has already been discussed. As in the case of power, 

 water will be essential to emergency operations. Man- 

 agers should try to develop alternate emergency sources 

 of water, sources that will be protected from contami- 

 nation by radioactive fallout. If the plant has storage 

 tanks, they should always be kept filled. If wells are 

 available, plant managers should see that there is no 

 local contamination, since they will be an excellent 

 source of emergency water. 



Another requirement for post-attack operations prob- 

 ably will be emergency funds. Normal banking serv- 

 ices may be disrupted. Plant managers should ap- 

 praise the company's cash position together with the 

 location of its bank accounts. It may be advantageous 

 to maintain accounts or establish lines of credit at 



scattered locations, to insure the economic stability of 

 the company in the immediate post-attack period. 



All essential industries are urged by the Federal 

 Government to prepare for survival and continuity of 

 production and service. All banks are inspected regu- 

 larly for civil defense preparedness. The communi- 

 cations, power and fuel industries, among others, are 

 making commendable progress in achieving readiness 

 for national emergency. 



In matters of emergency resources and claimancy, 

 food companies should remember that USDA performs 

 a dual role. While it will be a resource agency, pass- 

 ing judgment on food claims, it will simultaneously 

 be a claimant agency for all resources necessary to 

 food and agriculture's emergency needs. 



DAMAGE ANALYSIS AND REPORTING 



In order to make the Nation's emergency food plan 

 effective, local, State and Federal governments will 

 have a vital need for all available post-attack informa- 

 tion on food stocks, raw materials and productive 

 capacity. The amount of food that survives and the 

 immediate production and processing capability of 

 food plants will form the basis for many critical de- 

 cisions concerning the processing and distribution of 

 food, and the priorities which are placed upon rehabili- 

 tation and restoration of the industry. 



As a part of his emergency plan, the plant manager 

 should already have established close communication 

 with local civil defense officials and with the USDA 

 County Defense Board. Immediately following an 

 attack, he should use these channels to report the dam- 

 age which his plant has suffered, his estimated produc- 

 tion capacity, his inventories of processed and 

 unprocessed food, and his requirements for continuing 

 or increasing production. He also should consider his 



plant's capability for production of commodities which 

 are not normally included in its production schedule. 



The information which individual plant managers 

 furnish to the USDA County Defense Boards, together 

 with similar information compiled from other plants in 

 the area, will be assessed at all governmental levels and 

 used in making the many decisions regarding food 

 production and distribution. It will help determine 

 which plants need to be rehabilitated most rapidly, and 

 form the basis for allotment of resources and raw 

 materials. 



In small plants, it is likely that thorough damage 

 analysis and report can be made very quickly, once the 

 fallout situation j>ennits personnel to leave shelter. In 

 the larger plants, the damage reporting technique will 

 require more advanced planning, and the planning and 

 operational responsibility should be assigned to a team 

 which is an integral part of the company's emergency 

 organization. 



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