Ladies and gentlemen, we bring to your attention limited information that suggests certain animals, when subjected to the perils of whole-body irradiation, may succumb to the affliction of bacteremia. However, we must emphasize that the salvage of these unfortunate creatures for human consumption has not been deemed advisable, even though proper cooking procedures would likely render the meat safe and wholesome. It is essential to note that prevailing meat inspection regulations strictly prohibit the utilization of meat derived from animals exhibiting elevated temperatures, as is characteristic of those subjected to lethal radiation exposures. We urge you to exercise caution and adhere to these guidelines to ensure the well-being and safety of all.

🌟 Unveiling the Fallout Challenge: Securing Our Food Supply Post-Nuclear Disasters! 🌟

Hey there, fellow Lemmies! 🐭 Ever pondered the aftermath of a nuclear disaster on our food production? It's a realm where research is scarce, and knowledge is a precious commodity. 🧪🌾 As we delve into this uncharted territory, let's explore the potential contamination of food supplies and its impact on our ability to produce enough food.

The severity of contamination caused by radioactive fallout on our food supplies is now something we can estimate, shedding light on potential risks. But here's the kicker: we're lacking comprehensive data on how this contamination affects our food chain. How do these fission products move in soils? How do they get absorbed by our crops? 🌱🌍

While we have some knowledge about radiation effects on seeds, plants, and animals, we're still in the dark about the direct effects of radioactive fallout on our food crops and livestock. 😮 These hazards were barely discussed in past references like "The Effects of Nuclear Weapons" (Glasstone, 1962). Without adequate information, we're left with a multitude of possibly misleading damage estimates.

Our agricultural defense boards need robust research to guide our farmers effectively. We need to arm them with the right strategies to minimize damage and restore productivity in the face of fallout hazards. 🛡️💪

This report aims to open the floodgates of discussion, touching on the crucial role of food, examining radiation effects on our major food sources, and emphasizing the research required to fully grasp the vulnerability of our food production in the wake of early post-attack radioactive fallout.

Let's get talking! Share your insights and thoughts below. 🗣️💬

History of Sheer DvDwqbmp Wt essary for organizins the indiviiusa sholters into effective operational units, is discussed 1.1 The Federal government has recognized the need to develop (make) plans which will insure the best possible use of the existing 1.5 The shelter manager functions as an shelter space. Good plans require a basi of extns o of local gov me5 t wMs the facts. The National Fallout Shelter Survey ter, supervising shelter operations until or- (NFSS) provided a comprehensive survey of ganized units of government can resume di. existing buildings in the United States to rection of the community recovery effortlocate those which could shelter 50 or more 1.6 The importance of leadership to survival people and provide a protection factor of 40 has been amply demonstrated by many studies (PF 40) or more. This information is used for and reports of human behavior under stress Community Shelter Planning (CSP); and is Studies of civilian populations and military regularly being updated. Other studies--Small units in wartime, studies of the effects of Shelter Survey (SSS), Home Fallout Protection naturai disasters, investigations of isolated Survey (HFPS)---are being made to locate and confined military units, all lend support buildings with good protection which provide to the conviction that leadership contributes shelter for less than 50 people. significantly to the ability of groups to with1.2 The information provided by these pro- stand stressful physical and social pressure. grams has been and will be used to develop Experimental studies of groups confined in community shelter plans for all areas of the shelters for extended periods of up to two United States. The community shelter plan weeks also clearly indicate that competent gives people information on "where shelters leadership is a necessary ingredient for the ar" and "where people should go." Shelter successful achievement of group goals. management is responsible for developing the 1.7 There is reason to believe that should plans for distribution of the population within war come, the shelter manager will represent, the building or other shelters, and insuring as did previous leaders in previous disasters, their survival during the shelter stay. the key to survival for an important segment of the population. mposnce VF Shetebr Managew 1.8 In the event of thermonuclear war, the Thqt 2l. of Tin ShgkolrMano responsibility for the safety and well-being of our protected population will rest, in large 1.8 The Mission of the Sheater MXwaer. The measure, upon those citizens who bear the mission of the shelter manager is to return title "shelter manager." It is their vital task as many shelterees as possible to the