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Logistics Capability Assistance Tool
(LCAT)
Local
Content Guide
i
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
4.0
LOGISTICS CAPABILITY ASSISTANCE TOOL OBJECTIVES ...................... 6
5.0
LOGISTICS CAPABILITY ASSISTANCE TOOL STRUCTURE ...................... 7
5.1
5.2
5.3
5.4
5.5
Logistics Planning................................................................................................... 7
Logistics Operations ............................................................................................... 7
Distribution Management ....................................................................................... 7
Organizational Functions ........................................................................................ 8
Property Management ............................................................................................. 8
6.0
RECOMMENDED PARTICIPANTS .................................................................... 9
7.0
LOGISTICS CAPABILITY ASSISTANCE TOOL BENEFITS ......................... 10
8.0
LOGISTICS CAPABILITY ASSISTANCE TOOL WORKSHOP ..................... 11
8.1
Workshop Conduct Suggestions ........................................................................... 11
5.0
LOGISTICS CAPABILITY ASSESSMENT TOOL USER INSTRUCTION .... 12
5.1
5.3
5.4
Overview ............................................................................................................... 12
Features ................................................................................................................. 12
Interface ................................................................................................................ 12
Computer Requirements ....................................................................................... 12
Installing the Logistics Capability Assessment Tool ............................................ 12
Uninstalling the Logistics Capability Assessment Tool ....................................... 12
Logistics Capability Assessment Tool Assessment Operation ............................. 13
Accessing the Questionnaire ................................................................................. 13
Saving an Assessment ........................................................................................... 14
Opening an Existing Logistics Capability Assessment Tool File......................... 14
5.5
Navigation ............................................................................................................. 15
5.5.1
5.5.2
5.5.3
5.5.4
Assessment Tab .................................................................................................... 17
Results Tab............................................................................................................ 26
Graphs Tab ............................................................................................................ 32
Participants Tab .................................................................................................... 37
6.0
LOCAL JURISDICTION LCAT CRITERIA ...................................................... 45
7.0
FUNDAMENTAL LOCAL CONTENT QUESTIONS ....................................... 51
5.1.1
5.1.2
5.1.3
5.1.4
5.1.5
5.2
5.2.1
1.
Logistics Planning....................................................................................................... 51
ii
1.1
1.1.1
1.1.2
1.1.5
1.1.6
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
1.2
1.2.1
1.2.2
1.2.3
1.3
1.3.1
1.3.4
1.3.6
1.3.8
1.3.9
Plans Development ..................................................................................................... 51
(Q1) Has your local jurisdiction identified the most likely catastrophic disaster
scenario and its impacts? ...................................................................................... 51
(Q2) Does your local jurisdiction have a current formal logistics plan? .............. 52
(Q5) How is (are) your local jurisdiction’s logistics plan(s) reviewed? ............... 54
(Q6) How does the local jurisdiction exercise its logistics support plans?........... 54
(Q8) How does the local jurisdiction’s EOP meet requirements outlined in
Comprehensive Planning Guidance (CPG) 101?.................................................. 55
(Q9) How does the local jurisdiction capture logistics response requirements for a
catastrophic disaster? ............................................................................................ 56
(Q10) If the local jurisdiction has considered a catastrophic disaster scenario(s)
and its impact, what type of catastrophic scenario response planning is
accomplished? ....................................................................................................... 57
(Q11) How does the local jurisdiction determine the quantities and types of critical
commodities needed to support affected populations during the first 72 hours of a
likely catastrophic scenario? ................................................................ 58
(Q12) How does the local jurisdiction’s emergency operations and/or logistics
plans address donated goods and resources management? ................................... 59
(Q13) How do the local jurisdiction’s logistics plans address the use of walk-in
volunteers? ............................................................................................................ 60
(Q14) Have safety equipment and procedures been addressed in logistics plans
and operational activities?..................................................................................... 61
(Q15) What security provisions are made for distribution points? ....................... 62
(Q16) How are logistics requirements identified for evacuating local residents and
visitors, and receiving evacuees from other jurisdictions or areas?...................... 63
Contingency Planning ................................................................................................. 64
(Q17) How are risks associated with the local jurisdiction’s logistics plans
addressed? ............................................................................................................. 64
(Q18) How does the local jurisdiction identify logistics resource shortfalls? ...... 64
(Q19) How has the local jurisdiction developed plans to establish and maintain
logistics support for recovering a significant number of fatalities?...................... 65
Distribution Planning .................................................................................................. 66
(Q20) What access to information on post-disaster damage to transportation
infrastructure does the local jurisdiction logistics team have? ............................. 66
(Q23) How are the local jurisdiction staff and material requirements for local LSA
operations identified? ............................................................................................ 67
(Q25) How are PODs identified and typed in the local jurisdiction’s logistics
plan? ...................................................................................................................... 67
(Q27) How has the local jurisdiction captured the POD concept of support in
plans? .................................................................................................................... 69
(Q28) How has the local jurisdiction identified staff and material requirements for
POD operations? ................................................................................................... 69
3
1.3.10
1.3.11
1.3.12
1.4
1.4.2
1.4.3
1.4.4
1.5
1.5.1
1.5.2
1.6
1.6.1
1.6.2
1.6.4
1.6.5
1.7
1.7.1
1.7.2
1.8
1.8.1
1.8.2
(Q29) How has the local jurisdiction worked within its area to identify or
determine capabilities of other agencies or the private sector to support food
distribution? .......................................................................................................... 70
(Q30) How extensive is transportation planning for commodities and assets
during an incident?................................................................................................ 71
(Q31) How do your local jurisdiction’s plans address transporting materials
through restricted areas? ....................................................................................... 72
Training and Compliance............................................................................................ 73
(Q34) Have the local jurisdiction logistics planners completed NIMS Incident
Command System (ICS) training? ........................................................................ 73
(Q35) How does the local jurisdiction sponsor or provide LSA and/or POD
training? ................................................................................................................ 74
(Q36) How does the local jurisdiction plan for exercises? ................................... 74
Provider Qualifications ............................................................................................... 75
(Q37) What standard operating procedures (SOP) are in place for vetting potential
commodity and service providers in the local jurisdiction? ................................. 75
(Q38) Do the local jurisdiction’s logistics plans include public-private
partnerships? ......................................................................................................... 76
Procurement Procedures and Protocols ...................................................................... 77
(Q40) How does the local jurisdiction minimize risk of nonperformance by
vendors and service providers? ............................................................................. 77
(Q41) What standard operating procedures (SOP) are in place for ordering and
acquiring resources and services? ......................................................................... 78
(Q43) How are contracts and emergency purchase procedures linked to local
jurisdiction accounting practices and procedures? ............................................... 79
(Q44) If applicable, how does the local jurisdiction utilize General Services
Administration (GSA) sourcing and contracts with private sector? ..................... 80
Solicitation .................................................................................................................. 80
(Q45) What is the local jurisdiction’s process for issuing requests for proposals
(RFP) or other offers for pre-incident contracts?.................................................. 80
(Q46) How does the local jurisdiction balance its portfolio of vendor contracts, to
include local, regional, and national/enterprise level providers?.......................... 81
Existing Contracts ....................................................................................................... 82
(Q47) What process is used to make private sector liaisons easily accessible to
local jurisdiction logistics personnel? ................................................................... 82
(Q48) How does the local jurisdiction use performance-based contracting (PBC)
for goods and services? ......................................................................................... 83
2.
Logistics Operations ................................................................................................... 84
2.1
Identify Requirements................................................................................................. 84
4
2.1.1
2.1.5
2.1.6
2.2
2.2.1
2.2.2
2.2.3
2.3
2.3.1
2.3.2
2.3.3
2.3.4
2.3.5
2.3.6
2.3.7
2.3.8
2.4
2.4.1
2.4.2
2.5
2.5.1
2.5.2
2.5.3
(Q51) How are POD requirements generated through an ad hoc or formal process
based on established and accepted planning factors? ........................................... 84
(Q55) How are estimated shelter support requirements included in the local
jurisdiction’s overall commodity requirements? .................................................. 85
(Q56) How are generator requirements determined by the local jurisdiction? ..... 86
Activate Critical Resource Logistics and Distribution ............................................... 86
(Q57) What documented SOPs does the local jurisdiction have for local LSA
operations? ............................................................................................................ 86
(Q58) What does your local jurisdiction have as documented SOPs for POD
operations? ............................................................................................................ 87
(Q59) How does your local jurisdiction demobilize PODs? ................................ 88
Acquire Resources ...................................................................................................... 89
(Q60) How does the local jurisdiction pre-identify mission requirements? ......... 89
(Q61) What standard typing protocols does your local jurisdiction use to identify
required logistics resources by capability? ........................................................... 90
(Q62) How does the local jurisdiction comply with documented intrastate mutual
aid agreements, including request policies, procedures, and information
technology tools? .................................................................................................. 91
(Q63) What organization is defined as the local jurisdiction’s lead agency
coordinator for logistics? ...................................................................................... 91
(Q64) What are the local jurisdiction’s resource management processes and
procedures? ........................................................................................................... 92
(Q65) How does the local jurisdiction document commodity or equipment orders?
............................................................................................................................... 93
(Q66) What automated information technology does your local jurisdiction use to
facilitate order status updates? .............................................................................. 93
(Q67) If the local jurisdiction does not use automated information technologies,
(e.g., RFID or satellite), how is information management used to facilitate order
status updates? ...................................................................................................... 94
Common Operating Picture ........................................................................................ 95
(Q68) What is the process for ensuring that local jurisdiction logistics personnel
have access to the common operational picture (COP) so that they have
appropriate situational awareness? ....................................................................... 95
(Q69) How does the local jurisdiction integrate purchasing information into the
logistics COP?....................................................................................................... 95
Procurement ................................................................................................................ 96
(Q70) How is purchasing training incorporated into the local jurisdiction’s
disaster logistics process? ..................................................................................... 96
(Q71) How do lead time standards affect the local jurisdiction mission
assignments process? ............................................................................................ 97
(Q72) What first-in, first-out (FIFO) commodity sharing and visibility structure
does your local jurisdiction use with neighboring counties and jurisdictions? .... 98
5
2.6
2.6.1
2.6.2
2.6.3
2.6.4
Transportation ............................................................................................................. 98
(Q73) To what extent has the local jurisdiction determined transportation
requirements for commodity distribution?............................................................ 98
(Q74) To what extent has the local jurisdiction determined ground evacuation
transportation requirements?................................................................................. 99
(Q75) To what extent have logistics support requirements for the ground
evacuation mission been established?................................................................. 100
(Q76) How does your local jurisdiction measure transportation utilization? ..... 101
Reference: National Preparedness Goal, 1st ed., 2011, p. 14 ................................................ 101
3.
Distribution Management ......................................................................................... 101
3.1
Order Tracking .......................................................................................................... 101
3.1.2
3.1.3
3.2
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
3.3.1
3.3.2
(Q78) How does your local jurisdiction receive order status updates? .............. 101
(Q79) How are orders closed out upon delivery in your local jurisdiction?....... 102
Transportation Coordination ..................................................................................... 102
(Q81) How are multi-factor criteria used to select transportation providers
(carriers) in the local jurisdiction? ...................................................................... 102
(Q82) What organization is defined as the local jurisdiction’s lead agency
coordinator for transportation? ........................................................................... 103
(Q83) What function best describes the role of the transportation coordinator? 104
(Q84) How does the local jurisdiction establish contracts or agreements with
transportation providers, public or private? ........................................................ 104
(Q85) How do transportation carriers provide status/location updates?............. 105
(Q86) How does your local jurisdiction manage and assign loads to carriers? .. 105
(Q87) How does your local jurisdiction gain in-transit visibility capability? .... 106
(Q88) How does the local jurisdiction determine when security escorts will be
used to protect critical loads?.............................................................................. 106
Inbound Shipments ................................................................................................... 107
(Q89) How are distribution location inbound and outbound shipment schedules
coordinated? ........................................................................................................ 107
(Q90) How are inbound shipments to your local jurisdiction scheduled or
managed to control distribution flow into distribution points?........................... 108
Reference: EMAP, EMS, 2010, p. 9 ...................................................................................... 108
4.
Organizational Functions .......................................................................................... 108
4.1
Reporting Structure and Alignments ........................................................................ 108
4.1.1
4.1.3
4.2
(Q91) What is the status of state disaster logistics personnel staffing? .............. 108
(Q93) What is the status of the local communications plan and does it include
horizontal and vertical reporting (local and state)?............................................. 109
Credentialing and Cross Functional Team Structure ................................................ 110
6
4.2.1
4.3
4.3.2
4.3.4
4.4
(Q94) What roles and standard processes and procedures are established for local
jurisdiction logistics personnel?.......................................................................... 110
Logistics Quality Management ................................................................................. 111
(Q97) How does your local jurisdiction assess disaster logistics preparedness and
capabilities?......................................................................................................... 111
(Q99) What institutional procedures does your local jurisdiction have in place to
incorporate lessons learned and shortfalls into logistics planning? .................... 111
Logistics Knowledge, Skills, and Training ............................................................... 112
4.4.1
(Q100) What ongoing logistics training and exercise plan does your location
jurisdiction have.................................................................................................. 112
4.4.2
(Q101) What standard methodology does the local jurisdiction have in place for
collecting and storing logistics data from past incidents and exercises? ............ 113
4.4.4
(Q103) How has your local jurisdiction logistics organization adopted the
guidelines and principles communicated in the following documents? ............. 113
- DHS National Response Framework (NRF) - FEMA National Incident Management
System (NIMS) ................................................................................................... 113
4.5
4.5.1
Administrative Burden .............................................................................................. 114
(Q104) What is the level of disaster logistics technology automation used in the
local jurisdiction? ................................................................................................ 114
5.
Property Management ............................................................................................... 115
5.1
Property Management Personnel .............................................................................. 115
5.1.1
5.1.2
5.2
5.2.1
(Q106) What is the local jurisdiction capability to warehouse and distribute
commodities to impacted populations using vendor managed inventory (VMI)
and/or jurisdiction-owned commodities?............................................................ 115
(Q107) Does the local jurisdiction have an Accountable Property Manager (APM)
responsible for local jurisdiction owned commodities and equipment? ............. 116
Warehouse and Facility Management....................................................................... 117
(Q108) What warehousing requirements has your local jurisdiction determined
are needed to support impacted population?....................................................... 117
Reference: National Preparedness Goal, 1st ed., 2011, p. 14 ................................................ 117
5.3.2
5.3.4
5.3
5.3.10
5.4
(Q110) What level of visibility does the local jurisdiction have of organic logistics
equipment? .......................................................................................................... 117
(Q112) What level of visibility does your local jurisdiction have of leased
(contracted) logistics equipment? ....................................................................... 118
Logistics Equipment Management and Maintenance ............................................... 119
(Q118) What level of scalability does the local jurisdiction have for equipment
management and maintenance capabilities? ....................................................... 119
Commodity Inventory Management Processes and Enablers................................... 120
vii
5.4.1
5.4.3
9.0
(Q119) What level of visibility does the local jurisdiction have of organic
commodity inventory? ........................................................................................ 120
(Q121) How scalable are the local jurisdiction’s commodity management
capabilities?......................................................................................................... 120
CAPSTONE LOCAL CONTENT QUESTIONS............................................... 122
1.
Logistics Planning..................................................................................................... 122
1.1
Plans Development ................................................................................................... 122
1.1.1
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
1.2
1.2.1
(Q1) Has your local jurisdiction identified the most likely catastrophic disaster
scenario and its impacts? .................................................................................... 122
(Q2) Does your local jurisdiction have a current formal logistics plan? ............ 123
(Q3) How does the local jurisdiction use modeling and/or geographic information
system (GIS) analysis to determine logistics support requirements? ................. 125
(Q4) Does your local jurisdiction’s 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. ............................................................................................ 125
(Q5) How is (are) your local jurisdiction’s logistics plan(s) reviewed? ............. 126
(Q6) How does the local jurisdiction exercise its logistics support plans?......... 127
(Q7) How is your local jurisdiction’s logistics plan incorporated into the overall
EOP? Is the plan feasible? .................................................................................. 128
(Q8) How does the local jurisdiction’s EOP meet requirements outlined in
Comprehensive Planning Guidance (CPG) 101?................................................ 129
(Q9) How does the local jurisdiction capture logistics response requirements for a
catastrophic disaster? .......................................................................................... 129
(Q10) If the local jurisdiction has considered a catastrophic disaster scenario(s)
and its impact, what type of catastrophic scenario response planning is
accomplished? ..................................................................................................... 131
(Q11) How does the local jurisdiction determine the quantities and types of critical
commodities needed to support affected populations during the first 72 hours of a
likely catastrophic scenario? .............................................................. 132
(Q12) How does the local jurisdiction’s emergency operations and/or logistics
plans address donated goods and resources management? ................................. 133
(Q13) How do the local jurisdiction’s logistics plans address the use of walk-in
volunteers? .......................................................................................................... 134
(Q14) Have safety equipment and procedures been addressed in logistics plans
and operational activities?................................................................................... 135
(Q15) What security provisions are made for distribution points? ..................... 136
(Q16) How are logistics requirements identified for evacuating local residents and
visitors, and receiving evacuees from other jurisdictions or areas?.................... 136
Contingency Planning ............................................................................................... 137
(Q17) How are risks associated with the local jurisdiction’s logistics plans
addressed? ........................................................................................................... 138
8
1.2.2
1.2.3
1.3
1.3.1
1.3.2
1.3.3
1.3.4
1.3.5
1.3.6
1.3.7
1.3.8
1.3.9
1.3.10
1.3.11
1.3.12
1.3.13
1.4
1.4.1
1.4.2
1.4.3
1.4.4
1.5
1.5.1
1.5.2
(Q18) How does the local jurisdiction identify logistics resource shortfalls? .... 138
(Q19) How has the local jurisdiction developed plans to establish and maintain
logistics support for recovering a significant number of fatalities?.................... 139
Distribution Planning ................................................................................................ 140
(Q20) What access to information on post-disaster damage to transportation
infrastructure does the local jurisdiction logistics team have? ........................... 140
(Q21) How are local jurisdiction’s LSAs addressed in plans? ........................... 141
(Q22) How are operational requirements used to select local jurisdiction LSA
sites?.................................................................................................................... 141
(Q23) How are the local jurisdiction staff and material requirements for local LSA
operations identified? .......................................................................................... 142
(Q24) To what extent have minimum commodity buffer (safety) stock levels and
restock protocols been established for local jurisdiction LSAs? ........................ 143
(Q25) How are PODs identified and typed in the local jurisdiction’s logistics
plans? .................................................................................................................. 144
(Q26) Does the local jurisdiction have a methodology in place to identify POD
locations? ............................................................................................................ 145
(Q27) How has the local jurisdiction captured the POD concept of support in
plans? .................................................................................................................. 146
(Q28) How has the local jurisdiction identified staff and material requirements for
POD operations? ................................................................................................. 147
(Q29) How has the local jurisdiction worked within its area to identify or
determine capabilities of other agencies or the private sector to support food
distribution? ........................................................................................................ 147
(Q30) How extensive is transportation planning for commodities and resources
during an incident?.............................................................................................. 148
(Q31) How do local jurisdiction plans address transporting materials through
restricted areas?................................................................................................... 149
(Q32) How do local jurisdiction plans address transporting materials through
restricted areas?................................................................................................... 150
Training and Compliance.......................................................................................... 151
(Q33) How does the local jurisdiction participate in the Emergency Management
Accreditation Program (EMAP)? ....................................................................... 151
(Q34) Have the local jurisdiction logistics planners completed NIMS Incident
Command System (ICS) training? ...................................................................... 152
(Q35) How does the local jurisdiction sponsor or provide LSA and/or POD
training? .............................................................................................................. 153
(Q36) How does the local jurisdiction plan for exercises? ................................. 153
Provider Qualifications ............................................................................................. 154
(Q37) What standard operating procedures (SOP) are in place for vetting potential
commodity and service providers in the local jurisdiction? ............................... 154
(Q38) Do the local jurisdiction’s logistics plans include public-private
partnerships? ....................................................................................................... 155
9
1.5.3
1.6
1.6.1
1.6.2
1.6.3
1.6.4
1.6.5
1.7
1.7.1
1.7.2
1.8
1.8.1
1.8.2
1.8.3
1.8.4
(Q39) How has the local jurisdiction identified potential providers for
commodities, trucking, and evacuee transport? .................................................. 156
Procurement Procedures and Protocols .................................................................... 157
(Q40) How does the local jurisdiction minimize risk of nonperformance by
vendors and service providers? ........................................................................... 157
(Q41) What standard operating procedures (SOP) are in place for ordering and
acquiring resources and services? ....................................................................... 158
(Q42) How are the sourcing decisions tied to a resource management plan? .... 159
(Q43) How are contracts and emergency purchase procedures linked to local
jurisdiction accounting practices and procedures? ............................................. 160
(Q44) If applicable, how does the local jurisdiction utilize General Services
Administration (GSA) sourcing and contracts with private sector? ................... 160
Solicitation ................................................................................................................ 161
(Q45) What is the local jurisdiction’s process for issuing requests for proposals
(RFP) or other offers for pre-incident contracts?................................................ 161
(Q46) How does the local jurisdiction balance its portfolio of vendor contracts, to
include local, regional, and national/enterprise level providers?........................ 162
Existing Contracts ..................................................................................................... 163
(Q47) What process is used to make private sector liaisons easily accessible to
local jurisdiction logistics personnel? ................................................................. 163
(Q48) How does the local jurisdiction use performance-based contracting (PBC)
for goods and services? ....................................................................................... 164
(Q49) How are existing trucking contracts linked to a forecasted distribution
model and/or do the contracts have provisions for demand scalability throughout
the local jurisdiction? .......................................................................................... 164
(Q50) How are contracts evaluated in conjunction with periodic logistics plans
reviews? .............................................................................................................. 165
2.
Logistics Operations ................................................................................................. 166
2.1
Identify Requirements............................................................................................... 166
2.1.1
2.1.2
2.1.3
2.1.4
2.1.5
2.1.6
2.2
(Q51) How are POD requirements generated through an ad hoc or formal process
based on established and accepted planning factors? ......................................... 166
(Q52) What is the local jurisdiction’s structured logistics situation reporting
process? ............................................................................................................... 167
(Q53) How are commodity requirements adjusted to reflect post-evacuation
population?.......................................................................................................... 168
(Q54) How are commodity requirements adjusted to reflect first responder and
base camp populations? ...................................................................................... 168
(Q55) How are estimated shelter support requirements included in the local
jurisdiction’s overall commodity requirements? ................................................ 169
(Q56) How are generator requirements determined by the local jurisdiction?... 170
Activate Critical Resource Logistics and Distribution ............................................. 171
10
2.2.1
2.2.2
2.2.3
2.3
2.3.1
2.3.2
2.3.3
2.3.4
2.3.5
2.3.6
2.3.7
2.3.8
2.4
2.4.1
2.4.2
2.5
2.5.1
2.5.2
2.5.3
2.6
2.6.1
2.6.2
(Q57) What documented SOPs does the local jurisdiction have for local LSA
operations? .......................................................................................................... 171
(Q58) What does your local jurisdiction have as documented SOPs for POD
operations? .......................................................................................................... 172
(Q59) How does your local jurisdiction demobilize PODs? .............................. 172
Acquire Resources .................................................................................................... 173
(Q60) How does the local jurisdiction pre-identify mission requirements? ....... 173
(Q61) What standard typing protocols does your local jurisdiction use to identify
required logistics resources by capability? ......................................................... 174
(Q62) How does the local jurisdiction comply with documented intrastate mutual
aid agreements, including request policies, procedures, and information
technology tools? ................................................................................................ 175
(Q63) What organization is defined as the local jurisdiction’s lead agency
coordinator for logistics? .................................................................................... 176
(Q64) What are the local jurisdiction’s resource management processes and
procedures? ......................................................................................................... 176
(Q65) How does the local jurisdiction document commodity or equipment orders?
............................................................................................................................. 177
(Q66) What automated information technology does your local jurisdiction use to
facilitate order status updates? ............................................................................ 178
(Q67) If the local jurisdiction does not use automated information technologies,
(e.g., RFID or satellite), how is information management used to facilitate order
status updates? .................................................................................................... 178
Common Operating Picture ...................................................................................... 179
(Q68) What is the process for ensuring that local jurisdiction logistics personnel
have access to the common operational picture (COP) so that they have
appropriate situational awareness? ..................................................................... 179
(Q69) How does the local jurisdiction integrate purchasing information into the
logistics COP?..................................................................................................... 180
Procurement .............................................................................................................. 180
(Q70) How is purchasing training incorporated into the local jurisdiction’s
disaster logistics process? ................................................................................... 180
(Q71) How do lead time standards affect the local jurisdiction mission
assignments process? .......................................................................................... 181
(Q72) What first-in, first-out (FIFO) commodity sharing and visibility structure
does your local jurisdiction use with neighboring counties and jurisdictions? .. 182
Transportation ........................................................................................................... 182
(Q73) To what extent has the local jurisdiction determined transportation
requirements for commodity distribution?.......................................................... 182
(Q74) To what extent has the local jurisdiction determined ground evacuation
transportation requirements?............................................................................... 183
11
2.6.3
2.6.4
(Q75) To what extent have logistics support requirements for the ground
evacuation mission been established?................................................................. 184
(Q76) How does your local jurisdiction measure transportation utilization? ..... 185
3.
Distribution Management ......................................................................................... 185
3.1
Order Tracking .......................................................................................................... 185
3.1.1
3.1.2
3.1.3
3.1.4
3.2
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
3.3.1
3.3.2
(Q77) What order/commodity tracking system does your local jurisdiction have in
place? .................................................................................................................. 185
(Q78) How does your local jurisdiction receive order status updates? .............. 186
(Q79) How are orders closed out upon delivery in your local jurisdiction?....... 187
(Q80) What transportation scheduling system does the local jurisdiction use; push
driven (a fixed delivery schedule of a set quantity to a set location), pull driven
(demand), or a combination of both? .................................................................. 187
Transportation Coordination ..................................................................................... 188
(Q81) How are multi-factor criteria used to select transportation providers
(carriers) in the local jurisdiction? ...................................................................... 188
(Q82) What organization is defined as the local jurisdiction’s lead agency
coordinator for transportation? ........................................................................... 188
(Q83) What function best describes the role of the transportation coordinator? 189
(Q84) How does the local jurisdiction establish contracts or agreements with
transportation providers, public or private? ........................................................ 190
(Q85) How do transportation carriers provide status/location updates?............. 190
(Q86) How does your local jurisdiction manage and assign loads to carriers? .. 191
(Q87) How does your local jurisdiction gain in-transit visibility capability? .... 191
(Q88) How does the local jurisdiction determine when security escorts will be
used to protect critical loads?.............................................................................. 192
Inbound Shipments ................................................................................................... 193
(Q89) How are distribution location inbound and outbound shipment schedules
coordinated? ........................................................................................................ 193
(Q90) How are inbound shipments to your local jurisdiction scheduled or
managed to control distribution flow into distribution points?........................... 193
4.
Organizational Functions .......................................................................................... 194
4.1
Reporting Structure and Alignments ........................................................................ 194
4.1.1
4.1.2
4.1.3
4.2
4.2.1
(Q91) What is the status of state disaster logistics personnel staffing? .............. 194
(Q92) Overall, how is disaster logistics strategically positioned within your local
jurisdiction’s emergency management organization?......................................... 195
(Q93) What is the status of the local communications plan and does it include
horizontal and vertical reporting (local and state)?............................................. 195
Credentialing and Cross Functional Team Structure ................................................ 196
(Q94) What roles and standard processes and procedures are established for local
jurisdiction logistics personnel?.......................................................................... 196
xii
4.2.2
4.3
4.3.1
4.3.2
4.3.3
4.3.4
4.4
(Q95) How does your local logistics organization generate requirements for
staffing (roles and number of personnel)? .......................................................... 197
Logistics Quality Management ................................................................................. 198
(Q96) What routine measures does your local jurisdiction have to assess the
training levels of logistics personnel to drive continuous improvement and
education? ........................................................................................................... 198
(Q97) How does your local jurisdiction assess disaster logistics preparedness and
capabilities?......................................................................................................... 198
(Q98) How does your local jurisdiction capture logistics best practices and
lessons learned? .................................................................................................. 199
(Q99) What institutional procedures does your local jurisdiction have in place to
incorporate lessons learned and shortfalls into logistics planning? .................... 200
Logistics Knowledge, Skills, and Training ............................................................... 200
4.4.1
(Q100) What ongoing logistics training and exercise plan does your location
jurisdiction have.................................................................................................. 201
4.4.2
(Q101) What standard methodology does the local jurisdiction have in place for
collecting and storing logistics data from past incidents and exercises? ............ 201
4.4.3
(Q102) What types of disaster logistics exercises does your local jurisdiction
conduct? .............................................................................................................. 202
4.4.4
(Q103) How has your local jurisdiction logistics organization adopted the
guidelines and principles communicated in the following documents? ............. 202
- DHS National Response Framework (NRF) - FEMA National Incident Management
System (NIMS) ................................................................................................... 203
4.5
4.5.1
4.5.2
Administrative Burden .............................................................................................. 203
(Q104) What is the level of disaster logistics technology automation used in the
local jurisdiction? ................................................................................................ 203
(Q105) To what extent do local jurisdiction laws restrict pre-incident private
vendor contracts for commodities and/or logistics services, early commodity
acquisition, and warehousing? ............................................................................ 204
5.
