Federal Emergency Management AgencyMitigation DirectorateWashington, DC

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A Message From the Directorof the Federal EmergencyManagement Agency

Floods, earthquakes, hurricanes, wildfires, tornadoes, and technologicaldisasters cause billions of dollars of damage annually throughout the UnitedStates. The loss of lives, injuries, and damages to homes, businesses, or workplacescause incalculable hardship and emotional suffering, and tear at the very fabric ofour lives and our communities.

While we will never be able to completely prevent disasters from occurring,we do know how to reduce their impacts. Hazard mitigation is the most proactiveand successful method for reducing the physical, financial, and emotional lossescaused by disasters. “Hazard mitigation” means actions that reduce or eliminatethe long-term risk to people and property from the effects of hazards. Hazardmitigation reduces future disaster losses through land use planning, site design,engineering, and retrofitting of homes, structures, schools, public buildings, andbusinesses.

FEMA, through its Project Impact: Building Disaster Resistant Communities

initiative, is helping communities across the nation change the way they thinkabout disasters. The challenge of making communities disaster-resistant makes usthink about where we live, and how our communities grow. We can make ourcommunities better places to live by protecting their natural, cultural andhistorical heritage, making them more attractive to business, and better managingsprawl. 

This booklet, Planning for a Sustainable Future: The Link Between Hazard

Mitigation and Livability, is about hazard mitigation, disaster resistance,sustainable development and livability, and describes the linkages among theseconcepts. It shows how communities that undertake hazard mitigation planningbecome more disaster resistant, which can reap further benefits. Hazard

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mitigation links disaster resistance to broad community objectives of economichealth, social well-being, and environmental protection.

The awareness, energy and resources that communities bring to the task ofbecoming disaster resistant can serve as a catalyst for important discussion anddebate about actions that contribute to the broader objectives of livability andsustainability. We hope that this booklet will motivate your community, be it asmall town, growing suburb, or large city, and be a valuable resource to you inencouraging and supporting a dialogue between disaster resistance and livability.FEMA looks forward eagerly to working with the American public and ourpartners in business, State, and local government; the planning, engineering anddesign professions; emergency management; academia; and the non-profit sector,to create, throughout our nation, communities that are safer, stronger, and morelivable.

James Lee WittDirectorFederal Emergency Management Agency

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Message from the AssociateDirector for Mitigation

Think of a community struck by disaster—be it a tornado, flood, hurricane, earthquake, explosionor other event.  Recall the scenes of destruction and devastation that have become all too common onthe nightly television news.  Now imagine a recovered community that is ultimately safer, stronger,and more sustainable than it was before the disaster.

Or consider a community that is fortunate enough to recognize its vulnerability before a disasteroccurs, and has the foresight to plan ahead and take action to reduce hazards and suffering.

Both of these communities, and thousands of others like them across our nation, can use theirvulnerability to disasters as a catalyst for positive, creative change.  This booklet, Planning for a

Sustainable Future: The Link Between Hazard Mitigation and Livability, is designed to show you howyou can make this happen in your community. You can link the goal of increasing resistance todisasters to other broad goals, such as enhancing community environmental, economic and socialhealth. This linkage, or integration, of the plans and actions that contribute to achieving these goals iscritical to the “livability” and sustainability of your community.                     

“Sustainable development” links policies related to economic development, environmental health,resource protection, and social well-being.  Through the efforts of many people and organizations,including the President’s Council on Sustainable Development and the White House Task Force onLivable Communities, public awareness of sustainable development has been increasing rapidly. Communities throughout our country (and abroad) have begun to plan for and implement sustainableapproaches to growth and development.

Until recently, sustainable development has tended to focus on environmental protection andenergy savings, with less emphasis on other planning concerns such as disaster resistance.   However,a community that is not disaster-resistant cannot be sustainable. FEMA, through its Project Impact:

Building Disaster Resistant Communities initiative, is trying to change the way America thinks aboutdisasters.  It encourages communities to engage local stakeholders on the issues of hazard risk andvulnerability, and gain consensus and support to implement mitigation measures to reduce losses fromfuture disasters.  Through public awareness and education, the American public will want – in fact,demand – disaster-resistant communities. The information and examples in this booklet will point theway.

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Although a disaster is something that no community ever wants to experience, it can be anopportunity to re-think where we live, play and work; and to rebuild safer, stronger, and moresustainably.  This booklet explains how communities can make the concepts of hazard mitigation andsustainable development part of their recovery, and break the cycle of “disaster-rebuild-disaster.”

I sincerely hope that Planning for a Sustainable Future: The Link Between Hazard Mitigation and

Livability will motivate you to take action in your community.  You will learn, from the examples ofother communities, how hazard mitigation, environmental protection, economic prosperity, and socialwell-being can be woven together to help your community become a safer, stronger, and moresustainable place in which to live.

     

Michael J. ArmstrongAssociate Director for MitigationFederal Emergency Management Agency       

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This booklet, Planning for a Sustainable

Future: The Link Between Hazard Mitigation and

Livability, is the first of two publications FEMA is

preparing to highlight and promote the vital

connection between disaster resistance and

livability. It focuses on a vision of sustainable

communities and shows communities how

disaster prevention planning before a disaster

strikes and/or a planned recovery process after a

disaster can serve as a catalyst for creating more

sustainable communities throughout the nation.

Rebuilding for a More Sustainable Future, the

second publication, will take the themes covered

in Planning for a Sustainable Future: The Link

Between Hazard Mitigation and Livability and

develop them into more detailed practical

guidance for use during the post-disaster recovery

process. This guidebook is intended to be used by

FEMA staff and State agencies that will be

working directly with communities after a

disaster. It is also intended to assist local officials

and citizens of affected communities to

understand how the decisions they make and the

actions they take as part of their recovery can

ultimately result in a more sustainable

community. Rebuilding for a More Sustainable

Future will be available in late 2000.

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IntroductionThe rising cost of natural disasters over the

past decade has led to a renewed interest inidentifying effective ways to reduce our nation’svulnerability to disasters. Since 1993, FEMA hasspent more than $20 billion in over 5,000 countieson disaster recovery. Growing costs are due inlarge part to the fact that more developmentstands in harm’s way than ever before.Demographic and large-scale migration trendsover the last 30 years have placed an increasingpercentage of our population at risk to naturaldisasters. In 1970, 31 percent of Americans livedin areas subject to hurricane winds, 19 percentfaced severe earthquake risk, and 22 percent lived

in counties with high landslide risk. By 1990,more than 50 percent of all Americans lived incoastal regions and populations at risk toearthquakes and landslides had increaseddramatically as well. In Florida alone, over 80percent of the State’s population lives within 10miles of the coast. In fact, many of the fastestgrowing counties in the nation are located inareas of risk along the Atlantic and Gulf coasts.

Unsustainable development is the root causeunderlying the mounting cost of natural disasters.Land development patterns over the past severaldecades have emphasized sprawling suburbancommunities and homes constructed with little orno attention paid to protection against highwinds, flooding, wildfire, or other natural

Throughout history,communities have beenplanned to meet a threat.Some were garrisoned toward off invaders. Otherswere built along water-ways to ensure theavailability of naturalresources. Today, byplanning communities toaddress the oldest of threats–natural disasters– we canalso plan to embrace thenewest of opportunities.We can make them moreattractive to business…better manage sprawl…and protect their naturalheritage.

–James L. Witt,Director of FEMA

Recovery and Reconstruction Costs of Major Natural Disasters

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hazards. Building is often permitted in highhazard areas because it satisfies an economic needor a locational preference. Yet, much of thisdevelopment is not sustainable in the long run.

Taxpayers spend billions of dollars each yearto help others recover from disasters, but recoverycosts are not borne equally. We allow some peopleto build in environmentally sensitive areassusceptible to natural hazards, and then we pay tohelp them recover when disaster strikes. This isnot sound environmental or fiscal policy. In manycases, decisions about where to locatedevelopment are made because they appear tosave money in the short-term. Ultimately, thesedecisions cost more because the vulnerability ofthese sites has never been fully examined.

Achieving livable communities that providedisaster-resistant housing, employment,transportation, and public services means taking acloser look at what it means to be sustainable. Anessential, yet often overlooked, characteristic ofsustainable communities is their ability to reducetheir vulnerability to disasters. This bookletdiscusses how your community can begin – orcontinue – the process of achieving sustainabilitythrough pre-disaster planning and post-disasterrecovery.

Arkadelphia, ArkansasSince a devastating tornado struck in March1997, zoning regulation changes haveguided reconstruction efforts. Thesechanges have resulted in a greater diversityof housing types and compact reconstruc-tion efforts in an older residential neighbor-hood and the downtown business district.Energy-efficient single-family detachedhomes and attractive multi-family, low-income townhouse projects have replacedolder, single-family homes that weredestroyed. The city took advantage of thedisaster recovery opportunity to develop amulti-objective recovery plan that will makeArkadelphia more sustainable than it wasbefore the tornado struck.

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A Vision of Sustainable CommunitiesWhat does “sustainable” really mean? In its

broadest context, sustainable development “meetsthe needs of the present without compromisingthe ability of future generations to meet their ownneeds.” This was the definition established by theWorld Commission on Environment andDevelopment (the Brundtland Commission) in1987. Essentially, sustainability means thatdecisions made by the present generation will notreduce the options of future generations, but willpass on to them a natural, economic, and socialenvironment that will provide a high quality oflife.

The extent to which your communitymanages to achieve a sustainable future largelydepends upon how well you integrate theconcepts and principles of sustainabledevelopment, including disaster resistance, intoyour decision-making process. Time and again,

community leaders have indicated that thefundamental component of successful recoveryefforts is community participation in the process– having people come together to identify acommunity’s needs and work towardcollaborative solutions.

