Civil Defense Meetings (1968)

8/3/2019 Civil Defense Meetings (1968)

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8 / Z ~)1-5 GOVT PUBLS DE

6 < t - 1 ~ 1 ; 4 1f)I\q. ~/? ' 1 \ - S "

PROGRAMMATERIALSON

VOL. 5 JULY 1968


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Table of Contents

Preface ..In trod uctionVisual 1 Community Action for CD-Basic ElementsVisual 2 Departments of Local Government. .Visual 3 Department of Public Works and Private Sector ServicesVisual 4 Department of Public Safety and Private Sector ServicesVisual y Departments of Public Health and Welfare . . .Visual 6 Departments of Public Health and Welfare and Private SectorServices . . . . . . . . . . . .Visual 7 School System and Private Sector ServicesVisual 8 Finance and Private Sector ServicesVisual 9 Planning and Private Sector ServicesVisual 10 Total Teamwork for Civil Defense .Visual 11 Role of This Private Sector GroupVisual12 CD Community Action ToolsConclusionAvailable Information MaterialsPublications Order FormVisuals 1-12 .

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Page3

479111 3

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21212 1232729

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.35 - 57


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OEPOSITOD


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This booklet contains program mate-rials designed to help strengthen privatesector involvement in community actionsfor civil defense at the local level.The program materials presented are

intended primarily for use by presidents,executives, leaders and program chairmenof community organizations, associations,and groups. The suggestions and aids aredesigned to achieve the fullest use of ex-isting, available public and private com-munity services. These materials may beused in whole or in part, to enlist theinterest of local authorities, departmentsof local government, and related privatesector services-to obtain appropriate ac-tion for civil defense in your community.The materials may be used as suggested

and in small group discussions or withlarger groups of 30-100 persons. Generally,their use is not recommended with audi-ences of over 100 persons.This booklet contains 12 suggested

visuals accompanied by summary notesdescribing the purpose of each visualand providing guidance for the leader ofthe meeting.The suggested materials are essentiallyeducational in nature. They represent

PREFACE

knowledge and information distilled fromresearch and from practical experience atthe community level. They are in theform of suggestions and aids that can beused to obtain interest, motivation and ~involvement of the public and privatesectors of the community. They may beduplicated as they are, but it is stronglysuggested that the basic materials shouldbe adapted and modified as needed to fitthe local scene.The program chairman may wish to

conduct this seminar alone or chair theseminar and use the assistance of officialsand leaders from the public and privatesectors.For example, in discussions of local

authorities and the role of local govern-ment departments in community actionfor civil defense, the program chairmanmay wish to involve the mayor or acouncil member, the civil defense director,or a local department head as participants.Similarly private sector leaders, such as

school board members, chairmen of healthand welfare councils, leading architects,presidents of corporations, and chamber ofcommerce executives can be successfullyinvolved in civil defense community actionprograms.

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INTRODUCTIONCivil Defense Community Action pro-

grams are based upon the principle thatpeople and groups support what they helpto create. To create community action forcivil defense or any other kind of actionprogram, certain basic essentials areneeded. At a minimum, these are: (1) aresponsible organization, or structure;(2) knowledge of the subject-educationand information; (3) motivation, or thenecessary drive to pursue the decision orproject to the desired end; (4) involve-ment, and active participation in a specificprogram or project.Local Governing AuthorityThe central fact in community action tor

civil defense is that the local governin gauthority, mayor, county commissioner,parish supervisor, judge, or selectman isclearly responsible for local emergencyplanning and preparations. The civil de-fense director usually acts as staff directoror coordinator for emergency plans andmeasures.Local government provides the respon-

sible organization the structure and keystaff for planning emergency operations,but this is by no means enough to ensure. effective emergency operating capability.

All the departments of local governmentmust be aware of their emergency respon-sibilities and must take appropriate pre-paratory action in coordination withother local departments to cope witheffects of an attack upon the country andwith peacetime emergencies.

Private Sector ServicesThese departments of local government

do not, however, have enough resources,i.e., manpower, equipment, supplies, andfacilities to deal effectively with large-scale emergencies. Private sector resourcesand services of many varied groups, or-ganizations, and agencies are needed toaugment the emergency services of de-partments of local government. Many ofthese private sector services in health,welfare, education, public safety, trans-portation are already known locally andsome may already be involved in com-munity civil defense programs. For ex-

ample, local health and welfare councils,municipal planning committees, publicsafety committees, committees on educa-tion, chambers of commerce, and the

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agencies and groups who compose themhave related resources and services thatcan be effectively involved in communityaction for civil defense.MotivationTo achieve community action for civil

defense, emergency concepts and measuresshould be explained to leaders and thenbuilt into the local services concerned.The value of civil defense must be demon-strated to the people-the community

leaders-in the right way at the righttime. When the key groups and personsin the community are informed and in-volved, they will accept and built the

civil defense concepts into their on-goingday-to-day programs.The motivation of organizations,

groups, and individuals can be obtainedby clearly showing the usefulness of civildefense measures in: (1) wartime emer-gencies; and (2) in peacetime disastersand emergencies; (3) the everyday useful-ness of civil defense services such as warn-ing, communications, police, fire, engi-neering, emergency health, and welfare.Civil defense supported facilities such asState and local Emergency OperatingCenters, the nationwide warning system,communication and the OCD engineeringstockpile of pipes, pumps, etc., play vitalroles in peacetime disasters of varioustypes, and provide valuable resources fortraining as well as preparing us in case ofnuclear attack.InvolvementThis, however, is only a beginning.

