness activities included: participation in
meetings of the North Atlantic Treaty Organization's (NATO) Senior Civil
Emergency Planning Committee; presentation of a speech by FEMA's Director to
the North Atlantic Council of NATO, outlining the concept of comprehensive
emergency management as an integral part of national security policy;
reactivation of the U.S./Canacian Agreement on wartime arrangements for civil
emergency planning; and expansion of U.S. involvement with Mexico on
cooperation in cases of natural oisaster.
-12-
Appendix
A
Financial Statement: FISCAL YEAR 1981
FEMA OBLIGATIONS
Flood Insurance Fund
FOR FY 1981
29%
($764,623,000.00)
6%
Management and
Administration*
Disaster Relief
30%
Civil Defense
14%
8%
5%
Floodplain
5%
Management
Crime Insurance and Riot Reinsurance Fund
Fire Prevention & Control 1%
Radiological Emergency Preparedness 1%
Federal Preparedness
Training & Education 1%
*Management and Administration category represents overhead for all of the FEMA programs.
APPENDIX B
ORGANIZATION
EMERGENCY
FEDERAL EMERGENCY MANAGEMENT
AGENCY
FEDERAL
DIRECTOR
EXECUTIVE ADMINISTRATION
FEMA Advisory Board
DEPUTY DIRECTOR
OFFICES OF:
PUBLIC AFFAIRS
Science Advisor
EXECUTIVE DEPUTY DIRECTOR
CONGRESSIONAL RELATIONS
INTERNATIONAL AFFAIRS
EQUAL OPPORTUNITY
OFFICES OF:
THE INSPECTOR GENERAL
THE GENERAL COUNSEL
SPECIAL PROGRAMS
PROGRAM ANALYSIS & EVALUATION
TRAINING & EDUCATION
NATIONAL
RESOURCE
STATE & LOCAL
DIRECTORATE/NATIONAL
FEDERAL INSURANCE
PREPAREDNESS
U.S. FIRE
MANAGEMENT
PROGRAMS & SUPPORT
EMERGENCY TRAINING
ADMINISTRATION
PROGRAMS
ADMINISTRATION
& ADMINISTRATION
CENTER
DIRECTORATE
DIRECTORATE
DIRECTORATE
EMERGENCY MANAGEMENT
OFFICE OF NATURAL &
OFFICE OF FIRE
OFFICE OF INSURANCE
OFFICE OF RESOURCE
INSTITUTE
OPERATIONS
TECHNOLOGICAL HAZARDS
PROTECTION ENGINEERING
OFFICE OF PERSONNEL
PREPAREDNESS
PROGRAMS
& TECHNOLOGY
NATIONAL
OFFICE OF POLICY ANALYSIS
OFFICE OF GOVERNMENT
OFFICE OF EMERGENCY
NATIONAL FIRE
FIRE ACADEMY
AND TECHNICAL SERVICES
OPERATIONS
OFFICE OF COMPTROLLER
PREPAREDNESS
DATA CENTER
& COORDINATION
OFFICE OF CURRICULUM &
OFFICE OF INSURANCE
OFFICE OF CIVIL
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OFFICE OF INFORMATION
PROGRAM COORDINATION
SUPPORT SERVICES
PREPAREDNESS
ASSISTANCE PROGRAMS
PROTECTION MANAGEMENT
RESOURCES MANAGEMENT
& EVALUATION
OFFICE OF
OFFICE OF
OFFICE OF EMERGENCY
ADMINISTRATIVE SUPPORT
SPECIAL FACILITY
MOBILIZATION PLANS
MANAGEMENT PROGRAMS
OFFICE OF
OFFICE OF
ADMINISTRATIVE
RESEARCH
SUPPORT
REGIONAL DIRECTORS
I
II
III
IV
V
VI
VII
VIII
IX
X
BOSTON
NEW YORK
PHILADELPHIA
ATLANTA
CHICAGO
DALLAS
KANSAS CITY
DENVER
SAN FRANCISCO
SEATTLE
Approved:
Date:
10rt
DOCUMENT No. 085387 PD
OFFICE OF POLICY DEVELOPMENT file
STAFFING MEMORANDUM
Emergency Preparedness
DATE:
7/26/82
ACTION/CONCURRENCE/COMMENT DUE BY:
FYI
SUBJECT: Emergency Mobilization Preparedness - National Security Decision Directive
ACTION FYI
ACTION FYI
HARPER
DRUG POLICY
PORTER
TURNER
BARR
D. LEONARD
BAUER
OFFICE OF POLICY INFORMATION
BOGGS
GRAY
BRADLEY
HOPKINS
CARLESON
PROPERTY REVIEW BOARD
DENEND
OTHER
FAIRBANKS
FERRARA
GUNN
B. LEONARD
MALOLEY
MONTOYA
SMITH
UHLMANN
ADMINISTRATION
Remarks:
Edwin L. Harper
Assistant to the President
Please return this tracking
for Policy Development
sheet with your response.
(x6515)
SYSTEM II
90492
THE WHITE HOUSE
WASHINGTON
July 22, 1982
MEMORANDUM FOR THE VICE PRESIDENT
THE SECRETARY OF STATE
THE SECRETARY OF THE TREASURY
THE SECRETARY OF DEFENSE
THE ATTORNEY GENERAL
THE SECRETARY OF THE INTERIOR
THE SECRETARY OF AGRICULTURE
THE SECRETARY OF COMMERCE
THE SECRETARY OF LABOR
THE SECRETARY OF HEALTH AND HUMAN SERVICES
THE SECRETARY OF HOUSING AND URBAN DEVELOPMENT
THE SECRETARY OF TRANSPORTATION
THE SECRETARY OF ENERGY
THE SECRETARY OF EDUCATION
THE COUNSELLOR TO THE PRESIDENT
THE DIRECTOR, OFFICE OF MANAGEMENT AND BUDGET
THE DIRECTOR OF CENTRAL INTELLIGENCE
THE CHIEF OF STAFF TO THE PRESIDENT
THE DEPUTY CHIEF OF STAFF TO THE PRESIDENT
THE ASSISTANT TO THE PRESIDENT FOR NATIONAL
SECURITY AFFAIRS
THE ASSISTANT TO THE PRESIDENT FOR POLICY DEVELOPMENT
THE ASSISTANT TO THE PRESIDENT FOR CABINET AFFAIRS
THE ASSISTANT TO THE PRESIDENT AND DEPUTY TO
THE CHIEF OF STAFF
THE CHAIRMAN, JOINT CHIEFS OF STAFF
THE DIRECTOR, OFFICE OF SCIENCE AND TECHNOLOGY POLICY
THE ADMINISTRATOR OF GENERAL SERVICES
THE ADMINISTRATOR OF VETERANS' AFFAIRS
THE ADMINISTRATOR, ENVIRONMENTAL PROTECTION AGENCY
THE DIRECTOR, FEDERAL EMERGENCY MANAGEMENT AGENCY
THE POSTMASTER GENERAL
THE DIRECTOR OF SELECTIVE SERVICE
THE CHAIRMAN OF THE BOARD OF GOVERNORS OF THE
FEDERAL RESERVE SYSTEM
THE CHAIRMAN, FEDERAL COMMUNICATIONS COMMISSION
THE DIRECTOR, OFFICE OF PERSONNEL MANAGEMENT
SUBJECT:
Emergency Mobilization Preparedness (NSDD-47)
The President has approved the attached National Security
Decision Directive on Emergency Mobilization Preparedness.
