Federal emergency management services,wilderness survival campout,national geographic movies on netflix mexico - For Begninners

The organization functioned normally, providing aid around the United States to those who needed it whether as a result of natural or man-made disasters. With the infected beginning to outnumber the normal humans in the country and evacuations failing, FEMA began the emergency broadcast system informing people to head towards the cities (such as Atlanta) since the U.S.
In this Webisode, a helicopter is seen alerting any remaining survivors in the residential area to head towards the park for evacuation to the city of Atlanta.
The hospital and area that Rick Grimes leaves seems to be a former evacuation outpost, later under control of the military to help evacuate patients and staff from the hospital. Shane and Otis head towards a former high school that was previously a FEMA outpost for medical supplies.
Shane continues to travel inside the school hallways and gymnasium, attempting to lose and dodge away from the walkers. Dave mentions that FEMA was running ferries along the southern Georgia Coastline to carry citizens down to a supposed safe zone near the Caribbean Islands.
Theodore "T-Dog" Douglas mentions that the group's best chance at survival would be to head East for the coast.
When Rick and his group are chasing the officers from Grady Memorial Hospital in order to organize a trade for kidnapped Beth Greene and Carol Peletier, they run past a FEMA shelter. The Atlanta Refugee Center - the most well-known evacuation center of the city and county areas. The CDC building - this building was capable of housing several hundred refugees, however, its primary use was to discover a cure for the infection and therefore only allowed a limited public to venture to this location. Unnamed high school - As seen in the episode "Bloodletting", this was a local high school that was converted into a FEMA command post and evacuation center after the epidemic occurred. Southern Coastline - FEMA was mentioned to be using ships to ferry southerners down to the safely isolated of island chains. Montgomery, Alabama - FEMA was using the train lines leading out of Montgomery to evacuate southerners towards the northern central United States such as Kansas and Nebraska. FEMA isn't mentioned much in the TV series, usually indirectly, but can still be seen playing a role in both pre and post apocalyptic societies.
Since (up until the midseason premiere of Season 5) The Walking Dead (TV Series) is set in the Atlanta, Georgia region, it is part of FEMA's Region #4 area. Linden County Sheriff's Department • King County Sheriff's Department • Center for Disease Control • Federal Emergency Management Agency • U.S. Federal emergency management agency is free Vector logo vector that you can download for free. We are building a vector graphic marketplace where people like YOU can submit and sell their work to earn lots of money. Enter your BEST email below to get early access to sell your work when the 4vector marketplace platform is launched. We've launched an all-new version of Coloribus.It's a brand new set of tools for the perfect workflow. Threats and risks to Canadians and Canada are becoming increasingly complex due to the diversity of natural hazards affecting our country and the growth of transnational threats arising from the consequences of terrorism, globalized disease outbreaks, climate change, critical infrastructure interdependencies and cyber attacks. A key function of the Government of Canada is to protect the safety and security of Canadians. Effective EM results from a coordinated approach and a more uniform structure across federal government institutions.
A SEMP establishes a federal government institution's objectives, approach and structure for protecting Canadians and Canada from threats and hazards in their areas of responsibility and sets out how the institution will assist the coordinated federal emergency response.
The development and employment of a SEMP is an important complement to such existing plans, because it promotes an integrated and coordinated approach to emergency management planning within federal institutions and across the federal government.
Federal government institutions in the early stages of developing a SEMP may find it useful to read the material in Sections One and Two, while other institutions with more established plans may wish to proceed directly to Section Three. Supporting templates and tools can contribute to effective emergency management planning and are provided with this Guide. The Emergency Management Planning Guide uses a step-by-step approach and provides instructions that are supplemented by the Blueprint and the Strategic Emergency Management Plan (SEMP) template provided in Annexes A and B, respectively. The Emergency Management Planning Unit, Public Safety Canada, is responsible for producing, revising and updating this Guide.
The purpose of this Guide is to assist federal officials, managers and coordinators responsible for emergency management (EM) planning. The EM plans of federal government institutions should address the risks to critical infrastructure within or related to the institution's areas of responsibility, as well as the measures for protecting this infrastructure. The SEMP is the overarching plan that provides a comprehensive and coordinated approach to EM activities. Given this variety of EM planning documents, the distinctions between them are summarized in the following table. A SEMP establishes a federal government institution's objectives, approach and structure for protecting Canadians and Canada from threats and hazards in their areas of responsibility, and sets out how the institution will assist the coordinated federal emergency response. It outlines the processes and mechanisms to facilitate an integrated Government of Canada response to an emergency and to eliminate the need for departments to coordinate a wider Government of Canada response. It includes 13 emergency support functions that the federal government can implement in response to an emergency. Operational plans may be based on all four pillars of EM planning, or focus on the specific activities of a single pillar. The National Strategy and Action Plan for Critical Infrastructure establishes a public-private sector approach to managing risks, responding effectively to disruptions, and recovering swiftly when incidents occur.
Implementation of the Strategy will feature targeted and accurate information products, such as security briefings for each critical infrastructure sector.