To operate effectively these services andfacilities must have the close cooperationof many varied private sector groupsincluding: local industry and business,labor, health and welfare groups, educa-tiorial, technical and scientific bodies,service groups, other community groups,and the general public. This cooperationcan only be assured and effective whenthe above groups have made CD a partof their on-going responsibilities andprograms in an organized way.

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C OMMU N ITV AC TION F OR C IV IL D EF EN SE - BASIC ELEMEN TS

Visual I


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Visual #1 Community Action for CD-Basic ElementsThe introduction to Community Action for Civil

Defense is depicted by concentric rings. The inner ring,or core, represents the local authority-the legal, fiscal,and administrative structure for" local government andcivil defense. This is where civil defense starts and whereit gets its direction. Working outward, the next circlerepresents the departments of local government throughwhich the authorized programs are carried out. Localauthorities and local government departments have im-portant responsibilities and roles in civil defense at thecommunity level, but whether or not action takes placeat the community level, depends upon a great manyother facets of community life.Private SectorAs we look at the private sector ring, perhaps the most

important thing to achieve here is a climate of under-standing and acceptance. This setting, or climate, hasto be right before effective action on CD and communitypreparedness can take place. This is because most ofthe resources, the manpower, equipment and suppliesthat are needed at the local level exist not in govern-ment, but in the private sector.For, no matter what government does or how many

of its employees are trained or how well organized it is,government cannot do the job alone.Private sector services of the community are absolutely

vital to any action in any disaster whether it's naturalor nuclear, and the big question is how can these vitalservices be effectively involved in the pre-emergencyperiod so that they will be available when the disasterstrikes. Here, it should be emphasized that the most

effective way to assure this and involve both the pub-lic departments and private sector services is to buildcivil defense concepts and measures into the on-goingday-to-day programs of each. This means that groupsand individuals are not recruited to wear civil defensehats. All groups and individuals already have civildefense hats. The job is to help them recognize this-make them aware of this-so that their capabilitiescan be prepared and ready for the time when emergencyaction is needed. This can take place only if acceptanceof civil defense community action in the public andprivate sectors can be achieved in the pre-emergencyperiod. Clear and imaginative explanations of programgoals and progress to elective and appointive publicofficials and to leaders in the private sector 1S vital increating the favorable atti tudes required.Institutions of Higher LearningThe next ring-higher learning-indicates the im-

portance of universities, colleges, and institutions increating the kind of climate and in-depth understand-ing that government officials, private sector leaders,and the citizenry need for coping with the emergenciesthat can strike communities at any time of day or nightin this dangerous and uncertain world.Special Interest GroupsThe citizens fall into many special interest groups

other than those in their vocational fields. These group-ings strongly influence their members. These special"audiences and a wide variety of community groupingscan be involved in CD, particularly in identifying

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D EPARTMEN TS OF LOC AL GOVERN MEN T

IIIIIIIIIII.I

\\\\\\\\\\\

MayorCounc i l C ity M a na ge r

orC o u nt y C omm is s io n er sC iv il D e fe ns e D ire cto r

[ Coo rd i n at o r f o r E l e c te d Au t h or it ylEm e rg e nc y Op e ra ti ng C e n te r

Visual 2


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Visual #1 Continuedleadership, special skills, and in informational processesand support activities.State and Federal GovernmentsThe State and Federal Governments provide funds

and essential services-but they do so through a varietyof channels and to a variety of local agencies.Not only are all of these elements involved in com-

munity CD, but their relations with each other arenumerous, overlapping, and complex. All of thesearrows show established channels of influence andinteraction between and among these areas. You can'thave adequate community action without paying at-tention to all of these areas of influence-from theFederal Government right down to the local govern-ment-including institutions of higher learning, specialinterest groups-and the local private sector with itsmultitude of interests, skills, manpower, and materialresources.Visual #2 Departments oj Local GovernmentThis visual depicts the basis of civil defense at the

community level. Civil defense, in essence, is civilgovernment prepared for and operating in emergencies.

Because this is so, the inner ring encloses the mayor,city council , city manager, county commissioner, countyjudge, selectman, or other local authority.The Civil Defense Director's coordinating responsi-

bilities are depicted in the lower half of the ring. Thevarious local departments surrounding the center orhub of the visual have and must take very specific anddefinite responsibility for parts of the civil defenseprogram, and the Civil Defense Director coordinatestheir emergency plans and functions.Now let's look at the Department of Public Works-

Engineering-or whatever name it bears at the locallevel.Public works has a big job to do in civil defense.

The questions are-does the director of this departmentknow what his civil defense responsibilities are? If not,he must be told about them. If so-what's he doingabout them?Perhaps he feels the job is too big for his already

overburdened department. If so, he's usually right.That's because, as has been said earlier, governmentcan't possibly do the job alone. Private sector equip-ment, supplies, manpower, and know-how must bejoined to the governmental structure and efforts.