What makes a community sustainable? Fromexperience, we know that sustainablecommunities make more efficient use of theirland. Such land-use decisions tend to emphasizeopen space planning by promoting greenways,parks, and landscaping. Additionally, the effectiveuse of open space can prevent development fromencroaching upon floodplains, active fault zones,and other hazard areas. Sustainable communitiesalso take advantage of underutilized urban areasand encourage infill and “brownfield”development. Energy and resource conservationare high priorities and a greater emphasis isplaced on public transit and creating mixed-useenvironments that are less dependent on autos.

An essential characteristic of a sustainablecommunity is its resilience to disasters. This factwas recognized and promoted as part of recoveryefforts following the 1993 Great Midwest Flood.Under the auspices of the President’s Council onSustainable Development, a working group ofFederal agency representatives andenvironmental, planning, and designprofessionals actively assisted flood-damagedcommunities and encouraged them to incorporate

Sustainablecommunitieswork tomaximizethe overlapamongenvironmental,economic,and socialvalues.

SustainableDevelopment Goal

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sustainable re-development concepts into theirreconstruction efforts. The group recommendedpractices such as siting and design considerationsand the use of energy efficient technologies in thereconstruction process (Wingspread Conference,1998).

Traditional indicators of a sustainablecommunity are environmental, social, andeconomic health. The degree to which acommunity achieves sustainability is directlyrelated to the extent to which the valuesunderlying these indicators are satisfied.However, another fundamental component mustnow be added: disaster resistance. Disasterresistance focuses community attention on issuesrelated to sustainable development and livabilitybecause it is an issue that cuts across social,economic, and environmental lines.

In considering social viability, a communityhas to balance the competing needs of its citizens.Following a disaster, for example, efforts mayfocus on citizens who are most likely to live inhigh hazard zones and may be less able to rebuildfollowing a disaster. In other disasters,community efforts may focus on homeownerswho have been allowed to build inenvironmentally sensitive areas that may not be inthe public interest. In either case, housing andaccess to basic public services and facilities arecritical social needs in the aftermath of a disaster.Disasters can have other social consequences thatmay undermine community sustainability,including loss of security, severe stress andanxiety, diminished trust in government, and

Soldiers Grove, Wisconsin

Soldiers Grove, a village of about 600 on the KickapooRiver in southwest Wisconsin, is a pioneer of sustain-

able redevelopment efforts for flood-prone communities.Heavy timber harvesting and increased agricultural use ledto repetitive flooding problems. By the 1970s, the villagewas experiencing an average of one flood per decade andannual damages of $127,000.

A U.S. Army Corps of Engineers (USACE) levee proposalproved economically infeasible for the small village. Instead,community leaders decided to pursue relocation of theentire community. Funding for relocation became availablethrough a U.S. Department of Housing and Urban Develop-ment (HUD) grant after a devastating flood occurred in1978.

A relocation site close to a major highway was selected sobusinesses would be more visible to passing traffic. Designguidelines for downtown buildings and landscaping helpedblock winter winds and channel summer breezes, resultingin lowered energy costs. Since Soldiers Grove has a highpercentage of elderly residents, the relocated downtownarea was made handicapped accessible and elderly housingwas mixed in among retail uses.

The University of Wisconsin, the local utility, and ArgonneNational Laboratory provided technical assistance andrecommended innovative energy systems for the new town.Soldiers Grove wisely rebuilt with a long-term perspectiveand adopted cost-effective solar energy technology. Strin-gent energy performance standards were passed and newbusinesses are required to obtain at least half of their energyneeds from solar. The town now keeps most of its energydollars recycling in a local economy that has grown signifi-cantly since relocation.

Numerous town meetings and workshops resulted in a solidcommunity consensus on the overall recovery strategy—one that effectively combined flood mitigation and sustain-able development objectives to create a more livablecommunity.

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disruption of familiar environments and dailyroutines.

Economic vitality is essential tosustainability. In economic recovery from adisaster, a community has three key objectives:retain existing businesses, promote continued ornew economic development, and ensure thatbusinesses are built back safer, smarter, andstronger. Keeping local businesses and economicinfrastructure out of high-risk areas, or disaster-proofing them if there is no practicable alternativefor their relocation, is an important approach topromoting a more sustainable economy.

Preserving the integrity of biological andphysical systems is the most importantenvironmental indicator of sustainability. Thisinvolves limiting degradation of the environmentand preserving natural systems – such aswetlands, floodplains, dunes, and active fault orlandslide zones – that increase a community’sresilience to natural hazards.

The environmental component ofsustainability is clearly evident in therecommendations of an Interagency Task ForceCongress formed in 1994 to investigate thenatural and beneficial functions of floodplains inrelation to flood loss reduction. The Task Force’srecommendations included the following:

l Encourage a proactive and long-termapproach to floodplain management,including the development of pre- andpost-disaster plans for flood damagereduction and preservation/restorationof natural and beneficial functions.

l Focus restoration and protection effortson those floodplains or portions offloodplains identified as having thegreatest flood risks and significantnatural and beneficial functions.

l Encourage natural, non-structuralsolutions to reducing flood damages.

This section has provided an overview of thetraditional approaches to sustainable developmentand livability. In addition, it has shown thatdisaster resistance is also an essential key tosustainability. In the next section, we will take alook at how you can approach disaster preventionto build a more sustainable and livablecommunity.

Sustainable developmentconcepts reflected inillustrative site design formulti-use office park inCrafton, Connecticut. Twoand three-story officebuildings were sited in acompact, energy-efficient,campus-like setting.Creative recreational uses ofthe riverfront, such as hikingtrails and canoe launches,promote natural greenwaybuffers and floodplainprotection.

Randall Arendt,Rural by Design

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DisasterPrevention:A Catalyst forChange

There are two reasons why disasterpreparedness and hazard mitigation planningshould be at the top of your community’s agenda.First, and most importantly, you will be preparedfor the inevitable disaster before it strikes, savinglives, property, time, money, and resources.Second, disaster preparedness and planning canunite constituencies in your community behind acommon goal. Citizens are usually willing tosupport initiatives that save lives and protectproperty. You can use this effort and goodwill toact as a catalyst for change in confronting otherchallenges your community may face.

By far, the best time to begin the process ofincorporating disaster resistance into yourcommunity is before disaster strikes. A planningprocess can be carefully developed that identifieshazards, assesses vulnerabilities, and identifiesand prioritizes hazard mitigation actions. In aneffort to promote pre-disaster planning andmitigation, FEMA established Project Impact:Building Disaster Resistant Communities. This newinitiative supports communities with a frameworkto move towards a more sustainable future. ProjectImpact partnerships include FEMA, but the most

Napa, California

The City of Napa experienced 27 floods between 1862 and1997.  In 1996, residents, businesses, local government,

and numerous resource agencies became part of a communitycoalition to create a flood protection project - widening theriver.  The project restored over 650 acres of tidal wetlands,protecting 2,700 homes, 350 businesses and over 50 publicproperties from flood levels at a projected savings of $26million annually in flood damage costs. In 1998, Napa culmi-nated two years of community planning and partnering with thedevelopment of a 20-year Napa Flood Management Plan, andvoters approved a 1/2 cent sales tax increase to provide thelocal funding match for Federal, State, and private sector fundsto implement the plan. All up and down the river, the plan hasalready resulted in new energy and investment, includingrenovation of a historical structure on the banks of the NapaRiver as a major tourist center, a non-profit arts and designschool for promising arts students, and three planned hotels inthe City of Napa. Before the flood management plan, the Citycould not attract lodging due to investor fear of damages fromfrequent flooding.

Wilmington, North Carolina

In 1989, devastation from Hurricane Hugo created pressure inNorth Carolina for more stringent building codes to help

buildings withstand high winds. As an example of mitigation,and to bolster itself against future disasters, Wilmington spent$26 million on the Sweeney Water Plant. Funds were used torelocate the facility outside the floodplain, design the newfacility to sustain 120 mph winds, and provide two 1,250 kWdiesel generators to supply power for 2-3 days to ensure contin-ued operation. The new system performed as expected follow-ing both Hurricane Fran in 1996 and Hurricane Floyd in 1999.According to local officials, if the old system had been in placeand failed, the results would have been catastrophic, resultingin thousands of people without drinking water and sewagedisposal for weeks.

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important partners are within the community –local government, community planning anddesign professionals, businesses, civic andvolunteer groups, emergency services, andindividual citizens.

Essentially, Project Impact is a planning-based approach that challenges and supportscommunities to become disaster resistant. FEMAencourages your community to participate in thefour phases of the Project Impact Initiative.

nn Building Community Partnerships.This initiative is most effective if itdraws upon the experiences, resources,and policies already in place in yourcommunity. Identify and recruit ProjectImpact Partners that reflect all sectors:local government leaders, civic andvolunteer organizations, businesses, andindividual citizens.

n Assessing Risks. Identify hazards todetermine which areas of yourcommunity are affected by disasters,how likely it is that the disaster mayoccur, and the magnitude of the disaster.Assess the vulnerability of buildings,utilities, and transportation systemsserving the community.

n Prioritizing Mitigation Efforts. Identifymitigation priorities and mitigationmeasures to address these priorities.Determine resources needed toimplement these measures and identifypotential sources for technical andfinancial assistance.

n Communicating Success. Use the print,radio, and television media to buildsupport for the Project Impact initiative

and to bring the message of the benefitsof mitigation to all residents andbusinesses in the community.

Hazard Mitigation:The Key to Disaster Resistance

Hazard mitigation is the cornerstone ofFEMA’s approach to reducing our nation’svulnerability to disasters. But what does it meanwhen disaster recovery experts use the phrase“hazard mitigation?” Hazard mitigation isdefined as the actions taken to reduce oreliminate long-term risk to people and propertyfrom hazards and their effects. This definitiondistinguishes actions that have a long-termimpact from those that are more closely associatedwith immediate preparedness, response, andrecovery activities. Hazard mitigation is the onlyphase of emergency management specificallydedicated to breaking the cycle of damage,reconstruction, and repeated damage.