postatto provide leadership in the shelter. Without tack world, physically and psychologically such leadership the goals of physical survival capable of assuming their roles in the r.covand mental well-being of our population will ery and reconstruction of the society. Physical be difficult to achieve, survival of shelterees is only one part of the 1.4 The effective use of these shelters re- shelter manager's goal. In addition to bodily quires that a system of local direction and survival, rebuilding the society requir control be developed. This system, which in- strength, will, and knowledge. To the extent cludes an Emergency Operating Center (EOC) that these factors can be provided to the proand intermediate levels of control where nec- tected population by the leaders of a shelter, they become an essential part of the mission to the shelter situation, in that military of the s,elter umager. leaders have traditionally faced many of the 1.9 Civilian vs. Militax Lado-hi~ p in W problems described above. HOWEVER, the Sheiter. Many people have peacetime super- shelter manager is not a military figure comvisory experience that could be put to very manding a military unit. Hi3 mission is to vaNIMue use in shelter sumagamnt in the insure the survival of the population in his event of £ disaster. IL. fact, the basic recrm- shelter, while maintaining to the utmost poesmedton for selecting shelter managers is sible extent the values and standards of our to seek persons with civilian suprvisory democratic society. Although a manager may pertence. However, there are several essential frequently have the legal status of a repre. di•ferecem between civilian leadership and the sentative of local government during a nuclear reqirements for successful shelter manage- emergency, he has few of the normal sources ment that make it unrealistic to equate the of governmental power at his disposal in the two astomwtically. Some of the important shelter. His leadership depends upon at least dilerences are: the tacit consent of the shelterees. This means

1. The aeove of leadership responsib'ility. that for practical as well as ideological reaNormally, in peacetime, a supervisor has sons, his authoritative leadership should not responsibility for only extend beyond those in-shelter situations in- subordinateys sutbordinate's beonv-oertain behavior, and that aspects for of only a volving wicreieunesoedoden. the safety and well being of the group certain hours of the day. In a shelter, ie which require unquestioned obedience. distinction between public life and privite 1.12 Effective shelter leadership results from life is virtually nonexistent. The shelter a combination of elements of both civilian and mhnager must be prepared to deal with military leadership. The mark of the trained every aspect of the lives of all shelterees shelter manager id the ability to recognize o-i a 24-hour basis. and implement the appropriate leadership
2. Requirementa for decision mamg. style. Under the wartime conditions in which she!- 1.13 Responsibilities of the Shelter Manager. term will be occupied, rapid and decisive The responsibilities of a shelter manager are action on the part of the shelter manager complex, difficult, and in some ways without is a requirement for group survival. Under precedent in our society. Some if the prob- such circumstances, a number of demo- lcms that a shelter mna-ger will likely face cratic procedureu, in which the population may never have been experienced before. Other Voich its parsheltences, and a number of o peiceitsebre pr rtic anianumberif oeures, problems, while not unique in themselves, may peacetime bureaucratic procedures, inwhc information downchans passes f coman, relatively hve slowly t up beby- and known. own. The ingalist following list o of shelere f shelter manager manager downresponsibilities should convey some idea of the passed. The shelter manager must be prepared to act as an authoritative leader, complexity of the job. It should be noted that making and implementing decisions rapidly. Many of the shelter operations and activities described among the responsibilities will not meat 1.10 Other factors that make shelter manage- be carried out directly by the shelter man- different from normal day-to-day management are: (1) emotional reactions to ager. but, rather, by members of the manageattack and confinement on the part of shel- ment staff or by the ahelterees themselves. terese, (2) the absence of normal sanctions However, the shelter manager retains the ulti. (the power to reward or punish) in the ahel- mate responsibility for all the plans that are ter situation, and (3) the fact that many made in-shelter, all the decisions that are strangers may be present in a public shelter reached and implemented, and all the operawho are unfamiliar with the management tions that are carried out, regardless of who structure of the organization. actually does the work. 1.11 On this basis, it would seem that a mili- 1.14 It is the shelter manager's responsibility tary type of leadership would be more suitable to: 2
3. See to it that the shelter is filled in a figuration of the shelter and the needs of the rapid and orderly fashion. sheiterees.