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D EPARTMEN T OF PU BLIC W ORKS AND PRIVATE SEC TOR SERVIC ES

IIII

IIIIIIIIl

\\\\\\\\\\\\\

MayorC ity M an ag er

orC o un ty C omm is sio n er sC iv il D efe ns e D ir ec to r

I C oo r di na t or f o r E le c te d A u th o ri ty ]E m er ge nc y O p er at in g C e nt er

Med ia

V isual 3


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Visual #3 Department oj Public Works and Private SectorServicesAs this visual "Department of Public Works and

Private Sector Services" shows, the Director of PublicWorks has a number of vital services and resources-that he works with everyday-available to help himcarry out his responsibilities.Now, public works may be known by another namein different cities and towns. The title is not important.What is important is the fact that whoever is in chargeof these vital services can only do his job effectivelyby identifying and organizing the related privatesector services. For example, the National DefenseTransportation Association has a national agreementwith the Officeof Civil Defense. And the components ofthe total transportation industry are available in wholeor in part in every community. NDTA has done anexcellent job in stocking shelters in many places-andan equally good job in providing emergency transporta-tion in natural disasters-and in its planning directlywith governments concerned.(If your community has an NDTA chapter, you canprobably cite examples of successful action or planningbetween civil defense and NDTA. If there is no NDTAchapter in your town/city, you should point out thatplans are (can be) worked out with the appropriate

components of the transportation industry.)What has been said thus far might give the impression

that the local CD Director is being asked to identifyand organize all these services. This is precisely what heshould not do. The identification, organization, anduse of private sector backup services is the responsibil-ity of the local department involved-working withthe civil defense director.Working directly with the Associated General Con-

tractors, Home Builders Association, or individualbuilders and contractors-developing inventories ofheavy equipment that will be needed-public trans-portation, public utilities, working with chapters ofArchitectural and Engineering Societies, and with in-dustry and labor councils-these functions are not thesole responsibility of the Civil Defense Director. Theyare a primary responsibility of the Chief of the De-partment of Public Works. He is working with thesepeople constantly on other matters. He is supposed toknow their capabilities. If he doesn't have an inventoryor estimate of heavy equipment in his community, hecan't operate effectively when a large disaster hits. Heshould have this ready for the Civil Defense Directorand the Mayor for emergency use.

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D EPARTMEN T OF PU BLIC SAF ETYAN D PRIVATE SEC TOR SERVIC ES

IIIIIIII

IIIII

\\\\\\\\\\\

\.

Mayo rC ounc il C ity M anage r

o rC o u n ty C omm is s io n e rsC iv il D efe ns e D ire cto r

I C oo rd in a to r f or E l ec te d A u th o ri ty )

V isu a l 4


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Visual #4 Department oj Publ,c Safety and Private SectorServicesNow, look at the Department of Public Safety. Here

you'll see that the fire and police departments Usemanyof the same private services and resources and they needto be properly coordinated under the public safetyofficials.The veterans organizations and other civic and service

organizations are excellent places to recruit high qualitypersonnel for both fire and police auxiliary units, aswell as radio amateurs for the Radio Amateur CivilEmergency Service. Industrial fire and security forcesform a vital part of the total fire and security capabilityneeded in an emergency. The insurance industry offersa valuable support to fire forces through maps, records,and analysis of hazards. As the staff coordinator forthe Mayor-with primary interest in and responsibilityfor the Emergency Operating Center-the Civil DefenseDirector plays a vital role here.

- - -N . D I A .


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DEPARYMENTS OF PUBLIC HEALTH & WELFAREAND PRIVATE SEC TOR SERVIC ES


orC o u nt y C omm is si on e rsC iv il D efe ns e D ire cto r

[ Coor d in a to r f o r E l e ct e d Au t ho r it y]E m er ge nc y O p er atin g C e nte r

Med ia

IIIIII

,,,,\,,,,,,,

V isual 5----------- -~.- ..---.~------------------------------


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Visual # 5 Departments oj Public Health and WelfareNow, consider the Department of Public Health.

Here the _participants should fill in some of the keyprivate sector services that will help them get the

----- ---------------------- ------- -- ----- ---

Emergency Health Services job done. (Allow 3-5minutes or so for this and then repeat the audienceparticipation exercise for the Department of PublicWelfare.)

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HEALTH & 'WELFARE AN D PRIVATE SEC TOR SERVIC ES

Mayo rC ity M an ag er


I Coo rd i na to r f o r E l ect ed Au t ho ri ty ]Eme rg e n cy Ope ra ti ng C en te r

Media

HotelsInst i tut ionsFood I ndust t~

R Dairy Assoc i a t \Onestaurant Associat iO\ \ ' iNursin i Homes

C ommU nity H ea lth a ndWelfare P la n n in g C oun c\ \

Visual 6


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Visual #6 Departments of Public Health and Welfare andPrivate Sector Services

Now, this visual lists some examples of privatesector resources in both the Health and Welfare area.You have already identified some (many) of them

yoursel ves. Civil defense concepts and plans shouldbe built into everyone of these institutions or organi-zations.But the health field is, in fact, intimately related to

the welfare field, and most communities have a Healthand Welfare Planning Council. That Council has animportant role to play in civil defense, and it shouldmake this clear to the Civil Defense Director as heworks with the head of Public Health, and with thehead of the Welfare Department-to enlist the interestand participation of the private agencies who aremembers of the Health and Welfare Planning Council.

