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This publication was produced by the Substance Abuse and Mental Health Services Administration (SAMHSA), Center for Mental Health Services (CMHS), U.S. Department of Health and Human Services (DHHS) and was reviewed by a group of experts. Ms. Maria Baldi served as the Government project officer. The SAMHSA Disaster Technical Assistance Center (operated by ESI under contract with CMHS), researched, compiled, and edited the information, and designed the cover and layout for this publication. SAMHSA gratefully acknowledges the contributions of Nancy C. Carter, M.S.W. Public Domain Notice All material appearing in this document is in the public domain and may be reproduced or copied without permission from SAMHSA or CMHS. Citation of the source is appreciated. However, this publication may not be reproduced or distributed for a fee without the specific, written authorization of the Office of Communications, SAMHSA, DHHS.

A publication of the Area on Emergency Preparedness and Disaster Relief of the Pan American Health Organization (PAHO) in collaboration with the Department Health Action in Crises of the World Health Organization (WHO). The views expressed, the recommendations made, and the terms employed in this publication do not necessarily reflect the current criteria or policies of PAHO/WHO or of its Member States. The Pan American Health Organization welcomes requests for permission to reproduce or translate, in part or in full, this publication. Applications and inquiries should be addressed to the Area on Emergency Preparedness and Disaster Relief, Pan American Health Organization, 525 Twenty-third Street, N.W., Washington, D.C. 20037, USA; fax: (202) 775-4578; e-mail: disaster-publications@paho.org. This publication has been made possible through the financial support of the Division of Humanitarian Assistance, Peace and Security of the Canadian International Development Agency (IHA/CIDA), the Office for Foreign Disaster Assistance of the United States Agency for International Development (OFDA/USAID), the United Kingdom’s Department for International Development (DFID), the Swedish International Development Cooperation Agency (SIDA), and The European Commission’s Humanitarian Aid department (ECHO).

Communicating in a Crisis: Risk Communications Guidelines for Public Officials [PDF]

This brief primer provides skills and techniques for clear, effective crisis communications and information dissemination to the public and media in emergency situations. The tragedies of September 11, 2001 and the emerging threat of bioterrorism have reemphasized the need for public officials to communicate effectively with the public and the media to deliver messages that inform without frightening and educate without provoking alarm. The purpose of this primer is to provide a resource for public officials on the basic tenets of effective communications generally and on working with the news media specifically. The primer is not encyclopedic in nature, but rather an easy-to-use pocket guide on the basic skills and techniques needed for clear, effective communications, information dissemination, and message delivery. Its content focuses on providing public officials with a brief orientation and perspective on the media and how they think and work, and on the public as the end-recipient of information; concise presentations of techniques for responding to and cooperating with the media in conveying information and delivering messages, before, during, and after a public health crisis; a practical guide to the tools of the trade of media relations and public communications; and strategies and tactics for addressing the probable opportunities and the possible challenges that are likely to arise as a consequence of such communications initiatives. Although this primer identifies principles relevant to and consistent with effective risk communication

Disasters—earthquakes, hurricanes, chemical explosions, wars, school shootings, mass casualty accidents, and acts of terrorism—can strike anyone, regardless of culture, ethnicity, or race. No one who experiences or witnesses a disaster is untouched by it. Peoples’ reactions to disaster and their coping skills, as well as their receptivity to crisis counseling, differ significantly because of their individual beliefs, cultural traditions, and economic and social status in the community. For this reason, workers in our Nation’s public health and human services systems increasingly recognize the importance of cultural competence in the development, planning, and delivery of effective disaster mental health services. The increased focus on cultural competence also stems from the desire to better serve a U.S. population that is rapidly becoming more ethnically and culturally diverse. To respond effectively to the mental health needs of all disaster survivors, crisis counseling programs must be sensitive to the unique experiences, beliefs, norms, values, traditions, customs, and language of each individual, regardless of his or her racial, ethnic, or cultural background. Disaster mental health services must be provided in a manner that recognizes, respects, and builds on the strengths and resources of survivors and their communities. The Crisis Counseling Assistance and Training Program (CCP) is one of the Federal Government’s major efforts to provide mental health services to people affected by disasters. Created in 1974, this program is currently administered by the Center for Mental Health Services (CMHS), Substance Abuse and Mental Health Services Administration (SAMSHA), and the Federal Emergency Management Agency (FEMA). The Program provides supplemental funding to States for short-term crisis counseling services to survivors of federally declared disasters. Crisis counseling services provided through the Program include outreach, education, community networking and consultation, public information and referral, and individual and group counseling. The CCP emphasizes specialized interventions and strategies that meet the needs of special populations such as racial and ethnic minority groups.