Emergency management (EM) refers to the management of emergencies concerning all hazards, including all activities and risk management measures related to prevention and mitigation, preparedness, response and recovery. The Emergency Management Continuum is depicted in a wheel diagram where all four risk-based functions of emergency management are interconnected and interdependent in a system from prevention and mitigation to preparedness, response, and recovery.
In the center of the wheel are the main elements that influence the development of a Strategic Emergency Management Plan (SEMP). Figure 1 highlights the four interdependent risk-based functions of EM: prevention and mitigation of, preparedness for, response to, and recovery from emergencies. The SEMP should ideally be reviewed on a cyclical basis as part of a federal government institution's planning cycle, as presented in Figure 2 below. This figure represents the optimal planning cycle federal institutions should consider for undertaking their emergency management planning activities.
May: Senior Institutional Management reviews year-end reports from the previous year's activities. September: Senior Institutional Management conducts mid-year check on progress of key performance objectives. February: Senior Institutional Management makes decision regarding the institution's strategic priorities for the upcoming fiscal year. This section of the Guide outlines a recommended approach for developing a tailored SEMP and is supported by a blueprint and a SEMP template provided in Annexes A and B, respectively.
Please note that Step 5 is presented under Section Four: Implementing and Maintaining the SEMP. Each step identifies inputs or considerations at the outset and concludes with the associated outputs. This step involves starting the formal planning process in recognition of the responsibility to prepare a SEMP.
Consider having members of the EM planning team designated by your institution's senior management. One of the most crucial steps in the EM planning process is to identify appropriate members for the EM planning team.
Consider including a member of your institution's corporate planning area on the EM planning team in order to help align the EM planning cycle with the institution's overall business planning cycle.
Federal government institutions should consider identifying the range of experience and skill sets required in the EM planning team. The team members should have the skills and training required to adequately carry out their assigned duties.
The team members should have the skills and training required to adequately carry out their assigned duties.
The composition of the EM planning team will vary depending on institutional requirements; however, it is important that clear terms of reference (TOR) for the team be established and that individual assignments be clearly defined. After the EM planning team has clear authority and direction, the next step is to review any relevant existing legislation and policies.
Consider giving a team member the responsibility of analyzing the legislative and policy obligations applicable to the development of the SEMP.
As noted in Section Two, the EM planning process should be carried out as part of an institution's overall strategic and business planning processes—this will support their alignment.
Developing the SEMP can be supported by a formal work or project plan to ensure that established timelines for plan development are met. As a next step, federal government institutions should consider developing a comprehensive understanding of the planning context. Additional supporting planning tools and templates as well as an EM glossary are provided in Annexes C and D, respectively. An environmental scan involves being aware of the context in which an institution is operating so as to understand how it could be affected.
As part of the environmental scan, the institution defines the internal and external parameters to be taken into account when managing the risk and setting the scope and risk criteria for the remaining risk assessment process.
Additionally, federal government institutions are responsible for conducting mandate-specific risk assessments, including risks to critical infrastructure.
The Planning Context is represented in a target diagram that consists of three circles representing the factors federal institutions should consider in order to understand the context in which it operates and how it could potentially be affected.
The outer and middle circles represent the external context in which the institution seeks to achieve its objectives. Understanding the internal context is essential to confirm that the risk assessment approach meets the needs of the institution and of its internal stakeholders. Understanding the external context is important to ensure that external stakeholders, their objectives and concerns are considered. Consider reviewing your federal government institution's most current environmental scan, as well as the most current RCMP Environmental Scan (which can be found on the RCMP Web site), in order to develop a better understanding of pressures and issues facing your institution. Once all documentation is identified, consider conducting a gap analysis to determine whether the institution is currently meeting its obligations as identified in Step 1. During this process, consider conducting a full review and analysis of stakeholder documentation and reports.
An inventory of critical assets and services will assist the planning team in identifying the associated threats, hazards, vulnerabilities and risks unique to their institution. If a business impact analysis (BIA) has already been completed for your federal government institution's BCP, this analysis can greatly inform your criticality assessment. When conducting a criticality assessment, it is important to be objective when prioritizing the importance of institutional assets, as not all assets are critical to an institution's operations. Adopting the current Treasury Board Policy related to material and asset management and coding criteria will help structure an effective approach.
A comprehensive but non-exhaustive list of hazards and threats relevant to the Canadian context can be found in Annex C, Appendix 3.
Traditionally, a threat assessment is an analysis of intent and capabilities in the occurrence of a threat.
A vulnerability assessment looks at an inadequacy or gap in the design, implementation or operation of an asset that could enable a threat or hazard to cause injury or disruption.
In order to identify vulnerabilities, an institution should first identify and assess existing safeguards associated with critical assets and activities.