In the health field, the private sector services andinstitutions are included more effectively than inother fields, because the health field lends itself todisaster operations and is daily dealing with emergen-cies. But there are other private sector services whichmust be involved in backup to the whole health andwelfare areas. Among these are: hotels, institutions, thefood industry, the dairy associations, restaurant associ-ations, etc.The welfare field is a bit harder to define. In addition,

in about half of the States, welfare departments are nota part of local government, and the mayor or countyofficials cannot issue an executive order to them. There-fore organization of the local civil defense welfareservices may, in some areas, be more complex thanappears on the surface.

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SC HOOL SYSTEM AN D PRIVATE SEC TOR SERVIC ES

P rin . SCboO Ic lpa ls As .8oa rdT SOCla t eaC he rs A . IO nssoCla t ionsA d ul t E d uc at io n A s so ci at io nPa r en t T e a c he r s A s s o cia t io n

c omm u nity C o lle g e..ets\(\esun \ "

Mayo rC ity M a na ge r

o rC o u nt y C omm is s io n er sC iv il D e fe ns e D ire cto r

(Coo r d ina t o r f o r E l ec ted Au t ho ri ty ]Eme r g e nc y Ope r at in g C en t er

Med i a

IIIIII

IIIIII

\\\\\\\\\\\

Visual 7


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F INANC E {Treasu ry } AND PRIVATE SEC TOR SERVIC ES

May o rC ity C o un cil C ity M a na ge r

o rC o u n ty C omm is s io n e rsC iv il D e fe n se D ir ec to r

[ Coo r d ina t o r f o r E l ec ted Au t ho r it y]Eme r g e n c y Ope r a ti n g C en t e r

IIII

IIIIII!

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\\\\

V isua l 8


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PLAN N IN G AN D PRIVATE SEC TOR SERVIC ES

MayorC ity C ou nc il C ity M an ag er

orC o u n ty C omm is s io n er sC iv il D efe ns e D ire cto r

[ C oo rd in a to r f or E l ec te d A u th o ri ty )E m e rg en cy O p er atin g C e nte r

IIIIIIIII.

\\\\\\\\\\\\\

Visual 9


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Up to this point, we have discussed the Departmentof Public Works, Public Safety, and Health and Welfare.Now let us fill in the other spokes of the wheel. Display

Visual #7 (School System), Visual #S (Finance), and Visual#9 (Planning) briefly pointing out and discussing pri-vate sector services and their relation to the publicservices in each case.

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PLANN ING TOTAL TEAMW ORK F OR C IVIL D EF EN SE

Counc il C ity M anage rMayor

P a re n t T e ac h er s A s s oc ia tio nC o mm un ity C o lle ge

"eS"'ets\\1u n l

o rC o u nt y C omm is s io n e rsC iv il D efe ns e D ire cto r

IC o o rd in a to r f or E le c te d A u th o rit yl

V isual 10


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Now, display Visual # 1 0 (Total Teamwork for CivilDefense) which shows the complete picture.Civil defense in action today is a highly complex

picture-many people in many categories-many re-quirements, and many of those requirements competingwith each other. Will the parts of this machine meshwhen an emergency comes to the community? Willthere be total teamwork, limited teamwork-or justplain disorder?Here are some questions which raise various aspects

of the big question-teamwork or disorder?Take the governing body-say, the City Council-

first. Do they support preplanning for emergency op-erations when a disaster strikes? Have they enactedthe standby ordinances that will be needed in a disastersituation? When a disaster strikes, will the Council seea well-organized operation, which saves lives andproperty, and relieves human suffering?What about the Emergency Operating Center? Is itprepared realistically for an emergency? Is it known just

who will be there, and what their duties will be?Do they know, as well as the Civil Defense Director?Communication will be difficult when a disaster

strikes. Phone lines may be dead. Prior knowledge,

plans and common understanding between people rnaysave many lives.What about private sector organizations and services

of the community? Do they know that somebody in thegovernment already knows what they can do? Do theyknow that the government is prepared to coordinateitself and not make conflicting or impossible demandsupon them? Or worse yet, make no demands on themout of ignorance, when they could have made a con-tribution. Does the private sector group know whowithin the government, or within the private sector,will expect his backup?Now, what about the private citizen? Has he been

taught the things he ought to know? Does he knowhis community is well prepared to cope with an emer-gency? If it is well prepared, he will know it, becauseinforming him is a part of that preparation. One thingthe private citizen will do-he will turn on his radio.Will he get reliable information? Has the Civil DefenseDirector developed planning in advance which will becarried out by the departments of government and bythe information media to assure accurate informationto that private citizen?Each of these questions turns our attention to the

role of the various elements involved in civil defenseand to their relationships. Many things come to mind

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PLANN ING TOTAL TEAMW ORK F OR C IVIL D EF EN SE

Counc i lM ay o r

C ity M an ag er

"s f{a te rn a l a n d CiVic O rga ."e\eta ' . n l1a t io\n d uS try F ir e Se rv ices 'lis