Property Management ............................................................................................... 205
5.1
Property Management Personnel .............................................................................. 205
5.1.1
5.1.2
5.2
5.2.1
5.3
(Q106) What is the local jurisdiction capability to warehouse and distribute
commodities to impacted populations using vendor managed inventory (VMI)
and/or jurisdiction-owned commodities?............................................................ 205
(Q107) Does the local jurisdiction have an Accountable Property Manager (APM)
responsible for local jurisdiction owned commodities and equipment? ............. 206
Warehouse and Facility Management....................................................................... 206
(Q108) What warehousing requirements has your local jurisdiction determined
are needed to support impacted population?....................................................... 206
Logistics Equipment Management and Maintenance ............................................... 207
13
5.3.1
5.3.2
5.3.3
5.3.4
5.3.5
5.3.6
5.3.7
5.3.8
5.3.9
5.3.10
5.4
5.4.1
5.4.2
5.4.3
5.4.4
(Q109) What equipment and material handling equipment capability does the local
jurisdiction have to warehouse and distribute commodities to impacted
populations within the first 72 hours post-incident?........................................... 207
(Q110) What level of visibility does the local jurisdiction have of organic logistics
equipment? .......................................................................................................... 208
(Q111) How is local jurisdiction-owned equipment maintenance and operational
status documented and monitored in your local jurisdiction? ............................ 209
(Q112) What level of visibility does your local jurisdiction have of leased
(contracted) logistics equipment? ....................................................................... 210
(Q113) What are the local jurisdiction’s maintenance requirements for leased
(contracted) logistics equipment? ....................................................................... 211
(Q114) How does your local jurisdiction track organic (local jurisdiction owned)
fixed generator scheduling and maintenance and operational status? ................ 211
(Q115) How does your local jurisdiction track scheduling and maintenance and
operational status of organic (local jurisdiction owned) portable generators? ... 212
(Q116) What level of visibility does your state have of leased (contracted)
generators? .......................................................................................................... 213
(Q117) What are the maintenance requirements for leased (contracted)
generators? .......................................................................................................... 214
(Q118) What level of scalability does the local jurisdiction have for equipment
management and maintenance capabilities? ....................................................... 215
Commodity Inventory Management Processes and Enablers................................... 216
(Q119) What level of visibility does the local jurisdiction have of organic
commodity inventory? ........................................................................................ 216
(Q120) How is inventory availability reflected in your local jurisdiction’s
commodity inventory management data base? ................................................... 216
(Q121) How scalable are the local jurisdiction’s commodity management
capabilities?......................................................................................................... 217
(Q122) How does your local jurisdiction conduct periodic/routine inventories and
shelf life inspections of commodities?................................................................ 218
APPENDIX A:
A.1
A.2
ACRONYMS, TERMS, DEFINITIONS, AND ABBREVIATIONS ......... A-1
Acronyms ............................................................................................................ A-1
Glossary .............................................................................................................. A-4
APPENDIX B:
RESOURCES AND REFERENCES ........................................................... B-1
14
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 local
jurisdiction’s 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 and proceed confidently.
You could respond to the questions during a facilitated LCAT assessment workshop or a selfassessment. 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 assessment 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 logistics framework for local,
state, regional, and federal responders. It is standardized and transportable.
LCAT was created to be used by local jurisdictions 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 gain. Ultimately the local jurisdiction and
its citizens will benefit from this program.
The LCAT assessment and associated responses to questions are confidential information, and
will not be shared with any other regions, jurisdictions, or agencies. The participating
jurisdiction will determine if the assessment results will be disseminated outside the jurisdiction
and, if disseminated, to whom they will be available.
Emergency managers at all jurisdictional levels will garner the greatest benefit from conducting
LCAT assessments by including as many public and private planning and response partners as
possible in the actual assessment. An assessment workshop would ideally be conducted in 1.5
days or, if necessary, tailored to meet the local jurisdiction’s requirements.
Successful disaster response logistics planning requires all partners to actively contribute to and
participate in the assessment. The result will be a more complete and accurate picture of
1
capabilities available for analysis, ensuring an assessment that portrays a shared reality. The
assessment process itself will promote discussion, awareness, and information flow between the
various participants and agencies.
LCAT can also be used by local jurisdictions to conduct self-assessments. The self-assessments
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.
FEMA LMD will facilitate LCAT assessments until the program is transitioned to the FEMA
Regions in fiscal year (FY) 2012. After the transition, Region Logistics Chiefs will facilitate and
support state and local assessments.
2
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 the LCAT program. 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 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. It uses an enterprise-wide property accounting and asset visibility
system that is designed and implemented to ensure best value.
3
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.
4
3.0
LOGISTICS CAPABILITY ASSISTANCE TOOL BACKGROUND
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 local jurisdiction’s abilities along a range of five capability levels, from static to
synchronized. In other words, the goal of this assessment is to determine where your range of
capability corresponds with the levels defined below:
Static – The local jurisdiction has not yet developed and/or implemented a viable strategy
within the functional area.
Functional – The local jurisdiction has implemented informal plans or processes, but
standard operating procedures (SOPs) have not been defined or adopted.
Horizontal Integration – The local jurisdiction has developed and implemented
formalized, integrated SOPs across its emergency management (EM) organization.
External Collaboration – The local jurisdiction has coordinated plans and SOPs with
other state, local or tribal, and external partner agencies, organizations, and private
vendors.
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.
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.
5
4.0
LOGISTICS CAPABILITY ASSISTANCE TOOL OBJECTIVES
LCAT is designed to improve logistics capabilities 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 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, 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
jurisdiction disaster response capability and use public-private partnerships;
Focus on and evaluate local jurisdiction 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 jurisdiction’s readiness;
Track improvements in particular functional areas; and
Enhance jurisdictional response capability and public-private partnerships.
Local jurisdictions 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.
6
5.0
LOGISTICS CAPABILITY ASSISTANCE TOOL STRUCTURE
The source of the assessment 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.
5.1
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:
Plans development
Contingency planning
Distribution planning
Training and compliance
Provider qualification
Procurement procedures and protocols
Solicitation
Existing contracts
5.2
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
COP
Procurement
Transportation
5.3
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:
7
Order tracking Transportation
coordination Inbound shipment
management
5.4
Organizational Functions
Disaster response logistics is a key component of Emergency Management (EM) and considers
training, credentialing, logistics resource acquisition, general administration, and quality
management. The following functional categories within the organizational functions core
competency are addressed:
Reporting structure and alignments
Credentialing and cross functional team structure
Logistics quality management
Logistics knowledge, skills, and training
Administrative burden (jurisdiction legal constraints)
5.5
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
8
6.0
RECOMMENDED PARTICIPANTS
Local jurisdictions of any size can use LCAT to evaluate their current disaster logistics
readiness, identify areas for target improvement, and develop a roadmap to both mitigate
weaknesses and further enhance strengths.
Participants that should participate in the assessment include state EM 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 assessment.
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
Other key EM agency staff
State procurement officer(s)
State finance and accounting officer(s)
National Guard personnel
Major private-sector contractors
Key nongovernmental organizations
County EM officials
City EM officials
The outcome from an LCAT assessment 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.
9
7.0
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 jurisdictions;
LCAT analysis reports feed into incident action plans and after action reports
(AAR)—ultimately improving plans and mitigating risks;
Enhanced state and regional operating picture;
Increased understanding of the logistics mission and best practices for end-to-end
supply chain stakeholder; and
Identifying capability gaps and maturity levels, jurisdictions can improve overall
logistics capabilities.
10
8.0
LOGISTICS CAPABILITY ASSISTANCE TOOL WORKSHOP
If you are participating in an LCAT assessment 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 jurisdiction’s response capabilities.
A facilitator will guide you through several sessions grouped by core competencies.
The workshop will begin with an introduction presentation that will outline the assessment
process and the workshop agenda.
8.1
Workshop Conduct Suggestions
Throughout the assessment, 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 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 assessment process.
11
5.0
5.1
LOGISTICS CAPABILITY ASSESSMENT TOOL USER
INSTRUCTION
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 Assessment 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 Assessment 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.
5.2
Logistics Capability Assessment Tool Assessment Operation
The following steps provide details for accessing and using the questionnaire.
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
13
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 Assessment 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.
14
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 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
15
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
16
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
17
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 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
18
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.
19
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
20
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
21
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
22
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
23
Select the next core competency at the left of the screen to continue the assessment. Repeat the
process listed above to respond to remaining assessment 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).
24
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 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
25
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
26
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
27
To export the results of the assessment, 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
28
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 assessment 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
29
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
30
Only the LCAT administrator has the authority to add special assessment categories. As an
example, as 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
31
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
32
An assessment breakdown is available for each core competency as shown in Figure 23.
Figure 23: Sample Graphs Window Depicting Core Competency Assessment Breakdown
33
By selecting on the View Data button shown in the bottom center of Figure 24, a chart will
appear that lists the assessment 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
34
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
35
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
36
5.5.4
Participants Tab
Lastly, the Participants tab allows for a record of those involved in the assessment. This can be
used to track contacts for obtaining additional information pertaining to an assessment. 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 assessment date should also be filled in.
To end your LCAT session and save your assessment, select the Save or Save As option as
shown in Figure 27.
Figure 27: Sample Save and Save As Options
37
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
38
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
39
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
40
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.
41
Figure 32: Sample FEMA Logistics Capability Assessment Window Depicting the Help
Button
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
42
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
43
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.
44
6.0
LOCAL JURISDICTION LCAT CRITERIA
Local jurisdictions of any size can conduct an LCAT assessment to evaluate their current disaster
logistics readiness, identify areas for improvement, and develop a roadmap to mitigate
weaknesses and enhance strengths. The assessment consists of a survey-style set of questions
grouped by five logistics disaster response core competencies – logistics planning, logistics
operations, distribution management, organizational functions, and property management.
There are two local jurisdiction LCAT assessments that can be used to determine a local
jurisdiction’s disaster logistics response capability – fundamental and capstone. Each assessment
is based on the logistics capability that a jurisdiction might possess. The fundamental
assessment is designed to assess jurisdictions that are developing their logistics capabilities. The
capstone assessment is designed to assess jurisdictions that have mature logistics capabilities.
To assist in determining which local assessment is appropriate, the logistics capability features
for the two assessments are explained below. Review the descriptions and select the assessment
that most closely matches your jurisdiction’s logistics capability.
A. Fundamental Assessment. The local jurisdiction can implement day-to-day
operational processes to order supplies and materials in order to acquire resources and
commodities and uses administrative rules for standardized procurement. Established
methods are used to obtain routine materials, supplies, equipment, and services for
jurisdiction agencies. The local emergency management office is staffed and equipped to
order, receive, and pay for budgeted purchases and contracts and observes a time-phased
purchase and payment cycle.
B. Capstone Assessment. The local jurisdiction provides required equipment and
commodities for all-hazard emergency response and uses advanced methods to identify
sources for commodities and equipment. Resource identification, needs assessment,
ordering, receiving, deploying, and demobilizing procedures are and coordinated with
stakeholders and partners. The jurisdiction is staffed and equipped to engage in
emergency resource and commodity procurement, receipt, distribution, and
demobilization.
The figure below provides a side-by-side description of capabilities for each assessment.
Fundamental Local Assessment
1. Logistics planning.
The jurisdiction has identified the most
likely catastrophic disaster scenario and
has included a logistics component in the
emergency operations plan (EOP).
Capstone Local Assessment
1. Logistics planning.
The jurisdiction included local and tribal
government, private partners, and other
government and non-governmental
agencies in planning for the jurisdiction’s
most likely catastrophic disaster scenario.
Logistics planning addresses some of the
eight key scenarios in the National
The jurisdiction support plan addresses all
eight key NRF scenarios. The jurisdiction
45
Response Framework (NRF).
works with other jurisdictions with similar
planning considerations in an effort to
collaborate on methods for improved
planning or possible mutual aid.
The jurisdiction EOP has a logistics
component that may have been updated
within the past 24 months.
The jurisdiction has a comprehensive
logistics plan that has been adopted
throughout the jurisdiction and coordinated
with regional, state, federal, and private
partners. The plan has been reviewed or
updated within the last 24 months.
Basic aspects of the logistics concepts of
support are exercised occasionally.
Logistics plans are exercised regularly with
external partners such as state, county, and
tribal government emergency managers and
vendors.
The jurisdiction has participated in using
modeling sources to develop logistics
support requirements.
Logistics support requirement factors are
determined by modeling and collaborating
with internal and external partners, to
include local and tribal governments,
private partners, and nongovernmental
agencies.
The jurisdiction is aware for the
Comprehensive Planning Guidance (CPG)
101.
Organizational tasking is codified in various
memoranda of understanding. Shortfalls,
fatality management, vendor and supplier
capabilities required to support all- hazard
situations have been identified.
Some catastrophic event response
requirements have been identified. The
jurisdiction has identified commodity
requirements based on an all-hazard
approach.
Logistics staging area (LSA) and point of
distribution (POD) concepts of support,
processes, and procedures are included in
the logistics support plan and have been
coordinated and validated with all affected
agencies and stakeholders. Location
selection is based on operational
requirements, infrastructure and
transportation criteria. Minimum inventory
levels and restocking protocols have been
established and implemented.
2. Logistics operations.
The jurisdiction uses generic U.S. Army
2. Logistics operations.
The jurisdiction uses current commodity
46
Corps of Engineers (USACE) population
planning factors to determine jurisdiction
requirements.
rates to determine jurisdiction
requirements.
A standardized reporting structure is used
for logistics situation reporting.
The logistics status reporting is integrated
with state logistics operations reporting.
Status reports and requirements are
provided to the state 24-48 hours prior to
the required delivery date.
A scenario-based process is used to
determine post-evacuation, first responder,
and incident base population requirements.
Scenario-based methodology is used to
determine post-evacuation, first responder,
and incident base and external commodity
requirements are identified.
USACE HAZUS modeling is used to
determine power requirements and to
identify key infrastructure that will require
generators.
Power generation requirements are
thoroughly assessed. Pre-identified
mission requirements and standardized
typing are complete.
Written policies and procedures are
available for LSAs and PODs.
LSA and POD policies and procedures are
available and have been coordinated with
external stakeholders.
The jurisdiction has a method for
determining when LSAs and PODs are no
longer needed.
The jurisdiction works with local POD
managers to determine POD requirements
and commodity forecasts. Informs external
support agencies of decreasing POD
requirements.
A shortfall analysis is conducted.
Pre-identified mission requirements are
complete.
Some automated information technology is
used to track logistics assets.
Automated information technology
requirements are included in contracts.
There is a manual process that provides
some visibility of commodity and service
requirements.
Logistics personnel have visibility of all
commodities on hand, due in, and
available.
A first in, first out inventory system is
operated at LSAs or other locally run
facilities.
There are external first-in, first-out
commodity sharing agreements with
neighboring jurisdictions that provide
47
visibility of existing inventories.
An analysis is conducted to determine
commodity, equipment, and transportation
requirements.
3. Distribution management.
Order and commodity tracking and updates
are done manually.
The jurisdiction has enough transportation
assets identified to deliver commodities
beyond the first 72 hours and evacuate all
impacted population unable to self
evacuate.
3. Distribution management.
Near real time information tracking of all
loads is shared with external partners and
logistics personnel.
Transportation scheduling is routine and
does not vary much.
Transportation scheduling is dynamic and
varies based on volume and demand.
There is limited visibility of inbound and
outbound shipments. Asset status and
location is provided through dispatch.
Outbound, inbound and reverse shipments
are planned and scheduled. LSA and POD
managers can provide notices of delivery
on request.
There are no pre-existing contracts or
agreements with transportation providers.
Pre-existing contracts and agreements
codify support.
The jurisdiction has identified a
transportation unit leader and possibly a
backup individual.
A transportation unit leader has been
designated and works with external
partners and vendors to support local
disaster response requirements.
The jurisdiction has conducted an analysis
of logistics support requirements for search
and rescue teams.
The jurisdiction has trained responders to
facilitate search and rescue team support.
4. Organizational functions.
Logistics functions are additional duties for
full time or part time staff and personnel
requirements are notional. Logistics may
or may not be part of the jurisdiction’s
emergency management structure.
There is no established communication
plan with the Joint Field Office, LSAs, or
PODs.
Occasional self-assessments are conducted
4. Organizational functions.
The jurisdiction has a recognized and
dedicated disaster logistics staff that
adheres to the National Incident
Management System structure.
A communications plan is implemented
and relevant decision making information
is provided.
Self-assessments and other state or FEMA
48
and lessons from actual disaster events may
be monitored.
5. Property management.
The local jurisdiction has limited
warehouse capability but has identified
warehouse locations that can be leased
when required.
peer reviews are conducted on a regular
basis to assess logistics preparedness.
Evaluations, exercises, lessons learned, hot
washes, and after action reviews are used
to capture and incorporate logistics best
practices in logistics planning.
5. Property management.
Sufficient warehousing and distribution
functions are available and contracts are
established to perform regular maintenance.
Limitations have been identified and
addressed with the state. Leased and
organic warehouse locations are selected
based on operational requirements.
There are organic or contracted equipment
and manpower capabilities to support
limited warehousing and distribution
functions.
Full time trained warehouse personnel
manage commodities. A supply unit leader
and receiving and distribution unit leader
are available during a disaster response and
are responsible for local jurisdiction owned
commodities and equipment.
Equipment or contracted capabilities
warehousing and distribution are limited.
A common operating picture is provided to
all local jurisdiction personnel.
Maintenance is tracked for all jurisdictionowned and leased generators. Capabilities
are adequate for pre- and post-event allhazard responses.
Equipment management is accomplished
using spreadsheets on an ad-hoc basis.
Integrated inventory management is shared
with local and state partners using a
comprehensive common operating picture
system.
After you have chosen the most appropriate local assessment, refer to the corresponding local
content guide. The guide will assist you in conducting an LCAT assessment. The guides include
an intent section to help you understand the concept for each question and possible approaches
you can use to respond to the questions.
If you are unsure or believe your jurisdiction’s capability lies between the two assessment
categories, then select the capstone LCAT assessment. If you believe your jurisdiction’s
capabilities are best defined by the fundamental assessment but you want to conduct a more
comprehensive assessment of your capabilities, then you should also choose the capstone
assessment. The capstone assessment describes the most robust logistics capabilities and could
49
assist you in formally categorizing your capability or identifying benchmarks for further disaster
logistics response capabilities.
Note: For the purposes of this document, the term ―jurisdiction‖ includes a municipality,
locality, city, or county government. A separate Tribal LCAT is available for Native American
tribes and nations.
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7.0
FUNDAMENTAL LOCAL CONTENT QUESTIONS
This section addresses questions that are fundamental to day-to-day disaster logistics response
capabilities. After each question there is an ―Intent‖ section that provides additional context to
the question and how it relates to the relevant logistics core competency. After the capability
level, the next section is ―Approach‖. The approach provides suggestions and helpful advice that
you can consider when answering the question. Lastly, the ―Reference‖ lists the appropriate
guidance that the question is based on.
1.
Logistics Planning
1.1
Plans Development
1.1.1
(Q1) Has your local jurisdiction identified the most likely catastrophic
disaster scenario and its impacts?
Intent: Identifying impacts of catastrophic (worst case) 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 local jurisdiction has not identified a catastrophic disaster scenario.
The local jurisdiction has identified the most likely catastrophic disaster
scenario.
The local jurisdiction has included inputs from local govt. agencies for
catastrophic scenario and its impacts.
The local jurisdiction has included input from local and tribal, privatevendor partners, and other government and nongovernment organizations.
The local jurisdiction has coordinated catastrophic disaster scenario and
impacts with the state 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 the local emergency planning committee within the jurisdiction. From this data call,
you should be able to perform a risk assessment for your jurisdiction. 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 need to plan for common commodity and
equipment requirements and determine resources needed to address specific hazards.
The planning process should identify resource requirements based on the jurisdiction’s most
likely worst case threats and vulnerabilities and develop standard and redundant strategies to
obtain needed resources. There are a number of methods that can be used for identifying risks,
but all methods should:
Identify possible kinds of incidents and their related threats, risks, or consequences.
(What might happen?)
51
Quantify the likelihood of an incident occurring. (How likely is it to happen?)
Assess the most likely magnitude of an incident. (How bad is it likely to be?)
Assess the percent of the population at risk from a hazard. (How many people might be
injured or killed?)
Assess impact severity or likely consequences of an 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 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, including needed equipment
and supplies.
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 local jurisdiction have a current formal logistics plan?
Intent: The local logistics plan should be uniform, consistent, and understood by partners
throughout the local jurisdiction, state, and the FEMA Region. This can be accomplished when
the jurisdiction reviews, and exercises the plan.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
The local jurisdiction has not developed a logistics plan.
The EOP has a logistics component, but the logistics section has not been
updated within the past 24 months.
The local jurisdiction has a comprehensive logistics plan that has been
adopted throughout the local emergency management agency (EMA) and
has been updated within the last 24 months.
The local jurisdiction has a comprehensive logistics plan that has been
adopted throughout the jurisdiction and coordinated with regional, state,
private, and federal partners. The plan has been reviewed and updated
within the last 24 months.
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Synchronized
The local jurisdiction has a comprehensive logistics plan that has been
adopted throughout the jurisdiction and coordinated with regional, 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 resource
requirements, shortfalls, and inventories consistent with the Threat Hazard Identification Risk
Assessment (THIRA).
Your logistics plan should include objectives and implement procedures that address how to
identify, locate, acquire, store, maintain, test, distribute, and account for services and materials
needed to address the hazards identified by your jurisdiction.
Objectives should be established by conducting periodic gap analyses and exercises. The
logistics plan is exercised to identify shortfalls or changes within various agencies that are
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 the budgeting, buy-in from senior leaders, mutual aid agreements, memoranda of
understanding (MOU), contractual service agreements, or business partnerships and the 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 through
mutual aid, federal assistance, contracts, 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, and changes to correct problems and shortfalls, plans
should be formally approved by an appropriate level of jurisdiction emergency management
leadership.
Reference: Developing and Maintaining Emergency Operations Plans: Comprehensive
Preparedness Guide (CPG) 101, 2010, pp. 3-14, 3-15, C-11; EMAP, Emergency Management
Standard (EMS), 2010, p. 9
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1.1.5
(Q5) How is (are) your local jurisdiction’s 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
Integration
External
Collaboration
Synchronized
The plans are not or are infrequently reviewed or updated for logistics
support feasibility.
The plans are reviewed periodically.
The local jurisdiction EMA and Logistics Section Chiefs established a
recurring timeline to review the plan(s).
The local jurisdiction Logistics Section Chiefs include input from local,
tribal, private partners, and other governmental and nongovernmental
agencies during logistics plans reviews.
The local jurisdiction logistics plan(s) is reviewed for compliance with
governmental regulations and policies at least annually or as required by
local protocol. The plan(s) is evaluated through exercises, training, realworld incidents, or after action reports and coordinated with the state and
FEMA Regional office.
Approach: It is recommended that you review the logistics plans to ensure that they are current
and feasible and that they meet internal and external stakeholders requirements.
Training and exercises should be conducted to evaluate the plans. After an incident, AAR
should be developed based on feedback from incident participants. AARs should identify areas
of strengths and areas for improvement and include recommendations based on the identified
areas.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. 426; National Preparedness Goal, 1st ed., 2011, p. 10
1.1.6
(Q6) How does the local jurisdiction exercise its logistics support plans?
Intent: Jurisdictions conduct exercises to determine the level of operational knowledge,
expertise, and experience within the agency. It is the jurisdiction’s responsibility to determine
whether or not it has adequately assessed logistics capabilities.
Capability:
Static
Functional
Horizontal
Integration
External
The logistics concept of the support plans are not exercised.
The logistics concept of the support plans are exercised minimally.
The logistics concept of the support plans are exercised regularly at the local
level via tabletop, functional, or some other form of exercise.
The logistics plans are exercised with state, local, and tribal EM authorities,
54
Collaboration
Synchronized
private vendors and other outside partner participation.
The logistics plans are exercised routinely on a recurring and documented
schedule and include state and FEMA Regional participation. After action
reports and lessons learned are produced and used to update and improve
plan.
Approach: Logistics support plan exercises validate planning assumptions, processes,
procedures, and provide the practical experience required to support a disaster response
operation without the consequences associated with a real incident.
Employing the Homeland Security Exercise and Evaluation Program (HSEEP) model to conduct
exercises should be beneficial. Conducting exercises can increase confidence and can be used as
a basis to update and improve the logistics support plans.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, pp. 425, 4-26; NPG, 2007, pp. 5-6; National Preparedness Goal, 1st ed., 2011, p. 14
1.1.8
(Q8) How does the local jurisdiction’s EOP meet requirements outlined in
Comprehensive Planning Guidance (CPG) 101?
Intent: CPG 101 (FEMA, 2010) provides guidance for developing EOPs. 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 EM 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 local jurisdiction is not aware of the CPG 101.
The local jurisdiction is aware of the CPG 101 and has developed an EOP.
The local jurisdiction has established response functions that support its
CONOPS, government functions, policies, and resource base.
The local EOP includes organizational tasking and instructions to
accomplish agreed upon actions in various MOUs.
The local 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 process of planning is as important as the resulting document.
Plans are not scripts to be followed to the letter, but should be flexible and adaptable to the actual
situation. 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.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010
55
1.1.9
(Q9) How does the local jurisdiction capture logistics response requirements
for a catastrophic disaster?
Intent: Jurisdictions establish resource management procedures and policies that are applicable
to all levels of emergencies within their jurisdiction, including routine emergencies. A
catastrophic (worst case) incident does not mean just working faster and harder. Catastrophic
logistics planning incorporates joint, multi-jurisdictional, and regional operations.
To plan for and assess logistics support required to respond to a catastrophic incident,
operational areas or emergency support functions (ESF) should identify requirements to
accomplish their missions during the incident or scenario. Logistics planners should ensure that
to the greatest extent possible, missions are logistically feasible. Exercises should include ESFs,
nongovernmental agencies, volunteers, donations, private vendors, and state and FEMA
Regional personnel.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction logistics organization is unaware of the catastrophic
scenario response requirements.
The local jurisdiction has identified some catastrophic incident logistics
response requirements.
The local jurisdiction has received logistics support requirements input from
operational areas or ESFs to support a catastrophic planning scenario.
The local jurisdiction has received input from operational areas on required
logistics support for a catastrophic planning scenario and coordinated the
support plan with external source providers, including private vendor
partners, government and nongovernment agencies, and state and FEMA
Region.
The local jurisdiction’s logistics organization has developed a support plan
and exercised this support plan with the neighboring jurisdictions, state, and
FEMA Region.
Approach: It is recommended that you evaluate the resource requirements in the catastrophic
scenarios based on your hazard analysis. The logistics planning staff needs operational input to
determine logistics support requirements, such as equipment, commodities, and when and where
the support is required.
You could coordinate with external resource providers including private vendor partners,
government and nongovernmental agencies including your state and FEMA Region. You cannot
accomplish everything at one time you have to be able to apply resources as they are needed and
available. Developing a time-phased deployment plan lays out when resources are needed, when
to order resources to meet the requirement, and should be incorporated into the catastrophic plan.
The logistics planning staff should participate in any regional or catastrophic planning efforts.
56
Logistics planning should encompass regional cooperation, regional and inter-local mutual aid,
federal support, pre-incident contracting, and private-public partnerships to meet catastrophic
resource needs.
Conduct various levels of training and exercises from tabletop to full-scale exercises involving
various ESFs, regional partners, nongovernmental agencies, volunteers and donations (VOAD),
private vendors, state, and FEMA Regional personnel using information learned to update plans
and responsibilities.
Reference: NPG, 2007, p. 21
1.1.10
(Q10) If the local jurisdiction has considered a catastrophic disaster
scenario(s) and its impact, what type of catastrophic scenario response
planning is accomplished?
Intent: The jurisdiction should determine logistics requirements for catastrophic (worst case)
scenarios and determine the effectiveness of the catastrophic disaster plan by coordinating with
adjacent jurisdictions and regional partners, conducting various levels of exercises, and utilizing
lessons learned from exercises to update and improve the plans.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
A catastrophic scenario was not defined.
A catastrophic scenario was developed, but no response plan was
constructed.
