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pdfFederal Emergency Management Agency – Logistics ManagementControl Number: 1660 – 0127
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Logistics Capability Assistance Tool
(LCAT)
State
Content Guide
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Federal Emergency Management Agency – Logistics Management
Table of Contents
1.0
INTRODUCTION .................................................................................................. 1
1.1
Purpose.................................................................................................................... 1
2.0
AUTHORITIES ...................................................................................................... 3
2.1
2.2
Federal Emergency Management Agency .............................................................. 3
Logistics Management Directorate ......................................................................... 3
3.0
LOGISTICS CAPABILITY ASSISTANCE TOOL BACKGROUND ................. 5
3.1
3.2
3.3
3.3.1
3.3.2
3.3.3
3.3.4
3.3.5
3.4
4.0
Logistics Capability Assistance Tool Concept ....................................................... 5
Logistics Capability Assistance Tool Objectives ................................................... 5
Logistics Capability Assistance Tool Structure ...................................................... 6
Logistics Planning................................................................................................... 6
Logistics Operations ............................................................................................... 7
Distribution Management ....................................................................................... 7
Organizational Functions ........................................................................................ 7
Property Management ............................................................................................. 8
Logistics Capability Assistance Tool Benefits ....................................................... 8
LOGISTICS CAPABILITY ASSISTANCE TOOL WORKSHOP ....................... 9
4.1
4.2
Workshop Conduct Suggestions ............................................................................. 9
Recommended Participants..................................................................................... 9
5.0
LOGISTICS CAPABILITY ASSISTANCE TOOL USER INSTRUCTION...... 11
5.1
5.1.1
5.1.2
5.1.3
5.1.4
5.1.5
5.2
5.2.1
5.3
5.4
5.5
Overview ............................................................................................................... 11
Features ................................................................................................................. 11
Interface ................................................................................................................ 11
Computer Requirements ....................................................................................... 11
Installing the Logistics Capability Assistance Tool.............................................. 11
Uninstalling the Logistics Capability Assistance Tool ......................................... 11
Logistics Capability Assistance Tool Operation................................................... 12
Accessing the Questionnaire ................................................................................. 12
Saving an Assessment ........................................................................................... 13
Opening an Existing Logistics Capability Assistance Tool File .......................... 13
Navigation ............................................................................................................. 14
5.5.1
5.5.2
5.5.3
5.5.4
6.0
Assessment Tab .................................................................................................... 16
Results Tab............................................................................................................ 25
Graphs Tab ............................................................................................................ 31
Participants Tab .................................................................................................... 36
LOGISTICS CAPABILITY ASSISTANCE TOOL QUESTIONNAIRE ........... 44
6.1
Logistics Planning Questions................................................................................ 44
1.1.1 (Q1) Has your state identified the most likely catastrophic disaster scenario
and its impacts? ..................................................................................................... 44
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Federal Emergency Management Agency – Logistics Management
1.1.2
1.1.3
1.1.4
1.1.5
1.1.6
1.1.7
1.1.8
1.1.9
1.1.10
1.1.11
1.1.12
1.1.13
1.1.14
1.1.15
1.1.16
1.1.17
1.2.1
1.2.2
1.3.1
1.3.2
1.3.3
1.3.4
1.3.5
1.3.6
1.3.7
(Q2) Does your state have a current formal logistics plan? .................................. 45
(Q3) How does the state use modeling and/or geographic information system
(GIS) analysis to determine logistics support requirements? ............................... 47
(Q4) Does your state logistics plan support an all-hazards EOP that addresses
the eight key scenarios described in National Response Framework (NRF)?
The eight key scenarios are explosive attack, nuclear attack, radiological
attack, biological attack, chemical attack, natural disaster, cyber attack and
pandemic influenza. .............................................................................................. 48
(Q5) How is (are) your state logistics plan(s) reviewed? ..................................... 48
(Q6) How does the state exercise your logistics support plan? ............................ 49
(Q7) How is your state logistics plan incorporated into the overall emergency
operations plan? Is the plan feasible? .................................................................. 50
(Q8) How does the state Emergency Operations Plan (EOP) meet
requirements outlined in Comprehensive Preparedness Guidance (CPG) 101?... 51
(Q9) How does your state capture logistics response requirements for a
catastrophic disaster? ............................................................................................ 52
(Q10) If your state has considered a catastrophic disaster scenario(s) and its
impact, what type of catastrophic scenario response planning is
accomplished? ....................................................................................................... 53
(Q11) How does your state prepare to provide commodities to affected
populations in all-hazard situations?..................................................................... 54
(Q12) How does the state determine the quantities and types of critical
commodities needed to support affected populations during the first 72 hours
of a likely or catastrophic scenario?...................................................................... 55
(Q13) How does the state logistics plan address donated goods management? ... 56
(Q14) How does the state logistics plan address the use of volunteers? .............. 57
(Q15) Have safety equipment and procedures been addressed in logistics
plans and operational activities? ........................................................................... 57
(Q16) What security provisions are made for distribution points? ....................... 58
(Q17) How are logistics requirements identified for evacuating local
residents and visitors and receiving evacuees from other jurisdictions or
states? .................................................................................................................... 59
(Q18) How are risks associated with logistics plans addressed? .......................... 60
(Q19) How does your state identify logistics contingency response resource
shortfalls? .............................................................................................................. 61
(Q20) What access to information on post-disaster damage to transportation
infrastructure does your state logistics team have?............................................... 61
(Q21) How are state staging areas addressed in plans? ........................................ 62
(Q22) How are operational requirements used to determine state staging area
locations? .............................................................................................................. 63
(Q23) How are staff and material requirements for state staging area
operations identified? ............................................................................................ 64
(Q24) To what extent have minimum buffer (safety) stock levels and restock
protocols been established for commodities at state and local staging areas? ...... 64
(Q25) How are PODs addressed in state's logistics plans? ................................... 65
(Q26) What is the state methodology for identifying POD locations? ................. 66
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Federal Emergency Management Agency – Logistics Management
1.3.8
1.3.9
(Q27) How has the state captured the POD concept of support in plans? ............ 68
(Q28) How has the state identified staff and material requirements for POD
operations? ............................................................................................................ 69
1.3.10 (Q29) How has the state worked with jurisdictions (county, local, tribal, etc.) to
identify or determine capabilities of other agencies or the private sector to support
food distribution? ..................................................................................... 69
1.3.11 (Q30) How extensive is transportation planning for commodities and assets
during an incident?................................................................................................ 70
1.3.12 (Q31) How do state plans address transporting materials through restricted
areas?..................................................................................................................... 71
1.4.1 (Q32) How does the state participate in the Emergency Management
Accreditation Program (EMAP)? ......................................................................... 72
1.4.2 (Q33) Have state logistics planners completed NIMS Incident Command
System (ICS) training?.......................................................................................... 73
1.4.3 (Q34) How does the state sponsor or provide staging area and/or POD
training? ................................................................................................................ 73
1.4.4 (Q35) How does the state plan for exercises?....................................................... 74
1.5.1 (Q36) What standard operating procedures (SOP) are in place for vetting
potential commodity and service providers in the state? ...................................... 75
1.5.2 (Q37) Do state logistics plans include public-private engagement?..................... 75
1.5.3 (Q38) How has the state identified potential providers for commodities,
trucking, and evacuee transport?........................................................................... 76
1.6.1 (Q39) How does the state disaster logistics organization minimize risk of
nonperformance by vendors and service providers?............................................. 77
1.6.2 (Q40) What standard operating procedures (SOP) are in place for ordering
and acquiring resources and services? .................................................................. 78
1.6.3 (Q41) How are state sourcing decisions tied to a critical resource
management plan? ................................................................................................ 79
1.6.4 (Q42) How are contracts and emergency purchase procedures linked to state
accounting practices and procedures?................................................................... 80
1.6.5 (Q43) If applicable, how does the state utilize General Services
Administration (GSA) sourcing and contracts with the private sector? ............... 81
1.7.1 (Q44) What is the state process for issuing requests for proposals (RFP) or
other offers for pre-incident contracts? ................................................................. 82
1.7.2 (Q45) How does the state balance its portfolio of vendor contracts, to include
local, regional, and national/enterprise level providers? ...................................... 83
1.8.1 (Q46) What process is used to make private sector liaisons easily accessible
to state logistics personnel? .................................................................................. 83
1.8.2 (Q47) How does the state use performance-based contracting (PBC) for
goods and services?............................................................................................... 84
1.8.3 (Q48) How are existing trucking contracts linked to a forecasted distribution
model and/or do the contracts have provisions for demand scalability
throughout the state? ............................................................................................. 85
1.8.4 (Q49) How are contracts evaluated in conjunction with periodic logistics
plans reviews? ....................................................................................................... 86
6.2
Logistics Operations Questions ............................................................................ 86
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Federal Emergency Management Agency – Logistics Management
2.1.1
(Q50) How are state requirements generated through an ad hoc or formal
process based on established and accepted planning factors? .............................. 86
2.1.2 (Q51) What is the state logistics situation reporting process? .............................. 88
2.1.3 (Q52) How are commodity requirements adjusted to reflect post-evacuation
population?............................................................................................................ 88
2.1.4 (Q53) How are the state's commodity requirements adjusted to reflect first
responder and base camp populations? ................................................................. 89
2.1.5 (Q54) How are estimated shelter support requirements included in the state's
overall commodity requirements?......................................................................... 90
2.1.6 (Q55) How are generator requirements determined by your state? ...................... 90
2.2.1 (Q56) What documented standard operating procedures does the state have
for state staging area operations? .......................................................................... 91
2.2.2 (Q57) What does your state have as documented standard operating
procedures for POD operations? ........................................................................... 92
2.2.3 (Q58) How does your state demobilize PODs? .................................................... 93
2.3.1 (Q59) How does the state pre-identify mission requirements?............................. 94
2.3.2 (Q60) What standard typing protocols does your state use to identify required
logistics resources by capability?.......................................................................... 95
2.3.3 (Q61) What documented in-state (municipality or county level) mutual aid
agreement request policies, procedures and information technology tools
does your state have? ............................................................................................ 96
2.3.4 (Q62) What documented interstate (state-to-state level) Emergency Management
Assistance Compact (EMAC) request policies, procedures, and information
technology tools does your state have? ............................................. 98
2.3.5 (Q63) What organization is defined as the state’s lead agency coordinator for
logistics? ............................................................................................................... 98
2.3.6 (Q64) What documented policies, procedures, and automation tools does
your state have for Action Request Form (ARF) submissions to FEMA? ........... 99
2.3.7 (Q65) How does your state train personnel to prepare and track ARFs? ........... 100
2.3.8 (Q66) What are the state’s resource management processes and procedures? ... 100
2.3.9 (Q67) How does the state document commodity or equipment orders?............. 101
2.3.10 (Q68) What automated information technology does your state use to
facilitate order status updates? ............................................................................ 101
2.3.11 (Q69) If the state does not use automated information technologies, (e.g.,
RFID or satellite), how is information management used to facilitate order
status updates? .................................................................................................... 102
2.4.1 (Q70) What is the process for ensuring that state logistics personnel have
access to the common operational picture (COP) so that they have
appropriate situational awareness? ..................................................................... 103
2.4.2 (Q71) How does the state integrate purchasing information into the logistics
common operating picture?................................................................................. 104
2.5.1 (Q72) How is purchasing training incorporated into the state disaster logistics
process? ............................................................................................................... 104
2.5.2 (Q73) How do lead time standards affect the state mission assignments
process? ............................................................................................................... 105
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Federal Emergency Management Agency – Logistics Management
2.5.3
2.5.4
2.6.1
2.6.2
2.6.3
2.6.4
2.6.5
2.6.6
6.3
(Q74) What first in, first out (FIFO) commodity sharing and visibility
structure does your state use with neighboring counties and states? .................. 106
(Q75) How does the state ensure that key state logistics personnel understand
the Federal procurement reimbursement program? ............................................ 106
(Q76) To what extent has the state determined transportation requirements
for commodity distribution? ............................................................................... 107
(Q77) To what extent has the state determined ground evacuation
transportation requirements?............................................................................... 108
(Q78) To what extent have logistics support requirements for the ground
evacuation mission been established?................................................................. 109
(Q79) To what extent has the air evacuation transportation requirements for
your state established been established? ............................................................. 110
(Q80) What logistics support requirements for the air evacuation mission has
your state identified? ........................................................................................... 110
(Q81) How does your state measure transportation utilization?......................... 111
Distribution Management Questions .................................................................. 112
3.1.1
3.1.2
3.1.3
3.1.4
3.2.1
3.2.2
3.2.3
3.2.4
3.2.5
3.2.6
3.2.7
3.2.8
3.3.1
3.3.2
6.4
(Q82) What order/commodity tracking system does your state have in place? . 112
(Q83) How does your state receive order status updates? .................................. 113
(Q84) How are orders closed out upon delivery in your state? .......................... 114
(Q85) What transportation scheduling system does the state use; push driven
(a fixed delivery schedule of a set quantity to a set location), pull driven
(demand), or a combination of both? .................................................................. 114
(Q86) How are multi-factor criteria used to select transportation providers
(carriers) in your state? ....................................................................................... 115
(Q87) What organization is defined as the state’s lead agency coordinator for
transportation?..................................................................................................... 115
(Q88) What function best describes the role of the transportation
coordinator? ........................................................................................................ 116
(Q89) How does the state establish contracts or agreements with
transportation providers, public or private? ........................................................ 117
(Q90) How do transportation carriers provide status/location updates?............. 117
(Q91) How does your state manage and assign loads to carriers?...................... 118
(Q92) How does your state gain in-transit visibility capability? ........................ 118
(Q93) How does the state determine when security escorts will be used to
protect critical loads? .......................................................................................... 119
(Q94) How are distribution location inbound and outbound shipment
schedules coordinated? ....................................................................................... 120
(Q95) How are inbound shipments to your state scheduled or managed to
control distribution flow into distribution points? .............................................. 120
Organizational Functions Questions ................................................................... 121
4.1.1
4.1.2
4.1.3
(Q96) How is disaster logistics aligned with disaster planning, response, and
recovery functions in your state? ........................................................................ 121
(Q97) What is the status of state disaster logistics personnel staffing? .............. 122
(Q98) Overall, how is disaster logistics positioned within your state's
emergency management organization? ............................................................... 122
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Federal Emergency Management Agency – Logistics Management
4.1.4
4.2.1
4.2.2
4.3.1
4.3.2
4.3.3
4.3.4
4.4.1
4.4.2
4.4.3
4.4.4
4.5.1
4.5.2
6.5
(Q99) What is the status of the state logistics system communications plan
and does it include horizontal and vertical reporting (state, local, and federal).
?........................................................................................................................... 123
(Q100) What roles and standard processes and procedures are established for
state logistics personnel?..................................................................................... 124
(Q101) How does your state logistics organization generate requirements for
staffing (roles and number of personnel)? .......................................................... 124
(Q102) What routine measures does your state have to assess the training
levels of logistics personnel to drive continuous improvement and education?. 125
(Q103) How does your state assess disaster logistics preparedness and
capabilities?......................................................................................................... 126
(Q104) How does your state capture logistics best practices and lessons
learned? ............................................................................................................... 126
(Q105) What institutional procedures does your state have in place to
incorporate lessons learned and shortfalls into logistics planning? .................... 127
(Q106) What ongoing logistics training and exercise plan does your state
have? ................................................................................................................... 128
(Q107) What standard methodology does your state have in place for
collecting and storing real world logistics data from past incidents and
exercises? ............................................................................................................ 128
(Q108) What types of disaster logistics exercises does your state conduct? ...... 129
(Q109) How has your state logistics organization adopted the guidelines and
principles communicated in the following documents?...................................... 130
(Q110) What is the level of disaster logistics technology automation used in
the state?.............................................................................................................. 131
(Q111) To what extent do state laws restrict pre-incident private vendor
contracts for commodities and/or logistics services, early commodity
acquisition, and warehousing? ............................................................................ 131
Property Management Questions ........................................................................ 132
5.1.1
5.1.2
5.2.1
5.3.1
5.3.2
5.3.3
5.3.4
(Q112) What is the state capability to warehouse and distribute commodities to
impacted populations using vendor managed inventory (VMI) and/or jurisdictionowned commodities? ....................................................................... 132
(Q113) To what extent is the state’s Accountable Property Manager (APM)
or equivalent responsible for state-owned commodities and equipment? .......... 133
(Q114) What warehousing requirements has your state determined are
needed to support impacted populations? ........................................................... 134
(Q115) What equipment and material handling equipment capability does the state
have to warehouse and distribute commodities to impacted populations during the
first 72 hours after an incident? ......................................................... 135
(Q116) What level of visibility does the state have of organic logistics
equipment? .......................................................................................................... 136
(Q117) How is state-owned equipment maintenance and operational status
documented and monitored in your state? .......................................................... 137
(Q118) What level of visibility does your state have of leased (contracted)
logistics equipment?............................................................................................ 138
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Federal Emergency Management Agency – Logistics Management
(Q119) What are the state’s maintenance requirements for leased (contracted)
logistics equipment?............................................................................................ 138
5.3.6 (Q120) How does your state track organic (state owned) fixed generator
scheduling and maintenance and operational status?.......................................... 139
5.3.7 (Q121) How does your state track scheduling and maintenance and
operational status of organic (state owned) portable generators? ....................... 140
5.3.8 (Q122) What level of visibility does your state have of leased (contracted)
generators? .......................................................................................................... 141
5.3.9 (Q123) What are the maintenance requirements for leased (contracted)
generators? .......................................................................................................... 142
5.3.10 (Q124) What level of scalability does the state have for equipment
management and maintenance capabilities? ....................................................... 143
5.4.1 (Q125) What level of visibility does the state have of organic commodity
inventory? ........................................................................................................... 143
5.4.2 (Q126) How is inventory availability reflected in your state's commodity
inventory management data base? ...................................................................... 144
5.4.3 (Q127) What level of visibility does your state have of vendor managed
commodity inventory? ........................................................................................ 145
5.4.4 (Q128) How is vendor managed inventory (VMI) availability reflected in the
state commodity inventory management data base?........................................... 145
5.4.5 (Q129) How scalable are the state’s commodity management capabilities?...... 146
5.4.6 (Q130) How does your state conduct periodic/routine inventories and shelf
life inspections of commodities? ........................................................................ 146
5.3.5
APPENDIX A: ACRONYMS, TERMS, DEFINITIONS, AND ABBREVIATIONS ............. A-1
A.1
A.2
Acronyms ............................................................................................................ A-1
Glossary .............................................................................................................. A-5
APPENDIX B: RESOURCES AND REFERENCES ............................................................... B-1
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Federal Emergency Management Agency – Logistics Management
1.0
INTRODUCTION
This guide is designed to assist you in using the Logistics Capability Assistance Tool (LCAT) to
assess your disaster response logistics capabilities. The information presented here will assist
you during the process of answering a set of questions designed to analyze your response
capabilities. This guide provides an explanation of each LCAT question to help you understand
its intent and a suggested approach is provided to help you answer each question.
You could respond to the questions during an LCAT workshop or a self assessment. Regardless
of whether you are participating in a workshop or a self assessment, your thought process should
be the same – a straightforward objective judgment of how your current processes or procedures
reflect the capabilities addressed in each question.
1.1
Purpose
Congress directed the Federal Emergency Management Agency (FEMA) to develop a program
that could be used to improve readiness, increase response capacity, and maximize both the
management and impact of homeland security resources. At the direction of the FEMA
Logistics Management Directorate (LMD), the resulting LCAT was developed with a
concentration on state and local jurisdictions’ ability to determine levels of disaster logistics
planning and response capability. The results are also critical to identifying where to focus
additional planning efforts.
As a collaborative logistics planning and preparedness tool, LCAT can be used to enhance
logistics disaster response capabilities and provide a common operating picture for local, state,
regional, and federal responders. It is standardized and transportable.
LCAT was created to be used by states to evaluate their current disaster logistics readiness,
identify areas for targeted improvement, and help develop a roadmap to both mitigate shortfalls
and limiting factors, and further enhance strengths. The tool has been developed from the
logistician’s perspective and for the logistician’s benefit. Ultimately the state and its citizens
gain from the resulting increase in logistics capabilities.
Responses to LCAT questions are restricted information and will not be shared with any other
regions, jurisdictions, or agencies. The participating state will determine if the results will be
disseminated outside the state and, if disseminated, to whom they will be available.
Emergency managers at all jurisdictional levels will garner the greatest benefit from conducting
LCAT workshops by including as many public and private planning and response partners as
possible in the actual workshop. A workshop would ideally be conducted in 1.5 days or, if
necessary, tailored to meet the state’s requirements.
Successful disaster response logistics planning requires all partners to actively contribute to and
participate in the workshop. The result will be a more complete and accurate picture of
capabilities available for analysis, ensuring a common operating picture that portrays a shared
reality. The LCAT process itself should promotes discussion, awareness, and information flow
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Federal Emergency Management Agency – Logistics Management
between the various participants and agencies. Workshops could be used as a baseline to track
overall progress and improvements in specific core competencies, to validate successful
programs, and to clearly identify where additional attention may be required.
Beginning in fiscal year (FY) 2012, FEMA LMD will transition LCAT execution to the FEMA
Regions. Through FY 2012, states can either request a workshop facilitated by FEMA personnel
or conduct the self assessment on their own using instructional guides provided by FEMA. After
FY 2012, Regional logistics chiefs will work with states to facilitate workshops.
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Federal Emergency Management Agency – Logistics Management
2.0
AUTHORITIES
The following subsections define the roles of the authorities responsible for the LCAT program.
2.1
Federal Emergency Management Agency
FEMA’s mission to reduce loss of life and property and protect communities nationwide from all
hazards is the impetus for LCAT. To serve disaster survivors and communities more quickly and
effectively, FEMA builds on experience, applies lessons learned and best practices from field
operations, and gathers feedback from many sources to constantly improve upon its operational
core competencies, of which disaster logistics is one.
FEMA implements 21st century logistics and procurement systems to help efficiently and
effectively plan, identify, track, and distribute supplies needed by disaster survivors, emergency
responders, and other users on the ground. Working with an array of public and private strategic
partners, donors, and pre-arranged contractors, FEMA provides improved logistics integration
and customer support.
2.2
Logistics Management Directorate
FEMA LMD plans, manages, and sustains national logistics response and recovery operations in
support of domestic emergencies and special incidents. LMD establishes national procedures,
fosters transparency through collaboration and coordination, and is focused on technology
enhancements to expand region and state level logistics capabilities. LMD is organized around
the following four core competencies:
Logistics Plans and Exercises - Develops and provides cohesive and synchronized
logistics plans and exercises to achieve both short and long term readiness requirements.
Ensures deliberate planning efforts result in coordinated concepts of operations
(CONOPS) and plans that define repeatable processes. These processes support
optimized national logistics response and recovery operations supporting domestic
emergencies and special incidents.
Logistics Operations - Manages and executes national logistics command and
coordination, tracking, and reporting for all-hazard operations. Stores, maintains, and
deploys temporary housing units.
Distribution Management - Manages a comprehensive supply chain, warehouse, and
transportation operation using a strategic alliance to effectively and efficiently distribute
supplies, equipment, and services to support emergencies.
Property Management - Provides management oversight, internal control, and technical
reviews in the areas of property accountability, reutilization, and disposal of disaster
operations equipment. Implements an enterprise-wide property accounting and asset
visibility system that is designed to ensure best value.
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Federal Emergency Management Agency – Logistics Management
LMD’s strategic direction includes people, customers, processes, and systems, outlined as
follows.
People - Develop a professional logistics workforce, including regional staff, through
hiring, training, credentialing and professional development; foster an accountability and
results based culture.
Customers - Develop collaborative relationships with key stakeholders; foster both
horizontal and vertical coordination; and develop bottom up requirement processes.
Processes - Modernize and integrate the national supply chain network, institute logistics
planning to enhance response capability, develop and document key business policy and
processes, perform analyses, and take a systematic approach to task and issue resolution.
Systems - Modernize the logistics system network; upgrade and fully integrate our
systems to achieve maximum capability effectiveness.
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Federal Emergency Management Agency – Logistics Management
3.0
LOGISTICS CAPABILITY ASSISTANCE TOOL BACKGROUND
3.1
Logistics Capability Assistance Tool Concept
LCAT features over one hundred survey-style questions, grouped into functional capabilities
within five core competencies. You should respond to each question with complete honesty, by
identifying your state’s abilities along a range of five capability levels, from static to
synchronized. In other words, the goal of this workshop is to determine where your range of
capability corresponds with the levels defined below:
Static – The state has not yet developed and/or implemented a viable strategy within the
functional area.
Functional – The state has implemented informal plans or processes, but standard
operating procedures (SOP) have not been defined or adopted.
Horizontal Integration – The state has developed and implemented formal, integrated
SOPs across its emergency management (EM) organization.
External Collaboration – The state has coordinated plans and SOPs with other state, local
or tribal, and external partner agencies, organizations, and private vendors.
Synchronized – All local, state, federal, and private partners have fully integrated and
synchronized plans, procedures, and operations. All plans and SOPs have been
documented and exercised regularly with all participants. The state has demonstrated
mastery of this capability.
Using a standardized approach and validated measurement criteria, LCAT objectively evaluates
jurisdictional capability to perform basic logistics response and recovery functions and targets
specific areas that need improvement. These capability levels should not be equated to a 1-5
scoring system, and the top-most level is not always the best fit for every state. There is a ―Not
Applicable‖ option for all questions, so states should not feel compelled to find ways to make
capability levels applicable. If the question is not indicative of a capability appropriate for the
state, ―Not Applicable‖ could be the most appropriate response.
3.2
Logistics Capability Assistance Tool Objectives
LCAT is designed to improve the common operating picture (COP) for local, state, and federal
responders—identifying any gaps between the current state of preparedness and the desired state
of preparedness. An added benefit of LCAT and the LCAT workshop concept is the inherent
collaboration and common operating picture achieved among state, local, regional, other agency,
and private sector partners who participate in the workshops. Stakeholders will gain a more
complete understanding of roles, responsibilities, and dependencies; strengthen and build upon
existing relationships; and foster new logistics response partnerships. Implementing the tool
requires state personnel to work closely with counterparts from other state agencies, the FEMA
region, and other stakeholder organizations. Sharing information about logistics plans, SOPs,
and federal, public, and private partner roles and responsibilities not only enhances transparency,
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Federal Emergency Management Agency – Logistics Management
but also builds trust among the partners. In addition to the above, the following objectives are
also part of the LCAT program:
Develop a standardized, transportable tool to identify logistics response strengths and
weaknesses;
Develop a roadmap for continually improving planning and response capabilities;
Serve as a tool to guide further detailed planning;
Serve as a tool to tailor education and training to specific areas that will enhance
response capability;
Meet Congressional intent to develop a demonstration program to enhance state
disaster response capability and use public private partnerships;
Focus on and evaluate state logistics preparedness, planning, and disaster response
functions;
Highlight disaster logistics best practices;
Identify opportunities for tailored education and training;
Identify planning and response capabilities and provide a common understanding of
the state’s readiness;
Track improvements in particular functional areas; and
Enhance jurisdictional response capability and public-private partnerships.
States of any size can use LCAT to evaluate their current disaster logistics readiness, identify
areas for targeted improvement, and develop a roadmap to both mitigate weaknesses and further
enhance strengths.
3.3
Logistics Capability Assistance Tool Structure
The source of the workshop is a survey-style question set, comprised of questions grouped by
core competencies and further broken down according to the functional capabilities detailed in
the following subsections.
3.3.1
Logistics Planning
Questions were developed to consider demand recognition, sourcing, acquisition, transportation,
warehousing requirements, and distribution and management of goods, people, and equipment
during a disaster. The following functional categories within the logistics planning core
competency are addressed:
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Plans development
Contingency planning
Distribution planning
Training and compliance
Provider qualification
Procurement procedures and protocols
Solicitation
Existing contracts
3.3.2
Logistics Operations
These questions address logistics procedures. Logistics operations ensure that SOPs and
processes support established action plans. The following functional categories within the
logistics operations core competency are addressed:
Identify requirements
Activate critical resource logistics and distribution
Acquire resources
Common operating picture
Procurement
Transportation
3.3.3
Distribution Management
The end-to-end movement of people, commodities, and equipment is critical to any disaster
response. Response includes communications with other stakeholders, ordering, order
processing, transportation asset identification and dispatch, delivery receipt, and delivery
confirmation. The following functional categories within distribution management are
addressed:
Order tracking Transportation
coordination Inbound shipment
management
3.3.4
Organizational Functions
Disaster response logistics is a key component of emergency management and considers
training, credentialing, logistics resource acquisition, general administration, and quality
management. The following functional categories within the organizational functions core
competency are addressed:
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Reporting structure and alignments
Credentialing and cross functional team structure
Logistics quality management
Logistics knowledge, skills, and training
Administrative burden
State legal constraints
3.3.5
Property Management
Property management includes the inventory management processes, in-transit visibility
activities, and capital asset and commodity maintenance. The following functional categories
within the property management core competency are addressed:
Property management personnel
Warehouse and facility management
Logistics equipment management and maintenance
Commodity Inventory Management Process and enablers
3.4
Logistics Capability Assistance Tool Benefits
Following are several benefits that can be derived from the LCAT process. They should help
you stay fully engaged. The benefits are:
Increased transparency, collaboration, and partnership throughout state, territorial,
tribal, local, and federal governments;
Improved state relationships with private partners;
Comprehensive analysis reports provided to states;
LCAT analysis reports feed into incident action plans and after-action reports
(AAR)—ultimately improving plans and mitigating risks;
Enhanced state and regional common operating picture;
Increased understanding of the logistics mission and best practices for end-to-end
supply chain stakeholders; and
By identifying capability gaps and maturity levels, states can improve overall
logistics capabilities.
8
4.0
LOGISTICS CAPABILITY ASSISTANCE TOOL WORKSHOP
If you are participating in an LCAT workshop, you will be part of a team of stakeholders from
various functional backgrounds. As a team, you will work together to assess the level of your
state’s response capabilities.
A facilitator will guide you through several sessions grouped by core competencies.
The workshop will begin with an introductory presentation that will outline the workshop
process and the workshop agenda.
4.1
Workshop Conduct Suggestions
Throughout the workshop, keep the following tips and workshop conduct suggestions in mind.
The only right answer is the honest answer.
All attendees are encouraged to participate. Everyone invited to attend the workshop
should have valid opinions and insights. The group benefits from dialogue and
discourse, as it tends to illustrate some of the nuances of disaster response logistics
processes.
