ML19322C470
| ML19322C470 | |
| Person / Time | |
|---|---|
| Site: | Crane  |
| Issue date: | 04/10/1979 |
| From: | Lentz W AMERICAN RED CROSS BLOOD SERVICES, WASHINGTON REGION |
| To: | |
| References | |
| TASK-TF, TASK-TMR D.R.-014, D.R.-14, NUDOCS 8001170793 | |
| Download: ML19322C470 (37) | |
Text
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Mass Care Report D.R.-014 10 April 1979 W. D. Lentz, Emergency Mass Care Of ficer The following is a report of the mass care procedures that were used to support the greater Harrisburg, Pennsylvania area, in preparation of an anticipated evacuation due to a industrial nuclear accident at Three Mile Island, Middletown (llarrisburg), Pennsylvania.
A brief historical review of the events that precipitated the activa-tion of the American Red Cross and the involvement of National Red Cross ifass Care Support Efforts is as follows; On or about March 27, 1979, a malfunction of one of the systems at the Three !!ile Island Nuclear Power Plant created an unstable nuclear situation which caused the civil authorities to consider the possibilities of precautionary evacuation of a segment of the population. As previously agreed, the American Red Cross was immediately contacted by tne Pennsylvania State Civil Defense Unit, referred to here as PEMA (Pennsylvania Emergency Management Agency), due to the possibility that small amounts of radiation could be in the area.
Small preschool age children and pregnant mothers residing within a 5 mile radius the location of the plant in Middletown, Pennsylvania were advised to voluntarily evacuate. The Harrisburg Chapter of the American Red Cross immediately opened a shelter in cooperation with the Dauphin County Civil Defense at the Ilershey Arena, in IIershey, 2;
Pennsylvania. The initial occupancy of voluntary evacuees was approximately 175.
PEMA immediately identified the need to possibly evacuate an area f
with a radius approximately 20 miles to the nuclear facility. Depending i
upon the degree of the hazard, at any given time, 5 and 10 mile radii i
were established within the 20 mile range. At this point, and through the duration of the alert, no official evacuation was ordered by the civil authorities. Voluntary evacuation was advised as before mentioned.
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Many families within the prescribed 20 mile radius voluntarily elected to leave the area until they themselves were comfortable in returning to their place of residence. As these events evolved, an American Red Cross National Team of Mass Care Specialist was assembled at the Harrisburg Chapter on April 2,1979. The team consisted of a national instructed trainer in emergency mass care supervision as the Emergency Mass Care Officer, and a 16 member team consisting of division representatives, chapter executives, and other disaster specialists, the majority of whom had recently completed training as Emergency Mass Care Supervisors.
A briefing at the PEMA Emergency Operation Center revealed that the state disaster plan identified 21 " host" counties that would be prepared to receive potential evacuees from the designated hazard area.
It then became neccessary for PEMA and the Red Cross to begin to identify the specific resources available within each of these counties. A cursory review of the level of preparedness in the host counties revealed that the majority of the Red Cross and civil defense units had very general and basic plans, and the bulk of these included the identifications of large buildings, primarily public schools, but did not have adequate con-tingency plans for properly staffing these facilities. Many small communities had identified small units that could house less than 100 people. While, most of the units felt that they "could handle" the situation, specifics were not available. The communities that had experienced recent major flooding within the past 5 years or so, had a higher state of readiness.
While their level of mass care was somewhat higher, their plans did not in-clude receiving evacuees from outside their area. Their plans seemed to be more geared around a reaction to a natural disaster including damage to l ;
a property, as in a flood or tornado.
Mass Care Specialists were sent into the field to begin contacting local Red Cross and civil defense representatives to assist in specifically identifying the shelter or congregate care facilities, and to specifically assist the Red Cross Chapters to identify the manpower available to them. The results of these studies would reveal the adequacy of the congregate care facilit11es and the degree of outside manpower support needed by the Red Cross to properly staff and maintain these facilities.