Hazard mitigation focuses attention andresources on actions that producesuccessive benefits over time.Additionally, the money yourcommunity spends today onmitigation can substantially reducehuman suffering and the demandfor even more money after futuredisasters.

Cost-effective mitigationmeasures are key to reducingdisaster losses in your community.If your community is willing to

A large portion of AlbanyState College in Georgia,flooded in 1994, has been

relocated to higher groundusing Federal funding.

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Tulsa, Oklahoma

From its earliest years, Tulsa has experiencedrepetitive, dangerous floods. The city’s

response was always the same: emergencyresponse and recovery, reconstruction as quicklyas possible, and denial that floods would recur.

In 1974, after suffering through three majorfloods in a single year, Tulsa’s citizens initiated apublic debate about floodplain management. In1976, Tulsa experienced another disastrousflooding event that left 3 people dead, and3,000 buildings damaged at a loss of $40million. Citizens demanded action and the cityresponded. It enacted a floodplain buildingmoratorium and hired its first hydrologist.Comprehensive floodplain management regula-tions were developed and stormwater detentionfor new development was required. The cityinstituted an alert and warning system andbegan drainage planning for major watersheds.

However, when the 1984 Memorial Day Floodstruck, 14 people were killed, 7,000 buildingswere damaged or destroyed, and losses ex-ceeded $80 million. The city placed an evengreater emphasis on mitigation and flood-lossreduction following this disaster. In 1986, Tulsapassed an ordinance to ensure that a stablesource of funds, through stormwater utility fees,would be available for floodplain managementplanning, construction, and maintenance offlood control and stormwater facilities. Over thelast 15 years, Tulsa has cleared more than 900buildings from its floodplains and constructedmany small flood control and storm watermanagement projects throughout the city.

Since floodplain management regulations werefirst enacted in 1977, none of the structures builtin compliance with these regulations has beendamaged. Tulsa has also achieved FEMA’s highestCRS rating, earning for its citizens the lowestinsurance rates in the country. Continuing itsdisaster prevention efforts, Tulsa became aProject Impact community in 1998.

Tulsa’s successful flood mitigation program isattributed to several factors:

l The city realized it had to acceptresponsibility and not expect Federal andState government to solve all of its problems.

l Localized storm drainage projects wereintegrated into a comprehensive watershedmanagement plan.

l The city required watershed development totake into account design elements basedupon the ultimate full development of thewatershed.

l Multiple objectives, such as recreation andenvironmental quality, were included in thecity’s recovery plan.

l Since the city learned that rebuilding to pre-disaster conditions only set the stage for morelosses from future disasters, mitigation andflood-loss reduction became the central focusof flood recovery.

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Building code revisions can strengthen the ability of structures to withstandhigh winds, as illustrated in this elevated, two-story wood-frame building.

mitigate, opportunities can be found. Ideally,mitigation actions are implemented beforedisasters occur. However, the availability of post-disaster financial assistance is often what makes itpossible to take these actions. An effectiveplanning process takes advantage of mitigationopportunities that follow a disaster, when hazardawareness is high. Attention to your mitigationopportunities will result in a more disaster-resistant and sustainable community.

Mitigation measures depend upon theunique characteristics associated with specifichazards. Hazard mitigation planning for floodscan involve strengthening floodplainmanagement regulations, identifying futureopportunities for acquisition of floodproneproperties, and prioritizing flood reductionmitigation measures. Mitigation measures forcoastal areas at risk from hurricanes includesteering development away from storm surgezones as well as improvements to andenforcement of building code requirements tostrengthen buildings against high wind damage.For earthquake hazards, mitigation measuresinclude structural design standards to allowbuildings to withstand ground shaking and soilliquefaction or refined engineering standards toreduce landslide potential. In areas wheresuburban development encroaches upon areassusceptible to wildfires, mitigation measures caninclude development setbacks, adequatetransportation access, water supply, andvegetation management.

In 1998, FEMA and the American Planning Association (APA) pub-lished Planning for Post-Disaster Recovery and Reconstruction.Complete with case studies, this report describes an approach forintegrating mitigation planning and the concept of disaster resistanceinto on-going community planning and development activities. Thereport contains planning and administrative tools, including aids forconducting damage assessments and detailed descriptions of a fullrange of emergency planning, zoning, design, and financial manage-ment tools. A model recovery and reconstruction ordinance is alsoincluded. This report, APA’s PAS Report No. 483/484, is availablefrom FEMA at (800) 480-2520.

American Planning Association (APA) and FEMAPartner on Prevention Planning

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An emerging challenge for local governmentsand planners is to address competing mitigationneeds in regions threatened by multiple hazards.In early 1999, FEMA initiated a community-levelplanning effort for seven rural municipalities inPuerto Rico devastated by Hurricane Georges.The effort involved developing a multi-riskassessment methodology that evaluated flooding,landslides, hurricane winds, and earthquakehazards. The risk assessment was thenincorporated into a land suitability analysis thatidentified future growth areas, areas wherespecific engineering standards should be applied,and areas where new, intensive development

This summary risk map for the municipality ofMaunabo is being used to incorporate

sustainability concepts into the localcomprehensive plan.

should be discouraged (see Map of Maunabo).This information will allow these communities toincorporate mitigation considerations into theirdaily operations.

Local governments have a variety oftechniques available to influence the location,type, intensity, design, quality, and timing ofdevelopment. Many of these tools can be used tomitigate natural hazards and enhance yourcommunity’s resilience and ability to recover fromhazards. Eliminating development in severehazard risk areas or influencing the type anddensity of development in hazard-prone areas canbe used. Any and all selected mitigation measures,however, must be joined with the political willand the institutionalized systems with the powerto enforce them. How well your communityintegrates mitigation objectives with communitygrowth and development, and balancescompeting priorities, will determine the extent towhich your community has a sustainable future.

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Oakland Firestorms

In October 1991, a major fire ravaged the hillsof Oakland, California. Over the span of 4

days, more than 1,800 acres of land and 3,000residential units were destroyed. The fireburned through residential neighborhoods,wooded and grassland hillsides. After immediatedanger from the fire had passed concerns aroseabout the potential for erosion and mudslideson the burned slopes. The fire left soils unpro-tected from wind and rainfall. The slopes weresteep, as much as 60 degrees, and California’srainy season was about to begin.

Oakland asked for assistance in developing anemergency short-term action plan for erosionand drainage control of the 1,800-acre burnedarea. The city assessed the damaged areas andmet with numerous State and Federal agenciesassisting with restoration and cleanup. Together,an action plan was developed and implementedthat focused on slope treatments, includingdetailed installation guidelines, quantities ofmaterials required, and cost estimates. Emer-gency erosion control implementation includedaerial seeding by helicopter of the entire burnarea, hydro mulching, construction of silt fencesand debris dams, installation of trash racks, andprotection of storm drain inlets.

The city also studied and evaluated potentiallandslide risks in the firestorm area. The studywas used to identify public and private proper-ties with relatively high, medium, and low levelsof landslide risk. Study results were also used todevelop appropriate policies for redevelopmentthat protected public safety while not placing anunnecessary burden on the homeowners af-fected.

Oakland implemented the action plan through-out the winter of 1991-1992 and site monitor-ing and maintenance continued through thewinter months. Implementation of this plan hada significant impact on reducing the damagecaused by flooding, debris and sediment flows,slides, blowing ash, and erosion on property andwater bodies.

As a result of the firestorm, the city also imple-mented new development regulations that seekto deter future firestorms in Fire Hazard Areas.New development codes require roofing materi-als that prevent fires from spreading rooftop torooftop. New windows preventing radiant heatexplosions, non-combustible siding, less flam-mable vegetation, and the creation of defensiblespaces are now required to prevent the spreadof fire.

A 1999 development ordinance addresseddensity issues in Fire Hazard Areas. Beforeadditional structures can be built on propertylocated in Fire Hazard Areas, the city mustevaluate their plans, thereby preventing devel-opment conditions that can lead to increasedfire risk.

Oakland has also increased access in and out ofhigh fire hazard areas. In the 1991 firestorms,several people were left stranded behind thefireline because smoke prevented them fromexiting through the only access road available.

Oakland’s 1991 experiences have improved thecommitment of the city and its citizens not onlyto understanding the threat wildfires pose, butalso how to prevent them in the future.

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Hazard Mitigation Tools

ll Building standards specify how buildings are constructed. In addition to traditionalbuilding codes, building standards can include flood-proofing requirements, seismic designstandards, and wind-bracing and anchoring requirements for new construction and similarrequirements for retrofitting existing buildings.

ll Development regulations, which may include separate zoning and subdivisionordinances, regulate the location, type, and intensity of new development. Developmentregulations can include flood-zone regulations; setbacks from faults, steep slopes, and coastalerosion areas; and overlay zoning districts that apply additional development standards forsensitive lands, such as wetlands, dunes, and hillsides.

ll Capital improvement programs can be an effective way to implement mitigationthroughout a community. Local public policies supporting hazard mitigation should beincorporated into these programs. Locating schools, fire stations, and other public buildings,streets, storm sewers, and other utilities outside of high hazard areas is an obvious policy. Whensiting public facilities in hazardous locations is necessary, communities can incorporate hazardreduction measures into the design or require retrofits where economically feasible. Publicfacility siting is a key determinant of the location of new privately financed growth in acommunity. As such, facilities, particularly roads and utilities, should not be sited where theyhave the potential to encourage growth in high hazard zones.

ll Land and property acquisition means purchasing properties in hazard-prone areaswith public funds, and restricting development to uses that are less vulnerable to disaster-related damages. This can be accomplished through acquisition of undeveloped lands,acquisition of development rights, transfer of development rights to lower-risk areas, relocationof buildings, and acquisition of damaged buildings.

ll Taxation and fiscal policies can be used to distribute the public costs of privatedevelopment of high hazard areas more equitably, specifically shifting more of the cost burdendirectly onto owners of such properties. Employing impact taxes to cover the public costs ofdevelopment in areas of high hazards or providing tax breaks for reducing land use intensitiesin hazardous areas are two options.

ll Public awareness through information dissemination on natural hazards, and providingeducational materials to the construction industry, homeowners, tenants, and businesses arealso important. Included in this category are hazard disclosure requirements for the real estateindustry and public information campaigns to increase awareness in all sectors of thecommunity.