FOR THE PRESIDENT.
William Clark
William P. Clark
Attachment
NSDD 47
SYSTEM II
90492
THE WHITE HOUSE
WASHINGTON
July 22, 1982
National Security Decision
Directive Number 47
EMERGENCY MOBILIZATION PREPAREDNESS
PREAMBLE
A fundamental obligation of government is to provide for the
security of the Nation and to protect its people, values, and
its social, economic, and political structures. Inherent in
that obligation is the requirement to have an emergency
mobilization preparedness program which will provide an
effective capability to meet defense and essential civilian
needs during national security emergencies and major domestic
emergencies. This directive aims not to commit the Federal
Government to a particular course of action, but rather to
assure that a range of options are available in time of grave
national emergency.
UNITED STATES EMERGENCY
MOBILIZATION PREPAREDNESS POLICY
It is the policy of the United States to have an emergency
mobilization preparedness capability that will ensure that
government at all levels, in partnership with the private
sector and the American people, can respond decisively and
effectively to any major national emergency with defense of
of the United States as the first priority.
PRINCIPLES FOR EMERGENCY
MOBILIZATION PREPAREDNESS PROGRAMS
Programs developed to ensure or improve the Nation's ability
to mobilize will be based on the principles that follow. The
general principles apply to all emergency programs, while the
division between national security and domestic emergency
principles emphasizes that the respective and appropriate
response for each category may differ. Taken together, however,
these principles define a common ground upon which mobilization
programs can be developed and used at the discretion of the
President to prevent avoidable emergencies, to combat and reduce
the effects of those that are unavoidable, and to mitigate the
effects of those that do occur.
2
Authorities for direct economic controls (wage and price
controls and consumer rationing) in national security
emergencies need to be provided to give responsible
policymakers flexibility to deal with circumstances that
can be judged only as they arise. These controls should be
used only when they are clearly superior to the efficiency
of the market as a means to achieve essential objectives,
and not .as an automatic response to all national security
emergencies.
General Principles
Emergency mobilization preparedness programs for all emergencies
will be based on the following principles:
-
Where applicable, preparedness measures should emphasize
the partnership and interdependence between Federal, State,
and local governments.
-
To the maximum degree possible, consistent with security
requirements, the private sector should be brought into a
planning partnership with responsible government agencies
prior to the outset of an emergency.
-
Plans and procedures should be designed to retain maximum
flexibility for the President and other senior officials
in the implementation of emergency actions both above and
below the threshold of declared national emergencies and
wars. Plans should avoid rigid "either-or" choices that
limit Presidential options.
Preparedness measures should reflect functional inter-
dependencies among agency activities and across preparedness
programs. Close and continuous coordination between military
and civilian agencies is required to ensure consistent
approaches to common problems.
-
Initial preparedness measures should focus on short-term
improvements and make effective use of the existing
mobilization base. Measures to increase adequate
mobilization base capabilities should be developed in the
longer term.
-
Preparedness measures that involve the waiving or
modification of socioeconomic regulations that delay
emergency responses should receive priority attention.
-
Preparedness measures that are, or may be, impeded by
legal constraints should be identified as a priority task.
3
-
Preparedness programs should also be designed to increase
capabilities to cope with resource shortages arising from
disruptions of essential supplies from foreign sources,
and serious disruptions of services (e.g., transportation
or communications) that threaten national security.
Principles for National Security Emergencies
Emergency mobilization preparedness programs for national security
emergencies will be based on the following principles:
-
Preparedness measures should address the full spectrum of
national security emergencies.
-
The development of the structure of policies, plans,
authorities, and requirements for full mobilization should
receive priority attention. Foundations for total
mobilization planning should be introduced concurrently.
-
Resource management and economic stabilization programs
should include standby plans and procedures for governmental
intervention, as necessary, into the market place to ensure
the enhancement of supply and the allocation of resources to
military and essential civilian needs. These mechanisms
should provide for both gradual and abrupt replacement of
market forces by governmental regulations.
-
Preparedness measures should emphasize a rapid and effective
transition from routine to emergency operations and should
be designed to make effective use of any periods of time
that may be available following the receipt of strategic and
tactical warnings. The Government must develop capabilities
to minimize the start-up time required for emergency responses.
-
High priority must be given by Federal agencies to identify
and prioritize their requirements for national resources
needed in a mobilization.
Improvement in the capabilities of Federal agencies to identify
and manage the resources under their cognizance to meet
military and essential civilian requirements in a mobilization
will be achieved.
Preparedness measures should include all appropriate
coordination with our allies.
Principles for Domestic Emergencies
Emergency mobilization preparedness programs for domestic
emergencies will be based on the following principles:
-
Preparedness measures must reflect the Constitutional roles
of the Federal, State, and local governments. In peacetime,
principal responsibility for preparing for, and responding
to, domestic emergencies rests with State and local governments.
4
-
Primary emphasis should be placed on natural disasters or
other domestic emergencies of a catastrophic nature that
cannot be managed effectively without substantial Federal
presence; or, arise within spheres of activity in which
there is an established Federal preeminence.
-
Federal preparedness measures should assist State and local
jurisdictions in increasing their capabilities to meet their
responsibilities.
-
Domestic preparedness programs should be developed in close
coordination with the private sector.
-
Preparedness measures for allocation of resources during
domestic emergencies should rely on market-based mechanisms.
-
Economic stabilization preparedness measures should provide
mechanisms that do not rely on the imposition of direct
economic controls.
-
Preparedness measures for domestic emergencies should
facilitate responses which may be necessary for only
temporary and selective departures from established public
policies. Equally, such measures should aim for the prompt
restoration of routine policies and programs.
SPECIFIC POLICIES AND PROGRAMS
Based on the national emergency mobilization preparedness policy
and principles stated above, the programs are to be directed
initially at the development of a credible and effective capability
to harness the mobilization potential of America in support of
the Armed Forces, while meeting the needs of the national economy
and other civil emergency preparedness requirements. These programs,
making use of existing programs where possible, will contribute to:
-
deterrence of attack, especially nuclear attack, on the United
States, our allies and friends; and defeat of attacks should
deterrence fail;
-
effective response to attempts at coercion, nuclear blackmail,
and economic warfare;
-
preservation of constitutional government;
-
prompt recovery of affected areas and the restoration of
national systems, including the Armed Forces;
-
maintenance of alliances and the continuation of cooperative
relationships with our allies before, during, and after armed
conflict or disruptive activities; and
5
-
effective allocation and management of essential resources.
In the case of major domestic emergencies, emergency mobilization
preparedness programs will contribute to:
-
improving the survivability of the national security
capability;
-
effective natural disaster predictions, risk assessment,
and warning systems;
-
reducing the vulnerability of production, services, and the
infrastructure to catastrophic events;
-
prompt and coordinated Federal assistance to affected State
and local governments and communities;
-
effective management and allocation of Federal resources to
facilitate both emergency response operations and long-term
rehabilitation and recovery.