The information needed was to be gathered by the field representatives i
and transmitted by telephone to the Red Cross Emergency Operation Center in Harrisburg. The data was recorded on two forms (Attachments A and B),
for future compilation.
Since time was of the essence, the project dragged somewhat since the field representatives were not specifically reminded not to become involved in the acutual preparedness process of each chapter, but merely gather the facts l
as they actually were at the time of their visit.
It was important to i
know exactly what was at hand on a hour-to hour basis in case a official f
evacution would neccesarily be implemented. Overall, the initial planning went well. One day of time was lost for three field representatives when the initial list of host counties was modified and the district changed.
This ment that three counties would need to be surveyed and three counties that f
had been worked on had produced somewhat superflous data.
This data, however, was kept on file as a resource to augment the supplies and manpower of those counties that remained in the host program.
The process continued and the type of data needed was refined on a day-to-day basis for about three days.
I As some of the field representatives completed their initial tasks in J
the field, they were assigned as statiscal support people to the Red Cross e
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Having been in the field, they were in a perfect position to gather further data by telephone, all of the chapters involved were now familiar with this system. They knew why and what the mass care team needed to support their community congregate mass care effort.
A master chart was devised for a11 edged visual posting and updating of all information.
This was a indicator of what areas remained weak or unreported. As the project progressed a Deputy Mass Care Officer and a Adoinistrative Assistant were appointed from the Mass Care Field Representative Team.
The Nursing Supervisor, Coordinator of Disaster Volunteers, Voluntary Agency Liaison and Supply Officer became an integral part of the mass care section since it was determined that the major function of the Red Cross in this disaster would be mass care.
It was recognized that family services But could possibly become necessary in the event of an actual evacuation.
l that function would be dealt with under standard operating procedures, establishing and assigning the family service unit.
Early in the operation it became very obvious that the key to the American Red Cross quick response was a prior written agreement between the American Red Cross and the State of Pennsylvania.
It was determined by ARC and PEMA.
Representatives that civil authorities would have the responsibilities of the evacuation includi y; the planning of the routes, the evacution itself,
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the establishment and maintenance of receiving centers, and the direction I
of the evacuees to the civil defense designated shelter areas.
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It would be the respoasibility of the American Red Cross to operate and i
maintain these facilities. The reception centers referred to are points within each county where evacuees would report for assignment I
to specific shelters.
This would provide more control over the activation of the various facilites.
PEMA also established warehouse areas in each county, one par county, to expedite the warehousing and distribution of supplies. These sites were immediately offered to American Red Cross to be a shared facility as well as the use of civil defense vehicles as available. This information was provided to the American Red Cross Supply Officer who had coordinated these activities with the PEMA Supply and Logistics Officer.
The data gathering process was made difficult and laborious by those units that did no have indepth community planning.
The entire project required a staff of 40 people working 7 long days to complete.
If this time and manpower figure is reduced to the every day capability and terms of a working Red Cross division, it is estimated that it would take 6 months to one year to complete this similar project in addition to the normal day-to-day division-chapter activities. This observation alone should be enough to convince areas, that have not begun to plan, that they should do so immediately.
In planning for the evacuation of an area in the environs of a nuclear industrial facility there is a element that does not appear in other disaster planning, it may be similar only to hurricane watch plans. The response to floods and tornados is obviously guided by the proximity of the community to the water or to the historical frequency of tornado activity in a given area and the potential for destruction.
While, there are many factors (eg. atomospheric conditions, degree of damage to the nuclear facility, etc.) there are a few things that should remain constant and can be planned for.
The very first step, as mentioned before, is the Red Cross Liaison, and written l
agreement with the State Civil Defense Agency. Next, that agency can provide a map or list of the counties that would generally be used as evacuation points from the anticipated hazard area surrounding the nuclear facility.
Once these host areas have been established then the planning process may continue. Gathering of data far more detailed then is usually accepted, is absolutely neccessary. Obviously it is not possible to maintain a list of names of people that would be assigned to operate specific shelters.