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Building Blocks for aMulti-Hazard Approachto Mitigation

Congress has provided FEMA with a broadlegislative mandate that consists of programs toaddress floods, earthquakes, dam safety, and otherhazards. FEMA links these programs together ina multi-objective approach that when used totheir full advantage can help communities build afoundation for disaster resistance. Theseprograms are briefly described below.

The Robert T. StaffordDisaster Relief and EmergencyAssistance Act

When a disaster is imminent, or hasoccurred, local governments take immediate stepsto warn and evacuate the public, alleviatesuffering, and protect life and property. If theyneed additional help to respond to the situation,communities may call upon the emergencyassistance authorities of their State. When themagnitude of a disaster is beyond state and localcapabilities, the President may declare an“emergency” or a “major disaster.” The StaffordAct is the Federal authority for the President’sdisaster relief program, and authorizes a range ofassistance programs. While all of the assistanceprovided under the Act contributes ultimately to

the sustainability of affected communities, thefollowing two programs are especially helpfullinks between hazard mitigation andsustainability.

Hazard Mitigation Planning. As a conditionof receiving any Federal disaster grant or loanfunds under the Stafford Act, States are requiredto evaluate the impact of natural hazards withinthe area affected by the disaster, and to takeappropriate action to mitigate such hazards. Tofulfill this intent of the Act, FEMA requiresStates to prepare and implement a hazardmitigation plan. FEMA encourages all States andlocal governments, however, to have a hazardmitigation plan in place before the occurrence ofa disaster, so that hazard management capabilitiesand programs become a part of normalgovernmental functions. While the Stafford Actcurrently does not explicitly require localgovernments to have an approved mitigation planbefore receiving disaster assistance, some Statesdo require local mitigation plans. FEMA stronglybelieves that because mitigation fundamentallyoccurs at the community level, it is in the bestinterest of local governments to have such a plan.FEMA and your State government can providetechnical assistance to your community – whetheror not you have suffered a disaster – when you areready to develop a mitigation plan.

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Hazard Mitigation Grant Program(HMGP). The HMGP is a powerful resource inthe combined effort of Federal, State, and localgovernment – as well as the private sector – toend the cycle of repetitive disaster damage.HMGP funds provide States and localgovernments with the incentive and capability toimplement cost-effective, environmentally soundlong-term mitigation measures that previouslymay not have been feasible. A key purpose of theprogram is to ensure that the opportunity to takecritical mitigation measures to protect life andproperty from future disasters is not lost duringthe recovery and reconstruction following adisaster. Communities apply for HMGP fundingthrough their State, which assists in thepreparation and prioritizing of the applications,and the management of approved projects. FEMAcan fund up to 75 percent of the eligible costs ofapproved projects.

National Flood InsuranceProgram (NFIP)

Communities participating in the NFIPagree to enforce floodplain managementregulations in identified flood hazard areas. Inreturn, citizens in these communities are eligibleto purchase flood insurance that is not normallyavailable through private insurance companies.Flood insurance may be purchased to coverstructures (e.g., homes and businesses) as well asthe contents of these buildings. Nationwide, onlyone in five homeowners living in flood hazardareas participates in the NFIP, so encouraginggreater participation in the program is anexcellent way for your community to facilitaterecovery following floods. FEMA initiated aCommunity Rating System (CRS) to rewardcommunities that exceed the NFIP’s minimumfloodplain management requirements. UnderCRS, communities that have implemented floodloss reduction activities can apply for aclassification that gives residents lower floodinsurance premiums.

Flood Mitigation Assistance Program(FMA). Under the NFIP, grants are provided toState and local governments for planningassistance and projects that reduce the risk offuture flood damages, including elevating homes,conversion of property to open space, and minordrainage improvements. Funds also can be usedto undertake comprehensive watershedmanagement planning to identify land usechanges and prioritize recommendations toreduce impacts of future flooding.

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National Earthquake HazardsReduction Program (NEHRP)

Earthquakes represent the largest singlepotential for casualties and damage from anatural hazard facing this country—all but sevenStates are at some level of risk to earthquakedamage. The NEHRP is the FederalGovernment’s approach to addressing earthquakerisks, involving the closely coordinated efforts offour Federal agencies - FEMA, the United StatesGeological Survey (USGS), the National ScienceFoundation (NSF), and the National Institute ofStandards and Technology (NIST). TheNEHRP’s premise is that while earthquakes maybe inevitable, earthquake-related damages arenot. Activities of the program include basic andapplied research; technology development andtransfer; and training, education, and advocacyfor seismic risk reduction measures. FEMAadministers a program of grants and technicalassistance to States to increase awareness ofearthquake hazards, foster plans, and implementmitigation actions to reduce seismic vulnerability.

Some regions have not beensubject to any recentearthquakes, yet havesubstantial seismic risk.

National Dam Safety Program(NDSP)

The more than 75,000 dams in the UnitedStates form a critical part of our nationalinfrastructure. From the Hoover Dam in Nevadato a small earthen dam in Virginia, dams storewater for crop irrigation and public watersupplies. They generate inexpensive and safehydroelectric power, create recreationalopportunities, and provide flood control.However, dams can also pose a significant risk ifthey are not maintained properly. Potential coststo local communities can be significant. When adam fails, the potential energy of the water storedbehind it – even for a small dam – can causeextensive property damage and loss of lifedownstream.

The NDSP provides a grant assistanceprogram to States to improve their dam safetyprograms. The NDSP offers funds for researchand training, and its National Dam Safety ReviewBoard monitors the State assistance program. TheNDSP also funds the National Inventory ofDams that is conducted by USACE.

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Shelby County, TennesseeShelby County is located within the New Madrid Seismic Zone.The water supply system that provides water to the area is ownedby Memphis Light, Gas, and Water. The company has initiated aseismic retrofit project to protect its pumping station and enhancethe survivability of the connections between the water distributionlines. Retrofit plans include reinforcement and anchorage ofmasonry walls; strengthening of steel frames; improved connec-tion of concrete wall and roof, secured anchorage of pipes andvalves, and bracing of pipelines; bracing of treatment and controlequipment; and protection of an overhead crane. The estimatedcost to replace the pumping station in the event of a large earth-quake exceeds $17 million. Each day the station is not in servicecosts an additional $1.4 million. Total projected savings areexpected to be $112 million with a total project cost of $968,800.

Project Impact: BuildingDisaster Resistant CommunitiesInitiative

The Project Impact initiative is an excellentdelivery mechanism that your community can useto move towards a more sustainable future andtake full advantage of the FEMA programsdescribed in this section. Whether yourcommunity has recently experienced a majordisaster or if your community is concerned aboutthe natural hazards you may face in the future,Project Impact can help your community reducethe personal and economic costs of disasters. Todate, over 200 communities have been designatedas Project Impact communities. FEMA hasprovided technical assistance and seed money tohelp implement this initiative, however, thesuccess of this initiative is due to the concerted

efforts of the Project Impact communities and thelocal partnerships they have created. Contact yourState office of emergency management for moreinformation.

Your community does not need to be formallydesignated as a Project Impact community toadopt this approach. FEMA can provide you withmore information about how to become a disasterresistant community. The Project ImpactGuidebook and Community Tool Kit, described inthe Resources Section, provides direction on theinitial steps to implement this initiative in yourcommunity. Other resources include a ProjectImpact video to build support in your community,prevention and preparedness brochures, andtechnical assistance from Project ImpactCoordinators located in each of the ten FEMARegional Offices.

Project Impact communities across the nationhave targeted a wide range of hazard mitigationinitiatives; from strengthening building codes toaddress natural hazards, enacting land use andzoning measures to discourage building infloodplains or other high risk areas, andretrofitting structures to better withstandhurricane-strength winds or seismic risk. Therange and variety of the Project Impact initiativesare as varied as the participating communities.This success reflects FEMA’s belief thatimplementing hazard mitigation is most effectivewhen it is locally driven and conducted withbroad community participation.

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The Planning Process:The Foundation of DisasterResistance

An effective hazard mitigation planningprocess is the critical first step in making yourcommunity more disaster resistant. Theprograms described previously can serve as thebuilding blocks for this process by providingtechnical and sometimes financial planningassistance to communities. Through theplanning process, you can identify the hazardsthat threaten your community, assess yourvulnerability to them, and build consensus onapproaches to mitigating them. This processleads to the identification of cost-effective,environmentally sound mitigation measures. Infact, the planning process is so critical to

implementation of effective mitigation measuresthat some of the programs, described previously,that are intended to fund mitigation measures,require a mitigation plan as a condition of suchfunding.

The planning process is as important as theplan itself. Your community can follow a general10-step process that incorporates the classicplanning approach of gathering information,setting goals, reviewing alternatives, and decidingupon which actions to take. The steps are:

1. Organize to prepare the plan. Selectingthe right person to lead the planningeffort is important.

2. Involve the public. Emphasizeparticipation of key stakeholders,

Urban DesignPrinciples

ImplementingMechanisms

Financing

ProcessImplementation

RecoveryTaskForce

FEMA

CityBoard

DisasterRecovery

PlanCommittee

ProjectPlanning

Team

PlanningCommission

DisasterRecovery

Plan

AffectedResidents

DowntownBusinesses

PublicInvolvement

A recovery planning process that involves both smallfocused workshops and public informational meetings.