Risk assessment is central to any risk management process as well as the EM planning cycle. The output of the risk assessment process is a clear understanding of risks, their likelihood and potential impact on achieving objectives. The all-hazards risk assessment (AHRA) process should be open and transparent while respecting the federal institution's context. In this section, risks translate into events or circumstances that, if they materialize, could negatively affect the achievement of government objectives. Once the institution's context is clearly understood (refer to the environmental scan in Step 2-1), the next step is to find and recognize hazards, threats and possibly trends and drivers, and to describe them in risk statements. Risks can be identified though several mechanisms: structured interviews, brainstorming, affinity grouping, risk source analysis, checklists and scenario analysis. A risk register or log is used to record information about identified risks and to facilitate the monitoring and management of risks. The objective of risk analysis is to understand the nature and level of each risk in terms of its impact and likelihood.
Qualitative analysis is conducted where non-tangible aspects of risk are to be considered, or where there is a lack of adequate information and the numerical data or resources necessary for a statistically significant quantitative approach.
Consider consulting your institution's subject matter experts when evaluating quantitative likelihood through historical data, simulation models and other methods.
Consequences can be expressed in terms of monetary, technical, operational, social or human impact criteria. The purpose of risk evaluation is to help make decisions about which risks need treatment and the priority for treatment implementation. Risk criteria are based on internal and external contexts and reflect the institution's values, objectives, resources and risk appetite (over-arching expression of the amount and type of risk an institution is prepared to take). Risks can be prioritized by comparing risks in terms of their individual likelihood and impact estimates.
The risk-rating matrix allows for decisions to be made about which risks need treatment and the priority for treatment implementation. Risk treatment options can be prioritized by considering risk severity, effectiveness of risk controls, cost and benefits, the horizontal nature of the risk, and existing constraints. Consider gathering a list of institutional risks and cross-referencing the existing plans (as identified in Step 2-1c) that address each risk. This step will contribute to the concept that sound EM decision-making can be based on an understanding and evaluation of hazards, vulnerabilities and related risks.
This step focuses on developing an informed EM approach for your institution based on the four pillars of EM. Each institution should establish an EM governance structure to oversee the management of emergencies. In identifying members of your institution's EM governance structure, keep in mind the relationship between your institution's mandate and the four pillars of EM.
It is important that the planning team confirm the strategic priorities of the institution and of senior management so that they can be reflected in the SEMP.
Consider developing an overview of these priorities and identifying potential areas for attention given risk probabilities and vulnerabilities. The planning team should aim to clearly identify the planning constraints and institutional limitations that will influence the SEMP building blocks and the subsequent development of the SEMP. The cross-reference table of existing plans by identified institutional risks provided in Annex C, Appendix 4, can assist in cross-referencing your most prevalent risks and the tools in place to address them (such as existing plans). A SEMP should inform each federal government institution's overall priorities and tie into its business and strategic planning activities.
The objective of planning activities associated with prevention and mitigation efforts is to reduce risk.
The objective of planning activities associated with preparedness is to have an effective and coordinated approach to EM and operational readiness.
Federal government institutions should consider personnel surge capacity requirements in their plans to support sustained operations, as well as the ability to react to any additional hazard or event that may occur while the response and recovery operations are taking place. The objective of planning activities associated with institutional responses to changing threats, hazards or specific incidents is to have an effective and integrated response in accordance with established strategic priorities.


Think about engaging your communications branch so that they are aware of internal and external communications requirements. The objective of planning activities associated with the recovery component of EM is to provide for the restoration and continuity of critical services and operations.
Once the event is over and response operations are completed, federal institutions should participate in any whole-of-government reviews as appropriate. The SEMP establishes a federal government institution's objectives, approach and structure for protecting Canadians and Canada from threats and hazards in their areas of responsibility, and sets out how the institution will assist the coordinated federal emergency response. It wasn't until signs of the infection began showing and more and more infected and walkers became present that FEMA began working alongside the CDC, U.S.
When he starts the car, the radio turns on. FEMA's emergency bulletin updates can be heard looping over and over again on the emergency alert system until Shane turns off the car radio. The high school has a mobile medical trailer as well as tents set up for evacuees in the area.
He also mentions that FEMA was using the train lines leading out of Montgomery, Alabama, to evacuate southerners towards the central United States such as Kansas and Nebraska. If the ferries are still in operation by FEMA and the military, they are likely being escorted by the US Coast Guard and Navy which would protect against the walkers.
FEMA began setting up evacuation centers around major urban centers such as hospitals, arenas, or malls where people were "forced" to go and await further instruction.
Medical supplies and trailers were set up and Sheriff's Department Deputies assisted with the evacuation of the county.
Emergencies can quickly escalate in scope and severity, cross jurisdictional lines, take on international dimensions and result in significant human and economic losses. Federal government institutions are increasing their focus on emergency management (EM) activities, given the evolving risk environment in their areas of responsibility.
This is why Public Safety Canada has developed this Emergency Management Planning Guide, which is intended to assist all federal government institutions in developing their all-hazards Strategic Emergency Management Plans (SEMPs). Many federal government institutions already have specific planning documents or processes to deal with aspects of emergency management that relate to their particular mandates; many also have a long track record of preparing and refining BCPs.