4. Insure that those protective actions 1.17 Principles of Sketer Leadership. Among against the effects of nuclear weapons, the cardinal principles of leadership of a comwhich are within the capability of the abel- munity fallout shelter are le following: ter, are taken. 1. Amssme command rapidfit. People
5. Develop and implement plans for the will take shelter with little information as to satWaction of basic human needs--a livable what to do and what is expected of them. atmospheric environment, water, food, sleep, It is up to the manager to provide this sanitation, and medical care-within the information and, in so doing, to establish limits imposed by shelter resources and con- himself as their leader. The longer the apditions. pointed manager delays in this, the greater
6. Establish a shelter organization and a the chance that an "emergent leadef' will shelter schedule within which to carry out take over, with potentially damaging conall shelter activities. sequences.
7. Maintain order and uphold the social 2. Demonatrate authority. It is by his standards of our society. action and not merely by symbols that the
8. Develop and implement plans for in- manager will demonstraee his authority and shelter training of the population that will capability. During the initial stages of the enhance their survival capabilities during shelter stay, the manger should stress the and alter the shelter stay. readily visible, personal leadership aspect of
9. See to it that the morale and motiva- h p &t the expense of some of his tion of the shelterees are as high as possible administrative duties. under shelter conditions by developing and 2. Delegate autkority. The manage implementing plans for religious, recrea- must maintain his capability to perceive, tional, andsocial activities, evaluate, and make decisions on the over8. Prepare plans for in-ahelter eraer. all shelter situation. Consequently, he can gency situations, and implement plans if not afford to be unduly burdened with every necessary. management detail, and should delegate au- thority tu chosen subordinates.
10. Prepare for both temporary and per- manent exit from the shelter. 4. Refrain from persoWal overinwolvement. In a similar fashion, the manager must avoid being identified with the problems of Princpips of Shefter Ledership @d Manl an individual or group of individuals ina mnt shelter. His concern should be for the wel1.15 For training purposes, it is useful to fare of the entire shelter population. Inassign the title "shelter leader and manager" tense interest by a leader in the problems to the person in command of a shelter. of selected individuals may be harmless or "Leader" in this context refers to someone even expected under normal conditions, but who has the personal qualities to exercise con- in a shelter it can have a negative effect on trol over the members of a group, and to moti- harmony and morale. vate them to achieve the common goals of the 5. Establish a priority of action. Even group. By "Manager" is meant someone who after successful delegation of the less imporcan organize and apply the resources of a tant tasks to subordinates, there will regroup towards the achievement of its goals, main a series of duties left to the man1.16 Both "leadership" and 'management" ager--some of greater importance than are essential functions in the over-all direc- others. Oftentimes, situations may make tion and control of a shelter. The extent to simultaneous action mandatory, or two probwhich a shelter commander should act as a lems will arise whose solutions ar in condirect leader or as a "behind-the-scenes" ad- flict with one another. A list of manage iministrator depends upon the size and con- priorities is an important requirement. A 3 chfklist should be pmpared to which the 1. Begin otvanzation rapdiy. Unless manae can refer, especially during the shelter teams are preselected and are avallfirst few days of the sh"ter stay. able, the manager should begin the neces6. ProviWe an ewtnpi for ahelteree be- sary shelter operations with a temporary eavior. After establishing himself as the staff that can do the job. It is not necessary leader in the e"es of the shelterees, he will be that he pick the best possible person for looked to for cuem on proper behavior, each poeition--speed is essential in forming Many adjustments will have to be ma& in such teams as Security, Communication, Ior-established habita and custonu and the S&nitation, Medical, Radef, and a team to Manager should be a model for appropriate operate vital equipment. Replacements by r behavior. Also, the knowledge that better-trained people can be made later, the leader, himself, is conforming to the after the shelter has passed the initial new and strange regulations tends to make stages of operation. the adjustment more acceptable to all 2. Make a preliminary estimate of the e .situation. As soon as possible after entry,
11. Rmognize the changing needs of the stock should be taken of both the human thelter popudaion. The condition of the shel- and material resources of the shelter. A ter and its occupants will be quite different realistic plan for in-shelter survival cannot after a week than it was the first few hours be developed without information about the after entry. It is crucial that the manager condition of the shelter, its population, and be swae of the changing needs of shelterees the external environment. and adapt his leadership style to meet these 3. Derelop a shelter schedule. A goal to needs. See Shelter Phases on the following strive for is the early introduction of a Pam shelter operations and activities schedule.