\ nsu r ance I ndus t rySafety Counc i l

\"d u str y S e cu rity ForcesRad i o Ama teu rs

C ommun i ca t i ons I nd l / Sfr}'~teoel l t . l pOl i ce D ~{\ - --_ e p f\ l e l lar tment of - .~ u \ : l I i C Sa fe t y

o rC o un ty C o mm is sio n ersP a re n t T e a ch e rs A s s o ci at io n

C o mm u nity C o lle g ee s."etSi \1\1,,1'C iv il D e fe ns e D ire cto r

I C oo r di na to r f or E l ec te d A u th o ri ty l

V isual 10


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Visual #10 ContiTluedwhen we try to give realistic answers to these questions,but perhaps one impression overshadows all others. Ifall of these requirements are to be met, many peoplemust be working together on the basis of commonunderstandings. And this whole job is far bigger thanthe local government can handle alone. No one mancan do this job. He can kill himself trying, but he canonly do it through the department heads of the localgovernment with the planned support and participationof the private sector services of the community.You have now seen in summary form a Community

Action Program for Civil Defense. When responsibleprivate sector leadership in a community becomes effec-tively involved with CD, surprising things can happen.Community leaders in a Florida coastal communitywere shocked when they realized that there was onlyone building in the area which afforded any falloutprotection. The best they could do immediately was tomake detini te plans for using boats as fallout shelters.

This they did. But more importantly, the communityleaders, public and private, did not stop there. Theyproposed and obtained passage of bond issues to coverthe low costs of incorporating fallout shelters in threenew school buildings that were being considered forconstruction, thereby increasing the shelter space avail-able to the community by 300 to 400 percent.Total teamwork for civil defense involves preparingfor all types of emergencies by joining the abundantresources of the private sector to the structured butlimited resources of local government.The method is to identify those private sector services,or agencies, or industries, or organizations which haveresources needed by a particular department of the localgovernment, select the effective leaders of those serv-ices and involve them in planning for CD and in build-ing CD elements into their on-going programs.The outcome should be a community better pre-

pared to meet all types of emergencies.

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RO LE O F TH IS PR IVA TE SEC TO R GRO UP

Visual II

W ORKIN G W ITH A PPRO PR IA TE D E PARTMEN THEAD AN D C IV IL D E FEN S E D IREC TORHow can we assist in:1. PLANN ING EM ERGENCY CAPABILITY AND COMMUN ITY

DEVELOPMENT?2. PROBLEM SOLVING?3. IN FORM ING AND EDUCATING OUR M EMBERS AND

FRIENDS?4. WHAT SPEC IF IC PROJECTS CAN W E UNDERTAKE?

You have many ways to build CD into your on-going communityservices and activities.


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Visual #1 1 Role oj Private Sector GroupWe have been talking about total teamwork. Let us

now examine how this organization can fit into theCommunity Action picture.

1. How can we assist in planning?

2. How can we assist in problem solving?3. How can we better inform and educate our mem-bers and friends?

4. What specific projects can we undertake?

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E M E R G E N C Y O P ER A T IN G C E N T E R SE M E R G E N C Y C O M M U N IC A T IO N SE M E R G E N C Y B R O A D C A S T S Y S T E M

C IV IL D E FENSE CO M M UNITY A C T IO N TO O LS

T R A I N I N GC IV IL D E F E N S E U N IV ER S IT Y E X T E N S IO N P R O G R A MS ta te a n d L o c a l G o v e rn m en t O ff i c ia lsC om m er c e a nd I n du st r yN o n-G o ve rn m en t L ea de rsF a cu lt ie s a n d I n s t r u c t o rs

E M E RG E N C Y O P E R A T IO N S S IM U LA T IO NG o v er n m en t L ea d er s h ip

O T H E R F E D E R A LA G EN C Y P R O G R AM SD O D - M il i t a r y S up p or t , O E P ,H E W , H U D , A g r i c ., C o m ., D O T ,I n t. , L ab or , F C C , G S A , P O D ,F A A a nd o th er s G O V E R N M E N T A L- - - - - - - - - - -N O N

G O V E R N M E N T A LE D U C A T IO N A N D IN F O R M A T IO NC IV IL D E F E N S E A D U LT E D U C A T IO N

T e a c h e r sL o ca l O r g an iz a tio n s

M E D IC A L S E LF H E LPF ir s t A id - H om e N u r s in gR e d C ro ssM e d ic al P ro fe s s io nV o lu n ta ry H e alt h P e rs on ne l

E M ER G E N C Y M A SS F E E D IN GC h urc h G r o up sT r a d e A s s oc ia tio n sW o m e n's G ro up s

P U B LIC A T IO N S - E XH IB IT S - F I L M SO C D S U P P O R T

S H E L TE R P R O G R A MC O M M UN IT Y S H E LT ER P LA N N IN G

C S P C o m m it t e e sP o l ic y a nd A d v is o ryN a t io na l O rg an iz a tio n S u p po rtL ab o r C o un c i lsM e d ia S u pp or t

A R C H I T EC TU R A L A N D E N G IN E E R IN GD EV E L O P M E N T P R O G R AM

L o ca l O r g an iz a tio n sI n d u s t r yR a d i oT V

A m . A ss o c . S ch o o l A dm in . U niv e r s it i e s - P ro fe s s io n a lsN a t io na l E d u ca tio n A s s o c.P ar e n t a n d T e a c h e r s A ss o c .N at io n a l A ss o c . o f S ch o o l B oa r d s

H -" S er ie s

Visual 12


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Visual #12 Civil Defense Community Action ToolsThere are many tools that can be used to achieve this

community support-to inform and involve govern-mental and nongovernmental leadership. Beginning atthe lower right side, we see the shelter program.Community Shelter PlanningIn Community Shelter Planning you normally havethe assistance of a Policy Council and a TechnicalAdvisory Committee. Now right here is a place forimproved private sector participation. Too often, thesebodies are composed almost entirely of local govern-ment people. This is not the way it should be. Leadersfrom representative areas of the private sector shouldbe on the Council to participate in planning and problemsolving.Architectural and Engineering Development ProgramThe Architectural and Engineering Development

Program has qualified over 15,000 architects and engi-neers in fallout shelter design and analysis. They arewell distributed in all 50 States and represent a resourcefor action in influencing new construction, both publicand private in your community.