Disaster Mental Health: Crisis Counseling Programs for the Rural Community [PDF]

In 1999 the Crisis Counseling Assistance and Training Program marks its twenty-fifth anniversary. Over the years, we have seen an increase in the incidence of floods and tornadoes devastating the heartland of America—the rural community. The goal of this publication is to improve crisis counseling services for rural populations following disaster. Determining the factors that account for the uniqueness of rural populations and communities and how those factors affect the implementation of disaster crisis counseling services are the central issues of this publication. Disaster response has many characteristics that are the same from disaster to disaster regardless of where the disaster occurs. Much of what seems unique and innovative has been more the rule than the exception. Though many elements of disaster response are predictable, each disaster presents a set of challenges and opportunities dictated by the specific area affected. Persons and communities have “personalities” that require adapting the basic tools and structures of disaster response to meet the particular needs of those impacted. In developing a mental health response to rural disasters, outreach workers drive washed out or buckled roads, attend Grange or Farm Bureau meetings, and provide short-term crisis counseling in dairy barns and farm kitchens—thus facilitating healing at the heart of the devastation. Rural communities have characteristics that require flexible adaptation of crisis counseling services, as was demonstrated during 1993, when floods ravaged a large section of the Midwest.

You can manage and alleviate your stress by taking care of yourself while WHAT YOU SHOULD KNOW you are helping others. The quality of service you give others depends on you keeping yourself healthy. As a professional or volunteer working in a disaster relief situation, you are exposed to very stressful events for a period of time. Be aware of how these Manage Your Workload: Self-Awareness:

events can affect you personally. Monitor you own physical and mental • Set your task priorities with • Recognize and heed early health. Know the signs of stress in yourself and your coworkers. Know how realistic work plans. warning signs of stress. to relieve stress. And know when to get help. • Recognize that “waiting” and “not • Accept that you may not be able having enough to do” alternate to self-access problematic stress SIGNS OF STRESS Psychological/Emotional Changes: with being “overwhelmed.” reactions. Behavioral Changes: • Feeling heroic, euphoric, or • Recognize that over-identifi cation invulnerable. Balance Your Lifestyle: with or feeling overwhelmed by

Prior to the publication of the Federal Emergency Management Agency’s Guide for All-Hazard Emergency Operations Planning (FEMA, 1996), State and local emergency management leaders did not have sufficient, nationally accepted guidance to help them respond to natural and man-made disasters. FEMA’s publication, also known as State and Local Guide (SLG) 101, provided a geographically diverse group of planners and decision makers with a comprehensive “toolbox” of best practices, suggested collaborations, ideas, and advice on how to adequately prepare for worst-case scenarios of all kinds. While the SLG serves as an effective resource for emergency management leaders, it does not focus on guidance for State mental health leadership. This document, the Mental Health All-Hazards Disaster Planning Guidance, is intended to serve as a companion piece to the SLG by providing direction and support tailored specifically for State and local mental health leaders as they create and/or revise all-hazards response plans. In particular, the ocument provides counsel to States on considerations for the planning process, and for actual plan content. The tragic loss of life that occurred on September 11, 2001 was one outcome of the day’s horrendous events. While most Americans were resilient in the face of this tragedy, some experienced depression, grief, and Post-Traumatic Stress Disorder. Thus, the events of that day were both a challenge and a call to action for all those responsible for the organization and provision of mental health services. The feelings of loss of our security and wellbeingarguably the most crucial abstract ingredients for leading a happy, healthy lifedramatically affected the citizens of this country. Looking to the future, we believe this document can be used to lessen the blowespecially the behavioral health consequences delivered by subsequent disasters.

Psychological First Aid for First Responders [PDF]
This brochure provides information on promoting a safe and calm environment for people during and after a disaster.