Military Mobilization
It is the policy of the United States to develop systems and plans
that will ensure that sufficient manpower and materiel are available
to guarantee the Nation's ability to mobilize, deploy, and sustain
military operations; and that, consistent with national defense
priorities, military manpower and materiel be available to assist
civilian authorities when civil resources are inadequate.
The program will increase capabilities to:
-
expand the size of the force from partial through full to
total mobilization;
-
deploy forces to theaters of operations, and sustain them in
protracted conflict; and
-
provide military assistance to civil authority, consistent
with national defense priorities and applicable legal
guidelines.
Industrial Mobilization
It is the policy of the United States to have a capability to
mobilize industry in order to achieve timely and sufficient
production of military and essential civilian materiel needed
to prosecute successfully a major military conflict, to lend
credibility to national strategic policy, and to respond to
national security emergencies.
6
The program will:
-
improve the capability of United States industry to meet
current and mobilization requirements by identifying
production and supply deficiencies and initiating actions
to overcome them;
increase the capability of industry and infrastructure systems,
including transportation and energy, to meet national security
needs through use of improved guidance on resource-claimancy,
continued use of import and export controls, and appropriate
use of Defense Production Act authorities in cases where the
free market cannot be reasonably expected to provide the
required national security capability in a timely manner;
provide for assessment of the impact on the industrial base
resulting from existing and proposed agreements for co-
production of defense materiel, related offset arrangements
with our allies, and other reciprocal trade agreements; and
-
ensure the availability of strategic and critical materials
by primary reliance on the National Defense Stockpile; the
President may authorize the use of DPA Title III in those
instances where the free market cannot be reasonably expected
to provide the required national security capability in a
timely manner.
Human Resources
It is the policy of the United States to develop systems and plans
to ensure that the Nation's human resources are available in the
requisite numbers and skills to support and sustain the Armed
Forces, and to provide for essential civilian needs.
The program will:
-
identify the required civilian skills and potential supply
problems for support of the Armed Forces, essential defense
industries, and other critical mobilization tasks;
-
facilitate the channelling of skilled workers toward the
most critical mobilization needs;
-
provide for maximum reliance on voluntary mechanisms to
allocate human resources to critical industrial and other
emergency mobilization tasks;
-
provide for a standby system for attracting workers to
critical mobilization tasks, if necessary, during national
security emergencies;
-
minimize the impact of labor-management conflicts on expansion
of defense production;
7
enhance the availability of the requisite scientific,
engineering, technical and other human resources to
support both military and industrial mobilization needs;
and
-
ensure that human resources policies complement economic
stabilization plans and procedures for mobilization.
Health
It is the policy of the United States to develop systems and
plans to ensure that sufficient medical personnel, supplies,
equipment, and facilities will be available and deployed to
meet essential civilian and military health care needs in an
emergency.
The program will:
-
enhance the Nation's ability to recover from major emergencies
and protect the population from the spread of disease;
-
supplement medical services provided by State and local
governments and the private sector with medical resources
during a domestic emergency;
-
provide medical care to military casualties in civilian
and Federal facilities; and
-
allocate scarce supplies and skilled professionals
(specialists) to the highest priority needs.
Economic Stabilization and Public Finance
It is the policy of the United States to develop a variety of
authorities and plans which could be used in maintaining stable
economic conditions during national security emergencies, giving
particular emphasis to measures which will minimize inflation and
shortages; enhance morale and assure that the burdens of the
emergency are being fairly shared; facilitate an orderly return to
a normal economy as soon as possible; and allow the allocative
efficiencies of the free market to operate where possible, with
alternative measures involving direct Government intervention in
the economy to be used only at the latest appropriate time.
The program will increase capabilities to:
-
minimize economic dislocations and distortions associated
with national security emergencies by carrying out appropriate
fiscal, monetary, and regulatory policies, including con-
trolling inflation and shortages arising from the transfer
of resources from non-essential to priority uses;
8
facilitate resource reallocation necessitated by any
relocation of the populace;
-
assure an equitable distribution of consumer goods;
-
provide for the protection of United States financial
resources including currency production, Federal check
disbursement facilities, and precious monetary metals;
-
preserve and facilitate operations of public and private
financial institutions systems, and provide for any necessary
restoration of their functioning after a major emergency;
-
provide the Government with efficient and equitable
financing sources and payments mechanisms for emergencies;
and
-
provide fiscal authorities with adequate revenue-raising
powers to stabilize the economy in the face of any additional
resource requirements needed to deal with or recover from
an emergency; available fiscal measures should be selected
to provide maximum efficiency and equity, preserve incentives,
and minimize administrative burdens.
Civil Defense
The United States civil defense policy is contained in National
Security Decision Directive 26, a Secret document, dated
February 26, 1982. In addition, it is the policy of the United
States that all Federal agencies shall participate in, and
support, the civil defense program for population protection,
communications and warning, training and education, and
industrial protection.
Earthquakes
It is the policy of the United States to develop systems and
plans to reduce the loss of life, destruction of property,
economic instabilities, and the adverse impact on our national
defense capability that would result from a catastrophic earthquake.
The program can reduce the effects of a catastrophic earthquake by
improving earthquake prediction, hazard and risk assessment,
warning systems, public education and awareness, response and
recovery; by developing further and applying earthquake resistant
design and construction techniques, and land use planning. The
initial action will be focused on California, but attention will
be focused later on other regions in consideration of their
relative risk from an earthquake.
9
The program will increase capabilities to:
-
evaluate current earthquake prediction activities, foster
the application of advanced scientific and engineering
techniques for prediction and mitigation, increase and
accelerate basic and applied research efforts;
-
develop a coordination and integration mechanism between
Federal and State governments;
-
identify and allocate financial, medical, transportation,
shelter, communications, and other resources necessary to
assist recovery operations;
-
reduce the negative effects on military installations and
defense related industries;
-
ensure more effective public awareness programs to equip
all levels of the populace with specific information to
help them survive;
-
promote. international cooperation to increase scientific
and engineering knowledge in applying mitigation measures;
-
provide for the preparation, implementation, and exercising
of preparedness procedures; and
-
ensure the adequacy of current Federal legislation and
regulations to facilitate an effective response.
Government Operations
It is the policy of the United States to develop systems and
plans that will ensure the maintenance of necessary government
functions at the Federal, State, and local levels and provide
for a timely and effective transition into emergency modes of
operation.
The program will:
-
ensure continuous performance of essential government
functions;
-
provide timely and effective transition to emergency
government operations;
-
provide a mechanism for the reconstitution of the operations
of government following a nuclear attack, as required; and
-
ensure that government officials at all levels are capable
of responding predictably and effectively to emergency
conditions.
10
Emergency Communications
It is the policy of the United States to ensure that communications
resources be available and adequate to respond to the Nation's
needs.
The program will:
-
assure viable communications operations concepts;
-
make information available on communications needs and
resources;
-
identify and correct communications deficiencies;
-
provide adequate communications planning guidance and the
basis for funding; and
-
arrange for smooth transition from normal to emergency
operations.