12. Keep people informed. One of the This serves to establish a rhythm and a most important, continuing responsibilities pattern to the shelter life, which will be of the shelter manager is to provide shel- a positive factor in the adjustment of shelteres with as much news about the shel- terees. The manager, however, should be ter and the outside world as possible, on a aware of the probability that the schedule regularly scheduled basis. In the absence may not function smoothly the first day or of information from management, shelter- two, due to the initial disaster reactions am will manufacture and transmit their by the shelterees. As a result, some activiown news, in the form of rumors. If left ties that are not essential to survival should tmenhallenged, rumors can negatively affect be kept from the schedule until shelterees relationships between shelterees, the efilcient indicate a readiness to accept them. Formal operation of the shelter, and the authority recreation is an example of such an activity. of Management. 4. Keep shleltereea occupied. A goal of
13. Recognize the importance of motiva- shelter management is to provide as many tion. As almost a summary of leadership shelterees as possible with an assigned task principles, it can be stated that the history of to perform during the confinement period. human behavior under stress has shown Keeping people occupied at useful tasks is motivation to be a key to the survival of recognized as one of the most effective groups under advers- conditions. The man- mears for maintaining shelteree morale. ager, by orientation and training, and by The exception to the principle of maximum the personal example he sets, must gener- assignment is in tasks that require trained ate and maintain in the shelter population personnel, such as medical or equipment rea desire to survive and rebuild, pair tasks. Even here, however, untrained 1.18 Pinciples of Shelter Management. Some persons can be recruited to aid the trained of the principles of shelter management that staff members. an relevant to a wide variety of shelter syx- 5. Recognize the need for corinpomioes tams are: in management decision making. It wil1 be 4 impossilbe to satisfy everyone in the she]- 1.22 Because shelterees may be anxious and ter. Some people will feel hot at the sme fearful concerning the attack, the raan r time that others feel cool; some people will should stress the protective capabilities of the be thirsty and others not; tasks teams may shelter and the availability of supplies. Res&- be competing for valuable shelter resources suring the population in the face of unknown such as illumination and ventilation. The dangers will require great leadership skill and manager will constantly be faced with prob- continual communications between the mnalems requiring £4 tradeooffs" (compromises) ager or staff members and the abelteress. between competing or conflicting require- "Keep talkdng! Keep reassuring!" is a crdiments or expectations. Whenever possible. nal leadership principle in the retry phase. the reasons for selecting one course of ac- 1.28 Should the manager arrive after the tion over other alternatives should be ex- bulk of the shelterees, he may be faced with plsaned to the shelterees concrned. the presence of an e'nergent leadbt who has already taken over. Under such circumstances, Shefter Phases rather than alienate what leadership has 1.19 The evidence is clear from experimental emer in his absence, the assigied man- studies and historical inztawes of long-term ager inoteranaiolsrutethte should incorporate this person or persons- in to the organizational structure that he es- confinement that a shelter stay can be divided tablishes. into three phases, each with its management implication& However, the strict definition of 1.24 Initi Orieatio and 0"nization. -oaeh phase, its duration, and its impact upon The initial orientation and organization will le.alersip and the shelter population depends consume the next few hour% after shelter entry. upon knowledge of a particular shelter, its re- This perod is characterized by two major sources, its occupants, and its leadership. msnsgement tasks: Consequently, the following descriptions of (1) preliminary orientation of the lheltereei, shelter phases-entry, routine and emer- and gence-and their implic.'tions for management (2) initial organization of the shelter. should be regarded as generalized guidelines Most of the communication between manthat will fit a large number of shelter situa- agement and the shelterees in the entry phase tions, butnotall is of two kinds: (1) supportive, consistiig of 1.20 The Entry Phase. The e y phaeex reassurances to buoy shelteree spirits, and (2) directive, commands pertaining to where tends from the time that the shelter is opened to go and what to do. until the population has been received and routine operations have been initiated. The 1.25 As soon as it is feasible, one or more manager should arrive at the shelter prior to briefings (depending upon the size and conthe general population. He will then have