However, an adequate shelter management and support team should be maintained by the local chapter to support at least the major congregate care facilities that have been identified by the civil defense organization or the Red Cror,s in each community for the purpose of the aniticipated implementation of the evacuation plan due to an actual situation.
Red Cross Chapters were asked to provide names to fill the positions indicated on Attachments 1 through 7, which will be explained later. This would enable each chspter to assess its actual available manpower (Attachment C outlines counties that were designated as host areas, Section A, B, and C identifies the areas that would support the effected portions of the counties; the shaded areas within the 5-10-20 mile radii).
It was determined that coordination of the total mass care operation could not effectively be carried out from one headquarters location.
The Deputy Mass Care Officer was a local Pennsylvania resident, knowledgeable in the area. A person with this capability should be assigned as a deputy to the Mass Care Officer to assist in similar projects.
Based on the size and capabilities of the various chapters that would become involved, 7 coordination sites (Attachment D) were defined as outlined on Attachments 1 through 7, a basic Administrative Support Team would be assembled in each of these areas to support the communities and the operations headquarters.
Since the Red Cross Chapters, providing the actual mass care support within the communities would, themselves, not be effected, they would be able to function fairly well. However, logistical support, additional supplies and overall coordination would be provided through the seven administrative coordination sites.
It was recognized that throughout the l
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s entire 21. county area many of the Red Cross Shelter Managers and other i
mass care support persons from smaller chapters would need technical support and guidance in order to function in the nanor which they themselves recognized as being neccessary.
4 The National Field Office in Alexandria and National Headquarters solicited the names of qualified personal who would be available for assignment to these administrative coordination sites. The Deputy Mass Care Officer personally contacted each chapter that had been selected and explaine'd the basic concept and received their permission to establish these sites.
Each chapter was more than happy to support the National Mass Care Effort at this level. We received upmost cooperation from all chapters.
The chapters appreciated the fact that the attitude of the National Team was one of support to them and the other counties, and that we did not request their key personal to staff the coordination centers thus giving then maximum use of their key volunteers and career staff to function within their own operation.
The positions of Administrative Assistant would be solicited from the chapters.
It was also recognized that further manpower support to the snelters as well as the coordincation sites, would evolve from within the community and the congregate care community once the operation had been established. Under this assumption and recognizing the quantity of staff required to open the operation, the Mass Care Officer concentrated on a " bear bones" staffing pattern.
The premise being that it would be for better to have many shelters beginning to ftnction with minimum staff than to have only few shelters functioning with what is recognized as being optimum efficiency.
To complete tne administrative organizational plan a " safe site" was selected for the location of the overall job headquarters.
Elements considered l
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the distance to the evacuation area, acuation routes, accessability to out-of-town staff, public transportation, and communications.
It was also determined that the bulk of the records of the operation would be kept at a Red Cross facility close to the proposed Emergency Command Ce: der, that copies of specific parts of the disaster plan would rearin in the hands of selected key personnel expected to remain or be reassigned to the job, along with copies at National f
Headquarters and the National Field Office. Copies of the basic plan and concept were mailed to each of the coordination site host chapters and the three division headquarters involved.
By utilizing the division i
representatives each division headquarters was kept informed during the planning process and would be kept informed during the actual action.
l The support of the various division headquarters was another key factor in the effective preparation of this plan.
The planning process did reveal that division chapters could use more support in disaster planning, training and specifically shelter management training. As a result of D.R.-014 many of the chapters have requested, and at various stages implemented shelter operations planning and training, mass care orientation and training, and shelter management training. It must now be the responsibility of the chapters with division support to police the system, maintain the present state of preparedness and increase to optimum strength their ultimate congr6eate mass care support capabilities to this area.
In this regard, each chapter in addition to identifying sites and maintaining adequate manpower to staff those sites, should also, either, preposition at each site or maintain at the chapter facility sufficient forms, shelter identification material and reports to support the operation.
The Supply Officer assembled a l l
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list of neccessary items to basically support each center. IIad the plan been activated these materials would have been brought into the area.