Creating a better futuredepends, in part, on theknowledge and involvementof citizens and on a decision-making process thatembraces and encouragesdiffering perspectives ofthose affected by govern-mental policy. Steps towarda more sustainable futureinclude developing commu-nity-driven strategicplanning and collaborativeregional planning; improv-ing community and buildingdesign; decreasing sprawl;and creating strong,diversified local economieswhile increasing jobs andother economic opportuni-ties.

–Wingspread II Conference,Communities in Harm’s Way

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including at-risk homeowners, businessowners, managers of critical facilities,and technical staff.

3. Coordinate with other agencies andorganizations. They can providetechnical assistance and inform thecommunity of relevant activities andprograms that can support your efforts.

4. Assess the hazard. Identify theparticular hazards affecting yourcommunity and the risks they pose toyour community’s critical infrastructure.

5. Evaluate the problem. Gettingparticipants to agree on a problemstatement is the first step in reachingconsensus on solutions to the problem.

6. Set goals. Establish goals as positive andachievable statements that people canwork towards.

7. Review possible strategies andmeasures. Include a range of hazard

Concept design for redevelopment of aneighborhood in Arkadelphia,illustrating a diversity of housingtypes, including single-familydetached, attached single-family andmulti-family units.

mitigation measures for consideration.While some measures may be quicklyeliminated, others should be evaluatedcarefully to determine how they work aswell as their costs and benefits.

8. Draft an action plan. Keep it brief.Include sections on how the plan wasprepared, recommended mitigationactions, and a budget and schedule.

9. Formally adopt the plan. Gainingpublic acceptance is vital to reducingconflicts, building support for therecommendations, and getting the planformally adopted. Keep the publicinformed and educated so they willreadily accept the plan.

10. Implement, evaluate, and revise theplan. Develop procedures to measureprogress, assess strengths andweaknesses, and decide on necessarychanges.

The world we havecreated today as a resultof our thinking thus farhas problems whichcannot be solved bythinking the way wethought when wecreated them.–Albert Einstein

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Wetlands provide an important flood storagefunction in many watersheds.

Overcoming Barriers toHazard Mitigation

Communities face a number of barriers toimplementing hazard reduction measures. Twomajor obstacles are the public’s misunderstandingof risk and the fact that most people do not wantto believe that their community will everexperience a disaster, much less experienceanother if they’ve already been through one. Thebest way to deal with these issues is to educateyour community and build a consensus about itsvulnerability to natural hazards. Get all of yourcommunity’s key interests (business, industry,organizations, and neighborhood groups)involved. This encourages a sense of ownership ofthe problem and, sometimes, of the difficultchoices that may have to be made. Yourcommunity will have to balance individualproperty rights against the need to protect publichealth, safety, and welfare. Short-term advantages

Oregon’s StatewideLand-Use Planning Effort

In 1996, FEMA estimated that Oregon saves about $10 milliona year in flood losses averted because of strong land-use

planning. How did they do it? Twenty-five years ago, Oregoncreated 19 statewide land-use planning goals. Goal 7 calls forlocal plans to include inventories, policies, and ordinances toguide development in hazard areas, thereby reducing losses fromflooding, landslides, earthquakes, and wildfires. Specifically, thegoal states, “Developments subject to damage or that couldresult in loss of life shall not be planned nor located in knownareas of natural disasters and hazards without appropriatesafeguards.” Implementing this goal into all land-use develop-ments in the last 25 years has made Oregon’s rate of communityparticipation in the NFIP the highest in the nation. Furthermore,many Oregon jurisdictions have instituted floodplain manage-ment standards that exceed NFIP minimum requirements.Oregon also has 14 communities participating in the CRS,making the State particularly resistant to flood damages.

But it isn’t just Goal 7 that makes Oregon’s land-use planningprocess successful. Other goals outline the importance of pro-tecting farmland. Oregon communities are typically moredensely populated, creating less urban sprawl, which in turnmeans more rural areas. More rural, unpopulated areas createmore open space that can be left for floodwaters. Other goalsadopted protect forests, helping to prevent over-developedmountain slopes that could lead to landslide damages. Coastalareas have instituted building codes to address seismic concerns,and no critical facilities can be built in mapped tsunami washzones.

Independently, none of these goals explains Oregon’s extraordi-nary success at avoiding disaster damages. But together, theyhave created a natural co-existence between disastrous eventsand man-made development.

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Disaster Recovery:A Window of Opportunity

Although no community wants to be facedwith the daunting task of disaster recovery, thefact remains that many disasters are followed bythe largest infusion of Federal, State, and localdevelopment capital that most communities willever see at one time. Communities with up-to-date mitigation plans can clearly and quicklyidentify and articulate their needs to State andFederal officials. These communities will have acompetitive edge when post-disaster funding andtechnical assistance become available.Communities that invest this capital thoughtfullycan become safer and more disaster resistant, withstronger economies and a higher quality of life.Full recovery does not come easily, however, andeffective leadership is necessary to create a moreresilient, livable community in the wake of anatural disaster.

Critical policy issues that emerge followingdisasters require local governments to makedifficult decisions about how best to rebuild.Time is by far the most compelling factor indetermining local recovery decisions andoutcomes. Disaster victims have an inherentdesire to rebuild rapidly and return to normal – tothe way things were before the disaster.Communities, however, must balance this needagainst the objective of building back better andstronger and use the opportunity of the disaster toimprove their resistance to future disasters.Pressure to restore normalcy can be so strong thatsafety, hazard mitigation, and communityimprovement goals can be compromised orabandoned. Communities have, therefore, a veryshort period of time to introduce, and gain

In Arkadelphia, USDA Rural DevelopmentAdministration funds were used to build attractivelow-income, multi-family units.

In Arkadelphia, HUD funds were used in aninnovative equity buy-down program to financesingle-family home construction.

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acceptance of, new approaches to reconstruction.Throughout this section you will find somepractical tools and resources that will enable yourcommunity to take advantage of this “window ofopportunity” to become more disaster resistantand sustainable.

Planning for Recovery

The initial period following a disaster can bechaotic. So many issues demand attention thatany thoughts of long-term recovery planning arecrowded out by immediate recovery efforts.Critical life and safety issues come first: searchand rescue operations, treating the injured, re-establishing vital public services, and providingemergency shelter. But once the task of clearingdebris is underway, community decision-makersneed to shift their attention to long-term recovery.Ideally, planning for recovery occurred before thedisaster. If not, now is the time to engage thecommunity’s attention to develop a recoverystrategy.

The long-term goal of recovery planning isfor your community to take advantage of therecovery and reconstruction opportunity tobecome more disaster resistant and, ultimately,more sustainable. Implementing hazardmitigation actions will help to make yourcommunity more disaster resistant. Whether it iscalled a Recovery Plan, a Strategy for Recovery, oran Action Plan, your community should create aconcise plan outlining its framework for long-term recovery. How you structure communityinvolvement in developing this recovery strategydepends upon the size of your community, thecapabilities of local officials and staff to support a

Steps for Successful Recovery Planning

l Take advantage of the window of opportunity to develop anoverall recovery strategy. The outside funding and technical

assistance that becomes available after a disaster can help your

community make progress on its long-term goals.l Establish community goals and objectives. Take the time and

effort to unite the community behind agreed-upon goals and

objectives.

l Consider the planning process as well as the plan itself.Structure the planning process so that it is open and participatory,

but also quickly leads to agreement on a broad framework for

recovery.l Employ multi-objective planning. Look for opportunities to reap

multiple benefits when incorporating hazard mitigation and

sustainable redevelopment concepts into your recovery efforts.

l Be flexible. The recovery process evolves rapidly and flexibility is

mandatory. Keep your options open and take advantage of

unexpected opportunities.

l All sources of funding are fair game. Don’t overlook non-disaster

related grant programs. If expertise is not locally available, seekexperienced grant writing assistance from other sources, such as

regional or State agencies and the private sector.

l Maximize community stakeholder involvement. Recruit local

corporations, foundations, and nonprofit or civic organizations to

participate in the planning process.

l Maximize the use of non-traditional partners. Marshal local

nonprofit groups and organizations to supplement Federal and

State agency support.l Stay out of the weeds. The recovery plan should be brief. Prioritize

immediate, short-term, and long-term recovery actions; detailed

design, architectural, and engineering plans can follow later.

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planning initiative, and the amount ofinvolvement your citizen review boards andassociations have in setting community goals andpolicies.

Creating a recovery task force of communityleaders, representatives of the local government,and interested citizens is a common approach forstructuring long-term recovery planning. Anexisting community-wide task force can assumethis responsibility or a task force can be created tofocus exclusively on long-term recovery needs.Standing committees can be formed to addressspecific recovery issues such as housing,economic development, infrastructure, andhazard mitigation.

Another possible approach is a large opencommunity conference or workshop format,broken into smaller task groups that report backto the entire group. While public hearings andmeetings are useful for disseminating informationand explaining the findings of smaller workinggroups, they are not useful for forging a recoverystrategy. Far greater success can be achieved withsmall committees that reflect the wide range ofcommunity views and interests. Public meetingscan then be held to review the findings of thesmaller working groups and gain acceptance fromthe broader community.

If appropriate, larger communities can utilizecapabilities already existing within their agenciesand departments. A team of representatives fromthe planning, permitting, public works, andemergency management departments, amongothers, can be brought together to develop astrategy. A coordinator who has the necessaryauthority or clear access to the community’s chief

executive should be designated. As always, publicparticipation should be part of these efforts.

In some instances, local governmentcapabilities are so severely strained following adisaster that it may be best to seek outsidetechnical planning assistance to work closely witha small group of community leaders to develop arecovery plan. As part of its post-disastermitigation assistance, over the past few yearsFEMA has provided technical assistance for long-term recovery planning to local communitiesfacing significant rebuilding challenges.Information on how to request technicalassistance from FEMA can be found in theResources Section of this booklet.