time figuration of the shelter) should be held, durto evaluate the shelter readiness for occu- ing which the characteristica and requirepancy, inventory its resources, and prepare ments of shelter living are briefly spelled out himself for the assumption of command. Being to the entire population. The details of shelter there when the shelterees first start arriving living can be presented 2t a later time, perhaps through community group meetings. will also tend to strengthen his authority, and What should be communicated initially 'is an give him an immediate opportunity to demen outline of shelter requirements and a fne-ing trate his capability, for what an extended shelter stay will be like. 1.21 It is more likely that the manager will At the same time, communications to the shelarrive during the population movement to the terees should still retain the early reassurshelter. In either case, his initial responsi- antes, because many shelterees may still be bilities are to prepare the shelter for occu- anxious and fearful about their survival pancy, assume command and supervise filling chances. the shelter, and initiate prote.-tive actions and 1.26 Three things must be organized durir4 start-up procedures. the shelter stay: (1) people, (2) resources, 3 &Wd (3) activities and living patterns. To the 3. After radiation levels subside, reloextent that L ..helter has a preselected staff, cate them to a nearby shelter. a predvveloped operations plan, and a pre- 4. Send out an emergency team to pro- est-bished schedule of activities, it will have cure additional supplies for them. aceomplishWed vome of these objectives prior to 5. Rotate places with volunteers from "shelter occupancy. Otherwise, the following the marked shelter, to equalize exposure to ini" organizatAion steps must be taken. radiation.
14. Oaization of sheltrees into con- 1.29 if after having considered the above anvalty groups and selection of essential procedures, there still remain people outside tes ta6Am whose admittance will endanger the lives of
15. Organization of resources in the form those already in the shelter, the shelter should the of supply -alocation Inventories of wa~ter, and initial plans for be secured, and alternate solutions should be food, medicine, established for accommodating those seeking etc. admittance. This point may be reached whent &. Or• tizti of "tvities and !Muig the shelter is filled to its maximum capacity-- patterns in the form of a schedule for opera- considering all available supplies and space, or tion during the lAnt day, planning for the when uncontrolled movement to and from the "permanent" shelter schedule, and the de- shelter jeopardizes management control. Shelveropment of a set of shelter rules. ter Complex Headquarters or the Emergency 1.27 Seceinv the SheUer. Under certain Operating Center should be contacted for conditions, the manager may consider allowing guidance. persons into the shelter after its planned ca- 1.30 The exact procedures for closing the pacityhas been reached: shelter will depend on the type and number
16. When it is known that there are no of shelter entrances. In most shelters, normal other safe locations in the neighborhood room doors and/or improvised doors will be which persona can be expected to reach in used in securing the shelter. a reasonable amount of time. 1.31 A security team should be placed in
17. When the people who are seeking charge of the closing operations. Their duty entry to the shelter after its capacity is is to verbally direct shelterees who cannot reached are few in number. be accommodated in the shelter to other shelS. When the shelter possesses augmented ters or to other portions of the building which capabilities In regard to essential resources provide some protection. Because radiation which can be stretched to accommodate the levels near entranceways may be relatively post-capacity arrivals, high, personnel monitoring doors or entrances may have to be rotated. 4. When all indications are that a comparatively short shelter stay is expected. 1.32 Initial Operations. This stage is made 1.2• One immediate but temporar., solution up of the first day or two in shelter. It is which may be feasible in many situations is the period during which the shelter becomes to offer the late arrivals space in the build- fully organized, and shelterees begin to in- volve themselves in the range of activities that constitute daily shelter living. Such acradiation, but outside the manked shelter area. tivities as feeding, sick call, sleeping, and A more permanent solution could later be training are experienced for the first time as reached from among the following alterna- tann r xeine o h is iea tives: planned activities. It is an important period of adjustment for the shelter population. The