It must be noted here, that the materini mentioned above must be at least in each chapter facility, if not within each mass care facility. The reason being that in time of a massive evacuation it will be very difficult to move supplies to the area as well as within the area. As in planning for community support during snowstorms, each community should be able to be self-sufficient for at least 48 hours5.555556e-4 days <br />0.0133 hours <br />7.936508e-5 weeks <br />1.8264e-5 months <br /> in regard to miscellaneous items.
The Supply Officer must concentrate his efforts on the major items such as cots, blankets and food.
Recognizing that the majority of shelter 1
I operation staff at this point would not be extremely knowledgeable in Red Cross Mass Care procedures, it was determined that the very basic reports and forms be provided, so as not to confuse inexperienced shelter staff.
Shelter registration forms, nursing forms, and shelter managers i
daily reports were among the basic supplies considered. Other reports and forms would be in stock at the coordination support centers for distribution and pertinent instructions available as the operation progressed. Among the shelter identification materials, it was determined that the poster showing that Red Cross service is being provided in
" cooperation with whomever" would be necessary.
In addition pressure sensitive patches with the space to indicate the individual name and organization working in cooperation with the Red Cross was also desireable.
Volunteer registration forms were also recognized as being neccessary since many of tre shelter occupants would be anticipated participants in the operation of the mass care program.
Since this would be a total Red Cross-community effort, it was recognized that to alude to the fact that this was a total Red Cross operation would be devestating to the organization, l
l unfair to the community and more ineffective than effective.
The majority of l
the facilities, supplies and personnel committed to assist with this project would not necessarily be all Red Cross.
They all were more than happy to cooperate and work with Red Cross, but to strip them of their personal community and organizational identity would be very unwise.
This situation would very probably prevail in any community having to plan a similar exercise.
The final compilation of data was accomplished through the sharing of information and shelter sites gathered by Red Cross representatives with the information gathered by the local civil defense representatives and presented to PEMA. This information was shared on a daily basis and finally audited by the Red Cross Field Statistical Team. The facts can then be reduced futher to a " recap" sheet which woeld indicate the total on-hand capabilities of the entire community (Attachments b snd F).
Information maintained in this fashion provided an immediate inventory of facilities, capabilities, supplies and manpower, that would have to function within the initial 24 to 48 hour5.555556e-4 days <br />0.0133 hours <br />7.936508e-5 weeks <br />1.8264e-5 months <br /> period following an actual evacuation order by the governor of the state.
Independent of the adninistrative sites, the supply officer located four staging areas to support Red Cross supply needs to the communities.
These supply staging areas would be in conjunction with, the civil defense supply centers in the counties that were selected.
If it would be determined that Red Cross supplies would be prepositioned in aniticipation of further problems these warehouses would not necessarily be at, but could be near the CD supply staging areas.
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As indicated in the recap sheets, some of the shelters were determined l
as being able to provide sleeping and eating facilities, others were l
l determined only to be useable as sleeping facilities.
These figures 1
would indicate to the supply officer the tentative quantities of supplies needed to support the " catered feeding".
These might include additional paper products, food handling containers, the need for additional mini transportation and so forth. The Pennsylvania State Department of Environmental Resources (DER) checked each facility determined by Red Cross and PEMA as being possible as a congregate care mass shelter facility. The recap sheet indicates the following data.
DER approved, meaning the facility was approved for sleeping and feeding, or sleeping only.
If the shelter was disapproved, it was so indicated within the master folder kept on each county, and the figure was not counted in the total.
Shelters were basically categorized as being able to hold more than 100 people, or less than 100 people. Within the files set up for each J
county those shelters being able to accommodate more than 100 people were prioritized by number based on the capability of potential evacuees.
Those shelter facilitieg able to hold less than 100 people were maintained in the files only as contingency planning facilities.
The method of prioritized use as recommended by the American Red Cross EMCO and accepted by PE!!A, was as follows.
The largest facilities (mostly schools) in each town would be utilized first.