In Arkadelphia, Arkansas, technical planningassistance was used successfully in 1997 after atornado destroyed a large part of the downtownbusiness district and surrounding residentialareas. A FEMA-funded recovery planning team,including a planner, architect, economist, andengineer, worked daily with a local DisasterRecovery Committee to develop a set ofreconstruction goals that contained specificimplementation recommendations. These goalsevolved into the city’s recovery plan, which theCity Council adoptedwithin months. Inaddition to serving as theconceptual framework forthe city’s recovery efforts,the plan also attempted toremedy some of thecommunity’s long-standing planning anddevelopment issues.

Never doubt that asmall group of thought-ful, committed citizenscan change the world.Indeed, it’s the onlything that ever has.–Margaret Mead

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Economic Sustainability:An Essential Componentof Successful Recovery

The Great Midwest Flood of 1993 affectedmore than 250 businesses – about 76 percent ofthe local businesses – in Chesterfield, Missouri.Only 65 existing businesses were able to re-openafter the disaster. While not every community willsuffer such extreme business losses following adisaster, many small to mid-sized businesses willnot have the financial reserves to survive anextended disaster recovery process. Businesses,particularly those that lease rather than own theirfacilities, generally do not have adequateinsurance to cover the repair costs or coverage forequipment, inventory, and revenue disruptions.In order for your community to be sustainable,you must have a disaster-resistant economic basethat includes jobs that will still be there after thenext disaster strikes. Helping businesses to planfor and recover from disasters is a vital aspect ofcreating more sustainable communities.

FEMA has asked the Economic DevelopmentAdministration (EDA) of the U.S. Department ofCommerce to assess the economic impacts ofseveral recent disasters. The results of theirassessments indicate that when businesses fail, thewhole community struggles to recover. There is areduction in goods and services that residentshave come to depend upon, a loss of jobs, and

substantial reductions in the local tax base.Clearly, this undermines the economic viability—and hence the livability—of the community.

Communities should include input from itsbusiness community to establish and achieverecovery goals. To assist your community’srecovery efforts, consider the following:

l Integrate mitigation and economicrecovery planning. Connect businessrecovery operations with disastermitigation concepts early in the recoveryprocess. Encourage new businessdevelopment in ways that make it moredisaster resistant.

l Designate a single point of contact.Select someone to be responsible forassisting the business community witheconomic recovery activities.

l Establish temporary business sites.Create a location for businesses affectedby the disaster to operate until they canreopen in permanent locations.

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East Grand Forks, Minnesota

East Grand Forks experienced a devastatingflood of the Red River on April 18, 1997. All

but 7 of the city’s 2,301 residential propertieswere flooded and the entire downtown businessdistrict was severely damaged. Several commer-cial establishments were damaged beyondrepair and had to be demolished.

The extensive damage made it apparent that thecity needed to initiate a recovery planningprocess that included the entire community’sideas, opinions, and suggestions. Communityvolunteers formed a Citizens Advisory Rebuild-ing Team (CART) and identified key stakeholdersin retail/business, health care, housing, educa-tion, nonprofit services, arts, parks/recreation,and the religious sector. An intense two-dayworkshop attended by approximately 450individuals was held to gather input. Encourag-ing a vibrant economy became the highestranked priority of the recovery effort. The cityrealigned a protective dike and built an “invis-ible” floodwall to protect existing businesses.The floodwall is below water level most of thetime. When weather conditions indicate poten-tial flooding conditions, however, USACE raisesthe floodwall to protect the downtown businessdistrict. The city chose this type of flood protec-tion over other possibilities because it wasflexible enough to allow the community to enjoythe riverfront during normal conditions while

still providing the necessary protection whenflooding is predicted.

Growth and commercial activity in East GrandFork’s central business district was fairly staticbefore the flood. After 27 businesses wereseverely damaged or destroyed by the flood, thecity purchased an unused mall and established abusiness incubator there. Using EDA funds, thecity rehabilitated the building and worked withretailers to get them back into business asquickly as possible. The business incubator wasa great success. After post-disaster recovery andmitigation efforts were complete, some busi-nesses relocated into the old business districtand new businesses filled the spaces left emptyin the business incubator. Currently, the buildingis completely leased. More than 500 jobs in thedowntown central business district were createdor retained as a result of the recruitment of newbusinesses and the restoration of existing retailservices. With few exceptions, all of the previ-ous businesses are up and running. Many pre-flood businesses have expanded in their originallocation or relocated to the city’s northeastbusiness sector. Cabela’s, an outdoors andsporting goods retailer, decided to invest in EastGrand Forks because of the unique circum-stances the flood recovery created. In all, 13new businesses have moved into the area.

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®® Get information out to the public. Findeffective ways to communicate with thepublic. Publish weekly newsletters,provide daily reports on local radiostations, or establish a website thatprovides notice when businesses reopen.

®® Increase risk awareness and encourageadequate business insurance. Helpbusinesses assess the real costs of disasterdamage and business disruption, andencourage them to carry adequateinsurance.

University of California

The Hayward Fault runs directly through the campus of theUniversity of California (UC) at Berkeley. Since the 1970s,

UC has spent more than $250 million on seismic retrofitprojects, but an estimated $1.2 billion in retrofit work is stillneeded. The University recently became part of FEMA’s Disas-ter Resistant Universities Initiative. Similar to FEMA’s ProjectImpact, this nationwide initiative encourages protection ofpublic investment in research universities. As part of this initia-tive, the University undertook a campus study to determinepossible structural and nonstructural losses that would occur if amagnitude 7 earthquake were to strike the area. UniversityAdministrators had some unique concerns, including:

® Laboratories harboring rare life forms;® Expensive research equipment;® Archeological collections, worth over $270 million,

housed below the women’s gym and swimming pool;® Laboratories containing hazardous and biological

materials that would be dangerous if released into thesurrounding community; and

® Cancer research animals used in long-term researchprojects.

The study’s results were distressing: 27 percent of all usablespace was rated seismically poor or very poor, meaning that inthe event of a major earthquake these buildings would likelysustain significant or extensive structural damage and possiblycollapse – endangering the lives of students, faculty, and staff.After all on- and off-campus buildings were surveyed, 95 weredeemed in need of corrective action.

The University also analyzed the economic impacts of a majorearthquake on the campus and the effect it would have onsurrounding counties. Losses could range from a decline inrental income in the surrounding area to the loss of valuableresearch grants. UC discovered, for example, that 25 percent ofits research grants were concentrated in only two campusbuildings. The study has provided the University with clearguidance on where to place limited funds for retrofit projects.

Salt Lake, UtahThe City of Salt Lake acquired landalong a known earthquake fault toprevent intense at-risk development. Alow intensity recreational area, FaultlinePark, was developed on this land.

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Looking to the FutureWhile we will never be able to completely

prevent floods, tornadoes, earthquakes,hurricanes, and other disasters from threateningour communities, we can, however, reduce – oreven avoid – the devastating impacts and risingcosts of disasters. We can do this by planning forand implementing effective hazard mitigationmeasures before disaster strikes, and by makingsure that post-disaster recovery efforts includeappropriate hazard mitigation measures.

We can go further, however. We can changethe way we think about disasters, and also changethe way we think about our communities. We canconvert both disaster prevention and disasterrecovery into opportunities for community-wideplanning that can address the long-termchallenges that communities face. We can gobeyond creating disaster-resistant communities byhaving the vision to create truly sustainable ones.

Sustainable development encompasses thefull range of activities that define the places welive and work, and there is much more to readand learn about it than can be covered in thisbooklet. The following Resources section providesa significant starting point, with materials onhazard mitigation, disaster resistance, andsustainable development. We encourage you toconsult these additional sources of information.

We also hope we have motivated you to beginto take some specific actions now. By identifyingthe hazards and risks in your community,

anticipating disaster-related issues, andincorporating hazard mitigation elements intoyour local comprehensive planning process, youwill have taken a significant step toward makingyour community more disaster resistant andsustainable.

Louisburg, North CarolinaThe Town of Louisburg’s Tar River Water Reclama-tion Facility has been recognized nationally for itsmitigation efforts. As a part of the post-HurricaneFran recovery effort, the facility received more than$550,000 in EDA grants to increase capacity andmitigation. Although Hurricane Floyd’s floodwatersencircled the town, the facility continued operationand was able to provide water and waste treatmentto two nearby communities. Mitigation efforts alsoprevented the possible release of contaminants intothe community.

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ResourcesThe Project Impact Guidebook provides an

overall description of the Project Impact: BuildingDisaster Resistant Communities initiative anddirections on how to take the first steps towardbuilding a disaster-resistant community, includingforming partnerships, assessing risk, prioritizingneeds, and communicating success to yourcommunity. The Community Tool Kit providesdetailed information on how to achieve the fourmain steps described above and includes helpfulimplementation tips, checklists, and suggestions onhow to achieve community goals.

The Emergency Management Guide forBusiness and Industry, FEMA, 1993, provides astep-by-step approach to emergency managementplanning, response, and recovery. It also details aplanning process that companies can follow to betterprepare for a wide range of hazards and emergencyevents. This effort can enhance a company’s abilityto recover from financial losses, loss of market share,damages to equipment, and product or businessinterruptions.

HAZUS - FEMA’s Standardized RiskAssessment Methodology. FEMA hasestablished a standardized risk assessmentmethodology, HAZUS, which is used to estimatepotential losses from earthquakes. Flood and windhazard modules are under development. FEMA willprovide HAZUS software and additional resourcedocuments at no cost. Minimum user requirementsare MapInfo or ArcView GIS software.