An All-Hazards Risk Assessment Framework and associated tools are also under development and will be included in a subsequent version of the Guide. As a matter of process, the Emergency Management Planning Guide will be reviewed annually or as the situation dictates, and amendments will be made at that time. The Guide includes a Blueprint (see Annex A), a Strategic Emergency Management Plan (SEMP) template (see Annex B), and supporting step-by-step instructions, tools and tips to develop and maintain a comprehensive SEMP—an overarching plan that establishes a federal government institution's objectives, approach and structure, which generally sets out how the institution will assist with coordinated federal emergency management, including response.
As such, federal institutions are to base EM plans on mandate-specific all-hazards risk assessments, as well as put in place institutional structures to provide governance for EM activities and align them with government-wide EM governance structures.
It reflects leading practices (such as those provided by the International Organization for Standardization (ISO) and Canadian Standards Association) and procedures within the Government of Canada, and should be read in conjunction with the Federal Emergency Response Plan, the Emergency Management Framework for Canada and the Federal Policy for Emergency Management. It should integrate and coordinate elements identified in operational plans and business continuity plans (BCPs). Each of these functions addresses a need that may arise before or during an emergency.
It is intended that governments and industry partners will work together to assess risks to the sector, develop plans to address these risks, and conduct exercises to validate the plans. This work at the sector level will inform, and will be informed by, work at the organizational level such as EM plans and their component parts. Those elements are as follows: Environmental Scan, Leadership Engagement, All-Hazards Risk Assessment, Training, Exercise, Capability Improvement Process, and Performance Assessment.
These functions can be undertaken sequentially or concurrently, and they are not independent of each other. In order to effectively depict the cycle, the four seasons are placed in a wheel diagram showing how spring, summer, fall, and winter are interconnected and continuously flow into one circle. The upcoming year's critical objectives are indentified with input from the various Working Groups and the appropriate Business Lines. Emergency Management resource requirements should be identified as early as possible to integrate into plans. Inputs should ideally be assembled, reviewed and well understood prior to engaging in each distinct planning activity as they form an important foundation for the work to be completed.
The SEMP should be central to the federal government institution's EM activities and provide clear linkages for integrating and coordinating all other intra-departmental and inter-departmental emergency management plans. The size and composition of the team may vary between federal government institutions; however, the planning team should ideally have the skill and experience necessary to develop the SEMP.
This team should be established under the authority of the institution's governance framework and have clear directions, including objectives. Training is available to address EM requirements at the Canadian Emergency Management College (CEMC) and the Canada School of Public Service. Training is available to address EM requirements at the Canadian Emergency Management College (CEMC) and the Canada School of Public Service.
These TOR can identify the responsibilities assigned to each team member and the requirements to allow that member to carry out the assigned function.
This is also an ideal time to involve institutional legal advisors to determine whether legislative requirements are being met. Update the analysis regularly, as legislation and policies can change and have an influence on the scope of your SEMP.
After completing the above steps, the planning team should consider developing a detailed work plan that includes a schedule with realistic timelines, milestones that reflect the institutional planning cycle, and a responsibility assignment matrix with assigned tasks and deadlines. It entails a process of gathering and analyzing information and typically considers both internal and external factors (see Figure 3: The Planning Context for additional information on the factors to consider). It sets the time, scope and scale and contributes to adopting an approach that is appropriate to the situation of the institution and to the risks affecting the achievement of its objectives. The key to any emergency planning is awareness of the potential situations that could impose risks on the organization and on Canadians and to assess those risks in terms of their impact and potential mitigation measures. It is the environment in which the institution operates to achieve its objectives and which can be influenced by the institution to manage risk. If gaps are identified, these should ideally be gathered and presented as part of Step 3 when developing the EM Planning Framework and confirming the institution's strategic EM priorities. Assets can be both tangible and intangible and can be assessed in terms of importance, value and sensitivity. All available threat assessments should ideally be reviewed by analyzing the assessment's evaluation of hostile capability, intentions and activity, the environment influencing hostile and potentially hostile groups, and environmental considerations, including natural, health and safety hazards. For further information, you may wish to consult the Canadian Disaster Database, which contains detailed disaster information on over 900 natural, technological and conflict events (excluding war) that have directly affected Canadians over the past century. A threat awareness collection process should ideally link to the federal institution's information requirements and available resources. As appropriate, more specific terrorist threat and hazard information can be obtained from ITAC.
With respect to known threats and hazards, a vulnerability exists when there is a situation or circumstance that, if left unchanged, may result in loss of life or may affect the confidentiality, integrity or availability of other mission-critical assets. It is a formal, systematic process for estimating the level of risk in terms of likelihood and consequences for the purpose of informing decision-making. It provides improved insight into the effectiveness of risk controls already in place and enables the analysis of additional risk mitigation measures.
A risk assessment should generate a clear understanding of the risks, including their uncertainties, their likelihood and their potential impact on objectives. It should be tailored to the institution's needs and should identify any limitations such as insufficient information or resource constraints. Risks should be described in a way that conveys their context, point of origin and potential impact.