Hopefully, the occupancy would be controlled through the direction of evacuees from the PEMA reception centers in each county to the various shelters.
Communications would be estabitched between the shelters and the reception area to keep civil defense informed as to the population of these shelters.
Specific methods of communication were not established.
Civil defense would also maintain a check list that would indicate when, according to preestablished figures, each shelter should be reaching its capacity.
When the larger facilites in each town were approaching capacity, evacuees would then be directed to the next town to begin utilizing the largest faci 11 ries l
there. As all of the large facilities in any one county would be filled, the secondary facilities, possibly those that would accommodate from one to three hundred persons, would be open. This would not only minimize waste, it would more efficiently utilize available staff and also keep the flow of traffic as smooth as possible by not overloading one town, but rather spreading out the population as much as possible.
Smaller facilities, housing less than 100 individuals, would not be used until all of the other facilities throughout the entire area were filled.
It was recognized that small shelters, neither officially designated or activated by government or Red Cross, would be opsned by the various segments of the community. This would also include private homes that would receive This inevitability was recognized by Red Cross and PEMA. and some evacuees.
precipitated in memorandum from the Director of D.R.014 to the head of the Pennsylvania Emergency Management Agency (Attachment G,'.
Note the reference to the existing state of Pennsylvania - American Red Cross statement of understanding. To reiterate, this again supports the need for preplanned written agreements with the Red Cross at the state (and local) level. A Attachment H is a typical example of the need for such agreements, under-standing. Red Cross policy, and close liaison in planning and operations.
In addition to the attached forms and maps, an individual set of county maps could be marked indicating the specific locations of proposed major shelters, the Red Cross headquarters, or subheadquarters, the Red Cross and/or civil defense supply area, the civil defense staging area etc.
A large 3-foot by 5-foot map in maintained by the Supply Of'icer indicating his supply areas in relationship to the logistics of and access to the affected area.
A large map indicating proposed evacuation sites is also available at the headquarters, as well as a large detailed state road map showing the relationship of the l
l various evacuation areas to the rest of the state and adjacent states.
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A table of organization (Attachment J) detailing the mass care function includes blank spaces for the names of coordination site staff that would be assigned at the time of an occurrence, is also available at the headquarters with copies in the hands of the key personnel.
General instructions to the volunteers and other mass care staff specifically indicated the attention to detail.
Such things as masking tape and marking crayons would be necessary to support the shelter identification program.
If the minor details were attended to, the major picture would naturally fall into place.
It is natural for all chapters, when asked "can you support x-number of shelters" to say, yes, we think we can do it. On this job we ask specifically by whom and how fast. That kind of detailed planning and work is very time consuming but the end results are excellent.
The Voluntary Agency Liaison was in contact with other agencies in the support area te enlist further manpower support for the program.
Coordinator of Disaster Volunteers was not only able to assist chapters in their planning process, but was able to provide volunteers to the headquarters to assist in the fact gathering and planning process.
It was also recognized by the l
Red Cross and PEMA that, though the reception areas would be the primary responsibility of the civil defense - PEMA organization, that the Red Cross must have a liaison persen there.
It was also recognized that minor refreshments, such as coffee and doughnuts should be available to the governmental and Red Cross support staff at these centers.
In that regard, the Coordinator of Disaster Volunteers office contacted each chapter to determine if they would be able to provide at least one person and possibly provide minor refreshments at each site and all said "yes".
The need for the liaison from the local community is t-ramount to that part of the operation.
If the local chapter would be unable to provide the refreshments, the Voluntary Agency Liaison would then inform other organizations of this need and help them in positioning varicus mobile units at the coordination centers.
The problem of the possible need for mobile feeding for evacuees spending possible long hours in traffic jams was discussed but not addressed.
It seems an astute observation that it would be nearly impossible to have much mobile feeding since the evacuation routes would be one-way with possibly one lane kept open for emergency traffic. This is a subject that was not explored with PEMA but should be addressed in the near future.