Law Enforcement and Public Safety
It is the policy of the United States to develop systems and plans
that will provide for the public safety and ensure continued
enforcement of Federal, State, and local laws; and ensure internal
security and the control of United States borders, and waters
subject to the jurisdiction of the United States.
The program will increase capabilities to:
-
maintain law and order in a variety of emergencies, particularly
terrorist incidents, civil disturbances, nuclear emergencies,
and relocation of large numbers of people;
-
ensure the physical security of critical public and private
facilities;
-
provide for control of enemy aliens and persons entering
or leaving the United States;
-
guarantee control of United States seaports, airports, and
land and sea borders;
-
provide a response capability to sabotage and espionage; and
-
ensure an intensified counterintelligence effort.
Food and Agriculture
It is the policy of the United States to develop systems and plans
that will provide an adequate flow of agricultural products to
the general population and the Armed Forces, and to meet our inter-
11
national responsibilities. These plans must reduce the
vulnerability of our food and fiber resources; ensure a
responsive production, delivery, and distribution system
during emergencies, and contain provisions for the rapid
recovery of the agricultural system.
The program will:
-
plan for adequate research, production capabilities, and
reserves of agricultural products, including livestock
and poultry, to provide the Nation's farmers with
production resources, including emergency financing
capabilities;
-
provide for the most effective allocation of resources for
the production and use of available food and fiber during
emergencies; and the assessment of national and international
requirements upon supplies of food and fiber, so as to
decrease dependence on foreign sources;
-
ensure maximum availability of food and fiber supplies
to our Armed Forces and our allies;
-
maintain production capabilities to contribute to our
world agricultural trade objectives, and reduce sus-
ceptibility to manipulated economic pressures;
-
establish emergency marketing, processing, inspection
and grading systems for government-owned and privately-
held agricultural commodities; establish civil transportation
resource priorities to support agricultural needs; and make
provisions for secure storage capabilities and priorities;
-
plan to protect the health and well-being of the Nation's
livestock and poultry; ensure the protection of crops and
croplands, and the Nation's forest resources; and
-
provide for timely information under emergency conditions
to assure adequate food and fiber production, and priority
distribution to the normal wholesale level.
Social Services
It is the policy of the United States to develop systems and
plans that will increase capabilities to provide emergency
social services to meet survival needs of the population.
Maximum reliance will be placed on voluntarism and on State
and local governments.
12
The program will:
-
provide services for persons with special needs and
prepare families and individuals to care for themselves
to the maximum extent possible;
-
maintain existing Federal, State, local, and private
programs to meet ongoing social services needs;
-
provide for the reception, care, and resettlement of
personnel evacuated from overseas during an emergency; and
-
provide for a management structure through which emergency
social services requirements can be assessed accurately
and necessary services delivered efficiently to meet highest
priority needs.
MANAGEMENT
Consistent with this directive, the Emergency Mobilization
Preparedness Board will formulate policy and planning guidance,
coordinate planning, resolve issues, and monitor progress. In
accomplishing these functions, the Board may assign additional
tasks to its Working Groups and require the assistance of
individual Federal agencies. Any issue which cannot be resolved
by the Board within the framework of current Administration
policy will be referred to the National Security Council for
resolution and Presidential decision.
Accordingly, I direct the Emergency Mobilization Preparedness
Board to prepare a Plan of Action to implement the programs
detailed in this directive. Plans of Action for programs
developed subsequent to publication of this directive will be
prepared within 45 days of program approval.
I further direct that all Federal departments and agencies manage
their financial and human resources consistent with the provisions
of applicable law, and provisions of this and other directives to
assure the development of the required capabilities. Resources
for improvements in our preparedness capabilities will be obtained
through the normal budget process. In the overall context of the
President's budget and current regulatory, budgeting, and
legislative review processes, each Department and Agency will
program and budget funds and personnel for those preparedness
activities which are integral to assigned missions and functions.
Presidential Directive/NSC-57 is hereby rescinded.
Ronald Paogan
Theo
Bill Litus
defense
DCM Waggado
Dr. Bryett
Don Hauhs
ay Brown
georgia
Jack Richardoon
Cutting down of civil defense in
flood relief etc., national
Dennia Kwiatkowsky - Carter apr it
to FEMA
Earl Henry
Reagan
Phillip May
S.E. Region IV
Phillip May - Regional Director
Harris Pope - director to emerging
Jack Richardson
man natt prep dirsion
11
GS-13
Wash DC.
Adquarters - Bill C.D. Chipman
manch TD,C.
C,D.,
/ downgrading of people
community planners
Jenhins
of
funks being disabter used for
office
draft audit
report IG Thede
last real
Bill Chipman
C.D. man
D.C.
X 287-3993
566,600 5447
file
Emergencylvedness
DOCUMENT NO. 097676
file Emergencylization PD
OFFICE OF POLICY DEVELOPMENT
STAFFING MEMORANDUM
DATE:
9/20/82
ACTION/CONCURRENCE/COMMENT DUE BY:
FYI
SUBJECT:
Emergency Mobilization Preparedness Board Directory, 1982
ACTION FYI
ACTION
FYI
HARPER
DRUG POLICY
PORTER
TURNER
BARR
D. LEONARD
BOGGS
OFFICE OF POLICY INFORMATION
BRADLEY
HOPKINS
CARLESON
COBB
DENEND
PROPERTY REVIEW BOARD
FAIRBANKS
OTHER
FERRARA
GALEBACH
GARFINKEL
GUNN
B. LEONARD
LI
MONTOYA
SMITH
UHLMANN
ADMINISTRATION
REMARKS:
Edwin L. Harper
Please return this tracking
Assistant to the President
sheet with your response
for Policy Development
(x6515)
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
Washington, D.C. 20472
September 13, 1982
MEMORANDUM FOR: Board Members
Liaison Officers
Working Group Chairmen
Points of Contact
Secretariat Staff
Devis B Green
FROM:
Dennis B. Green
Deputy Director for Administration and
Program Support
SUBJECT:
Change 1 to Emergency Mobilization Preparedness Board
Directory dated July 1982
Change 1 updates the EMPB Directory issued in July 1982.
An alphabetical Name Index has been added for user convenience (pages iv, v,
vi, vii). Please file it following page iii in the front of the Directory.
Also, for reference purposes, this change transmittal memo should be filed
in the front of the Directory.
Remove and destroy the following pages and insert the attached replacement
pages. Asterisks indicate a new or changed item.
1-2
28-29
39
3-4
30
40
5
32
46
8-9
33
49
12-13
34-35
51
14-15
36
54
20-21
37
55
26-27
38
You are reminded to submit requests for name, title, or telephone changes by
completing and returning the form provided in the back of the Directory (two
additional forms are attached for your convenience).