Keep conversations focused on the topic of discussion and save cross talk discussions
for more appropriate times.
To help you focus your thoughts, you will be asked leading questions rather than
questions that can be answered with ―yes‖ or ―no.‖
In the event that consensus is not reached in a reasonable amount of time, unresolved
issues will be set aside to the ―parking lot,‖ to be addressed later. Using any
remaining time to continue discussions, parking lot issues can be addressed after all
of the other questions have been answered.
As you conduct the workshop, make sure that everyone fully understands commonly
used terms. For example, the term ―collaborative planning team‖ could mean
different things to different people. Providing the definition at the beginning of and
throughout the workshop will help avoid confusion.
During the hot wash at the end of the workshop, a summary of discussions, responses,
action items, and parking lot issues will be reviewed.
Keep track of and note potential improvements to LCAT from your point of view and
suggestions from the audience. The FEMA LMD team is very interested in your
input and/or suggestions for improving the workshop process.
4.2
Recommended Participants
Federal Emergency Management Agency – Logistics Management
Participants that should attend the workshop include state emergency management officials,
FEMA Regional representatives, local emergency managers, National Guard representatives, and
private sector partners. Bringing together all partners involved in disaster logistics planning and
response ensures more complete and accurate responses to LCAT and promotes discussion,
awareness, and information sharing between the various agencies. The following individuals and
organizations are highly recommended to participate in the workshop.
FEMA pre-designated Federal Coordinating Officer
FEMA Regional Logistics Chief
State Emergency Management Director
State logistics chief and support staff
State operations chief and support staff
State planning chief and support staff
State mass care and sheltering support staff
Other key emergency management agency staff
State procurement officer(s)
State finance and accounting officer(s)
National Guard personnel
Major private sector contractors
Key state nongovernment organizations
County emergency management officials
City emergency management officials
The outcome from an LCAT workshop or self assessment will be greatly improved by having
more decision makers participating in the process. One of the most beneficial aspects of LCAT
is the inherent educational nature of the tool.
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5.0
LOGISTICS CAPABILITY ASSISTANCE TOOL USER INSTRUCTION
5.1
Overview
This user guide details the capabilities and instructions for LCAT. The tool consists of a series
of multiple choice questions designed to survey each area of jurisdictional logistics readiness.
After all the questions have been answered, the tool will provide an output of graphs (to provide
a visualization of the evaluation), as well as a results pane with numeric valuations for each area
and an overall capability valuation.
5.1.1
Features
LCAT is a Java-based program developed to operate on a desktop or laptop computer.
5.1.2
Interface
Menus, submenus, and dialog boxes are organized by core competency with tabs for each
functional capability. When the last question of a functional capability is answered it
automatically starts the next functional capability.
5.1.3
Computer Requirements
The size of your screen display will determine the level of screen resolution. The more screen
resolution available, the more information will be displayed on the screen.
5.1.4
Installing the Logistics Capability Assistance Tool
To install LCAT on your computer insert the LCAT disk in the CD/DVD drive. Go to Locate
the file named ―New Questionnaire .xml‖ from the CD provided.
Save the "New Questionnaire .xml" to your main My Documents folder or your
desktop.
Double select the LCAT.msi file. This will begin the install Wizard. Follow the Wizard
instructions and select Finish when complete.
Go to your computer's desktop. There will be a new icon called LCAT. Double select the icon
to start the program.
5.1.5
Uninstalling the Logistics Capability Assistance Tool
To uninstall LCAT from your computer, insert the LCAT disk in the CD/DVD drive. Double
select the LCAT.msi file. This will begin the install Wizard. Select the Remove icon. Follow
the Wizard instructions and select Finish when complete.
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5.2
Logistics Capability Assistance Tool Operation
The following steps provide details for accessing and using the LCAT application tool.
5.2.1
Accessing the Questionnaire
Once inside the application, go to File > Open in the top left corner as shown in Figure 3. This
will prompt the My Documents folder to open.
Figure 3: Sample Initial Application Window
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Federal Emergency Management Agency – Logistics Management
Double select the ―New Questionnaire (mmddyy)‖ file inside your My Documents folder or
any other place that you may have saved it, and the questionnaire is ready to begin as shown in
Figure 4.
Figure 4: Sample New Questionnaire Window
If, after loading the CD-ROM, you receive the error message "LCAT Tool cannot be installed on
systems with JRE Version smaller than 1.5," go to the java.com Website and select the "Free
Java Download" button, which will update your existing Java software.
5.3
Saving an Assessment
When the application opens, navigate back up to the File menu. Select Save As. Name the file
using the following standard nomenclature: " - Assessment (#) .xml" (Example – ―Oklahoma – Assessment 1 – 033009.xml‖). Next, save the
LCAT file to your My Documents folder. NOTE: As you work through LCAT, it is advisable
to periodically save your work.
5.4
Opening an Existing Logistics Capability Assistance Tool File
Double select the LCAT icon on your desktop. When the application opens, navigate to File >
Open. Select the .xml file that you want to open. If any changes are made to the file, re-save.
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5.5
Navigation
LCAT features four tabs at the top left of the screen: Assessment, Results, Graphs, and
Participants. Instructions for each tab follow.
Though the Participants tab, as shown in Figure 5, is listed last, it may be more practical to
capture the participant information first and make any changes after the questions are completed.
Changes can be made at any time. Therefore, before the workshop or self assessment begins
select the Participants tab to capture the contact information for each of the participants. If
State/Territory is annotated, the name and other contact information is required. After a
person’s contact information has been loaded select Add User. To delete the input select Clear.
This action will move the person’s name to the dialog box at the right and clear the Name section
so that another participant can be annotated. To remove a name that has been saved to the dialog
box select the Remove button in the bottom right of the screen.
Figure 5: Sample Participants Tab Window
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As already noted, upon opening the questionnaire file there will be four navigation tabs
(Assessment, Results, Graphs, and Participants) displayed on the left side of the screen as shown
in Figure 6.
Figure 6: Sample Navigation Tabs Window
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5.5.1
Assessment Tab
In parentheses after the title ―Assessment‖ and each core competency, will be the total number of
questions answered and asked for that area ―(0/49).‖ The first number indicates the number of
questions answered and the second number is the total number of questions to be asked. Beneath
―Assessment‖ will be tabs for each of the five core competencies (Logistics Planning, Logistics
Operations, Distribution Management, Organizational Functions, and Property Management).
After each title the total number of questions for that area will be listed
Select the desired core competency and a dialogue box will open to the right. The Assessment
tab will remain to the left of the screen. Each core competency will be listed, with tabs for each
functional capability within the core competency as shown in Figure 7.
Figure 7: Sample Assessment Tab Window
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Each of the core competencies is further decremented by functional capabilities and associated
questions as shown in Figure 8. Beneath the functional capability tabs is a question related to the
highlighted functional capability listed above it. Each question consists of a set of multiple
choice answers, as well as a comment box that must be filled in if a participant selects the not
applicable (N/A) box. NOTE: The workshop or self assessment cannot proceed unless a choice
has been made or an explanation is given if the answer is N/A. Each capability level, when
selected, displays a description of the choice (static to synchronized).
Figure 8: Sample Assessment Window Depicting Core Competencies and Functional
Capabilities
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On the left side of the core competency dialogue box is a list of five capability level symbols that
correspond to descriptions noted in text to the right of the capability level symbol as shown in
Figure 9. LCAT will assign values to responses that will be used in analysis results and graphs.
Respondents choose the level of maturity by selecting the arrow and dragging it up or down to
indicate the emblem that corresponds with the definition that most closely captures the
jurisdiction’s process maturity. Release the mouse. Respondents may select a response in halfincrements if their reply falls between two choices. The arrow can also be moved by selecting
anywhere in the capability level box. Read each answer carefully before selecting which answer
most closely describes your organization.
Figure 9: Sample Assessment Window Depicting Capability Levels
If N/A is selected as the maturity level, comments are required to advance to the next question.
At the bottom of the dialogue box there is a block for comments. This block can also be used to
capture comments made by the respondents.
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As shown in Figure 10, there is a Previous button in the lower left corner of the screen. Select
this button to return to questions that have been previously answered.
Figure 10: Sample Assessment Window Depicting Previous Button
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Federal Emergency Management Agency – Logistics Management
In the lower right corner of the screen there is an Update Comment and Next button as shown
in Figure 11. Data is automatically saved as it is input in the Comments block so you can select
the Update Comment button to save changes in the Comments section should you return to
make changes to a comment. Select the Next button to move forward to the next question. Once
each question in a functional capability is answered the respondent must select Next at the
bottom right of the screen. This process is repeated for each question until the functional
capability is completed.
References for each question will be listed in the area beneath the Comments box.
Figure 11: Sample Assessment Window Depicting Update Comment and Next Buttons
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Federal Emergency Management Agency – Logistics Management
After the last question in a functional capability has been answered there will be a Next Section
button to the right of the Update Comment button. Select the Next Section button to advance
to the next functional capability as shown in Figure 12.
Figure 12: Sample Assessment Window Depicting Next Section Button
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When the last question of the last functional capability has been answered only the Update
Comment button in the bottom right corner will be visible as shown in Figure 13.
Figure 13: Sample Assessment Window Depicting Update Comment Button
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Select the next core competency at the left of the screen to continue the workshop or self
assessment. Repeat the process listed above to respond to remaining questions. Figure 14 shows
a screen with the logistics planning core competency selected.
Figure 14: Sample Assessment Window Depicting Selected Core Competency
It is best to finish all questions in each functional capability before moving on to the next.
However, answers can be modified by selecting a functional capability and advancing through
the question set. Within each functional capability a count is shown to indicate the number of
questions answered (as related to the total number of questions asked).
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Results and Graphs are stored under separate tabs as shown in Figure 15. These tabs will not be
viewable until the application has confirmed that all questions have been answered. As a
reminder, the workshop or self assessment cannot proceed unless a choice has been made for
each question or an explanation is given if the answer is N/A.
Figure 15: Sample Results Tab Window
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5.5.2
Results Tab
After all the questions have been answered, the Results tab becomes available for viewing. Each
of the five core competencies will be listed to the left of the screen and each is preceded by an
expandable icon (the box with a plus sign in it). By selecting on this box each of the functional
capabilities will be listed with a bar graph indicating the numerical capability level as shown in
Figure 16. The level will also be annotated in parentheses to the right of the bar chart. The
functional capability is listed to the right. As you select a functional capability the title will
become italicized.
Figure 16: Sample Results Window
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Each of the functional capabilities and questions is automatically processed and a valuation is
derived for each section, with an overall capability valuation displayed in the top right of the
panel. For each section selected, the bottom pane displays the questions and answers provided
for the section for easy viewing. Only the questions for that core competency will be listed.
Selecting a functional capability will result in the first question of that functional capability being
visible in the question box at the bottom of the page as shown in Figure 17. The remaining
questions are listed numerically and can be viewed by toggling up and down from the bar at the
right.
Figure 17: Sample Results Window Depicting a Functional Capability with Question
Displayed
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To export the results, select the Export Results button shown in the bottom center of the screen.
An Excel spreadsheet of the numerical valuation will be saved to a location designated by the
user.
If the points of contact have not been input prior to this point, a Confirm Export screen will
appear, notifying you that a point of contact has not been provided and asking if you still want to
export the results without the point of contact as shown in Figure 18. It is highly recommended
that you include a point of contact. If you want to include point of contact information select No
and the Confirm Export box will be removed.
Figure 18: Sample Confirm Export Verification Window
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Federal Emergency Management Agency – Logistics Management
At this time you can go to the Participants tab and input participant information. However, if
you select Yes the screen shown in Figure 19 will appear.
Select Yes to save the file to your computer and the Save As box, as shown in Figure 19,
prompts for a file name under which to save the file and a location in which the file will be
saved. Once entered, select the Save As button.
Figure 19: Sample Save As Window
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An Excel spreadsheet of the numerical valuation, point of contact information, and date will be
saved to a location designated by the user. Figure 20 depicts a sample spreadsheet. After it is
saved you can use the data for further analysis purposes.
Figure 20: Sample Excel Spreadsheet as Saved by the System
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Only the LCAT administrator has the authority to add special assessment categories. As an
example, a group for the State Homeland Security Grant Program (SHSGP) Critical Emergency
Supplies Grant could be developed, as shown below. These special assessment valuations will
be visible as shown in Figure 21, but the functional capabilities will not be decremented to show
individual valuations, neither will interview questions be listed in the question box at the bottom
of the page.
Figure 21: Sample Results Window Depicting a Special Assessment Category
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5.5.3
Graphs Tab
LCAT generates multiple graphs based on the responses to LCAT questionnaires. Tabs are listed
for a consolidated assessment, for each of the core competencies, and for any special assessment
such as the SHSGP Critical Emergency Supplies Grant tab. Each axis of a graph is plotted
according to the results for each functional capability; valuations are shown with a numerical
depiction from 0 to 5. Visually, the graphs denote a level of readiness with a color coding for
each functional capability being mapped to the circumference of the chart as shown in Figure 22.
The legend for the corresponding colors is listed at the bottom of the screen.
Figure 22: Sample Graphs Window Depicting Executive Dashboard Summary
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An assessment breakdown is available for each core competency as shown in Figure 23.
Figure 23: Sample Graphs Window Depicting Core Competency Assessment Breakdown
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By selecting on the View Data button shown in the bottom center of Figure 24, a chart will
appear that lists the results by functional capability and core competencies as shown in Figure
24. Close the box by selecting the X in the upper right corner.
Figure 24: Sample Graphs Window Depicting Assessment Results Chart
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Select the Export Graph button shown at the bottom of Figure 24 to save the graph to your
computer and the Save box is displayed as shown in Figure 25. The Save box prompts for a file
name under which to save the graph and a location in which the graph will be saved. Once
entered, select the Save button.
Figure 25: Sample Save Box Window
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In the case of this example, the SHSGP Critical Emergency Supplies Grant tab is a functional
capability within a core competency. Therefore, the pre-identified questions were pulled from
the specific core competencies. The results are listed in a bar graph as depicted in Figure 26.
Figure 26: Sample Core Competency Bar Graph
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5.5.4
Participants Tab
Lastly, the Participants tab provides a record of those involved in the workshop. This can be
used to track contacts for obtaining additional information pertaining to a workshop. While
many of the contact attributes are optional, a name is required in order to add a person as a
participant. For easier tracking, the state or territory and date should also be filled in.
To end your LCAT session and save the file, select the Save or Save As option as shown in
Figure 27.
Figure 27: Sample Save and Save As Options
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Once the Save or Save As option is selected the Save or Save As box is displayed as shown in
Figure 28. Follow the directions to name and save the LCAT XML file to a location of your
choice.
Figure 28: Sample Save Box Window
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To export an HTML file of the complete assessment, as shown in Figure 29, select File and
Export. When the Export window opens, select Export in the lower right portion of the
window. Name and save the LCAT XML file to a location of your choice.
Figure 29: Sample Export Option
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To export an HTML file of an assessment group, such as the SHSGP Critical Emergency
Supplies Grant tab shown in Figure 30, select File and Export Group. When the Export
window opens, select Export in the lower right portion of the window. Name and save the
LCAT XML file to a location of your choice.
Figure 30: Sample Groups Assessment Window
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Federal Emergency Management Agency – Logistics Management
To close the program, select File and Exit, as shown in Figure 31.
Figure 31: Sample FEMA Logistics Capability Assessment Window Depicting the Process
of Exiting the Program
To learn about LCAT and request assistance select Help as shown in Figure 32.
Figure 32: Sample FEMA Logistics Capability Assessment Window Depicting the Help
Button
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Select About Logistics Capability Assessment for copyright information and the version of
LCAT that you are using. The About information is displayed as shown in Figure 33.
Figure 33: Sample About Information Window
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Select Keyboard Navigation Help for information on keyboard features that can be used with
LCAT, such as function and direction keys. A screen is displayed as shown in Figure 34.
Figure 34: Sample Keyboard Navigation Help Window
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Select Log to see the Java log statements as shown in Figure 35.
Figure 35: Sample Java Log Statements Window
If you have questions about how to use LCAT, please contact the appropriate state or regional
LCAT manager for your organization.
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6.0
LOGISTICS CAPABILITY ASSISTANCE TOOL QUESTIONNAIRE
This section addresses each of the questions posed in LCAT. After each question there is an
―intent‖ section that provides background on the question and its context to the relevant logistics
core competency. The next section is listed as ―approach‖ and provides suggestions and helpful
advice that you can consider when answering the question. Lastly, the ―Reference‖ lists topics
or areas where you may find other information that relates to the question.
6.1
Logistics Planning Questions
The following section is comprised of questions taken directly from the Logistics Planning
section of the LCAT questionnaire. They are numbered to correlate to the numbering in the
questionnaire.
1.
Logistics Planning
1.1
Plans Development
1.1.1 (Q1) What has your state identified as the most likely catastrophic disaster scenario
and what are the impacts?
Intent: Identifying impacts of catastrophic disasters helps define resource and commodity
requirements for specific hazards as well as identify those resources that are common to all
hazards.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state has not identified a catastrophic disaster scenario.
The state has identified the most likely catastrophic disaster scenario.
The state has included input from state agencies for catastrophic scenario and
its impacts.
The state has included input from local and/or tribal, private vendor partners,
and other government and nongovernment organizations.
The state has coordinated a catastrophic disaster scenario and impacts with
FEMA Region to ensure coordinated efforts to address the scenario and
impacts through proper planning.
Approach: It is recommended that you collect historical data, current incidents, and hazardous
analysis for different Local Emergency Planning Committees (LEPC) within the state. From this
data call, you should be able to perform a risk assessment for your state. However, remember
the unexpected. Logistics planning must consider all hazards and threats. The threats may vary,
but many of the effects are similar. Logistics planners should plan for commodities and
equipment that is common to all and then look at resources needed to address specific hazards.
The planning process should identify resource needs based on the threats to and vulnerabilities of
the state and develop standard and redundant strategies to obtain the needed resources. There are
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Federal Emergency Management Agency – Logistics Management
a number of methodologies that can be used for identifying your risks, but all methodologies
should:
Identify possible kinds of incidents and their related threats, risks, or consequences.
(What might happen?)
Quantify the likelihood that an incident will occur. (How likely is it to happen?) Assess
the most likely magnitude of any given incident. (How bad is it likely to be?) Assess the
percent of the population at risk from any given incident. (How many people might be
injured or killed?)
Assess the severity of impact or likely consequences of any given incident. (How much
damage is there likely to be?)
A comprehensive risk assessment will provide a picture of the most likely incidents, their
potential consequences, and needed resources.
Resources you identify should fall into seven general categories:
Personnel: Incident Command System (ICS) overhead or management staff, technical
specialists, Emergency Operations Center (EOC) staff, operations staff, etc.
Facilities: Office space, shelters, warehouses, etc.
Equipment: Equipment, with or without the personnel needed to operate them.
Vehicles: Automobiles, buses, etc.
Teams: Groups of specially trained and equipped personnel.
Aircraft: Surveillance platforms, medical evacuation, or cargo configurations.
Supplies: Wide range of items, from potable water to plywood. It may not be possible to
develop and maintain complete lists but specific items you identify can facilitate the
planning and response processes.
Reference: National Incident Management System (NIMS), 2008, p. 35; National Preparedness
Goal, 1st ed., 2011, p. 9; National Preparedness Guidelines (NPG), 2007, pp. 2, 21
1.1.2 (Q2) Does your state have a current formal logistics plan?
Intent: The state logistics plan should be uniform, consistent, and understood by partners
throughout the state and the FEMA Region. This can be accomplished when the state reviews
and exercises the plan.
Capability:
Static
Functional
Horizontal
Integration
External
The state has not developed a logistics plan.
The state Emergency Operations Plan (EOP) has a logistics component, but
the logistics section has not been updated within the past 24 months.
The state has a comprehensive logistics plan that has been adopted throughout
the state emergency management agency and has been updated within the last
24 months.
The state has a comprehensive logistics plan that has been adopted throughout
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Collaboration
Synchronized
the state and coordinated with local, state, federal, and private partners. The
plan has been reviewed and updated within the last 24 months.
The state has a comprehensive logistics plan that has been adopted throughout
the state and coordinated with local, state, federal, and private partners. It has
been reviewed, updated, and exercised within the last 12 months.
Approach: It is recommended that your logistics plan systematically identify pre-emergency
resource requirements, shortfalls, and inventories consistent with a hazard identification risk
assessment (HIRA).
Your logistics plan should include objectives and implementing procedures that address how to
identify, locate, acquire, store, maintain, text, distribute, and account for services and materials
needed to address the hazards identified by your state.
Objectives should be established by conducting periodic gap analyses and exercises. Your
logistics plan should be exercised to identify shortfalls or changes within various agencies
responsible for responding to situations requiring the plan be activated.
After the plan has been exercised or activated for an actual incident, all participants should
provide after action input to be reviewed and used to update and improve your plan.
Resource requirements can be prioritized and addressed through a variety of initiatives that
include budgeting, buy-in from senior leaders, mutual aid agreements, memorandums of
understanding (MOU), contractual service agreements, or business partnerships and steps
necessary to overcome any shortfalls.
The logistics plan includes procedures that address the following:
Activating appropriate processes prior to and during an emergency.
Dispatching resources prior to and during an emergency, including plans for logistics
staging areas (LSA), warehouses, and points of distribution (POD) for commodities.
Deactivating or recalling resources during or after an emergency.
Maintaining a system and a plan for obtaining internal and external resources (mutual aid,
federal assistance, contractual, and donations)
Logistics plans should also include donations management and address accepting, managing, and
distributing solicited or unsolicited donated goods, materials, services, personnel, financial
resources, and facilities.
Following plan reviews and exercise, changes to correct problems and shortfalls, plans should be
formally approved by an appropriate level of jurisdiction emergency management leadership.
Reference: Planning, Donations and Volunteers, LSA, PODs, 1.1.1
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1.1.3 (Q3) How does the state use modeling and/or geographic information system (GIS)
analysis to determine logistics support requirements?
Intent: You should determine the amount of commodities (i.e., water and shelf stable meals),
supporting staff, and equipment required to meet affected population needs. FEMA does not
endorse a specific model to determine how many LSAs should be established during an incident.
However, the Logistics section should plan for LSAs to support each area of operation.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not utilize modeling to support identifying logistics support
requirements.
The state has used modeling sources to identify logistics support
requirements.
The state uses modeling to determine logistics support requirements and
identify and prioritize critical commodities. The results are coordinated
within the state emergency management agency.
The state logistics support requirement factors and prioritized critical
commodities are based on modeling and collaboration with external partners,
including local and tribal jurisdictions, private partners, and nongovernment
organizations.
The state uses modeling such as Hazards U.S. (HAZUS) or U.S. Army Corps
of Engineers (USACE) tools to determine planning factors (such as
identification and prioritization of critical commodities), identify logistics
support requirements, and to coordinate results and planning factors with
FEMA Region.
Approach: To assess whether the state can adequately determine the amount of commodities
and support required to meet affected population needs consider the following:
Determine what resources, such as bottled water or shelf stable meals, are required.
These requirements should be based on current and/or historical data.
Determine which modeling source you should use to determine the amount of
commodities that may be required during a disaster response.
The modeling source should allow you to determine support requirements, such as the number of
LSAs and PODs that may need to be established and the support personnel and equipment
required to operate them.
Reference: Developing and Maintaining Emergency Operations Plans: Comprehensive
Preparedness Guide (CPG) 101, 2009, p. 3-11
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Federal Emergency Management Agency – Logistics Management
1.1.4 (Q4) Does your state logistics plan support an all-hazards EOP that addresses the
eight key scenarios described in National Response Framework (NRF)? The eight
key scenarios are explosive attack, nuclear attack, radiological attack, biological
attack, chemical attack, natural disaster, cyber attack and pandemic influenza.
Intent: Using the eight key scenarios as a basis for planning should help identify and define
resource and commodity requirements and identify resources that are common to all scenarios.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not consider the eight scenarios when developing plans.
The state logistics plan addresses one or more of the eight key scenarios.
The logistics plan addresses or can support all eight key scenarios.
The state support plan identifies other organization, agency, region, or state
plans that can be a basis of planning integration or mutual support.
The state support plan includes an established collaboration process with
other regional plan holders at the state and federal level in order to integrate
with those plans.
Approach: The state should conduct various levels of exercises to determine the
comprehensiveness of the plan. These exercises should include the assigned staff, required
resources, and concepts for deployment, sustainment, and demobilization. The exercises should
also address timelines and criteria for achieving state objectives.
Utilizing participant feedback, the state should update and improve the overall plan by
developing training based on lessons learned. The training should result in improved response
consistency, interoperability, and collaboration for all partners involved.
It is not necessary to have multiple plans specific to each scenario; your logistics plan should be
comprehensive enough to address unique and basic aspects of the planning scenarios. The result
should be an all-hazards plan.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2009;
NPG, 2007, Annex B, item 2; National Response Framework, 2008, pp. 74-75;
1.1.5 (Q5) How is (are) your state logistics plan(s) reviewed?
Intent: Logistics plans should be reviewed and updated annually and following any incidents
for which the plans apply.
Capability:
Static
Functional
Horizontal
The plans are not or are infrequently reviewed or updated for logistics support
feasibility.
The plans are reviewed periodically.
The state logisticians established a recurring timeline to review the plan(s).
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Federal Emergency Management Agency – Logistics Management
Integration
External
Collaboration
Synchronized
The state logisticians include input from local, tribal, private partners, and
other government and nongovernment organizations during logistics plan
reviews.
The state logistics plan(s) is reviewed for compliance with governmental
regulations and policies at least annually or more often as required by state
protocol. The plan(s) is evaluated through exercises, training, real world
incidents and/or AARs and coordinated with the FEMA Regional office.
Approach: It is recommended that you review your logistics plans to ensure that they are
current and feasible and that they meet the needs of all internal and external stakeholders.
In conjunction with scheduled reviews, training and exercises should be conducted to evaluate
the plans. After an incident, AARs should be developed based on feedback from incident
participants. AARs should identify areas of strength and areas for improvement and include
recommendations based on the identified areas.
Reference: National Preparedness Goal, 1st ed., 2011, p. 10
1.1.6 (Q6) How does the state exercise your logistics support plan?
Intent: States conduct exercises to determine operational knowledge, expertise, and experience
levels. The state is responsible for determining whether or not it has adequately assessed state
logistics capabilities.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The logistics concept of support plan is not exercised.
The logistics concept of support plan is exercised periodically.
The logistics concept of support plan is exercised at the state level.
The logistics plan is exercised with local, county, and tribal jurisdiction and
private, government, and nongovernment partners.
The logistics plan is exercised on a recurring and documented schedule and
includes FEMA Region participation. After action reports and lessons learned
are produced and use to update and improve the plan.
Approach: Exercising the logistics support plan tests planning assumptions, processes and
procedures, and provides practical experience required to support a disaster response operation
without the consequences associated with a real incident.
The Homeland Security Exercise and Evaluation Program (HSEEP) model for conducting
exercises should be beneficial. Conducting exercises can increase confidence and can be used as
a basis to update and improve the logistics support plan.
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Federal Emergency Management Agency – Logistics Management
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2009, pp. 512, C-4; NPG, 2007, pp. 5-6; National Preparedness Goal, 1st ed., 2011, p. 14
1.1.7 (Q7) How is your state logistics plan incorporated into the overall emergency
operations plan? Is the plan feasible?
Intent: Incorporating logistics planning with operational planning ensures that operational end
states are logistically feasible, supportable, and cost effective.
As an example, an operational objective may be to provide three hot meals per day. However, it
may be feasible to provide two meals ready to eat (MRE) per day due to a lack of resources, such
as kitchens and transportation.
Logistics feasibility has a direct impact on the how effective the state operations plan is.
Therefore, the state logistics plan should be included in state exercises to determine the
feasibility of the overall plan. This ensures that all participants understand logistics aspects and
roles that local, tribal, private, and federal partners play.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Logistics considerations are not incorporated into operations planning.
Operations staff is aware of logistics considerations, shortfalls, gaps, and
workarounds.
Operations staff considers logistics planning factors such as logistics
capabilities, shortfalls, or workarounds, when developing response plans.
Logistics capabilities are exercised to ensure plan feasibility.
The EOP considers logistics factors from local, tribal, private, government,
and nongovernment support partners. The EOP also evaluates these factors
during routine plan reviews.
Logistics aspects of the EOP are exercised in conjunction with the overall
operations plan and include external partner and FEMA Region participation.
Exercise results are captured and used as the basis to update the EOP. The
state also adheres to Resource Management and Logistics Standards 4.8.2 and
4.8.3 of the Emergency Management Accreditation Program..
Approach: It is recommended that your logistics plan be evaluated in the context of operational
plan objectives to determine the gap between what the plan requires and actual capabilities and
resource availability. This review should be completed on a recurring basis.
You should identify requirements and shortfalls through a comprehensive assessment. As an
example, requirements could include feeding the affected population and determining if the plan
for providing food and water is feasible. If the objective is to feed an affected population, can
you accomplish this goal by establishing an LSA and supporting local PODs with water and
shelf-stable meals after the first 24 hours?
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Federal Emergency Management Agency – Logistics Management
Resource requirements and shortfalls should be prioritized, considering a variety of initiatives.
Can you buy commodities ahead of time and store them for use? Can you get it through mutual
aid such as the Emergency Management Assistance Compact (EMAC)? Can you contract for it
or develop private partnerships?
Conduct various levels of exercises from tabletop to functional to full scale, and utilize the
lessons learned and participant feedback to update and improve the plans to test the effectiveness
of the overall EOP. It should also identify shortfalls and opportunities to correct problems or
shortfalls.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2009, pp. 65, C-11; Emergency Management Accreditation Program (EMAP), Emergency Management
Standard (EMS), 2010, pp. 9-10
1.1.8 (Q8) How does the state Emergency Operations Plan (EOP) meet requirements
outlined in Comprehensive Preparedness Guidance (CPG) 101?
Intent: CPG 101 provides guidance for developing EOPs, to include resource management
formats and annexes. It promotes a common understanding of risk, informed planning, and
decision making fundamentals to help planners examine a hazard or threat and produce
integrated, coordinated, and synchronized plans. CPG 101 standardizes the planning process
across all phases of emergency management and homeland security mission areas to develop and
maintain comprehensive all-hazards, all-threats emergency plans.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state is not aware of the CPG 101.
The state is aware of the CPG 101 and has developed an EOP.
The state has established response functions that support its CONOPS,
government functions, policies, and resource base.