18. Provide people in less-protected areas procedures of shelter living are explained, of the building with essential supplies from dem'ostrated, practiced, and implemented. the aheltar. 1.33 Within this period, what may be re2. Bring them into the shelter if it c-&n ferred to as a new "definition of the situabe shown that they can be accommodated tion" should begin to occur for most shelwithout endangering the original shelterees. terees. For one thing, the overwhelming 6 initial concern with the disaster and with imme- 1.89 A significant part of training activities diate survival may, by this time, begin to during the routine phase should deal with shift to an orientation focusing upon survival preparation for post-shelter living. Th1 will of an extended shelter stay. Secondly, as shel- give individuals an acquaintanceship with surterem enter into the stage of organuied group viva! techniques. But, more than that, It will living, their fears about survival in the sh&W- lend support to a shift in shelter orientatim ter, and the strangenew and austerity of shel- towards the future. Bee in a future in ter life should lessen, barring emergency sit- which the individual can survive and society uationL can be rebuilt is one of the most important 1.84 During this time, the manager will hav lessons that shelterees can learn during tir to continue his strong personal leadership. temporarystay in-shelter. First, to serve as a teacher and a model of ap- 1,40 Emergence Phase. As the time for propriat. behavior. Secondly, some shelteress leaving the shelter draws near, the mood of may be fearful about their chances for sur- the shelterees may likely change. The change vival and about the fate of mi&sing relativegs will be due to two faetors: (1) an impaand friends, tience to leave the shelter, and (2) anxiety over what they will find when they exit, and 1.35 The R-utine Phone. This period ex- what will happen to them after they leave. tends throughout most of the shelter stay. Leadership should be oriented towards keepMost shelterees will have made an adjustment Ing individuals from leaving the shelter pro- to their environment during this time. The inididusfrmevngteslerpmaturely, and in allaying fears about the state authority of the manager and his staff should of the world outside. have 'taken hold" sufficiently so that the mawi ager no longer has to be continuously visible 1.41 Before leaving the shelter, every effort ot the population. He can spend more of his should be made to communicate with the time carrying out his administrative duties, local control center, primarily to ascertain the radiation levels at various distances from the 1.36 During the routine phase there may shelter. Full-time shelter egress should not be occur temporary dips in morale brought on the decision solely of the shelter manager, but by monotony and austerity. This mood of should be coordinated with the control ceeter. lethargy and lack of motivation is quite nat- 1.4 Prior to pernent emergence from the ural. When it occurs, the manager should pro- vide some variety in the shelter system (for shelter, it may often be possible to make brief example, permitting ntrips to the outside to replenish supplies, initiintroducing new activities, varying te shel- ate local recovery operations, etc. The temporary exit may also bring positive psycho- logical consequences, by providing first-hand 1.87 It is also posible that periods of height- reports of external conditions, as well as welened activity and agitated behavior may punc- come, albeit temporary, relief from an tuate the routine phase. News from the out- extended period of confinement. side world, or the unplanned emergence of an uninformed, action-oriented rival to the shel- 1.4e Padiation helte d Oc sawe even after radiation has descended to safe levels, ter manager, may trigger attempts to "do it may still be necessary or desirable to keep something besides just sit here." community fallout shelters open an temporary 1.88 The problem of an individual who wants centers where people can sleep and be fed to leave before it is safe to do so nay arise during the initial phases of recovery opersin shelter. The manager or a staff member tions. During this transition period, changes in should make perfectly clear to the individual the role of the shelter manager may be exthe physical consequences of a trip to the pected. Local authorities will asasne the outside and the impact his leaving may have responsibilities for maintenance of law and upon the shelter population. The person should order, mass feeding and shelter, and general be discouraged by all persuasive means from restoration of the community. In doing so, leaving, however, they may wish to work directly 7 through the shelter manager in use of shelter If communications are available, he will conf6cilities and the existing shelter organiza- tact Shelter Complex Headquarters (SCH) or tion. The manager and staff, therefore, may be the Emergency Operating Center (EOC) for asked to continue as administrators and man- instructions. agers of large groups of people even though 1.48 One example of a decision which a sheltheir primary leadership responsibilities have ter manager may face is the following. If a been generally fulfilled, shelter has water stored for 50 shelter spaces and the shelter contains 200 persons, the man- ShIr