Emergency CapabilitiesAbove are three of the key emergency facilities or

systems: Emergency Operating Centers, Emergency Com-munications, and the emergency broadcasting capability.Their dual usefulness to the community is evidenceddaily and particularly in peacetime emergencies.Industrial Training ParticipationIndustrial and commercial participation in action is

vital to the community. Both material resources andnecessary skills are represented. Action by business andindustry encourage action in other segments of thecommunity. Labor fully supports these efforts.TrainingAt the top are the specific training tools. The uni-

versity extension programs of colleges and universit iesreach many leaders of the public and private sectorsthrough instructor training and seminars. And then,under training, we have Emergency Operations Simula-tion which is especially effective in training governmentleadership to deal with emergency situations. It canalso be adapted for the private sector.

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Visual # 1 2 ContinuedE d uc a tio n a n d In fo r m at io nHere we see the tools available in education, in-

formation, and training. In Civil Defense Adult Edu-cation, teachers and local organizations are vital.Medical Self-Help, First Aid and Home Nursing in-volve the Red Cross, the various medical professions andoccupations, and voluntary health personnel. Emer-gency mass feeding involves church groups, the ap-propriate trade associations (those of the rest~u~antsand food distribution industries, dairy associations,etc.), women's groups and others.P u blic a tio n s, E xh ib it s, a n d F i lm sFinally, under publications, exhibits, and films th~re

is a whole range of tools for education and informationprovided by OCD. The H-ll Series of which t~is ?ro-gram is a part is designed for use by local orgarnzatrons

of all kinds. The publication, exhibit, and film catalogslist other general and specialized tools.F e d e ra l A ge n cie sNext we have the other Federal agency programs-

the Department of Defense, with all of its military andcivilian resources, the Office of Emergency Planning,the Department of Health, Education, and Welfare,the Department of Housing and Urban Development,the Department of Agriculture, the Department ofTransportation, the Department of the Interior, theDepartment of Commerce, the Federal CommunicationsCommission, General Services Administration and PostOffice Department. These and other Federal departmentsand agencies have programs in CD which reach theirlocal counterparts in government and many parts ofthe private sector.

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CONCLUS IONThese, then, are the tools available to public and

private leadership. What has been presented today isthe problem of obtaining the identification of privatesector resources and the identification and involvement ofthe leadership which can bring in those resources andjoin with the public sector leadership in making fulluse of these and all other available tools to prepare thecommunity to deal with the effects of any emergencyor disaster.Civil defense has always relied upon both public andprivate resources to prepare communities for emergencies.You, as individuals and as an organized group, deal

daily with the increasing competition for tax dollarsand skilled personnel of all kinds. It is now more thanever necessary to build the community civil defenseprogram, with the full range of available private sec-tor resources, into on-going community development.In developing multi-purpose services and programs, thepublic and private sectors are finding ingenious formsof cooperation and joint action undreamed of a fewyears ago.Through the total teamwork outlined today, your

group can assist your community practically and eco-nomically to prepare to meet the community's needs inany emergency, and contribute to overall communitydevelopmen t.(Note to leader-Discussion on role of group should beencouraged.)

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A VA I.LA BLE INFO RM A TIO N M A TE RIA LSHow To Obtain Publications, Displays, and Films

Ask your local Civil Defense office for free copies ofpublications or displays. All requests should includereference numbers. For free loan of any Office of CivilDefense public information films, contact the localCivil Defense office or the nearest Army Film LibraryAudio-Visual Support Center. (See complete list inH-ll-l.)SUGGESTED OCD MOTION PICTURES:"It Happened in Texas," DOD CD 20-268. Time: 9minutes.(Cooperation of civil defense and other governmentagencies and voluntary groups in rescue and reliefefforts after Hurricane Beulah.)

"Port Preparedness," DOD CD 55-257. Time: 23minutes.(Government and industry cooperating in civil de-fense plans for port communities.)

"Once To Make Ready," DOD CD 5-258. Time: 8minutes.(Explains what it can mean to the average citizenwhen his local government undertakes a CommunityShelter Planning Program.)

"The Day that Made a Difference," DOD CD 38-226.Time: 27 minutes.(Documents a L-day shelter-stocking effort in NewOrleans and San Francisco.)

"A Hurricane Called Betsy," DOD CD 20-251. Time:29 minutes.(The story of the 1965 Hurricane Betsy, the peoplewho fought her, their victories and their losses.)

"Five Days of Betsy," DOD CD 20-250. Time: 11minutes.