Characterization of risks should use an appropriate breadth and scope; it can be difficult to establish a course of action to treat risks if the scope is too broad, while a scope that is too narrow will create too much information, thereby making it difficult to establish priorities. A risk register will typically describe each risk, assess the likelihood that it will occur, list possible consequences if it does occur, provide a grading or prioritization for each risk, and identify proposed mitigation strategies.
Probabilistic methods provide more information on the range of risks and can effectively capture uncertainty, but require more data and resources. It is usually used for analyzing threats with less tangible intent (judgements on terrorism, sabotage, etc.).
Subject matter experts can also assist in evaluating likelihood from a qualitative perspective, for instance by using a Delphi technique (a group communication process for systematic forecasting). Additional information on analyzing likelihood and impact is provided in the Treasury Board Integrated Risk Management Framework Guidelines. Prioritization can be shown graphically in a logarithmic risk diagram, risk-rating matrix or other forms of visual representations. In order to prioritize risks, comparison is made based on their likelihood and impact estimates. Treatments that deal with negative consequences are also referred to as risk mitigation, risk elimination, risk prevention, risk reduction, risk repression and risk correction. These treatment options, forming recommendations, would be used to develop the risk treatment step in the risk management or emergency management cycle. A sample cross-reference table of existing plans by identified institutional risks is provided in Annex C, Appendix 4. The resulting SEMP building blocks will reflect strategic priorities—the desired balance between developing measures that respond to emergencies versus mitigating the risk.
The EM planning governance structure may include representatives of an institution's senior management team, from all functional areas (such as programs) and all corporate areas (including communications, legal services and security). It is also crucial that roles and responsibilities, lines of accountability and decision-making processes be aligned and well understood by all concerned. For example, an institution can be constrained by the availability of training for EM planning team members and by the number of EM positions they have staffed.
A further cross-referencing can then be undertaken with the four pillars of EM to help target specific activities in one or more of the following areas. The ICS helps to promote clear lines of authority, is scalable to large or small events, and is widely used by first responders such as police or fire departments in various jurisdictions. The cross-reference table provided in Annex C, Appendix 5, as stated above, can serve as a tool to complete this task. It should be strategic and be designed to have safeguards and processes to trigger appropriate actions in response to changing threats and hazards, as well as in response to specific incidents and events.
It has protected millions of Americans from terrifying consequences of natural and man-made disasters and is responsible for responding to disasters and assisting in the recovery. Military, local law enforcement, and the government to try to coordinate their efforts to save the public and begin evacuations and keep other areas under quarantine. However, FEMA officials became walkers themselves and the military failed to protect the cities, leaving the public to fend for themselves. FEMA representatives would assess the evacuation centers and provide hourly updates over all radio frequencies of the current conditions; however, it is presumed that the infected individuals also made their way to those locations and quickly almost every evacuation center was overrun by the Walkers. Lori Grimes and Shane were attempting to make their way there as seen in the episode "Chupacabra", however, the radio stopped broadcasting and the military began its bombardment on the city instead. However, walkers made their way there, bringing the infection with them and soon the center was overrun. EM can save lives, preserve the environment and protect property by raising the understanding of risks and by contributing to a safer, more prosperous and resilient Canada. It does not lay out the requirements for preparing related EM protocols, processes, and standard operating procedures (SOP) internal to the institution; however, these should be developed in support of the SEMP and related plans. As outlined in the Preface, many federal government institutions already have specific plans or processes to deal with aspects of emergency management; many also have a long track record of preparing and refining BCPs, which endeavour to ensure the continued availability of critical services. Each season has its own wheel quadrant describing the activities usually undertaken in each month of the year. Planning can be triggered by the EM planning cycle or it can be initiated in preparation for, or in response to, an event that is induced either by nature or by human actions. Consideration should be given to having representation from several program and corporate areas, including (if applicable) regional representation. Those federal government institutions that have mandated emergency support functions (ESFs) under the FERP should have these clearly identified.
Notwithstanding the blueprint provided, this step is not proposed as a linear process, but rather as a set of related components and activities that can be undertaken in the sequence that best suits the institution.
Scanning can be done on a regularly scheduled basis, such as annually, or on a continuous basis for environmental factors that are dynamic or that are of greatest interest to the institution. The following diagram illustrates the external and internal environmental factors to consider. This process will add the extra assurance that your institution is linked in with partner agencies and others to assist in developing the broader environmental picture and in identifying EM-related interdependencies. Each institution has its own strategic and operational objectives, with each being exposed to its own unique risks, and each having its own information and resource limitations. An all-hazards approach to risk management does not necessarily mean that all hazards will be assessed, evaluated and treated, but rather that all hazards will be considered. The aim is to generate a comprehensive list of risks based on those events that might prevent, degrade or delay the achievement of objectives.
Risks should be realistic, based on drivers that exist in the institution's operating environment. It can be a useful tool for managing and addressing risks, as well as facilitating risk communication to stakeholders. Descriptive scales can be formed or adjusted to suit the circumstances, and different descriptions can be used for different risks.