Emogend.5 ager may need to find additional water sources 1.44 A shelter emergency can be defined as: while radiation levels are still dangerous, esan event which seriously, and oftentimes pecially if temperatures are high. To decide rapidly, threatens the survival of the shelter when to send an emergency water supply population. While it is impossible to specify team, the manager will have to consider the exact nature of shelter emergencies, the the following factors: (1) how long can the major causes of such situations can be de- water supply be made to last, (2) how long scribed. These are: (1) structural damage to can people survive without water after it is the shelter as a result of weapon effects, (2) gone, (8) how close is a probable water source, fire in the shelter or in the surrounding area, and (4) how long (how many trips) will it (8) dangerously high radiation levels in-shel- take to get an adequate supply. These factors ter, (4) severely high temperatures, (5) im- must be weighed against the risk from outside balances in atmosphere components (ex- radiation levels: (1) how much exposure the tremely high carbon dioxide concentration or mission team has already received, and (2) presence of other noxious elements), and (6) how much more they or other teams should depletion of essential supplies, such as water. be allowed to receive. This information should 1.45 Any shelter emergency must be evalu- be transmitted to the next level of command ated In relation to external radiation levels, for operational instructions. leading to three types of command decisions: 1.49 Shelter Evacuation. Evacuation of the (1) to combat the emergency situation using shelter should be carried out as a last resort the resources of the shelter, (2) to augment under extreme conditions. Under conditions shelter resources by sending individuals or such as fire (particularly a mass fire), heavy small groups from the shelter on emergency structural damage, or highly inadequate venmissions, and (3) to relocate the population tilation, the shelter manager may have to and resources if the shelter becomes unin- evacuate a shelter for other shelter areas to habitable. The latter two decisions are dis- avoid fatalities among shelterees. cussed as follows. 1.50 If at all possible, either the Emergency 1.46 Emergency Missions. Although the rea- Operating Center should be contacted or a sons for emergency missions will vary in ur- reconnaissance mission should precede general gency and type., there are at least four cate- evacuation of the shelter. A team should be gories of emergency missions, which may sent out to locate alternative areas affording occur: (1) supply trips for such items as protection. water, medicine, and food; (2) service mis- 1.51 Except in the case of mass fire in which sions for activities such as decontamination, persons may have to flee from the entire surrepair, or recovery operations; (3) voluntary rounding area, the manager should attempt to trips, such as medical personnel responding find shelter areas in the following general to a shelter call for medical aid; and (4) priority: (1) parts of the building adjoining reconnaissance for availability of critically the shelter areas which may offer some protecneeded shelter space. tion against radiation, (2) other areas in the 1.47 The shelter manager will have to de- same building such as upper floors, (3) buildtermine the priority for each mission by eval- ings adjoining the shelter facility which uating the need for the trip versus the risk, provide protection in passage from one to which is primarily one of radiation exposure. another, (4) buildings adjoining the shelter which may require some passge through open the most rigid atmosphere and temperature =Areas, and (5) other buildings in the area. control procedures. Although the above solu1.52 If it is posisible to delay the evacuation tions may only be temporary, they might make of a shelter to the optimum time, the abel- the ultimate evacuation a safer operation. terees will receve considerably lower radia- 1.68 Because sheflter mwenle wM requitre tion exposure in the process of movement. For rapid evaluation and response from anaW example, if a shelter has been so badly dam- ment, it is Wgly desirable that a plan for aged that it no longer affords sufficient fallout shelter contingencies be developed prior to protection, it may be posible to find better- shelter occupancy or, at the very last. arly protected areas in which all shelterees can be in the confinement period. This plan should temporarily crowded (so long as ventilation contain the information vmsary to asses an does not become a critical problem), even if emergency situation, such as location of nearmost sholterees have to remain standing for eat shelters and nearest storm, the radiation what appears to be an unusually long period protection in other parts of the building, of time. Or, if ventilation in a shelter i3 ex- emergency exita, etc. The plan should also contremely inadequate, it may be possible to re- tain alternative solutions to likely she>