A catastrophic scenario response plan was developed and coordinated with
the local jurisdiction all-hazards plan.
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 agencies, private partners, and other government and
nongovernment organizations. The plan is exercised.
Approach: Logistics planning is a deliberate process and includes a time-phased deployment
plan. It is recommended that you evaluate resource requirements for catastrophic scenarios
based on a hazard analysis. The logistics planning staff should have operational input to
determine logistics support requirements needed to support a catastrophic planning scenario.
It is recommended that you coordinate with external resource providers, private vendor partners,
government organizations, NGOs, state and FEMA Region. The Red Cross, Salvation Army,
and National Guard are examples of organizations with which you should coordinate.
The logistics planning staff should consider regional cooperation, regional and inter-local mutual
aid, state and federal support, pre-incident contracting and private-public partnerships to meet the
catastrophic resource needs.
57
The logistics planning staff should participate in any regional or catastrophic planning efforts.
Conduct various levels of training and exercises from tabletop to full-scale exercises. ESFs,
regional partners, NGOs, VOADs, private vendors, the state, and FEMA Regional personnel
should be involved, using the information learned to update plans and responsibilities.
Reference: National Preparedness Goal, 1st ed., 2011, p. 9
1.1.11
(Q11) How does the local jurisdiction determine the quantities and types of
critical commodities needed to support affected populations during the first
72 hours of a likely catastrophic scenario?
Intent: This question should prompt you to consider requirements for life sustaining
commodities, such as water and shelf stable meals, and the supporting staff and equipment that
could be required to meet the requirements of the affected population.
When incidents occur, whether they are no notice incidents such as earthquakes or events that
provide some lead time such as hurricanes, the time it takes for the logistics supply chain to catch
up to the levels required to meet the needs forecasted can be a few days. Through planning,
logisticians determine the quantity required to provide initial commodities. There are various
methods logisticians can use to meet initial requirements, such as stockpiling or warehousing
initial quantities of commodities, mutual aid commodities from neighboring jurisdictions, vendor
managed inventories from private vendors, coordination with state or FEMA logistics, or a
combination of all.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Commodity requirements to support a population have not been determined
for a likely scenario.
Commodity requirements have been calculated based on the impacted
population of a likely scenario.
Commodity requirements to support population in likely scenario have been
calculated and validated throughout the jurisdiction.
Commodity requirements have been calculated with the aid of a recognized
tool (e.g., FEMA Gap Analysis Program, USACE modeling, etc.) to support
an expected population using catastrophic modeling. Results have been
shared with private vendors and other involved local agencies.
Commodity requirements have been calculated to support populations using
a recognized tool (e.g., FEMA Gap Analysis Program, USACE modeling,
etc.) and based on likely scenario catastrophic modeling. The plan has been
synchronized with the state and results have been shared with private sector
and other involved local agencies.
Approach: You should determine the jurisdiction’s hazards and risks and use modeling to
determine how populations could be- affected-. USACE modeling can be used to determine
resource requirements for the first 72 hours. Consider the capacity or ability to warehouse all or
58
a portion of the initial requirement. Coordinate pre-incident contracts with commercial providers
and identify and plan for the requirements and shortfalls that your jurisdiction cannot support.
To determine whether or not the jurisdiction has adequately addressed the procurement of
supplies and commodities in your jurisdiction, consider the following:
Identify the hazards and threats facing the jurisdiction.
Determine the affected or potentially affected population.
Determine immediate resource requirements for the first 72 hours and for the long term.
Determine requirements for warehousing commodities ahead of time.
Identify resources by coordinating with internal and external sources, to include
commercial resources.
Identify and consider how the state plans to provide supplies and commodities.
It is recommended that you identify vendors and suppliers for critically needed commodities to
cover all all-hazard situations and have the capability to engage in ordering and securing
purchases. You should be fully prepared to provide necessary commodities in all-hazards
scenarios, and have pre-identified sources for required commodities.
It is recommended that you address logistics staging and all required resource support personnel
and equipment additionally. Identify PODs and required resource support personnel and
equipment that your jurisdiction could require.
Reference: EMAP, EMS, 2010, p. 9
1.1.12
(Q12) How does the local jurisdiction’s emergency operations and/or logistics
plans address donated goods and resources management?
Intent: After a significant incident occurs, the public often looks for ways to help. Effectively
managing unsolicited goods, services, and cash donations is important. These unsolicited
donations are resources that can either be added to the recovery effort or could overwhelm the
jurisdiction and cause storage problems. A detailed donations management plan is essential to
the planning process.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Plans do not address unsolicited donations.
Plans identify some means of dealing with unsolicited donations.
Plans include basic steps to manage donations at the local level.
Plans for handling donated goods are coordinated with local and tribal
governments, as well as private vendors and nongovernment partners.
Plans describe a detailed process used to manage unsolicited donations at all
levels and include the use of the national Aidmatrix or an equivalent system.
59
Approach: It is recommended that voluntary organizations manage their donations. Form a
planning team including voluntary agencies (VOLAG), NGOs, and other stakeholders to develop
a Volunteer and Donations Management Support Annex, which includes functions to facilitate
collection and track offers for effective matching of offers and requirements. Incorporate the
annex into the overall logistics support plan.
The plan should:
Identify and describe actions required to collect, sort, manage, and distribute in-kind
contributions, including methods for disposing of or refusing unacceptable goods.
Identify and describe actions required to coordinate donation management issues with
neighboring districts and the local jurisdiction’s donations management system.
Describe the process used to tell the general public about the donations program,
instructions on items to bring and not to bring, scheduled drop-off sites and times, how to
donate cash, and a process for issuing routine updates.
Identify and describe actions required to handle the influx of spontaneous volunteers.
Identify and describe how to receive, manage, and distribute cash contributions.
Pre-identify sites that could be used to sort and manage in-kind contributions, such as,
private warehouses or government facilities.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, pp. C19, C-26; EMAP, EMS, 2010, p. 9
1.1.13
(Q13) How do the local jurisdiction’s logistics plans address the use of walkin volunteers?
Intent: As with unsolicited donations, walk-in, spontaneous and unaffiliated volunteers can
interfere with recovery if not properly managed and integrated into the recovery. 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 the how to identify and utilize volunteers and the
concept for their support.
The local jurisdiction works with external volunteer organizations to plan
how to incorporate volunteer support.
Logistics plans describe the process to identify, deploy, utilize, support, and
demobilize affiliated and spontaneous unaffiliated volunteers.
Approach: The donations and volunteer plans should be combined into one document. The
jurisdiction should have a method to manage unsolicited donations at all levels and could include
the use of the National Aidmatrix system to manage unaffiliated volunteers and organizations
and how to apply their resources to incident response and recovery activities.
60
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 and/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 pool. 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, 2010, p. C-19
1.1.14
(Q14) Have safety equipment and procedures been addressed in logistics
plans and operational activities?
Intent: Maintain a safe work environment for all staff and volunteers at the various POD and
LSA locations. 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 all
safety requirements are met. Provide training and licensing renewal as recommended and
required.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Safety procedures and equipment have not been accounted for in local
jurisdiction’s plans and operational activities.
Local jurisdiction uses informal methods to assure appropriate safety
equipment is available. Informal safety procedures have been established
and safety officers are assigned on an ad hoc basis.
Local jurisdiction has formal plans and methods for distributing safety
equipment to distribution sites. Safety procedures have been formalized and
documented. Local jurisdiction has identified a cadre of Safety Officers.
Local jurisdiction conducts training for distribution site personnel and
exercises with local and tribal organizations to assure safety equipment and
other items are available and accounted for at distribution sites. Safety
procedures are followed. Safety officers are formally trained to accomplish
their tasks.
Local jurisdiction conducts regular safety training and exercises for
distribution site personnel and safety officers using established safety
procedures. Conducts regular reviews of safety equipment 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
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.
61
The FEMA Independent Study Course, IS 26 and the FEMA/USACE Guide to Points of
Distribution provides instructions for POD operations.
Reference: National Preparedness Goal, 1st ed., 2011, p. 13
1.1.15
(Q15) What security provisions are made for distribution points?
Intent: POD security should be a local responsibility. Security is important, especially
following an incident. Some people may see an opportunity for self gain or profit from those
that are affected by the incident. Unsecured commodities could be open to theft and pilfering
that can lead to more serious problems, such as panic in a population that incorrectly perceives
that supplies will run out or that certain people are getting favorable treatment over others.
The disaster incident may be severe enough that local security resources could be inadequate.
Therefore, local jurisdictions should be prepared to request additional security resources when
POD operation commences, if needed.
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 whether the jurisdiction is operating a secure location
using local and deployed security resources.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not ensure that distribution points are protected.
The local jurisdiction has an informal review process to ensure that
personnel are available to protect distribution sites.
Local police are on hand in the event they are needed to protect distribution
points.
Local police, contracted security officers, and other security personnel have
been identified and vetted with the local and tribal organizations, possibly
the state.
The local jurisdiction conducts regular training and exercises to ensure local
police, contracted security personnel, and other security personnel
understand their roles in protecting distribution sites. These personnel have
been vetted with the local and tribal organizations, as well as the state.
Approach: It is recommended that the local jurisdiction complete a security assessment to
address security and traffic concerns in their plans as evaluated by local law enforcement. You
could then determine shortfalls as they are identified. As the situation unfolds 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
62
1.1.16
(Q16) How are logistics requirements identified for evacuating local residents
and visitors, and receiving evacuees from other jurisdictions or areas?
Intent: The jurisdiction should be prepared for logistical challenges associated with catastrophic
mass evacuations to include, but not be limited to sheltering, mass feeding, and transportation.
Ensure there are processes and resources to evacuate individuals from your jurisdiction or to
accept disaster survivors from another jurisdiction into yours.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
There are no evacuation logistics requirements identified for evacuating
citizens or receiving disaster survivors from other jurisdictions.
Logistics requirements have been identified for evacuating residents and
visitors and receiving disaster survivors from other jurisdictions are
identified but not sourced.
Logistics requirements for evacuating residents and visitors and receiving
disaster survivors from other jurisdictions are identified in evacuation plans.
Logistics requirements for evacuating residents and visitors and receiving
disaster survivors from other jurisdictions and sources of support are
identified in evacuation plans.
Logistics requirements for evacuation and survivor reception are identified,
contracts are in place, and the plan has been exercised.
Approach: Remembering that there are two types of evacuees, self evacuees and governmentassisted evacuees. Therefore, the jurisdiction should be prepared to handle an influx of both. By
working with local and tribal governments, the private sector, other government organizations,
NGOs, the state, VOADs and FEMA Regions consider using a task force concept to identify and
exercise, a mass evacuation plan and support requirements for evacuees and survivors. Consult
the identified logistics requirements based on population protection annex of CPG 101, v. 2.0,
pg. C-24.
Develop a long term strategy for sheltering mass evacuees following a catastrophic incident
within your jurisdiction or in another jurisdiction with your jurisdiction acting as host.
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 jurisdictions that could be expected
to arrive in your state and the number that will care.
Pre-identify locations to stage required resources to support the evacuees and survivors.
Conduct route planning.
Pre-identify staging and mobilization areas and determine how to inform the public of
these locations.
Identify transportation requirements, route planning, and providers.
Identify fuel requirements for evacuation vehicles.
Identify feeding resources (food service or supplies), shelter supplies (cots or blankets),
and equipment.
63
Identify staff and support requirements.
Reference: National Preparedness Goal, 1st ed., 2011, pp. 12, 14
1.2
Contingency Planning
1.2.1
(Q17) How are risks associated with the local jurisdiction’s logistics plans
addressed?
Intent: Local jurisdictions 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. Local jurisdictions should identify and evaluate similar potential risks prior to an
incident and base plans on credible threats, hazards, vulnerabilities, and consequences. Local
jurisdictions 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 local jurisdiction logistics planning factor risks are identified
and workarounds established.
Logistics planning risks for local, tribal, private sector, government and
nongovernmental partners are identified and workarounds established and
exercised.
Logistics planning has taken an all-hazards approach to identifying risks and
has identified contingency workarounds with all local, regional and state
partners.
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.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, pp. 47, 4-11; NPG, 2007, p. 6
1.2.2
(Q18) How does the local jurisdiction identify logistics resource shortfalls?
Intent: Few, if any, jurisdictions can afford to acquire every piece of equipment or commodity
needed in all incidents. Evaluate resource requirements that might be needed for the hazards
recognized in the THIRA, Comprehensive Emergency Management Plan (CEMP) EOP and the
eight key scenarios outlined in the NRF.
Capability:
Static
Logistics shortfalls are not identified.
64
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Some logistics shortfalls are identified.
The local jurisdiction has identified equipment (generators) and commodity
(water, meals, ice, or tarps) shortfalls.
The local jurisdiction coordinates with local and tribal jurisdictions, private
sector, and government and nongovernment agencies to identify shortfalls
and address filling shortfalls or developing workarounds.
Local jurisdiction works with state to identify disaster response logistics
shortfalls and develops an action plan to meet shortfall needs. Local
jurisdiction also utilizes the Hazard Mitigation Grant Program as a funding
avenue for mitigation planning.
Approach: It is recommended that logisticians identify jurisdiction capabilities using mutual aid
and pre-incident contractors, identify required resources, and determine the shortfalls. From the
difference, the logistician can try to procure required resources from federal agencies, mutual
aid, VOLAGs, or through private sector.
Reference: Local Multi-hazard Mitigation Planning Guidance, 2008, pp. 3-5; EMAP, EMS,
2010, p. 9
1.2.3
(Q19) How has the local jurisdiction developed plans to establish and
maintain logistics support for recovering a significant number of fatalities?
Intent: Fatality management services, including body recovery and victim identification,
require state and local authorities working together to provide logistics support. Such support
might include refrigeration and storage capabilities; interment equipment, and recovery
equipment.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction has not determined planning requirements.
The local jurisdiction has completed an analysis of requirements to establish
and maintain operations to recover a significant number of fatalities.
The local jurisdiction has developed plans to establish and maintain
operations to recover a significant number of fatalities.
The local jurisdiction has coordinated plans and SOPs with other state,
local, tribal governments, external partner agencies, organizations, and
private vendors.
The local jurisdiction has clearly identified all requirements. All plans and
SOPs have been documented and exercised regularly with all participants.
Approach: At a minimum, involve medical examiner or coroner, EM, public health, hospitals,
and funeral directors in developing plans and procedures. Consider law enforcement partners
who might be concerned with evidence preservation.
65
Develop plans, procedures, protocols, and systems for: scene operations, morgue operations,
ante- and post-mortem data management, victim identification, final disposition, and fatality
surge.
Develop and implement training and exercise programs for fatality management.
Reference: National Preparedness Goal, 1st ed., 2011
1.3
Distribution Planning
1.3.1
(Q20) What access to information on post-disaster damage to transportation
infrastructure does the local jurisdiction logistics team have?
Intent: Logisticians must be aware of the disaster effect on the transportation and distribution
infrastructure (roads, rail, ports, and air facilities) in order to bring in the required resources and
commodities. Having a COP offers a standard overview of an incident and provides 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
establish alternative delivery or transportation modes. Working with ESFs can help set priorities
for clearing roads and restoring transportation infrastructure.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not have visibility of transportation infrastructure
post-incident reconnaissance or assessments.
The local jurisdiction has a POC or knows where to access post-incident
transportation infrastructure information.
The local jurisdiction can access information on main artery infrastructure
availability, e.g., interstates, U.S. highways, and local surface arterials.
Transportation infrastructure post-incident assessment information is
accessible for all transportation and distribution capabilities and
workarounds, and re-routing processes are available.
Transportation infrastructure post-incident assessment capabilities are
assessable using GIS technology and data is coordinated with disaster
logistics operations and distribution management organizations.
Approach: Jurisdiction 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 the 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 local public works, or the state Department of
Transportation (DOT) or Port Authority, which often have live cameras or other technology that
66
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 Planning Section prepares maps with various symbols to show the 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
1.3.4
(Q23) How are the local jurisdiction staff and material requirements for local
LSA 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 material are identified and sourced.
If staffing is done through local partners, those organizations have provided
specific units and equipment they will assign to execute the local LSA
mission.
Staffing and material requirements have been identified and sourced in
advance.
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 or tribal agencies, private vendors, other
government and non-government organizations, VOADs, and identified trained volunteers or
Community Emergency Response Teams (CERT).
Reference: EMAP, EMS, 2010, p. 9
1.3.6
(Q25) How are PODs identified and typed in the local jurisdiction’s logistics
plan?
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
67
jurisdiction. At a minimum, the need for PODs is acknowledged and incorporated into plans. At
the highest level, PODs are not only been identified and typed but they are fully integrated,
detailed planning has been conducted, on site planning is complete and they have either
exercised the plan and/or have gone through a physical setup of the site.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
PODs have not been identified in plans.
PODs have been identified in localities under the highest probable threat
and captured in plans.
PODs have been typed/classified (Type I, II, III) for localities under the
highest threat probability.
PODs have been identified and typed throughout the entire jurisdiction.
PODs identified and typed throughout local jurisdiction, coordinated with
external agencies including the state, 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
jurisdiction, consider the following questions:
Have you identified PODs in your plan? How detailed is the planning?
Is planning for PODs in an annex to the EOP or a separate plan?
Does your plan acknowledge all hazards or only the most 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 jurisdiction and are they identified or typed as
Type I, II, and III?
Have you coordinated your identified PODs with external agencies such as law
enforcement and VOLAGs?
Have you incorporated the ―Adopt a POD‖ program?
Have you provided the state with a copy of your resource management plan?
Or, if you are at the local level, have jurisdictions in your state identified their PODs for
your plan?
Has detailed planning been completed for each POD?
o Developed site sketches of the layout?
o Identified the staff and equipment requirements for the site?
o Identified the organization that could provide leadership and staffing of each site?
o Identified the source of material handling equipment (MHE) and other support
resources?
o Are they reliant on requesting state resources?
o Have POD operations been incorporated in exercises or have POD exercises been
conducted?
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
68
1.3.8
(Q27) How has the local jurisdiction captured the POD concept of support in
plans?
Intent: The concept of support cannot be established ad hoc during an incident. Concepts of
support to PODs should be established in plans so that agencies can identify, coordinate, and
exercise personnel and equipment requirements. The concept of support should be coordinated
with the state and FEMA Region to support their POD CONOPS planning.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
POD support (management, communication, commodity flow) has not been
established.
POD support concepts for most likely threat captured in plans for local and
tribal areas.
POD support concepts captured in plans for all areas throughout the local
jurisdiction.
POD support concepts coordinated with local and tribal organizations and
responsibility for management and operations of each POD included in
logistics plans.
POD support captured throughout the local jurisdiction, coordinated with
the state, and operational concepts 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 jurisdiction should exercise the POD plan by conducting various types of exercises, from
tabletop to full-scale operational exercises in order to identify shortfalls, potential problems with
equipment, site locations, staffing or partners, and vendor.
Staff and partner familiarization with each other’s capabilities and requirements could assist in
establishing or enhancing partnerships relationships by having a shared understanding of
processes and providing training.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. C-19
1.3.9
(Q28) How has the local jurisdiction identified staff and material
requirements for POD operations?
69
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, be
trained in how to conduct POD operations, as well as the safe operation of the equipment such as
forklifts. Sourcing equipment can be intensive as well.
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.
Staffing is done through local partners whose organizations will provide
specific units and equipment to be assigned to execute the POD mission.
Staffing and material requirements are sourced and identified according to
common protocols region-wide in advance to individual POD level.
Approach: POD operations 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.
Use modeling to identify staffing and equipment requirements.
Identify an agency to provide staff at each site and coordinate procedures in an MOU.
Consider city, county, or tribal agencies, VOLAGs, or the ―Adopt a POD‖ program.
Identify MHE providers. Establish pre-incident contracts or MOUs.
Provide or procure a POD kit in accordance with IS 26.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
1.3.10
(Q29) How has the local jurisdiction worked within its area 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 programs under the U.S. Department of Agriculture
(USDA) are one of the sources. Access to these stocks could support shelter operations.
VOLAGs such as food banks provide food to their clients on a daily basis. These same clients
are more likely to be impacted by the incident. The food bank could be utilized as a source to
provide food to their normal client base and others after an incident. Grocery chains and big box
stores have established transportation and distribution capabilities that provide food and other
commodities to the stores they support on a recurring basis. Work to either get them back in
business, which relieves jurisdiction support requirements or to support the jurisdiction’s
operation.
Capability:
Static
The local jurisdiction has not considered other agency partners or the
70
Functional
Horizontal
Integration
External
Collaboration
Synchronized
private sector in its food distribution plans.
The local jurisdiction has informal agreements in place with agencies, such
as the USDA Food and Nutrition Services (FNS) program or other partner
programs, to support food distribution, but has not coordinated those plans
with county or tribal jurisdictions.
The local jurisdiction has informal agreements in place with agencies (e.g.
USDA FNS program), to support food distribution and has coordinated
those plans with county, and/or tribal jurisdictions.
The local jurisdiction has formal MOUs in place with other agencies such as
USDA FNS program or other partner programs, volunteer groups, and
contractors in support of food distribution efforts and has coordinated those
plans with county, and tribal jurisdictions.
The local jurisdiction has formal MOUs in place with other agencies such as
the USDA FNS program or other partner programs, volunteer groups, and
contractors to provide complete food distribution support coverage and has
coordinated those plans with county, and tribal jurisdictions, as well as the
state.
Approach: The following steps are recommended:
Coordinate with VOADs 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 big box store providers 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 add to the impacted population’s suffering. Knowing where the commodities are enroute 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:
Static
Functional
Horizontal
The local jurisdiction does not have a transportation plan for resource
distribution.
The local jurisdiction transportation plan is developed on the fly.
The local jurisdiction has developed a written resource transportation plan.
71
Integration
External
Collaboration
Synchronized
The local jurisdiction transportation plan includes sources for resource
movement, movement command and control, tracking, and receipt
verification and has been coordinated with participating agencies.
The local jurisdiction transportation plan has been coordinated with state
and validated through exercises or another method.
Approach: The following steps are recommended:
Develop request, reporting, and receipt protocols.
Require 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 your local jurisdiction’s plans address transporting materials
through restricted areas?
Intent: Commodities have to move from their point of origin, to the state, to the LSA, and then
to the end user, whether the end user is an agency or a POD. When the infrastructure is
disrupted or congested (e.g. roads closed due to flooding or damage, traffic signals out, etc.),
then the flow of resources is restricted, disrupted, and delayed. This delays the response and
recovery. Plans should address prioritizing transportation assets into the area and directing
convoys and escorts through areas having such restrictions. Restrictions are not limited to
geographical locations and could include local road or bridge restrictions associated with the
weight, height or width of the transport vehicles. Some local or state laws require specific
markings, determine convoy size, and escort requirements. Similar restrictions could also
include those for the private sector.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The logistics plans do not address transportation of resources through areas
having restrictions or checkpoints.
The concepts for transportation of resources through restricted areas have
been addressed but are not included in plans.
The logistics plans include processes for resource transportation through
areas having restrictions.
The transportation plans for resources through areas having restrictions have
been coordinated with affected agencies and processes to communicate
these requirements to transportation providers have been developed.
The logistics plans describe strategies for transporting resources through
areas having restrictions, quarantine lines, law enforcement checkpoints,
etc. and have been agreed upon by all affected parties and exercised to some
degree.
72
Approach: The following steps are recommended:
Develop a concept to transport resources through restricted areas, including quarantine
lines and law enforcement checkpoints, and designate 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 in the priority queue so they can
begin to facilitate their return to normal operations 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
emergency declarations and allowing certain restrictions to be temporarily lifted or
suspended following an incident.
References: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. C20; National Preparedness Goal, 1st ed., 2011, p. 14
1.4
Training and Compliance
1.4.2
(Q34) Have the local jurisdiction logistics planners completed NIMS Incident
Command System (ICS) training?
Intent: All logistics partners should have a basic understanding of NIMS ICS operations and
procedures, and all 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
The local jurisdiction logistics planners have not completed NIMS ICS, or
completion has not been documented.
The local jurisdiction logistics planners have completed Emergency
Management Institute (EMI) ISP courses.
Local jurisdiction has developed in-house training plans and requirements
and training objectives are tied to each position.
Local jurisdiction emergency managers have completed NIMS ICS
compliant courses.
Emergency managers have completed the EMI ISP PDS courses and
received certificates of completion.
Approach: By utilizing the NIMS training program to identify NIMS required training that is
job specific to logistics and resources management. Providing in-house training enables the
agency to verify that all participants have received the proper levels and understanding of ICS.
Providing this training opportunity to outside partners helps improve working relations between
agencies, provides additional non-standard training to outside agencies and increases the
available additional staff in a disaster response incident.
73
Determine ICS levels for each position.
Provide ICS training as determined for all 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
(Q35) How does the local jurisdiction sponsor or provide LSA and/or POD
training?
Intent: Determine training requirements for staff to safely and efficiently operate LSAs and
PODs and make training available to all staff and other government agencies.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not sponsor LSA and/or POD training or
guidance programs.
The local jurisdiction uses just-in-time training to train some staff on local
LSA and POD operations.
The local jurisdiction LSA or POD training is required for all employees
and volunteers staffing LSAs or PODs at local and tribal levels.
The local jurisdiction LSA or POD training is required for all employees
and volunteers staffing LSAs or PODs. Training program has been
socialized with the state and certificates are provided upon completion.
The local jurisdiction LSA or POD training is required for all employees
and volunteers staffing LSAs or PODs. Training program includes the
FEMA Logistics Management Directorate national POD training video, and
a full training regimen has been socialized with state and FEMA Region.
Certificates are provided upon completion of coursework.
Approach: By providing in-house training the agency is able to verify that all participants and
partners have a consistency of training information, received the proper levels and have an
overall understanding of LSA and POD Operations. Providing this training opportunity to
outside partners helps improve working relations 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
(Q36) How does the local jurisdiction 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 jurisdiction to provide additional training and
reduce operational costs for exercises and live incidents. Exercise should be used to identify
74
possible shortfalls in the plans and provide an opportunity to correct shortfalls before they affect
operations or possibly delay critical commodities and equipment deliveries.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not conduct logistics exercises.
The local jurisdiction periodically conducts exercises that require logistics
participation at least annually.
The local jurisdiction exercises logistics capabilities and/or plans at least
semi-annually.
The local jurisdiction uses a combination of information from capability
assessments and training exercises to identify shortfalls. Local jurisdiction
has developed a strategy to remedy shortfalls through a multi-year training
and exercise plan.
The local jurisdiction plans identify exercises that will be conducted over
the next 2-3 years focusing on testing plans, capturing lessons learned,
identifying areas for improvement, and follow-on actions aimed at building
the knowledge, skills, and abilities to perform the critical tasks. Local
jurisdiction has coordinated this plan with all affected agencies including
state.
Approach: It is recommended that the jurisdiction have a focused, long term exercise program
and ensure the program is HSEEP compliant as defined in HSEEP-mandated practices for
exercise program management, design, development, conduct, evaluation, and improvement
planning. These exercises should cover a 2-3 year timeframe and include multiple tabletop and
functional exercises that specialize in certain aspects of the overall plans for each section and its
partners within the agency and develop and execute at least one full-scale exercise every two
years.
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
(Q37) What standard operating procedures (SOP) are in place for vetting
potential commodity and service providers in the local jurisdiction?
Intent: A vetting process for potential vendors and service providers helps to eliminate those
that do not have the capacity or capability to meet your disaster response needs and schedule.
Consider their past performance and if they perform as required by the contract.
Capability:
Static
Functional
No formal procedures are put in place for identifying and vetting potential
vendors and service providers.
Developed and implemented SOPs for identifying and vetting all potential
vendors and service providers.
75
Horizontal
Integration
External
Collaboration
Synchronized
SOPs are established and socialized across the EMA.
SOPs are established, implemented, and socialized to all local EM
functions, and incorporated into local logistics planning and training
functions.
SOPs are in place and potential commodity and service providers in-state
have been vetted with local chambers of commerce, business bureaus, trade
associations, state, and FEMA Region.
Approach: All contracts should include a noncompliance clause with detailed steps to track and
notify vendors of performance that does not meet stated and agreed upon requirements.
Following all incidents, including an exercise, a detailed report of a vendor’s performance needs
to be maintained in their files.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14; Universal Task List (UTL), 2007
1.5.2
(Q38) Do the local jurisdiction’s logistics plans include public-private
partnerships?
Intent: No government can afford to provide all the resources and services needed in a disaster.
Logisticians should include support provided by the private sector resources and services in
planning and document agreements in pre-incident MOUs and contracts. Involving the private
sector providers as part of the planning and exercise program enhances the response and can
affect the cost effectiveness.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The logistics plans do not include public-private partnerships.
The logistics plans include some mention of public-private partnerships.
The logistics plans describe the process used to identify private
agencies/contractors that will support resource management issues (e.g.,
waste haulers, spill contractors, landfill operators).