Attachments
EMPB-9/10/82
Change 1
NAME INDEX
Page
Page
A
Abrahamson, John D
51
Carr, Frank J
38
Ahalt, J. Dawson
3
Christian, Robert
26, 27
Alderman, Craig, Jr
8, 9
Citron, Richard
55
Allen, Charles E
30
Clark, William P
i
Amicarella, Lawrence
3
Clinkscales, William, Jr
38
Angrisani, Albert
22
Cobb, Charles T
38
Astengo, George
29
Coffey, Alan
16, 17
Collins, Clarence G
26, 27
B
Conners, James
46
Cook, William
8
Babcock, Elaine
8
Cordia, Louis
32
Baker, Gordon E
1
Coriden, Guy
24
Balabanis, Paul
24
Culpepper, James W
12, 13
Barry, George W
26, 27
Cushing, R. Hunter
16
de Bartolomeis, Silvio
17
Beebe, Cora P
29
D
Benish, Jean
10
Bennett, Charles W
37
Dalton, James E
50
Berger, B. Michael
51
Darman, Richard G
42
Bisgard, Jay C
9
Davies, Robert W
13
Blankenship, Jerry W
12
Davis, Linda
1
Blong, Clair
36
Day, Leora G
4
Bode, John
5
Dean, Robert
25
Bostow, Raymond
5
Decker, Fred
10
Boverie, Richard T
40
DeConti, Richard C
39
Bradley, Samuel M
13
Dehaan, Richard L
20
Brady, Lawrence
6
Dennehy, Sharon M
1
Branch, Stuart
24
Denney, Steve
9
Brandt, Edward, Jr
14
Dennison, Dan
29
Brinkerhoff, John R
1, 34
Denysyk, Bohdan
6, 7
Brocoum, Stephen
41
Devine, Donald J
46
Brown, James M., Jr
12
Devine, James F
18
Brown, Kenneth
7
Dickey, John E
34
Buck, Kathleen
9
Dickstein, Dennis
44
Burke, Tom
5
Dietrich, Fred H
44
Butler, Paul H
7
DiSilvestre, Anthony V
1
Donnelly, Richard E
8, 9
C
DuBois, Frank A
18
Cahill, Paul
32
E
Calingaert, Michael
25
Campbell, Bruce J
35
Emery, Sara
42
Carleson, Robert
47, 48
Enzler, Jared J
37
Eucare, Alexander J
38
iv
EMPB-9/10/82
Change 1
Page
Page
L
Lee, Clarence A., Jr
38
Mulrenin, Edward T
37
Leonard, Burleigh
47
Murphy, Gerald
29
Lett, Raymond D
3
Levine, Richard B
40
N
Lewis, Bennett L
1
Lilley, John R., II
1
Nesterczuk, George
46
Lodwick, Seeley
3
Neuhardt, Pat
49
Lovell, Malcolm R., Jr
22
Newton, Fred
34
Lyng, Richard.
3
Nies, Arthur H
4
Lysczek, Edward
23
North, Oliver L
40
M
0
MacCleery, Douglas
3
Oelrich, Frederick C
51
Makris, James
36
Olmer, Lionel H
6
Mancher, Rhoda R
20
Olney, William B
51
Maneri, Charles
32
O'Neil, Barbara
5
Mares, Jan W
12
Oplinger, Gerald
36
Martin, D. Anne
1
Ostenso, John
45
Massell, Benton F
12
Owen, William J
38
Matthews, H. Freeman, Jr
24
McArdle, Richard
3
P
McBrien, J. Robert
28, 29
McCarthy, Bruce E
1
Peabody, Brent
10
McDaniel, Harless
4
Pender, Murray
5
McFarland, Judy A
1
Pendley, Perry
18
McGraw, Jack
34
Pilchard, Edwin I
4
McKay, Thomas
35
Pinion, Kendall
4
McKenzie, Vernon
9
Plewes, Tom
23
McLoughlin, Dave
36
Polk, John W
12
McMahon, John N
30
Poorman, Donald
25
McNamar, R. T
28
Porter, Roger
47
Mealy, Joseph F., Jr
34
Powis, Robert E
29
Meehan, John
9
Prell, Michael J
37
Mehle, Roger W., Jr
28
Meyer, Raleigh R
9
Q
Milburn, Lloyd E
1
Miller, Robert
29
Quinn, Vanessa E
1
Miller, Schelia
46
Minkel, Edward J
33
R
Miskel, James
1
Mitts, Murray G
55
Rafuse, Robert
28
Mizell, Wilmer D
4
Ramsey, Tom
24
Moerman, George
55
Rapp, Edward G
53
Moore, James
10
Reeg, Audrey
34, 36
Moore, Robert J
9
Reister, Ruth
5
Moreland, Joseph
34, 36
Reutershan, Thomas P
14
Mullin, Rebecca
18
Richard, Mark M
20
Richards, John A
6,7
vi
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
SECRETARIAT STAFF
TITLE
PHONE
LEWIS, Bennett L.
Executive Secretary
287-0340
*BRINKERHOFF, John R.
Deputy Executive Secretary
287-3904
COORDINATING STAFF
LILLEY, John R., II
Director of Secretariat Operations
287-0879
GREEN, Dennis B.
Deputy Director for Administration
287-0889
and Program Support
*WINE, Janet B.
Program Analyst
287-0885
*QUINN, Vanessa E.
Program Analyst
287-0195
DENNEHY, Sharon M.
Secretary-Steno
287-0880
GREER, Carol
Secretary-Steno
287-0880
MCFARLAND, Judy A.
Clerk-Steno
287-0464
TAYLOR, Cynthia D.
Student Aide
287-0468
WORKING GROUP COORDINATORS
WORKING GROUP
BAKER, Gordon E. (DOL)
Human Resources
287-0887
DAVIS, Linda (ED)
Social Services
287-0883
DISILVESTRE, Anthony V.