Psychosocial Issues for Children and Families in Disasters: A Guide for the Primary Care Physician [PDF]

The development of this publication reflects a new and important partnership between the Center for Mental Health Services (CMHS) and The National Council on the Aging (NCOA), in bringing an important resource to communities to improve crisis counseling services to older adults following disaster. Since its founding in 1950, NCOA has sounded two fundamental themes: first, we must recognize that new needs take shape as older populations continue their dramatic rise in numbers and years; second, we must recognize that the longevity revolution makes it essential that we tap the vitality and strengths of our older generations for the good of aging individuals and for our entire society. Response to disaster raises similar themes. We must acknowledge that certain vulnerabilities exist among many elders and that these vulnerabilities are likely to intensify at times of disaster and during the often lengthy recovery process. Since 1974, CMHS, and its predecessor agency, the National Institute of Mental Health, has administered the Crisis Counseling Assistance and Training Program, in coordination with the Federal Emergency Management Agency, which provides supplemental funding to States for short-term crisis counseling services to victims of Presidentially declared disasters. The types of crisis counseling services provided under the program include outreach, education, community networking and consultation, public information and referral, and individual and group counseling. Tailoring these services, with specialized disaster mental health interventions and strategies, to meet the needs of special populations such as the older population is the primary focus of the Crisis Counseling Program.

Tips for Managing and Preventing Stress: A Guide for Emergency and Disaster Response Workers [PDF]

Stress prevention and management should be addressed in two critical contexts: the organization and the individual. Adopting a preventive perspective allows both workers and organizations to anticipate stressors and shape responses, rather than simply reacting to a crisis when it occurs. Suggestions for organizational and individual stress prevention and management approaches are presented below. Organizational Approaches for Stress Prevention and Management.

Tips for First Responders: Possible Alcohol and Substance Abuse Indicators [PDF]

The following indicators or warning signs are associated with alcohol and drug addiction, and other physical and mental disorders. Use this list in psychological first aid situations. If several symptoms are present, refer the person for alcohol and drug assessment. This list is not to be used as a substitute for a screening or qualified clinical assessment. Physical/Emotional Indicators

Tips for Survivors of a Traumatic Event: What to Expect in Your Personal, Family, Work, and Financial Life PDF]

• No one who experiences a disaster is untouched by it.
• It is normal to feel anxious about you and your family’s safety.
• Profound sadness, grief, and anger are normal reactions to an abnormal event.
• Acknowledging our feelings helps us recover.
• Focusing on your strengths and abilities will help you to heal.
• Accepting help from community programs and resources is healthy.
• We each have different needs and different ways of coping.
• It is common to want to strike back at people who have caused great pain. However, nothing good is accomplished by hateful language or actions.

Tips for Talking to Children in Trauma: Interventions at Home for Preschoolers to Adolescents [ PDF]

Children are just as affected as adults are by a disaster or traumatic event. Some may be affected even more, but no one realizes it. Without intending to, we, as parents, may send our children a message that it is not all right to talk about the experience. This may cause confusion, self doubt, and feelings of helplessness for a child. Children need to hear that it is normal to feel frightened during and after a disaster or traumatic event. When you acknowledge and normalize these feelings for your children, it will help them cope with their experience and move on. Following exposure to a disaster or traumatic event, children are likely to show signs of stress. Signs include sadness and anxiety, outbursts and tantrums, aggressive behavior, a return to earlier behavior that was outgrown, stomachaches and headaches, and an ongoing desire to stay home from school or away from friends. These reactions are normal and usually do not last long. Whether your child is a preschooler, adolescent, or somewhere in between, you can help your child by following the suggestions below.

State Mental Health and Substance Abuse Agencies For more information about admission, care, treatment, release, and patient follow up in public or private psychiatric residential facilities, contact your State mental health and substance abuse agency. State Protection and Advocacy Agencies Each State has a protection and advocacy agency that receives funding from the Federal Center for Mental Health Services. Agencies are mandated to protect and advocate for the rights of people with mental illnesses and to investigate reports of abuse and neglect in facilities that care for or treat individuals with mental illnesses. These facilities, which may be public or private, include hospitals, nursing homes, community facilities, board and care homes, homeless shelters, jails, and prisons.

The Environment Network of the Regional Policy Dialogue , announces the publications "Economic Instruments for Water Management: Experiences from Europe and Implications for Latin America and the Caribbean" .The II Meeting of the Environment Network of the Regional Policy Dialogue, held on February 2003 in Washington, D.C., focused its attention on the application of economic instruments for environmental management. This topic was identified as a priority by the Network members, who, as policy makers, recognize the importance of implementing incentive-based mechanisms to effectively and efficiently achieve environmental goals. This report presents a sample of documents that have been prepared by professionals with significant experience in the areas of water resources and economic instruments.

The Environment Network of the Regional Policy Dialogue , announces the publication "Economic Instruments for Solid Waste Management: Global Review and Applications for Latin America and the Caribbean". [PDF]

This report seeks to encompass the main elements of discussion during the II Meeting of the Environment Network of the Regional Policy Dialogue during its February 2003 meeting in Washington, D.C., in particular the application of economic instruments in the area of solid waste management and incentive-based mechanisms in the environmental management sector.