To assist the mass care supply operation, it was suggested that some voluntary agencies be contacted as to the availability of volunteers with small trucks or mini vans to assist in transporting supplies, primarily prepared food within a given area. The Mennonite Disaster Service being strong in portions of the proposed host area were approached, i
and I expected a reply in the near future. Many small vehicles handling small task will be far more ef ficient, then a large truck having to make many stops on a route, especially with warm meals.
A more detailed report of the activities of the Coordinator of Disaster Volunteers and Voluntary Agency Liaison, will b2 included in their report to the job director, as will the report from Disaster Health Services.
All personnel assigned to the job were competent and cooperative. They all did a very good job, directly proportionate to their level of experience.
Special mention must be made for the efforts of the Deputy Emergency Mass Care Officer, who assisted greatly in developing the tools suggested by the Emergency Mass Care Officer for gathering, maintaining, and retreiving the volumes of data that were required. The other support units were also very effective, cooperative and efficient.
Continued planning, and refinement of the specific plan for the greater flarrisburg area, should be continued through the efforts of each I
division headquarters with their respective chapters and PEMA.
The program should be completed and refined by the Fall of 1979, and reviewed and updated annually thereafter.
Many of the same planning principles 1
can be applied for the planning for natural disaster response, as well as evacuations to known fixed hazard areas, such as chemical plants.
If each community has a mini response plan to deal with minor evacuations due to transportation accidents involving hazardous chemicals, these plans could be integrated into a master plan similar to the one thus outlined.
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RESPONSE 19 INDUSTERIAL NUCLEAR EMERGENCY IN THE GREATER HARRISBURG, PA AREA I ALERT:
A.
Civil authorities contact the Red Cross State Liason or alternate and advise the need for possible evacuation of the area.
Red Cross State Liason informs Division H.Q. (Mid-Atlantic, Baltimore)
B.
EFD Alexandria, and DCPA Region 2.
EFU Alexandria contacts all Division H.Q. involved and alerts admini-C.
strative team and other National Support Staff.
(see Att. A) Ce#1 Af N.4.
D.
Division H.Q. alert coordination site capters.
(Att. O l-7) f8a# M *N Coordination site capters contact Chapters within their respective E.
areas as defined in Att. D l-7. Att. C.'s j
E-1 Chapters alert volunteers and shelter resource and coordinate with local Civil Defense /PEMA rep..
Coordination site. Chapters report state of rediness to respective F.
Division H.Q..
G.
Division H.Q. advises EFb Alexandria.
EFU Alexandria / State Liason establish " Safe. Site" for Red Cross EOC.
H.
II AC1IVATION:
A.
Civil authorities contact State Liason.
B.
State Liason advises Red Cross job Head Quarters (ARC-EOC).
C.
ARC-EOC contacts administrative sites (Att. E l-7)
D.
Administrative sites contact Chapters (Att. bi)
Host County Chapters activate shelter plan in coordination with local E.
Civil Defense /PEMA Direction.
E-1 c apters send local liason (and light refreshments where possible) to designated reception center areas. (Att. D 1-25) 944a. % 6 q.4, W
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III OPERATION Shelter managers coordinate thru Chapters and with Coordination sites.
A.
Chardination sites personnel provide support as indicated at bottom of B.
Att D l-7.
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.ONNEL l l GOVT.LIAIS0N l l VOLAG l
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LABOR PUBLIC l
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ADMINISTRATIVE ASSISTANT l
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3 TRANSPORTATION SUPPLY COORDINATOR COORDINATOR I
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ORAN K. HENDERSON, DIRECTOR DATE: 4 APRIL 1979 PEMA FROM: DANIEL PREWITT, OPERATIONS DIRECTOR
SUBJECT:
IMPLEMENTATION OF ARC
-JOINT CD/ ARC AGREEMENT OF JAN. 25, 1978 THE FOLLOWING STATEllENT REFLECTS THE INTENTIONS OF THE AMERICAN RED CROSS VIS-AVIS IMPLEMENTING ITS ACTIVITIES PERSUANT TO' THE ABOVE AGREEMENT.