The logistics plans list current private partners and the support they are able
to provide.
The logistics plans include methods to engage private partners and identify
existing MOAs or MOUs and contingency contracts with these
organizations.
Approach: If pre-disaster contracts are legal within your jurisdiction, it is advisable that they be
utilized as much as possible, because these contracts can be written so that exercises are included
in the deliverables ensuring that the contractors are kept up to date on any changes in the plans or
procedures. The Logistics Section should keep these vendors informed of pending exercises and
include them in training and planning or any exercises that could involve their services.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. C-11
76
1.6
Procurement Procedures and Protocols
1.6.1
(Q40) How does the local jurisdiction minimize risk of nonperformance by
vendors and service providers?
Intent: To avoid 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 under or nonperforming vendors should be established. This saves money
and time in the long run.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
There is no contingency plan in place for risk mitigation of nonperformance
by vendors or other external agencies.
The local jurisdiction has multiple contracts in place for key resources and
services, but has not considered inherent risks associated with private sector
contract execution.
The local jurisdiction has considered the types of risks associated with
private sector contracts and delivery and has observed lessons learned from
historical performance records, in an attempt to contract with multiple
providers with reliable reputations. Additionally, the local jurisdiction has
added a nonperformance and underperformance clause in contract.
The local jurisdiction has considered the types of risks associated with
private sector contracts and delivery and has observed lessons learned from
other jurisdictions’ historical performance records in an attempt to contract
with multiple providers with reliable reputations. The local jurisdiction has
procedures in place to address underperformance.
There is a contingency plan in place that addresses the risk of private sector
or other external agencies’ underperformance through lessons learned and
best practice information sharing. The local jurisdiction has contracted with
multiple best-in-class providers for each commodity and service. The local
jurisdiction keeps a list of contractor performance and underperformance
and shares it with the state.
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 the
requested goods and services and have a good plan for ensuring that they will be able to
meet the requirements of the contract. By conferring with other states and jurisdictions
you can develop a vendor historical profile.
Review vendors’ contingency plans. The vendors should demonstrate how they will
ensure the availability of adequate resources to fulfill the contract and have appropriate
backups. Please note that even with a pre-incident contract, unless there is a full
guarantee, jurisdictions may still have to act quickly or risk losing the resource. The
77
jurisdiction should review and fully understand any assumptions or constraints the vendor
is including in the contract. The vendor should also be able to explain how they will
address deployment and order and services receipts.
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 goods and services provided may mean
there are fewer burdens on EM to procure the goods and services on behalf of these
organizations.
Use local vendors and service providers. Consider whether or not a clause requiring the
use of local hires is feasible. Using local hires can help stimulate the local economy after
a disaster, encourage people to return, and reduce overall cost by reducing contractor per
diem and travel costs.
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
(Q41) 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
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 to order and acquire required
resources.
Plans, procedures, and decision channels vary based on the service or
commodity required.
Standardized protocols and approval layers communicated across the local
jurisdiction 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 for creating SOPs to acquire resources
and services:
78
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
specific ordering, acquiring, and purchasing procedures.
Develop job aids to include position descriptions, forms, and procedures for information
management technology systems (e.g., WebEOC).
Conduct training on the SOP to include personnel assigned to the Purchasing Section.
Include acquisitions in the jurisdiction’s training and exercise program.
Look for ways to reduce the possibility of major errors occurring during disasters or
emergency operations.
Use the same SOPs throughout the staff, to ensure consistency, expenditure tracking is
maintained, and overall cost is reduced.
Use SOPs to ensure that duplication of services is reduced.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
1.6.4
(Q43) How are contracts and emergency purchase procedures linked to local
jurisdiction accounting practices and procedures?
Intent: It is recommended that you do 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
with recovery and acquiring reimbursement from FEMA, the state, and other agency audits.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
No standard practices in place for approval, ordering, receipt, and
integration with accounting.
SOPs in place and integrated into inventory management and fixed asset
accounting.
Logistics collaborates with other disaster management departments and
ensures proper invoicing, cost/performance validation, and reimbursement.
Does not apply.
Logistics collaborates with other disaster management functions and ensures
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 in the purchasing SOP.
Conduct training on procedures.
Include procedures in exercises.
79
Reference: NIMS, 2008, pp. 113-114
1.6.5
(Q44) If applicable, how does the local jurisdiction utilize General Services
Administration (GSA) sourcing and contracts with 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
The local jurisdiction does not (or cannot) utilize GSA for contract
negotiation and agreements or cooperative purchasing agreements are not
available.
The local jurisdiction occasionally utilizes GSA, or cooperative purchasing
agreements, for private sector contracts.
The local jurisdiction regularly directly contracts with GSA, or cooperative
purchasing agreements, for private sector service and/or commodity
acquisitions.
The local jurisdiction regularly directly contracts through GSA, or
cooperative purchasing agreements, for private sector service and/or
commodity acquisitions. Local jurisdiction coordinates sourcing
requirements with local vendors prior to engaging GSA.
The local jurisdiction regularly directly contracts with GSA, or cooperative
purchasing agreements, for private sector service and/or commodity
acquisitions. Local jurisdiction coordinates sourcing requirements with
local vendors prior to engaging GSA and coordinates contracts with state.
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Approach: If you cannot use the GSA schedule you can still utilize GSA scheduling as a guide
for establishing pricing with contractors. Other options are addressing the jurisdiction statutes or
laws that pertain to the contracting process and considering ―cooperative purchasing
agreements.‖
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
1.7.1
Solicitation
(Q45) What is the local jurisdiction’s process for issuing requests for
proposals (RFP) or other offers for pre-incident contracts?
80
Intent: Competition between suppliers offers a simple and effective opportunity for savings by
allowing a number of suppliers to compete over 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 local jurisdiction has no formal solicitation process or protocol.
Statements of work and sole source solicitations are developed on an ad hoc
basis.
There is limited Request For Proposal (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 state.
Approach: The local jurisdiction should issue a RFI for supplies in advance of an incident, if
possible. This enables the local jurisdiction to review the market place and invite potential
candidates to apply before measuring key supplier requirements such as capability, quality, and
process.
This stage requires that 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 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 local
jurisdiction has suitable points of contact available for questions and issues that might arise.
Ensuring that the local jurisdiction 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 your
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.
Reference: EMAP, EMS, 2010, p. 5
1.7.2
(Q46) How does the local jurisdiction balance its portfolio of vendor
contracts, to include local, regional, and national/enterprise level providers?
Intent: Having a balance of local, regional, and national vendors gives the logistician options.
For instance, in a small incident the use of local vendors may provide a quicker response, less
81
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 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 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 local 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
local jurisdiction include appropriate 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 is to work outward from local, to regional, then
national. The further away a resource is the more expensive is the cost.
Reference: EMAP, EMS, 2010, p. 5
1.8
Existing Contracts
1.8.1
(Q47) What process is used to make private sector liaisons easily accessible to
local jurisdiction 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
Horizontal
Integration
External
Collaboration
Synchronized
There are no public-private liaisons available.
Primary vendor liaisons assist in sourcing, identifying, and coordinating
store openings, available supplies, and relevant PODs in those areas.
Consistent POCs exist to consult with during incidents.
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
82
with the state.
Approach: Establish 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., the local
Chamber of Commerce, 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
(Q48) How does the local jurisdiction 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 their successful delivery. Performance-based contracts
may include consequences and/or incentives to ensure that agreed upon value to the local
jurisdiction 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 with vendors consider performance and quality.
Existing contracts are measured for performance and quality, and
measurements are vetted against existing contracts with other jurisdictions
and states.
Existing vendors are continuously quality measured, and contracts are
routinely evaluated for performance and compared with other jurisdictions
and states.
Approach: PBC has been identified as an effective means to acquire goods and services. PBC
is contracting for results 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).
Developing measures of performance and defining acceptable performance.
Developing processes for handling performance that exceeds or fails to meet acceptable
performance standards.
83
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
2.
Logistics Operations
2.1
Identify Requirements
2.1.1
(Q51) How are POD 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
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 local jurisdiction uses ad hoc requirements generation.
The local jurisdiction uses generic USACE population planning factors.
The local jurisdiction utilizes population based planning factors, such as
USACE factors adjusted by historical data.
The local jurisdiction uses current commodity burn rates to determine
requirements.
The local jurisdiction uses USACE factors adjusted by historical data
initially, and later current burn rates synchronized to distribution throughput
to determine final requirements.
Approach: It is recommended that you estimate the number of people a jurisdiction might need
to serve through a POD. Several models can be used to calculate the potential number of people
that would be without commercial power. You could use the USACE model to identify the
number of persons potentially affected by a catastrophic incident. U.S. Department of
Commerce census data can also be helpful in determining affected populations.
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, what is important is getting commodities into the survivors’ hands in a timely manner.
84
The general locations of PODs can be determined by population density and how commodities
should be distributed in the jurisdiction. 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 any 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. After general locations have been
identified through GIS mapping, the POD planning team should identify and review potential
sites for the POD within that general location. Use jurisdiction parcel-level maps and
neighborhood planning details to identify the following types of sites within each of the
identified general locations.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14; NIMS, 2008, pp. 35-36
2.1.5
(Q55) How are estimated shelter support requirements included in the local
jurisdiction’s overall commodity requirements?
Intent: In conjunction with the local agency responsible for ESF-6 operations, the American
Red Cross with other partners provides local shelter locations and capacities 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 local jurisdiction, in conjunction with ESF-6 representatives, has
scenario-based methodology to determine shelter population commodity
requirements.
The local jurisdiction uses a scenario-based methodology to determine
shelter population and exercises this capability.
Does not apply.
Local jurisdiction uses a scenario-based methodology to determine shelter
population and has adjusted commodity requirements and distribution
requirements accordingly.
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.
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Reference: EMAP, EMS, 2010, p. 9
2.1.6
(Q56) How are generator requirements determined by the local jurisdiction?
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
External
Collaboration
Synchronized
The local jurisdiction uses ad hoc methods requirements for generation.
The local jurisdiction 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 response phase are
identified. The local jurisdiction coordinates a survey with USACE to
determine exact requirements.
Generator requirements 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. Generator requirements are addressed through
local level contracts and/or coordination with the state 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 facility improvement or new construction. Pre-identify
critical infrastructure that may require generators and survey those locations for required size and
hook up. 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. Jurisdictions
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
2.2.1
Activate Critical Resource Logistics and Distribution
(Q57) What documented SOPs does the local jurisdiction have for local LSA
operations?
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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
performing a number of LSA functions in a uniform manner. 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, contact rosters,
safety, resource listings, maps, and charts.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction has no policies or procedures for local LSA
management.
There are written policies and procedures for local LSA management.
The local jurisdiction’s local LSA policies and procedures are developed in
cooperation with partners.
The local jurisdiction’s local LSA policies and procedures are part of
ongoing process improvement effort, which is done in conjunction with the
state, FEMA Region, and USACE.
The local jurisdiction’s local LSA policies and procedures are designed to
maximize receiving and distribution operations and are accomplished in
conjunction with the state, FEMA Region, and USACE.
Approach: Develop local jurisdiction 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 jurisdictional agency 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
(Q58) What does your local jurisdiction have as documented SOPs for POD
operations?
Intent: The POD SOP or SOG 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,
87
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 local jurisdiction has no policies or procedures for POD operations.
The local jurisdiction has written policies and procedures for POD
operations.
The local jurisdiction has POD policies and procedures developed in
cooperation with partners.
Local jurisdiction POD policies and procedures are part of an ongoing
process improvement effort and done in conjunction with state, FEMA
Region, and USACE.
Local jurisdiction POD policies and procedures are designed to maximize
receiving and distribution operations and are accomplished in conjunction
with state, FEMA Region, and USACE.
Approach: The following is suggested:
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 stakeholder (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
(Q59) How does your local jurisdiction 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
The local jurisdiction has no method to determine when PODs are no longer
needed.
The local jurisdiction continues to push commodities to PODs until
88
Horizontal
Integration
External
Collaboration
Synchronized
commodities are no longer needed.
The local jurisdiction receives forecast input from POD manager to
determine need.
The local jurisdiction works with local POD manager to determine POD
need and commodity forecast and informs outside support agencies (Red
Cross, Salvation Army, etc.) of decreasing POD need.
The local jurisdiction forecasts POD demand based on information and
usage data from POD managers and works to cross level remaining POD
assets. The local jurisdiction works with state to ensure that inbound
commodities reflect POD need.
Approach: Ensure a demobilized plan or annex is incorporated into the LSA and POD SOPs.
Coordinate with private sector entities and 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,
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
(Q60) How does the local jurisdiction pre-identify mission requirements?
Intent: Disaster consequences are usually predictable. Response and recovery components can
be pre-identified to ensure quality and consistency, ensure adequate quantities of resources, and
build in efficiency. Pre-identified requirements facilitate a rapid and standardized response. Predetermine deployment costs and geo-code the inventory.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction has no pre-identification of mission requirements.
Local jurisdiction shortfall analysis completed.
Local jurisdiction pre-identified mission requirements are being developed.
Local jurisdiction pre-identified mission requirements are complete.
Local jurisdiction pre-identified mission requirements are completed and
vetted with assigned agencies and jurisdiction adheres to resource
management and logistics standards.
89
Approach: The local jurisdiction has identified the need for pre-identified mission requirements
and has developed the EMAC Resource Typed Mission Ready Packages (MRP) or pre-identified
them. This is an established method for building capacity.
MRPs are: Specific response and recovery resource capabilities organized, developed, trained,
and exercised prior to an emergency or disaster. Based on—and the next logical step after—
NIMS Resource Typing developed in cooperation with Resource Providers and coordinated with
state EMAs.
Components of MRPs are:
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 (Do these resources 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/?1555.
Reference: EMAP, EMS, 2010, p. 9; National Preparedness Goal, 1st ed., 2011, p. 14
2.3.2
(Q61) What standard typing protocols does your local jurisdiction 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 jurisdiction 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:
Static
Functional
Horizontal
Integration
The local jurisdiction does not type or identify required logistics resources
by capability.
The local jurisdiction types or identifies some critical resources, but the
process is not standardized.
The local jurisdiction uses standardized typing or identifying for critical
resource capabilities only.
90
External
Collaboration
Synchronized
The local jurisdiction uses standardized typing and identifying for all
required logistics resources.
Does not apply.
Approach: It is advisable that you appoint a committee to type, or classify your resources
according to FEMA standards. Resources that have been previously typed should be reevaluated.
Reference: NIMS, 2008, pp. 41-42; National Preparedness Goal, 1st ed., 2011, p. 14
2.3.3
(Q62) How does the local jurisdiction comply with documented intrastate
mutual aid agreements, including request policies, procedures, and
information technology tools?
Intent: The National Emergency Management Association developed Model Intrastate Mutual
Aid Legislation that allows states, counties, and municipalities to assist one another in
responding to natural and manmade disasters. Your jurisdiction should clearly define policies
and procedures to utilize intrastate mutual aid and incorporate information management
technology tools to facilitate time requests, tracking, and updates.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction has no policies or procedures for intrastate requests.
The local jurisdiction has clearly defined policies, procedures, roles and
responsibilities for intrastate requests.
The local jurisdiction has clearly defined policies, procedures, roles and
responsibilities for intrastate requests with some information management
technology tools.
The local jurisdiction has clearly defined policies, procedures, roles and
responsibilities for intrastate requests fully enabled by information
management technology (e.g., WebEOC or similar application).
Intrastate assistance procedures and tools are optimized to ensure the fast
flow of requests, tracking of requests, and real time updating of status.
Approach: The model legislation is well documented on the EMAC Website
(www.emacweb.org). Use the model legislation to adopt in your state statutes, if you don’t
already have such language. Use EMAC-type standards to incorporate them into your SOPs,
plans and information technology management. Ensure that all partners within the jurisdiction
have at least a basic understanding of your state’s intrastate mutual aid system and its
procedures.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
2.3.4
(Q63) What organization is defined as the local jurisdiction’s lead agency
coordinator for logistics?
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Intent: Logistics should not be arbitrarily assigned to an agency or an individual during a
disaster. Even the most detailed SOPs and plans cannot replace the experience and knowledge of
an assigned and dedicated Logistics Chief and agency.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not have a logistics coordinator identified.
The local jurisdiction has a logistics coordinator and backup identified and
the local logistics needs are defined.
The local jurisdiction has established a logistics coordinator who has clearly
defined assets and procedures to coordinate local logistics requirements
during a disaster response.
During a disaster response, the logistics coordinator directs and controls all
local logistics requirements.
The local jurisdiction’s logistics coordinator has worked with external
partners and private vendors to meet local requirements during a disaster
response.
Approach: A lead agency and/or chief for logistics should be identified, such as, the EMA or an
agency with either a mission to manage logistics or procurement. At the jurisdiction level the
true time commitment for developing logistics SOPs, pre-incident contracts, resources, and
working with private vendors and external partners, etc. is a full-time responsibility not just a
disaster requirement. Also consider the need for additional staff.
Reference: Task Book for the Position of Logistics Section Chief Type 1 and Type 2, 1993
2.3.5
(Q64) What are the local jurisdiction’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 local jurisdiction does not have commodity management processes,
procedures, or personnel identified.
The local jurisdiction identifies logistics action officers who are familiar
with commodity management processes and procedures.
The local jurisdiction identifies logistics action officers who are familiar
with state procurement procedures, commodity management procedures,
and sources of supply.
The local jurisdiction logistics action officers establish working
relationships with key stakeholders in the regional and state 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
92
horizontally and vertically.
Approach: Resource management should be part of your overall logistics procedures. Develop
procedures, job aids, forms, job descriptions, and a training program. Identify personnel to fill
logistics positions. Finally, exercise with other state and federal partners, vendors, and other key
stakeholders to develop working relationships.
Reference: NIMS, 2008, pp. 33-34
2.3.6
(Q65) How does the local jurisdiction 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 local jurisdiction 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, orders 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 and standardized 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 the staff is familiar with procedures for ordering key resources and
equipment. Purchase orders should be documented manually and/or electronically end to end
and processes should be standardized. Ordering procedures are integrated with external
stakeholders’ processes and/or systems. Some or all forms should be submitted and/or received
electronically and integrated into the information management technology systems.
Reference: EMAP, EMS, 2010, p. 9
2.3.7
(Q66) What automated information technology does your local jurisdiction
use to facilitate order status updates?
Intent: Ensure that you have highly trained personnel familiar with automated informational
technologies and able to track resource orders and updates in real time. They should be
knowledgeable of written contracts with private sector vendors, thereby reducing shortfalls
during an incident.
93
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not utilize automated information technology
(AIT).
Some AIT is utilized for tracking of logistics assets.
AIT is utilized for tracking logistics assets.
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 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 shortfalls in the system and correct any shortfalls prior
to an incident.
Reference: EMAP, EMS, 2010, p. 9
2.3.8
(Q67) If the local jurisdiction does not use automated information
technologies, (e.g., RFID or satellite), how is information management used
to facilitate order status updates?
Intent: Highly trained personnel should be familiar with non-automated informational
technologies and able to track resource orders and updates in real time. Personnel should be
knowledgeable of the written contracts with private sector vendors, therefore reducing possible
shortfall during a real 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.
Local logistics personnel maintain tools such as order logs to maintain and
update status of orders and shipments.
Order status notification requirements written into contracts with private
sector suppliers.
All 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. Some examples are telephone calls,
sending e-mails, or using a manual T-card system. The staff should be able to track expenditures
by agency during an incident and able to manage expenditures. Exercise training during local
and statewide exercises to identify any shortfall in the system and correct those identified prior to
a live incident.
94
Reference: EMAP, EMS, 2010, p. 9
2.4
Common Operating Picture
2.4.1
(Q68) What is the process for ensuring that local jurisdiction 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/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 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. Jurisdiction 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 in warehouses and LSAs to assist with real-time decision making.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not provide access to the common operation
picture for situational awareness.
Personnel obtain situational awareness on a mission-by-mission basis.
The local jurisdiction provides partial situational awareness (e.g., road
closures only).
The local jurisdiction provides full situational awareness for distribution
nodes.
The local jurisdiction provides for situational awareness to be integrated
into logistics decision making in real time.
Approach: Develop communications connectivity and interoperability protocols to maintain a
COP for real time information sharing with participating entities at all levels.
Reference: NIMS, 2008, p. 23
2.4.2
(Q69) How does the local jurisdiction integrate purchasing information into
the logistics COP?
Intent: Purchasing information should be integrated into the logistics COP to provide visibility
of materials and services orders, critical commodities on hand, due-in via procurement, and
available-to-promise balances. Automation and data bases can be used to provide this
information real time.
95
Visibility of commodities, services, and other resources, and status if on hand, procurement
status if ordered, en-route, received, due out, etc., is particular to a logistics COP.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction has no visibility over ordered materials or services.
The local jurisdiction manually maintains some visibility of ordered
materials or services.
The local jurisdiction logistics personnel have visibility of critical
commodities on hand, due-in via procurement, and available-to-promise
balances.
The local jurisdiction logistics personnel have visibility of all commodities
on hand, due-in via procurement, and available-to-promise balances.
The local jurisdiction maintains a data base with real-time information of on
hand, 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
(Q70) How is purchasing training incorporated into the local jurisdiction’s
disaster logistics process?
Intent: To incorporate best practice purchase ideas when training logistics 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 local jurisdiction’s disaster logistics program. Training based on
the purchasing SOP should increase 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
Horizontal
Integration
External
Collaboration
No purchasing training is required for logistics personnel.
A purchasing overview is incorporated into other logistics training.
Training on purchasing SOPs for vendor identification and resource
acquisition is required for key resources.
Does not apply.
96
Synchronized
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
(Q71) How do lead time standards affect the local jurisdiction mission
assignments process?
Intent: The local jurisdiction 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 local jurisdiction has no lead time standards for completing of mission
assignments.
The local jurisdiction has generally accepted standards for completing
mission assignments, but they are not written into contract SOPs.
The local jurisdiction 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.
Lead time SOPs are incorporated into logistics management decisionmaking.
Approach: Lead time standards cannot be created in a vacuum. Assemble the necessary
stakeholders to identify and reconcile vendor capabilities with recipient desires. Survey any
contractual requirements that might already exist. Evaluate existing processes for warehouse
handling and LSA activities, taking into account ultimate consumer receipt. Draft lead time
standards and conduct orientation seminars and tabletop exercises to validate assumptions.
Further, conduct and evaluate functional and full-scale exercises to refine and update the
standards based on actual performance.
Reference: EMAP, EMS, 2010, p. 9
97
2.5.3
(Q72) What first-in, first-out (FIFO) commodity sharing and visibility
structure does your local jurisdiction use with neighboring counties and
jurisdictions?
Intent: Employ a FIFO commodity sharing and visibility structure with neighboring counties
and jurisdictions 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 local jurisdiction does not use FIFO inventory management.
The local jurisdiction maintains a FIFO inventory system at locally-run
facilities and LSAs.
The local jurisdiction encourages counties to maintain visibility into onhand inventories.
The local jurisdiction has agreements in place with neighboring jurisdictions
to ensure visibility of existing inventories and employ FIFO paradigm.
The local jurisdiction has real time visibility into county, state, and
intrastate systems.
Approach: It is important to use FIFO or some other standardized process for minimizing loss
through expiration thus ensuring that consumable supplies are used before they lose their value.
Using FIFO in mutual aid with other jurisdictions is a technique where states or counties that
maintain stocks of consumables provide 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 jurisdiction 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 intrastate systems should be the ultimate goal.
Reference: EMAP, EMS, 2010, p. 9
2.6
Transportation
2.6.1
(Q73) To what extent has the local jurisdiction determined transportation
requirements for commodity distribution?
Intent: The jurisdiction should conduct an analysis of transportation requirements to deliver
critical commodities in 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 local support and meet additional surge requirements.
Capability:
Static
Functional
Horizontal
Integration
The local jurisdiction did not determine transportation requirements.
The local jurisdiction completes an analysis of transportation requirements.
The local jurisdiction has enough transportation assets identified to
accomplish delivery of critical commodities in the initial response phase
98
External
Collaboration
Synchronized
(first 72 hours).
The local jurisdiction has enough transportation assets identified to
accomplish delivery of all commodities beyond the first 72 hours.
The local jurisdiction 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
(Q74) To what extent has the local jurisdiction determined ground
evacuation transportation requirements?
Intent: By identifying at-risk populations, the jurisdiction should be able to estimate the
required transportation needs to evacuate an affected population prior to a real incident.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Requirements not determined.
A shortfall analysis of transportation requirements completed.
Enough transportation assets (e.g., buses, vehicles) identified to accomplish
evacuation of access and functional needs populations.
Enough transportation assets identified to evacuate all impacted population
unable to self-evacuate.
All required transportation assets identified to support evacuation mission
with additional contracts in place to meet unexpected surge requirements.
Approach: Determine whether your local jurisdiction has adequate means of transporting an
impacted population from a threatened area within the jurisdiction 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 jurisdictions,
the state and FEMA Region to establish priorities and de-conflict resources.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. 4-19
99
2.6.3
(Q75) 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 local jurisdiction did not determine requirements for the ground
evacuation mission.
A preliminary survey is completed of available LSAs for buses, fueling sites
along the evacuation route, and facilities for processing of evacuees.
The local jurisdiction thoroughly assessed available LSAs for buses, and
developed detailed equipment and personnel requirements for fueling sites
along evacuation route(s), facilities for processing of evacuees, and the
provision of water and meals to evacuees.
The local jurisdiction identifies all logistics requirements and coordinates
with appropriate agencies for staffing and equipment to support the ground
evacuation mission.
The local jurisdiction 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,
LSAs 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 of the proposed locations to be used to process evacuees, identify
shortfalls or potential hazards associated with mass evacuation, ensuring 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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2.6.4
(Q76) How does your local jurisdiction measure transportation utilization?
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 local jurisdiction.
The local jurisdiction 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 systems to track vehicle use and assignments.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
3.
Distribution Management
3.1
Order Tracking
3.1.2
(Q78) How does your local jurisdiction 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, helps staff prepare to receive them, and
facilitates other decision making requirements. Real-time information should be displayed in a
central data base allowing total visibility of assets.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not receive updates on order status.
The local jurisdiction receives manual updates on order status.
The local jurisdiction uses semi-automated (spreadsheet) updates on order
status that are available to local logistics personnel.
Some suppliers provide real time updates on order status, and information is
shared with state authorities as well.
Real time order status tracking supports informed logistics management
decisions.
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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
3.1.3
(Q79) How are orders closed out upon delivery in your local jurisdiction?
Intent: Closing out deliveries 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 not available.
Some PODs or local LSAs can provide notice of delivery upon request.
All PODs and local LSAs can provide notice of delivery upon request.
Delivery confirmations are routinely provided to the local 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 should be 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
3.2
Transportation Coordination
3.2.1
(Q81) How are multi-factor criteria used to select transportation providers
(carriers) in the local jurisdiction?
Intent: Transportation providers (carriers) should be selected using multi-factor criteria such as
capability, availability, types of trailers, tractors, buses, etc.
Capability:
Static
Functional
Horizontal
Carrier selection is ad hoc with no documented criteria for selection.
Selection is availability and a data base of carriers exists.
Carrier selection criteria are defined and an attempt is made to apply them.
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Integration
External
Collaboration
Synchronized
Single carrier selection criteria is defined and applied in a systematic and
routine fashion.
Multiple carrier selection criteria and data driven 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, p. 9, sec 4.8.1
3.2.2
(Q82) What organization is defined as the local jurisdiction’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:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction transportation coordinator is not identified (movement
control cell).
The local jurisdiction transportation coordinator and backup are identified
and local jurisdiction transportation needs are defined.
The transportation coordinator has clearly defined assets and procedures to
coordinate local jurisdiction movement requirements during a disaster
response.
The transportation coordinator works with external partners and private
vendors to meet local requirements during a disaster response.
During a disaster response, the transportation coordinator directs and
controls all local jurisdiction movement requirements.
Approach: Having one person or one agency representative as the 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 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 p. 2-4
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3.2.3
(Q83) 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 local jurisdiction has 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:
Monitor and control transportation.
Conduct 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
3.2.4
(Q84) How does the local jurisdiction establish contracts or agreements with
transportation providers, public or private?
Intent: Establish jurisdiction contracts or agreements with public or private transportation
providers, if legally permissible.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not conduct an analysis of its potential
requirements for transportation.
The local jurisdiction has no pre-existing contracts or agreements with
transportation providers.
The local jurisdiction has some pre-existing contracts or agreements with
transportation vendors.
The local jurisdiction has pre-existing contracts or agreements for all
anticipated transportation needs.
The local jurisdiction has additional contingency contracts in place to
account for major disaster surge requirements.
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Approach: It is recommended that you establish pre-incident contracts with transportation
providers.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
3.2.5
(Q85) 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.