(Condensed version of "A Hurricane Called Betsy".)"Though the Earth Be Moved," DOD 20-238. Time:45 minutes.(Dramatic story of the 1964 Alaskan earthquake andthe 3 days of crisis which followed.)

"Faceof Disaster," DOD CD 20-239. Time: 10minutes.(Highlights of some of our recent major naturaldisasters and the role of community welfare servicesin helping to meet the emergencies.)

SUGGESTED OCD DISPLAYS:"Meeting the Needs of People in Emergencies," Table-top #6."Industry Prepares for Emergency Operations," Table-top #2."Build a Fallout Protected School," Tabletop #5.

SUGGESTED OCD PUBLICATIONS:"Federal Civil Defense Guide, Part A, Chapter 2-National Civil Defense Program."

"Federal Civil Defense Guide, Part B, Chapter 2,Appendix 2-Civil Defense Directors' Guide toCitizen Participation."

"Federal Civil Defense Guide, Part G, Chapter 1,Appendix 2-Local Government Civil DefenseEmergency Plans."

MP-46, "Status of the Civil Defense Program."MP-32, "Hurricane Carla.""Hurricane Dora, 1964."H-14, "In Time of Emergency."TR-33, "Schools Built With Fallout Shelters."TR-46, "Community Development and Civil Defense."TR-48, "Fallout Shelter in Industrial and CommercialBuildings."

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TO ORD ER MORE C OPIES OF TH IS PU BLIC ATION , AN D/OR TH IS SERIES,TEAR OU T TH IS PAGE AN D MAIL TO:Community Service OfficeOfficeof Civil DefenseDepartment of the Army, OSAWashington, D.C. 20310

QuantityH-ll------

_____ H-ll-A

H-ll-K------

_____ H-ll-Kl

_____ H-ll-K2

_____ H-ll-K3

Title and Description"Community and Family Service for Civil Defense."A 23-page booklet describing ways and means "whereby voluntary organizations can developand advance their community civil defenseprograms."Community Involvement in Civil Defense. "A 42-page booklet containing suggestions by theAmerican National Red Cross to help civil de-fense leaders identify and involve a wide varietyof related local resources in civil defense pro-grams at the community level.

"Community Action for Civil Defense."Workshop materials include Leader's Guide,one H-ll-K2, "Participant's Workbook," andH-ll-K3, a set of slides to be used with theLeader's Guide."Community Action for Civil Defense-Leader's

Guide."Guide for a one-day workshop to assist localCivil Defense Directors and other appropriatepersons to improve their management and co-ordinating skills in furthering civil defenseemergency planning and action.

"Community Action for Civil Defense-Partici-pant's Workbook."(See above for description. One workbook shouldbe ordered for each workshop participant in"Community Action for Civil Defense." Work-books are packaged in units of 20 copies.)

"Community Action for Civil Defense-Slides forLeader's Guide."(A set of slides may be ordered if original set islost or damaged.)

(over)

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_____ H-U-l

H-1l-2

_____ H-1l-3

H-1l-4

_____ H-1l-5

Please send to: (Print or type)

"Meetings that Move," Vol. 1.A guide to successful meetings on civil defense,using participative techniques and seminar-workshop guides. Program techniques topic:"Participative Techniques." Seminar-workshoptopics: "Adjusting to Living in the NuclearAge," "Preparedness and Natural Disasters,""Fallout Shelter in Schools."

"Meetings that Move," Vol. 2.Program techniques topic: "Publicity.' Seminar-workshop topics: "Why Civil Defense," "Fall-out Shelter in New Buildings.""Meetings that Move," Vol. 3.Program techniques topic: . 'Getting Your IdeasAcross." Seminar-workshop topics: ..WarningStory," "Emergency Communications," "Emer-gency Operating Centers.""Meetings that Move," Vol. 4.A seminar guide on Community Shelter Plan-ning. Subjects of: Planning Factors in the CSPProgram and Local Status; Providing Citizenswith Information; Shelter Space in New Build-ings; The Role of Community Agencies in CSPand in Various Supporting Services.

"Meetings that Move," Vol. 5 (this publication).

Name: _

City and State:Address: _

________________________________ Zip __Name of Organization: _Your Position ---------------------------------------------------

(The Office of Civil Defense would like to hear about your use of this material, types of meetingsyou have been conducting, the kind of organization you represent, and plans for future programs.If you wish, please use the space below for comments.)

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C OMMU N ITY AC TION F OR C IVIL D EF EN SE - BASIC ELEMEN TS

Visual I


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D EPARTMEN TS OF LOC AL GOVERN MEN T

Mayo rC ity C ou nc il C ity M an ag er


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Visual 2


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D EPARTMEN T OF PU BLIC W ORKS AN D PRIVATE SEC TOR SERVIC ES


orC o un ty C omm is sio ne rsC iv il D ef en se D ir ec to r

[ C oo r di na to r f or E le c te d A u th o ri ty )

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Visual 3


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ns fta t8rna l and Civ ic O ra a .~t\eta . . 6 nl18tioIn du stry F ire Serv ices "'sI nSurance I ndus t rySafety COunc i l

, o duS tr y Se cu ri ty ForcesRadio Amateu r s

D EPARTMEN T OF PU BLIC SAF ETYAN D PRIVATE SEC TOR SERVIC ES

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orC o un ty C omm is s io n er s