Risk evaluation is the process of comparing the results of the risk analysis against risk criteria to determine whether the level of risk is acceptable or intolerable. The one most commonly used is the risk matrix (Figure 4), which normally plots the likelihood and impact on the x- and y-axes (the measured components of risks). Similarly, certain assumptions will be made that influence the development of the SEMP building blocks. Although planning considerations will vary from institution to institution, the following identifies the most common planning considerations associated with the four pillars of EM planning. The Office of Civil Defense has issued the following message: Normal broadcasting will cease immediately. With the evacuation centers being overrun, it is rumored and shown that FEMA members became infected themselves. EM planning, in particular, aims to strengthen resiliency by promoting an integrated and comprehensive approach that includes the four pillars of EM: prevention and mitigation, preparedness, response and recovery. In addition, there are other existing EM planning documents and initiatives that apply to a range of federal government institutions, such as the Federal Emergency Response Plan (FERP) and deliverables under the National Strategy for Critical Infrastructure. This is also an ideal time to develop an initial budget for such items as training, exercises, research, workshops and other expenses that may be necessary during the development and implementation of the SEMP. Stakeholders may include First Nations, emergency first responders, the private sector (both business and industry), and volunteer and non-government organizations.
This part of the process consists of three main activities: risk identification, risk analysis and risk evaluation. It involves the identification of risk sources, areas of impact, events and their causes, as well as potential consequences.
A risk portfolio or profile can be created from the register, helping to compile common risks in order to assess interdependencies and to prioritize groups of risks.
Existing controls, the cost of further risk treatment and any policy requirement implications are considered when deciding on additional mitigation measures. Based on a risk diagram or rating matrix, a clustering of risks can be shown, leading to decisions on priorities. The aim is to develop a SEMP that integrates and coordinates elements identified in hazard-specific plans and BCPs. For example, an assumption might be made that the resources required to develop the SEMP will be paid out of the current fiscal year's budget.


Only abandoned evacuation centers, advertisement over the radio, and some supplies, as well as some infected FEMA operatives can be seen and heard throughout the series. Institutions may choose to assess a portfolio of risks, as opposed to specific individual risks, which enables a holistic review of risk treatment decisions. Information can be gleaned from historical data, theoretical analyses, and informed and expert judgements. Qualitative analysis is often simpler, but also results in high uncertainty in the results.
Such a plot can help establish acceptable or intolerable risk levels, and establish their respective actions. And it can even suspend the Constitution of the United States. When the first concept had been  presented, its original mission was to assure the survivability of the United States Government in the event of a nuclear attack.
It’s secondary function was to be a Federal coordinating body during times of domestic disasters. These disasters consisted of earthquakes, floods, and hurricanes. The “secret” black helicopters that are reported throughout the US, mainly in the West California, Washington, Arizona, New Mexico, Texas, and Colorado areas are flown by FEMA personnel. It has been given the responsibility for many new national disasters such as forest fires, home heating emergencies, refugee situations, riots, and emergency planning for nuclear and toxic incidents. It works together with the Sixth Army in the West.A series of Executive Orders (EO) was used to create FEMA.
It does not matter whether an EO is Constitutional or not, it becomes a law simply by being published in the Federal Registry.
These orders go around Congress.There over 800 prison camps in the United States, all fully operational and ready to receive prisoners.
These camps are to be operated by FEMA (Federal Emergency Management Agency) should Martial Law need to be implemented in the United States and all it would take is a presidential signature on a proclamation and the attorney general’s signature on a warrant to which a list of names is attached. Rex 84 allowed many military bases to be closed down and to be turned into prisons.Operation Cable Splicer and Garden Plot are the two sub programs which will be implemented once the Rex 84 program is initiated for its proper purpose. Cable Splicer is the program for an orderly takeover of the state and local governments by the federal government. The Presidential Executive Orders already listed on the Federal Register also are part of the legal framework for this operation.The camps all have railroad facilities as well as roads leading to and from the detention facilities. The Alaskan facility is a massive mental health facility and can hold approximately 2 million people.Now let’s review the justification for any actions taken…Executive Orders associated with FEMA that would suspend the Constitution and the Bill of Rights. It also provides that when a state of emergency is declared by the President, Congress cannot review the action for six months. These powers were transferred to FEMA in a sweeping consolidation in 1979.President Regan signed Presidential Director Number 54 in April of 1984 that allowed FEMA to activate a secret national readiness exercise.
REX 84 was so highly guarded that special metal doors were installed on the fifth floor of the FEMA building in Washington, D.C. The only people that were allowed to enter the premises were ones who had a red Christian cross on their shirt.
McClellan (Anniston) – Opposite side of town from Army Depot; Maxwell AFB (Montgomery) – Civilian prison camp established under Operation Garden Plot, currently operating with support staff and small inmate population. Estimated capacity of 500,000 Elmendorf AFB – Northeast area of Anchorage – far end of base.
Yuma County – Colorado River – Site of former Japanese detention camp (near proving grounds).
Florence – WWII prison camp NOW RENOVATED, OPERATIONAL with staff & 400 prisoners, operational capacity of 3,500.