Dispatch, en-route, and delivery notifications are provided.
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.
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
(Q86) How does your local jurisdiction 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 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 local jurisdiction uses real time, shared information and data capture for
load assignments with logistics partners.
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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
(Q87) How does your local jurisdiction gain in-transit visibility capability?
Intent: The jurisdiction 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
External
Collaboration
Synchronized
The local jurisdiction has no in-transit positional monitoring or reporting
requirements.
The carrier provides a position report on request.
Most loads are tracked.
All loads are tracked.
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
(Q88) How does the local jurisdiction 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.
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Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction makes no provisions for shipment and/or convoy
security.
A security decision is included in transportation planning and dispatches.
A local jurisdiction law enforcement liaison is assigned to logistics and is
accessible in the EOC.
Local jurisdiction law enforcement and security planning is integrated with
distribution planning.
Local, state, and tribal law enforcement organizations contribute to regional
escorting functions, plan together, and conduct validation exercises.
Approach: It is possible to work with multiple law enforcement agencies within the ESF
system to call upon numerous non-standard security escort personnel when needed (i.e.,
Corrections, Public Service Commission, Forestry, Local Sheriff Offices, available local 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 such situations with additional resources from outside agencies.
Reference: National Preparedness Goal, 1st ed., 2011
3.3
Inbound Shipments
3.3.1
(Q89) 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 local jurisdiction has no visibility of reverse logistics opportunities and
does not balance inbound and outbound shipment scheduling.
The local jurisdiction has limited visibility to reverse logistics opportunities;
inbound and outbound shipments 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.
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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
(Q90) How are inbound shipments to your local jurisdiction 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
Synchronized
The local jurisdiction 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.
Inbound shipments are scheduled based on throughput capacity of
individual distribution point 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
4.
Organizational Functions
4.1
Reporting Structure and Alignments
4.1.1
(Q91) 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
Logistics functions are assigned as an ad hoc duty.
The local jurisdiction has dedicated resources, but is understaffed to fulfill
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Horizontal
Integration
External
Collaboration
Synchronized
all anticipated needs. There is no staffing plan in place.
There is a staffing diagram, which is based on scale of incidents.
The local jurisdiction has trained and dedicated logistics cadre with a
staffing schedule. The local jurisdiction has a plan to incorporate logistics
personnel from other local jurisdiction agencies.
The local jurisdiction staffing schedule and requirements are integrated with
the state.
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. Offer non-traditional training to staff that may not normally work in the
logistics environment.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. 4-25
4.1.3
(Q93) What is the status of the local communications plan and does it include
horizontal and vertical reporting (local and state)?
Intent: You should communicate vertically with the state and horizontally with adjacent and
nonadjacent jurisdictions. You can promote this level of communications with a written plan
and redundant communications systems.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not have a communications plan in place for
reporting at all levels.
The local jurisdiction EOC has an ad hoc communications plan with the
joint field office (JFO). The local jurisdiction LSAs receive ad hoc requests
from PODs, and communication of requirements up the logistics chain is
conducted on an as needed basis.
SOPs are in place and implemented for communications between the local
jurisdiction EOC and JFO, as well as with local jurisdiction LSAs and
PODs. Communication Unit Leader functions are in place.
Communication Unit Leader SOPs are in place and implemented for
communications between the local jurisdiction EOC and JFO, as well as
with local jurisdiction LSAs and PODs and integrated into overall
communications plan with the state, FEMA, private sector, and other
external agencies.
Communication Unit Leader SOPs are in place and implemented for
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communications between the local jurisdiction EOC and JFO, as well as
with local jurisdiction LSAs and PODs and integrated into overall
communications plan with the state, FEMA, private sector, and other
external agencies and vendors.
Approach: It is advised to develop a communication plan that allows the logistics staff to
communicate with other counties and cities and up to the state, as well as, with adjacent
jurisdictions.
The plan would be the main guide for establishing communications from the field operations
(LSA) to PODs to the local EOC. Constant communication ensures that everyone is
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
(Q94) What roles and standard processes and procedures are established for
local jurisdiction logistics personnel?
Intent: An experienced, comprehensive and well trained logistics staff increases the
jurisdiction’s ability to respond 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 local jurisdiction does not have standards in place for logistics roles.
The local jurisdiction identifies roles for critical logistics personnel.
The local jurisdiction identifies roles and associated processes and
procedures for all logistics personnel.
The local jurisdiction has training requirements and a ―job book‖ available
for each role. Resources have been identified to meet those requirements.
All logistics personnel have completed 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.
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Participate in exercises to increase experience and identify shortfalls.
Reference: NIMS, 2008, pp. 19-20
4.3
Logistics Quality Management
4.3.2
(Q97) How does your local jurisdiction assess disaster logistics preparedness
and capabilities?
Intent: Assess local jurisdiction capabilities to ensure that the logistics personnel can
accomplish their logistics mission.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction has limited ability to assess logistics preparedness
levels through self assessment, outside review, compliance monitoring, or
actual major incidents.
The local jurisdiction conducts occasional self assessment, but does not
have a formal methodology.
The local jurisdiction conducts self assessments to evaluate logistics
preparedness level on a regular basis.
Self assessment and other state or FEMA peer reviews to assess logistics
preparedness levels are conducted on a regular basis.
The local jurisdiction combines internal and external preparedness
assessments with risk assessments and resource prioritization in order to
meet local jurisdiction 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 local jurisdiction should be able to gauge staff readiness and
preparedness levels. Invite other agencies to participate as evaluators during exercises. 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
4.3.4
(Q99) What institutional procedures does your local jurisdiction have in
place to incorporate lessons learned and shortfalls into logistics planning?
Intent: Assess local jurisdiction capabilities by using lessons learned and AARs to determine
where to focus improvement efforts.
Capability:
Static
The local jurisdiction does not have a formal continuous improvement plan
in place.
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Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction conducts informal evaluations of past performance
and best practices captured from past incidents and exercises.
The local jurisdiction utilizes lessons learned, evaluations, and exercises to
identify areas needing improvement.
The local jurisdiction utilizes lessons learned, evaluations, and exercises and
external local jurisdictions lessons to identify areas for improvement.
The local jurisdiction 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 local jurisdiction has
the capability for 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 the state 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
(Q100) What ongoing logistics training and exercise plan does your location
jurisdiction have
Intent: Determine the level of logistics staff expertise and training needed.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not have a training and exercise plan in place to
build and assess logistics capabilities.
The local jurisdiction has cursory training and exercise programs with some
emphasis on rudimentary logistics functions.
The local jurisdiction has established a training and exercise plan
specifically designed for building and assessing logistics capabilities.
The local jurisdiction has jurisdiction benchmarks with other organizations.
The local jurisdiction has an established and implemented training and
exercise plan for building and assessing logistics capabilities. Shortfalls are
identified and incorporated into the local jurisdiction’s 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 exercise. Utilizing HSEEP-mandated practices for exercise program
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management, design, development, conduct, evaluation, and improvement of planning should be
a standard for the jurisdiction.
Reference: National Preparedness Goal, 1st ed., 2011, p. 7
4.4.2
(Q101) What standard methodology does the local jurisdiction have in place
for collecting and storing logistics data from past incidents and exercises?
Intent: Collecting, storing, and analyzing data from previous exercises and real incidents
prevents the agency from repeating mistakes and provides training materials for the 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 local jurisdiction does not capture lessons learned from real-world
incidents or exercises.
Key local jurisdiction 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
other federal, states, and local disaster agencies.
The local jurisdiction’s electronic repository of incident and exercise
lessons learned information is maintained in a system that 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
4.4.4
(Q103) How has your local jurisdiction 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)
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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 local jurisdiction disaster logistics organization is not familiar with
state, FEMA, and DHS doctrinal documents.
The local jurisdiction disaster logistics key planning and strategy personnel
have a basic understanding of concepts and guidelines outlined in state,
FEMA, and DHS documents.
The local jurisdiction disaster logistics personnel adopted state, FEMA, and
DHS doctrine, and key personnel are trained and educated on existing
documents, updated versions of existing documents, and newly published
documents.
The local jurisdiction disaster logistics personnel are HSEEP Train-theTrainer certified and deliver training to cooperating organizations.
All local jurisdiction 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
4.5.1
(Q104) What is the level of disaster logistics technology automation used in
the local jurisdiction?
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 local jurisdiction
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
The local jurisdiction 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 integrated with local jurisdiction information systems.
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Collaboration
Synchronized
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, jurisdictions 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
5.
Property Management
5.1
Property Management Personnel
5.1.1
(Q106) What is the local jurisdiction capability to warehouse and distribute
commodities to impacted populations using vendor managed inventory
(VMI) and/or jurisdiction-owned commodities?
Intent: Be prepared to distribute commodities during the first 72 hours after an incident. The
local jurisdiction 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
The local jurisdiction does not have warehouse capability or personnel.
Functional
The local jurisdiction has limited warehouse capabilities to store and
manage critical commodities.
Horizontal
The local jurisdiction has a staff of trained warehouse personnel that
Integration
manage commodities. Commodities can be moved to impacted populations
using jurisdiction transportation or transportation contracts. The local
jurisdiction has visibility of load arrival to PODs and LSAs
External
The local jurisdiction has a staff of trained warehouse personnel that
Collaboration
manage commodities drawn from the region and in accordance with MOUs
and MOAs.
Synchronized
The local jurisdiction has real time, in-transit visibility and scalability of
operations to support catastrophic incidents and has coordinated with state
and FEMA Region.
Approach: Staff experienced and trained in commodity warehousing and distribution can come
from within the agency, from non-logistics sections, or from agencies outside the emergency
management community. MOUs would ensure that the staff could be deployed to assist with or
run warehouse operations during an incident. However, not all jurisdictions can afford a staff to
manage warehousing operations. Actions for consideration include:
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Determine warehouse requirements.
Select a location that supports the local jurisdiction or state. Determine if more than one
is required and where it should be strategically located.
Develop a source of funding and staffing.
Look into the sharing of 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
(Q107) Does the local jurisdiction have an Accountable Property Manager
(APM) responsible for local jurisdiction owned commodities and equipment?
Intent: Accountability of non-consumable equipment, leased, rented or state-owned property
such as radios, vehicles, and generators is essential. Equipment that is not accounted for can be
lost or misdirected and increases response and recovery costs. Having an APM and procedures
is the key to maintaining accountability.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The jurisdiction does not have an APM.
The jurisdiction does not have an APM, but other local jurisdiction EM
employee(s) has (have) received informal training on property procedures.
The jurisdiction has trained an APM who also has other responsibilities.
The local jurisdiction depends on regional partners to provide trained APMs
available during disaster responses.
The jurisdiction has full-time, dedicated APMs in logistics EM
organization(s) that have coordinated processes, training, and exercises.
Approach: The local jurisdiction should:
Determine which agency has either statutory responsibility or designated APMs as part of
its organization.
Task responsibility for receiving and distribution to the appropriate agency.
Develop emergency procedures or adapt daily property accountability procedures for
disaster operations.
Train personnel in property accountability procedures.
Incorporate property accountability in exercises.
Reference: Task Book for the Position of Logistics Section Chief Type 1 and Type 2, 1993
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5.2
Warehouse and Facility Management
5.2.1
(Q108) What warehousing requirements has your local jurisdiction
determined are needed to support impacted population?
Intent: Local jurisdictions should be prepared to distribute commodities in the first 72 hours, as
well as maintain sustained commodity warehousing throughout response and recovery. The
jurisdiction 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 local jurisdiction has not determined required warehouse needs, nor has
it selected a warehouse location.
The local jurisdiction has determined warehouse locations for its warehouse,
but does not have a lease or ownership of the warehouse.
The local jurisdiction 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 local jurisdiction 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 local jurisdiction 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 state and are funded through the life cycles of the commodities.
Approach: Recommended actions:
Determine warehouse requirements.
Determine one or more locations that support the local jurisdiction or state.
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
5.3.2
(Q110) What level of visibility does the local jurisdiction 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
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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 centralized data base allowing total asset visibility.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not have a process to track local jurisdictionowned equipment.
The local jurisdiction’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 jurisdiction-owned equipment to local jurisdiction logistics personnel.
Either organically or through contractor support, equipment management
processes are documented. A COP is provided to appropriate local
jurisdiction personnel.
Either organically or through contractor support, equipment management
processes are documented, standardized, and provide specific locations of
local jurisdiction owned equipment. A COP is provided to local jurisdiction
personnel and the state.
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.
If the jurisdiction does not have the necessary equipment on hand they can, if legally allowed,
have pre-disaster 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
5.3.4
(Q112) What level of visibility does your local jurisdiction 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
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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 local jurisdiction does not have visibility over leased equipment.
The local jurisdiction’s visibility of leased equipment is stovepiped and
provided by vendors, only when requested.
All leased equipment is visible to local jurisdiction personnel through a
comprehensive system and vendors ―push‖ changes to the local jurisdiction.
The local jurisdiction’s equipment visibility data is centralized and shared
with state and local jurisdiction partners. A COP is shared with all partners.
The local jurisdiction’s equipment visibility data is centralized and shared
with state and local jurisdiction partners. A COP is shared with all partners
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
Logistics Equipment Management and Maintenance
5.3.10
(Q118) What level of scalability does the local jurisdiction 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
Capabilities cannot be expanded (scaled) to meet post-incident
requirements.
Capabilities are sufficient to adequately manage and maintain equipment
pre-incident and post-incident for minor hazard responses.
Capabilities are sufficient to adequately manage and maintain equipment
pre-incident and post-incident for all but major hazard responses.
Capabilities are sufficient to adequately manage and maintain equipment
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.
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Synchronized
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
(Q119) What level of visibility does the local jurisdiction have of organic
commodity inventory?
Intent: Without knowing how many resources are readily available, particularly at facilities
used for PODs and LSAs, emergency managers cannot accurately determine how much state or
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 9-1-1 centers, EOCs, and
multi-agency coordination entities.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not have visibility of inventory.
Inventory visibility is stovepiped.
Local jurisdiction owned inventory is visible to local jurisdiction personnel
through a comprehensive system.
Integrated inventory management is shared with local and state partners
through a comprehensive system. A COP is shared with all partners.
Integrated inventory management is shared with local and state partners
through a comprehensive system. A COP is shared with all partners 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
5.4.3
(Q121) How scalable are the local jurisdiction’s commodity management
capabilities?
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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
Local jurisdiction capabilities cannot be expanded (scaled) to meet postincident requirements.
Local jurisdiction capabilities are sufficient to adequately manage and
maintain inventory pre-incident and post-incident for minor hazard
responses.
Capabilities are sufficient to adequately manage and maintain inventory preincident and post-incident for all but major hazard responses.
Capabilities are sufficient to adequately manage and maintain inventory 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 for a major or catastrophic hazard
response.
Approach: Develop plans and procedures, and assign roles and responsibilities to internal and
external agencies, and incorporate them in the information technology management system.
Reference: EMAP, EMS, 2010, p. 9
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9.0
CAPSTONE LOCAL CONTENT QUESTIONS
This section addresses questions related to a highly proficient disaster logistics response
capability. After each question there is an ―Intent‖ section that provides additional context to the
question and how it relates to the relevant logistics core competency. After the capability level,
the next section is ―Approach.‖ The approach provides suggestions and helpful advice that you
can consider when answering the question. Lastly, the ―Reference‖ section lists the appropriate
guidance that relates to the question.
1.
Logistics Planning
1.1
Plans Development
1.1.1
(Q1) Has your local jurisdiction identified the most likely catastrophic
disaster scenario and its impacts?
Intent: Identifying impacts of catastrophic (worst case) 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 local jurisdiction has not identified a catastrophic disaster scenario.
The local jurisdiction has identified the most likely catastrophic disaster
scenario.
The local jurisdiction has included inputs from local govt. agencies for
catastrophic scenario and its impacts.
The local jurisdiction has included input from local and tribal, privatevendor partners, and other government and nongovernment organizations.
The local jurisdiction has coordinated catastrophic disaster scenario and
impacts with the state 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 the local emergency planning committee within the jurisdiction. From this data call,
you should be able to perform a risk assessment for your jurisdiction. 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 need to plan for common commodity and
equipment requirements and determine resources needed to address specific hazards.
The planning process should identify resource requirements based on the jurisdiction’s most
likely worst case threats and vulnerabilities and develop standard and redundant strategies to
obtain needed resources. There are a number of methods that can be used for identifying risks,
but all methods should:
Identify possible kinds of incidents and their related threats, risks, or consequences.
(What might happen?)
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Quantify the likelihood of an incident occurring. (How likely is it to happen?)
Assess the most likely magnitude of an incident. (How bad is it likely to be?)
Assess the percent of the population at risk from a hazard. (How many people might be
injured or killed?)
Assess impact severity or likely consequences of an 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 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, including needed equipment
and supplies.
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 local jurisdiction have a current formal logistics plan?
Intent: The local logistics plan should be uniform, consistent, and understood by partners
throughout the local jurisdiction, state, and the FEMA Region. This can be accomplished when
the jurisdiction reviews, and exercises the plan.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
The local jurisdiction has not developed a logistics plan.
The EOP has a logistics component, but the logistics section has not been
updated within the past 24 months.
The local jurisdiction has a comprehensive logistics plan that has been
adopted throughout the local emergency management agency (EMA) and
has been updated within the last 24 months.
The local jurisdiction has a comprehensive logistics plan that has been
adopted throughout the jurisdiction and coordinated with regional, state,
private, and federal partners. The plan has been reviewed and updated
within the last 24 months.
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Synchronized
The local jurisdiction has a comprehensive logistics plan that has been
adopted throughout the jurisdiction and coordinated with regional, 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 resource
requirements, shortfalls, and inventories consistent with the Threat and Hazard Identification
Risk Assessment (THIRA).
Your logistics plan should include objectives and implement procedures that address how to
identify, locate, acquire, store, maintain, test, distribute, and account for services and materials
needed to address the hazards identified by your jurisdiction.
Objectives should be established by conducting periodic gap analyses and exercises. The
logistics plan is exercised to identify shortfalls or changes within various agencies that are
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 the budgeting, buy-in from senior leaders, mutual aid agreements, memoranda of
understanding (MOU), contractual service agreements, or business partnerships and the 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 through
mutual aid, federal assistance, contracts, 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, and changes to correct problems and shortfalls, plans
should be formally approved by an appropriate level of jurisdiction emergency management
leadership.
Reference: Developing and Maintaining Emergency Operations Plans: Comprehensive
Preparedness Guide (CPG) 101, 2010, pp. 3-14, 3-15, C-11; EMAP, Emergency Management
Standard (EMS), 2010, p. 9
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1.1.3
(Q3) How does the local jurisdiction 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 local jurisdiction does not utilize modeling to support identifying
logistics support requirements.
The local jurisdiction has used modeling sources to identify logistics
support requirements.
The local jurisdiction uses modeling to determine logistics support
requirements and identify and prioritize critical commodities. The results
are coordinated within the local EMA.
The local jurisdiction 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 local jurisdiction uses modeling analysis 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), and to coordinate results and planning factors with the state
and FEMA Region.
Approach: To assess whether the local jurisdiction 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 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: CPG 101, 2010, p. 4-9
1.1.4
(Q4) Does your local jurisdiction’s 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
125
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 local jurisdiction does not consider the eight scenarios when developing
plans.
The local jurisdiction logistics plan addresses one or more of the eight key
scenarios.
The logistics plan addresses or can support all eight key scenarios.
The local jurisdiction support plan identifies other organization, agency,
region, or state plans that can be a basis of planning integration or mutual
support.
The local jurisdiction support plan includes an established collaboration
process with other regional plan holders at the local and state level in order
to integrate with those plans.
Approach: The jurisdiction should conduct various levels of exercises to determine plan
comprehensiveness. 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 the jurisdiction’s objectives.
Using participant feedback, the jurisdiction 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, 2010, pp. 16; NPG, 2007; National Response Framework (NRF), 2008, pp. 74-75
1.1.5
(Q5) How is (are) your local jurisdiction’s 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
The plans are not or are infrequently reviewed or updated for logistics
support feasibility.
The plans are reviewed periodically.
126
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction EMA and Logistics Section Chiefs established a
recurring timeline to review the plan(s).
The local jurisdiction Logistics Section Chiefs include input from local,
tribal, private partners, and other governmental and nongovernmental
agencies during logistics plans reviews.
The local jurisdiction logistics plan(s) is reviewed for compliance with
governmental regulations and policies at least annually or as required by
local protocol. The plan(s) is evaluated through exercises, training, realworld incidents, or after action reports and coordinated with the state and
FEMA Regional office.
Approach: It is recommended that you review the logistics plans to ensure that they are current
and feasible and that they meet internal and external stakeholders requirements.
Training and exercises should be conducted to evaluate the plans. After an incident, AAR
should be developed based on feedback from incident participants. AARs should identify areas
of strengths and areas for improvement and include recommendations based on the identified
areas.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. 426; National Preparedness Goal, 1st ed., 2011, p. 10
1.1.6
(Q6) How does the local jurisdiction exercise its logistics support plans?
Intent: Jurisdictions conduct exercises to determine the level of operational knowledge,
expertise, and experience within the agency. It is the jurisdiction’s responsibility to determine
whether or not it has adequately assessed logistics capabilities.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The logistics concept of the support plans are not exercised.
The logistics concept of the support plans are exercised minimally.
The logistics concept of the support plans are exercised regularly at the local
level via tabletop, functional, or some other form of exercise.
The logistics plans are exercised with state, local, and tribal EM authorities,
private vendors and other outside partner participation.
The logistics plans are exercised routinely on a recurring and documented
schedule and include state and FEMA Regional participation. After action
reports and lessons learned are produced and used to update and improve
plan.
Approach: Logistics support plan exercises validate planning assumptions, processes,
procedures, and provide the practical experience required to support a disaster response
operation without the consequences associated with a real incident.
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Employing the Homeland Security Exercise and Evaluation Program (HSEEP) model to conduct
exercises should be beneficial. Conducting exercises can increase confidence and can be used as
a basis to update and improve the logistics support plans.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, pp. 425, 4-26; NPG, 2007, pp. 5-6; National Preparedness Goal, 1st ed., 2011, p. 14
1.1.7
(Q7) How is your local jurisdiction’s logistics plan incorporated into the
overall EOP? 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 MREs per day due to a lack of resources such as kitchens and
transportation.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Logistics considerations 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, and 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 state participation.
Exercise results are captured and used as the basis to update EOP.
Approach: It is recommended that your logistics plan be evaluated in context of operational
plan objectives to determine the gap between what the plan requires and actual internal and
external resource requirement availability. This review should be completed on a recurring
basis.
Identify requirements and shortfalls by conducting periodic comprehensive assessments. As an
example, requirements could include feeding the affected population and determining if the
logistics approach is feasible. For instance, 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?
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
128
or develop private partnerships? Can you rely on nongovernment organizations (NGOs) to
leverage additional resources?
Conduct various levels of exercises from tabletop to full scale, and utilize 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, 2010, pp. 314, 3-15, C-11; EMAP, EMS, 2010, p. 9
1.1.8
(Q8) How does the local jurisdiction’s EOP meet requirements outlined in
Comprehensive Planning Guidance (CPG) 101?
Intent: CPG 101 (FEMA, 2010) provides guidance for developing EOPs. 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 EM 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 local jurisdiction is not aware of the CPG 101.
The local jurisdiction is aware of the CPG 101 and has developed an EOP.
The local jurisdiction has established response functions that support its
CONOPS, government functions, policies, and resource base.
The local EOP includes organizational tasking and instructions to
accomplish agreed upon actions in various MOUs.
The local 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 process of planning is as important as the resulting document.
Plans are not scripts to be followed to the letter, but should be flexible and adaptable to the actual
situation. 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.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010
1.1.9
(Q9) How does the local jurisdiction capture logistics response requirements
for a catastrophic disaster?
129
Intent: Jurisdictions establish resource management procedures and policies that are applicable
to all levels of emergencies within their jurisdiction, including routine emergencies. A
catastrophic (worst case) incident does not mean just working faster and harder. Catastrophic
logistics planning incorporates joint, multi-jurisdictional, and regional operations.
To plan for and assess logistics support required to respond to a catastrophic incident,
operational areas or emergency support functions (ESF) should identify requirements to
accomplish their missions during the incident or scenario. Logistics planners should ensure that
to the greatest extent possible, missions are logistically feasible. Exercises should include ESFs,
nongovernmental agencies, volunteers, donations, private vendors, and state and FEMA
Regional personnel.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction logistics organization is unaware of the catastrophic
scenario response requirements.
The local jurisdiction has identified some catastrophic incident logistics
response requirements.
The local jurisdiction has received logistics support requirements input from
operational areas or ESFs to support a catastrophic planning scenario.
The local jurisdiction has received input from operational areas on required
logistics support for a catastrophic planning scenario and coordinated the
support plan with external source providers, including private vendor
partners, government and nongovernment agencies, and state and FEMA
Region.
The local jurisdiction’s logistics organization has developed a support plan
and exercised this support plan with the neighboring jurisdictions, state, and
FEMA Region.
Approach: It is recommended that you evaluate the resource requirements in the catastrophic
scenarios based on your hazard analysis. The logistics planning staff needs operational input to
determine logistics support requirements, such as equipment, commodities, and when and where
the support is required.
You could coordinate with external resource providers including private vendor partners,
government and nongovernmental agencies including your state and FEMA Region. You cannot
accomplish everything at one time you have to be able to apply resources as they are needed and
available. Developing a time-phased deployment plan lays out when resources are needed, when
to order resources to meet the requirement, and should be incorporated into the catastrophic plan.
The logistics planning staff should participate in any regional or catastrophic planning efforts.
Logistics planning should encompass regional cooperation, regional and inter-local mutual aid,
federal support, pre-incident contracting, and private-public partnerships to meet catastrophic
resource needs.
Conduct various levels of training and exercises from tabletop to full-scale exercises involving
various ESFs, regional partners, nongovernmental agencies, voluntary organizations active in
130
disasters (VOADs), private vendors, state, and FEMA Regional personnel using information
learned to update plans and responsibilities.
Reference: NPG, 2007, p. 21
1.1.10
(Q10) If the local jurisdiction has considered a catastrophic disaster
scenario(s) and its impact, what type of catastrophic scenario response
planning is accomplished?
Intent: The jurisdiction should determine logistics requirements for catastrophic (worst case)
scenarios and determine the effectiveness of the catastrophic disaster plan by coordinating with
adjacent jurisdictions and regional partners, conducting various levels of exercises, and utilizing
lessons learned from exercises to update and improve the plans.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
A catastrophic scenario was not defined.
A catastrophic scenario was developed, but no response plan was
constructed.
A catastrophic scenario response plan was developed and coordinated with
the local jurisdiction all-hazards plan.
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 agencies, private partners, and other government and
nongovernment organizations. The plan is exercised.
Approach: Logistics planning is a deliberate process and includes a time-phased deployment
plan. It is recommended that you evaluate resource requirements for catastrophic scenarios
based on a hazard analysis. The logistics planning staff should have operational input to
determine logistics support requirements needed to support a catastrophic planning scenario.
It is recommended that you coordinate with external resource providers, private vendor partners,
government organizations, NGOs, state and FEMA Region. The Red Cross, Salvation Army,
and National Guard are examples of organizations with which you should coordinate.
The logistics planning staff should consider regional cooperation, regional and inter-local mutual
aid, state and federal support, pre-incident contracting and private-public partnerships to meet the
catastrophic resource needs.
The logistics planning staff should participate in any regional or catastrophic planning efforts.
Conduct various levels of training and exercises from tabletop to full-scale exercises. ESFs,
regional partners, NGOs, VOADs, private vendors, the state, and FEMA Regional personnel
should be involved, using the information learned to update plans and responsibilities.
131
Reference: National Preparedness Goal, 1st ed., 2011, p. 9
1.1.11
(Q11) How does the local jurisdiction determine the quantities and types of
critical commodities needed to support affected populations during the first
72 hours of a likely catastrophic scenario?
Intent: This question should prompt you to consider requirements for life sustaining
commodities, such as water and shelf stable meals, and the supporting staff and equipment that
could be required to meet the requirements of the affected population.
When incidents occur, whether they are no notice incidents such as earthquakes or events that
provide some lead time such as hurricanes, the time it takes for the logistics supply chain to catch
up to the levels required to meet the needs forecasted can be a few days. Through planning,
logisticians determine the quantity required to provide initial commodities. There are various
methods logisticians can use to meet initial requirements, such as stockpiling or warehousing
initial quantities of commodities, mutual aid commodities from neighboring jurisdictions, vendor
managed inventories from private vendors, coordination with state or FEMA logistics, or a
combination of all.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Commodity requirements to support a population have not been determined
for a likely scenario.
Commodity requirements have been calculated based on the impacted
population of a likely scenario.
Commodity requirements to support population in likely scenario have been
calculated and validated throughout the jurisdiction.