The state EOP includes organizational taskings and instructions to accomplish
agreed upon actions in the state or regions.
The state EOP addresses how logistics concept, plans, and procedures support
operations.
Approach: CPG 101 integrates key concepts from national preparedness policies and doctrines,
and lessons learned from disasters, major incidents, national assessments, and grant programs.
The guidance emphasizes that the planning process is as important as the resulting document.
Plans are not usually scripts to be followed to the letter, but should be flexible and adaptable to
actual situations. Effective plans convey the goals and objectives of the intended operation and
the actions needed to achieve them. Successful operations occur when organizations and
individuals know their roles, understand how they fit into the overall plan, and are able to
execute the plan.
During the planning process you should:
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Federal Emergency Management Agency – Logistics Management
Conduct community based planning that includes all internal and external stakeholders,
community leaders and the private sector in the planning process.
Develop a state risk and hazard analysis.
Identify resource demands by evaluating operational assumptions.
Use a process that ensures the overall plan supports a seamless transition from the
development phase to the execution phase for any threat or hazard.
Involve all levels of government to insure your plan is integrated and synchronized.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2009, pp. 5-1
through 5-14, pp. 6-1 through 6-11
1.1.9 (Q9) How does your state capture logistics response requirements for a catastrophic
disaster?
Intent: States should establish resource management procedures and policies that are applicable
to all levels of emergencies, including routine emergencies, within their state. A catastrophic
(worst case) incident does not mean just working faster and harder than your normal response.
Catastrophic logistics planning incorporates support for joint, multi-jurisdictional, and regional
operations.
To plan for and assess logistics support required to respond to a catastrophic incident,
operational areas or ESFs should identify requirements to accomplish their missions during the
incident or scenario. Logistics planners should ensure that to the greatest extent possible, the
missions are logistically feasible. Exercises should include appropriate ESFs, nongovernment
organizations, volunteer organizations active in disaster (VOAD), private vendors, and FEMA
Region personnel.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state logistics organization is unaware of the catastrophic scenario
response requirements.
The state logistics organization has identified some catastrophic incident
response requirements.
The state logistics organization is notified of operations or ESF logistics
support requirements to support catastrophic planning scenarios, such as,
equipment, commodes, required date and time, and location.
The state logistics organization is notified of operations or ESF logistics
support requirements to support catastrophic planning scenarios, such as,
equipment, commodities, required date and time, and location. The support
plan is coordinated with external partners, including private, government and
nongovernment organizations and the FEMA Region.
The state logistics organization developed a support plan and coordinated the
plan with the FEMA Region and FEMA Headquarters (HQ).
Approach: It is recommended that you evaluate resource requirements in the catastrophic
scenarios based on your hazard analysis. The logistics planning staff should consider regional
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Federal Emergency Management Agency – Logistics Management
cooperation, regional and interstate mutual aid, federal support, pre-incident contracting, and
private public partnerships to meet the catastrophic resource needs.
You could coordinate with external resource providers that include private, government and
nongovernment partners, and the FEMA Region. Requirements and actions should be prioritized
and time phased. Developing a time phased response plan identifies where and where resources
are needed, and when to order resources to meet the requirements. The time phased response
plan should be incorporated into your catastrophic plan. The logistics planning staff should
participate in any regional or catastrophic planning efforts.
Logistics planning should encompass regional cooperation, regional and interstate mutual aid,
federal support, pre-incident contracting, and private/public partnerships to meet catastrophic
resource requirements.
Planning should be assessed at various levels of training and exercises, from tabletop to full scale
exercises and include ESFs, regional partners, nongovernment organizations, VOADs, private
sector, and FEMA Region personnel. Plans and roles and responsibilities should be updated
using lessons learned during training or exercises.
Reference: NPG, 2007, p. 21
1.1.10 (Q10) If your state has considered a catastrophic disaster scenario(s) and its impact,
what type of catastrophic scenario response planning is accomplished?
Intent: Logistics support should be considered in catastrophic response planning. You should
determine logistics requirements for catastrophic scenarios that affect your state. Determine
support effectiveness by coordinating with adjacent states and regional partners and by
conducting various levels of exercises. Lessons learned from exercises should be used to update
and improve the plans.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
A catastrophic incident was not defined.
A catastrophic scenario was developed, but no response plan was constructed.
A catastrophic scenario response plan was developed and coordinated within
the state emergency management agency.
A catastrophic scenario response plan was developed with collaboration
among local and tribal agencies, private partners, and other government and
nongovernment organizations.
A catastrophic scenario response plan was developed with collaboration
among local and tribal jurisdictions, private partners, government and
nongovernment organizations, and the FEMA Region. The plan is exercised.
Approach: It is recommended that you evaluate resource requirements in the catastrophic
scenarios based on your hazard analysis. The logistics planning staff should consider regional
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Federal Emergency Management Agency – Logistics Management
cooperation, regional and interstate mutual aid, federal support, pre-incident contracting, and
private public partnerships to meet the catastrophic resource needs.
You could coordinate with external resource providers that include private, government and
nongovernment partners, and the FEMA Region. Requirements and actions should be prioritized
and time phased. Developing a time phased response plan identifies when and where resources
are needed, and when to order resources to meet the requirements. The time phased response
plan should be incorporated into your catastrophic plan. The logistics planning staff should
participate in any regional or catastrophic planning efforts.
Logistics planning should encompass regional cooperation, regional and interstate mutual aid,
federal support, pre-incident contracting, and private/public partnerships to meet catastrophic
resource requirements.
Planning should be assessed at various levels of training and exercises, from tabletop to full scale
exercises and include ESFs, regional partners, nongovernment organizations, VOADs, private
sector, and FEMA Region personnel. Plans and roles and responsibilities should be updated
using lessons learned during training or exercises.
Reference: National Preparedness Goal, 1st ed., 2011, p. 9
1.1.11 (Q11) How does your state prepare to provide commodities to affected populations
in all-hazard situations?
Intent: Answering this question should prompt you to consider requirements for life sustaining
commodities, such as water and shelf-stable meals, and supporting staff and equipment that
could be required to meet the needs of affected populations.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Commodity requirements are not assessed.
Commodity requirements are identified for an all-hazards planning approach.
A state resource management or sourcing group identifies commodity sources
and requisition procedures.
Vendors are identified through an established procurement process to fulfill
commodity requirements for all-hazards situations.
The state is fully prepared to provide required commodities for all-hazard
scenarios, has established procedures for identifying commodity sources, is
staffed to engage in commodity procurement, and has coordinated commodity
shortfalls with the FEMA Region.
Approach: To determine whether or not the state has adequately addressed the resource
procurement consider the following:
Identify the likely hazards and threats facing the state.
Determine the populations that could be affected.
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Federal Emergency Management Agency – Logistics Management
Determine requirements needed within the first 72 hours and longer term requirements.
Determine the requirements for warehousing commodities.
Identify internal and external sources that could provide resource requirements.
You should be prepared to provide necessary commodities for all-hazard scenarios. It is
recommended that you identify vendors for commodities designated as critical to disaster
response and that you be capable of ordering and acquiring resources. You should pre-identify
sources and address logistics staging and POD personnel and equipment requirements.
Reference: National Preparedness Goal, 1st ed., 2011, p. 10
1.1.12 (Q12) How does the state determine the quantities and types of critical commodities
needed to support affected populations during the first 72 hours of a likely or
catastrophic scenario?
Intent: It can take days for the logistics supply chain to support forecasted resource
requirements regardless of the type of incident, whether for no notice incidents such as
earthquakes or incidents with level of lead time such as hurricanes. The logistician determines,
through planning, how to support commodity requirements, especially those critical to the first
hours of a response effort. There are various methods the logistician can use to meet initial
requirements such as stockpiling specific commodities, mutual aid from neighboring states,
vendor managed inventories, or coordination with FEMA logistics.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Commodity requirements to support affected populations are not determined.
Commodity requirements are calculated based support required for the
impacted population.
Commodity requirements to support affected populations are calculated and
have been validated throughout the state.
Commodity requirements to support affected populations are calculated using
a recognized tool (e.g. FEMA Gap Analysis Program, USACE modeling,
etc.). The calculations are based on likely or catastrophic modeling and have
shared with the private sector and other involved state agencies.
Commodity requirements to support affected populations are calculated using
a recognized tool (e.g. FEMA Gap Analysis Program, USACE modeling,
etc.). The calculations are based on likely or catastrophic modeling and have
shared with the private sector and other involved state agencies and has
synchronized the plan with the respective FEMA Region.
Approach: It is recommended that you determine the state’s hazards and risks and use
modeling, to determine how populations could be affected. Using USACE modeling, determine
the resource requirements to support the first 72 hours. Consider the capability or ability to
warehouse all or a portion of the initial requirement. Coordinate pre-incident contracts with
commercial providers for requirements and shortfalls that your state cannot support.
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Federal Emergency Management Agency – Logistics Management
Reference: EMAP, EMS, 2010, p. 9
1.1.13 (Q13) How does the state logistics plan address donated goods management?
Intent: Managing unsolicited goods, services, and cash donations after a significant incident
occurs is important. These unsolicited donations are resources that can be distributed or could
overwhelm the state and cause storage problems. A detailed donations management plan is
essential to the planning process.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Logistics plans do not address unsolicited donations.
Plans identify some means of dealing with unsolicited donations.
Plans include basic steps to manage donations at the state level.
Plans for handing donated goods are coordinated with local and tribal
jurisdiction, vendors, and nongovernment partners.
Logistics plans describe the detailed process used to manage unsolicited
donations at all levels and include the use of the national Aidmatrix system.
The state adheres to the Resource Management and Logistics Standard 4.8.6
of the Emergency Management Accreditation Program.
Approach: It is recommended that you allow volunteer organizations to manage their
donations. Form a planning team that includes volunteer agencies, nongovernment organizations
(NGO), and other stakeholders to develop a volunteer and donations management support annex
to the logistics support plan. The annex should include how to facilitate collecting and tracking
offers and how to handle matching offers.
It is recommended that your plan:
Identify and describe actions to collect, sort, manage, and distribute in-kind contributions,
including methods for disposing of or refusing unacceptable goods.
Identify and describe actions to coordinate donation management issues with neighboring
districts and the state’s donations management system.
Describe the process used to tell the general public about the donations program (e.g.,
instructions on items to bring and not bring, scheduled drop off sites and times, how to
donate cash), including a process for issuing routine updates.
Identify and describe actions to handle a spontaneous influx of volunteers.
Identify and describe actions to receive, manage, and distribute cash contributions.
Pre-identify sites that could be used to sort and manage in-kind contributions (e.g.,
private warehouses and government facilities).
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2009, p. C200; EMAP, EMS, 2010, pp. 9-10
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Federal Emergency Management Agency – Logistics Management
1.1.14 (Q14) How does the state logistics plan address the use of volunteers?
Intent: As with unsolicited donations, spontaneous and unaffiliated volunteers can interfere
with recovery if not properly managed and integrated into ongoing operations. Proper planning
can be essential in managing unaffiliated and spontaneous volunteers.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Logistics plans do not include volunteer identification or management.
Logistics plans include how volunteers are identified.
Logistics plans describe how to identify and utilize volunteers and the concept
for their support.
The state works with external volunteer organizations to plan how to integrate
volunteers.
Logistics plans describe the process to identify, deploy, utilize, support, and
demobilize affiliated and spontaneous unaffiliated volunteers.
Approach: It is recommended that donations and volunteer plans are combined into one
document. The state should have a method to manage unsolicited donations at all levels and use
the national Aidmatrix system to manage unaffiliated volunteers and organizations and how to
apply their resources to incident response and recovery activities.
Identify and describe actions required to establish and manage volunteers to include
setting up toll free hotlines, creating data bases, and appointing a liaison.
Identify and describe actions that could verify or vet individual volunteers and volunteer
organizations (i.e., local churches and civic or social groups).
Having volunteers complete a detailed sign-in sheet listing their past disaster response
experiences assists in identifying capabilities within the potential volunteer cadre. Assigning
volunteers that have proven experience could be helpful in meeting additional staffing needs.
However, volunteers should be monitored by trained staff.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2009, p. C-20
1.1.15 (Q15) Have safety equipment and procedures been addressed in logistics plans and
operational activities?
Intent: Maintain a safe work environment for staff and volunteers at the PODs and LSAs. Train
a cadre of personnel to serve as safety officers. Review federal, state, and local Occupational
Safety and Health Administration (OSHA) safety requirements and ensure that all safety
requirements are met. Provide training and licensing renewal as recommended and required.
Capability:
Static
Functional
Safety provisions are not addressed in state plans and operational activities.
The state uses informal methods to assure appropriate safety provisions are
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Federal Emergency Management Agency – Logistics Management
Horizontal
Integration
External
Collaboration
Synchronized
available.
The state has formal plans and methods for distributing safety related items to
distribution sites.
The state conducts training for distribution site personnel and exercises with
local and tribal organizations to assure safety equipment and other items
available and accounted for at distribution sites.
The state conducts regular safety training for distribution site personnel and
conducts regular reviews of safety resources available to distribution sites.
Approach: It is recommended that you evaluate the risks associated with logistics facilities and
determine the level of training needed for staff to safely operate equipment. Training can include
printed equipment operating handouts to formal certification and licensing for certain types of
equipment, such as, forklifts and certified personal protective equipment (PPE), self contained
breathing apparatuses, and scanners.
The FEMA Independent Study (IS) Course, IS-26 FEMA/USACE Guide to Points of
Distribution, provides instructions for POD operations. The free course is available through the
Emergency Management Institute (EMI).
Reference: National Preparedness Goal, 1st ed., 2011, p. 13
1.1.16 (Q16) What security provisions are made for distribution points?
Intent: PODs are established to provide immediate life sustaining commodities following an
incident that leaves the infrastructure incapable of providing water or food to the affected
population. The intent of this question is to determine if the state’s POD operations are safe and
protected.
POD security should be a local responsibility and protecting POD facilities, assets, resources,
and staff following an incident is important to the local jurisdiction. Some people may view the
incident as an opportunity for personal gain or to profit from the misfortune of others.
Commodities could be stolen, leading to more serious problems, such as panic, in a population
that perceives supplies could be exhausted or that people are getting preferential treatment.
The disaster incident could also be severe enough that local law enforcement and security
resources could be inadequate. Therefore, local jurisdictions should be prepared to request
additional security when POD operations start if they are needed.
Capability:
Static
Functional
Horizontal
Integration
The state does not ensure that distribution points are protected.
The state has an informal review process to ensure that personnel are
available to protect distribution sites.
The state law enforcement is on hand in the event they are needed to protect
distribution points.
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Federal Emergency Management Agency – Logistics Management
External
Collaboration
Synchronized
State law enforcement, contracted security personnel, and other security
personnel are vetted with the local and tribal organizations.
The state conducts regular training and exercises to ensure state law
enforcement, contracted security personnel, and other security personnel
understand their roles in protecting distribution sites. Personnel are vetted
with the local and tribal jurisdictions.
Approach: It is recommended that the local jurisdiction address POD security and traffic
concerns as evaluated by local law enforcement in logistics or operations plans. Shortfalls and
work arounds should be identified. As the response progresses, security should be continually
evaluated and security resources reassigned or additional security resources requested from the
state.
Reference: National Preparedness Goal, 1st ed., 2011, p. 9
1.1.17 (Q17) How are logistics requirements identified for evacuating local residents and
visitors and receiving evacuees from other jurisdictions or states?
Intent: The state should be prepared for logistical challenges associated with catastrophic mass
evacuations including, but not limited to sheltering, mass feeding, and transportation. You
should determine if your state has adequate processes and resources to evacuate individuals or to
accept disaster survivors from other jurisdictions or states.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Logistics requirements for evacuating citizens and receiving disaster survivors
are not identified.
Logistics requirements for evacuating citizens and receiving disaster survivors
are identified, but not sourced.
Logistics requirements for evacuating citizens and receiving disaster survivors
from other states are outlined in evacuation plans.
Logistics requirements for evacuating citizens and receiving evacuees from
other states and sources of support are identified in evacuation plans.
Logistics requirements for evacuations and survivor reception are identified,
contracts are in place, and the plan has been exercised.
Approach: There are two types of evacuees, self evacuees and government assisted evacuees.
The state should be prepared to handle an influx of both. By working with local government,
tribal agencies, the private sector, other government and nongovernment organizations, VOADs,
and FEMA Regions, create a task force concept to identify and exercise a mass evacuation plan
and include support requirements for the evacuees and survivors. Exercising the long term mass
sheltering plan is a critical part of disaster response preparedness. One exercise scenario could
be a response following a catastrophic incident within your state or another state, with your state
acting as host for large numbers of evacuees.
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Federal Emergency Management Agency – Logistics Management
Identify the projected number of evacuees that you will expect to move and the number
that will require care.
Identify the projected number of evacuees from other states that could be expected to
arrive in your state and the number that will require care.
Pre-identify locations to stage required resources to support the evacuees and survivors.
Conduct route planning.
Identify staging and mobilization areas and determine how to inform the public of these
locations.
Identify transportation requirements and providers.
Identify fuel requirements.
Identify feeding resources (food service or supplies), shelter supplies (cots, blankets,
etc.), and equipment.
Identify staff and support requirements.
Reference: National Preparedness Goal, 1st ed., 2011, pp. 12, 14
1.2
Contingency Planning
1.2.1 (Q18) How are risks associated with logistics plans addressed?
Intent: States should address the risks associated with executing logistics plans. Some
examples of risks are contractor non-performance, warehouses in the impacted area, critical
infrastructure failure, inaccessible pre-identified POD locations, and communication challenges.
States should identify and evaluate similar potential risks prior to an incident and base plans on
credible threats, hazards, vulnerabilities, and consequences. States should use risk reduction
strategies to minimize exposure to risks.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
No risks associated with logistics planning factors are identified.
Some risks associated with logistics planning factors are identified.
Foreseeable state level logistics planning factor risks are identified and
workarounds are established.
Logistics planning risks for local, tribal, private sector, government, and
nongovernment partners are identified and workarounds are established and
exercised.
Logistics planning has taken an all-hazards approach to identifying risks and
has identified contingency workarounds with all local and state partners and
FEMA Region.
Approach: The DHS Lessons Learned Information Sharing Website provides information about
best practices and lessons learned. It is recommended that you work with subject-matter experts
for each risk scenario, consider alternate and backup actions, and address those actions in your
logistics plans. Actions to mitigate risk could be used as interim solutions until primary
capability shortfalls or limiting factors are resolved.
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Federal Emergency Management Agency – Logistics Management
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, pp. 47, 4-11; NPG, 2007, p. 6
1.2.2 (Q19) How does your state identify logistics contingency response resource
shortfalls?
Intent: Few, if any, states can afford to acquire every piece of equipment or commodity needed
for all incidents. Evaluate resource requirements that might be needed for the hazards
recognized in the HIRA, Comprehensive Emergency Management Plan (CEMP) EOP and the
eight key scenarios outlined in the NRF.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Logistics shortfalls are not identified.
Some logistics shortfalls are identified.
The state identifies equipment and commodity shortfalls (water, meals, ice,
tarps, generators, etc.).
The state coordinates with local and tribal jurisdictions, the private sector, and
government, and nongovernment organizations to identify shortfalls and to
address filling shortfalls or developing workarounds.
The state works with the FEMA Region to identify disaster response logistics
shortfalls and develops an action plan to meet shortfall needs. The state also
utilizes the Hazard Mitigation Grant Program (HMGP) as a funding avenue
for mitigation planning and adheres to Resource Management and Logistics
Standards 4.8.2 and 4.8.3 of the EMAP.
Approach: It is recommended that logisticians identify the state capabilities using mutual aid
and pre-incident contractors, identify required resources, and determine if there will be shortfalls.
Using this information, logisticians could request resources from federal agencies, mutual aid,
volunteer agencies, or the private sector.
Reference: Local Multi-hazard Mitigation Planning Guidance, 2008, pp. 3-5; EMAP, EMS,
2010, p. 9
1.3
Distribution Planning
1.3.1 (Q20) What access to information on post-disaster damage to transportation
infrastructure does your state logistics team have?
Intent: A degraded transportation infrastructure can impact your state’s ability to get resources
to where they are most needed. To obtain required resources and commodities logisticians
should be aware of the effect on transportation and distribution infrastructure, such as, roads, rail,
ports, and air facilities. A COP offers a standard overview of an incident, providing incident
information that enables logisticians to make effective, consistent, and timely decisions. This
information also allows logisticians to forecast delays, communicate with incoming vendors, and
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Federal Emergency Management Agency – Logistics Management
establish alternative delivery or transportation modes. Working with other ESFs can help set
priorities for clearing roads and restoring other transportation infrastructure.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state logistics team does not have visibility of transportation
infrastructure post-incident reconnaissance or assessments.
The state logistics team has a point of contact or knows where to access postincident transportation infrastructure information.
The state logistics team can access information on main artery infrastructure
availability e.g., interstates and U.S. highways.
Transportation infrastructure post-incident assessment information is
accessible for all transportation and distribution capabilities and workarounds
and or re-routing processes are available.
Transportation infrastructure post-incident assessment capabilities are
accessible using Geographical Information System (GIS) technology and data
is coordinated with disaster logistics operations and distribution management
organizations.
Approach: State logistics staff should have access to the COP and should train and conduct
exercises to ensure that they understand how it operates.
The planning section is typically responsible for ensuring that appropriate information is
presented to EOC leadership, so the best decisions can be made regarding post-incident
transportation and distribution infrastructure reconnaissance and assessment.
Overlaying road hazards on GIS technology and data could be helpful. Additionally, you can
coordinate with the state Department of Transportation (DOT) or Port Authority, which often
have live cameras or other technology that can view damage or flow impediments and monitor
congestion. DOT crews in the field can physically assess the transportation infrastructure,
determine what is safe, and report accordingly. Incorporating this data, as well as any data
gathered from sensors and other reported status of roads or facilities should provide a more
accurate COP.
Traditionally, the plans section prepares maps with various symbols to show resource locations
and other relevant information. The COP should be an electronic information management
technology system.
Reference: National Preparedness Goal, 1st ed., 2011, p. 13
1.3.2 (Q21) How are state staging areas addressed in plans?
Intent: Finding open ground areas with prepared surfaces for storing material, warehousing,
administration, and transportation infrastructure that can support the affected areas in the state
can be difficult after an incident has occurred.
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Federal Emergency Management Agency – Logistics Management
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
State staging areas are not identified in plans.
State staging areas are informally identified.
State staging areas are identified and codified in plans and can support state
requirements.
State staging area locations are identified and management responsibility is
assigned and coordinated with affected agencies. Requirements include
personnel, equipment, and communication processes.
State staging areas are identified. Throughput needs and site layout and
operations verified and exercised and include FEMA participation.
Approach: Pre-identifying staging areas enables logisticians to plan for site support
requirements, establish local contacts and contracts to equip and staff staging areas, establish
communications plans, determine types of hazards, and develop facility use agreements with
owners. Other actions to consider are:
Identify possible areas of operation.
Identify possible staging areas within the area of operation.
Conduct site surveys to determine suitability.
Prepare memorandums of agreement (MOA) with property owners.
Develop site plans that include possible staffing and equipment requirements.
Identify responsible agencies and providers.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. C19; National Preparedness Goal, 1st ed., 2011, p. 14
1.3.3 (Q22) How are operational requirements used to determine state staging area
locations?
Intent: Staging areas should be selected based on operational requirements and located where
they can do the most good. Historical records should also be considered for determining
suitability and vulnerability.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
State staging area locations are chosen arbitrarily.
State staging area locations are selected based on geographical considerations.
State staging area locations are selected based on operational requirements
and the capability to project forward to any affected area. Locations are
socialized with local and tribal jurisdictions.
State staging area locations are selected based on operational requirements
and historical infrastructure and transportation route damage information.
Pre-identified locations are validated with local and tribal jurisdictions, the
FEMA Region, and FEMA HQ.
State staging area locations are selected based on operational requirements
and historical records for infrastructure and transportation route damage. Pre63
Federal Emergency Management Agency – Logistics Management
identified locations have been validated with local, tribal, FEMA Region, and
FEMA HQ and are exercised to validate site feasibility.
Approach: It is recommended that you consider selecting a staging area site based on proximity
to historically affected areas. Consider the following:
Staging area footprint,
Quantity of trucks and commodities needed to support the expected affected population,
amount of site prep required (electric, phone, fencing, toilet facilities, etc.), and
Road network capacity to facilitate flow and anticipated volume.
Reference: EMAP, EMS, 2010, p. 9
1.3.4 (Q23) How are staff and material requirements for state staging area operations
identified?
Intent: Identify who will staff the staging area, equipment required to operate it, and operations
shortfalls so they can be mitigated prior to an incident.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Staffing and material requirements are not pre-identified.
Some staffing and material requirements and sourcing are pre-identified.
Expected requirements for supplies and materials are identified and sourced.
If staffing is done through state partners (e.g. National Guard), that
organization has provided mission-capable units and equipment it will assign
to execute the state staging area mission.
Staffing and material requirements have been sourced and identified in
advance to the individual state staging area level.
Approach: It is recommended that you assign responsibility for LSA operations to an agency
and identify the resources and services required to conduct LSA operations.
Establish MOUs and pre-incident contracts as needed. Where shortfalls exist identify additional
resource requirements, such as mutual aid with local and tribal jurisdictions, the private sector,
other government and nongovernment organizations, VOADs, identified trained volunteers, or
Community Emergency Response Team (CERT) members.
Reference: EMAP, EMS, 2010, p. 9
1.3.5 (Q24) To what extent have minimum buffer (safety) stock levels and restock
protocols been established for commodities at state and local staging areas?
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Federal Emergency Management Agency – Logistics Management
Intent: Establishing stocking levels provides planning data that can be used to economically
order resources at appropriate levels to support the affected population. Excess ordering is
avoided which lessens the burden on the supply chain and decreases chances of ordering too
many commodities. Stocking levels also provide a reasonable buffer inventory for resupplying
or establishing PODs without delays.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Predetermined minimum levels of supply and commodity inventory are not
established.
Predetermined minimum levels are set based on forecasted staging area
resource demands.
Predetermined minimum levels of resources and restocking protocols for
staging areas are established, but not exercised or implemented.
Predetermined minimum levels of resources and restocking protocols for
staging areas are established and implemented in accordance with NIMS
guidelines.
Minimum buffer stock levels and restocking protocols are established and
validated through modeling victim populations and burn rates from historical
disasters.
Approach: Using data from state hazard analysis and the eight key scenarios develop a stocking
level for initial requirements for the first 72 hours. USACE modeling can provide this data.
Next, determine how much buffer to establish based on modeling, historical data, situation
analysis, or potential for change. An example would be, having 20 Type III PODs operating.
That means that in the first 72 hours you should need 60 trailers of water and 30 trailers of shelf
stable meals. Each day after that, you would likely need 20 trailers of water and 10 trailers of
shelf stable meals. However, opening another POD or other requirements could change
requirements so you should have some resources on hand to meet that need. Use historical data
to determine how many additional resources are required. For example, would a two POD buffer
of 10% be sufficient? Requirements are reduced or increased based on how incidents progress.
Reference: NIMS, 2008, pp. 32-33
1.3.6 (Q25) How are PODs addressed in state's logistics plans?
Intent: PODs are established to provide immediate life sustaining commodities following an
incident that leaves the infrastructure incapable of providing water and/or food to the affected
population. The intent of this question is to determine the level of POD planning throughout the
state. At a minimum, the need for PODs is acknowledged and incorporated into plans. At the
highest level PODs are not only identified and typed, but they are fully integrated, detailed
planning is conducted, on site planning is completed, and the plan is exercised and/or planners
have gone through a physical site setup.
Capability:
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Federal Emergency Management Agency – Logistics Management
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
No predetermined minimum levels of supply and commodity inventory have
been established.
PODs are not identified in localities that have the highest probable threat and
are not captured in plans.
PODs are typed or classified (Type I, II, and III) for localities that have the
highest threat probability.
PODs are identified and typed throughout the state.
PODs are identified and typed throughout the state, coordinated with external
agencies including FEMA Region, and exercised and/or demonstrated to
verify formation, layout, organization, and staffing responsibility.
Approach: To determine whether or not you have adequately addressed PODs in your state,
consider the following questions:
Have you identified PODs in your plan? How detailed is the planning?
Is it in an annex to the EOP or a separate plan?
Does your plan acknowledge all hazards or only the highest probable threat?
Have you typed your PODs as Type I, II, or III using the USACE model?
Have you made modifications to the standard PODs?
Are POD sites identified throughout your state and are they typed as Type I, II, and III?
Have you coordinated your identified PODs with external agencies, such as law
enforcement and voluntary agencies (VOADs)?
Have you incorporated the ―Adopt a POD‖ program?
Have you provided the state with a copy of your resource management plan?
From the state level, have jurisdictions in your state identified their PODs for your plan?
Have planners conducted detailed planning for PODs such as:
o Developing site sketches of the layout?
o Identifying the staff and equipment requirements for the site?
o Identifying the organization that could be providing the leadership and staffing of
each site?
o Identifying the source of material handling equipment (MHE) and other support
resources?
Are they reliant on requesting state resources?
Have you conducted POD exercises or incorporated POD operations into other exercises?
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. C19; IS-26 U.S. Army Corps of Engineers Guide to Points of Distribution, 2008
1.3.7 (Q26) What is the state methodology for identifying POD locations?
Intent: Ensure that POD sites are established where they will best meet the needs of the
impacted population. Ensure the POD types and locations are functional and can be operated in
a safe manner. Through POD exercises, the state should be able to identify and correct shortfalls
and reduce the possibility of operational conflicts.
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Federal Emergency Management Agency – Logistics Management
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
POD locations are chosen arbitrarily.
POD locations are selected based on population density modeling.
POD locations are selected based on population density modeling and have
addressed historical records for infrastructure damage. Locations are
socialized with local and tribal organizations.
POD locations are selected based on population density modeling and have
addressed historical records for infrastructure and transportation route
damage. Pre-identified locations are coordinated with local, tribal, and state
planners.
POD locations are selected based on population density modeling and have
addressed historical records for infrastructure and transportation route
damage. Pre-identified locations are coordinated with local, tribal, state
planners, and communicated with the FEMA Region and FEMA HQ. PODs
have been exercised to validate the site feasibility.
Approach: Estimate the number of people to be served by a POD and the number of POD sites
needed. This can be accomplished mathematically using any of several models that can calculate
the number of PODs required based on the total number of people without commercial power.