IN THE EVENT OF A GENERAL EVACUATION THE AMERICAN RED CROSS WILL DO ITS UTMOST TO MANAGE THE GOVERNMENTALLY DESIGNATED MASS CARE SHELTERS IN ALL " HOST" COUNTIES WITHIN THE COMMONWEALTH.
SERVICES THAT CAN BE EXPECTED INCLUDE SHELTER MANAGERS, COORDINATION OR PROVISION OF NURSING / HEALTH SERVICES, COORDINATION / PROVISION OF FOOD SERVICES AND OTH.ER SUPPORT SERVICES. IHIS STATEMENT PARALLELS PLANS DRAWN UP AND COORDINATED WITH STATE / COUNTY CIVIL DEFENSE ELEMENTS.
AT STAGING OR RECEPTION AREAS THE AMERICAN RED CROSS WILL PROVIDE REQUESTED SERVICES, ON A CASE BY CASE, BASIS, WHEN ADDITIONAL RESOURCES ARE AVAILABLE.
DIRECTOR, DR 014 PA NUCLEAR ACCIDEN'T
=
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PENNS?ttANIA NUCLEAR Dl8tECTOR OPE RAT IC
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FIELD DEPUTY EMCO ADMINISTRATIVE AS$1STANT FIELD REPRESENTATIVE, DEPUTY SUPPLY OFFICE'R VOLUNTEER COORDINATOR NURSE ADVISOR I
I
- 5 - HANOVER
- 6 - JOHNST04 COORDINATION SITE FIELD DEPUTY EMCO ADMINISTRATIVE ASSISTANT FIELD REPRESENTATIVE DEPUTY SUPPLY OFFICER VOLUNTEER C00R0lmATOR seufLSE ADWISCR
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OUICOING /
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[f4 Radio Other ACTIOIf 120 TO: (Complete name, official position and agency):
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, (Obtain the complete identification of the caller):
FROM:
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Job Head Quarters informs coordination sites location and contact t$o C.
ARC Supply Depot responsible to service area.
Coordination sita establishes contact with ARC Supply Officer designated D.
and establishes liason contact with County Civil Defense /PEMA supply area (Att. E l-3) c@ A 1 M 4 Shelters / Chapters consnunicate with designated coordination site E.
(Att. D l-7) unless circumstances dictate direct contact with job EOC.
IV PROCEDURE REFERENCES NCYT ATTACHED State of Pennsylvania /American Red Cross Statement of Understanding.
A.
B.
ARC Policy and procedure series 3000.
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4/10/79
LL -f f
ADDRESS COUNTY CHAPTER 8
Bedferd
'Bedford County Chapter 137'E. Pittsburgh Street 3
9N-b33-j4Ib Anderson House Bedford, PA 15522 l
Berka -
Berks County Chapter 701 Centre Avenue 2./5'-375 */383 Reading, PA-19601 23rd & Chestnut 3treets Rucka Southeastern PA Chapter
- 2. / S-2 9 7. M O O O Philadelphia, P7 19103 I
t'ambria -
r'amhria-Somerset Chapter 307 Vine Street
.l 9/ t/- 63(,-772 S Johns' town, PA 15901 t
l 121 2:. Beaver Avenue._
Centro -
. State Coll,ege Chapter
~ 9 /y 2. 3 7-3/62.
State College, PA 16801' i
236 W.. Lamb Street C;ntro Bellefonte Chapter Bellefonte,,PA 16823 - --
$/ V-3 5"f-2.92 8/
s C;ntro Moshannon Chapter
~ City Hall 6 / V-342- 077f Presquisle Street Philipsburg, PA 16866 Chrster Southeastern PA Chapter 23rd and Chestnut Streets 2./6-199 8/000 Philadelphia, PA 19103 I
l Clinton Eastern Clinton County P.O. Box 687
~
7/ 7-78/ F-3Io2.9 206 E. water Street Lock Haven, PA 17745-c adj F1 Clinton Renovo' Chapter Star Route 1 7/7-92.3-175'o Renovo, PA - 17764 I=-5?