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D EPARTMEN TS OF PUBLIC H EALTH & WELFAREAN D PRIVATE SEC TOR SERVIC ES


orC o u nt y C omm is si on e rsC iv il D efe ns e D ire cto r

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HEALTH & W ELFARE AND PRIVATE SEC TOR SERVIC ES

May o rC ity C o un cil C ity M a na ge r

o rC o u n ty C omm i ss io n e rsC iv il D e fe n se D ire c to r

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PrinCip I SCboo l 8.a s As Oi/fdT sOCia teachers A . IO nsSOCla t ionsA d u lt E d u ca ti on A s s oc ia tio nPa r en t T e a c h er s A s s o ci at io n

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Mayo rC ity M a na ge r

SC HOOL SYSTEM AND PRIVATE SEC TOR SERVIC ES

o rC o u nty C omm is s io n e rsC iv il D e fe ns e D ire cto r

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Visual 7


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F INANC E {Treasu ry } AND PRIVATE SEC TOR SERVIC ES

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o rC o u n ty C omm i ss io n e rsC iv il D efe ns e D ire cto r

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Visual 8


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PLAN N IN G AN D PRIVATE SEC TOR SERVIC ES

MayorC ity C o un cil C ity M an ag er

o rC o u n ty C omm i ss io n e rsC iv il D e fe ns e D ire cto r

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Visual 9


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C ity C ou nc il C ity M a na ge r

PLAN N IN G - TOTAL TEAMW ORK F OR C IVIL D EF EN SEa l\S ft a te tn al a nd C i v i c Organ"e\et' . I lat ia\ I\ (\ u s tr y F i re Se rv ice s 'lis

\ I \ surance Indust rySafety C o u n c i l

\ 1 \( \US tt y Secu r i ty ForcesRa ( \i o Ama t e u rs

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Visual 10


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1. PLANN ING EM ERGENCY CAPABILITY AND COMMUN ITYDEVELOPMENT?

RO LE O F TH IS PR IVA TE SEC TO R GRO UPW ORKIN G W ITH APPRO PRIA TE D EPARTMEN THEAD AN D C IV IL D E FEN SE D IREC TORHow can we assist in:

2. PROBLEM SOLVING?3. IN FORM ING AND EDUCATING OUR M EM BERS AND

FRIENDS?4. WHAT SPEC IF IC PROJECTS CAN W E UNDERTAKE?

You have many ways to build CD into your on-going communityservices and activiti es.

Visual II


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CIVIL DEFENSE COMMUNITY ACTION TOOLS

O T H E R F E D E R A LA G E N C Y P RO G R AM SO D D - M il i t a r y S up p o r t , O E P ,H E W , H U D , A g ric , C om " D O T,ln t . , L a b o r , F C C , G S A , P O D ,F AA a n d o th e rs

E D U C A T IO N A N D IN FO R M A T IO NC IV I L D E F EN S E A DU LT E D U C A T IO N

T e a c h e r sL o c al O r g a n iz a tio n s

M E D IC A L S EL F H E L PF i r s t A id - H om e N ur s in gR e d C ro ssM e d ic a l P ro fe ss io nV o lu nta ry H e alt h P e r s on ne l

E M E R G E N C Y M A S S F E E D IN GC h u rc h G r o up sT ra d e A s so c ia tio n sW o m e n 's G ro up s

T R A I N I N GC IV i l D E F E NS E U N IV E R S IT Y E XT E NS IO N P RO G R AM

S ta te a n d lo c a l G o v e rn m en t O ff ic ia lsC om m er c e a nd In du st r yN o n-G o ve rn m en t L ea de rsF a c u lt i e s a nd I n st r uc to rs

E M E R G E N C Y O P E R A T IO N S S IM U LA T IO NG o v e rn m en t L ea de rs hip

N O N -G O V E R N M E N T A L

P U B L IC A T IO N S - E X H IB IT S - F IL M SO C D S U P P O R T

E M E RG E N C Y O P E R A T IN G C EN TE R SE M E R G E N C Y C O M M U N IC A T IO N SE M E RG E N C Y B R O A DC AS T S YS TE M

S H E LT ER P R O G R A MC O M M U N IT Y S HE L T E R P LA NN IN G

C S P C o m m it t e esP o l ic y a nd A dv i s o ryN a t io na l O rg an iz a t io n S up po rtL a bo r C o u nc il sM e d ia S u p po rt

A R C H I T EC TU R A L A N D E N G IN E E R I N GD E V E LO P M E N T P RO G R AM

L o c al O r g a n iz a tio n sI n d u s t r yR a d i oT V

A m , A ss o c . S ch o o l A d m in , U n iv e r s i t ie s - P ro f e s s io n a lsN a t io na l E du ca tio n A ss o c,P are n t a n d T e a c h e r s A ss n c .N at i o n a l A ss o c . o f S ch o o l B oa rd s

H -" S er ie s

V isual 12


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Distribution:OCD Regions, Staf f CollegeState and Territory CD DirectorsLocal CD DirectorsOCD Executive ReservistsOCD General Depots

CSP PlannersCE-NAVFAC Field OfIices

(District Engineers and Public Works Offices)Universi ties Participat ing in CD University ExtensionProgram

Civil Defense Meetings (1968)

Documents

Transcript of Civil Defense Meetings (1968)