As an example, you can use the USACE model to identify the number of persons potentially
affected by a catastrophic incident and the number of Type III PODs needed to support that
population where 5,000 is the number of people served by a Type III POD.
(approximate affected population) / 5,000 = (number of PODs needed)
Identify general locations for PODs. POD models can predict the number of people in need. This
fact is very important for determining the amount of commodities that may be required; however,
this fact is useless if commodities cannot be provided to survivors in a timely manner. The
general locations of PODs can be determined by population density and how commodities should
be distributed in the state. You can use GIS to produce a dot density map that provides a visual
dot for a selected density of population. A dot density map should be produced based on a
density of 1 dot for every 12,500 people (40 percent of 12,500 = 5,000 – the number of people
served by a Type III POD).
Consider the need for additional PODs if required. It is important to consider factors such as
tribal communities, isolated rural communities, and population concentration (for example, high
rise apartments and apartment complexes) that might require additional PODs.
Identify potential POD sites within each general location. Once the general location is identified
through GIS mapping, the POD planning team should identify and review potential sites for the
POD within that general location. Use state parcel-level maps and neighborhood planning
details to identify sites within each of the identified general locations.
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Federal Emergency Management Agency – Logistics Management
Coordinating with local and tribal contacts and sharing the proposed locations of PODs reduces
the possibility of a site being selected that could become problematic during a live incident.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. C-19
1.3.8 (Q27) How has the state captured the POD concept of support in plans?
Intent: The concept of support should not be established ad hoc during an incident. Concepts of
support to PODs should be established in plans so that agencies can identify and coordinate
staffing and equipment requirements and exercise the plan. Counties and the FEMA Region
should be included in coordination to ensure all POD concept of operation planning is supported.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
POD support (management, communication, commodity flow, etc.) has not
been established.
POD support concepts have been captured in plans for local and tribal areas
under highest probably threat.
POD support concepts have been captured in plans for local and tribal areas
throughout the state.
POD support concepts have been coordinated with local and tribal
organizations and the responsibility for management and operations of each
POD has been included in logistics plans.
POD support has been captured throughout the state, coordinated with FEMA
Region, and operational concepts have been validated through exercises or
other processes.
Approach: It is recommended that you:
Identify POD requirements.
Identify support requirements that will be fulfilled by the local jurisdiction.
Identify shortfalls.
Address shortfall requirements that must be filled from state resources or contracts.
Develop POD reporting and coordination protocols.
The state should exercise the POD plan by conducting various types of exercises, from tabletop
to full scale operational exercises in order to identify possible shortfalls, potential problems with
equipment, site locations, staffing or partners, and vendors.
The exercise can be used to support and train staff responsible for POD operations during a live
incident. Creating staff and partner familiarization of each other’s capabilities, needs, and
requirements assists in establishing workable partnership relationships. Relationships are further
assisted by defining processes and providing required training through different workshops and
exercises.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. C-19
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Federal Emergency Management Agency – Logistics Management
1.3.9 (Q28) How has the state identified staff and material requirements for POD
operations?
Intent: Staffing and equipment requirements can be intensive for incidents that would require
the use of PODs. Those who could actually staff the PODs need to understand the concept and
be trained in conducting operations. Sourcing equipment could also be intensive.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Staffing and material requirements are not pre-identified.
Some staffing and material requirements are pre-identified.
All staffing and material requirements and sourcing are pre-identified.
Coordinated with state partners (e.g. National Guard), to identify specific
units and equipment that will be assigned to execute the POD mission.
Staffing and material requirements are identified and sourced in advance of
determining individual POD requirements.
Approach: POD sites are a local requirement. The following steps are recommended:
Identify POD sites in your jurisdiction(s).
Type the POD as Type I, II, or III.
Using USACE modeling, identify the staffing and equipment requirements. Identify an
agency and coordinate an MOU to provide staffing to each POD site. Consider city or
county agencies, voluntary agencies, ―Adopt a POD‖ program, and the state National
Guard to determine availability.
Identify the provider of MHE and establish a pre-incident contract or MOU with that
provider.
Provide or procure POD kit(s) in accordance with IS-26.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
1.3.10 (Q29) How has the state worked with jurisdictions (county, local, tribal, etc.) to
identify or determine capabilities of other agencies or the private sector to support
food distribution?
Intent: There are agencies that maintain food stocks on a daily basis that could be utilized in
disasters to provide feeding support. School meal programs under the USDA are one of the
sources. Access to these stocks could support shelter operations. Voluntary agencies such as
food banks regularly provide food to those in need, which is the population that is more likely to
be impacted by the incident. The food bank could be utilized as a source to provide food to
others affected by the incident. Grocery chains and large retail stores have established
transportation and distribution capabilities that provide food and other commodities daily to the
stores and operations they support. Work with them to either get them back in business
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Federal Emergency Management Agency – Logistics Management
(relieving your burden) or request that they work with the jurisdiction in supporting your
operation.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not consider other agency partners or the private sector in its
food distribution plans.
The state has informal agreements in place, such as the United States
Department of Agriculture (USDA) Food and Nutrition Services (FNS)
program or other partner programs, to support food distribution, but does not
coordinate those plans with local, county, and/or tribal jurisdictions.
The state has informal agreements in place, such as the USDA FNS program,
to support food distribution and coordinates those plans with local, county,
and/or tribal jurisdictions.
The state has formal MOUs in place with other agencies (such as USDA
FNS), volunteer groups, and/or contractors to support food distribution
efforts and coordinates those plans with local, county, and/or tribal
jurisdictions.
The state has formal MOUs in place with other agencies (such as the USDA
FNS), volunteer groups, and/or contractors to provide complete food
distribution support coverage and coordinates those plans with local, county,
and/or tribal jurisdictions, as well as the FEMA Region and FEMA HQ.
Approach: The following steps are recommended:
Coordinate with volunteer organizations to work with local food banks and bulk
commodity suppliers to support food distribution.
Develop food bank protocols for the plan.
Develop private public partnerships with local grocery and retail stores to provide
resources or work to get them back into business.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
1.3.11 (Q30) How extensive is transportation planning for commodities and assets during
an incident?
Intent: Visibility of commodities is important. Lost, delayed, and misdirected shipments are
costly and can add to the impacted population’s suffering. Knowing where the commodities are
en route from distribution or mobilization through to staging and delivery provides
accountability and saves money in the long run. Transportation planning should include sources
to track asset movement, movement command and control, and receipt by the end user. You
should ensure that the proper MHE is available to load and off-load shipments when they arrive
at their destinations. Having the correct type MHE for off-loading shipments can reduce
transportation vehicle down time and overall cost.
Capability:
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Federal Emergency Management Agency – Logistics Management
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have a transportation plan for asset distribution.
The state transportation plan is developed notionally.
The state has a written asset transportation plan.
The state transportation plan includes sources for asset movement, movement
command and control, tracking, and receipt verification and is coordinated
with participating agencies.
The transportation plan is coordinated with the FEMA Region and is validated
through exercises or methods.
Approach: The following steps are recommended:
Develop reporting protocols.
Require contracting-vendor reporting.
Consider utilizing a transportation vendor to conduct shipment tracking.
Consider providing radio frequency identification (RFID) or satellite tracking.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. C-19
1.3.12 (Q31) How do state plans address transporting materials through restricted areas?
Intent: Commodities move from their points of origin, through the state to the LSA, to the end
user, which can be an agency or POD. When infrastructure is disrupted or congested, roads
closed due to flooding or damage, traffic signals out, etc., the resource flow can be disrupted or
delayed. In turn, response and recovery efforts may also be delayed. Plans should address
prioritizing transportation assets flow into the area and developing a concept for convoys and
escorts through restricted areas. Some restrictions may be geographical or related to physical
limitations or restrictions such as local road or bridge restriction associated with the weight,
height, or width of the transport vehicles. Local or state laws require specific markings for
certain size conveys and have established escort requirements. This should not be limited to
state and federal resources, but include resources of the private sector, such as grocery stores and
home improvements stores, to help them get operational, relieve some of the pressure on the
jurisdiction, and get back to normal operations as soon as possible.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
The logistics plans do not address transportation of materials through
restricted areas or checkpoints.
The concepts for transportation of materials through restricted areas have
been addressed, but are not included in plans.
The logistics plans include processes for material transportation through
restricted areas.
The transportation plans for materials through restricted areas have been
coordinated with affected agencies and processes to communicate these
requirements to transportation providers have been developed.
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Federal Emergency Management Agency – Logistics Management
Synchronized
The logistics plans describe strategies for transporting materials through
restricted areas, quarantine lines, and law enforcement checkpoints have been
agreed upon by affected parties and exercised to some degree.
Approach: The following steps are recommended:
Develop a concept to transport materials through restricted areas, to include quarantine
lines and law enforcement checkpoints, as well as primary and alternate routing.
Develop priority protocols to get most needed resources in first.
Coordinate this plan with affected agencies and transportation providers.
Develop communication protocols.
Develop escort protocols and identify escort resources.
Coordinate with private businesses to include them into the priority queue, so they can
begin to get back to normal and relieve some of your burden.
Coordinate with jurisdictional law enforcement and transportation compliance officials to
ensure that local and state restrictions are considered when issuing a Governor’s
Declaration of Emergency and to allow certain restrictions to be temporarily lifted or
suspended following an incident.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. C20; National Preparedness Goal, 1st ed., 2011, p. 14
1.4
Training and Compliance
1.4.1 (Q32) How does the state participate in the Emergency Management Accreditation
Program (EMAP)?
Intent: The EMAP Emergency Management Standard (EMS) is a tool for continuous
improvement as part of a voluntary accreditation process for state and local EM programs. The
EMAP process can be used by emergency response stakeholders and is a means for strategic
improvement to EM program, culminating in accreditation.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not participate in EMAP.
The state is in the process of registering, conducting self assessments, and
applying for EMAP.
The state hosted the on-site EMAP assessor team and is addressing
highlighted issues.
The state successfully completed all six EMAP standards identified for
logistics.
The state received EMAP accreditation.
Approach: It is recommended that you get the executive branch of government (i.e., the
governor) to agree to the EMAP accreditation. This level of support is critical because the
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Federal Emergency Management Agency – Logistics Management
EMAP process is resource (personnel and time) intensive and requires participation from all
agencies. The process requires executive prioritization. It is suggested that you:
Appoint an accreditation team to oversee the process.
Provide training and resource support for the EMAP process.
Gather and review pertinent documentation.
Reference: EMAP, EMS, 2010, pp. 1, 9
1.4.2 (Q33) Have state logistics planners completed NIMS Incident Command System
(ICS) training?
Intent: Logistics partners should have a basic understanding of NIMS ICS operations and
procedures, and managers should have completed the Independent Study Program (ISP)
Professional Development Series (PDS) and should be certified in ICS management.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
State logistics planners do not complete NIMS ICS or the completion is not
documented.
The logistics planners complete the EMI ISP courses.
The state developed in-house training plans and requirements. Training
objectives are tied to each position.
State emergency managers complete NIMS ICS compliant courses.
Emergency managers complete ISP PDS courses and receive a certificate of
completion.
Approach: You should use the NIMS training program to identify job specific logistics and
resources management training. Providing in-house training enables the agency to verify that
participants receive the proper levels of training and understand ICS. Providing this training
opportunity to outside partners helps to improve working relationships between agencies,
provides additional training to outside agencies, and increases the pool of trained additional staff
that could be available in a disaster response incident. It is recommended that you:
Determine ICS levels for each position; and
Provide ICS training, as determined for the logistics staff and partners.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, pp. 21, 2-2; National Preparedness Goal, 1st ed., 2011, p. 14; NIMS Training Program, 2011, pp. 1116, 51-52
1.4.3 (Q34) How does the state sponsor or provide staging area and/or POD training?
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Federal Emergency Management Agency – Logistics Management
Intent: Determine the levels of required training for staff to safely and efficiently operate LSA
and PODs and make training available to all staff and other government agencies.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not sponsor state staging area and POD training or guidance
programs.
The state trains some staff on state staging area and POD operations.
State staging area and POD training is required for employees and volunteers.
State staging area and POD training is required for employees and volunteers
staffing staging areas or PODs. The training program is socialized with
FEMA Region and FEMA HQ and certificates are provided upon completion.
State staging area and POD training is required for employees and volunteers.
The training program includes the FEMA LMD National POD Training
Video, and a full training regimen is socialized with FEMA Region and
FEMA HQ. Certificates are provided upon completion of coursework.
Approach: By providing in-house training the agency could verify that participants and partners
have a consistency of training information, have received the proper levels, and have an overall
understanding of LSA and POD operations. Providing this training opportunity to outside
partners helps improve working relationships between agencies, provides additional nonstandard
training to outside agencies, and increases the available additional staff in a disaster response
incident.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
1.4.4 (Q35) How does the state plan for exercises?
Intent: Develop a strategy and a schedule of various types of exercises over a multi-year plan.
Pre-scheduling these various exercises enables the state to provide additional training and reduce
the operational costs for exercises and live incidents. They could identify possible shortfalls in
the plans and make corrections to preclude delivery delays for critically needed materials.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not conduct logistics exercises.
The state periodically conducts exercises with logistics capabilities exercised
at least yearly.
The state exercises logistics capabilities and/or plans at least semi-annually.
The state uses a combination of information from capability assessments and
training exercises to identify shortfalls. The state has a strategy to resolve
shortfalls through a multi-year training and exercise plan.
State plans identify exercises that will be conducted over the next three years.
The focus of the exercises is to test plans, capture lessons learned, and
identify areas for improvement. Follow on actions aim to build knowledge,
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Federal Emergency Management Agency – Logistics Management
skills, and abilities to perform the critical tasks. The state coordinates the plan
with affected agencies including the FEMA Region.
Approach: It is recommended that the state have a focused, long-term exercise program and
ensure they are HSEEP-compliant with practices for exercise program management, design,
development, conduct, evaluation, and improvement planning. Various types of exercises should
be held within a three year timeframe and include multiple tabletop exercises that address
appropriate aspects of the overall plans for each section and agency.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, pp. 425, 4-26, C-4; National Preparedness Goal, 1st ed., 2011, p. 7
1.5
Provider Qualifications
1.5.1 (Q36) What standard operating procedures (SOP) are in place for vetting potential
commodity and service providers in the state?
Intent: A vetting process for potential vendors and service providers helps to determine their
capacity or capability to meet disaster response needs and schedule. What is their past
performance and can they perform as called for in the contract?
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
No formal procedures are in place for identifying and vetting potential
vendors and service providers.
The state has SOPs for identifying and vetting all potential vendors and
service providers.
SOPs are established and socialized across the emergency management
agency.
SOPs are established, implemented, and socialized to all state EM functions
and incorporated into state logistics planning and training functions.
SOPs are in place and potential commodity and service providers in the state
vet them with local chambers of commerce, business bureaus, trade
associations, or their equivalent, the FEMA Region, and FEMA HQ.
Approach: All contracts should include a noncompliance clause with detailed steps to track and
notify vendors when their performance does not meet requirements. Following all incidents and
exercises, a detailed report of the vendor’s performance is maintained, providing a means to
track vendors that do not perform as required.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14; Universal Task List (UTL), 2007
1.5.2 (Q37) Do state logistics plans include public-private engagement?
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Federal Emergency Management Agency – Logistics Management
Intent: It is unlikely that states can afford to provide all resources and services needed in a
disaster. Logisticians should include private-sector resources and services by establishing MOUs
and contracts, if legally authorized, before an incident. Involving the private-sector providers in
planning and exercises enhances the overall response and cost effectiveness.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The logistics plans do not include public-private engagement.
The logistics plans include some mention of public-private engagement.
SOPs are established and socialized across the emergency management
agency.
The logistics plans list current private partners and the support they can or
will provide.
The logistics plans include methods to engage private partners and identify
existing MOAs, MOUs, and contingency contracts with these organizations.
Approach: If pre-disaster contracts are legal in your state, they should be used as much as
possible. These contracts can be written so that exercises are included in the deliverables
ensuring that the contractors are updated on changes to plans or procedures. The logistics
section should keep these vendors informed of pending exercises and include them in training,
planning, and exercises that could involve their services.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. C-11
1.5.3 (Q38) How has the state identified potential providers for commodities, trucking,
and evacuee transport?
Intent: In widespread or catastrophic incidents, transportation requirements for commercial
trucking and passenger transportation, such as buses, will be heavy. There may be multiple
states or FEMA vying for the same resources. Waiting to order resources until they are needed
could result in not having resources to meet requirements. Pre-planning can deconflict providers
and prioritize who needs what and when.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
The state does not identify potential vendors or service providers.
The state identifies potential providers for critical resource acquisition and
transportation, and identifies bus service providers for disaster evacuees.
The state identifies vendors for resource needs and evacuee transport
requirements and has coordinated with other emergency management
functions to ensure coverage. Additionally, the state has budgeted yearly to
maintain contracts.
The state logistics planners identify required potential providers of
commodities and services, including jurisdictional priorities, and have
deconflicted the vendor list with neighboring states and FEMA Regions, in
order to avoid potential overlaps and conflicts with those vendors. Lists are
updated on a regular basis.
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Federal Emergency Management Agency – Logistics Management
Synchronized
The state logistics planners identify required potential providers of
commodities and services, including jurisdictional priorities and have
deconflicted vendor list with states, FEMA Regions, and FEMA HQ to avoid
overlaps and conflicts with vendors.
Approach: It is recommended that you complete the following actions:
Identify resources needed to conduct response operation, such as bus transportation,
commodities, and commercial trucking.
Vet contractors for capability and capacity and have them identify conflicting or
competing commitments. In some cases, vendors have contracted with multiple
jurisdictions assuming that their resources would not be called upon by these jurisdictions
at the same time, only to be caught shorthanded.
Deconflict vendors with other jurisdictions.
Coordinate priorities with FEMA and other jurisdictions.
Exercise your plan with outside jurisdictions, sharing information about possible vendors
and identifying possible shortfalls of deliverables from vendors.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
1.6
Procurement Procedures and Protocols
1.6.1 (Q39) How does the state disaster logistics organization minimize risk of
nonperformance by vendors and service providers?
Intent: To avoid contracts with underperforming vendors, vendors should be vetted and there
should be multiple vendors that provide similar services and commodities, if possible.
Procedures to eliminate or mitigate underperforming or nonperforming vendors should be
established. This saves time and money in the long run.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
There is no contingency plan in place for risk mitigation of nonperformance
by vendors or other external agencies.
The state has multiple contracts in place for key resources and services, but
does not consider inherent risks associated with private-sector contract
execution.
The state considers the types of risks associated with private-sector contracts
and delivery and observes lessons learned from historical performance records
in an attempt to contract with multiple providers with reliable reputations.
Additionally, the state adds a nonperformance, and/or underperformance,
clause in its contracts.
The state considers the types of risks associated with private-sector contracts
and delivery and observes lessons learned from other states' historical
performance records in an attempt to contract with multiple providers with
reliable reputations. The state has procedures in place to address
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Synchronized
underperformance.
A contingency plan is in place that addresses the risk of private sector and
other external agency underperformance through lessons learned and best
practice information sharing. Based on that plan, the state contracts with
multiple best-in-class providers for each commodity and service. The state
keeps a list of contractor performance and underperformance and shares with
the FEMA Region and FEMA HQ.
Approach: The following guidelines are recommended when identifying and selecting vendors:
Do not rely on a single provider. Establish redundant vendors to provide greater
assurance of being able to obtain the goods and services required.
Review past performance. The vendors should have a proven history of providing
requested goods and services and have a good plan for ensuring that they will be able to
meet contract requirements. By conferring with other states and jurisdictions you can
develop a vendor historical profile.
Review vendors’ contingency plans and continuity of operations plans, which should
demonstrate how the vendors will ensure resource availability to fulfill the contract and
have appropriate redundancy. Note that even with a pre-incident contract, unless there is
a full guarantee, states may still have to act quickly or risk losing the resource. The state
should review and fully understand assumptions or constraints the vendor includes in the
contract. The vendor should also be able to explain how they will address deployment,
order receipt, and requests for services.
Use NIMS resource typing where available. NIMS-typed resources ensure that there is
no miscommunication about what is being requested.
Consider adding a contract clause allowing other authorized users. Adding a clause that
allows other jurisdictional entities to access the provided goods and services may mean
there are fewer burdens on EM to procure goods and services on behalf of these
organizations.
Use local vendors and service providers, which can help to stimulate the local economy
after a disaster, encourage people to return, and reduce overall costs by reducing
contractor per diem and travel costs. Consider whether a clause requiring the use of local
hires is feasible.
Use turnkey systems where possible. Turnkey systems provide comprehensive solutions
with one vendor and include the actual equipment, personnel, assembly, maintenance,
disassembly, and transportation of the resources and equipment. A one stop solution is
easier and possibly more cost effective.
Reference: Interagency Incident Business Management Handbook 2, 2009
1.6.2 (Q40) What standard operating procedures (SOP) are in place for ordering and
acquiring resources and services?
Intent: Assigned staff may have little experience in emergency purchasing and any repetitive
action to be performed by personnel with varying levels of experience and training during
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disaster incidents should benefit from having SOPs. This is particularly true in purchasing where
normal daily ordering and acquisition, including purchasing procedures can be complex.
Disasters or emergencies usually require procedures different from the day to day operations.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
There are no established plans and procedures for ordering and acquiring
required resources.
There are separate plans, procedures, and decision channels in place that vary
based on the service or commodity required.
Standardized protocols and approval layers are communicated across the state
emergency preparedness organization for ordering and acquiring resources.
Does not apply.
Highly formal process protocols and approval layers are implemented for
ordering and acquiring resources and include reconciliation, accounting,
auditing, and inventory processes.
Approach: The following guidelines are recommended when creating SOPs for resources and
services acquisition:
Appoint a SOP writing team to include ordering and acquiring of resources, purchasing,
logistics, and public assistance specialists.
Develop a comprehensive purchasing SOP that includes day-to-day and emergency
ordering, acquisition, and purchasing procedures.
Develop job aids to include position descriptions, forms, and procedures for information
management technology systems (i.e., WebEOC).
Conduct training on the SOP and include the various personnel assigned to the
purchasing section in the state’s training and exercises program.
Reduce the possibility of major errors occurring during disasters or emergency
operations.
Use SOPs to ensure that duplication of services is reduced, tracking of expenditures is
better maintained, and overall cost is reduced.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
1.6.3 (Q41) How are state sourcing decisions tied to a critical resource management plan?
Intent: Pre-disaster sourcing decisions should identify resource requirements, shortfalls, and
inventories to meet objectives; to provide the most cost effective, closest, and most readily
attainable resources; and to utilize standing contracts, emergency purchasing procedures for
quick access, and known pricing.
Capability:
Static
Functional
The state does not have a critical resource management plan in place.
Personnel with resource management responsibilities considered the urgency
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Federal Emergency Management Agency – Logistics Management
Horizontal
Integration
External
Collaboration
Synchronized
of needs for particular equipment/supplies/commodities and whether
resources can be produced and delivered quickly enough to meet anticipated
need.
An established critical resource management plan is in place and integrated
with the overall emergency management organization, with some standing
contracts for service or commodities.
An established critical resource management plan is in place, supported by
standing contracts and emergency purchase mechanisms (e.g. debit and credit
cards). The plan was shared with the FEMA Region and FEMA HQ.
A critical resource management plan is well established with local, state, the
FEMA Region and FEMA HQ partners, and includes modeling, historical
burn rates, delivery lead times, and emergency purchasing powers. Critical
resource plans are updated regularly, based on lessons learned and in
adherence to Resource Management and Logistics Standard 4.8.5 of the
Emergency Management Accreditation Program.
Approach: The following guidelines are recommended for establishing a critical resource
management plan:
Integrate it with the overall emergency management organization.
Develop standing contracts and emergency purchase mechanisms (e.g. debit and credit
cards).
Coordinate and share the plan with local and state partners, the FEMA Region, and
FEMA Headquarters.
Use and include modeling, historical burn rates, known delivery lead times, and
emergency purchasing powers.
Update guidelines regularly, at least annually and after incidents, including lessons
learned.
Reference: EMAP, EMS, 2010, p. 9
1.6.4 (Q42) How are contracts and emergency purchase procedures linked to state
accounting practices and procedures?
Intent: You should not form an ad hoc accounting practice for disasters. Linking approval,
ordering, receipt, and integration with accounting or contracts and emergency purchases to
standard accounting and audit practices from the beginning of an incident helps in recovery and
reimbursement from FEMA, the state, and other agency audits.
Capability:
Static
Functional
Horizontal
There are no standard practices in place for approval, ordering, receipt, and
integration with accounting.
SOPs are in place and integrated into inventory management and fixed asset
accounting.
Logistics planners collaborate with other disaster management departments
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Federal Emergency Management Agency – Logistics Management
Integration
External
Collaboration
Synchronized
and ensure proper invoicing, cost and performance validation, and
reimbursement.
Does not apply.
Logistics planners collaborate with other disaster management functions and
ensure an audit trail for commodities issued and left over.
Approach: The following actions are recommended:
Develop procedures that incorporate state purchasing practices and procedures with
emergency contracts and purchase procedures.
Include the procedures in your purchasing SOP.
Conduct training on the procedures.
Include the procedures in exercises.
Reference: NIMS, 2008, pp. 113-114
1.6.5 (Q43) If applicable, how does the state utilize General Services Administration
(GSA) sourcing and contracts with the private sector?
Intent: GSA provides government pricing for certain resources. These prices are negotiated as
the best price for the government. However, when using a GSA schedule if the service or
commodities are over $1,000,000 or for an extended period of time for services the price is
negotiable.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not or cannot utilize GSA for contract negotiation and
agreements.
The state occasionally utilizes GSA for private-sector contracts.
Standardized protocols and approval layers have been communicated across
the state emergency preparedness organization for ordering and acquiring
resources.
The state regularly directly contracts with GSA for private-sector service
and/or commodity acquisitions. The state coordinates sourcing requirements
with local vendors prior to engaging GSA.
The state regularly directly contracts with GSA for private-sector service
and/or commodity acquisitions. The state coordinates sourcing requirements
with local vendors prior to engaging GSA and coordinates contracts with
FEMA Region and FEMA HQ.
Approach: If you cannot use the GSA schedule, you can still utilize GSA scheduling as a guide
for establishing pricing with contractors or in the long term can you work to get the law in your
state changed.
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Federal Emergency Management Agency – Logistics Management
What products and services do you require under the GSA schedule? It is recommended that you
develop pre-incident contracts for those services with approved GSA providers.
Reference: EMAP, EMS, 2010, p. 9
1.7
Solicitation
1.7.1 (Q44) What is the state process for issuing requests for proposals (RFP) or other
offers for pre-incident contracts?
Intent: Competition between suppliers offers a simple and effective opportunity for savings by
allowing a number of suppliers to compete for a given range of equipment and commodities.
Issues can arise if there are not clear processes or information on how to issue RFPs.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state has no formal solicitation process and protocol.
Statements of work and sole source solicitations are developed on an ad hoc
basis.
There is limited RFP issuance for pre-incident contracts; largely ad hoc
negotiation and contracting.
There is a standardized Request For Information (RFI) and RFP process for
pre-incident contracts, including detailed statements of work, bid evaluation,
and pricing.
The RFI and RFP processes for pre-incident contracts are standardized and (if
not proprietary) information is shared with FEMA Regions and FEMA HQ.
Approach: The state should issue a RFI for supplies in advance of an incident, if possible. The
process should include supplier selection. This enables the state to assess the market place and
invite potential candidates to apply before measuring key supplier requirements such as
capability, quality, and process. This state should require a questionnaire be sent to suppliers
before qualification. The questionnaire should be targeted, concise, and relevant to the
requirement being tendered.
Tenders often hinge on disaster requirements, so it is crucial that requirements are clear and
precise. Ambiguity can result in different interpretations making the evaluation and award far
more complicated than it should be. Provide feedback and create a list of frequently asked
questions (FAQ). Ensure that the state has suitable points of contact available for questions and
issues that might arise. Ensuring that the state has the correct support structure in place to clarify
any details is vital to the RFP success.
Selection criteria should be considered at the beginning of the process – ideally, ensure that
suppliers complete their proposals in a standard format that can be easily scored and compared.
Requirements should be broken down into appropriate sections (e.g. materials and services) so
that they can be considered and weighted appropriately.
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Reference: EMAP, EMS, 2010, p. 5
1.7.2 (Q45) How does the state balance its portfolio of vendor contracts, to include local,
regional, and national/enterprise level providers?
Intent: Having a balance of local, regional, and national suppliers provides options. For
instance, in a small incident local vendors may provide a quicker response, less transportation
costs, and a boost to the local economy. In a larger incident the number of vendors should be
greater as requirements grow and supersede local vendor capabilities. In catastrophic incidents
the pool of vendors grows even larger as federal government and multiple states compete for
more and more resources.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Existing contracts do not take into account a need to balance the vendor list.
Contracts are in place with multiple local or regional vendors, to account for
the risk of nonperformance.
Established contracts are in place with local, regional, and national providers,
but not vetted for the risk of nonperformance.
Established local, regional, and national contracts are in place, and vendor
capability to support has been vetted or proven through a review process.
The state emergency management agency is ideally positioned in terms of
sourcing contracts that include national, regional, and local vendors.
Approach: When extending RFPs for commodities and equipment, it is recommended that the
state include local, regional, and national providers.
It is also advisable to establish priority lists with a goal to utilize the closest and most cost
effective resource provider first, the objective being to work outward from local, to regional, and
then national. The further away a resource is the more expensive the cost.
Reference: EMAP, EMS, 2010, p. 5
1.8
Existing Contracts
1.8.1 (Q46) What process is used to make private sector liaisons easily accessible to state
logistics personnel?
Intent: The logistician can acquire a more accurate assessment of private resource availability
from = the private sector. This could save money, time, and perhaps reduce or eliminate wasted
resources.
Capability:
Static
Functional
There are no public-private liaisons available.
Primary vendor liaisons assist in sourcing, identifying, and coordinating store
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Federal Emergency Management Agency – Logistics Management
Horizontal
Integration
External
Collaboration
Synchronized
openings, available supplies, and relevant PODs in those areas.
Does not apply.
Liaisons are available for existing contracts for opportunity identification and
coordination with store openings, available supplies, and relevant PODs in
those areas.
Liaisons assist in sourcing, identifying, and coordinating store openings,
available supplies, and relevant PODs in those areas. Information is shared
with FEMA Region and FEMA HQ.