Commodity requirements have been calculated with the aid of a recognized
tool (e.g., USACE modeling, etc.) to support an expected population using
catastrophic modeling. Results have been shared with private vendors and
other involved local agencies.
Commodity requirements have been calculated to support populations using
a recognized tool (e.g., USACE modeling, etc.) and based on likely scenario
catastrophic modeling. The plan has been synchronized with the state and
results have been shared with private sector and other involved local
agencies.
Approach: You should determine the jurisdiction’s hazards and risks and use modeling to
determine how populations could be affected. USACE modeling can be used to determine
resource requirements for the first 72 hours. Consider the capacity or ability to warehouse all or
a portion of the initial requirement. Coordinate pre-incident contracts with commercial providers
and identify and plan for the requirements and shortfalls that your jurisdiction cannot support.
To determine whether or not the jurisdiction has adequately addressed the procurement of
supplies and commodities in your jurisdiction, consider the following:
132
Identify the hazards and threats facing the jurisdiction.
Determine the affected or potentially affected population.
Determine immediate resource requirements for the first 72 hours and for the long term.
Determine requirements for warehousing commodities ahead of time.
Identify resources by coordinating with internal and external sources, to include
commercial resources.
Identify and consider how the state plans to provide supplies and commodities.
It is recommended that you identify vendors and suppliers for critically needed commodities to
cover all all-hazard situations and have the capability to engage in ordering and securing
purchases. You should be fully prepared to provide necessary commodities in all-hazards
scenarios, and have pre-identified sources for required commodities.
It is recommended that you address logistics staging and all required resource support personnel
and equipment additionally. Identify PODs and required resource support personnel and
equipment that your jurisdiction could require.
Reference: EMAP, EMS, 2010, p. 9
1.1.12
(Q12) How does the local jurisdiction’s emergency operations and/or logistics
plans address donated goods and resources management?
Intent: After a significant incident occurs, the public often looks for ways to help. Effectively
managing unsolicited goods, services, and cash donations is important. These unsolicited
donations are resources that can either be added to the recovery effort or could overwhelm the
jurisdiction and cause storage problems. A detailed donations management plan is essential to
the planning process.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Plans do not address unsolicited donations.
Plans identify some means of dealing with unsolicited donations.
Plans include basic steps to manage donations at the local level.
Plans for handling donated goods are coordinated with local and tribal
governments, as well as private vendors and nongovernment partners.
Plans describe a detailed process used to manage unsolicited donations at all
levels and include the use of the national Aidmatrix or an equivalent system.
Approach: It is recommended that voluntary organizations manage their donations. Form a
planning team including voluntary agencies (VOLAG), NGOs, and other stakeholders to develop
a Volunteer and Donations Management Support Annex, which includes functions to facilitate
collection and track offers for effective matching of offers and requirements. Incorporate the
annex into the overall logistics support plan.
The plan should:
133
Identify and describe actions required to collect, sort, manage, and distribute in-kind
contributions, including methods for disposing of or refusing unacceptable goods.
Identify and describe actions required to coordinate donation management issues with
neighboring districts and the local jurisdiction’s donations management system.
Describe the process used to tell the general public about the donations program,
instructions on items to bring and not to bring, scheduled drop-off sites and times, how to
donate cash, and a process for issuing routine updates.
Identify and describe actions required to handle the influx of spontaneous volunteers.
Identify and describe how to receive, manage, and distribute cash contributions.
Pre-identify sites that could be used to sort and manage in-kind contributions, such as,
private warehouses or government facilities.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, pp. C19, C-26; EMAP, EMS, 2010, p. 9
1.1.13
(Q13) How do the local jurisdiction’s logistics plans address the use of walkin volunteers?
Intent: As with unsolicited donations, walk-in, spontaneous and unaffiliated volunteers can
interfere with recovery if not properly managed and integrated into the recovery. 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 the how to identify and utilize volunteers and the
concept for their support.
The local jurisdiction works with external volunteer organizations to plan
how to incorporate volunteer support.
Logistics plans describe the process to identify, deploy, utilize, support, and
demobilize affiliated and spontaneous unaffiliated volunteers.
Approach: The donations and volunteer plans should be combined into one document. The
jurisdiction should have a method to manage unsolicited donations at all levels and could include
the use of 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 and/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 pool. Assigning
134
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, 2010, p. C-19
1.1.14
(Q14) Have safety equipment and procedures been addressed in logistics
plans and operational activities?
Intent: Maintain a safe work environment for all staff and volunteers at the various POD and
LSA locations. 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 all
safety requirements are met. Provide training and licensing renewal as recommended and
required.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Safety procedures and equipment have not been accounted for in local
jurisdiction’s plans and operational activities.
Local jurisdiction uses informal methods to assure appropriate safety
equipment is available. Informal safety procedures have been established
and safety officers are assigned on an ad hoc basis.
Local jurisdiction has formal plans and methods for distributing safety
equipment to distribution sites. Safety procedures have been formalized and
documented. Local jurisdiction has identified a cadre of Safety Officers.
Local jurisdiction conducts training for distribution site personnel and
exercises with local and tribal organizations to assure safety equipment and
other items are available and accounted for at distribution sites. Safety
procedures are followed. Safety officers are formally trained to accomplish
their tasks.
Local jurisdiction conducts regular safety training and exercises for
distribution site personnel and safety officers using established safety
procedures. Conducts regular reviews of safety equipment 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
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 Course, IS 26 and the FEMA/USACE Guide to Points of
Distribution provides instructions for POD operations.
Reference: National Preparedness Goal, 1st ed., 2011, p. 13
135
1.1.15
(Q15) What security provisions are made for distribution points?
Intent: POD security should be a local responsibility. Security is important, especially
following an incident. Some people may see an opportunity for self gain or profit from those
that are affected by the incident. Unsecured commodities could be open to theft and pilfering
that can lead to more serious problems, such as panic in a population that incorrectly perceives
that supplies will run out or that certain people are getting favorable treatment over others.
The disaster incident may be severe enough that local security resources could be inadequate.
Therefore, local jurisdictions should be prepared to request additional security resources when
POD operation commences, if needed.
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 whether the jurisdiction is operating a secure location
using local and deployed security resources.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not ensure that distribution points are protected.
The local jurisdiction has an informal review process to ensure that
personnel are available to protect distribution sites.
Local police are on hand in the event they are needed to protect distribution
points.
Local police, contracted security officers, and other security personnel have
been identified and vetted with the local and tribal organizations, possibly
the state.
The local jurisdiction conducts regular training and exercises to ensure local
police, contracted security personnel, and other security personnel
understand their roles in protecting distribution sites. These personnel have
been vetted with the local and tribal organizations, as well as the state.
Approach: It is recommended that the local jurisdiction complete a security assessment to
address security and traffic concerns in their plans as evaluated by local law enforcement. You
could then determine shortfalls as they are identified. As the situation unfolds 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
1.1.16
(Q16) How are logistics requirements identified for evacuating local residents
and visitors, and receiving evacuees from other jurisdictions or areas?
Intent: The jurisdiction should be prepared for logistical challenges associated with catastrophic
mass evacuations to include, but not be limited to sheltering, mass feeding, and transportation.
136
Ensure there are processes and resources to evacuate individuals from your jurisdiction or to
accept disaster survivors from another jurisdiction into yours.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
There are no evacuation logistics requirements identified for evacuating
citizens or receiving disaster survivors from other jurisdictions.
Logistics requirements have been identified for evacuating residents and
visitors and receiving disaster survivors from other jurisdictions are
identified but not sourced.
Logistics requirements for evacuating residents and visitors and receiving
disaster survivors from other jurisdictions are identified in evacuation plans.
Logistics requirements for evacuating residents and visitors and receiving
disaster survivors from other jurisdictions and sources of support are
identified in evacuation plans.
Logistics requirements for evacuation and survivor reception are identified,
contracts are in place, and the plan has been exercised.
Approach: Remembering that there are two types of evacuees, self evacuees and governmentassisted evacuees. Therefore, the jurisdiction should be prepared to handle an influx of both. By
working with local and tribal governments, the private sector, other government organizations,
NGOs, the state, VOADs and FEMA Regions consider using a task force concept to identify and
exercise, a mass evacuation plan and support requirements for evacuees and survivors. Consult
the identified logistics requirements based on population protection annex of CPG 101, v. 2.0,
pg. C-24.
Develop a long term strategy for sheltering mass evacuees following a catastrophic incident
within your jurisdiction or in another jurisdiction with your jurisdiction acting as host.
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 jurisdictions that could be expected
to arrive in your state and the number that will care.
Pre-identify locations to stage required resources to support the evacuees and survivors.
Conduct route planning.
Pre-identify staging and mobilization areas and determine how to inform the public of
these locations.
Identify transportation requirements, route planning, and providers.
Identify fuel requirements for evacuation vehicles.
Identify feeding resources (food service or supplies), shelter supplies (cots or blankets),
and equipment.
Identify staff and support requirements.
Reference: National Preparedness Goal, 1st ed., 2011, pp. 12, 14
1.2
Contingency Planning
137
1.2.1
(Q17) How are risks associated with the local jurisdiction’s logistics plans
addressed?
Intent: Local jurisdictions 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. Local jurisdictions should identify and evaluate similar potential risks prior to an
incident and base plans on credible threats, hazards, vulnerabilities, and consequences. Local
jurisdictions 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 local jurisdiction logistics planning factor risks are identified
and workarounds established.
Logistics planning risks for local, tribal, private sector, government and
nongovernmental partners are identified and workarounds established and
exercised.
Logistics planning has taken an all-hazards approach to identifying risks and
has identified contingency workarounds with all local, regional and state
partners.
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.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, pp. 47, 4-11; NPG, 2007, p. 6
1.2.2
(Q18) How does the local jurisdiction identify logistics resource shortfalls?
Intent: Few, if any, jurisdictions can afford to acquire every piece of equipment or commodity
needed in all incidents. Evaluate resource requirements that might be needed for the hazards
recognized in the THIRA, Comprehensive Emergency Management Plan (CEMP) EOP and the
eight key scenarios outlined in the NRF.
Capability:
Static
Functional
Horizontal
Integration
External
Logistics shortfalls are not identified.
Some logistics shortfalls are identified.
The local jurisdiction has identified equipment (generators) and commodity
(water, meals, ice, or tarps) shortfalls.
The local jurisdiction coordinates with local and tribal jurisdictions, private
138
Collaboration
Synchronized
sector, and government and nongovernment agencies to identify shortfalls
and address filling shortfalls or developing workarounds.
The local jurisdiction works with state to identify disaster response logistics
shortfalls and develops an action plan to meet shortfall needs. Local
jurisdiction also utilizes the Hazard Mitigation Grant Program as a funding
avenue for mitigation planning.
Approach: It is recommended that logisticians identify jurisdiction capabilities using mutual aid
and pre-incident contractors, identify required resources, and determine the shortfalls. From the
difference, the logistician can try to procure required resources from federal agencies, mutual
aid, VOLAGs, or through private sector.
Reference: Local Multi-hazard Mitigation Planning Guidance, 2008, pp. 3-5; EMAP, EMS,
2010, p. 9
1.2.3
(Q19) How has the local jurisdiction developed plans to establish and
maintain logistics support for recovering a significant number of fatalities?
Intent: Fatality management services, including body recovery and victim identification,
require state and local authorities working together to provide logistics support. Such support
might include refrigeration and storage capabilities; interment equipment, and recovery
equipment.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction has not determined planning requirements.
The local jurisdiction has completed an analysis of requirements to establish
and maintain operations to recover a significant number of fatalities.
The local jurisdiction has developed plans to establish and maintain
operations to recover a significant number of fatalities.
The local jurisdiction has coordinated plans and SOPs with other state,
local, tribal governments, external partner agencies, organizations, and
private vendors.
The local jurisdiction has clearly identified all requirements. All plans and
SOPs have been documented and exercised regularly with all participants.
Approach: At a minimum, involve medical examiner or coroner, EM, public health, hospitals,
and funeral directors in developing plans and procedures. Consider law enforcement partners
who might be concerned with evidence preservation.
Develop plans, procedures, protocols, and systems for: scene operations, morgue operations,
ante- and post-mortem data management, victim identification, final disposition, and fatality
surge.
Develop and implement training and exercise programs for fatality management.
139
Reference: National Preparedness Goal, 1st ed., 2011
1.3
Distribution Planning
1.3.1
(Q20) What access to information on post-disaster damage to transportation
infrastructure does the local jurisdiction logistics team have?
Intent: Logisticians must be aware of the disaster effect on the transportation and distribution
infrastructure (roads, rail, ports, and air facilities) in order to bring in the required resources and
commodities. Having a COP offers a standard overview of an incident and provides 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
establish alternative delivery or transportation modes. Working with ESFs can help set priorities
for clearing roads and restoring transportation infrastructure.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not have visibility of transportation infrastructure
post-incident reconnaissance or assessments.
The local jurisdiction has a POC or knows where to access post-incident
transportation infrastructure information.
The local jurisdiction can access information on main artery infrastructure
availability, e.g., interstates, U.S. highways, and local surface arterials.
Transportation infrastructure post-incident assessment is accessible for all
transportation and distribution capabilities and workarounds, and re-routing
processes are available.
Transportation infrastructure post-incident assessment capabilities are
assessable using GIS technology and data is coordinated with disaster
logistics operations and distribution management organizations.
Approach: Jurisdiction 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 the 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 local public works, or 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.
140
Traditionally, the Planning Section prepares maps with various symbols to show the 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
(Q21) How are local jurisdiction’s LSAs addressed in plans?
1.3.2
Intent: Finding open ground areas with prepared surfaces for storing material, warehousing,
administration, and transportation infrastructure that can support the affected areas.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Local jurisdiction LSAs are not identified in plans.
Local jurisdiction LSAs are informally identified.
Local jurisdiction LSAs are identified and codified in plans and can support
local jurisdiction requirements.
Local jurisdiction LSAs are identified and management responsibility is
assigned and coordinated with affected agencies. Requirements include
personnel, equipment, and communication processes.
Local jurisdiction LSAs are identified. Throughput needs and site layout
and operations are verified and exercised include state participation.
Approach: Pre-identifying LSAs 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 (AO).
Identify possible LSAs within each AO.
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 select local jurisdiction LSA
sites?
Intent: LSAs 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.
141
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Local jurisdiction LSA locations are chosen arbitrarily.
Local jurisdiction LSA locations are selected based on geographical
considerations.
Local jurisdiction LSA 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.
Local jurisdiction LSA locations are selected based on operational
requirements and historical infrastructure and transportation route damage
information. Pre-identified locations are validated with local, tribal, and
state organizations.
Local jurisdiction LSA locations are selected based on operational
requirements and historical records for infrastructure and transportation
route damage. Pre-identified locations have been validated with local,
tribal, and state and are exercised to validate site feasibility.
Approach: You should consider selecting a location based on proximity to historically affected
areas. The footprint of the LSA selected must accommodate the quantity of trucks and
commodities needed to support the anticipated affected population. The amount of site
preparation (electricity, phone, fencing, toilet facilities) required and the road network capacity
to facilitate the flow and anticipated volume should be considered.
Reference: EMAP, EMS, 2010, p. 9
1.3.4
(Q23) How are the local jurisdiction staff and material requirements for local
LSA 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 material are identified and sourced.
If staffing is done through local partners, those organizations have provided
specific units and equipment they will assign to execute the local LSA
mission.
Staffing and material requirements have been identified and sourced in
advance.
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.
142
Establish MOUs and pre-incident contracts as needed. Where shortfalls exist identify additional
resource requirements such as mutual aid with local or tribal agencies, private vendors, other
government and non-government organizations, VOADs, and identified trained volunteers or
Community Emergency Response Teams (CERT).
Reference: EMAP, EMS, 2010, p. 9
1.3.5
(Q24) To what extent have minimum commodity buffer (safety) stock levels
and restock protocols been established for local jurisdiction LSAs?
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 delay.
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
LSAs are established, but not exercised or implemented.
Predetermined minimum levels of resources and restocking protocols for
LSAs are established and implemented in accordance with National Incident
Management System (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 the data from your jurisdiction 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, situational 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 your 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 or 10% be sufficient? Requirements are reduced based on how
incidents progress.
Reference: NIMS, 2008, pp. 32-33
143
1.3.6
(Q25) How are PODs identified and typed in the local jurisdiction’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
jurisdiction. At a minimum, the need for PODs is acknowledged and incorporated into plans. At
the highest level, PODs are not only been identified and typed but they are fully integrated,
detailed planning has been conducted, on site planning is complete and they have either
exercised the plan and/or have gone through a physical setup of the site.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
PODs have not been identified in plans.
PODs have been identified in localities under the highest probable threat
and captured in plans.
PODs have been typed/classified (Type I, II, III) for localities under the
highest threat probability.
PODs have been identified and typed throughout the entire jurisdiction.
PODs identified and typed throughout local jurisdiction, coordinated with
external agencies including the state, 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
jurisdiction, consider the following questions:
Have you identified PODs in your plan? How detailed is the planning?
Is planning for PODs in an annex to the EOP or a separate plan?
Does your plan acknowledge all hazards or only the most 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 jurisdiction and are they identified or typed as
Type I, II, and III?
Have you coordinated your identified PODs with external agencies such as law
enforcement and VOLAGs?
Have you incorporated the ―Adopt a POD‖ program?
Have you provided the state with a copy of your resource management plan?
Or, if you are at the local level, have jurisdictions in your state identified their PODs for
your plan?
Has detailed planning been completed for each POD?
o Developed site sketches of the layout?
o Identified the staff and equipment requirements for the site?
o Identified the organization that could provide leadership and staffing of each site?
o Identified the source of material handling equipment (MHE) and other support
resources?
o Are they reliant on requesting state resources?
144
o Have POD operations been incorporated in exercises or have POD exercises been
conducted?
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) Does the local jurisdiction have a methodology in place to identify
POD locations?
Intent: Ensure that POD sites are established where they will best meet the needs of the
impacted population. Ensure the locations and types of required PODs are functional and can be
operated in a safe manner. Through POD exercises, the jurisdiction should be able to identify
and correct shortfalls and reduce the possibility of operational conflicts.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
POD locations are chosen arbitrarily.
POD locations are selected based on modeling of population density.
POD locations are selected based on population density modeling and
historical records are addressed for infrastructure damage. Local and tribal
organizations are aware of possible site locations.
POD locations are selected based on population density modeling and
historical records are addressed for infrastructure and transportation route
damage. Pre-identified locations are passed to neighboring local, tribal, and
state organizations as appropriate.
POD locations are selected based on population density modeling and
historical records are addressed for infrastructure and transportation route
damage. Pre-identified locations are coordinated with the state and shared
with FEMA Region. Locations have been exercised to validate site
feasibility.
Approach: Estimate the number of people that a POD might need to serve so that the number of
POD sites can also be identified. Several models, such as the USACE model, can be used to
calculate the potential number of people who do not have access to commercial power and the
number of PODs that might be needed. As an example, to identify the number of Type III PODs
needed to support that, the following could be used: population (approximate affected
population)/5,000 = (number of PODs needed).
Identify the general locations of PODs. The general locations of PODs can be determined by
population density and how commodities should be distributed in the jurisdiction. 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).
145
Consider adding additional general POD locations. It is important to consider any factors such
as tribal communities, isolated rural communities, and concentrations of population (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 jurisdiction parcel-level maps and neighborhood planning
details to identify the types of sites within each of the identified general locations.
Coordinate with local and tribal contacts and share the proposed locations of PODs to reduce the
possibility of a site being selected that could become problematic during a live incident. One
point to keep in mind is that planning is not beneficial if commodities cannot be placed into the
survivors’ hands in a timely manner.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. C-19
1.3.8
(Q27) How has the local jurisdiction captured the POD concept of support in
plans?
Intent: An ad hoc concepts of support should not be established during an incident. POD
concepts of support should be established in plans so that agencies can identify and coordinate
staffing and equipment requirements and exercise the plan. The concept of support should be
coordinated with the state and, ideally, with the FEMA Region.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
POD support (management, communication, commodity flow, etc.) is not
established.
POD support concepts are captured in local and tribal jurisdiction plans for
the highest probable threat.
POD support concepts are captured in plans for local and tribal areas
throughout the local jurisdiction.
POD support concepts are coordinated with local and tribal organizations
and the responsibility for management and operations of each POD is
included in logistics plans.
POD support is captured throughout the local jurisdiction and coordinated
with the state. Operational concepts are 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.
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The jurisdiction should exercise the POD plan by conducting various types of exercises, from
tabletop to full scale operational exercises in order to identify shortfalls, potential problems with
equipment, site locations, staffing or partners, and vendors. Staff and partner familiarization
with each other’s capabilities and requirements could assist in establishing or enhancing
partnerships through shared understandings of processes and through training.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. C-19
1.3.9
(Q28) How has the local jurisdiction 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, be
trained in how to conduct POD operations, as well as the safe operation of the equipment such as
forklifts. Sourcing equipment can be intensive as well.
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.
Staffing is done through local partners whose organizations will provide
specific units and equipment to be assigned to execute the POD mission.
Staffing and material requirements are sourced and identified according to
common protocols region-wide in advance to individual POD level.
Approach: POD operations 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.
Use modeling to identify staffing and equipment requirements.
Identify an agency to provide staff at each site and coordinate procedures in an MOU.
Consider city, county, or tribal agencies, VOLAGs, or the ―Adopt a POD‖ program.
Identify MHE providers. Establish pre-incident contracts or MOUs.
Provide or procure a POD kit in accordance with IS 26.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
1.3.10
(Q29) How has the local jurisdiction worked within its area to identify or
determine capabilities of other agencies or the private sector to support food
distribution?
147
Intent: There are agencies that maintain food stocks on a daily basis that could be utilized in
disasters to provide feeding support. School programs under the U.S. Department of Agriculture
(USDA) are one of the sources. Access to these stocks could support shelter operations.
VOLAGs such as food banks provide food to their clients on a daily basis. These same clients
are more likely to be impacted by the incident. The food bank could be utilized as a source to
provide food to their normal client base and others after an incident. Grocery chains and big box
stores have established transportation and distribution capabilities that provide food and other
commodities to the stores they support on a recurring basis. Work to either get them back in
business, which relieves jurisdiction support requirements or to support the jurisdiction’s
operation.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction has not considered other agency partners or the
private sector in its food distribution plans.
The local jurisdiction has informal agreements in place with agencies, such
as the USDA Food and Nutrition Services (FNS) program or other partner
programs, to support food distribution, but has not coordinated those plans
with county or tribal jurisdictions.
The local jurisdiction has informal agreements in place with agencies (e.g.
USDA FNS program), to support food distribution and has coordinated
those plans with county, and/or tribal jurisdictions.
The local jurisdiction has formal MOUs in place with other agencies such as
USDA FNS program or other partner programs, volunteer groups, and
contractors in support of food distribution efforts and has coordinated those
plans with county, and tribal jurisdictions.
The local jurisdiction has formal MOUs in place with other agencies such as
the USDA FNS program or other partner programs, volunteer groups, and
contractors to provide complete food distribution support coverage and has
coordinated those plans with county, and tribal jurisdictions, as well as the
state.
Approach: The following steps are recommended:
Coordinate with VOADs 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 big box store providers 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
resources during an incident?
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Intent: Visibility of commodities is important. Lost, delayed, and misdirected shipments are
costly and add to the impacted population’s suffering. Knowing where the commodities are enroute 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:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not have a transportation plan for resource
distribution.
The local jurisdiction transportation plan is ad hoc.
The local jurisdiction develops a written resource transportation plan.
The local jurisdiction transportation plan includes sources for resource
movement, movement command and control, tracking, and receipt
verification and has been coordinated with participating agencies.
The local jurisdiction transportation plan is coordinated with state and
validated through exercises or another method.
Approach: The following steps are recommended:
Develop request, reporting, and receipt protocols.
Require 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 local jurisdiction plans address transporting materials
through restricted areas?
Intent: Commodities have to move from their point of origin, to the state, to the LSA, and then
to the end user, whether the end user is an agency or a POD. When the infrastructure is
disrupted or congested (e.g. roads closed due to flooding or damage, traffic signals out, etc.),
then the flow of resources is restricted, disrupted, and delayed. This delays the response and
recovery. Plans should address prioritizing transportation assets into the area and directing
convoys and escorts through areas having such restrictions. Restrictions are not limited to
geographical locations and could include local road or bridge restrictions associated with the
weight, height or width of the transport vehicles. Some local or state laws require specific
markings, determine convoy size, and escort requirements. Similar restrictions could also
include those for the private sector.
Capability:
149
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The logistics plans do not address transportation of resources through areas
having restrictions or checkpoints.
The concepts for transportation of resources through restricted areas have
been addressed but are not included in plans.
The logistics plans include processes for resource transportation through
areas having restrictions.
The transportation plans for resources through areas having restrictions have
been coordinated with affected agencies and processes to communicate
these requirements to transportation providers have been developed.
The logistics plans describe strategies for transporting resources through
areas having restrictions, quarantine lines, law enforcement checkpoints,
etc. and have been agreed upon by all affected parties and exercised to some
degree.
Approach: The following steps are recommended:
Develop a concept to transport resources through restricted areas, including quarantine
lines and law enforcement checkpoints, and designate 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 in the priority queue so they can
begin to facilitate their return to normal operations 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
emergency declarations and allowing certain restrictions to be temporarily lifted or
suspended following an incident.
References: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. C20; National Preparedness Goal, 1st ed., 2011, p. 14
1.3.13
(Q32) How do local jurisdiction plans address transporting materials
through restricted areas?
Intent: Communities may have resident capacities to deal with the public needs locally for
some incidents. Catastrophic incidents will require a broader set of partners to accomplish
capability targets for core response capabilities. Establishing physical access will be critical to
immediately delivering life saving and support resources.
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 critical infrastructure is disrupted or damaged, 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
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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
Synchronized
The local jurisdiction does not determine planning requirements.
The local jurisdiction completes an analysis of physical access,
transportation, and delivery requirements.
The local jurisdiction develops plans to establish physical access to deliver
required resources.
The local jurisdiction trains responders to deliver required resources. The
jurisdiction coordinates plans and SOPs with other state, local, and tribal
jurisdictions and external partners.
The local jurisdiction identifies all requirements and plans and SOPs are
documented and exercised regularly with all stakeholders. e.
Approach: Develop a concept to transport material through restricted areas, including
quarantine lines and law enforcement checkpoints, and designate primary and alternate routing.
Develop priority protocols to get most needed resources in first. Coordinate this plan with
affected agencies and transportation providers and develop communication protocols.
Develop 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
Reference: National Preparedness Goal, 1st ed., 2011
1.4
1.4.1
Training and Compliance
(Q33) How does the local jurisdiction 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.
151
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not participate in EMAP.
The local jurisdiction is in the process of registering, conducting self
assessments, and applying for EMAP.
The local jurisdiction hosted the on-site EMAP assessor team and is
addressing highlighted issues.
The local jurisdiction successfully completed all six EMAP standards
identified for logistics.
The local jurisdiction received EMAP accreditation.
Approach: It is recommended that the jurisdiction get the local executive branch of government
(i.e., chief executive official) to determine the interest level in EMAP. The EMAP process is
resource intensive and requires considerable hours to accomplish. All agencies are required to
participate. Therefore, approval to seek accreditation will require executive approval and
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
(Q34) Have the local jurisdiction logistics planners completed NIMS Incident
Command System (ICS) training?
Intent: All logistics partners should have a basic understanding of NIMS ICS operations and
procedures, and all 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
The local jurisdiction logistics planners does not complete NIMS ICS
training or completion is not documented.
The local jurisdiction logistics planners complete Emergency Management
Institute (EMI) ISP courses.
The local jurisdiction developed in-house training plans and requirements
and training objectives are tied to each position.
The local jurisdiction emergency managers complete NIMS ICS compliant
courses.
The local jurisdiction emergency managers complete the EMI ISP PDS
courses and received certificates of completion.
Approach: By utilizing the NIMS training program to identify NIMS required training that is
job specific to logistics and resources management. Providing in-house training enables the
agency to verify that all participants have received the proper levels and understanding of ICS.
Providing this training opportunity to outside partners helps improve working relations between
152
agencies, provides additional non-standard training to outside agencies and increases the
available additional staff in a disaster response incident.
Determine ICS levels for each position.
Provide ICS training as determined for all 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
(Q35) How does the local jurisdiction sponsor or provide LSA and/or POD
training?
Intent: Determine training requirements for staff to safely and efficiently operate LSAs and
PODs and make training available to all staff and other government agencies.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not sponsor LSA and/or POD training or
guidance programs.
The local jurisdiction uses just-in-time training to train some staff on local
LSA and POD operations.
LSA and POD training is required for all employees and volunteers staffing
LSAs or PODs at local and tribal jurisdiction levels.