Chaffee (near Fort Smith, Arkansas) – Has new runway for aircraft, new camp facility with cap of 40,000 prisoners Pine Bluff Arsenal – This location also is the repository for B-Z nerve agent, which causes sleepiness, dizziness, stupor; admitted use is for civilian control. Omaha – Northeast of Berryville near Missouri state line, on Hwy 65 south of old wood processing plant. Internment facility is located near the oceanside, close to Space Launch Complex #6, also called “Slick Six”.
Tule Lake – area of “wildlife refuge”, accessible by unpaved road, just inside Modoc County.
Twentynine Palms Marine Base – Birthplace of the infamous “Would you shoot American citizens?” Quiz.
Terminal Island – (Long Beach) located next to naval shipyards operated by ChiCom shipping interests. McClellan AFB – facility capable for 30,000 – 35,000 Sacramento – Army Depot – No specific information at this time. Sign states area is restricted; as of 1997 there were barbed wire fences pointing inward, a row of stadium lights pointed toward an empty field, etc. Carson – Along route 115 near Canon CityCONNECTICUT, DELAWARE No data available.FLORIDA Avon Park – Air Force gunnery range, Avon Park has an on-base “correctional facility” which was a former WWII detention camp.
Pensacola – Federal Prison Camp Everglades – It is believed that a facility may be carved out of the wilds here.GEORGIA Ft.
Oglethorpe – Macon County; facility is located five miles from Montezuma, three miles from Oglethorpe. Hawkinsville – Wilcox County; Five miles east of town, fully manned and staffed but no prisoners.
Fort Stewart – Savannah area – FEMA designated detention facilityHAWAII Halawa Heights area – Crematory facility located in hills above city.
Clearwater National Forest – Near Lolo Pass – Just miles from the Montana state line near Moose Creek, this unmanned facility is reported to have a nearby airfield. Though it is small it is designed like prison facilities with barred windows, but the real smoking gun is the presence of military vehicles. Being located on the Illinois River it is possible that prisoners will be brought in by water as well as by road and air.
Pekin – This Federal satellite prison camp is also on the Illinois River, just south of Peoria.
It supplements the federal penitentiary in Marion, which is equipped to handle additional population outside on the grounds.
Marion – Federal Penitentiary and satellite prison camp inside Crab Orchard Nat’l Wildlife Refuge.
Greenfield – Two federal correctional “satellite prison camps” serving Marion – populated as above.
Shawnee National Forest – Pope County – This area has seen heavy traffic of foreign military equipment and troops via Illinois Central Railroad, which runs through the area.
Suspected location is unknown, but may be close to Vienna and Shawnee correctional centers, located 6 mi. Lincoln, Sheridan, Menard, Pontiac, Galesburg – State prison facilities equipped for major expansion and close or adjacent to highways & railroad tracks. Although some sources state that this site is a “red herring”, photographic and video evidence suggests otherwise.
Personnel with government clearance who are friendly to the patriot movement took a guided tour of the facility to confirm this site. Benjamin Harrison – Located in the northeast part of Indianapolis, this base has been decomissioned from “active” use but portions are still ideally converted to hold detainees. Helicopter landing areas still exist for prisoners to be brought in by air, land & rail.
One wing presently being used for county work-release program, 80% of facility still unused. Camp Atterbury – Facility is converted to hold prisoners and boasts two active compounds presently configured for minumum security detainees. Fort Wayne – This city located in Northeast Indiana has a FEMA designated detention facility, accessible by air, road and nearby rail. Kingsbury – This “closed” military base is adjacent to a state fish & wildlife preserve. Part of the base is converted to an industrial park, but the southern portion of this property is still used. It is bordered on the south by railroad, and is staffed with some foreign-speaking UN troops. A local police officer who was hunting and camping close to the base in the game preserve was accosted, roughed up, and warned by the English-speaking unit commander to stay away from the area. It was suggested to the officer that the welfare of his family would depend on his “silence”.
Grissom AFB – This closed airbase still handles a lot of traffic, and has a “state-owned” prison compound on the southern part of the facility.UNICOR . Jefferson Proving Grounds – Southern Indiana – This facility was an active base with test firing occuring daily. Portions of the base have been opened to create an industrial park, but other areas are still highly restricted. Secret meetings were held here in 1998 regarding the addition of the Kankakee River watershed to the Heritage Rivers Initiative.
Concordia – WWII German POW camp used to exist at this location but there is no facility there at this time. Topeka – 80 acres has been converted into a temporary holding camp.KENTUCKY Ashland – Federal prison camp in Eastern Kentucky near the Ohio River. Louisville – FEMA detention facility, located near restricted area US naval ordnance plant. Local patriots advise that black Special Forces & UN gray helicopters are occasionally seen in area. Land Between the Lakes – This area was declared a UN biosphere and is an ideal geographic location for detention facilities.
Area is an isthmus extending out from Tennessee, between Lake Barkley on the east and Kentucky Lake on the west. Polk – This is a main base for UN troops & personnel, and a training center for the disarmament of America. More data needed.MICHIGAN Camp Grayling – Michigan Nat’l Guard base has several confirmed detention camps, classic setup with high fences, razor wire, etc.