Seismic Considerations for Communitiesat Risk (FEMA Publication 83). This publicationprovides interested individuals and community

decision makers with information for assessingseismic risk and making informed decisions aboutseismic safety in their communities and indetermining what should be done to mitigate therisk. Also included are considerations when decidingwhether and how to take action and suggestions forstimulating community action.

Economic Impact Assessments. As a resultof Hurricane Floyd in September 1999, economicimpact assessments were prepared for FEMA by theEconomic Development Administration for thestates of Virginia, North Carolina, and New Jersey.The objective of these economic impact assessmentswas to provide recommendations in the recoveryprocess to aid in making decisions and contribute tolong-range mitigation initiatives and strategicplanning.

Long-Term Recovery Action Plans. Long-term recovery action plans were prepared due toflooding and the effects of past flood mitigationmeasures in Georgia, Alabama, and Florida. Theseplans emphasize mitigation opportunities as the coreto recovery efforts.

In addition, long-term recovery action planswere prepared for Puerto Rico on needs resultingfrom Hurricane Georges and the effects of past floodand hurricane mitigation measures.

A Guide to Federal Aid in Disasters,FEMA 262, June 1997. When disasters exceed thecapabilities of State and local governments, thePresident’s disaster assistance program(administered by FEMA) is the primary source ofFederal assistance. This handbook discusses theprocedures and process for obtaining this assistance,and provides a brief overview of each of the variousprograms of assistance that may be available.

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Post-Disaster Hazard MitigationPlanning Guidance for State and LocalGovernments, FEMA, DAP-12, September 1990.This handbook explains the basic concepts of hazardmitigation, and shows State and local governmentshow they can develop and achieve mitigation goalswithin the context of FEMA’s post-disaster hazardmitigation planning requirements. The handbookfocuses on approaches to mitigation, with anemphasis on multi-objective planning.

Order any of these publications, and manyothers, from FEMA at 1.800.480.2520. In addition,some publications may be down-loaded directlyfrom FEMA’s website – fema.gov/library.

Websites

The following are important websites that providefocused access to valuable planning resources for

communities interested in sustainable initiatives.

http://fema.gov – website for the FederalEmergency Management Agency includes links toinformation, resources, and grants that communitiescan use in planning and implementation of sustainablemeasures.

http://planning.org – website of the AmericanPlanning Association, a non-profit professionalassociation that serves as a resource for planners,elected officials, and citizens concerned with planningand growth initiatives.

http://ibhs.org – website of the Institute forBusiness & Home Safety, an initiative of theinsurance industry to reduce deaths, injuries andproperty damage, economic losses and human sufferingcaused by natural disaster. Online resources provideinformation on natural hazards, community land useand ways you can protect your property from damage.

You can also call the information center at617.292.2003.

http://livablecommunities.gov – website of theLivable Communities Initiative and the WhiteHouse Task Force on Livable Communities.Their goal is to assist Federal agencies’ efforts to helpcommunities grow in ways that ensure a high quality oflife and strong, sustainable economic growth.

http://sustainable.doe.gov/freshstart - websitefor Operation Fresh Start describes resourcesavailable to help individuals and communitiesincorporate sustainable redevelopment principles andenvironmental technologies into their recoveryplanning process.

http://usmayors.org/uscm/sustainable/, is thewebsite for the Joint Center for SustainableCommunities, a collaborative effort between the U.S.Conference of Mayors (USCM) and the NationalAssociation of Counties (NACo). Its mission is toprovide a forum for cities and counties to work togetherto develop long-term policies and programs that willlead to job growth, environmental stewardship, andsocial equity – the three pillars of sustainablecommunities. The Joint Center provides local electedofficials technical assistance, training, sustainabledevelopment literature and materials, and fundingtoward collaborative planning.

A wide range of additional funding and technicalassistance programs to help communities move towardsustainability can be accesse via the Internet. Referencesfor many of these programs can befound in the next section, FederalTechnical Assistance and Funding.These websites are an invaluableresource for finding helpful advice, anda starting point in gathering informationabout sustainability.

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Federal TechnicalAssistance and Funding

The Federal Government offers a wide rangeof funding and technical assistance programs tohelp make communities more sustainable andlivable. Many of these are included in the FederalTechnical Assistance and Funding Matrix listedbelow. Programs with potential effectiveness in

the construction or reconstruction of housing andbusinesses, public infrastructure (transportation,utilities, water, and sewer), and supporting overallhazard mitigation and community planningobjectives are emphasized in the matrix. Someprograms are disaster-specific, activated by apresidential declaration of a major disaster oremergency under the provisions of the StaffordAct. Also included are many programs or grantsthat are not specifically disaster related.

Grant Name Agency Purpose Sustainability and HazardMitigation Application

Contact

Emergency Management and Hazard Mitigation

EmergencyManagementPerformanceGrants (EMPG)

FederalEmergencyManagementAgency (FEMA)

To encourage the development ofcomprehensive emergencymanagement, including for terrorismconsequence management, at the Stateand local level and to improveemergency management planning,preparedness, mitigation, response,and recovery capabilities.

Funding provided to States, whichcan be used to educate peopleand protect lives and structuresfrom natural and technologicalhazards.

Office of Financial Management,FEMA, 500 C Street, S.W.,Washington, DC 20472Telephone: 202.646.7057.http://www.fema.gov

Flood MitigationAssistanceProgram

FederalEmergencyManagementAgency(FEMA)

To help States and communities planand carry out activities designed toreduce the risk of flood damage tostructures insurable under the NFIP.

The program provides planningand grants for projects thatinclude mitigation activities thatare technically feasible and cost-effective.

Director, Program SupportDivision, Mitigation Directorate,FEMA, 500 C Street, S.W.,Washington, DC 20472.Telephone: 202.646.4621http://www.fema.gov/mit/fldmitast.htm#fludmit

Hazard MitigationGrant Program(HMGP)

FederalEmergencyManagementAgency(FEMA)

To prevent future losses of lives andproperty due to disasters; toimplement State or local hazardmitigation plans; to enable mitigationmeasures to be implemented duringimmediate recovery from a disaster;and to provide funding for previouslyidentified mitigation measures tobenefit the disaster area.

Project grants can be funded forsuch activities as acquisition,relocation, elevation, andimprovements to facilities andproperties to withstand futuredisasters.

Director, Program SupportDivision, Mitigation Directorate,FEMA, 500 C Street, S.W.,Washington, DC 20472.Telephone: 202.646.4621.http://www.fema.gov/mit/grant.htm

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Grant Name Agency Purpose Sustainability and HazardMitigation Application

Contact

Housing

CommunityDevelopmentBlock Grant(CDBG)

Department ofHousing andUrbanDevelopment(HUD)

To develop viable urban communitesby providing decent housing and asuitable living environment. Principallyfor low-to moderate-incomeindividuals.

Community Developmentactivities that meet long-termneeds. These activities caninclude acquisition, rehabilitation,reconstruction of properties andfacilities damaged by a disaster,and redevelopment of disasteraffected areas.

State and Small Cities Division,Office of Block Grant Assistance,CPD, HUD, 451 7th Street, S.W.,Washington, DC 20410-7000.Telephone: 202.708.3587.http://www.hud.gov/bdfy2000/summary/cpd/cdbg.html

EconomicDevelopment andAdjustmentProgram, Suddenand SevereEconomicDislocation (TitleIX)

Deparment ofCommerce,EconomicDevelopmentAdministration(EDA)

To help States and localities to developand/or implement strategies thataddress adjustment problems resultingfrom sudden and severe economicdislocation.

Project grants can be funded inresponse to natural disastersincluding improvements andreconstruction of public faciltities.

Disaster Recovery Coordinatior,Economic Adjustment Division,EDA, DOC, Herbert C. HooverBuilding, Washington, DC 20230.Telephone: 800.345.1222 or202.482.6225.http://www.doc.gov/eda/html/prgtitle.htm

Disaster HousingProgram

FederalEmergencyManagementAgency(FEMA)

To provide assistance to enablehouseholds to address disaster-relatedhousing needs.

Program assistance may include1) Short-term Lodging; 2) HomeRepair Assistance to restore thehome to a livable condition; 3)Rental Assistance; 4) Mortgageand Rental Assistance;. 5) Smallminimization grants toincorporate hazard mitigation inhome repair.

Human Services Division,Response and RecoveryDirectorate,FEMA, 500 C Street, SW,Washington, DC 20472.Telephone: 202.646.3642.http://www.fema.gov/r-n-r/types.htm

Infrastructure

SustainableDevelopmentAssistance

Department ofEnergy(DOE),CommunityServices Team

The Team works with communities tohelp them define and implementsustainable development strategies aspart of their comprehensive communityplanning efforts.

The Team provides technicalassistance to disaster-affectedcommunities as they plan forlong-term recovery by introducinga wide array of environmentaltechnologies and sustainableredevelopment planningpractices.

DOE, Office of Energy Efficiencyand Renewable Energy, DenverRegional Support Office, 1617Cole Blvd, Golden, CO 80401.Telephone: 303.275.4801http://www.sustainable.doe. gov/

Flood ControlWorks/EmergencyRehabilitation

Department ofDefense, US ArmyCorps of Engineers(USACE)

To assist in the repair and restorationof public works damaged by flood,extraordinary wind, wave, or wateraction.

The Corps provides public worksand engineering support tosupplement State and local effortstoward the effective andimmediate response to a naturaldisaster.

Program Manager PL 84-99USACE, 20 Massachusetts Ave,N.W.Washington, DC 20314Telephone: 202.761.0001.http://www.spd.usace.army.mil/h-qpam.html

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Grant Name Agency Purpose Sustainability and HazardMitigation Application

Contact

Infrastructure (continued)

Public AssistanceProgram

FederalEmergencyManagementAgency(FEMA)

To provide supplemental assistance toStates, local governments, and certainprivate nonprofit organizations toalleviate suffering and hardshipresulting from major disasters oremergencies declared by the President.