Economic Stabilization & Public
287-0882
(TREAS)
Finance
KAISER, Kay R. (USDA)
Food-Agriculture
287-0886
MARTIN, D. Anne (FEMA)
Emergency Communications
287-0884
MCCARTHY, Bruce E. (HUD)
Government Operations
287-0116
MILBURN, Lloyd E. (DOT)
Earthquakes
287-0216
*MISKEL, James (HHS)
Health
287-0880
SANDS, Robert G. (DOE)
Industrial Mobilization
287-0888
Energy Liaison (all Working Groups)
*STASKO, John J. (DOI)
287-0469
*STEARNS, COL R. L. (ICAF)
Civil Defense
287-0890
Military Mobilization
WARK, William B. (DOJ)
Law Enforcement and Public Safety
287-0274
1
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
DEPARTMENT OF AGRICULTURE
Representatives
Board Member:
Richard E. Lyng
Deputy Secretary
(447-6158)
Liaison Officer:
Raymond D. Lett
Executive Assistant to the Secretary
(447-5538)
of Agriculture
Chairman, Food-Agriculture
Working Group:
Seeley Lodwick
Under Secretary for International
(447-3111)
Affairs and Commodity Programs
Alternate:
Alan T. Tracy
Deputy Under Secretary for Inter-
(447-2593)
national Affairs and Commodity
Programs
Point of Contact: Juliana Smith
Confidential Assistant to Deputy
(447-7107)
Under Secretary for Inter-
national Affairs and Commodity
Programs
MEMBERSHIP ON WORKING GROUPS
Civil Defense
Member:
Douglas MacCleery
Deputy Assistant Secretary, Natural
(447-8570)
Resources and Environment
Alternates:
Saul Wilson
Assistant Director, Animal Health
(436-8097)
Programs
*
Lawrence Amicarella
Director, Cooperative Fire Protec-
(235-8039)
tion, Forest Service
Economic Stabilization & Public Finance
Member:
J. Dawson Ahalt
Deputy Assistant Secretary for
(447-4164)
Economics
* Alternates:
Richard McArdle
World Agricultural Outlook Board
(447-5913)
Homer Stroike
Agricultural Stabilization &
(447-5171)
Conservation Service
*
James Zellner
Associate Director, National
(447-8829)
Economics Division
3
EMPB-9/10/82
Change 1
Industrial Mobilization
Member:
Ruth Reister
Deputy Under Secretary, Small
(447-5277)
Community and Rural Development
* Alternates:
Robert Wojciechowski
Deputy Director, Emergency Operations
(447-3168)
and Livestock Program Division
*
Harold Gay
Chief, Emergency Preparedness Branch
(447-4283)
Law Enforcement & Public Safety
Member:
John V. Graziano
Inspector General
(447-8001)
Alternates:
Tom Burke
Assistant Inspector General for
(447-3306)
Investigations
*
Gary Snyder
Assistant Director for Field Opera-
(436-8295)
tions Support Staff
Donald Thompson
Staff Officer
(436-8295)
Military Mobilization
Member:
Richard D. Siegel
Deputy Assistant Secretary, Natural
(447-3108)
Resources and Environment
* Alternate:
Raymond Bostow
Section Head, Farm Storage Facility
(447-5094)
and Program Development Section
Social Services
Member:
John Bode
Deputy Assistant Secretary, Food
(447-5795)
and Consumer Services
* Alternates:
Greg Rohwer
Assistant Deputy Administrator,
(447-7021)
International Programs
Murray Pender
Animal and Plant Health Inspection
(436-8311)
Services
*
Barbara O'Neil
Assistant Deputy Administrator for
(756-3035)
Regional Operations, Food and
Nutrition Service
5
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
DEPARTMENT OF DEFENSE
Representatives
Board Member:
Fred C. Ikle
Under Secretary for Policy
(697-7200)
Liaison Officer: Craig Alderman, Jr.
Director for Emergency Planning
(694-1308)
Chairman, Military Mobilization
Working Group:
Lawrence J. Korb
Assistant Secretary for Manpower
(695-5254)
Reserve Affairs, and Logistics
Alternate:
Charles W. Groover
Deputy Assistant Secretary for
(697-9103)
Program Integration
Point of Contact:
Dale R. Tahtinen
Director, Mobilization Planning
(695-0711)
and Requirements
Alt. Point of Contact:
Elaine Babcock
Office of Mobilization Planning
(695-0711)
and Requirements
MEMBERSHIP ON WORKING GROUPS
Civil Defense
Member:
Craig Alderman, Jr.
Director for Emergency Planning
(694-1308)
Earthquakes
Member:
Richard E. Donnelly
Director, Industrial Resources,
(695-7458)
Office of the Deputy Under
Secretary of Defense (Policy)
Emergency Communications
* Member:
William J. Cook
Special Assistant to the
(695-2844)
Assistant Deputy Under
Secretary, Communications
Command and Control
8
EMPB-7/26/82
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
DEPARTMENT OF ENERGY
Representatives
Board Member:
Jan W. Mares
Acting Under Secretary
(252-5704)
Alternate:
William A. Vaughan
Assistant Secretary for Environ-
(252-4700)
mental Protection, Safety, and
Emergency Preparedness
Liaison Officer:
Ronald L. Winkler
Deputy Assistant Secretary for Energy
(252-2443)
Emergencies
Departmental
James M. Brown, Jr.
National Security and Emergency
Coordinator:
(252-5150)
Operations Division
MEMBERSHIP ON WORKING GROUPS
Civil Defense
Member:
James W. Culpepper
Deputy Assistant Secretary for
(353-2623)
Security Affairs
Alternate:
Richard E. Weiner
Acting Director, Office of Energy
(252-1311)
Emergency Operations
Economic Stabilization & Public Finance
Member:
Jerry W. Blankenship
Division of Energy Security, Office
(252-4427)
of Policy, Planning and Analysis
Alternate:
Benton F. Massell
Office of Energy Contingency Planning
(252-5589)
Emergency Communications
Member:
John W. Polk
Director, Office of Computer Services
(353-3685)
and Telecommunication Management
Alternate:
James M. Brown, Jr.
National Security and Emergency
(252-5150)
Operations Division
12
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
DEPARTMENT OF HEALTH AND HUMAN SERVICES
Representatives
Board Member:
David B. Swoap
Under Secretary
(245-7431)
Liaison Officer:
Jacqueline Gleason
Emergency Coordinator
(245-0645)
Chairman, Health
Working Group:
Edward Brandt, Jr.
Assistant Secretary for Health
(245-7694)
Alternate:
William H. Foege
Director, Center for Disease
(404/329-3291)
Control,
FTS 8-236-3291
Atlanta, Georgia
Point of Contact:
Thomas P. Reutershan
Emergency Coordinator, Public
(443-1167)
Health Service
Chairman, Social Services
Working Group:
Dorcas R. Hardy
Assistant Secretary for Human
(245-7246)
Development Services
Alternate:
Teresa A. Hawkes
Director of Office of Program
(245-7027)
Coordination and Review, Office
of Human Development Services
* Point of Contact: Sylvia E. Vela
Acting Director, Special Projects
(245-2874)
Unit, Office of Program Coordi-
nation and Review
MEMBERSHIP ON WORKING GROUPS
Civil Defense
Member:
Dorcas R. Hardy
Assistant Secretary for Human
(245-7246)
Development Services
Food-Agriculture
Member:
Richard Ronk
Deputy Director, Bureau of Foods
(245-1057)
Government Operations
Member:
Edwin Sullivan
Director, Office of Management
(245-7097)
Services
Alternate:
Jacqueline Gleason
Emergency Coordinator
(245-0645)
14
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
DEPARTMENT OF JUSTICE
Representatives
Board Member:
Edward C. Schmults Deputy Attorney General
(633-2101)
Liaison Officer:
Jeffrey I. Fogel
Chief of Staff, Criminal Division,
(633-2286)
DOJ/EMPB Support Group
Chairman, Law Enforcement & Public Safety
Working Group:
D. Lowell Jensen
Assistant Attorney General, Criminal
(633-2601)
Division
Alternate:
Mark M. Richard