Approach: Identify a private sector ESF or liaison(s) with business and industry. Include
contracted vendors in the logistics section (if not physically in the EOC) and establish 24/7
communications. Ready access to public sector representatives with knowledge of business
activities e.g., local store hours, can help the logistician decide if PODs are warranted or if it is
time to demobilize them, and facilitates detailed planning and coordinating.
Reference: EMAP, EMS, 2010, p. 5
1.8.2 (Q47) How does the state use performance-based contracting (PBC) for goods and
services?
Intent: Performance-based contracts identify expected deliverables, performance measures or
outcomes, and payment is contingent on successful delivery. Performance-based contracts may
include consequences and/or incentives to ensure that agreed upon value to the state is received.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Existing contracts are not performance based.
Existing contracts have a few performance incentives.
Some existing contracts consider performance and/or quality.
Existing contracts are measured for performance and quality, and
measurements are vetted against existing contracts with other states and
FEMA.
Existing vendors are continuously monitored for quality measured and
contracts are routinely evaluated for performance and compared with other
states and FEMA.
Approach: PBC has been identified as an effective means to acquire goods and services; is
contracting for results, not best efforts; and involves structuring aspects of an acquisition around
the purpose of the work to be performed. The essential elements of PBC include: developing
effective work statements, performance standards, and quality assurance plans, as well as,
Describing the task to be performed in terms of measurable outcomes rather than by
prescriptive actions to be performed, expressed in either a performance work statement
(PWS) or statement of objective (SOO).
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Federal Emergency Management Agency – Logistics Management
Developing measures of performance and defining acceptable performance.
Developing processes for handling performance that exceeds or fails to meet acceptable
performance standards.
Defining how the contractor’s performance should be measured and assessed against the
performance standards (consider a Quality Assurance Plan or Quality Assurance
Surveillance Plan).
Reference: EMAP, EMS, 2010, p. 5
1.8.3 (Q48) How are existing trucking contracts linked to a forecasted distribution model
and/or do the contracts have provisions for demand scalability throughout the
state?
Intent: Trucking contracts should be scalable. Truck requirements can be intense in the first
hours of an incident, decrease as the incident proceeds, and then increase when recovering
supplies. It may not be cost effective to order a set number of assets for a fixed period of time
because you will have to pay for idle assets. Coordinating truck requirements with the
distribution model gives the logistician a picture of what trucking assets may be needed over
different periods of time.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The contracts are not linked to a distribution model; no provisions exist for
scalability.
The state has a distribution model, but does not synchronize support with
transportation providers.
Existing contracts are linked to a high level distribution model and include
provisions for demand scalability.
The state has integrated commodity distribution models coordinated with
trucker capabilities, and existing contracts in place with provisions for
demand scalability.
The contracts are aligned with commodity distribution models, coordinated
with trucker capabilities, and have been shared with FEMA Region and
FEMA HQ.
Approach: Perform the following steps:
Develop contracts that are aligned with your commodity distribution model.
Include contract provisions for scalable requirements.
Include provisions for the trucking contractor to provide a liaison to work with the
logistics section.
Coordinate requirements for trucking assets.
Coordinate this plan with local, regional, tribal and state agencies, and the FEMA
Region.
Reference: UTL, 2007
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Federal Emergency Management Agency – Logistics Management
1.8.4 (Q49) How are contracts evaluated in conjunction with periodic logistics plans
reviews?
Intent: Vendor contracts should be evaluated periodically – after they are implemented and at
least annually. They should be evaluated for their capability and ability to perform, but also
pricing. Vendor contracts should be reviewed and included in exercises that the state conducts to
ensure that vendors are aware of changes in procedures or policies and to verify that the vendors
are capable of fulfilling contract requirements.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Current providers are not risk assessed or tested for the capability to meet
performance and quality requirements set forth in contracts.
The state has limited tabletop, scenario based capability testing of commodity
vendors and transport providers.
Vendors have proven delivery capability and have been recently assessed for
risk of inability to perform (i.e., vendor not overextended to other states in the
incident of a multi-state hazard).
Field tested vendors with proven track records of satisfactory delivery within
the state and/or within similar scenarios in other states.
Full performance of contractors is shared with FEMA Region and FEMA HQ.
Approach: At a minimum, perform annual contract reviews and validate current capability or
changes with the vendors. Be sure to include pricing changes. Include private vendors in the
various levels of exercises conducted by the state including the tabletop conducted internally by
the agency.
Reference: EMAP, EMS, 2010, p. 9
6.2
Logistics Operations Questions
The following section is comprised of questions taken directly from the Logistics Operations
section of the LCAT questionnaire. They are numbered to correlate to the numbering in the
questionnaire.
2.
Logistics Operations
2.1
Identify Requirements
2.1.1 (Q50) How are state requirements generated through an ad hoc or formal process
based on established and accepted planning factors?
Intent: The need to pre-identify requirements ensures the logistics section can respond to the
incident requirements. Using formal planning factors, such as the USACE model and historical
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Federal Emergency Management Agency – Logistics Management
and U.S. Department of Commerce census data, assists in avoiding over ordering to a point that
valuable commodities that cannot be distributed are wasted or not available to other jurisdictions
that need them.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state uses ad hoc requirements generation.
The state uses generic USACE population planning factors.
The state utilizes population based planning factors, such as USACE adjusted
by historical data.
The state uses current commodity burn rates to determine requirements.
The state uses USACE adjusted by historical data initially, and later current
burn rates synched to distribution throughput to determine final requirements.
Approach: Estimate the number of people to be served by a POD and the number of POD sites
needed. This can be accomplished mathematically using any of several models that can calculate
the number of PODs required when the total number of people without commercial power is
entered.
Use the USACE model to identify the number of persons potentially affected by a catastrophic
incident and the number of Type III PODs needed to support that population where 5,000 is the
number of people served by a Type III POD.
(approximate affected population) / 5,000 = (number of PODs needed)
Identify the general locations of PODs. POD models predict the number of people in need. This
fact is very important for determining the amount of commodities that may be required;
however, this fact is useless if commodities cannot be provided to survivors in a timely manner.
The general locations of PODs can be determined by population density and how commodities
should be distributed in the state. Use GIS to produce a dot density map that provides a visual
dot for a selected density of population. A dot density map should be produced based on a
density of 1 dot for every 12,500 people (40 percent of 12,500 = 5,000 – the number of people
served by a Type III POD).
Consider adding additional POD general locations. It is also important to consider factors such
as tribal communities, isolated rural communities, and concentrations of population (for
example, high rise apartments and apartment complexes) that might require additional PODs.
Identify potential POD sites within each general location. Once the general location is identified
through GIS mapping, the POD planning team should identify and review potential sites for the
POD within that general location. Use state parcel-level maps and neighborhood planning
details to identify sites within each of the identified general locations.
Coordinating with local and tribal contacts and sharing the proposed locations of PODs reduces
the possibility of a site being selected that could become problematic during a live incident.
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Federal Emergency Management Agency – Logistics Management
Reference: National Preparedness Goal, 1st ed., 2011, p. 14; NIMS, 2008, pp. 35-36
2.1.2 (Q51) What is the state logistics situation reporting process?
Intent: Logistics status and situation reporting is important to providing overall logistics
situational awareness. Using standardized forms provides data in a consistent format which can
be helpful for developing requirements and making distribution and logistics decisions.
Providing a regularly scheduled reporting time assists logistics planners in establishing
timetables to complete the logistics functions, such as ordering, distribution, and meeting the
reporting requirements of FEMA as well.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state uses ad hoc reporting.
The state uses standardized report formats and time.
Logistics reports are shared with state partners.
Logistics status reporting is integrated with FEMA logistics operations. Local
and state authorities provide status reports and requirements to FEMA 24-48
hours prior to the required delivery date.
Data collected in the logistics situation reports is used to determine
requirements and make distribution and/or logistics decisions.
Approach: The following are general recommendations for logistics situation reporting:
Determine the kinds of information that are needed to manage logistics.
Determine reporting times or frequency.
Develop forms and formats that meet these information needs.
Develop data bases and procedures in an information technology (IT) management
system, such as WebEOC.
Develop SOPs.
Conduct training.
Exercise procedures.
Update procedures, policies, and training utilizing lessons learned from incidents and
exercises.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
2.1.3 (Q52) How are commodity requirements adjusted to reflect post-evacuation
population?
Intent: If the population is expected to evacuate before or because of an incident, then the initial
requirement for commodities in that area may be considerably less. Also, consider the tourist
population, if applicable.
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Federal Emergency Management Agency – Logistics Management
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The commodity requirements are not adjusted for the post-evacuation
population.
The state uses a scenario-based methodology to determine the post-evacuation
population.
The state uses a scenario-based methodology to determine the post-evacuation
population and has exercised this capability.
The state uses a scenario-based methodology to determine the post-evacuation
population and identifies external commodity requirements.
The state uses a scenario-based methodology to determine the post-evacuation
population and adjusts POD and distribution requirements accordingly.
Approach: In addition to the standard POD planning steps, determine the transient population,
tourists, and commuters in addition to residents. Determine scenarios that would change the
population.
Reference: EMAP, EMS, 2010, p. 9
2.1.4 (Q53) How are the state's commodity requirements adjusted to reflect first
responder and base camp populations?
Intent: Additional resources should be factored in to account for the influx of first responders
and mutual aid resources. Commercial providers for responder support camps (RSCs), if
contracted, should provide bottled water to support meal service and the lunch meal (which is
usually a shelf-stable meal or bag lunch issued with the breakfast meal).
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Commodity requirements are not adjusted for first responder and base camp
operations and support.
The state uses a scenario-based methodology to determine first responder and
base camp populations.
The state uses a scenario-based methodology to determine first responder and
base camp populations and has exercised camp capabilities.
The state uses a scenario-based methodology to determine first responder and
base camp populations and identifies external commodity requirements.
The state uses a scenario-based methodology to determine first responder and
base camp populations and adjusts PODs and distribution requirements
accordingly.
Approach: Based on the numbers of reported, expected, or fielded first responders, adjust
commodity ordering appropriately. Plan to distribute commodities to first responders, by pickup
by a first responder or by delivery to RSC or other locations.
Reference: EMAP, EMS, 2010, p. 9
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Federal Emergency Management Agency – Logistics Management
2.1.5 (Q54) How are estimated shelter support requirements included in the state's
overall commodity requirements?
Intent: In conjunction with the state agency responsible for ESF-6 operations, the American
Red Cross with other partners provides statewide shelter locations and coordinates with the
logistics section. ESF-6 agencies and partners are included in the EOP and participate in local
and statewide exercises and training.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The commodity requirements are not adjusted to support shelters.
The state, in conjunction with ESF-6 representatives, has scenario-based
methodology to determine shelter population commodity requirements.
The state uses a scenario-based methodology to determine shelter population
and exercises this capability.
The state uses a scenario-based methodology to determine shelter populations
and identifies external commodity requirements.
The state uses a scenario-based methodology to determine shelter population
and adjusts commodity requirements and distribution requirements
accordingly. The state also adheres to Resource Management and Logistics
Standards 4.8.2 and 4.8.3 of the Emergency Management Accreditation
Program.
Approach: Adjust commodity ordering based on the number of reported, expected, or open
shelter residents and staff. Plan for distributing commodities to shelters, whether it is a pickup
by shelter operators or delivery to the shelter locations. Have disaster contracts in place to assist
ESF-6 personnel and partners with resources (i.e., cots, bulk food, blankets, laundry, etc.) that
may be needed to operate shelters during and following major incidents.
Reference: EMAP, EMS, 2010, p. 9
2.1.6 (Q55) How are generator requirements determined by your state?
Intent: Generators are critical requirements in almost any significant incident. However,
generators require significant preliminary work before they can be installed. Key critical
facilities that may require generators have to be assessed prior to their installation. Assessing
facilities for the proper power requirements and establishing hook ups is time consuming and
should be accomplished prior to an incident.
Capability:
Static
Functional
Horizontal
Integration
The state uses ad hoc requirements for generation.
The state uses USACE/HAZUS modeling to determine power requirements,
and to identify key infrastructure (e.g. hospitals) that will require generators.
Key infrastructure and requirements for power during the response phase are
identified. The state coordinates a survey with USACE to determine exact
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Federal Emergency Management Agency – Logistics Management
requirements.
External
Collaboration
Synchronized
Generator requirements are thoroughly assessed and locations verified for
sufficient pads, hook ups, exact specifications and maintenance.
Generators are tested periodically and proper connections to critical
infrastructure are ensured. In addition, generator requirements are addressed
through state level contracts and/or coordination with FEMA through a
formal method.
Approach: In the long term, it is advisable to consider laws requiring identified critical facilities
to have generators installed as part of any facility improvement or new constructions. Preidentify critical infrastructure that may require generators and survey those locations for required
size and hook ups. Include commercial generator providers in determining power assessments.
Facility managers may look to have contracts in place with commercial providers. The survey
should also determine power and hook up requirements. You may also need to establish turnkey
contracts which include installation, maintenance, fueling, and demobilization procedures.
States attempting to acquire generators following a major incident should expect delays in
locating, delivering, and installing the generators and increased costs. Identifying contract
support requirements before an incident could alleviate these problems.
Reference: EMAP, EMS, 2010, p. 9
2.2
Activate Critical Resource Logistics and Distribution
2.2.1 (Q56) What documented standard operating procedures does the state have for
state staging area operations?
Intent: The LSA SOP or standard operating guide (SOG) should be a complete reference
document that provides the purpose, authorities, duration, and details of the preferred method for
uniformly performing a number of staging area operations. LSA SOPs and SOGs may include:
set up, concept of operations, demobilization, equipment and staffing requirements, roles and
responsibilities, position descriptions, job aids, checklists, forms, call-down rosters, safety,
resource listings, maps, and charts.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
The state has no policies or procedures in place for state staging area
operations.
The state has written policies and procedures for state staging area operations.
The state has state staging area policies and procedures in place, which have
been developed in cooperation with partners (e.g., National Guard).
The state staging area policies and procedures are part of an ongoing process
improvement effort, which is done in conjunction with the FEMA Region and
the USACE.
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Federal Emergency Management Agency – Logistics Management
Synchronized
The state staging area policies and procedures are designed to maximize
receiving and distribution operations and are accomplished in conjunction
with the FEMA Region and USACE.
Approach: Develop state staging area SOPs or SOGs that:
Designate the agency or organization responsible for the command and control structure
that oversees receiving, accounting for, securing, storing, and distributing supplies,
equipment, and commodities and include procedures to distribute emergency relief
supplies at the local level to disaster survivors.
Describe roles and responsibilities.
Include job aids to receive, inventory, store, and dispatch commodities and equipment,
which were developed for each position within the LSA.
Integrate the state stakeholder (including vendors) capabilities into procedures.
Include demobilization procedures for reducing or ending LSA operations when they are
no longer needed. These demobilization procedures should address unused supplies,
surplus commodities, and the return of accountable property.
Procedures should be the basis for annual review and maintenance.
Reference: EMAP, EMS, 2010, p. 9; National Preparedness Goal, 1st ed., 2011, p. 14
2.2.2 (Q57) What does your state have as documented standard operating procedures for
POD operations?
Intent: The POD SOP should be a complete reference document that provides the purpose,
authorities, duration, and details of the preferred method for uniformly performing POD
functions. LSA SOPs and/or SOGs may include: set up, concept of operations, demobilization,
equipment and staffing requirements, roles and responsibilities, position descriptions, job aids,
checklists, forms, call-down rosters, safety, resource listings, maps, and charts.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state has no policies or procedures for POD operations.
The state has written policies and procedures for POD operations.
The state has POD policies and procedures developed in cooperation with
partners (e.g., National Guard).
State POD policies and procedures are part of an ongoing process
improvement effort, which is done in conjunction with the FEMA Region and
the USACE.
State POD policies and procedures are designed to maximize receiving and
distribution operations and are accomplished in conjunction with the FEMA
Region and the USACE.
Approach: The following is suggested:
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Federal Emergency Management Agency – Logistics Management
SOPs for state POD operations should be developed, utilizing IS-26 as a guide. These
SOPs should provide a command and control structure to oversee receiving, accounting
for, securing, storing, and distributing supplies, equipment, and commodities and include
procedures to distribute emergency relief supplies to disaster survivors at the local level.
Include job aids, to receive, inventory, store, and dispatch commodities and equipment,
which were developed for each position within the LSA.
Integrate the jurisdictional agencies stakeholders (including vendors) capabilities into
these procedures.
Include demobilization procedures for reducing or ending LSA operations when no
longer needed. These demobilization procedures should address unused supplies, surplus
commodities, and the return of accountable property.
Procedures should provide for an annual review and maintenance.
Reference: EMAP, EMS, 2010, p. 9; National Preparedness Goal, 1st ed., 2011, p. 14
2.2.3 (Q58) How does your state demobilize PODs?
Intent: POD demobilization planning assists in effectively managing resources. As power is
restored stores begin to open and drinking water becomes available, then POD operations should
be reduced and incidentally brought to a close. Remaining commodities should be returned to
local warehouses and/or restaged for redistribution to remaining open PODs or distributed to
voluntary agencies.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state has no method to determine when PODs are no longer needed.
The state continues to push commodities to PODs until commodities are no
longer needed.
The state receives forecast input from POD managers to determine need.
The state works with local POD managers to determine POD needs and
commodity forecasts and informs outside support agencies (Red Cross,
Salvation Army, etc.) of decreasing POD need.
The state forecasts POD demand based on information and usage data from
POD managers and works to cross level remaining POD assets. The state
works with FEMA Region to ensure inbound commodities reflect POD need.
The state adheres to Standard 4.8.4 of the Emergency Management
Accreditation Program.
Approach: Ensure a demobilized plan or annex is incorporated into the LSA and POD SOPs.
Coordinate with voluntary agencies. Develop a detailed checklist to follow when demobilizing
to ensure all aspects of the operation are covered, it should include, but not be limited to:
Who needs to be notified,
When do they need to be notified,
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Federal Emergency Management Agency – Logistics Management
To where is equipment returned,
Who is responsible for non-utilized commodities,
Where do they go, and
When to release staff.
Reference: EMAP, EMS, 2010, p. 9; National Preparedness Goal, 1st ed., 2011, p. 14
2.3
Acquire Resources
2.3.1 (Q59) How does the state pre-identify mission requirements?
Intent: The state should look at likely missions that may come up during incidents and identify
logistical requirements to accomplish those missions, such as establishing a forward command
post, establishing an LSA, conducting evacuation operations or flood fight. By identifying
possible mission resources during planning you can save time and develop rapid responses to
facilitate and standardize the approach.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state has no pre-identification of mission requirements.
State shortfall analysis is completed.
State pre-identified mission requirements are being developed.
State pre-identified mission requirements are complete.
State pre-identified mission requirements are completed and vetted with
assigned agencies and the state adheres to Resource Management and
Logistics Standards 4.8.2, 4.8.3, and 4.8.4 of the Emergency Management
Accreditation Program.
Approach: You should identify the likely missions that have a logistical impact requiring
personnel, vehicles, other equipment and supplies. Be sure to:
Identify requirements for the number and type of resources.
Identify internal resources from state agencies that can fulfill requirements.
Identify shortfalls that can be filled with mutual aid or commercial resources.
Identify costs involved with deploying your own resources and bringing in commercial
resources for that mission.
Maintain a system and a plan for obtaining internal and external resources. To manage resources
effectively your system should include procedures that address:
Activating those processes prior to and during a disaster;
Dispatching resources prior to and during a disaster;
Deactivating or recalling resources during or after a disaster;
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Establishing predetermined deployment costs, thereby allowing you to estimate
possible initial response expenditures for a disaster; and
You could geocode your available inventory, thus ensuring the response and resource
adequacy and built-in efficiency for deployment operations.
To assist in this process the Mission Ready Packages (MRP) developed by EMAC could be used
to develop the state’s requirements, as well as, develop packages to be used in interstate and
intra-state mutual aid. States should identify mission requirements and develop the EMAC
resource-typed MRPs as an established method for building capacity.
MRPs are specific response and recovery resource capabilities that are organized, developed,
trained, and exercised prior to an emergency or disaster. They are based on known facts and
historical data, and represent the next logical step after NIMS resource typing. NIMS resource
typing has been developed in cooperation with numerous resource providers and coordinated
with other state emergency management agencies and FEMA.
MRP components are:
A NIMS-typed resource (if applicable)
Pre-scripted mission statement(s) (What is the scope of the mission that is to be
accomplished?)
Limitations (What can the resource not do or a time limitation, etc.?)
Required support (Does this resource require refueling capability or feeding, etc.?)
Footprint needed (For instance what kind of space would they need to conduct their
mission at the LSA?)
Time to readiness (How long does it take to get this resource? Mobilization, travel, etc.)
Estimated cost (A good cost estimate results in a good reimbursement package. Also
one can make an informed decision if the resource is cost effective to the real mission
for which it is requested.)
Detailed information is available at the EMAC Website. http://www.emacweb.org
Reference: EMAP, EMS, 2010, p. 9; National Preparedness Goal, 1st ed., 2011, p. 14
2.3.2 (Q60) What standard typing protocols does your state use to identify required
logistics resources by capability?
Intent: Resource typing enhances emergency readiness and response at all levels of government
through a system that allows an overwhelmed state to augment its response resources during an
incident. Standard resource typing definitions help responders request and deploy the resources
they need through the use of common terminology. They allow emergency management
personnel to identify, locate, request, order, and track outside resources quickly and effectively,
and facilitate the movement of these resources to the jurisdiction that needs them.
Capability:
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Federal Emergency Management Agency – Logistics Management
Static
The state does not type or identify required logistics resources by capability.
Functional
The state types or identifies some critical resources, but the process is not
standardized.
The state uses standardized typing or identifying for critical resource
capabilities only.
The state uses standardized typing and identifying for all required logistics
resources.
State typing facilitates streamlined request procedures (e.g., force packages to
staff PODs or state staging areas).
Horizontal
Integration
External
Collaboration
Synchronized
Approach: Designate a committee or team to type resources in accordance with widely
accepted standards. Those resources that were previously typed should be evaluated, and, if
required, flagged for future typing. Resource typing is categorizing and describing response
resources that are commonly exchanged in disasters through mutual aid agreements. The
National Integration Center (NIC) has developed and published over 120 resource typing
definitions. Utilize these definitions as much as possible when requesting resources. Avoid
developing your own typing system for continuity and conducting mutual aid coordination with
other states. If you have a unique piece of equipment or capability then the state should work
with the NIC to develop a standard.
Reference: NIMS, 2008, pp. 41-42; National Preparedness Goal, 1st ed., 2011, p. 14
2.3.3 (Q61) What documented in-state (municipality or county level) mutual aid
agreement request policies, procedures and information technology tools does your
state have?
Intent: NEMA developed Model Intrastate Mutual Aid Legislation that allows states, counties,
and municipalities to assist one another in responding to natural and man-made disasters. Each
state should clearly define policies and procedures to utilize intrastate mutual aid and incorporate
information management technology tools to facilitate timely requests, tracking, and updates.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state has no policies or procedures for in-state mutual aid agreement
requests.
The state has defined policies, procedures, roles, and responsibilities for instate mutual aid agreement requests.
The state has defined policies, procedures, roles, and responsibilities for instate mutual aid agreement requests with some information management
technology tools.
The state has defined policies, procedures, roles, and responsibilities for instate mutual aid agreement requests fully enabled by information management
technology (e.g. Xebec or similar application).
In-state mutual aid agreement procedures and tools are optimized to ensure a
fast request flow, request tracking, and real time sates updates.
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Federal Emergency Management Agency – Logistics Management
Approach: The Model Intrastate Mutual Aid Legislation was produced by NEMA in concert
with the DHS and FEMA and a cross section of emergency response disciplines to facilitate
intrastate mutual aid among participating political subdivisions in a state.
Areas that should be addressed are:
Preamble;
Emergency responders defined;
Participating political subdivisions’ responsibilities;
Implementation;
Limitations;
License, certificate, and permit portability;
Reimbursement, disputes regarding reimbursement;
Development of guidelines and procedures;
Workers’ compensation;
Immunity; and
Severability.
Keys to developing mutual aid agreements:
Closely tie legislation and agreement to EMAC member states’ legislation and SOPs for
seamless escalation of disaster response and execution of mutual aid.
Encourage participation by a broad range of emergency responders. Include other
definitions as appropriate. Consider global perspective, e.g., public works, private
entities, medical personnel, public transportation, and others.
Make legislation opt out. Most states have several hundred municipalities and other
jurisdictions within their borders. To attempt to get everyone on board on an opt in
agreement could take years and never achieve a plurality of participation. By making
legislation opt out, everyone is a part of the system the day it becomes law.
Develop forms to facilitate requests for aid, recordkeeping regarding movement of
equipment and personnel, and reimbursement.
Require use of a standardized incident command and management system consistent
with that used by the state.
In addition to not affecting any existing agreements, also allow for supplemental agreements
between participants.
For full information on the Model Intrastate Mutual Aid Legislation go to:
http://www.emacweb.org
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
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Federal Emergency Management Agency – Logistics Management
2.3.4 (Q62) What documented interstate (state-to-state level) Emergency Management
Assistance Compact (EMAC) request policies, procedures, and information
technology tools does your state have?
Intent: EMAC is an interstate mutual aid agreement that allows states to assist one another in
responding to natural and manmade disasters. Clearly define policies and procedures to utilize
EMAC and incorporate those procedures into your information management technology tools to
facilitate the flow of requests, tracking, and updating requests in real time.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have policies or procedures for EMAC requests.
The state has clearly defined policies, procedures, roles, and responsibilities
for EMAC requests.
The state has clearly defined policies, procedures, roles, and responsibilities
for EMAC requests with some information management technology tools.
The state has clearly defined policies, procedures, roles, and responsibilities
for EMAC requests fully enabled by information management technology
tools (e.g., WebEOC or similar application).
EMAC procedures and tools are optimized to ensure the fast flow of requests,
tracking of requests, and real time updating of EMAC status.
Approach: EMAC procedures and policies are well documented on the EMAC Website. It is
suggested that you use the standards to incorporate them into SOPs, plans, and information
technology management. Ensure that all partners within the jurisdiction include the various
ESFs, nongovernment organizations, and VOADs, which should have at least a basic
understanding of EMAC and its procedures.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
2.3.5 (Q63) What organization is defined as the state’s lead agency coordinator for
logistics?
Intent: Logistics is not something that should be arbitrarily assigned to an agency or an
individual during a disaster. Even the most detailed plans cannot replace the experience and
knowledge of an assigned and dedicated Logistics Chief and agency.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
The state does not have a logistics coordinator identified.
The state has a logistics coordinator and backup identified and the state
logistics needs are defined.
The state has established a logistics coordinator who has clearly defined assets
and procedures to coordinate state logistics requirements during a disaster
response.
During a disaster response, the logistics coordinator directs and controls all
state logistics requirements.
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Federal Emergency Management Agency – Logistics Management
Synchronized
The state’s logistics coordinator has worked with external partners and private
vendors to meet state requirements during a disaster response.
Approach: Assign an agency to be the state logistics lead. If not the emergency management
agency, then an agency responsible for logistics or procurement.
Assign a dedicated logistics chief. At the state level the true time commitment of developing
logistics SOPs, pre-incident contracts, and resources, and working with private vendors and
external partners, etc. is most likely a full time responsibility, not just a disaster requirement.
Additional staff could be required for any incident having a dedicated agency or agencies to
fulfill that requirement.
Reference: Task Book for the Position of Logistics Section Chief Type 1 and Type 2, 1993
2.3.6 (Q64) What documented policies, procedures, and automation tools does your state
have for Action Request Form (ARF) submissions to FEMA?
Intent: The Action Request Form (FF 90-13) is used to request federal assistance and should be
the next step in acquiring resources after exhausting state and mutual aid capabilities. Your
clearly defined policies and procedures should integrate the FEMA ARF process and procedures
with the state’s processes and procedures and you should incorporate those procedures in your
information management technology tools to facilitate the flow of requests, tracking, and status
update requests in real time.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have policies, procedures, or tools for submitting ARF
requests to FEMA.
The state has clearly defined policies, procedures, and tools for ARF
submissions.
The state has clearly defined policies, procedures, and responsibilities for
ARF requests with some information management technology enablers.
The state has clearly defined policies, procedures, roles, and responsibilities
for ARF submissions fully enabled by information management technology.
Policies, procedures and tools have been optimized to provide clear, detailed,
and justified ARFs in a timely fashion. ARF submissions are tracked and
status updates provided to federal, state, and local officials.
Approach: Having predesigned and partially completed ARFs for those items that normally are
requested from the federal government could reduce the time lag in acquiring approval. Having
staff that is thoroughly trained and familiar with the procedures for requesting federal assistance
with ARFs, could also reduce costs and possible miscommunications in identifying the required
resources during the response.
Reference: National Preparedness Goal, 1st ed., 2011, p. 6
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Federal Emergency Management Agency – Logistics Management
2.3.7 (Q65) How does your state train personnel to prepare and track ARFs?
Intent: Develop a trained staff that can specialize in the preparing and tracking ARFs requested
by a state during an incident, thus reducing the possibility of duplication of requests, incorrect
routing, and increased costs.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have primaries and backups sufficient for 24 hour
operations designated for ARF preparation and tracking.
The state identifies primaries and backups for ARF preparation and tracking.
State personnel designated to prepare ARFs are familiar with the policies,
procedures, and tools for ARF preparation.
The staff responsible for ARF preparations are trained by the FEMA Region
staff on ARF preparation.
ARFs prepared by the state are clear, detailed, and justified, and submitted in
a timely fashion. Adequate staffing to track and provide updates on ARF
status to federal, state, and local officials is provided.
Approach: Develop procedures for preparing and tracking ARFs. Train and certify staff in
ARF procedures, preparations, and tracking. Consider just-in-time training for additional staff,
such as financial officers from other states that have been deployed as part of an EMAC mission
or personnel from other agencies utilized as additional staff during the incident.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
2.3.8 (Q66) What are the state’s resource management processes and procedures?
Intent: You should have SOPs and/or SOGs in place and personnel identified and trained to
carry out the logistics function, particularly commodity management.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have commodity management processes, procedures, or
personnel identified.
The state identifies logistics action officers who are familiar with commodity
management processes and procedures.
The state identifies logistics action officers familiar with state procurement
procedures, commodity management procedures, and sources of supply.
The state logistics action officers establish working relationships with key
stakeholders in the state and federal disaster logistics community, suppliers,
and other key partners.
Common protocols exist for stakeholders to use. Exceptions can be resolved
through an established process and results are communicated horizontally and
vertically.
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Federal Emergency Management Agency – Logistics Management
Approach: It is suggested that you:
Develop supply management as part of overall logistics procedures.