7/7-923-/380 Columbia Bloomsburg Chapter 1 East Main Street
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l 7/ 7-7 y</- / 395 Bloomsburg,' PA 17815
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l fr-l Columbia Greater Berwick Chapter CitylHall l
7/7 75.2-7221 344 Market Street Berwick, PA-18603 g
p:
Cumberland Cumberland County Chapter 140 W. Pomfret Street Ki-7/ 7-2 a-t 3-52.i/
Carlisle, PA 17013 62 b'da
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Dauphin Harrisburg Area Chapter 230 State Street 7/7.234 3/o/
narrisburg, PA 17101 e
Dauphin Middletown Chapter Community Building 7 / 7-9 '/e/- 5 92/
Catherine s Emaus Streets P.O. Box 415 Middletown, PA 17057 Delcwnre Southeastern PA Chapter 23rd and Chestnut Streets 2.1 S-19 7 4/OdC)
Philadelphia,.PA 19103
l
..__.. _. _. -. =. - - - - - -
ADDRESS CHAPTER county
.'930 Avenue'of the States oelcwcre
, Chester-Wallingford Chapter'-
':7. Chester,*PA 19013 2/ 5',,9 7% j e/pf'
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. Profeusional Arts Building - - ;
Franklin "/..
Franklin County-Chapter -.
4 Pencraft Avenue!
I.
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., 7 h
- 7/7 - 2. 6;'/- f 2/ '/.
Chambersburg, PA-17201 /
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Frcnklin Waynesboro chapter Waynesbo'roi PA 1726,8 ~
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Scranton Chapter Scranton,' PA 18510,#vf
! Lackswanna.. ;
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- Lebanon County-Chaptert ; 7 17042....-
Lebanon 7/ 7-27'3-2 G 7/.
(Lebanon,.2A
- 156 S.
- Franklin Street-Luzerne. -
Wyoming Vall'ey ' Chapter --..
'Wilkes-narre, PA ~18701 7/7 223-7/6/
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c Hazleton, Chapter: r/r 4 2:f.
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'. Hazleton f..PA 18201 Luzerne
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t/C O O Philadelphia, PA.19103 Montgomery
'Danville Area Chapter
- 410 W'.-Mahoning' Street' nanville, PA 17821 Montr.ur 7 / 7-2.75'- / e/4//
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65 King Street Northumberland N6rthumberland Chapter 7/ 7 '/73-32.//
Northumberland, PA. 17857 26-32 W.. Independence Street Northumberland Shamokin-Ht. Carmel Chapter.
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.Shamokin, PA 17872 1
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Sunbury,':PA '17801 42 Broadway Nortbumberland
' Milton Chapter Milton, PA' 17847
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i COUNTY CHAPTER ADDRESS Schuylkill Southern Schuylkill Chapter 118 E. Norwegian St.
' 7/ 7-6 2 2.- Ss So Pottsville, PA,17901 Schuylkill Northern 'Schuylkill Chapter-8 W. Center Street 7/7-N6a-o2 79 Shenandoah PA 17976
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Union County Chapter County Court House 7/7-TRY-90W #8 I,ewisburg, PA 17837 SA'/- St/VS~
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724 S. George Street York Coung'/5.27 S/
.- Ycrk 7/7-r York,.PA 17403 York Hanover Chapter 450 Carlisle Street 7/7- & 3 7-3769 ON Hanover, PA 17331 b 32-l-t '/A Somercet. -
Cambria-Somerset Chapter
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Johnstown, PA.15901-
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' l !26 N. Washington Sbeet. - A Adams County. Chapter Adams
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cGettysburg / PA.17325.
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23rd and Chestnut Streets Philcdelphia Southeastern PA Chapter 2/S 2.99 9000 Philadelphia, PA ~19103 Cecil Cecil County Chapter Holly Hall n x 92 301-399-22/7o Elkton, Maryland 21921 (301-398-2470) y 1
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