LSA and POD training is required for all employees and volunteers.
Training program is socialized with the state and certificates are provided
upon completion.
The local jurisdiction LSA and POD training is required for all employees
and volunteers. Training program includes the FEMA LMD national POD
training video, and a full training regimen is socialized with state and
FEMA Region. Certificates are provided upon completion of coursework.
Approach: By providing in-house training the agency is able to verify that all participants and
partners have a consistency of training information, received the proper levels and have an
overall understanding of LSA and POD Operations. Providing this training opportunity to
outside partners helps improve working relations 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
(Q36) How does the local jurisdiction 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 jurisdiction to provide additional training and
153
reduce operational costs for exercises and live incidents. Exercise should be used to identify
possible shortfalls in the plans and provide an opportunity to correct shortfalls before they affect
operations or possibly delay critical commodities and equipment deliveries.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not conduct logistics exercises.
The local jurisdiction periodically conducts exercises that require logistics
participation at least annually.
The local jurisdiction exercises logistics capabilities and/or plans at least
semi-annually.
The local jurisdiction uses a combination of information from capability
assessments and training exercises to identify shortfalls. Local jurisdiction
has developed a strategy to remedy shortfalls through a multi-year training
and exercise plan.
The local jurisdiction plans identify exercises that will be conducted over
the next 2-3 years focusing on testing plans, capturing lessons learned,
identifying areas for improvement, and follow-on actions aimed at building
the knowledge, skills, and abilities to perform the critical tasks. Local
jurisdiction has coordinated this plan with all affected agencies including
state.
Approach: It is recommended that the jurisdiction have a focused, long term exercise program
and ensure the program is HSEEP compliant as defined in HSEEP-mandated practices for
exercise program management, design, development, conduct, evaluation, and improvement
planning. These exercises should cover a 2-3 year timeframe and include multiple tabletop and
functional exercises that specialize in certain aspects of the overall plans for each section and its
partners within the agency and develop and execute at least one full-scale exercise every two
years.
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
(Q37) What standard operating procedures (SOP) are in place for vetting
potential commodity and service providers in the local jurisdiction?
Intent: A vetting process for potential vendors and service providers helps to eliminate those
that do not have the capacity or capability to meet your disaster response needs and schedule.
Consider their past performance and if they perform as required by the contract.
Capability:
Static
Functional
No formal procedures are in place to identify and vet potential vendors and
service providers.
The local jurisdiction developed and implemented SOPs to identify and vet
154
Horizontal
Integration
External
Collaboration
Synchronized
potential vendors and service providers.
SOPs are established and socialized across the EMA.
SOPs are established, implemented, and socialized with local EM functions,
and incorporated into local logistics planning and training functions.
SOPs are in place and potential commodity and service providers are vetted
with local chambers of commerce, business bureaus, trade associations, the
state, and the FEMA Region.
Approach: All contracts should include a noncompliance clause with detailed steps to track and
notify vendors of performance that does not meet stated and agreed upon requirements.
Following all incidents, including an exercise, a detailed report of a vendor’s performance needs
to be maintained in their files.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14; Universal Task List (UTL), 2007
1.5.2
(Q38) Do the local jurisdiction’s logistics plans include public-private
partnerships?
Intent: No government can afford to provide all the resources and services needed in a disaster.
Logisticians should include support provided by the private sector resources and services in
planning and document agreements in pre-incident MOUs and contracts. Involving the private
sector providers as part of the planning and exercise program enhances the response and can
affect the cost effectiveness.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Logistics plans do not include public-private partnerships.
Logistics plans include some mention of public-private partnerships.
Logistics plans describe the process used to identify private
agencies/contractors that will support resource management issues (e.g.,
waste haulers, spill contractors, landfill operators).
Logistics plans list current private partners and the support they are able to
provide.
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 within your jurisdiction, it is advisable that they be
utilized as much as possible, because these contracts can be written so that exercises are included
in the deliverables ensuring that the contractors are kept up to date on any changes in the plans or
procedures. The Logistics Section should keep these vendors informed of pending exercises and
include them in training and planning or any exercises that could involve their services.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. C-11
155
1.5.3
(Q39) How has the local jurisdiction identified potential providers for
commodities, trucking, and evacuee transport?
Intent: In incidents that are widespread or catastrophic, the requirements on commercial
trucking and passenger transportation, such as buses, will be heavy. There may be multiple
jurisdictions vying for the same resources. Waiting to order resources when they are needed
could result in not having enough resources to meet requirements. Pre-planning can de-conflict
providers and prioritize who needs what and when.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not identify potential vendors or service
providers.
The local jurisdiction identifies potential providers for critical resource
acquisition and transportation, and identifies bus service providers for
disaster evacuees.
The local jurisdiction identifies vendors for resource needs and evacuee
transport requirements and has coordinated with other emergency
management functions to ensure coverage. Additionally, the local
jurisdiction has budgeted yearly to maintain contracts.
The local jurisdiction logistics planners identify required potential providers
of commodities and services, including jurisdictional priorities, and have
de-conflicted the vendor list with neighboring jurisdictions, in order to
avoid potential overlaps and conflicts with those vendors. Lists are updated
on a regular basis.
The local jurisdiction logistics planners identify required potential providers
of commodities and services, including jurisdictional priorities and have deconflicted vendor list with the state and FEMA Regions to avoid overlaps
and conflicts with vendors.
Approach: It is recommended that you complete the following actions:
Identify resources needed to conduct response operations, 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 shorthanded when both jurisdictions had simultaneous
requirements.
De-conflict vendors with other jurisdictions.
Coordinate priorities with the state, 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; UTL, 2007
156
1.6
Procurement Procedures and Protocols
1.6.1
(Q40) How does the local jurisdiction 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 under or non-performing vendors should be established. This
saves money and time in the long run.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
There is no contingency plan in place for risk mitigation of nonperformance
by vendors or other external agencies.
The local jurisdiction has multiple contracts in place for key resources and
services, but does not consider inherent risks associated with private sector
contract execution.
The local jurisdiction 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 local jurisdiction adds a
nonperformance and underperformance clause in contracts.
The local jurisdiction considers the types of risks associated with private
sector contracts and delivery and observes lessons learned from other
jurisdictions’ historical performance records in an attempt to contract with
multiple providers with reliable reputations. The local jurisdiction has
procedures in place to address underperformance.
There is a contingency plan in place that addresses the risk of private sector
or other external agency underperformance through lessons learned and best
practice information sharing. The local jurisdiction contracts with multiple
best-in-class providers for each commodity and service and maintains a list
of contractor performance and underperformance and shares it with the
state.
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 the
requested goods and services and have a good plan for ensuring that they will be able to
meet the requirements of the contract. By conferring with other states and jurisdictions
you can develop a vendor historical profile.
Review vendors’ contingency plans. The vendors should demonstrate how they will
ensure the availability of adequate resources to fulfill the contract and have appropriate
backups. Please note that even with a pre-incident contract, unless there is a full
guarantee, jurisdictions may still have to act quickly or risk losing the resource. The
jurisdiction should review and fully understand any assumptions or constraints the vendor
157
is including in the contract. The vendor should also be able to explain how they will
address deployment and order and services receipts.
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 goods and services provided may mean
there are fewer burdens on EM to procure the goods and services on behalf of these
organizations.
Use local vendors and service providers. Consider whether or not a clause requiring the
use of local hires is feasible. Using local hires can help stimulate the local economy after
a disaster, encourage people to return, and reduce overall cost by reducing contractor per
diem and travel costs.
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
(Q41) What standard operating procedures (SOP) are in place for ordering
and acquiring resources and services?
Intent: Any action that is repetitive and may have to be performed by personnel with varying
levels of experience and training during disaster incidents should benefit from having access to
SOPs. This is particularly true for purchasing. The normal process for ordering and acquiring
resources is complex. Disaster or emergencies usually require procedures that differ from dayto-day procedures. SOPs should provide assistance to staff that may have minimum experience
in emergency purchasing.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
There are no established plans and procedures to order and acquire required
resources.
Plans, procedures, and decision channels vary based on the service or
commodity required.
Standardized protocols and approval layers communicated across the local
jurisdiction emergency preparedness organization for ordering and
acquiring resources.
Does not apply.
Formal process protocols and approvals are implemented for ordering and
acquiring resources and include reconciliation, accounting, auditing, and
inventory processes.
Approach: The following guidelines are recommended for creating SOPs to acquire resources
and services:
158
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
specific ordering, acquiring, and purchasing procedures.
Develop job aids to include position descriptions, forms, and procedures for information
management technology systems (e.g., WebEOC).
Conduct training on the SOP to include personnel assigned to the Purchasing Section.
Include acquisitions in the jurisdiction’s training and exercise program.
Look for ways to reduce the possibility of major errors occurring during disasters or
emergency operations.
Use the same SOPs throughout the staff, to ensure consistency, expenditure tracking is
maintained, and overall cost is reduced.
Use SOPs to ensure that duplication of services is reduced.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
1.6.3
(Q42) How are the sourcing decisions tied to a resource management plan?
Intent: Sourcing decisions should involve the pre-disaster, systematic identification of resource
requirements, shortfalls, and inventories to support the objective. To provide the most cost
effective, closest, and most readily attainable resources utilize standing contracts as well as
emergency purchasing procedures for quick access and known pricing.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The jurisdiction does not have a resource management plan in place.
Personnel with resource management responsibilities consider the urgency
of needs for particular equipment, supplies, and commodities and whether
resources can be produced and delivered quickly enough to meet anticipated
need.
The resource management plan in established and integrated in overall EM
organization with some standing contracts for service or commodities.
A well established resource management plan in place and is supported by
standing contracts and emergency purchase mechanisms (e.g., debit and
credit cards). The plan is shared with the state.
The resource management plan is well established with local and state
partners, and includes modeling, historical burn-rates, delivery lead times,
and emergency purchasing powers. The resource plans are updated
regularly based on lessons learned.
Approach: The following guidelines are recommended for your critical resource management
plan:
Establish a critical resource management plan.
Integrate it with overall EM organization.
159
Develop standing contracts and emergency purchase mechanisms (e.g., debit/credit
cards).
Coordinate and share the plan with local and state partners and FEMA Region.
Use and include modeling, historical burn-rates, known delivery lead times, and
emergency purchasing powers.
Update guidelines regularly, at least annually, and after incidents.
Reference: EMAP, EMS, 2010, p. 9
1.6.4
(Q43) How are contracts and emergency purchase procedures linked to local
jurisdiction accounting practices and procedures?
Intent: It is recommended that you do 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
with recovery and acquiring reimbursement from FEMA, the state, and other agency audits.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
No standard practices in place for approval, ordering, receipt, and
integration with accounting.
SOPs in place and integrated into inventory management and fixed asset
accounting.
Logistics collaborates with other disaster management departments and
ensures proper invoicing, cost/performance validation, and reimbursement.
Does not apply.
Logistics collaborates with other disaster management functions and ensures
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 in the purchasing SOP.
Conduct training on procedures.
Include procedures in exercises.
Reference: NIMS, 2008, pp. 113-114
1.6.5
(Q44) If applicable, how does the local jurisdiction utilize General Services
Administration (GSA) sourcing and contracts with 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
160
commodities are over $1,000,000 or for an extended period of time for services the price is
negotiable.
Capability:
Static
The local jurisdiction does not or cannot utilize GSA for contract
negotiation and agreements or cooperative purchasing agreements are not
available.
The local jurisdiction occasionally utilizes GSA, or cooperative purchasing
agreements, for private sector contracts.
The local jurisdiction regularly directly contracts with GSA, or cooperative
purchasing agreements, for private sector service and/or commodity
acquisitions.
The local jurisdiction regularly directly contracts through GSA, or
cooperative purchasing agreements, for private sector service and/or
commodity acquisitions. Local jurisdiction coordinates sourcing
requirements with local vendors prior to engaging GSA.
The local jurisdiction regularly directly contracts with GSA, or cooperative
purchasing agreements, for private sector service and/or commodity
acquisitions. Local jurisdiction coordinates sourcing requirements with
local vendors prior to engaging GSA and coordinates contracts with state.
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Approach:
If you cannot use the GSA schedule you can still utilize GSA scheduling as a guide for
establishing pricing with contractors. Other options are addressing the jurisdiction statutes or
laws that pertain to the contracting process and considering ―cooperative purchasing
agreements.‖
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
(Q45) What is the local jurisdiction’s 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 over 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
The local jurisdiction has no formal solicitation process or protocol.
Statements of work and sole source solicitations are developed on an ad hoc
basis.
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Horizontal
Integration
External
Collaboration
Synchronized
There is limited Request For Proposal (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 state.
Approach:
The local jurisdiction should issue a RFI for supplies in advance of an incident, if possible. This
enables the local jurisdiction to review the market place and invite potential candidates to apply
before measuring key supplier requirements such as capability, quality, and process.
This stage requires that 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 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 local
jurisdiction has suitable points of contact available for questions and issues that might arise.
Ensuring that the local jurisdiction 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 your
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.
Reference: EMAP, EMS, 2010, p. 5
1.7.2
(Q46) How does the local jurisdiction balance its portfolio of vendor
contracts, to include local, regional, and national/enterprise level providers?
Intent: Having a balance of local, regional, and national vendors provides options. For
instance, in a small incident the use of 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 resources.
Capability:
Static
Functional
Existing contracts do not take into account a need to balance the vendor list.
Contracts are in place with multiple local or regional vendors.
162
Horizontal
Integration
External
Collaboration
Synchronized
Established contracts are in place with local, regional, and national
providers, but not vetted for 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 local 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
local jurisdiction include appropriate 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 is to work outward from local, to regional, then
national. The further away a resource is, the more expensive is the cost.
Reference: EMAP, EMS, 2010, p. 5
1.8
Existing Contracts
1.8.1
(Q47) What process is used to make private sector liaisons easily accessible to
local jurisdiction logistics personnel?
Intent: Having direct access to the private sector is important to providing the logistician with a
clear picture of the situation affecting resource requirements. This could save money, time, and
perhaps reduce or eliminate wasted resources.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
There are no public-private liaisons available.
Primary vendor liaisons assist in sourcing, identifying, and coordinating
store openings, available supplies, and relevant PODs in those areas.
Consistent POCs exist to consult with during incidents.
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 the state.
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., the local Chamber of Commerce, 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
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1.8.2
(Q48) How does the local jurisdiction 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 their successful delivery. Performance-based contracts
may include, but are not limited to, consequences and/or incentives to ensure that agreed upon
value to the local jurisdiction 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 with vendors consider performance and quality.
Existing contracts are measured for performance and quality, and
measurements are vetted against existing contracts with other jurisdictions
and states.
Existing vendors are continuously quality measured, and contracts are
routinely evaluated for performance and compared with other jurisdictions
and states.
Approach: PBC has been identified as an effective means to acquire goods and services. PBC
is contracting for results 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).
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
(Q49) How are existing trucking contracts linked to a forecasted distribution
model and/or do the contracts have provisions for demand scalability
throughout the local jurisdiction?
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
164
supplies. It may not be cost effective to order a set number of assets for a fixed time period
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 local jurisdiction 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 local jurisdiction has integrated commodity distribution models
coordinated with trucker capabilities, and existing contracts in place with
provision for demand scalability.
The contracts are aligned with commodity distribution models, coordinated
with trucker capabilities and have been shared with the state.
Approach: It is recommended that you 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
1.8.4
(Q50) How are contracts evaluated in conjunction with periodic logistics
plans reviews?
Intent: Vendor contracts should be evaluated after they are implemented and at least annually.
They should be evaluated for capability and ability to perform and pricing. Vendor support
agreements should be reviewed and included in exercises that validate the logistics plan
whenever possible to ensure that vendors are aware of changes in procedures or policies and to
verify that the vendors are capable of fulfilling contractual requirements.
Capability:
Static
Functional
Horizontal
Current providers are not risk assessed or tested for the capability to meet
performance and quality requirements set forth in contracts.
The local jurisdiction has limited tabletop, scenario based capability testing
of commodity vendors and transport providers.
Vendors have proven delivery capability and have been recently assessed
165
Integration
External
Collaboration
Synchronized
for risk of inability to perform.
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 the state.
Approach: At a minimum, it is recommended that contracts be reviewed annually, validating
current capability or changes, to include price changes, with vendors. Include vendors in
exercises whenever possible.
Reference: EMAP, EMS, 2010, p. 9
2.
Logistics Operations
2.1
Identify Requirements
2.1.1
(Q51) How are POD 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
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 local jurisdiction uses ad hoc requirements generation.
The local jurisdiction uses generic USACE population planning factors.
The local jurisdiction utilizes population based planning factors, such as
USACE factors adjusted by historical data.
The local jurisdiction uses current commodity burn rates to determine
requirements.
The local jurisdiction uses USACE factors adjusted by historical data
initially, and later current burn rates synchronized to distribution throughput
to determine final requirements.
Approach: It is recommended that you estimate the number of people a jurisdiction might need
to serve through a POD. Several models can be used to calculate the potential number of people
that would be without commercial power. You could use the USACE model to identify the
number of persons potentially affected by a catastrophic incident. U.S. Department of
Commerce census data can also be helpful in determining affected populations.
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.
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(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, what is important is getting commodities into the survivors’ hands in a timely manner.
The general locations of PODs can be determined by population density and how commodities
should be distributed in the jurisdiction. 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 any 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. After general locations have been
identified through GIS mapping, the POD planning team should identify and review potential
sites for the POD within that general location. Use jurisdiction parcel-level maps and
neighborhood planning details to identify the following types of sites within each of the
identified general locations.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14; NIMS, 2008, pp. 35-36
2.1.2
(Q52) What is the local jurisdiction’s structured logistics situation reporting
process?
Intent: Logistics status and situation reporting is important to provide the overall logistics
situational awareness. Using standardized formats provides data in a consistent form that assists
logistics planners in developing requirements and making distribution and logistics decisions.
Providing a regularly scheduled reporting time assists logistics planners in establishing
timetables to complete those logistics functions, such as ordering, distribution, and meeting the
reporting requirements of the state.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction uses ad hoc reporting.
The local jurisdiction uses standardized report formats and time.
Logistics reports are shared with regional and state partners.
Logistics status reporting is integrated with regional and state logistics
operations. The local jurisdiction ensures that state authorities provide
status reports and requirements to FEMA 24-48 hours prior to required
delivery date.
Data collected in the logistics situation reports are used to determine
requirements and make distribution and/or logistics decisions.
167
Approach: The following are general recommendations for logistics situation reporting:
Determine the kinds of information needed to manage logistics information such as
inventory, due outs, mission requests, mission status, current on hand, and facility
locations..
Determine reporting times or frequency.
Develop forms and formats that meet these information needs.
Use information technology (IT) management systems and procedures 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
(Q53) 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.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Commodity requirements are not adjusted for post-evacuation population.
The local jurisdiction uses a scenario-based methodology to determine the
post-evacuation population.
The local jurisdiction uses a scenario-based methodology to determine the
post-evacuation population and has exercised this capability.
The local jurisdiction uses a scenario-based methodology to determine the
post-evacuation populations and identifies external commodity
requirements.
The local jurisdiction uses a scenario-based methodology to determine the
post-evacuation population and adjusts PODs 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
(Q54) How are commodity requirements adjusted to reflect first responder
and base camp populations?
168
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 (RSC), 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 not adjusted for first responder/incident base
operations and support.
The local jurisdiction uses a scenario-based methodology to determine first
responder and base camp population.
The local jurisdiction uses a scenario-based methodology to determine first
responder and base camp population and has exercised camp capabilities.
The local jurisdiction uses a scenario-based methodology to determine first
responder and base camp populations and identifies external commodity
requirements.
The local jurisdiction 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
2.1.5
(Q55) How are estimated shelter support requirements included in the local
jurisdiction’s overall commodity requirements?
Intent: In conjunction with the local agency responsible for ESF-6 operations, the American
Red Cross with other partners provides local shelter locations and capacities 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 local jurisdiction, in conjunction with ESF-6 representatives, has
scenario-based methodology to determine shelter population commodity
requirements.
The local jurisdiction uses a scenario-based methodology to determine
shelter population and exercises this capability.
Does not apply.
Local jurisdiction uses a scenario-based methodology to determine shelter
population and has adjusted commodity requirements and distribution
169
requirements accordingly.
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
(Q56) How are generator requirements determined by the local jurisdiction?
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
External
Collaboration
Synchronized
The local jurisdiction uses ad hoc methods requirements for generation.
The local jurisdiction 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 response phase are
identified. The local jurisdiction coordinates a survey with USACE to
determine exact requirements.
Generator requirements 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. Generator requirements are addressed through
local level contracts and/or coordination with the state 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 facility improvement or new construction. Pre-identify
critical infrastructure that may require generators and survey those locations for required size and
hook up. 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. Jurisdictions
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
170
2.2
Activate Critical Resource Logistics and Distribution
2.2.1
(Q57) What documented SOPs does the local jurisdiction have for local LSA
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
performing a number of LSA functions in a uniform manner. 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, contact rosters,
safety, resource listings, maps, and charts.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction has no policies or procedures for local LSA
management.
There are written policies and procedures for local LSA management.
The local jurisdiction’s local LSA policies and procedures are developed in
cooperation with partners.
The local jurisdiction’s local LSA policies and procedures are part of
ongoing process improvement effort, which is done in conjunction with the
state, FEMA Region, and USACE.
The local jurisdiction’s local LSA policies and procedures are designed to
maximize receiving and distribution operations and are accomplished in
conjunction with the state, FEMA Region, and USACE.
Approach: Develop local jurisdiction 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 jurisdictional agency 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
171
2.2.2
(Q58) What does your local jurisdiction have as documented SOPs for POD
operations?
Intent: The POD SOP or SOG 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 local jurisdiction has no policies or procedures for POD operations.
The local jurisdiction has written policies and procedures for POD
operations.
The local jurisdiction has POD policies and procedures developed in
cooperation with partners.
Local jurisdiction POD policies and procedures are part of an ongoing
process improvement effort and done in conjunction with state, FEMA
Region, and USACE.
Local jurisdiction POD policies and procedures are designed to maximize
receiving and distribution operations and are accomplished in conjunction
with state, FEMA Region, and USACE.
Approach: The following is suggested:
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 stakeholder (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
(Q59) How does your local jurisdiction 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
172
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 local jurisdiction has no method to determine when PODs are no longer
needed.
The local jurisdiction continues to push commodities to PODs until
commodities are no longer needed.
The local jurisdiction receives forecast input from POD manager to
determine need.
The local jurisdiction works with local POD manager to determine POD
need and commodity forecast and informs outside support agencies (Red
Cross, Salvation Army, etc.) of decreasing POD need.
The local jurisdiction forecasts POD demand based on information and
usage data from POD managers and works to cross level remaining POD
assets. The local jurisdiction works with state to ensure that inbound
commodities reflect POD need.
Approach: Ensure a demobilized plan or annex is incorporated into the LSA and POD SOPs.
Coordinate with private sector entities and 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,
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
(Q60) How does the local jurisdiction pre-identify mission requirements?
Intent: Disaster consequences are usually predictable. Response and recovery components can
be pre-identified to ensure quality and consistency, ensure adequate quantities of resources, and
build in efficiency. Pre-identified requirements facilitate a rapid and standardized response. Predetermine deployment costs and geo-code the inventory.
Capability:
Static
Functional
The local jurisdiction has no pre-identification of mission requirements.
Local jurisdiction shortfall analysis completed.
173
Horizontal
Integration
External
Collaboration
Synchronized
Local jurisdiction pre-identified mission requirements are being developed.
Local jurisdiction pre-identified mission requirements are complete.
Local jurisdiction pre-identified mission requirements are completed and
vetted with assigned agencies and jurisdiction adheres to resource
management and logistics standards.
Approach: The local jurisdiction has identified the need for pre-identified mission requirements
and has developed the EMAC Resource Typed Mission Ready Packages (MRP) or pre-identified
them. This is an established method for building capacity.
MRPs are: Specific response and recovery resource capabilities organized, developed, trained,
and exercised prior to an emergency or disaster. Based on—and the next logical step after—
NIMS Resource Typing developed in cooperation with Resource Providers and coordinated with
state EMAs.
Components of MRPs are:
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 (Do these resources 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/?1555.
Reference: EMAP, EMS, 2010, p. 9; National Preparedness Goal, 1st ed., 2011, p. 14
2.3.2
(Q61) What standard typing protocols does your local jurisdiction 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 jurisdiction 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.
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Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not type or identify required logistics resources
by capability.
The local jurisdiction types or identifies some critical resources, but the
process is not standardized.
The local jurisdiction uses standardized typing or identifying for critical
resource capabilities only.
The local jurisdiction uses standardized typing and identifying for all
required logistics resources.
Does not apply.
Approach: It is advisable that you appoint a committee to type, or classify your resources
according to FEMA standards. Resources that have been previously typed should be reevaluated.
Reference: NIMS, 2008, pp. 41-42; National Preparedness Goal, 1st ed., 2011, p. 14
2.3.3
(Q62) How does the local jurisdiction comply with documented intrastate
mutual aid agreements, including request policies, procedures, and
information technology tools?
Intent: The National Emergency Management Association developed Model Intrastate Mutual
Aid Legislation that allows states, counties, and municipalities to assist one another in
responding to natural and manmade disasters. Your jurisdiction should clearly define policies
and procedures to utilize intrastate mutual aid and incorporate information management
technology tools to facilitate time requests, tracking, and updates.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction has no policies or procedures for intrastate requests.
The local jurisdiction has clearly defined policies, procedures, roles and
responsibilities for intrastate requests.
The local jurisdiction has clearly defined policies, procedures, roles and
responsibilities for intrastate requests with some information management
technology tools.
The local jurisdiction has clearly defined policies, procedures, roles and
responsibilities for intrastate requests fully enabled by information
management technology (e.g., WebEOC or similar application).
Intrastate assistance procedures and tools are optimized to ensure the fast
flow of requests, tracking of requests, and real time updating of status.
Approach: The model legislation is well documented on the EMAC Website
(www.emacweb.org). Use the model legislation to adopt in your state statutes, if you don’t
already have such language. Use EMAC-type standards to incorporate them into your SOPs,
plans and information technology management. Ensure that all partners within the jurisdiction
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have at least a basic understanding of your state’s intrastate mutual aid system and its
procedures.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
2.3.4
(Q63) What organization is defined as the local jurisdiction’s lead agency
coordinator for logistics?
Intent: Logistics should not be arbitrarily assigned to an agency or an individual during a
disaster. Even the most detailed SOPs and plans cannot replace the experience and knowledge of
an assigned and dedicated Logistics Chief and agency.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not have a logistics coordinator identified.
The local jurisdiction has a logistics coordinator and backup identified and
the local logistics needs are defined.
The local jurisdiction has established a logistics coordinator who has clearly
defined assets and procedures to coordinate local logistics requirements
during a disaster response.
During a disaster response, the logistics coordinator directs and controls all
local logistics requirements.
The local jurisdiction’s logistics coordinator has worked with external
partners and private vendors to meet local requirements during a disaster
response.
Approach: A lead agency and/or chief for logistics should be identified, such as, the EMA or an
agency with either a mission to manage logistics or procurement. At the jurisdiction level the
true time commitment for developing logistics SOPs, pre-incident contracts, resources, and
working with private vendors and external partners, etc. is a full-time responsibility not just a
disaster requirement. Also consider the need for additional staff.
Reference: Task Book for the Position of Logistics Section Chief Type 1 and Type 2, 1993
2.3.5
(Q64) What are the local jurisdiction’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
The local jurisdiction does not have commodity management processes,
procedures, or personnel identified.
The local jurisdiction identifies logistics action officers who are familiar
with commodity management processes and procedures.
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Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction identifies logistics action officers who are familiar
with state procurement procedures, commodity management procedures,
and sources of supply.
The local jurisdiction logistics action officers establish working
relationships with key stakeholders in the regional and state 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.
Approach: Resource management should be part of your overall logistics procedures. Develop
procedures, job aids, forms, job descriptions, and a training program. Identify personnel to fill
logistics positions. Finally, exercise with other state and federal partners, vendors, and other key
stakeholders to develop working relationships.
Reference: NIMS, 2008, pp. 33-34
2.3.6
(Q65) How does the local jurisdiction 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 local jurisdiction 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, orders 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 and standardized 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 the staff is familiar with procedures for ordering key resources and
equipment. Purchase orders should be documented manually and/or electronically end to end
and processes should be standardized. Ordering procedures are integrated with external
stakeholders’ processes and/or systems. Some or all forms should be submitted and/or received
electronically and integrated into the information management technology systems.
Reference: EMAP, EMS, 2010, p. 9
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2.3.7
(Q66) What automated information technology does your local jurisdiction
use to facilitate order status updates?
Intent: Ensure that you have highly trained personnel familiar with automated informational
technologies and able to track resource orders and updates in real time. They should be
knowledgeable of written contracts with private sector vendors, thereby reducing shortfalls
during an incident.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not utilize automated information technology
(AIT).