Deputy Assistant Attorney General,
(633-2333)
Criminal Division
Point of Contact:
Jeffrey I. Fogel
Chief of Staff, Criminal Division,
(633-2286)
DOJ/EMPB Support Group
MEMBERSHIP ON WORKING GROUPS
Emergency Communications
Member:
Rhoda R. Mancher
Deputy Assistant Attorney General,
(633-4559)
Office of Information Technology
Alternate:
Richard L. Dehaan
Director, Systems Policy Staff,
(633-4292)
Office of Information Technology
Government Operations
* Member:
Richard Willard
Deputy Assistant Attorney General,
(633-3333)
Civil Division
Alternate:
Alan L. Ferber
Trial Attorney, Civil Division
(633-4770)
20
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
DEPARTMENT OF TRANSPORTATION
Representatives
Board Member:
Darrell M. Trent
Deputy Secretary
(426-2222)
Liaison Officer:
Clarence G. Collins
Director of Emergency
(426-4262)
Transportation
MEMBERSHIP ON WORKING GROUPS
Civil Defense
Member:
Raymond A. Karam
Deputy Assistant Secretary
(426-0048)
for Budget and Programs
Alternates:
Clarence G. Collins
Director of Emergency
(426-4262)
Transportation
Robert Christian
Military Readiness Division
*
(426-1356)
*
Elvin W. Sill
Office of Emergency Transportation
(426-4270)
Earthquakes
Member:
Raymond A. Karam
Deputy Assistant Secretary
(426-0048)
for Budget and Programs
Alternates:
Clarence G. Collins
Director of Emergency
(426-4262)
Transportation
George W. Barry
Deputy Director of Emergency
(426-4118)
Transportation
Food-Agriculture
Member:
Raymond A. Karam
Deputy Assistant Secretary
(426-0048)
for Budget and Programs
Alternates:
Clarence G. Collins
Director of Emergency
(426-4262)
Transportation
Thomas J. Schneider
Emergency Transportation
(426-4119)
Specialist
26
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
DEPARTMENT OF THE TREASURY
Representatives
Board Member:
R. T. McNamar
Deputy Secretary
(566-2801)
* Liaison Officer: J. Robert McBrien
Deputy for Security Affairs and
(566-8534)
Crisis Management, Office of
Assistant Secretary (Enforce-
ment and Operations)
Chairman, Economic Stabilization & Public Finance
Working Group:
Roger W. Mehle, Jr. Assistant Secretary (Domestic
(566-2103)
Finance)
* Alternate:
Manuel H. Johnson
Assistant Secretary Designate
(566-2551)
(Economic Policy)
Point of Contact:
Mark E. Stalnecker
Deputy Assistant Secretary
(566-5806)
(Federal Finance)
* Alt. Point of Contact:
Manuel H. Johnson
Assistant Secretary Designate
(566-2551)
(Economic Policy)
MEMBERSHIP ON WORKING GROUPS
Civil Defense
Member:
Robert Rafuse
Deputy Assistant Secretary for
(566-8661)
State and Local Finance
Alternate:
Michael Springer
Policy Advisor for Intergovern-
(566-5681)
ment Fiscal Assistance
Emergency Communications
* Member:
(Vacant)
Alternates:
Richard R. Faulkingham
Acting Assistant Director
(376-0432)
(Telecommunications
Management)
Gary E. Johnson
Chief, Communications Security
(566-2679)
Staff
28
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
CENTRAL INTELLIGENCE AGENCY
Representatives
Board Member:
John N. McMahon
Deputy Director, Central
(351-6464)
Intelligence Agency
* Liaison Officer:
Charles E. Allen
Director, National Intelligence
(285-5113)
Emergency Support Office
MEMBERSHIP ON WORKING GROUPS
Civil Defense
* Member:
Charles E. Allen
Director, National Intelligence
(285-5113)
Emergency Support Office
30
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
ENVIRONMENTAL PROTECTION AGENCY
Representatives
* Point of Contact:
Paul Cahill
Director, Office of Federal
(382-5053)
Activities
WORKING GROUPS
Food-Agriculture
Member:
Paul Cahill
Director, Office of Federal
(382-5053)
Activities
Health
Member:
Paul Cahill
Director, Office of Federal
(382-5053)
Activities
Alternates:
Louis Cordia
Office of Federal Activities
(382-5053)
Charles Maneri
Office of Federal Activities
(382-5079)
Industrial Mobilization
Member:
T. Jackson Verell, Sr.
Emergency Preparedness Coordi-
(382-2021)
nator
32
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
FEDERAL COMMUNICATIONS COMMISSION
Representatives
* Point of Contact:
Edward J. Minkel
Managing Director
(632-6390)
WORKING GROUPS
Civil Defense
Member:
Edward J. Minkel
Managing Director
(632-6390)
Emergency Communications
Member:
Mark S. Fowler
Chairman
(632-6600)
33
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
FEDERAL EMERGENCY MANAGEMENT AGENCY
Representatives
Board Member:
Louis O. Giuffrida
Director
(287-0330)
Liaison Officer:
Fred Newton
Director, Office of Program
(287-0423)
Analysis and Evaluation
Chairman, Civil Defense
Working Group:
Lee M. Thomas
Associate Director, State &
(287-0486)
Local Programs and Support
Alternate:
John E. Dickey
Assistant Associate Director,
(287-3830)
Office of Emergency Management
Programs, SLPS
Point of Contact:
Joseph F. Mealy, Jr.
Chief, Emergency Management
(287-3886)
Systems Support Division, SLPS
Chairman, Government Operations
Working Group:
John R. Brinkerhoff
Acting Associate Director,
(287-3904)
National Preparedness Programs
Directorate
* Alternate:
Joseph A. Moreland
Assistant Associate Director,
(287-0040)
Office of Mobilization Prepared-
ness
* Point of Contact: Audrey J. Reeg
Chief, Mobilization Plans Division,
(287-3981)
Office of Mobilization Prepared-
ness
MEMBERSHIP ON WORKING GROUPS
Earthquakes
Member:
Richard W. Krimm
Assistant Associate Director,
(287-0176)
Office of Natural & Technological
Hazards
* Alternate:
Jack McGraw
Assistant Associate Director,
(287-0508)
Office of Emergency Coordination
34
EMPB-9/10/82
Change 1
Industrial Mobilization
Member:
Paul Krueger
Assistant Associate Director,
(287-3916)
Office of Resources Prepared-
ness
* Alternates:
Gerald Oplinger
Chief, Resources Planning Division
(287-3956)
Clair Blong
Industrial Specialist, Resources
(287-3949)
Planning Division
Law Enforcement & Public Safety
Member:
Joseph Moreland
Assistant Associate Director,
(287-0040)
Office of Mobilization Prepared-
ness
Alternate:
Frank Salcedo
Chief, Civil Security Division,
(287-3970)
Office of Mobilization Prepared-
ness
Military Mobilization
Member:
Joseph Moreland
Assistant Associate Director,
(287-0040)
Office of Mobilization Prepared-
ness
Alternate:
Audrey Reeg
Chief, Mobilization Plans Division,
(287-3981)
Office of Mobilization Prepared-
ness
Social Services
* Member:
Dave McLoughlin
Deputy Associate Director, State and
(287-0486)
Local Programs and Support
Alternate:
James Makris
Response Planning and Coordination
(287-0591)
Division, Office of Emergency
Coordination
36
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
FEDERAL RESERVE SYSTEM
Representatives
* Point of Contact:
Edward T. Mulrenin
Assistant Staff Director for
(452-3766)
Management
WORKING GROUP
Economic Stabilization & Public Finance
Member:
Jared J. Enzler
Economist
(452-3978)
Alternate:
Michael J. Prell
Associate Director
(452-3166)
Member:
Morgan Halmon
Financial Analyst
(452-3878)
Member:
Charles W. Bennett
Assistant Director
(452-3442)
37
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
GENERAL SERVICES ADMINISTRATION
Representatives
* Point of Contact:
William Clinkscales, Jr.