Develop procedures, job aids, forms, and job descriptions.
Identify personnel to fill logistics action officer positions.
Train identified personnel in supply management procedures.
Exercise with other state and federal partners, as well as vendors and other key
stakeholders to develop working relationships.
Reference: NIMS, 2008, pp. 33-34
2.3.9 (Q67) How does the state document commodity or equipment orders?
Intent: Use manual or automated standard documentation, processes, standard forms, and
formats.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have commodity management processes, procedures, or
personnel identified.
Orders require an initial order form, but shipment legs are not documented
through formal approvals, ordering processes, receiving, invoicing, and
payment.
Orders for key resources and equipment are usually documented manually
end-to-end, but neither the documents nor the processes are standardized.
Orders are documented end-to-end and integrated with external stakeholders’
processes and/or systems.
Orders follow a standard set of processes for completion and submission of
standard forms. Some or all forms are submitted and/or received
electronically.
Approach: Ensure that staff is familiar with procedures for ordering key resources and
equipment. Purchase orders should be documented manually and/or electronically end-to-end
and the processes should be standardized. Ordering procedures are integrated with external
stakeholder’s processes and/or systems. As many forms as practicable should be submitted
and/or received electronically and integrated into information management technology systems.
Reference: EMAP, EMS, 2010, p. 9
2.3.10 (Q68) What automated information technology does your state use to facilitate
order status updates?
Intent: Ensure that you have highly trained personnel familiar with automated informational
technologies and be able to track resource orders and updates in real time. They should be
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Federal Emergency Management Agency – Logistics Management
knowledgeable of written contracts with private sector vendors, thereby reducing possible
shortfalls during an incident.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not utilize automated information technology (AIT).
Some AIT is utilized for tracking of state logistics assets.
AIT is utilized for tracking state logistics assets.
State AIT requirements are written into contracts with private sector suppliers.
AIT technologies provide real time status updates that are used in logistics
decision making during a disaster response.
Approach: Develop training policies and maintain a trained staff familiar with automated
technologies for placing vender orders and tracking delivery of those orders. Exercise this
training during local and statewide exercise(s) to identify and correct any shortfalls prior to an
incident.
Reference: EMAP, EMS, 2010, p. 9
2.3.11 (Q69) If the state does not use automated information technologies, (e.g., RFID or
satellite), how is information management used to facilitate order status updates?
Intent: To have highly trained personnel familiar with non-automated, informational
technologies and who are able to track resource orders and updates in real time. This same group
is extremely knowledgeable with written contracts with private-sector vendors, therefore
reducing possible shortfalls during an incident.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
No management processes exist for order status updates.
Some management processes exist for order status updates.
State logistics personnel maintain tools, such as order logs to sustain and
update the status of orders and shipments.
Order status notification requirements are written into contracts with privatesector suppliers.
Parties involved in the disaster logistics supply chain provide near real time
status updates that are used in logistics decision making during a disaster
response.
Approach: Develop a knowledgeable and trained staff familiar with written contracts for
placing vender orders and tracking delivery of those orders. This staff should be able to track
expenditures by agency during an incident and be able to manage those expenditures. Exercise
this training during local and statewide exercise(s) to identify any shortfall in the system and
correct those identified prior to an incident.
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Federal Emergency Management Agency – Logistics Management
Reference: EMAP, EMS, 2010, p. 9
2.4
Common Operating Picture
2.4.1 (Q70) What is the process for ensuring that state logistics personnel have access to
the common operational picture (COP) so that they have appropriate situational
awareness?
Intent: A COP offers a standard overview of an incident, thereby providing incident
information that enables the Incident Commander or Unified Command and any supporting
agencies and organizations to make effective, consistent, and timely decisions. Compiling data
from multiple sources and disseminating the collaborative information facilitates situational
awareness. Situational awareness gained through a COP ensures that responding entities have
the same understanding and awareness. WebEOC and other methods can be used to build the
information base needed for a COP. The logistics staff should train and conduct exercises to
ensure that they understand and are familiar with COP. State logistics personnel should have
access to the COP to facilitate logistics operations situational awareness on distribution nodes
such as rail, air, and ground transportation that may affect resupply. They should also have
visibility of commodity inventory on-hand and in warehouses and LSAs to assist with real time
decision making.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not provide access to the common operation picture for
situational awareness.
Personnel obtain situational awareness on a mission-by-mission basis.
The state provides partial situational awareness (e.g., road closures only).
The state provides for full situational awareness for distribution nodes.
The state provides for situational awareness to be integrated into logistics
decision making in real time.
Approach: A COP is a single display of relevant (operational) information (e.g., position of
staff and facilities, such as PODs; LSA, and single resources; position and status of important
infrastructure, such as bridges, roads, etc.) shared by the state EOC, FEMA, and local EOCs. A
COP facilitates collaborative planning and assists all levels to achieve situational awareness.
The planning section is typically responsible for ensuring that the appropriate information is
presented to the EOC leadership. Traditionally, the plans section prepares maps with various
symbols to show the locations of resources, and other relevant information with the logistics
sections input. The COP should be an electronic system maintained by the state’s information
technology organization.
Reference: NIMS, 2008, p. 23
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Federal Emergency Management Agency – Logistics Management
2.4.2 (Q71) How does the state integrate purchasing information into the logistics
common operating picture?
Intent: Purchasing information should be integrated into the logistics COP. This should
provide visibility over materials and services ordered, visibility of critical commodities on-hand,
due-in via procurement, and available for use. Visibility of commodities, services, and resource
status are features of a logistics COP.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state has no visibility over ordered materials or services.
The state manually maintains some visibility of ordered materials or services.
State logistics personnel have visibility of critical commodities on hand, duein via procurement, and available-to-promise balances.
State logistics personnel have visibility of all commodities on-hand, due-in
via procurement, and available-to-promise balances.
The state maintains a data base with real time information of commodities onhand, due-in via procurement, and available-to-promise balances.
Approach: Conduct a needs assessment to determine visibility requirements. Analyze
requirements and create goals and objectives to meet the data and user requirements. Develop a
business case with process steps to accomplish collective requirements. Validate the business
case through workshops and tabletop exercises. Establish a pilot program, train stakeholders,
and run a functional exercise to validate assumptions and processes. Implement corrective
actions and lessons learned. Conduct a full scale exercise to assess the status of the program.
Incorporate lessons learned and complete a corrective action implementation plan.
Reference: EMAP, EMS, 2010, p. 9
2.5
Procurement
2.5.1 (Q72) How is purchasing training incorporated into the state disaster logistics
process?
Intent: To incorporate best purchase ideas when training logistical staff on locating and
securing resources during an incident, develop SOPs and/or SOGs to pre-identify vendors and
maintain an up-to-date listing of possible vendors and materials available. Purchasing training
should be incorporated into the state’s disaster logistics program. Training in the purchasing
SOP and understanding of purchasing procedures during disasters, as well as day-to-day, for
vendor identification and resource acquisition of key resources is advised.
Capability:
Static
Functional
No purchasing training is required for logistics personnel.
A purchasing overview is incorporated into other logistics training.
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Federal Emergency Management Agency – Logistics Management
Horizontal
Integration
External
Collaboration
Synchronized
Training on purchasing SOPs for vendor identification and resource
acquisition is required for key resources.
Does not apply.
Training on purchasing SOPs for vendor identification and resource
acquisition is required for all logistics resources involved in the procurement
process.
Approach: Identify possible and potential vendors and their resources. Survey these identified
stakeholders for training needs at various credentialing and qualification levels. Develop the
training curricula in cooperation with stakeholder groups. Conduct and evaluate training for
stakeholders on how to identify these resources by kind and type and maintain a current listing of
materials, possible equipment, and reliability. Exercise resources during the scheduled statewide
and local exercises.
Reference: EMAP, EMS, 2010, p. 11
2.5.2 (Q73) How do lead time standards affect the state mission assignments process?
Intent: States should incorporate lead time standards for mission assignments and include these
standards in vendor contracts. Lead time standards give the logistics staff and customers realistic
expectations of when supplies and resources can be delivered to points throughout the supply
chain.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state has no lead time standards for completing mission assignments.
The state has generally accepted standards for completing mission
assignments, but they are not written into contract SOPs.
The state has mission assignment lead time standards for organic and sourced
commodities.
Established and documented mission assignment, lead time standards for
organic and sourced commodities are included in contract performance
requirements.
Commodity lead time standards are included in contract performance
requirements and training is provided to ensure that the procurement
stakeholders adhere to state acquisition processes.
Approach: Consider working closely with logistics partners at all levels to develop lead time
standards for different types of missions your state may experience. Vendors and other supply
chain partners should be able to provide standard delivery times based on the required time
needed to mobilize, deploy, travel, and setup for a mission. These time lines should be
incorporated into performance requirements for vendor contracts (i.e., when ordering a RSC you
cannot expect it to be operational 24 hours after being ordered). The vendor will require time to
mobilize, deploy, and travel to the site and set up, and depending on the size of the camp
additional setup time may be required. The same can be said for buses, commodities, staff, etc.
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Federal Emergency Management Agency – Logistics Management
Reference: EMAP, EMS, 2010, p. 9
2.5.3 (Q74) What first in, first out (FIFO) commodity sharing and visibility structure
does your state use with neighboring counties and states?
Intent: Is for the state to employ a FIFO commodity sharing and visibility structure with
neighboring counties and states to ensure that commodities that have been in the inventory the
longest are the first to be consumed.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not use FIFO inventory management.
The state maintains a FIFO inventory system at state run facilities (state
staging areas).
The state encourages counties to maintain visibility into on-hand inventories.
The state has agreements in place with neighboring states to ensure visibility
of existing inventories and employ the FIFO paradigm.
The state has real time visibility into county, state, and interstate systems.
Approach: It is important to use FIFO or some other standardized process for minimizing loss
through expiration thus insuring that consumable supplies are used before they lose their value.
Using FIFO in mutual aid with other states is a technique where states or counties that maintain
stocks of consumable supplies provide those supplies to each other with the agreement that the
first in will be sent to the state or county they are assisting and they will in turn replenish the
providing state with a new inventory. This process ensures that a fresh inventory is maintained.
The key to FIFO is maintaining visibility of existing inventories. Maintaining visibility in real
time for county, state, and interstate systems should be the ultimate goal.
Reference: EMAP, EMS, 2010, p. 9
2.5.4 (Q75) How does the state ensure that key state logistics personnel understand the
Federal procurement reimbursement program?
Intent: Each state agency should have staff trained in federal reimbursement procedures and
policies that can process expenditures during an incident.
Capability:
Static
Functional
Horizontal
Integration
External
The state does not have a strong understanding of the federal procurement
reimbursement program.
The state logistics and procurement mechanisms are informally linked.
The state logistics department maintains close coordination with procurement
and accounting to ensure a clear audit trail for all disaster purchases.
The state logistics and procurement departments keep a detailed audit trail and
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Federal Emergency Management Agency – Logistics Management
Collaboration
Synchronized
document file for all purchases and have open lines of communication with
FEMA reimbursement personnel.
The state has SOPs in place to maintain manual or electronic audit trails for
all disaster purchases, to vet with accounting and/or procurement, and to
ensure proper steps are taken for reimbursement, where applicable.
Approach: Ensure that all agencies have individuals assigned with knowledge of the federal
procurement reimbursement program and its policies and procedures; this should ensure that the
proper documentation and receipts can be maintained during an incident resulting in faster
reimbursement.
Key state logistics personnel should understand the federal procurement reimbursement program.
Logistics and procurement should be formally linked with a strong understanding of the federal
procurement reimbursement program. SOPs and/or SOGs are used to maintain manual or
electronic audit trails for all disaster purchases to vet with accounting and/or procurement, and
ensure proper steps are taken for reimbursement. This understanding should help avoid
procurement mistakes, such as purchasing an item that the federal system will only reimburse at
the rental rate. The close coordination with procurement and accounting and maintaining a
detailed document file for all purchases ensures a clear audit trail.
These individuals should work closely with other state and federal finance officers to ensure that
proper documentation and receipts are maintained and submitted for reimbursement. Also these
staff members should work closely with other agencies during exercises to identify and correct
misconceptions and shortfalls in the process.
Reference: EMAP, EMS, 2010, p. 5
2.6
Transportation
2.6.1 (Q76) To what extent has the state determined transportation requirements for
commodity distribution?
Intent: The state should conduct an analysis of transportation requirements to deliver critical
commodities during the initial response phase (first 72 hours) and beyond. The analysis should
ensure enough government or contractual transportation assets have been identified to
accomplish delivery of all state support and meet additional surge requirements.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
The state did not determine transportation requirements.
The state completes an analysis of transportation requirements.
The state has enough transportation assets identified to accomplish delivery of
critical commodities in the initial response (first 72 hours).
The state has enough transportation assets identified to accomplish delivery of
all commodities beyond the first 72 hours.
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Federal Emergency Management Agency – Logistics Management
Synchronized
The state identifies all required transportation assets to support the response
mission with additional contracts in place to meet additional surge
requirements.
Approach: It is suggested that you:
Determine the number of internal assets available.
Use USACE modeling to determine transportation requirements.
Evaluate other trucking and transportation needs, such as smaller trucks (26 ft.) and vans.
Prepare pre-incident contracts to meet unmet transportation requirements.
Continually evaluate transportation requirements during an incident.
Reference: EMAP, EMS, 2010, pp. 9-10
2.6.2 (Q77) To what extent has the state determined ground evacuation transportation
requirements?
Intent: By identifying at risk populations the state should be able to estimate the required
transportation needs to evacuate an effected population prior to a real incident.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state’s evacuation transportation requirements have not been determined.
A shortfall analysis of transportation requirements has been completed.
Enough transportation assets (e.g. buses) are identified to accomplish
evacuation of critical care and special needs populations.
Enough transportation assets are identified to evacuate all impacted
population unable to self evacuate.
All required transportation assets are identified to support the evacuation
mission with additional contracts in place to meet unexpected surge
requirements.
Approach: Determine whether your state has adequate means of transporting an impacted
population from a threatened area within the state to a safe location and to determine what
internal transportation resources you can utilize. Develop pre-disaster contracts with
transportation and special transportation (i.e., medical) vendors to meet unmet requirements.
Conduct exercises with local and state government agencies to identify potential and possible
shortfalls prior to a real incident. Coordinate requirements with other states and your FEMA
Region to establish priorities and deconflict resources.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, pp. 419
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Federal Emergency Management Agency – Logistics Management
2.6.3 (Q78) To what extent have logistics support requirements for the ground evacuation
mission been established?
Intent: An analysis of transportation requirements is conducted in order to determine ground
support requirements such as fuel, evacuee processing facilities, and other support required to
accomplish the ground evacuation mission.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state did not determine requirements for the ground evacuation mission.
A preliminary survey is completed of available staging areas for buses,
fueling sites along the evacuation route, and facilities for processing of
evacuees.
The state thoroughly assessed available staging areas for buses, and
developed detailed equipment and personnel requirements for fueling sites
along evacuation route(s), facilities for the processing of evacuees, and the
provision of water and meals to evacuees.
The state identifies all logistics requirements and coordinated with
appropriate agencies for staffing and equipment to support the ground
evacuation mission.
The state shares all relevant requirements and plans with all of the
appropriate agencies providing air assets and has pre-existing contracts in
place for use of facilities, ground transportation, fuel, meals and water to
support the ground evacuation mission.
Approach: Support requirements could include:
Fuel,
Staging areas for buses,
Debarkation sites,
Reception and processing facilities, and
Support services such as feeding, drinking water, portable toilets, first aid, etc.
Determine staffing requirements and:
Assign responsibilities to agencies.
Establish pre-incident contracts as required.
Establish MOUs with facility owners.
Conduct operational exercises for the proposed locations to be used to process evacuees, identify
shortfalls or potential hazards associated with mass evacuation, ensure that pre-disaster contracts
are in place, and that location(s) are adequate for safe operations. Ensure that the vendors can
provide the required ground transportation, fuel, meals, water, and other requirements to support
the operations.
Reference: National Preparedness Goal, 1st ed., 2011, p. 12
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Federal Emergency Management Agency – Logistics Management
2.6.4 (Q79) To what extent has the air evacuation transportation requirements for your
state been established?
Intent: It is important for the state to conduct an analysis of air transportation requirements to
be able to accomplish the air evacuation mission.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not determine air evacuation requirements.
A shortfall analysis of air transportation requirements is completed. Efforts
are made to maximize the use of ground transportation and minimize the use
of air assets for evacuation. A preliminary census of those populations
requiring air evacuation and the identification of staging areas for them is
completed.
Initial coordination is completed with applicable agencies (Air National
Guard, Coast Guard, United States Northern Command (NORTHCOM), and
United States Transportation Command (USTRANSCOM)) for provision of
both fixed and rotary wing air assets and associated command and control
elements.
Enough transportation assets are identified to evacuate all impacted
population unable to self evacuate.
All required transportation assets are identified to support the evacuation
mission with additional contracts in place to meet unexpected surge
requirements.
Approach: It is important to determine how many persons may have to be evacuated by air.
Consider conducting an analysis to ensure enough government air assets, including EMAC or
contractual transportation assets have been identified to accomplish the air evacuation
requirements.
After the completion of the analysis, determine if air evacuation is a viable option.
It is helpful to become familiar with neighboring states that may have aviation assets that can be
deployed to your state when needed. Developing disaster MOUs with these states should
expedite getting support.
It will probably be cost prohibitive to have air assets participate in a full scale exercise.
However, by analyzing and identifying possible impacted populations that may be unable to self
evacuate, state and local logistics planners should be able to estimate air resources needed to
safely and effectively conduct an air evacuation.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
2.6.5 (Q80) What logistics support requirements for the air evacuation mission has your
state identified?
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Federal Emergency Management Agency – Logistics Management
Intent: An analysis of air transportation requirements is conducted to determine air support
requirements such as fuel, evacuee processing facilities, and other support to accomplish the air
evacuation mission.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not determine its logistics support requirements.
A preliminary survey is completed of available air fields and their maximum
on ground (MOG) capability, fuel bunkering, and facilities for the processing
of evacuees.
The state identifies ground transportation needs to move evacuees to their
aerial port of embarkation (APOE), fuel requirements for the ground
transportation, meals and/or water requirements for evacuees at the APOE,
personnel requirements for the processing and manifesting of evacuees at both
the APOE and aerial port of debarkation (APOD), and air asset fuel
requirements at both the APOE and APOD.
The state identifies all logistics requirements and coordinated with appropriate
agencies for staffing and equipment to support the air evacuation mission.
The state shares all relevant requirements and plans with all the appropriate
agencies providing air assets and has pre-existing contracts in place for use of
facilities, ground transportation, fuel, meals, and water to support the air
evacuation mission.
Approach: Consider conducting an analysis of air transportation support requirements to be
able to accomplish the air evacuation mission.
The analysis should identify:
Available air fields and their MOG capability, fuel bunkering, and facilities for
processing of evacuees;
Ground transportation needs to move evacuees to their APOE,
Fuel requirements for the ground transportation, meals and/or water requirements for
evacuees at the APOE;
Personnel requirements for the processing and manifesting of evacuees at both the APOE
and APOD; and
Air asset fuel requirements at both APOE and APOD.
Conduct operational exercises of the proposed locations for processing air evacuees to identify
any shortfalls or potential hazards associated with mass evacuation, ensuring that pre-disaster
contracts are in place and adequate for safe operations, and that vendors are able to provide the
required air transportation support and other requirements to support the operations.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
2.6.6 (Q81) How does your state measure transportation utilization?
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Federal Emergency Management Agency – Logistics Management
Intent: Measuring transportation usage is recommended to save money. Often trucks sit idle for
long periods of time or are deployed with partial loads. This wastes money and ties up resources
that could be utilized elsewhere.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Transportation utilization is not tracked by the state.
The state measures rudimentary utilization statistics (e.g., number of
deliveries made).
Planning and operations are conducted in a manner to facilitate high
utilization.
High utilization is an organizational priority.
Transportation utilization drives operational decisions.
Approach: The following steps are recommended:
Develop tracking procedures,
Maintain check-in and departure logs,
Quantify deliveries made, and
Look into using the systems to track use of vehicles and assignments.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
6.3
Distribution Management Questions
The following section is comprised of questions taken directly from the Distribution
Management section of the LCAT questionnaire. They are numbered to correlate to the
numbering in the questionnaire.
3.
Distribution
3.1
Order Tracking
3.1.1 (Q82) What order/commodity tracking system does your state have in place?
Intent: Resource tracking is a standardized, integrated process conducted throughout the life
cycle of an incident. It provides a clear picture of where resources are located and helps staff
prepare to receive them. Procedures to track resources continuously from mobilization through
demobilization should be established, and real time information should be displayed in a central
data base allowing total asset visibility.
Capability:
Static
Functional
The state has no tracking system for on-hand stocks, due-in quantities, dueout quantities, and available-to-promise stocks.
Commodity data is tracked manually.
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Federal Emergency Management Agency – Logistics Management
Horizontal
Integration
External
Collaboration
Synchronized
Commodity data is tracked with technology enablers (e.g., Excel spreadsheet
of on-hand, due-in, and due-outs).
Near real time tracking information is shared by external partners (e.g., local
government, private suppliers) and state logistics personnel.
The state has real time tracking of commodity and order data across the state
supply chain.
Approach: The following methods and systems can be used to collect, update, and process data,
track resources, and display the readiness status of resources:
Any requirements for en route check-in (by time, by location, etc.),
GIS,
Resource tracking systems,
Transportation tracking systems,
Inventory management systems, and
Reporting systems.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14; NIMS, 2008, pp. 37-38
3.1.2 (Q83) How does your state receive order status updates?
Intent: Part of the resource tracking process is to receive order status updates. It helps provide
a picture of where resources are located in the pipeline, prepare staff to receive them, and
facilitates other decision-making requirements. Real time information could be displayed in a
central data base allowing total asset visibility.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not receive updates on order status.
The state receives manual updates on order status.
The state uses semi-automated (spreadsheet) updates on order status that are
available to state logistics personnel.
Some suppliers provide real time updates on order status, and information is
shared with local authorities as well.
Real time, order status tracking supports informed logistics management
decisions.
Approach: Pre-incident contracts could include status updating requirements and require
provider points of contact to call in status updates.
Develop tracking spreadsheets or automated formats for use in the LSA to manage order status.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
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Federal Emergency Management Agency – Logistics Management
3.1.3 (Q84) How are orders closed out upon delivery in your state?
Intent: Closing out delivery is key to resource management and can affect ordering, purchasing,
and accountability, wherever the final delivery is accomplished, at the LSA, POD, or for another
end user.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Delivery confirmation is not available.
Some PODs or state staging areas can provide notice of delivery upon request.
All PODs and state staging areas can provide notice of delivery upon request.
Delivery confirmations are routinely provided to the state logistics manager.
Delivery confirmations are provided by all locations and actions are closed
out. Confirmation information is integrated with inventory systems to inform
on-hand, due-in, and available-to-promise balances as well as upcoming
orders.
Approach: Reporting protocols are developed to ensure that all end users report delivery, sign
for, and secure invoices, bills of lading, and other documentation indicating delivery. The
documentation should be provided to the purchasing and contracting unit.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
3.1.4 (Q85) What transportation scheduling system does the state use; push driven (a
fixed delivery schedule of a set quantity to a set location), pull driven (demand), or a
combination of both?
Intent: Push is defined as a fixed delivery scheduled for a set quantity to a set location as
determined by the supplier, while pull is providing support based on the schedule provided by
the end user. A push schedule can get resources into the disaster area quickly. As requirements
change, a pull demand driven schedule can be utilized.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Transportation scheduling is conducted on an ad hoc basis.
Transportation schedules are routine varying little from day to day.
Transportation schedules will begin to vary based upon daily volumes.
Transportation schedules are dynamic and vary based upon daily volumes and
demand requirements.
Transportation schedules are push driven early on in a disaster, but later are
demand driven, based on POD on-hand inventory and projected demand
balancing.
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Federal Emergency Management Agency – Logistics Management
Approach: Working with local partners enables you to identify those items most commonly
needed following the first 72 hours after an incident. By having these items pre-identified you
should be able to order, stage, and push them into an effected area quicker. It is easier to return
unneeded items than it is to locate, order, and deploy them.
After initial response is accomplished and the situation has begun to stabilize or as PODs have
developed burn rates, scheduling can revert to demand driven or pull requests.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
3.2
Transportation Coordination
3.2.1 (Q86) How are multi-factor criteria used to select transportation providers
(carriers) in your state?
Intent: Transportation providers (carriers) could be selected using multi-factor criteria such as
capability, availability, types of trailers, tractors, buses, etc.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Carrier selection is ad hoc with no documented criteria for selection.
State selection is based on availability and a data base of carriers exists.
State agencies have formal, integrated SOPs; carrier selection criteria are
defined.
The state coordinates plans and SOPs with other state, local, tribal, and
external partner agencies, organizations, and private vendors. Carrier
selection criteria are defined.
Multiple carrier selection criteria and data drive carrier selection from a list of
pre-identified transportation carriers.
Approach: You could consider having multiple pre-incident transportation carrier contracts
available to increase the available transportation capabilities (i.e., a trusted and proven primary
carrier that is utilized immediately following an incident with a secondary carrier on standby in
case the primary becomes overloaded).
Reference: EMAP, EMS, 2010, section 4.8.1, p. 9
3.2.2 (Q87) What organization is defined as the state’s lead agency coordinator for
transportation?
Intent: Transportation is a complicated profession where experience is valuable. A clearly
defined lead agency and/or coordinator for transportation should be identified and the
transportation coordinator’s role defined.
Capability:
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Federal Emergency Management Agency – Logistics Management
Static
The state transportation coordinator is not identified (movement control cell).
Functional
The state transportation coordinator and backup are been identified and state
transportation needs are defined.
The transportation coordinator has clearly defined assets and procedures to
coordinate state movement requirements during a disaster response.
The transportation coordinator works with external partners and private
vendors to meet state requirements during a disaster response.
During a disaster response, the transportation coordinator directs and controls
all state movement requirements.
Horizontal
Integration
External
Collaboration
Synchronized
Approach: Having one person or one agency representative as lead reduces confusion,
standardizes operations, and follows the NIMS objectives for managing large or small incidents.
Assign a lead agency such as the emergency management agency or an agency with a mission to
manage transportation such as the state DOT, a National Guard transportation unit, or a
commercial carrier. Also assign a dedicated transportation coordinator. Additional staff could
be required for a dedicated agency or agencies to fulfill that requirement. Consider conducting
training and providing opportunities for professional development for all staff.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010 pp. 2-4
3.2.3 (Q88) What function best describes the role of the transportation coordinator?
Intent: The transportation coordinator monitors shipments and looks at the immediate
transportation needs during the first 72 hours and the long term needs during later phases of the
incident.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Shipment monitoring and control does not exist.
Shipment monitoring and control are reactive.
The state conducts some anticipatory planning.
Tactical planning is accomplished for a 6 to 24 hour time period.
Incident action planning is accomplished for a 24 to 48 hour time period.
Approach: It is important to establish roles and responsibilities for the transportation
coordinator who as a minimum:
Monitors and controls transportation.
Conducts tactical transportation planning for the first 72 hour period and incident action
planning for later response phases as required.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
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Federal Emergency Management Agency – Logistics Management
3.2.4 (Q89) How does the state establish contracts or agreements with transportation
providers, public or private?
Intent: Establish state contracts or agreements with public or private transportation providers, if
legally permissible.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not conduct an analysis of its potential requirements for
transportation (i.e., National Guard or private sector).
The state has no pre-existing contracts or agreements with transportation
providers.
The state has some pre-existing contracts or agreements with transportation
vendors.
The state has pre-existing contracts or agreements for all anticipated
transportation needs.
The state has additional contingency contracts in place to account for major
disaster surge requirements.
Approach: It is recommend that you establish pre-incident contracts with transportation
providers.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
3.2.5 (Q90) How do transportation carriers provide status/location updates?
Intent: Determine when transportation assets should provide a status and location update.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
No status updates are provided.
Only dispatch updates are provided.
Dispatch and delivery notifications are provided.
Real time order status tracking supports informed logistics management
decisions.
Real time order status and location updates inform ongoing decision making
and enhance anticipatory planning.
Approach: As a minimum, transportation carriers should provide you with real time dispatch
and delivery notifications. They could call in to your transportation coordinator or at check-in at
the POD or LSA site.
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Federal Emergency Management Agency – Logistics Management
Additionally, you could require them to provide status and location or delay updates and
notification on arrival at the end point. This would provide the flexibility to redirect shipments
en-route to alternate or priority locations.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
3.2.6 (Q91) How does your state manage and assign loads to carriers?
Intent: It is important to determine how carrier load assignments should be managed.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Loads are assigned manually by phone with no documentation.
Loads are assigned via fax or phone with some limited documentation.
Load tendering is accomplished via email with complete documentation.
Private vendor systems are updated with load requirements and assigned
electronically.
The state uses real time, shared information, and data captures for load
assignments with logistics partners.
Approach: You could develop either a manual system to assign loads to assigned vehicles or
develop and use an automated system. The LSA manager or the warehouse manager should be
responsible for assigning loads. Here is an example of an assignment flow:
EOC personnel assign the mission.
Warehouse personnel assign the load and prepare the pickers list.
Pickers select the products.
Dispatch assigns an appropriate vehicle and the vehicle is loaded.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
3.2.7 (Q92) How does your state gain in-transit visibility capability?
Intent: The state should have in-transit visibility capability and consider, when required,
whether or not security escorts should be utilized for critical loads.
Capability:
Static
Functional
Horizontal
Integration
The state has no in-transit positional monitoring or reporting requirements.
The carrier provides a position report on request.
Most loads are tracked.
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Federal Emergency Management Agency – Logistics Management
External
All loads are tracked.
Collaboration
Synchronized In-transit visibility allows for rescheduling or diversion based on operational
priorities.
Approach: You could either develop a manual system to track in-transit loads by having drivers
and/or dispatchers report in periodically or develop and use an automated system using
positional monitoring technology.
Many transport companies have owner-operated global positioning system (GPS)/RFID systems
that track vehicle locations during movement. When utilizing these companies consider
requesting access to their systems. One strategy for gaining access could be to invite them to
designate a representative to be part of your logistics function.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
3.2.8 (Q93) How does the state determine when security escorts will be used to protect
critical loads?
Intent: Commodities have value and should not be wasted. If the situation warrants, shipments
should be escorted to mitigate loss and misdirection.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state makes no provisions for shipment and/or convoy security.