The Public Policy and Transparency Network of the Regional Policy Dialogue, announces the publication "Servicio Civil: Temas para un Diálogo". The following document contains the work that has served as bases for the discussion during the first and second meetings of the Transparency Network. The objective of the study is to promote a better understanding of the policies and best practices about civil service reforms and the challenges and opportunties of such reforms. [PDF]

The Natural Disasters Network of the Regional Policy Dialogue , announces the publication "Disaster Risk Management Instruments for Communities and Local Governments". The following study relates to the local governments and communities Disaster Risk Management. This topic was selected by the Disasters Network Members of the Regional Policy Dialogue, and presented during the III Meeting of the Network held on March 6 and 7, 2003. The study complements the results of the first and second meetings that dealt with comprehensive management and the financial mechanism at a national level. [PDF]

Disaster can strike any time, anywhere. Workplace violence, fires, arson, tornadoes, hurricanes, flooding, terrorist acts, hazardous materials spills--all are possible, some nearly commonplace. By implementing a continuous program of testing and role-playing, safety and security professionals involved in contingency planning can dramatically improve their organizations' chances of cutting loss when a disaster strikes home turf. Many organizations and businesses understand that contingency planning is vital, and they already have established such plans. Policies and procedures have been created; estimates on duration and cost of potential incidents have been worked out; and contact lists, protocol, and procedures for obtaining outside resources have been put in place. The final draft of the plan has been approved, printed, and returned for distribution; copies have been circulated, and everyone feels confident that the organization will be prepared to cope with any emergency. Unfortunately, this is too often the end of the process. The contingency plan ends up filed behind other documents and is eventually forgotten--forgotten, that is, until the disaster actually occurs. It is then, when a functioning plan is most needed, that Murphy's Law will prevail: Everything that can go wrong, will go wrong.

Call 9-1-1 only to report a life-threatening situation requiring police,medical or fire emergency assistance. Do not call 9-1-1 unnecessarily.9-1-1 lines must be kept open for people with true emergencies.

. If someone is seriously injured.
. If you see someone hurt inan accident.
. If you see someone acting suspiciously, stealing, or breaking into a homeor building.
. If you smell smoke or see a fire.
. If you see people fighting and hurtingeach other.
. If you see someone being robbedor beaten.
. If you believe emergency assistance may be needed but are not sure, call 9-1-1 and describe the situation.
. If you call 9-1-1 by accident, don't hang up. Explain what happened to the 9-1-1call-taker.

Hurricanes Georges and Mitch in Central America and the Caribbean in 1998 underlined the importance of disaster preparedness and mitigation and the role that Peace Corps Volunteers can play in encouraging communities to better prepare for and mitigate the impact of the next disaster. In response to these disasters, Peace Corps/Haiti and Peace Corps/Honduras, with assistance from several Crisis Corps Volunteers, took the lead in developing Pre–Service Training and In–Service Training materials for their Volunteers. The Peace Corps/Washington expresses its appreciation for the work of Peace Corps/Honduras, Red Cross/Honduras, and COPECO/Honduras in developing this training program and participant handbook. In designing this workshop and workbook, the Peace Corps relied heavily on the work done by others. We would especially like to acknowledge the following: Es Mejor Prevenir…Educación Comunitaria Para la Prevención de Desastres, Federación Internacional de Sociedades de la Cruz Roja y de la Media Luna Roja, Abril, 1998. This training program provided the basis for the current design, and was critical in pointing the authors in the right direction. Plan Comunal de Emergencia, Comisión Nacional de Emergencia, Costa Rica. Plan Familiar de Emergencia, 2da edición, Comisión Nacional de Emergencia, Costa Rica, 1994. Taller de Instructores del Programa Masivo de Capacitación Sobre Prevención y Manejo de Desastres Nacionales, Comisión Permanente de Contingencias, (COPECO), Honduras. Mitigación de Desastres, Programa de Entrenamiento para el Manejo de Desastre, PNUD, 1999. Community-Based Disaster Preparedness Training Program, Peace Corps/Haiti, 1999. The materials development team in Washington included Crisis Corps; Judee Blohm and Ron Savage from the Center for Field Assistance and Applied Research; and Pamela Pine from the Futures Group.