Director of Oversight
(523-4923)
WORKING GROUPS
Civil Defense
* Member:
Clarence A. Lee, Jr.
Director, Office of Administrative
(566-1054)
Services
Emergency Communications
Member:
Frank J. Carr
Commissioner of Automated Data
(566-1000)
and Telecommunications Service
Health
Member:
Clarence A. Lee, Jr.
Director, Office of Administrative
(566-1054)
Services
Alternate:
Alexander J. Eucare
Emergency Planning Officer
(566-1877 or 1831)
Law Enforcement & Public Safety
Member:
Charles T. Cobb
Assistant Commissioner, Office of
(566-0888)
Federal Protective Service
Alternate:
William J. Owen
Director, Operations Services
(566-0267)
Division
* Provisional
38
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
NATIONAL COMMUNICATIONS SYSTEM
Representatives
Chairman, Emergency Communications
Working Group:
LTG William J. Hilsman
Manager, National Communications
(692-0018)
System
Alternate:
John G. Grimes
Deputy Manager, National Communi-
(692-3760)
cations System
Point of Contact:
Col Joseph C. Wheeler
National Communications System
(692-9274)
WORKING GROUPS
Earthquakes
Member:
COL Joseph E. Vercellone Assistant Manager for Emergency
(692-2108)
Preparedness
Emergency Communications Working Group Secretariat
* Executive
Secretary:
Col Joseph C. Wheeler
(692-9274)
* Staff
Officer:
Lt Col Richard C. DeConti
(692-9274)
* Staff
Officer:
Cheryl Terry
(692-9274)
39
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
NATIONAL SECURITY COUNCIL STAFF
Representatives
Board Member:
MG Richard T. Boverie
Director of Defense Programs
(395-3330)
Liaison Officer:
COL Horace L. Russell
National Security Council
(395-5024)
Liaison Officer
MEMBERSHIP ON WORKING GROUPS
Emergency Communications
* Member:
Robert W. Helm
National Security Council
(395-6923)
Staff Member
Alternate:
COL Horace L. Russell
National Security Council
(395-5024)
Liaison Officer
Industrial Mobilization
Member:
Richard B. Levine
National Security Council
(395-7351)
Law Enforcement & Public Safety
Member:
MAJ Oliver L. North
National Security Council
(395-3345)
Staff Member
Military Mobilization
Member:
COL Horace L. Russell
National Security Council
(395-5024)
Liaison Officer
40
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
OFFICE OF PERSONNEL MANAGEMENT
Representatives
Board Member:
Donald J. Devine
Director
(632-6111)
Liaison Officer: Schelia Miller/
Alternate Emergency Mobilization
James Conners
Coordinator, Office of Management
(632-4533)
WORKING GROUPS
Government Operations
* Member:
George Nesterczuk
Associate Director for Administration
(632-6108)
Human Resources
Member:
Michael Sanera
Assistant Director for Planning and
(254-3134)
Evaluation
Alternates:
Schelia Miller/
Alternate Emergency Mobilization
James Conners
Coordinator, Office of Management
(632-4533)
46
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
OFFICE OF SCIENCE AND TECHNOLOGY POLICY
Representatives
Board Member:
George A. Keyworth
Director, Office of Science
(456-7116)
and Technology Policy
Liaison Officer: Col Wayne G. Kay
Military Assistant to the
(395-3272)
Director, Office of Science
and Technology Policy
Chairman, Earthquakes
Working Group:
George A. Keyworth
Director, Office of Science
(456-7116)
and Technology Policy
Alternate:
Col Wayne G. Kay
Military Assistant to the
(395-3272)
Director, Office of Science
and Technology Policy
* Point of Contact: Pat Neuhardt
Secretary, Office of Science and
(395-3272)
Technology Policy
MEMBERSHIP ON WORKING GROUPS
Emergency Communications
Member:
Col Wayne G. Kay
Military Assistant to the
(395-3272)
Director, Office of Science
and Technology Policy
49
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
SELECTIVE SERVICE SYSTEM
Representatives
* Point of Contact: COL John D. Abrahamson
Associate Director, Planning
(724-0851)
*
Alternate:
Dr. Frederick C. Oelrich
Acting Associate Director,
(724-0841)
Office of Operations
WORKING GROUPS
Health
* Member:
William B. Olney
Manager, Registrant Processing
(724-0855)
Division
Human Resources
* Member:
B. Michael Berger
Senior Analyst
(724-0825)
Military Mobilization
* Member:
COL John D. Abrahamson
Associate Director, Planning
(724-0851)
* Alternate:
Dr. Frederick C. Oelrich
Acting Associate Director,
(724-0841)
Office of Operations
51
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
U. S. POSTAL SERVICE
Representatives
* Point of Contact: Ralph H. Jusell
Civil Defense Coordinator
(245-5325)
WORKING GROUPS
Emergency Communications
Member:
James V. Jellison
Senior Assistant Postmaster
(245-5472)
General, Operations Group
Law Enforcement & Public Safety
Member:
Kenneth H. Fletcher Chief Postal Inspector
(245-5445)
Alternate:
Ralph H. Jusell
Civil Defense Coordinator
(245-5325)
Military Mobilization
Observer:
Ralph H. Jusell
Civil Defense Coordinator
(245-5325)
54
EMPB-9/10/82
Change 1
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
VETERANS ADMINISTRATION
Representatives
* Point of Contact:
Robert L. Rosenberry
Director of Emergency Manage-
(389-2107)
ment Staff
WORKING GROUPS
Health
* Member:
Murray G. Mitts, M.D.
Director, Program Analysis and
(389-3550)
Development
* Alternate:
Richard Citron
Emergency Preparedness Planning
(389-3747)
Officer, Department of Medicine
and Surgery
Social Services
Member:
George Moerman
Assistant Director for Loan
(389-3042)
Policy
55
EMPB-7/26/82
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
DIRECTORY - July 1982
Request the following changes to page(s)
:
Department/Agency/Office
Instructions
Fill in only those sections where changes are desired.
Board Member:
Name
Phone
Title
Liaison Officer:
Name
Phone
Title
MEMBERSHIP ON WORKING GROUPS
(Name of Working Group)
Member:
Name
Phone
Title
Alternate:
Name
Phone
Title
Date change submitted
Signature/Title of
Authorizing Official
Mail to: Emergency Mobilization Preparedness Board
Attention: Janet Wine, Room 417
500 C St., S.W.
Washington, D.C. 20472
EMPB-7/26/82
EMERGENCY MOBILIZATION PREPAREDNESS BOARD
DIRECTORY - July 1982
Request the following changes to page(s)
:
Department/Agency/Office
Instructions
Fill in only those sections where changes are desired.
Board Member:
Name
Phone
Title
Liaison Officer:
Name
Phone
Title
MEMBERSHIP ON WORKING GROUPS
(Name of Working Group)
Member:
Name
Phone
Title
Alternate:
Name
Phone
Title
Date change submitted
Signature/Title of
Authorizing Official
Mail to: Emergency Mobilization Preparedness Board
Attention: Janet Wine, Room 417
500 C St., S.W.
Washington, D.C. 20472