A security decision is included in transportation planning and dispatches.
A state law enforcement liaison is assigned to logistics and is accessible in the
EOC.
State law enforcement and security planning is integrated with distribution
planning.
Does not apply.
Approach: It is possible to work with multiple laws enforcement agencies within the ESF
system to call upon numerous nonstandard security escort personnel when needed (i.e.,
Corrections, Public Service Commission, Forestry, Local Sheriff Offices, available City Police
Departments, or EMAC resources).
Conducting tabletop exercises with an ever-increasing level of critical loads enables the agency
to determine a saturation point and plan accordingly to increase that point and determine how to
support the situations with additional resources from outside agencies.
Reference: National Preparedness Goal, 1st ed., 2011
3.3
Inbound Shipments
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3.3.1 (Q94) How are distribution location inbound and outbound shipment schedules
coordinated?
Intent: There should be a measure of coordination between inbound and outbound shipment
scheduling to take advantage of transportation assets at a majority of the distribution locations.
Inbound shipments could be scheduled or managed to control the flow into distribution points to
prevent queues and backlogs.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state has no visibility of reverse logistics opportunities and does not
balance inbound and outbound shipment scheduling.
The state has limited visibility to reverse logistics opportunities. Inbound and
outbound shipments are scheduled independently.
Some balancing of inbound and outbound shipments exists.
Inbound/reverse logistics to outbound planning is part of the distribution
process.
Inbound and outbound planning (e.g., loads in, backhaul of empties).is a
synchronized process
Approach: Consider developing a process to maximize outbound transportation (such as
returning bad products or pallets to the shipper) or to transfer commodities from their current
location to where they are needed. If a truck arrives and the commodity or part of a shipment is
not needed, have the material sent to where it is needed rather than allowing the driver to return
to dispatch.
Reference: National Preparedness Goal, 1st ed., 2011, p. 12
3.3.2 (Q95) How are inbound shipments to your state scheduled or managed to control
distribution flow into distribution points?
Intent: To manage amounts of loads arriving at the LSA, warehouse, or POD and to ensure that
multiple loads of material do not exceed the location’s capability, causing excessive processing
and unloading backlogs and delays.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
The state does not use inbound scheduling (i.e., when the load arrives, it
arrives) and there is no consideration of distribution point throughput.
Some inbound loads are scheduled and distribution point throughput
capability is known.
Most major inbound shipments are scheduled.
All inbound shipments are scheduled.
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Synchronized
Inbound shipments are scheduled based on throughput capacity of individual
distribution points to prevent queues and backlogs.
Approach: It is important to coordinate with carriers to have loads arrive spaced over a period
of time or to arrive at designated times.
Reference: EMAP, EMS, 2010, p. 9
6.4
Organizational Functions Questions
The following section is comprised of questions taken directly from the Organizational Functions
section of the LCAT questionnaire. They are numbered to correlate to the numbering in the
questionnaire.
4
Organizational Functions
4.1
Reporting Structure and Alignments
4.1.1 (Q96) How is disaster logistics aligned with disaster planning, response, and
recovery functions in your state?
Intent: Ensure that the logistics department is aligned with all aspects of state emergency
management functions.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
There is no linkage between logistics and other disaster planning, response,
and recovery functions.
Informal linkage exists between logistics and other disaster response
functions.
The logistics function is formally integrated with state disaster response
functions.
Coordination exists between internal disaster response functions, as well as
external entities, including local, county, tribal, other states and/or federal
disaster authorities.
Logistics is fully integrated into overall internal concept of support and
operations and with all relevant external authorities.
Approach: In your planning efforts you are advised to integrate logistics preparedness,
response, and recovery functions into all aspects of the EOP, coordinating logistics at all levels
and with external agencies.
You should conduct various levels of exercises, such as response and recovery phases, to identify
any shortfalls in those areas.
Reference: EMAP, EMS, 2010, p. 9
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Federal Emergency Management Agency – Logistics Management
4.1.2 (Q97) What is the status of state disaster logistics personnel staffing?
Intent: A well developed and staffed logistics section facilitates the agency’s ability to conduct
day-to-day and emergency logistics operations.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Logistics functions are assigned as an ad hoc duty.
The state has dedicated resources, but is understaffed to fulfill all anticipated
needs. There is no staffing plan in place.
There is a staffing diagram, which is based on scale of incidents.
The state has trained and dedicated logistics cadre with a staffing schedule.
The state has a plan to incorporate logistics personnel from other state
agencies.
The state staffing schedule and requirements are integrated with FEMA and
National Guard.
Approach: It is suggested that you:
Assign staff to the logistics section based on your intended level of operations.
Assign external staff to positions that cannot be filled by agency staff.
Train logistics personnel in all aspects of logistics operations, to include, purchasing,
resources tracking, and mission assignment.
Do not limit yourself to those people within logistics – look to other agencies to expand
staffing resources, such as, procurement, personnel, and facility management departments
and the National Guard. Offer nontraditional training to staff that may not normally work
in the logistics environment.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, pp. 425
4.1.3 (Q98) Overall, how is disaster logistics positioned within your state's emergency
management organization?
Intent: An experienced and comprehensive logistics staff will increase the agency’s ability to
respond to incidents and disasters within the state.
Capability:
Static
Functional
Horizontal
Integration
Logistics and supply chain management are not addressed at the state level.
The state has modest recognition of logistics within the EM structure.
The state is beginning to recognize emergency logistics and supply chain
management from a strategic viewpoint.
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External
Collaboration
Synchronized
The state has a recognized and dedicated disaster logistics staff.
State disaster logistics has a strategic role in overall state EM planning and
execution.
Approach: Executive approval and support is required to establish and maintain a logistics
section. An effective logistics section is comprised of people that are fully trained and
established as a team. Logistics teams should understand the multiple responsibilities necessary
for successful disaster support through exercise and training as a cohesive unit. The more
training the logistics section or group has the better they should be able to work together as a
team towards a common goal. The logistics team should depend on each other and understand
how multiple responsibilities interact to successfully support disaster response. The team
concept can be codified by training, working together, and exercising to form a team.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
4.1.4 (Q99) What is the status of the state logistics system communications plan and does
it include horizontal and vertical reporting (state, local, and federal)?
Intent: You should communicate vertically with counties, cities, and FEMA, and horizontally
with adjacent and nonadjacent states, as with EMAC. You can promote this level of
communications with a written plan and redundant communications systems.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have a communications plan in place for reporting at all
levels.
The state EOC has an ad hoc communications process that incorporates the
flow of logistics information between the joint field office (JFO) and state
EOC, and state staging areas and PODs.
The state has a formal communications plan with SOPs that incorporate the
flow of logistics information between the joint field office (JFO) and state
EOC, and state staging areas and PODs.
The state has a formal communications plan with SOPs that incorporate the
flow of logistics information between the joint field office (JFO) and state
EOC, external agencies, and state staging areas and PODs.
The state has a formal communications plan with SOPs that incorporate the
flow of logistics information between the joint field office (JFO) and state
EOC, other external agencies, and state staging areas and PODs. The
communications plan is integrated with the private sector and FEMA.
Approach: It is advised to develop a communication plan that allows the logistics staff to
communicate down to counties and cities and up to FEMA, as well as with adjacent jurisdictions.
The plan is the main guide for establishing communications from field operations (LSA) to
PODs to the state operations center. Constant communication ensures that everyone is
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knowledgeable of current incidents and facilitates managing expectations (no surprises). The
plan should address a primary means of communications, a secondary backup system, and in an
ideal situation, a tertiary system.
During disasters cell phone systems can fail early. Be prepared by having multiple systems
available for field staff and ensure that deployed staffs are familiar with the equipment with
which they deploy.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
4.2
Credentialing and Cross Functional Team Structure
4.2.1 (Q100) What roles and standard processes and procedures are established for state
logistics personnel?
Intent: An experienced, comprehensive, and well trained logistics staff increases a state’s
ability to respond to disasters. Providing in-house training to assigned staff (internal and
external), SOPs, and guides ensure consistency and interoperability with partners.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have standards in place for logistics roles.
The state identifies roles for critical logistics personnel.
The state identifies roles and associated processes and procedures for all
logistics personnel.
The state has training requirements and a "job book" available for each role.
Resources have been identified to meet those requirements.
All logistics personnel must complete training or a certification program as
part of the prerequisites for their role.
Approach: It is suggested that you:
Develop logistics SOPs or SOGs, job books, and job aids.
Develop roles and responsibilities.
Provide training for new staff and recurring training as new procedures are provided.
Participate in exercises to increase experience and identify shortfalls.
Reference: NIMS, 2008, pp. 19-20
4.2.2 (Q101) How does your state logistics organization generate requirements for staffing
(roles and number of personnel)?
Intent: Ensure that your agency has the appropriate level of staff to meet logistics staffing
requirements for an incident.
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Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state has no standard process for generating personnel requirements.
State personnel requirements are notional and not based on real world
incidents.
State personnel requirements and responsibilities are based on historic
incidents, state modeling, and exercises.
Does not apply.
State personnel requirements are based on the DHS NPG and lessons learned
from state historical incidents, modeling, exercises, and best practices from
other states.
Approach: You should consider the following:
Consider historical requirements for personnel and modify accordingly.
Validate staffing requirements using various levels of exercises from tabletop to full
scale, to test and verify staffing requirements.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
4.3
Logistics Quality Management
4.3.1 (Q102) What routine measures does your state have to assess the training levels of
logistics personnel to drive continuous improvement and education?
Intent: Ensure logistics personnel are trained and able to complete their assignments.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state has no methodology in place to measure the level of personnel
training.
The state occasionally tests personnel logistics skills, such as demand
forecasting, ordering, tracking, recording, inventory management, warehouse
management, and distribution planning.
The state routinely tests logistics personnel on job functions associated with
their role(s).
The state requires minimum training assessments for state, local, and tribal
jurisdiction personnel and other external partners.
The state conducts comprehensive testing of training levels for all roles and
responsibilities of personnel. Testing and continuing education is
administered at least every 18 months.
Approach: Following all incidents and exercises, it is important for participants and partners to
provide critiques, lessons learned comments, and AARs, and to participate in hot washes. By
compiling and analyzing this feedback the state should be able to identify areas for improvement,
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staff training requirements, and to update parts of the plans that did not yield the expected
results.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14; UTL, 2007
4.3.2 (Q103) How does your state assess disaster logistics preparedness and capabilities?
Intent: Assess capabilities to ensure that logistics personnel can accomplish their logistics
mission.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state has limited ability to assess logistics preparedness levels through
self assessment, outside review, compliance monitoring, or actual major
incidents.
The state conducts occasional self assessments, but does not have a formal
methodology.
The state conducts self assessments to evaluate logistics preparedness on a
regular basis.
Self assessment and other state or FEMA peer reviews to assess logistics
preparedness are conducted on a regular basis.
The state combines internal and external preparedness assessments with risk
assessments and resource prioritization in order to meet state needs.
Approach: It is suggested that you conduct a self assessment of your capabilities and take
advantage of assessment opportunities that the LCAT and EMAP processes provide.
Additionally, by conducting various levels of exercises throughout the year and one major
exercise at least annually, the state should be able to gauge staff readiness and preparedness
levels. Invite other agencies to participate as evaluators during exercises. In particular, FEMA’s
regional preparedness officers have access to an array of assessment tools that may be helpful.
Also, identify areas of concern, which could indicate that additional training is needed and
schedule needed training to improve those areas. This should be an ongoing process.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
4.3.3 (Q104) How does your state capture logistics best practices and lessons learned?
Intent: Assess your capabilities by using lessons learned and AARs to determine where to focus
improvement efforts.
Capability:
Static
Functional
The state does not have a system to capture state emergency logistics
management best practices.
The state uses a manual system to capture results of recent historical incidents
and includes lessons learned from other similar incidents.
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Horizontal
Integration
External
Collaboration
Synchronized
The state uses a mostly manual system to capture results of recent historical
incidents and includes lessons learned from other similar incidents profiled as
high risk to the state, hot washes and after action reviews. Aspects of the
system are automated.
The state uses an automated system to capture results of recent historical
incidents and includes lessons learned from similar incidents, hot washes, and
after action reviews. State, local, and tribal jurisdictions and external partners
participate in the process and have system access.
The state has an established automated system for capturing feedback and
lessons learned and integrating results into logistics and overall state
emergency management planning and operations functions. State, local, and
tribal jurisdictions and external partners have access. FEMA and DHS
systems, such as Lessons Learned Information Sharing, are used to gain
access to a broader range of best practices.
Approach: All participants and observers should provide feedback on exercises or assessments
that they participate in or observe. Feedback can be in the form of critiques, AARs, participate
in hot washes, and complete lessons learned statements following incidents and exercises. The
state should establish a process or program to capture the feedback, determine appropriate
actions to take based on the feedback, implement appropriate changes, and provide feedback to
those that submitted input. Documenting, analyzing, and distributing results and statistics from
the lessons learned and AARs allows you, your partners, and FEMA to make improvements to
the plans and procedures utilized during disasters. The Department of Homeland Security
FEMA also provides tools such as Lessons Learned Information Sharing (http://www.llis.gov) to
facilitate this process.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. 1-3
4.3.4 (Q105) What institutional procedures does your state have in place to incorporate
lessons learned and shortfalls into logistics planning?
Intent: Assess your capabilities by using lessons learned and AARs to determine where to focus
improvement efforts.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have a formal continuous improvement plan in place.
The state conducts informal evaluations of past performance and best
practices captured from past incidents and exercises.
The state utilizes lessons learned, evaluations, and exercises to identify areas
needing improvement.
The state utilizes lessons learned, evaluations, and exercises and external state
lessons to identify areas for improvement.
The state utilizes lessons learned, best practices, self and peer evaluations,
continuous training, credentialing, and exercises to identify and take
corrective actions on areas of improvement. The state has the capability for
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real time adjustments to plans during an actual incident response.
Approach: All participants and observers should provide feedback on exercises or assessments
that they participate in or observe. Feedback can be in the form of critiques, AARs, participate
in hot washes, and complete lessons learned statements following incidents and exercises.
Documenting, analyzing, and distributing results and statistics from the lessons learned and
AARs allows you, your partners, and FEMA to make improvements to the plans and procedures
utilized during disasters.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. 4-25
4.4
Logistics Knowledge, Skills, and Training
4.4.1 (Q106) What ongoing logistics training and exercise plan does your state have?
Intent: Determine the level of logistics staff expertise and training needed.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have a training and exercise plan in place to build and
assess logistics capabilities.
The state has cursory training and exercise programs with some emphasis on
rudimentary logistics functions.
The state has established a training and exercise plan specifically designed for
building and assessing logistics capabilities.
The state has established a training and exercise plan specifically designed for
building and assessing logistics capabilities. External partners participate
when appropriate.
The state has an established and implemented training and exercise plan for
building and assessing logistics capabilities that includes external partners
when appropriate. Shortfalls are identified and incorporated into the state
budget.
Approach: Having a skilled and comprehensive training and exercise section should increase
the agency’s ability to conduct internal and external training. The section should identify
shortfalls and provide information to the training section that could improve staff knowledge and
capabilities during exercises. Utilizing HSEEP-mandated practices for exercise program
management, design, development, conduct, evaluation, and improvement of planning should be
a state standard.
Reference: National Preparedness Goal, 1st ed., 2011, p. 7
4.4.2 (Q107) What standard methodology does your state have in place for collecting and
storing real world logistics data from past incidents and exercises?
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Intent: Collecting, storing, and analyzing data from previous exercises and real incidents
prevents the agency from repeating mistakes and provides training materials for agency staff and
partners. Storing and making this data available electronically allows for easier data access and
sharing with partners, other states, and agencies.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not capture lessons learned from real world incidents or
exercises.
Key state personnel attend after action reviews and hot washes from past
incidents and exercises and maintain documentation.
Meeting notes or briefs from incidents and exercises are created, collected,
and documented in a common, shared location accessible by other logistics
personnel.
Meeting notes or briefs from incidents and exercises are created, collected,
and documented in a paper-based shared location accessible by other logistics
personnel and other department personnel and are shared with local, state, and
federal disaster agencies.
The state’s electronic repository of incident and exercise lessons learned
information is maintained in a system that is accessible by logistics and other
department personnel and is shared with other federal, state, and local disaster
agencies.
Approach: Developing the capacity and capability to electronically catalog and store
documents gathered following exercises and real world incidents is recommended. This enables
you to retrieve and disseminate information faster and easier, identify patterns in incidents, and
effectively make changes resulting in improvements.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, pp. 425, 4-26
4.4.3 (Q108) What types of disaster logistics exercises does your state conduct?
Intent: The agency should conduct a variety of exercises, from tabletop to full scale exercises.
The exercises should include various ESF agencies, nongovernment organizations, VOADs,
private vendors, and FEMA Region personnel.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
The state does not conduct logistics exercises.
The state conducts occasional planning and/or tabletop exercises of the
resource logistics and distribution plan.
The state conducts periodic tabletop and/or full scale exercises of the resource
logistics and distribution plans.
The state conducts periodic tabletop and full scale exercises of the resource
logistics and distribution plans and includes state, local, and external disaster
response personnel.
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Synchronized
The state validates resource logistics, distribution plans, and training
programs using tabletop and full scale exercises at least annually.
Approach: Conducting a wide range of exercises should test and improve logistics plans and
staff performance. Different types of exercises should be conducted to train the staff on how to
respond to different scenarios.
Reference: UTL, 2007
4.4.4 (Q109) How has your state logistics organization adopted the guidelines and
principles communicated in the following documents?
- DHS National Preparedness Guidelines (NPG)
- DHS National Response Framework (NRF)
- FEMA National Incident Management System (NIMS)
Intent: Determine the state disaster logistics organization’s level of NPG, NRF, and NIMS
familiarity, experience, and training.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state disaster logistics organization is not familiar with DHS and FEMA
doctrinal documents.
The state disaster logistics key planning and strategy personnel have a basic
understanding of concepts and guidelines outlined in DHS and FEMA
documents.
The state disaster logistics personnel adopted DHS and FEMA doctrine, and
key personnel are trained and educated on existing documents, updated
versions of existing documents, and newly published documents.
Does not apply.
All logistics personnel are trained on the appropriate principles and
guidelines.
Approach: The logistics section staff, whether they are field, warehouse, or EOC staff, should
understand principles and guidelines set forth in the NPG and NRF. They also should have an
understanding of NIMS logistics operations. Consider opportunities for in-house and formal
training and encourage the staff to take independent study courses offered by FEMA and other
reputable providers.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, pp. 425, 4-26
4.5
Administrative Burden
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Federal Emergency Management Agency – Logistics Management
4.5.1 (Q110) What is the level of disaster logistics technology automation used in the
state?
Intent: Ideally logistics information management would be automated with secondary and
tertiary backup systems. However, in real life this may not be the case. Each state should
improve and modernize computer and logistics systems and programs to the extent that it can.
Exercises should test automated system effectiveness and how to respond if those systems fail.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state uses paper-based, manual processes for orders, tracking, billing,
reimbursement, etc.
Some tasks are automated, but in most cases processes are manual.
Most processes use an electronic exchange of information. Most automated
processes required a high degree of re-keying and redundancy.
External stakeholders are integrated with state information systems.
State internal and external stakeholders are highly integrated through
automated electronic information exchange with end-to-end shipment
visibility and little redundancy.
Approach: Depending on the level of automation, states should work toward implementing cost
effective improvements and upgrades. With each new upgrade the agency should continue to
emphasize basic manual order recording, processing, billing and tracking. In the event of a worst
case scenario, the staff should be able to manually complete assigned tasks. Often new staff
members are trained only on automated systems but are not trained to operate during power
outages.
Reference: EMAP, EMS, 2010, p. 9
4.5.2 (Q111) To what extent do state laws restrict pre-incident private vendor contracts
for commodities and/or logistics services, early commodity acquisition, and
warehousing?
Intent: Identify those laws that restrict pre-disaster contracting with vendors. Work with local
and state officials to conduct market research and identify vendors and their capabilities.
Additionally, it is important to develop timelines for vendor responses.
Capability:
Static
Functional
Horizontal
Integration
External
State laws prevent pre-incident private vendor contracts for commodities
and/or logistics services, early commodity acquisition, and warehousing.
Does not apply.
State laws limit pre-incident, private vendor contracts for commodities and/or
logistics services, early commodity acquisition, and warehousing.
Does not apply.
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Federal Emergency Management Agency – Logistics Management
Collaboration
Synchronized
The state has no laws that constrain pre-incident, private sector engagement or
stockpiling of commodities.
Approach: Educate elected officials on the advantages of no cost pre-disaster contracting that
can be activated immediately following a disaster, decreasing the time required to respond within
the first 72 hours following an incident. Ensure that safety precautions are in place to prevent
accidentally activating contracts that are not needed or ending contracts that are still needed.
Reference: EMAP, EMS, 2010, p. 5
6.5
Property Management Questions
The following section is comprised of questions taken directly from the Property Management
section of the LCAT questionnaire. They are numbered to correlate to the numbering in the
questionnaire.
5.
Property Management
5.1
Property Management Personnel
5.1.1 (Q112) What is the state capability to warehouse and distribute commodities to
impacted populations using vendor managed inventory (VMI) and/or jurisdictionowned commodities?
Intent: Be prepared to distribute commodities during the first 72 hours after an incident. The
state could consider using either a VMI stock of commodities or maintaining its own
commodities. In this case a warehouse facility and operation should be considered.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have warehouse capability or personnel.
The state has limited warehouse capabilities to store and manage critical
commodities and uses transportation contracts to move assets in the event of
a disaster.
The state has a full time staff of trained warehouse personnel that manage
commodities. Between in-house state transportation and contracts, the state
can move commodities to impacted populations. The state has visibility of
load arrival to PODs and state staging areas.
The state has a full time staff of trained warehouse personnel that manages
commodities. Between in-house state transportation and contracts, the state
can move commodities to impacted populations to support likely scenarios.
The state has real time in-transit visibility and scalability of operations to
support catastrophic incidents.
The state has a full time staff of trained warehouse personnel that manages
commodities. Between in-house state transportation and contracts, the state
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can move commodities to impacted populations to support likely scenarios.
The state has real time in-transit visibility and scalability of operations to
support catastrophic incidents and has coordinated with the FEMA Region
and FEMA HQ.
Approach: The goal is to have a staff experienced and trained in commodity warehousing and
distribution. This staff can be from within the agency, from non-logistics sections, or from other
agencies outside the emergency management community. MOUs would ensure that the staff
could be deployed to assist with or run warehousing operations during an incident. However,
many states cannot afford a full time staff to manage warehousing operations.
It is suggested that you:
Determine warehouse requirements.
Select a location that supports the state or jurisdiction. Determine if more than one is
required and where it should be strategically located.
Develop a source of funding and staffing.
Look into sharing the facility with the private sector, other state agencies, or federal
facilities.
Establish leases.
Identify and ensure proper training to internal and additional staff that could be available
to operate warehousing and commodity distribution during an incident.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
5.1.2 (Q113) To what extent is the state’s Accountable Property Manager (APM) or
equivalent responsible for state-owned commodities and equipment?
Intent: The accountability of non-consumable equipment, leased, rented, or state-owned
property, vehicles, and generators is essential. Equipment that is not accounted for can be lost or
misdirected and drives the costs of response and recovery up. Having a dedicated APM and
procedures are key to maintaining accountability.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
There is no APM equivalent at the state level.
There is no APM equivalent at state level, but other state EM employees have
received informal training on property procedures.
The state has EM employees who are trained to be APMs, but they have dual
roles in competing functional areas.
The state has trained APMs who will be available during disaster time, but are
not part of regular logistics staff.
The state has full time, dedicated APMs in state logistics and/or emergency
management.
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Approach: It is suggested that you:
Determine which agency has either statutory responsibility or APM personnel as part of
their organization and can provide the position.
Task APM responsibilities to the appropriate agency.
Develop emergency procedures or adapt daily property accountability procedures for
disaster operations.
Train personnel in property accountability.
Incorporate property accountability in exercises.
Reference: Task Book for the Position of Logistics Section Chief Type 1 and Type 2, 1993
5.2
Warehouse and Facility Management
5.2.1 (Q114) What warehousing requirements has your state determined are needed to
support impacted populations?
Intent: States should be prepared to distribute commodities in the first 72 hours, as well as
maintain sustained commodity warehousing throughout response and recovery. The state should
consider warehouse facilities and operations. One or more facilities should be established based
on the critical commodity identification and prioritization modeling.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state has not determined required warehouse needs, nor has it selected a
location.
The state has determined optimal locations for its warehouse, but does not
have a lease or ownership of the warehouse.
The state has leased warehouse space available in a location that was selected
based on operational requirements. The lease (or ownership) is funded
through life cycles of commodities.
The state has available leased (or owns) warehouse space that can sufficiently
store critical commodities. The lease is funded through the life cycles of
commodities. The site was selected based on ease of moving commodities to
high risk and/or high population density zones using available transportation
assets.
The state has sufficient warehouses to store required commodities.
Warehouse locations were selected based on high risk and/or dense
population, transportation modes, etc., as well as size needs and estimated
costs. Lease (or ownership) of facilities are periodically reviewed with the
FEMA Region and FEMA HQ and are funded through the life cycles of the
commodities.
Approach: Recommended actions:
Determine warehouse requirements.
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Determine one or more locations that support the state or jurisdiction.
Determine whether more than one warehouse is required and the optimum strategic
location.
Develop a source of funding and staffing.
Look into sharing a facility with private sector, other state agencies, or federal facilities.
Establish leases.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
5.3
Logistics Equipment Management and Maintenance
5.3.1 (Q115) What equipment and material handling equipment capability does the state
have to warehouse and distribute commodities to impacted populations during the
first 72 hours after an incident?
Intent: The state should have the equipment necessary (including MHE) for day-to-day
operations, as well as to manage warehouses and deploy commodities to impacted populations
for the first 72 hours after an incident and to sustain operations throughout response and
recovery. Consider using government-owned equipment or vendor-provided MHE in activated
facilities.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not own or lease equipment or contract for capabilities.
The state has equipment and/or contracted capabilities to support limited
warehouse and distribution functions.
The state has sufficient equipment and/or contracted capabilities to support
warehouse and distribution functions primarily for day-to-day operations, but
not sufficient for disaster distribution operations associated with a major
incident response. Contracts are in place to perform regular maintenance on
equipment based on requirements to keep them operational.
The state has sufficient equipment and/or contracted capabilities to support
warehouse and distribution functions for all levels of incident or response.
Contracts are in place to perform regular maintenance on equipment based on
requirements to keep them operational. Limitations are addressed with the
FEMA Region.
The state has sufficient equipment and/or contracted capabilities to support
warehouse and distribution functions. Contracts are in place to perform
regular maintenance on equipment based on requirements to keep them
operational. Capabilities are scalable and can support likely disaster
scenarios. Capabilities are coordinated with the FEMA Region. There are no
known limiting factors.
Approach: If the state does not have the necessary equipment on hand it could, if legally
allowed, have pre-disaster contracts in place that could activate immediately after an incident,
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Federal Emergency Management Agency – Logistics Management
reducing the time normally associated with locating, contracting, and mobilizing equipment
required to handle and deploy commodities.
It is suggested that you:
Determine warehouse MHE and other distribution equipment requirements.
Develop a source of funding.
Procure government property or establish leases and/or pre-incident contracts.
Establish a maintenance program.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
5.3.2 (Q116) What level of visibility does the state have of organic logistics equipment?
Intent: Equipment tracking needs to be a standardized, integrated process conducted on a daily
basis and throughout the life cycle of an incident. It provides a clear picture of where resources
are located, who is operating the equipment, and its usage. Procedures to track organic
equipment continuously from mobilization through demobilization should be established and real
time information should be displayed in a central data base allowing total asset visibility.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have a process to track state owned equipment.
The state’s equipment management is accomplished on an ad hoc basis using
spreadsheets.
Either organically or through contractor support, equipment management
processes are documented and standardized and provide the general location
of state owned equipment to state logistics personnel.
Either organically or through contractor support, equipment management
processes are documented. A COP is available to appropriate state personnel.
Either organically or through contractor support, equipment management
processes are documented, standardized, and provide specific locations of
state owned equipment. A COP is provided to state personnel, FEMA
Region, and FEMA HQ LMD.
Approach: The following methods and systems can be used to collect, update, and process data,
track organic equipment, and display the readiness status of resources:
Any requirements for check-in (by time, by location, etc.),
GIS,
Resource tracking systems,
RFID or GPS tracking systems, and
Reporting systems.
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Federal Emergency Management Agency – Logistics Management
If the state does not have the necessary equipment on hand they can, if legally allowed, have predisaster contracts in place and ready to be activated immediately following an incident, reducing
the time normally associated with locating, contracting, and mobilizing equipment required to
handle and deploy commodities.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
5.3.3 (Q117) How is state-owned equipment maintenance and operational status
documented and monitored in your state?
Intent: MHE operational and maintenance status reporting needs to be a standardized,
integrated process conducted on a daily basis and throughout the life cycle of an incident. It
provides a clear picture of where resources are located, who is operating the equipment, and its
usage. Procedures to monitor and track organic equipment continuously from mobilization
through demobilization should be established, and real time information should be displayed in a
central data base allowing total asset visibility.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have visibility of availability and/or status of state-owned
equipment.
The status and/or availability of equipment is on a case-by-case basis.
The status and/or availability of equipment is tracked in a comprehensive
system that is updated regularly.
The status and/or availability of equipment is tracked in a comprehensive
system and is shared with local, state, and private partners.
The status and/or availability is documented for all equipment and is shared
with local, state, private, and federal partners including FEMA Region.
Approach: The following methods and systems can be used to collect, update, and process data,
track organic equipment, and display the readiness status of resources:
Any requirements for check in (by time, by location, etc.),
GIS,
Resource tracking systems,
RFID or GPS tracking systems, and
Reporting systems.
By documenting state-owned equipment operation you should be able to maintain the operational
status and readiness of the equipment. Determine when maintenance is needed and required to
maintain the equipment at peak performance levels. Track reoccurring problems to improve
equipment maintenance and reduce life cycle costs.
Reference: NIMS: Incident Resource Inventory System (IRIS) User Guide, 2008, pp. 78-79
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Federal Emergency Management Agency – Logistics Management
5.3.4 (Q118) What level of visibility does your state have of leased (contracted) logistics
equipment?