•Meet with the state emergency management director as soon as possible;
• Request a briefing regarding current perceived public safety threats in your state;
•Evaluate the status of the state emergency management program;
• Know your role in your state’s emergency management program and structure, the process for declaring a state of emergency, and requesting a presidential disaster declaration;
•Familiarize yourself with the governor’s emergency authorities;
•Visit the state emergency operations center and see firsthand how the response to a disaster is managed;
• Request an in-depth briefing on the disaster response expectations of citizens and state and local officials; and
• Consider utilizing the criteria for appointing a state emergency management director that is available from the National Emergency Management Association, National Governors’ Association and the Federal Emergency Management Agency. Knowledge and experience count! As a newly elected governor, will you be prepared to lead your state government in response to any of these events during your first days in office? Do you know your state’s capabilities to respond? Are you prepared to communicate crisis information without raising public fear? If disaster strikes today, are you ready to lead?

The Integrated Waste Management Disaster Plan is the result of cooperative efforts with local governments and state and federal agencies. Throughout the development of the Plan, the following individuals have shared their expertise and provided guidance to ensure that the Plan addresses debris management issues that California communities may face after a disaster. Following are the local government officials deserving special recognition for giving generously of their time and advice throughout the development of the Plan and in sharing reports which form the foundation of this Plan. Staff from the Governor's Office of Emergency Services were also instrumental in providing technical expertise and information relative to the emergency response process, and deserve special mention for their efforts in guiding the development of the Plan.

Part of any organisation’s contingency planning should be the development of a disaster plan. In order for organisations to be disaster-ready they need to be prepared. ‘Disasters do happen and by nature they are unexpected. Disaster plans help you to react in the event of a disaster and to cope with the aftermath’ (Fernie & Gilman 2000, B.47). The English Heritage 2002 report and plan of action for archaeological archives recognised that the subject of disaster management planning ‘… is essentially very low in the consciousness of most archaeologists. However it is a vital business need and of prime importance to the security of the nation’s archaeological archives’ (Perrin 2002, 5.1.12). ‘Archaeological archives are the key product of any archaeological investigation, and should share equal importance with the publication or dissemination stage. The term ‘archives’, as employed by archaeologists, can be misleading as what is actually referred to is a hybrid mix of archives and collections … the term archive is used to describe all parts of the archaeological record, including the finds and digital records as well as the written, drawn and photographic documentation’ (Perrin 2002, 3).

‘These archives are often fragile and always irreplaceable. Disasters may seem a remote possibility, but it has to be remembered that while there are various hazards in all environments, often they just seem to be minor irritations, for example a dripping tap, a poorly closing door or an awkwardly placed cabinet, but sometimes they can escalate into disasters’ (Fernie & Gilman 2000, B.47).

This advisory document sets out an introduction to disaster management planning and how archaeologists can prepare to reduce the potential impact of disasters on irreplaceable archaeological archives. It is intended for use by both the archaeological repositories that are the final resting house of the archives and those organisations holding archives temporarily, such as organisations undertaking fieldwork, as it is recognised that those archives that are being held temporarily between the stages of primary data recovery and ultimate deposition in a designated repository are particularly vulnerable.

Developing countries are becoming increasingly aware of the importance of disaster management systems, and increasing efforts are being made to streamline preparedness, response and recovery mechanisms at all levels. It is well known that many developing countries, including India, are not always well-prepared to deal with disasters. A lack of well-developed disaster management plans results in a severe loss of human life, animal life and property, which could be saved if the necessary mechanisms were in place. A lot needs to be done to improve the situation, particularly in regard to livestock. This paper describes in detail, with particular reference to India, what can be done to care for animals when natural disasters occur. The authors review various types of natural disasters and their impact on livestock, and outline different preparedness, response, recovery, and mitigation strategies. The roles of different agencies, including veterinarians, are also considered.

Course co-ordination is really course management and requires all of the skills of any management responsibility. The job begins when a decision is made that a training course is needed. In this case it is the Introduction to Disaster Management course. The first question that should be asked is why are we conducting this training-what is the purpose? The answer should be to provide basic knowledge and skills about the management of disasters to some group of people the target audience. Identifying the target audience will help to identify what adaptations to the course may be necessary to meet the desired outcome and influences several decisions in planning for the course.Planning for a training course begins at the moment the decision was made to conduct the course. This guide contains check lists and forms that will assist the course co-ordinator and instructors to plan for and present this course. Very few training courses are ever presented the same way twice. Each course needs to be adapted to fit the participants and the current circumstances. One of the early tasks of the coordinator is to determine how the revisions will be decided on and who will make them.