These grants allow State andlocal units of government torespond to disasters, recover fromtheir impact and mitigate impactfrom future disasters.

Infrastructure Support Division,Response and RecoveryDirectorate,FEMA, 500 C Street, S.W.,Washington, DC 20472.Telephone: 202.646.3026.http://www.fema.gov/r-n-r/pa

Transportation:Emergency ReliefProgram

Department ofTransportation,Federal HighwayAdministration(FHWA)

To provide aid for repair of Federal-aidroads.

The funds can be used to repairfederal-aid roads by using newtechnologies that improve thequality and lifespan of the roads.

Director, Office of Engineering,FHWA, DOT, 400 7th Street,S.W., Washington, DC 20590.Telephone: 202.366.4655.http://www.fhwa.dot.gov////////infrastructure/progadmin/erelief.html

Water PollutionControl

EnvironmentalProtection Agency,Office of Water

To help establish and maintainadequate measures for prevention andcontrol of surface water andgroundwater pollution.

Protecting the quality of groundand surface water today willinsure the safety of water sourcesfor future generations.

Office of Water, EPA, Washington,DC 20460. Telephone:202.260.6742.http://www.epa.gov/owm/finan.htm#sec106

Water and WasteDisposal Loansand Grants

Department ofAgriculture, RuralUtilities Service(RUS)

To develop, replace, or repair waterand waste disposal (including stormdrainage) systems in rural areas andtowns with a population of 10,000 orless.

Use energy-efficient pumps andincorporate mitigation measureswhen restoring or replacingdamaged water and sewersystems.

Assistant Administrator, Waterand Waste, RUS, USDA,Washington, DC 20250-3200.Telephone: 202.720.9583.http://www.usda.gov/rus/water/programs.htm

National DamSafety Program(NDSP)

FederalEmergencyManagementAgency (FEMA)

To provide financial assistanceincentives to States so they canstrengthen their dam safety program.

Funds may be used to enhancean exsiting dam safety programand provide training, annualmaintenance and daminspections.

Director, National Dam SafetyProgramFEMA, 500 C Street, S.W.,Washington, DC 20472.Telphone: 202.646.2704.http://www.fema.gov

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Grant Name Agency Purpose Sustainability and HazardMitigation Application

Contact

Historic Preservation

Repair andRestoration ofDisaster-DamagedHistoric Properties

FederalEmergencyManagementAgency(FEMA)

To evaluate the effects of repairs to,restoration of, or mitigating hazards todisaster-damaged historic structuresworking in concert with therequirements of the Stafford Act.

Preservation of historic structuresis an important link to our past.By providing assistance inmitigating future damages, historicstructures can be saved for futuregenerations to enjoy.

Infrastructure Support Division,Response and RecoveryDirectorate,FEMA, 500 C Street, S.W.,Washington, DC 20472.Telephone: 202.646.3026.http://www.fema.gov/nwz99/fldhisthm.htm

HistoricPreservation FundGrants-in-Aid

Department ofthe Interior,National ParkService(NPS)

To provide matching grants to States toexpand the National Register ofHistoric Places, the nation's listing ofdistricts, sites, buildings, structures, andobjects significant in American history,architecture, archaelology, engineering,and culture.

Grants-in-Aid are provided for theidentification, evaluation, andprotection of historic propertiesby such means as survey,planning, technical assistance,acquisition, development, andcertain tax incentives available forhistoric properties.

Associate Director, CulturalResources, NPS, DOI,Washington, DC 20240.Telephone: 202.343.9509.http://www.cr.nps.gov/helpyou.htm#grants

Land Management

EmergencyWatershedProtection

Department ofAgriculture,Natural ResourceConservationServices (NRCS)

To provide emergency technical andfinancial assistance to install or repairstructures that reduce runoff andprevent soil erosion to safeguard lifeand property.

In preventing substantial run-offand erosion, the program helpsprevent future property loss andpreserves soil resources.

Deputy Chief for NaturalResource Programs, NRCS, USDA,PO Box 2890, Washington, DC,20013. Telephone:202.720.3527.http://www.ftw.nrcs.usda.gov/pl566/EWP/ewp.htm

Coastal ZoneManagementAdministrationAwards

Department ofCommerce,National Oceanicand AtmosphericAdministration(NOAA)

To assist States in implementing andenhancing coastal zone managementprograms that have been approved bythe Secretary of Commerce

The program aids in theprotection and preservation ofsensitive coastal zones andprovides the added benefit ofreducing development in highcoastal hazard areas.

Chief, Coastal Programs Division,Office of Ocean and CoastalResource Management, NationalOcean Service, NOAA, DOC,1305 East-West Highway, SilverSpring, MD 20910. Telephone:301.713.3102.http://www.ocrm.nos.noaa. gov/

Coastal WetlandsPlanning,Protection, andRestoration Act

Department ofthe Interior, USFish and WildlifeService(USF&WS)

To grant funds to coastal States forrestoration, enhancement, andmanagement of coastal wetlandsecosystems.

The program aids in theprotection and preservation ofsensitive coastal zones.

FWS, DOI4401 N. Fairfax Drive, Suite 140Arlington, VA 22203Telephone: 703.358.2156.http://www.cfda.gov/public/viewprog.asp?progid=448

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Grant Name Agency Purpose Sustainability and HazardMitigation Application

Contact

Land Management (continued)

Land and WaterConservationFund Grants

Department ofthe Interior,National ParkService(NPS)

To acquire and develop outdoorrecreation areas and facilities for thegeneral public, to meet current andfuture needs.

Project grants may be used for awide range of outdoor recreationprojects, such as picnic areas,campgrounds, tennis courts, boatlaunching ramps, bicycle trails,and support facilities .

Chief, Recreation Grants Division,NPS, DOI, PO Box 37127,Washington, DC 20013-7127.Telephone: 202.565.1200http://www.ncrc.nps.gov/ lwcf/

Park andRecreationRecovery Program

Department ofthe Interior,National ParkService(NPS)

To provide for the rehabilitation ofrecreation areas and facilities,demonstration of innovativeapproaches to improve park systemmanagement and recreationopportunities, and development ofimproved recreation planning.

The program allows jurisdictionsto provide recreational facilities inareas prone to natural disasters.

Chief, Recreation Grants Division,NPS, DOI, PO Box 37127,Washington, DC 20013-7127.Telephone: 202.565.1200http://www.ncrc.nps.gov/uparr/

River BasinProgram

Department ofAgriculture,Natural ResourceConservationServices(NRCS)

To provide planning assistance toFederal, State, and local agencies forthe development of coordinated waterand related land resource programs.

Priority is given to projectsdesigned to solve problems ofupstream rural communityflooding; water qualityimprovement that comes fromagricultural nonpoint sources;wetland preservation; anddrought management foragricultural and ruralcommunities.

Deputy Chief for NaturalResource Programs, NRCS, USDA,PO Box 2890, Washington, DC,20013.Telephone: 202.690.4575

WatershedProtection andFlood Prevention

Department ofAgriculture,Natural ResourceConservationServices (NRCS)

To provide technical and financialassistance in planning and executingworks of improvement to protect,develop, and use land and waterresources in small watersheds.

Protecting watersheds enablesfuture generations to enjoy thosewatershed land resources in thefuture.

Deputy Chief for NaturalResource Programs, NRCS, USDA,PO Box 2890,Washington, DC, 20013.Telephone: 202.720.4527http://www.ftw.nrcs.usda.gov/pl566/pl566.html

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ReferencesU.S. Department of Energy. Operation Freshstart: Using SustainableTechnologies to Recover from Disasters. http://www.sustainable.doe.gov/freshstart.

FEMA. 1993. Emergency Management Guide for Business and Industry.

FEMA. 1997. Multi-Hazard Identification and Risk Assessment: TheCornerstone of the National Mitigation Strategy.

Schwab, et al. Planning for Post Disaster Recovery and Reconstruction.American Planning Association and FEMA. PAS Report No 483/484. 1998.

Wingspread II Conference –Communities in Harms Way. 1998

A Guide to Federal Aid in Disasters, FEMA 262, June 1997.Post-Disaster Hazard Mitigation Planning Guidance for State and Local

Governments, FEMA, DAP-12, September 1990.

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Federal Emergency Management AgencyRegional Boundaries

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Headquarters Federal Center Plaza, 500 C Street, SW, Washington, DC20472, (202) 566-1600

Region I (Boston): 442 J.W. McCormack POCH, Boston, MA02109-4595, (617) 223-9540

Region II (New York): 26 Federal Plaza, Room 1337, New York, NY10278-0002, (212) 225-7209

Region III (Philadelphia): 615 Chestnut Street, One Independence Mall,Sixth Floor, Philadelphia, PA 19106-4404, (215) 931-5500

Region IV (Atlanta): 3003 Chamblee-Tucker Road, Atlanta, GA 30341,(770) 220-5200

Region V (Chicago): 536 South Clark Street, Sixth Floor, Chicago, IL60605, (312) 408-5500

Region VI (Denton): Federal Regional Center, Room 206, 800 NorthLoop 288, Denton, TX 76201-3698, (940) 898-5104

Region VII (Kansas City): 2323 Grand Boulevard, Suite 900,Kansas City, MO 64108-2670, (816) 283-7061

Region VIII (Denver): Denver Federal Center, Bldg. 710, Box 25267,Denver, CO 80225-0267, (303) 235-4811

Region IX (San Francisco): Presidio of San Francisco, Bldg. 105,San Francisco, CA 94129-1250, (415) 923-7100

Region X (Bothell): Federal Regional Center, 130 228th Street, SW,Bothell, WA 98021-9796, (425) 487-4604

Federal Emergency Management AgencyOffices

March 2000

Federal Emergency Management AgencyMitigation DirectorateWashington, DC