Bay City – Classic enclosure with guard towers, high fence, and close to shipping port on Saginaw Bay, which connects to Lake Huron. Members of the Mississippi Militia have checked these out on more than one occasion beginning back when they first appeared on the Internet and throughout the Patriot Movement.” – Commander D. A very large internment facility has been built on this base, and all base personnel are restricted from coming near it. This site has been known for some UN training, also home to the US Army Urban Warfare Training school “Stem Village”. South Central part of state – Many old WWII sites – some may be renovated.McCook NE PhotoNEVADA Elko – Ten miles south of town.
Wells – Camp is located in the O’Niel basin area, 40 miles north of Wells, past Thousand Springs, west off Hwy 93 for 25 miles. Lots of pictures taken of detention compounds and posted on Internet, this camp is well-known.
Many former USAF buildings have been torn down by the busy and rapidly growing German military force located here. Fort Stanton – currently being used as a youth detention facility approximately 35 miles north of Ruidoso, New Mexico. White Sands Missile Range – Currently being used as a storage facility for United Nations vehicles and equipment. Observers have seen this material brought in on the Whitesands rail spur in Oro Grande New Mexico about thirty miles from the Texas, New Mexico Border.NEW YORK Ft. No persons were allowed in or out of town without federal permission and travel through town was highly restricted. Unregistered Baptist pastor from Indiana visiting Andrews affirmed these facts.NORTH DAKOTA Minot AFB – Home of UN air group.
Railroad access to property, fences etc.OKLAHOMA Tinker AFB (OKC) – All base personnel are prohibited from going near civilian detention area, which is under constant guard. Federal prisoner transfer center located here (A pentagon-shaped building where airplanes can taxi up to).
El Reno – Renovated federal internment facility with CURRENT population of 12,000 on Route 66. Umatilla – New prison spotted.PENNSYLVANIA Allenwood – Federal prison camp located south of Williamsport on the Susquehanna River. It has a current inmate population of 300, and is identified by William Pabst as having a capacity in excess of 15,000 on 400 acres.
New Cumberland Army Depot – on the Susquehanna River, located off Interstate 83 and Interstate 76. Nashville – There are two buildings built on State property that are definitely built to hold prisoners.
High barbed wire fence that curves inward.TEXAS Austin – Robert Mueller Municipal airport has detenion areas inside hangars. Hood (Killeen) – Newly built concentration camp, with towers, barbed wire etc., just like the one featured in the movie Amerika.
Some footage of this area was used in “Waco: A New Revelation” Reese AFB (Lubbock) – FEMA designated detention facility.
Bliss (El Paso) – Extensive renovation of buildings and from what patriots have been able to see, many of these buildings that are being renovated are being surrounded by razor wire. Some (but not all) of these facilities are currently being used for low-risk state prisoners who require a minimum of supervision. Worth – Federal prison under construction on the site of Carswell AFB.UTAH Millard County – Central Utah – WWII Japanese camp. Migratory Bird Refuge – West of Brigham City – contains a WWII internment camp that was built before the game preserve was established. Camp was accidentally discovered by a man and his son who were rabbit hunting; they were discovered and apprehended.
Petersburg – Federal satellite prison camp, south of Richmond.WEST VIRGINIA Beckley – Alderson – Lewisburg – Former WWII detention camps that are now converted into active federal prison complexes capable of holding several times their current populations. This is probably one of the locations that will be used to hold hard core patriots who will be held captive for the rest of their lives. Sand Point Naval Station – Seattle – FEMA detention center used actively during the 1999 WTO protests to classify prisoners. Laramie – FEMA detention facility Southwest – near Lyman – FEMA detention facility East Yellowstone – Manned internment facility – Investigating patriots were apprehended by European soldiers speaking in an unknown language.
Federal government assumed custody of the persons and arranged their release.OTHER LOCATIONS IN THE UNITED STATES There are many other locations not listed above that are worthy of consideration as a possible detention camp site, but due to space limitations and the time needed to verify, could not be included here.
Virtually all military reservations, posts, bases, stations, & depots can be considered highly suspect (because it is “federal” land). Also fitting this category are “Regional Airports” and “International Airports” which also fall under federal jurisdiction and have limited-access areas. Mental hospitals, closed hospitals & nursing homes, closed military bases, wildlife refuges, state prisons, toxic waste dumps, hotels and other areas all have varying degrees of potential for being a detention camp area. Some facilities are “disguised” as industrial or commercial properties, camouflaged or even wholly contained inside large buildings (Indianapolis) or factories. Many inner-city buildings left vacant during the de-industrialization of America have been quietly acquired and held, sometimes retrofitted for their new uses.CANADA Our Canadian friends tell us that virtually all Canadian military bases, especially those north of the 50th Parallel, are all set up with concentration camps. Not even half of these can be listed, but here are a few sites with the massive land space to handle any population: Suffield CFB – just north of Medicine Hat, less than 60 miles from the USA. Guantanamo Bay, Cuba – US Marine Corps Base – Presently home to 30,000 Mariel Cubans and 40,000 Albanians.



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