Intent: Develop a process that addresses an appropriate level of visibility over leased
(contracted) logistics equipment. Leased and contracted logistics equipment operational and
maintenance status should be a standardized, integrated process conducted on a daily basis and
throughout the life cycle of an incident. It provides a clear picture of where resources are
located, who is operating the equipment, and its usage. During a response, contractors should be
required by contract or procedure to report required status information periodically, but at least
daily. Procedures to monitor and track contracted equipment continuously from mobilization
through demobilization should be established, and real time information should be displayed in a
central data base allowing total asset visibility.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have visibility over leased equipment.
The state’s visibility of leased equipment is stovepiped and provided by
vendors, only when requested.
All leased equipment is visible to state personnel through a comprehensive
system and vendors "push" changes to the state.
The state’s equipment visibility data is centralized and shared with local and
state partners. A COP is shared with all partners and FEMA Region.
The state’s equipment visibility data is centralized and shared with local and
state partners. A COP is shared with all partners and FEMA Region and is
updated in real time.
Approach: The following methods and systems can be used to collect, update, and process data,
track organic equipment, and display the readiness status of resources:
Any requirements for check in (by time, by location, etc.),
GIS,
Resource tracking systems,
RFID or GPS tracking systems, and
Reporting systems.
Reference: NIMS: IRIS User Guide, 2008, pp. 78-79
5.3.5 (Q119) What are the state’s maintenance requirements for leased (contracted)
logistics equipment?
Intent: Equipment contracts should include provisions for equipment maintenance.
Capability:
Static
The state does not have maintenance requirements.
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Federal Emergency Management Agency – Logistics Management
Functional
Horizontal
Integration
External
Collaboration
Synchronized
State contracts require that equipment is operational upon receipt by the state.
State contracts require that the equipment be maintained periodically by the
contractor during post-incident operations.
State contracts require that equipment be maintained periodically during postincident operations by the contractor with provisions made for emergency
maintenance. Contracts specify the time period in which the contractor must
rely on a service and/or maintenance call.
The state has instituted performance-based contracting in which the contractor
is required to maintain a pre-negotiated level of operational availability for the
equipment covered in the contract (e.g., maintain 95% operational availability
for all forklifts provided within the contract).
Approach: It is recommended that you address the status of operational equipment, use a
turnkey approach in pre-incident contracting, and require vendors to maintain contracted
equipment through the life cycle of the lease. Areas to focus on are installation, maintenance,
fueling, uninstalling, and removal of all equipment.
Reference: EMAP, EMS, 2010, p. 9
5.3.6 (Q120) How does your state track organic (state owned) fixed generator scheduling
and maintenance and operational status?
Intent: Fixed generators are essential to continuity of operations during power outages.
Organic fixed generator scheduling, maintenance status, and operational status should be tracked.
Preventative maintenance ensures equipment is ready and operational when needed.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have a system in place to track regular or preventative
maintenance of state owned fixed generators.
Tracking occurs on a case by case basis, either organically or through
contractor support and is documented post-maintenance.
Maintenance is tracked for all state owned fixed generators on a case by case
basis organically or through contractor support; records are updated in real
time and can be viewed by all state personnel.
Maintenance is tracked for all state owned fixed generators, either organically
or through contractor support. Maintenance records are updated in real time
and can be viewed by all state and local personnel.
Maintenance is tracked for all state owned fixed generators, either organically
or through contractor support. Maintenance records are updated in real time
and can be viewed by all state, local, FEMA, and other federal agencies
(OFA) (e.g., USACE) personnel.
Approach: You could assign someone to be responsible for ensuring that generators are
operational. Establish a schedule for load testing, maintenance, and refueling in accordance with
equipment technical specifications.
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Reference: NIMS: IRIS User Guide, 2008
5.3.7 (Q121) How does your state track scheduling and maintenance and operational
status of organic (state owned) portable generators?
Intent: As with fixed generators, mobile generators are essential to restoring emergency power
to identified facilities and critical infrastructure during power outages. Organic mobile generator
scheduling, maintenance status, and operational status should be tracked. Preventative
maintenance ensures equipment is ready and operational when needed. Mobile generator
operational and maintenance status should be a standard, integrated process conducted on a daily
basis while the equipment is in storage and throughout the life cycle of an incident. It provides a
clear picture of where resources are located, who is operating the equipment, and its usage and
availability. Procedures to monitor and track organic equipment continuously from mobilization
through demobilization should be established, and real time information should be displayed in a
central data base allowing total asset visibility.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have a process or system in place to track regular or
preventive maintenance of state owned portable generators.
Tracking occurs on a case by case basis, organically or through contractor
support, and is documented post-maintenance.
Maintenance is tracked for all state owned portable generators on a case by
case basis, either organically or through contractor support, records are
updated in real time and can be viewed by all state personnel.
Maintenance is tracked for all state owned portable generators, either
organically or through contractor support. Maintenance records are updated
in real time and can be viewed by all state and local personnel.
Maintenance is tracked for all state owned portable generators, either
organically or through contractor support. Maintenance records are updated
in real time and can be viewed by all state, local, FEMA, and OFA (e.g.,
USACE) personnel.
Approach: You could assign a responsible party to maintain mobile generators while they are
in storage. Train personnel on how to maintain mobile generators. Assign accountability and
maintenance responsibility to personnel that deploy, install, and operate mobile generators.
Establish a schedule for load testing and maintaining generators while they are in storage.
Establish a daily field schedule for maintenance and refueling in accordance with equipment
technical specifications.
The following methods and systems can be used to collect, update, and process data, track
organic equipment, and display the readiness status of resources:
Any requirements for check in (by time, by location, etc.),
GIS,
Resource tracking systems,
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RFID or GPS tracking systems, and
Reporting systems.
Reference: NIMS: IRIS User Guide, 2008
5.3.8 (Q122) What level of visibility does your state have of leased (contracted)
generators?
Intent: Develop a process that ensures an appropriate level of visibility over leased (contracted)
generators. Maintaining leased and contracted generator operational and maintenance status
should be a standard, integrated process conducted on a daily basis and throughout the life cycle
of an incident. It provides a clear picture of where resources are located, who is operating the
equipment, and its usage. Contractors could be required to report specified status information
periodically, on a daily basis at a minimum during an incident. Procedures to monitor and track
contract equipment continuously from mobilization through demobilization should be
established and real time information should be displayed in a central data base allowing total
asset visibility.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have a process or system in place to track regular or
preventive maintenance of generators.
Tracking occurs on a case by case basis, organically or through contractor
support, and is documented post-maintenance.
Maintenance on all leased generators is tracked on a case by case basis,
organically or through contractor support. Records are updated in real time
and can be viewed by all state personnel.
Maintenance on all leased portable generators is tracked organically or
through contractor support. Maintenance records are updated in real time and
can be viewed by state and local personnel.
Maintenance on all leased portable generators is tracked organically or
through contractor support. Maintenance records are updated in real time and
can be viewed by state, local, FEMA, and OFA (e.g., USACE) personnel.
Approach: Determine what contract requirements for maintenance are. Ensure there is a
responsible party for maintaining mobile generators while in storage. The following methods
and systems can be used to collect, update, and process data, track organic equipment, and
display the readiness status of resources:
Any requirements for check in (by time, by location, etc.),
GIS,
Resource tracking systems,
RFID or GPS tracking systems, and
Reporting systems.
Reference: NIMS: IRIS User Guide, 2008
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Federal Emergency Management Agency – Logistics Management
5.3.9 (Q123) What are the maintenance requirements for leased (contracted) generators?
Intent: Contracted generator scheduling, maintenance status, and operational status should be
tracked by the contractor and reported to the logistics section. Contracted generator operational
and maintenance status should be reported on a daily basis throughout the life cycle of an
incident. It provides a clear picture of where resources are located, who is operating the
equipment, and its usage and availability. Contractors should be required to monitor and track
equipment continuously, from mobilization through demobilization, and provide real time
information to the logistics section as required. This information should be displayed in a central
data base allowing total asset visibility.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have maintenance requirements.
State contracts require that generators be operational upon receipt by the state.
State contracts require that the contractor maintain equipment periodically
during post-incident operations.
State contracts require that the contractor maintain generators periodically
during post-incident operations, with provisions made for emergency
maintenance. Contracts specify the time period in which the contractor must
reply for a service or maintenance call.
The state uses performance-based contracting and requires contractors to
maintain a pre-negotiated level of operational availability for generators
covered in the contract (e.g., maintain 95% operational availability for all
generators provided within the contract).
Approach: It is suggested that you:
Require that equipment be operational upon receipt.
Use a turnkey approach in pre-incident contracting to require vendors to maintain
contracted equipment through the life cycle of the lease. Areas to consider for turnkey
operations are installation, maintenance, fueling, uninstalling, and removing all
equipment.
Develop and require contractors to adhere to established reporting schedules.
Relegate maintenance responsibility to the contractor that deploys, installs, and operates
mobile generators.
Require contractors to adhere to a daily field schedule for maintenance and refueling in
accordance with equipment technical specifications.
The following methods and systems can be used to collect, update, and process data, track
organic equipment, and display the readiness status of resources:
Any requirements for check in (by time, by location, etc.),
GIS,
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Federal Emergency Management Agency – Logistics Management
Resource tracking systems,
RFID or GPS tracking systems, and
Reporting systems.
Reference: EMAP, EMS, 2010, p. 9
5.3.10 (Q124) What level of scalability does the state have for equipment management and
maintenance capabilities?
Intent: It is desirable to be able to transition from daily organic equipment management and
maintenance to expanded capabilities during an incident and still maintain accurate, reliable, and
timely data.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Capabilities cannot be expanded (scaled) to meet post-incident requirements.
Capabilities are sufficient to adequately manage and maintain equipment preincident and post-incident for minor hazard responses.
Capabilities are sufficient to adequately manage and maintain equipment preincident and post-incident for all but major hazard responses.
Capabilities are sufficient to adequately manage and maintain equipment preincident and post-incident for all hazard responses with some degradation in
the accuracy, reliability, and timeliness of data in the event of a major or
catastrophic response.
Capabilities are fully scalable so that accurate, reliable, and timely data is
available to decision makers post-incident of a major or catastrophic hazard
response.
Approach: It is important to develop plans and procedures and assign roles and responsibilities
to internal and external agencies. Consider pre-incident maintenance and fuel service contracts
and incorporate information technology management.
Reference: EMAP, EMS, 2010, p. 9
5.4
Commodity Inventory Management Processes and Enablers
5.4.1 (Q125) What level of visibility does the state have of organic commodity inventory?
Intent: Without knowing how many resources are readily available, particularly at facilities
used for PODs and staging areas, emergency managers cannot accurately determine how much
federal support, if any, is necessary. All resources available for deployment should be entered
into a resource data base and the data should be made available to EOCs and multi-agency
coordination entities.
Capability:
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Federal Emergency Management Agency – Logistics Management
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not have visibility of inventory.
Inventory visibility is stovepiped.
State owned inventory is visible to state personnel through a comprehensive
system.
State integrated inventory management is shared with local and state partners
through a comprehensive system. A COP is shared with all partners and the
FEMA Region.
The state’s integrated inventory management is shared with local and state
partners through a comprehensive system. A COP is shared with all partners
and the FEMA Region and is updated in real time.
Approach: Commodity inventory information should be integrated into the logistics COP. It
should provide visibility of critical commodities on-hand, due-in via procurement, and availableto-promise balances. Automation and data bases can provide real time information of on-hand,
ordered, due-in via procurement, en-route, received, due-out, and available-to-promise balance,
etc.
Reference: NIMS: IRIS User Guide, 2008
5.4.2 (Q126) How is inventory availability reflected in your state's commodity inventory
management data base?
Intent: When determining what resources should be kept on hand consider the urgency of need
inherent with a disaster, whether the commodity can be produced quickly, and inventory shelf
life or maintenance requirements. When storing resources, there should be sufficient funding in
the budget for replenishments, preventive maintenance, and capital improvements. Property
belonging to a specific agency should be accounted for during the inventory process in
accordance with local property management regulations and policies.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state has no inventory data base to capture on-hand, due-in, due-out, and
promised-out inventory.
The state’s inventory data base is updated periodically with the status of the
inventory.
On-hand inventory, due-out, and some due-in data are updated regularly and
are visible and shared throughout the state logistics community.
On-hand inventory, due-out, and some due-in data are updated regularly and
are visible and shared with local, state, and private partners.
On-hand inventory, due-out, and some due-in data are updated regularly and
are visible and shared with local, state, and private partners including FEMA
Region and FEMA LMD.
Approach: Commodity inventory information is integrated into the logistics COP. It should
provide visibility of critical commodities on-hand, due-in via procurement, and available-to144
Federal Emergency Management Agency – Logistics Management
promise balances. Automation and data bases can provide real time information of on-hand,
ordered, due-in via procurement, en route, received, due-out, and available-to-promise balance,
etc.
Reference: NIMS: IRIS User Guide, 2008
5.4.3 (Q127) What level of visibility does your state have of vendor managed commodity
inventory?
Intent: Commodity visibility and VMI are integral parts of the COP, which should provide real
time visibility of VMI on-hand, due-in, and available balances.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state has no visibility over inventory.
The state’s visibility of inventory is stovepiped.
All vendor managed inventory is visible to state personnel through a
comprehensive system.
The state’s integrated inventory management is shared with local and state
partners through a comprehensive system. A COP is shared with all partners
and FEMA Region.
The state’s integrated inventory management is shared with local and state
partners through a comprehensive system. A COP is shared with all partners
and FEMA Region and is updated in real time.
Approach: Incorporate VMI into data bases and information technology management systems.
Reference: EMAP, EMS, 2010, p. 9
5.4.4 (Q128) How is vendor managed inventory (VMI) availability reflected in the state
commodity inventory management data base?
Intent: VMI is a program where the commodity vendors maintain an agreed upon stockage
level by state. The vendor rotates and maintains the stock either in a vendor owned facility or
the state’s facility. Fees are usually required for services such as for initial stocking. This
arrangement ensures that the state will have fresh stocks for immediate access during an incident.
The supply is replenished throughout the incident and at the end of the incident the newest stock
is maintained.
Capability:
Static
Functional
The state does not have an inventory data base to capture on-hand, due-in,
due-out, and promised-out inventory.
The state’s inventory data base is updated periodically with the status of
vendor-managed inventory.
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Federal Emergency Management Agency – Logistics Management
Horizontal
Integration
External
Collaboration
Synchronized
On-hand, due-out, and some due-in data are updated regularly with vendormanaged inventory data and are visible and shared throughout the state
logistics community.
On-hand, due-out, and some due-in data is updated with vendor-managed
inventory information and is visible and shared throughout the local, state,
and private partners.
On-hand, due-out, and some due-in data is updated with vendor-managed
inventory information and is visible and shared throughout the local, state,
and private partners, including the FEMA Region and FEMA HQ.
Approach: Consider determining where the VMI could be maintained. This may require
allocating funding, letting pre-incident contracts for VMI, and establishing stockage levels.
Reference: EMAP, EMS, 2010, p. 9
5.4.5 (Q129) How scalable are the state’s commodity management capabilities?
Intent: It is important to be able to expand from daily commodity management to expanded
capabilities during an incident and still maintain accurate, reliable, and timely data.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
State capabilities cannot be expanded (scaled) to meet post-incident
requirements.
State capabilities are sufficient to adequately manage and maintain inventory
pre-incident and post-incident for minor hazard responses.
State capabilities are sufficient to adequately manage and maintain inventory
pre-incident and post-incident for all but major hazard responses.
State capabilities are sufficient to adequately manage and maintain inventory
pre-incident and post-incident for all hazard responses with some degradation
in the accuracy, reliability, and timeliness of data in the event of a major or
catastrophic response.
State capabilities are fully scalable so that accurate, reliable, and timely data
are available to decision makers post-incident for a major or catastrophic
hazard response.
Approach: Develop plans and procedures, assign roles and responsibilities to internal and
external agencies and incorporate them in the information technology management system.
Reference: EMAP, EMS, 2010, p. 9
5.4.6 (Q130) How does your state conduct periodic/routine inventories and shelf life
inspections of commodities?
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Federal Emergency Management Agency – Logistics Management
Intent: It is important to have a system of inventory and stock rotation to ensure that
commodities are not lost due to expiration or spoilage. Reference the FIFO concept in question
2.5.3.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The state does not conduct routine inspections.
The state conducts annual inventories of on-hand commodities.
The state conducts semi-annual inventories and shelf life inspection of onhand commodities and ensures rotation of stock.
The state conducts quarterly inventories and shelf life inspection of on-hand
commodities and ensures rotation of stock.
The state conducts monthly or random inventories, manages shelf life, and
rotates stock or requires vendor to do the same.
Approach: Commodities should be stored in warehouses using the FIFO inventory management
design and an inventory data base that tracks delivery and expiration.
Consider establishing a barcode system that alerts the staff when a product is approaching its
expiration date. Products that are approaching their expiration date should be the first
commodity utilized. There could be other states that need the warehoused stock so your state
could sell the stock at cost through an EMAC agreement during an incident.
Reference: EMAP, EMS, 2010, p. 9
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Federal Emergency Management Agency – Logistics Management
APPENDIX A: ACRONYMS, TERMS, DEFINITIONS, AND ABBREVIATIONS
A.1
Acronyms
The following acronyms were used in creating this document.
Acronym or Abbreviation
AAR
AIT
APM
APOD
APOE
ARF
Term or Definition
After-Action Report
Automated Information Technology
Accountable Property Manager
Aerial Port Of Debarkation
Aerial Port Of Embarkation
Action Request Form
CEMP
CERT
CFR
CONOPS
COP
CPG
CPOD
Comprehensive Emergency Management Plan
Community Emergency Response Team
Code of Federal Regulations
Concept of Operations
Common Operating Picture
Comprehensive Preparedness Guide
Community Points of Distribution (this is a POD but is
specific to the State of Washington)
DHS
DOT
Department of Homeland Security
Department of Transportation
EM
EMA
EMAC
EMAP
EMI
EMS
EOC
EOP
ESF
Emergency Management
Emergency Management Agency
Emergency Management Assistance Compact
Emergency Management Accreditation Program
Emergency Management Institute
Emergency Medical Services or Emergency Management
Standard
Emergency Operations Center
Emergency Operations Plan
Emergency Support Function
FAQ
Frequently Asked Questions
A-1
Federal Emergency Management Agency – Logistics Management
Acronym or Abbreviation
FEMA
FIFO
FNS
FY
Term or Definition
Federal Emergency Management Agency
First in, first out
USDA Food and Nutrition Services
Fiscal Year
GSA
GIS
GPS
General Services Administration
Geographical Information System
Global Positioning System
JFO
Joint Field Office
HAZUS
HIRA
HMGP
HQ
HSEEP
HSGP
HSPD-5
Hazards U.S.
Hazard Identification Risk Assessment
Hazard Mitigation Grant Program
Headquarters
Homeland Security Exercise and Evaluation Program
Homeland Security Grant Program
Homeland Security Presidential Directive 5
ICS
IRIS
IS
ISP
IT
Incident Command System
Incident Resource Inventory System
Independent Study
Independent Study Program
Information Technology
LCAT
LEPC
LMD
LSA
Logistics Capability Assistance Tool
Local Emergency Planning Committees
Logistics Management Directorate
Logistical Staging Area
MHE
MRP
MOA
MOG
MOU
Material Handling Equipment
Mission Ready Package
Memorandum Of Agreement
Maximum On Ground
Memorandum of Understanding
A-2
Federal Emergency Management Agency – Logistics Management
Acronym or Abbreviation
MRE
Term or Definition
Meals Ready to Eat
NIC
NIMS
NGO
NORTHCOM
NPG
NRF
National Integration Center
National Incident Management System
Nongovernment Organization
United States Northern Command
National Preparedness Guidelines
National Response Framework
OFA
OSHA
Other Federal Agencies
Occupational Safety and Health Administration
PBC
PDS
POD
PPD-8
PPE
PWS
Performance Based Contracting
Professional Development Series
Point of Distribution
Presidential Policy Directive 8
Personal Protective Equipment
Performance Work Statement
RFI
RFID
RFP
RSC
Request for Information
Radio Frequency Identification
Request for Proposal
Responder Support Camp
SHSGP
SCBA
SOG
SOP
SOO
State Homeland Security Grant Program
Self Contained Breathing Apparatus
Standard Operating Guidelines
Standard Operating Procedure
Statement of Objective
UTL
USACE
USDA
USTRANSCOM
Universal Task List
United States Army Corps of Engineers
United States Department of Agriculture
United States Transportation Command
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Acronym or Abbreviation
VMI
VOAD
Term or Definition
Vendor Managed Inventory
Volunteer Organizations Active in Disaster
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Glossary
The following terms were used in this document.
Term
Definition
Aerial Port of Debarkation
An airfield that has been designated for the sustained air
movement of personnel and material, to serve as an authorized
port for entrance into the state in which it is located. The place
to disembark or leave an aircraft or to unload resources.
Aerial Port of Embarkation
An airfield for sustained air movement at which personnel and
material board or are loaded aboard aircraft to initiate aerial
movement.
Aidmatrix
A national, computer-based application, administered by the
Aidmatrix Foundation, Inc., a 501 (c) 3 nonprofit
headquartered in Dallas, Texas. It consists of modules that
work together or independently to assist in the procurement,
management, and delivery of humanitarian relief.
Area of Operations
An overarching term encompassing NIMS descriptive terms
for geographic areas, branches and divisions, in which
emergency operations take place.
Capability
The means to accomplish a mission and achieve desired
outcomes by performing critical tasks, under specified
conditions, to target levels of performance.
Catastrophic Incident
A sudden incident, which results in massive casualties and a
large volume of evacuees; overwhelms the response
capabilities and resources of the state and local jurisdictions;
with characteristics that could severely aggravate the response
strategy and further tax the capabilities and resources available
to the area; requires life saving support from outside the area
with time of the essence; and, likely to have long-term impacts
within the Incident area as well as, to a lesser extent, on the
Nation.
A catastrophic incident is any natural or manmade incident,
including terrorism that results in extraordinary levels of mass
casualties, damage, or disruption severely affecting the
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Term
Definition
population, infrastructure, environment, economy, national
morale, and/or government functions.
Collaborative Planning Team
A group of stakeholders that helps organizations define the
roles they will play during emergency operations.
Commodities
Include, but are not limited to, shelf stable food, bottled water,
and limited amounts of ice, tarps, and blankets.
Common Operating Picture
(COP)
A continuously updated overview of an incident compiled
throughout an incident's life cycle from data shared between
integrated systems for communication, information
management, and intelligence and information sharing.
Concept of Operations
A description of the flow of the emergency management
strategy for accomplishing a mission or set of objectives in
order to reach a desired end-state. It identifies special
coordination structures, specialized response teams or
resources needed, and other considerations unique to the type
of incident or hazard.
Concept of Support
A description of resource management that is flexible and
scalable in order to support any incident and be adaptable to
changes; includes the efficient and effective deployment of
resources using resource management concepts and principles
in all phases of emergency management and incident response.
Credentialing
The objective evaluation and documentation of an individual’s
current certification, license, or degree; training and
experience; and competence or proficiency to meet nationally
accepted standards, provide particular services and/or
functions, or perform specific tasks under specific conditions.
Critical
Issues and concerns of decisive importance with respect to the
outcome; indispensable.
Exception
An instance or case that does not conform to the general rule.
External Collaboration
The local jurisdiction has coordinated plans and SOPs with
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Term
Definition
other state, local or tribal, and external partner agencies,
organizations, and private vendors.
Functional
The local jurisdiction has implemented informal plans or
processes, but standard operating procedures (SOP) have not
been defined or adopted.
Hazard
An actual or potential natural or man-made source or cause of
harm or difficulty.
Horizontal Integration
The local jurisdiction has developed and implemented formal,
integrated SOPs across its emergency management (EM)
organization.
Incident
An occurrence or event, natural or human-caused, which
requires an emergency response to protect life or property.
Incidents can, for example, include major disasters,
emergencies, terrorist attacks, terrorist threats, wild land and
urban fires, floods, hazardous materials spills, nuclear
accidents, aircraft accidents, earthquakes, hurricanes,
tornadoes, tropical storms, war-related disasters, public health
and medical emergencies, and other occurrences requiring an
emergency response.
Logistics
Providing resources and other services to support incident
management.
Logistics Organization
The group, which is responsible for providing facilities,
services, and materials for the incident.
Logistics Staging Area (LSA)
A location established where resources can be placed while
awaiting a transfer to assignments.
Material handling equipment
(MHE)
Mechanical devices for handling supplies with greater ease
and economy; facilitates the movement and storage of
materials within a facility or at a site.
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Term
Definition
Memorandum of Agreement
(MOA)
A formal business document used to outline an agreement
made between two separate entities, groups or individuals. A
MOA usually precedes a more detailed contract or agreement
between the parties.
Memorandum of
Understanding (MOU)
A document that expresses mutual accord between two or
more parties on a specific issue.
Modeling
A simplified reflection of reality that represents objects,
phenomena, and physical processes in a logical and objective
way that produces theoretical consequences which are not
contrary to what occurs normally.
Mutual Aid Agreement
A written agreement between agencies and/or jurisdictions that
they will assist one another on request, by furnishing
personnel, material, equipment, and/or expertise in a specified
manner during an incident.
Order
An instruction that something be done or supplied.
Point of Distribution (POD)
A central point where supplies are delivered and to which the
public travels to pick up the commodities.
Pull
Provide logistics response to support ongoing sustainment for
a jurisdiction.
Push
Provide logistics response as an initial surge of support to a
jurisdiction.
Region
A district without respect to boundaries or extent, not merely
local. Also an organizational unit that ensures FEMA policies,
programs, administrative and management guidance are
implemented in its constituent states in a manner consistent
with the Agency’s overall goals.
Request
The act or form used for asking for something to be given or
done.
Resources
Personnel and major items of equipment, supplies, and
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Term
Definition
facilities available or potentially available for assignment to
incident operations and for which status is maintained.
Resources are described by kind and type and may be used in
operational support or supervisory capacities at an incident or
at an EOC.
Restricted
Roads, bridges, tunnels, and other transportation nodes where
travel is limited or confined by ordinances, height, width,
weight or obstructions. It can also include those locations not
accessible to the general public because of security provisions.
Risk
The potential for an unwanted outcome resulting from an
incident or occurrence, as determined by its likelihood of
occurrence and the associated consequences.
Scalable
The ability to expand or contract to cope with increased or
decrease use.
Situational Awareness
The perception of environmental elements within an area of
operation’s time and space, the comprehension of their
meaning, and the projection of their status in the near future.
Static
The local jurisdiction has not yet developed and/or
implemented a viable strategy within the functional area.
Synchronized
All local, state, and private partners have fully integrated and
synchronized plans, procedures, and operations. All plans and
SOPs have been documented and exercised regularly with all
participants. The local jurisdiction has demonstrated mastery
of this capability.
Type
A classification of resources in NIMS and ICS that refers to
capability. Type 1 is generally considered to be more capable
than Types 2, 3, or 4, respectively, because of size, power,
capacity, or, in the case of Incident Management Teams,
experience and qualifications.
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Term
Definition
Vet
To subject to thorough examination and evaluation, investigate
carefully, and pass as satisfactory.
Vulnerability
Physical feature or operational attribute that renders an entity
open to exploitation or susceptible to a given hazard.
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APPENDIX B: RESOURCES AND REFERENCES
To effectively respond to the questions in LCAT, you should be familiar with general logistics
resources and disaster response guidance. The following documents should be helpful in
preparing for your assessment.
Commodities Model, United States Army Corps of Engineers, 2007.
http://www.englink.usace.army.mil/igp/commodities.htm
Critical Emergency Supplies State Analysis Questions, 2010.
Emergency Management Accreditation Program (EMAP), Emergency Management Standard
(EMS), 2010.
http://www.emaponline.org/index.php?option=com_pollydoc&format=raw&id=136&
view=doc
Federal Emergency Management Agency. NIMS: Incident Resource Inventory System (IRIS)
User Guide, 2008.
http://www.fema.gov/emergency/nims/ResourceMngmnt.shtm#item5
Federal Emergency Management Agency. Local Multi-hazard Mitigation Planning Guidance,
2008.
http://www.fema.gov/library/viewRecord.do?id=3336
Federal Emergency Management Agency. IS-26 U.S. Army Corps of Engineers Guide to Points
of Distribution, 2008. http://www.training.fema.gov/EMIWeb/IS/is26.asp
Federal Emergency Management Agency. Developing and Maintaining Emergency Operations
Plans: Comprehensive Preparedness Guide (CPG) 101, 2010.
http://www.fema.gov/pdf/about/divisions/npd/CPG_101_V2.pdf
Federal Emergency Management Agency. Interim Incident Management Handbook, 2011.
Homeland Security Presidential Directive 5 (HSPD-5): Management of Domestic Incidents,
2003.
http://www.dhs.gov/xabout/laws/gc_1214592333605.shtm
Nation Incident Management Training Program, 2011.
Presidential Policy Directive 8 (PPD-8): National Preparedness, 2011.
http://www.dhs.gov/xabout/laws/gc_1215444247124.shtm
The Code of Federal Regulations (CFR), Chapter 1, Title 44.
http://ecfr.gpoaccess.gov/cgi/t/text/text-idx?c=ecfr&tpl=%2Findex.tpl
The Robert T. Stafford Disaster Relief and Emergency Assistance Act, 2007, Public Law 93288, as amended.
http://www.fema.gov/pdf/about/stafford_act.pdf
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U.S. Department of Homeland Security. Universal Task List (UTL), 2007.
https://www.rkb.us/contentdetail.cfm?content_id=185590
U.S. Department of Homeland Security. National Preparedness Guidelines (NPG), 2007.
http://www.dhs.gov/xlibrary/assets/National_Preparedness_Guidelines.pdf
U.S. Department of Homeland Security. National Response Framework (NRF), 2008.
http://www.fema.gov/pdf/emergency/nrf/nrf-core.pdf
U.S. Department of Homeland Security. National Incident Management System (NIMS), 2008.
http://www.fema.gov/pdf/emergency/nims/NIMS_core.pdf
U.S. Department of Homeland Security. National Preparedness Goal, 1st ed., 2011.
http://www.fema.gov/pdf/prepared/npg.pdf
You should also be familiar with your state’s emergency management organizational structure,
likely disasters anticipated for the area, history of disaster responses, and the state’s capability to
respond to those disasters, including any shortfalls or limiting factors that can be ascertained
before the visit.
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| File Type | application/pdf |
| File Title | Federal Emergency Management Agency – Logistics Management |
| Author | wfair |
| File Modified | 2014-03-19 |
| File Created | 2014-03-19 |