Some AIT is utilized for tracking of logistics assets.
AIT is utilized for tracking logistics assets.
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 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 shortfalls in the system and correct any shortfalls prior
to an incident.
Reference: EMAP, EMS, 2010, p. 9
2.3.8
(Q67) If the local jurisdiction does not use automated information
technologies, (e.g., RFID or satellite), how is information management used
to facilitate order status updates?
Intent: Highly trained personnel should be familiar with non-automated informational
technologies and able to track resource orders and updates in real time. Personnel should be
knowledgeable of the written contracts with private sector vendors, therefore reducing possible
shortfall during a real 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.
Local logistics personnel maintain tools such as order logs to maintain and
update status of orders and shipments.
Order status notification requirements written into contracts with private
sector suppliers.
All parties involved in the disaster logistics supply chain provide near real
time status updates that are used in logistics decision making during a
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disaster response.
Approach: Develop a knowledgeable and trained staff familiar with written contracts for
placing vender orders and tracking delivery of those orders. Some examples are telephone calls,
sending e-mails, or using a manual T-card system. The staff should be able to track expenditures
by agency during an incident and able to manage expenditures. Exercise training during local
and statewide exercises to identify any shortfall in the system and correct those identified prior to
a live incident.
Reference: EMAP, EMS, 2010, p. 9
2.4
Common Operating Picture
2.4.1
(Q68) What is the process for ensuring that local jurisdiction 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/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 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. Jurisdiction 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 in warehouses and LSAs to assist with real-time decision making.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not provide access to the common operation
picture for situational awareness.
Personnel obtain situational awareness on a mission-by-mission basis.
The local jurisdiction provides partial situational awareness (e.g., road
closures only).
The local jurisdiction provides full situational awareness for distribution
nodes.
The local jurisdiction provides for situational awareness to be integrated
into logistics decision making in real time.
Approach: Develop communications connectivity and interoperability protocols to maintain a
COP for real time information sharing with participating entities at all levels.
Reference: NIMS, 2008, p. 23
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2.4.2
(Q69) How does the local jurisdiction integrate purchasing information into
the logistics COP?
Intent: Purchasing information should be integrated into the logistics COP to provide visibility
of materials and services orders, critical commodities on hand, due-in via procurement, and
available-to-promise balances. Automation and data bases can be used to provide this
information real time.
Visibility of commodities, services, and other resources, and status if on hand, procurement
status if ordered, en-route, received, due out, etc., is particular to a logistics COP.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction has no visibility over ordered materials or services.
The local jurisdiction manually maintains some visibility of ordered
materials or services.
The local jurisdiction logistics personnel have visibility of critical
commodities on hand, due-in via procurement, and available-to-promise
balances.
The local jurisdiction logistics personnel have visibility of all commodities
on hand, due-in via procurement, and available-to-promise balances.
The local jurisdiction maintains a data base with real-time information of on
hand, 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
2.5.1
Procurement
(Q70) How is purchasing training incorporated into the local jurisdiction’s
disaster logistics process?
Intent: To incorporate best practice purchase ideas when training logistics 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 local jurisdiction’s disaster logistics program. Training based on
the purchasing SOP should increase understanding of purchasing procedures during disasters, as
well as day-to-day, for vendor identification and resource acquisition of key resources is advised.
180
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
No purchasing training is required for logistics personnel.
A purchasing overview is incorporated into other logistics training.
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
(Q71) How do lead time standards affect the local jurisdiction mission
assignments process?
Intent: The local jurisdiction 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 local jurisdiction has no lead time standards for completing of mission
assignments.
The local jurisdiction has generally accepted standards for completing
mission assignments, but they are not written into contract SOPs.
The local jurisdiction 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.
Lead time SOPs are incorporated into logistics management decisionmaking.
Approach: Lead time standards cannot be created in a vacuum. Assemble the necessary
stakeholders to identify and reconcile vendor capabilities with recipient desires. Survey any
contractual requirements that might already exist. Evaluate existing processes for warehouse
181
handling and LSA activities, taking into account ultimate consumer receipt. Draft lead time
standards and conduct orientation seminars and tabletop exercises to validate assumptions.
Further, conduct and evaluate functional and full-scale exercises to refine and update the
standards based on actual performance.
Reference: EMAP, EMS, 2010, p. 9
2.5.3
(Q72) What first-in, first-out (FIFO) commodity sharing and visibility
structure does your local jurisdiction use with neighboring counties and
jurisdictions?
Intent: Employ a FIFO commodity sharing and visibility structure with neighboring counties
and jurisdictions 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 local jurisdiction does not use FIFO inventory management.
The local jurisdiction maintains a FIFO inventory system at locally-run
facilities and LSAs.
The local jurisdiction encourages counties to maintain visibility into onhand inventories.
The local jurisdiction has agreements in place with neighboring jurisdictions
to ensure visibility of existing inventories and employ FIFO paradigm.
The local jurisdiction has real time visibility into county, state, and
intrastate systems.
Approach: It is important to use FIFO or some other standardized process for minimizing loss
through expiration thus ensuring that consumable supplies are used before they lose their value.
Using FIFO in mutual aid with other jurisdictions is a technique where states or counties that
maintain stocks of consumables provide 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 jurisdiction 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 intrastate systems should be the ultimate goal.
Reference: EMAP, EMS, 2010, p. 9
2.6
2.6.1
Transportation
(Q73) To what extent has the local jurisdiction determined transportation
requirements for commodity distribution?
Intent: The jurisdiction should conduct an analysis of transportation requirements to deliver
critical commodities in the initial response phase (first 72 hours) and beyond. The analysis
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should ensure enough government or contractual transportation assets have been identified to
accomplish delivery of all local support and meet additional surge requirements.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction did not determine transportation requirements.
The local jurisdiction completes an analysis of transportation requirements.
The local jurisdiction has enough transportation assets identified to
accomplish delivery of critical commodities in the initial response phase
(first 72 hours).
The local jurisdiction has enough transportation assets identified to
accomplish delivery of all commodities beyond the first 72 hours.
The local jurisdiction 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
(Q74) To what extent has the local jurisdiction determined ground
evacuation transportation requirements?
Intent: By identifying at-risk populations, the jurisdiction should be able to estimate the
required transportation needs to evacuate an affected population prior to a real incident.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Requirements not determined.
A shortfall analysis of transportation requirements completed.
Enough transportation assets (e.g., buses, vehicles) identified to accomplish
evacuation of access and functional needs populations.
Enough transportation assets identified to evacuate all impacted population
unable to self-evacuate.
All required transportation assets identified to support evacuation mission
with additional contracts in place to meet unexpected surge requirements.
Approach: Determine whether your local jurisdiction has adequate means of transporting an
impacted population from a threatened area within the jurisdiction 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
183
requirements. Conduct exercises with local and state government agencies to identify potential
and possible shortfalls prior to a real incident. Coordinate requirements with other jurisdictions,
the state and FEMA Region to establish priorities and de-conflict resources.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. 4-19
2.6.3
(Q75) 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 local jurisdiction did not determine requirements for the ground
evacuation mission.
A preliminary survey is completed of available LSAs for buses, fueling sites
along the evacuation route, and facilities for processing of evacuees.
The local jurisdiction thoroughly assessed available LSAs for buses, and
developed detailed equipment and personnel requirements for fueling sites
along evacuation route(s), facilities for processing of evacuees, and the
provision of water and meals to evacuees.
The local jurisdiction identifies all logistics requirements and coordinates
with appropriate agencies for staffing and equipment to support the ground
evacuation mission.
The local jurisdiction 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,
LSAs 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.
184
Conduct operational exercises of the proposed locations to be used to process evacuees, identify
shortfalls or potential hazards associated with mass evacuation, ensuring 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
2.6.4
(Q76) How does your local jurisdiction measure transportation utilization?
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 local jurisdiction.
The local jurisdiction 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 systems to track vehicle use and assignments.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
3.
Distribution Management
3.1
Order Tracking
3.1.1
(Q77) What order/commodity tracking system does your local jurisdiction
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
185
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 local jurisdiction has no tracking system for on-hand stocks, due-in
quantities, due-out quantities and available-to-promise stocks.
Commodity data is tracked manually.
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 local logistics personnel.
The local jurisdiction has real time tracking of commodity and order data
across the local jurisdiction’s 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
(Q78) How does your local jurisdiction 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, helps staff prepare to receive them, and
facilitates other decision making requirements. Real-time information should be displayed in a
central data base allowing total visibility of assets.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not receive updates on order status.
The local jurisdiction receives manual updates on order status.
The local jurisdiction uses semi-automated (spreadsheet) updates on order
status that are available to local logistics personnel.
Some suppliers provide real time updates on order status, and information is
shared with state 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.
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Develop tracking spreadsheets or automated formats for use in the LSA to manage order status.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
3.1.3
(Q79) How are orders closed out upon delivery in your local jurisdiction?
Intent: Closing out deliveries 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 not available.
Some PODs or local LSAs can provide notice of delivery upon request.
All PODs and local LSAs can provide notice of delivery upon request.
Delivery confirmations are routinely provided to the local 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 should be 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
(Q80) What transportation scheduling system does the local jurisdiction 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
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
187
Collaboration
Synchronized
and demand requirements.
Transportation schedules are push driven early on in a disaster, but later
demand driven, based on POD on-hand inventory and projected demand
balancing.
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
(Q81) How are multi-factor criteria used to select transportation providers
(carriers) in the local jurisdiction?
Intent: Transportation providers (carriers) should 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.
Selection is availability and a data base of carriers exists.
Carrier selection criteria are defined and an attempt is made to apply them.
Single carrier selection criteria is defined and applied in a systematic and
routine fashion.
Multiple carrier selection criteria and data driven 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, p. 9, sec 4.8.1
3.2.2
(Q82) What organization is defined as the local jurisdiction’s lead agency
coordinator for transportation?
188
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:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction transportation coordinator is not identified (movement
control cell).
The local jurisdiction transportation coordinator and backup are identified
and local jurisdiction transportation needs are defined.
The transportation coordinator has clearly defined assets and procedures to
coordinate local jurisdiction movement requirements during a disaster
response.
The transportation coordinator works with external partners and private
vendors to meet local requirements during a disaster response.
During a disaster response, the transportation coordinator directs and
controls all local jurisdiction movement requirements.
Approach: Having one person or one agency representative as the 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 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 p. 2-4
3.2.3
(Q83) 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 local jurisdiction has 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.
189
Approach: It is important to establish roles and responsibilities for the transportation
coordinator who as a minimum:
Monitor and control transportation.
Conduct 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
3.2.4
(Q84) How does the local jurisdiction establish contracts or agreements with
transportation providers, public or private?
Intent: Establish jurisdiction contracts or agreements with public or private transportation
providers, if legally permissible.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not conduct an analysis of its potential
requirements for transportation.
The local jurisdiction has no pre-existing contracts or agreements with
transportation providers.
The local jurisdiction has some pre-existing contracts or agreements with
transportation vendors.
The local jurisdiction has pre-existing contracts or agreements for all
anticipated transportation needs.
The local jurisdiction has additional contingency contracts in place to
account for major disaster surge requirements.
Approach: It is recommended that you establish pre-incident contracts with transportation
providers.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
3.2.5
(Q85) 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
No status updates are provided.
Only dispatch updates are provided.
Dispatch and delivery notifications are provided.
Dispatch, en-route, and delivery notifications are provided.
190
Synchronized
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.
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
(Q86) How does your local jurisdiction 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 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 local jurisdiction uses real time, shared information and data capture 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
(Q87) How does your local jurisdiction gain in-transit visibility capability?
Intent: The jurisdiction should have in-transit visibility capability and consider, when required,
whether or not security escorts should be utilized for critical loads.
Capability:
191
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction has no in-transit positional monitoring or reporting
requirements.
The carrier provides a position report on request.
Most loads are tracked.
All loads are tracked.
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
(Q88) How does the local jurisdiction 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 local jurisdiction makes no provisions for shipment and/or convoy
security.
A security decision is included in transportation planning and dispatches.
A local jurisdiction law enforcement liaison is assigned to logistics and is
accessible in the EOC.
Local jurisdiction law enforcement and security planning is integrated with
distribution planning.
Local, state, and tribal law enforcement organizations contribute to regional
escorting functions, plan together, and conduct validation exercises.
Approach: It is possible to work with multiple law enforcement agencies within the ESF
system to call upon numerous non-standard security escort personnel when needed (i.e.,
Corrections, Public Service Commission, Forestry, Local Sheriff Offices, available local police
departments, or EMAC resources).
192
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 such situations with additional resources from outside agencies.
Reference: National Preparedness Goal, 1st ed., 2011
3.3
Inbound Shipments
3.3.1
(Q89) 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 local jurisdiction has no visibility of reverse logistics opportunities and
does not balance inbound and outbound shipment scheduling.
The local jurisdiction has limited visibility to reverse logistics opportunities;
inbound and outbound shipments 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
(Q90) How are inbound shipments to your local jurisdiction 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:
193
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction 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.
Inbound shipments are scheduled based on throughput capacity of
individual distribution point 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
4.
Organizational Functions
4.1
Reporting Structure and Alignments
4.1.1
(Q91) 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 local jurisdiction 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 local jurisdiction has trained and dedicated logistics cadre with a
staffing schedule. The local jurisdiction has a plan to incorporate logistics
personnel from other local jurisdiction agencies.
The local jurisdiction staffing schedule and requirements are integrated with
the state.
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.
194
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. Offer non-traditional training to staff that may not normally work in the
logistics environment.
Reference: Developing and Maintaining Emergency Operations Plans: CPG 101, 2010, p. 4-25
4.1.2
(Q92) Overall, how is disaster logistics strategically positioned within your
local jurisdiction’s emergency management organization?
Intent: An experienced and comprehensive logistics staff should increase the agency’s ability to
respond to various levels of incidents and disasters (e.g., distributing bottled water to a single
community, or to multiple LSA sites supporting a large number of POD locations).
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Logistics and supply chain management not addressed at the local
jurisdiction level.
The local jurisdiction has modest recognition of logistics within the EM
structure.
The local jurisdiction is beginning to recognize emergency logistics and
supply chain management from a strategic viewpoint.
The local jurisdiction has a recognized and dedicated disaster logistics staff.
Local jurisdiction disaster logistics has a strategic role in overall local
jurisdiction EM planning and execution with linkage to the state.
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
4.1.3
(Q93) What is the status of the local communications plan and does it include
horizontal and vertical reporting (local and state)?
Intent: You should communicate vertically with the state and horizontally with adjacent and
nonadjacent jurisdictions. You can promote this level of communications with a written plan
and redundant communications systems.
195
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not have a communications plan in place for
reporting at all levels.
The local jurisdiction EOC has an ad hoc communications plan with the
joint field office (JFO). The local jurisdiction LSAs receive ad hoc requests
from PODs, and communication of requirements up the logistics chain is
conducted on an as needed basis.
SOPs are in place and implemented for communications between the local
jurisdiction EOC and JFO, as well as with local jurisdiction LSAs and
PODs. Communication Unit Leader functions are in place.
Communication Unit Leader SOPs are in place and implemented for
communications between the local jurisdiction EOC and JFO, as well as
with local jurisdiction LSAs and PODs and integrated into overall
communications plan with the state, FEMA, private sector, and other
external agencies.
Communication Unit Leader SOPs are in place and implemented for
communications between the local jurisdiction EOC and JFO, as well as
with local jurisdiction LSAs and PODs and integrated into overall
communications plan with the state, FEMA, private sector, and other
external agencies and vendors.
Approach: It is advised to develop a communication plan that allows the logistics staff to
communicate with other counties and cities and up to the state, as well as, with adjacent
jurisdictions.
The plan would be the main guide for establishing communications from the field operations
(LSA) to PODs to the local EOC. Constant communication ensures that everyone is
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
4.2.1
Credentialing and Cross Functional Team Structure
(Q94) What roles and standard processes and procedures are established for
local jurisdiction logistics personnel?
Intent: An experienced, comprehensive and well trained logistics staff increases the
jurisdiction’s ability to respond disasters. Providing in-house training to assigned staff (internal
and external), SOPs, and guides ensure consistency and interoperability with partners.
196
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not have standards in place for logistics roles.
The local jurisdiction identifies roles for critical logistics personnel.
The local jurisdiction identifies roles and associated processes and
procedures for all logistics personnel.
The local jurisdiction has training requirements and a ―job book‖ available
for each role. Resources have been identified to meet those requirements.
All logistics personnel have completed 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
(Q95) How does your local logistics organization generate requirements for
staffing (roles and number of personnel)?
Intent: Ensure that your agency has the appropriate level of staff to meet the logistics staffing
requirements for an incident.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction has no standard process for generating personnel
requirements.
Local jurisdiction personnel requirements are notional and not based on real
world incidents.
Local jurisdiction personnel requirements and responsibilities are based on
mission requirements.
Regional plans describe the components of the logistics section
requirements.
Local jurisdiction personnel requirements are based on the DHS NPG and
lessons learned from local jurisdiction historical incidents, modeling,
exercises, and best practices from other local jurisdictions.
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.
197
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
4.3
Logistics Quality Management
4.3.1
(Q96) What routine measures does your local jurisdiction 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 local jurisdiction has no methodology in place to measure the level of
personnel training.
The local jurisdiction occasionally tests personnel logistics skill, such as
demand forecasting, ordering, tracking, recording, inventory management,
warehouse management, and distribution planning.
The local jurisdiction routinely tests logistics personnel on job functions
associated with their role(s).
The local jurisdiction requires minimum training assessments for state,
local, and tribal jurisdiction personnel and other external partners.
The local jurisdiction 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 the jurisdiction has participants and partners
provide critiques, lessons learned comments, and AARS, and to participate in hot washes. By
compiling and analyzing this feedback the jurisdiction should be able to identify areas for
improvement, staff training requirements, and to update the 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
(Q97) How does your local jurisdiction assess disaster logistics preparedness
and capabilities?
Intent: Assess local jurisdiction capabilities to ensure that the logistics personnel can
accomplish their logistics mission.
Capability:
Static
Functional
The local jurisdiction has limited ability to assess logistics preparedness
levels through self assessment, outside review, compliance monitoring, or
actual major incidents.
The local jurisdiction conducts occasional self assessment, but does not
have a formal methodology.
198
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction conducts self assessments to evaluate logistics
preparedness level on a regular basis.
Self assessment and other state or FEMA peer reviews to assess logistics
preparedness levels are conducted on a regular basis.
The local jurisdiction combines internal and external preparedness
assessments with risk assessments and resource prioritization in order to
meet local jurisdiction 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 local jurisdiction should be able to gauge staff readiness and
preparedness levels. Invite other agencies to participate as evaluators during exercises. 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
(Q98) How does your local jurisdiction capture logistics best practices and
lessons learned?
Intent: Assess local jurisdiction capabilities by using lessons learned and AARs to determine
where to focus improvement efforts.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not have a system to capture local jurisdiction
emergency logistics management best practices.
The local jurisdiction uses a manual system to capture results of recent
historical incidents and includes lessons learned from other similar
incidents.
The local jurisdiction 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 local jurisdiction, hot washes and after
action reviews. Aspects of the system are automated.
The local jurisdiction 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 local jurisdiction 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.
199
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
local jurisdiction 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
(Q99) What institutional procedures does your local jurisdiction have in
place to incorporate lessons learned and shortfalls into logistics planning?
Intent: Assess local jurisdiction capabilities by using lessons learned and AARs to determine
where to focus improvement efforts.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not have a formal continuous improvement plan
in place.
The local jurisdiction conducts informal evaluations of past performance
and best practices captured from past incidents and exercises.
The local jurisdiction utilizes lessons learned, evaluations, and exercises to
identify areas needing improvement.
The local jurisdiction utilizes lessons learned, evaluations, and exercises and
external local jurisdictions lessons to identify areas for improvement.
The local jurisdiction 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 local jurisdiction has
the capability for 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 the state 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
200
4.4.1
(Q100) What ongoing logistics training and exercise plan does your location
jurisdiction have?
Intent: Determine the level of logistics staff expertise and training needed.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not have a training and exercise plan in place to
build and assess logistics capabilities.
The local jurisdiction has cursory training and exercise programs with some
emphasis on rudimentary logistics functions.
The local jurisdiction has established a training and exercise plan
specifically designed for building and assessing logistics capabilities.
The local jurisdiction has jurisdiction benchmarks with other organizations.
The local jurisdiction has an established and implemented training and
exercise plan for building and assessing logistics capabilities. Shortfalls are
identified and incorporated into the local jurisdiction’s 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 exercise. Utilizing HSEEP-mandated practices for exercise program
management, design, development, conduct, evaluation, and improvement of planning should be
a standard for the jurisdiction.
Reference: National Preparedness Goal, 1st ed., 2011, p. 7
4.4.2
(Q101) What standard methodology does the local jurisdiction have in place
for collecting and storing logistics data from past incidents and exercises?
Intent: Collecting, storing, and analyzing data from previous exercises and real incidents
prevents the agency from repeating mistakes and provides training materials for the 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
The local jurisdiction does not capture lessons learned from real-world
incidents or exercises.
Key local jurisdiction 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,
201
Collaboration
Synchronized
and documented in a paper-based shared location accessible by other
logistics personnel and other department personnel and are shared with
other federal, states, and local disaster agencies.
The local jurisdiction’s electronic repository of incident and exercise
lessons learned information is maintained in a system that 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
(Q102) What types of disaster logistics exercises does your local jurisdiction
conduct?
Intent: The agency should conduct a variety of exercises, from tabletop to full scale exercises.
The exercises should include the various ESF agencies, nongovernment organizations, VOADs,
private vendors, the state, and FEMA Regional personnel.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not conduct logistics exercises.
The local jurisdiction conducts occasional planning and/or tabletop
exercises of the resource logistics and distribution plan.
The local jurisdiction conducts periodic functional exercises of the resource
logistics and distribution plans.
The local jurisdiction conducts periodic tabletop, functional, and full scale
exercises of the resource logistics and distribution plans and includes local,
state, federal and external disaster response personnel.
The local jurisdiction 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
(Q103) How has your local jurisdiction logistics organization adopted the
guidelines and principles communicated in the following documents?
202
- 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 local jurisdiction disaster logistics organization is not familiar with
state, FEMA, and DHS doctrinal documents.
The local jurisdiction disaster logistics key planning and strategy personnel
have a basic understanding of concepts and guidelines outlined in state,
FEMA, and DHS documents.
The local jurisdiction disaster logistics personnel adopted state, FEMA, and
DHS doctrine, and key personnel are trained and educated on existing
documents, updated versions of existing documents, and newly published
documents.
The local jurisdiction disaster logistics personnel are HSEEP Train-theTrainer certified and deliver training to cooperating organizations.
All local jurisdiction 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
4.5.1
(Q104) What is the level of disaster logistics technology automation used in
the local jurisdiction?
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 local jurisdiction
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
The local jurisdiction uses paper-based, manual processes for orders,
203
Functional
Horizontal
Integration
External
Collaboration
Synchronized
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 integrated with local jurisdiction information systems.
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, jurisdictions 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
(Q105) To what extent do local jurisdiction 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 response.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
Local jurisdiction laws prevent pre-incident private vendor contracts for
commodities and/or logistics services, early commodity acquisition, and
warehousing.
Does not apply.
Local jurisdiction laws limit pre-incident private vendor contracts for
commodities and/or logistics services, early commodity acquisition, and
warehousing.
Does not apply.
The local jurisdiction 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.
204
Reference: EMAP, EMS, 2010, p. 5
5.
Property Management
5.1
Property Management Personnel
5.1.1
(Q106) What is the local jurisdiction capability to warehouse and distribute
commodities to impacted populations using vendor managed inventory
(VMI) and/or jurisdiction-owned commodities?
Intent: Be prepared to distribute commodities during the first 72 hours after an incident. The
local jurisdiction 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
The local jurisdiction does not have warehouse capability or personnel.
Functional
The local jurisdiction has limited warehouse capabilities to store and
manage critical commodities.
Horizontal
The local jurisdiction has a staff of trained warehouse personnel that
Integration
manage commodities. Commodities can be moved to impacted populations
using jurisdiction transportation or transportation contracts. The local
jurisdiction has visibility of load arrival to PODs and LSAs
External
The local jurisdiction has a staff of trained warehouse personnel that
Collaboration
manage commodities drawn from the region and in accordance with MOUs
and MOAs.
Synchronized
The local jurisdiction has real time, in-transit visibility and scalability of
operations to support catastrophic incidents and has coordinated with state
and FEMA Region.
Approach: Staff experienced and trained in commodity warehousing and distribution can come
from within the agency, from non-logistics sections, or from agencies outside the emergency
management community. MOUs would ensure that the staff could be deployed to assist with or
run warehouse operations during an incident. However, not all jurisdictions can afford a staff to
manage warehousing operations. Actions for consideration include:
Determine warehouse requirements.
Select a location that supports the local jurisdiction or state. Determine if more than one
is required and where it should be strategically located.
Develop a source of funding and staffing.
Look into the sharing of 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
205
5.1.2
(Q107) Does the local jurisdiction have an Accountable Property Manager
(APM) responsible for local jurisdiction owned commodities and equipment?
Intent: Accountability of non-consumable equipment, leased, rented or state-owned property
such as radios, vehicles, and generators is essential. Equipment that is not accounted for can be
lost or misdirected and increases response and recovery costs. Having a APM and procedures is
the key to maintaining accountability.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The jurisdiction does not have an APM.
The jurisdiction does not have an APM, but other local jurisdiction EM
employee(s) has (have) received informal training on property procedures.
The jurisdiction has trained an APM who also has other responsibilities.
The local jurisdiction depends on regional partners to provide a trained
APMs available during disaster responses.
The jurisdiction has full-time, dedicated APMs in logistics EM
organization(s) that have coordinated processes, training, and exercises.
Approach: The local jurisdiction should:
Determine which agency has either statutory responsibility or designated APMs as part of
its organization.
Task responsibility for receiving and distribution to the appropriate agency.
Develop emergency procedures or adapt daily property accountability procedures for
disaster operations.
Train personnel in property accountability procedures.
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
(Q108) What warehousing requirements has your local jurisdiction
determined are needed to support impacted population?
Intent: Local jurisdictions should be prepared to distribute commodities in the first 72 hours, as
well as maintain sustained commodity warehousing throughout response and recovery. The
jurisdiction should consider warehouse facilities and operations. One or more facilities should
be established based on the critical commodity identification and prioritization modeling.
Capability:
Static
The local jurisdiction has not determined required warehouse needs, nor has
206
Functional
Horizontal
Integration
External
Collaboration
Synchronized
it selected a warehouse location.
The local jurisdiction has determined warehouse locations for its warehouse,
but does not have a lease or ownership of the warehouse.
The local jurisdiction 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 local jurisdiction 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 local jurisdiction 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 state and are funded through the life cycles of the commodities.
Approach: Recommended actions:
Determine warehouse requirements.
Determine one or more locations that support the local jurisdiction or state.
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
(Q109) What equipment and material handling equipment capability does
the local jurisdiction have to warehouse and distribute commodities to
impacted populations within the first 72 hours post-incident?
Intent: The local jurisdiction should have the equipment necessary (including MHE) for day-today 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
The local jurisdiction does not own or lease equipment or contract for
capabilities.
The local jurisdiction has equipment and/or contracted capabilities to
207
Horizontal
Integration
External
Collaboration
Synchronized
support limited warehouse and distribution functions.
The local jurisdiction 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 local jurisdiction 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 provide regular maintenance on
equipment based on requirements to keep them operational. Limitations are
addressed with the state.
The local jurisdiction 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 have been shared with the state. There are no
known limiting factors.
Approach: If the jurisdiction 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,
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 maintenance program.
Reference: National Preparedness Goal, 1st ed., 2011, p. 14
5.3.2
(Q110) What level of visibility does the local jurisdiction 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 centralized data base allowing total asset visibility.
Capability:
Static
Functional
The local jurisdiction does not have a process to track local jurisdictionowned equipment.
The local jurisdiction’s equipment management is accomplished on an ad
208
Horizontal
Integration
External
Collaboration
Synchronized
hoc basis using spreadsheets.
Either organically or through contractor support, equipment management
processes are documented and standardized and provide the general location
of jurisdiction-owned equipment to local jurisdiction logistics personnel.
Either organically or through contractor support, equipment management
processes are documented. A COP is provided to appropriate local
jurisdiction personnel.
Either organically or through contractor support, equipment management
processes are documented, standardized, and provide specific locations of
local jurisdiction owned equipment. A COP is provided to local jurisdiction
personnel and the state.
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.
If the jurisdiction does not have the necessary equipment on hand they can, if legally allowed,
have pre-disaster 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
(Q111) How is local jurisdiction-owned equipment maintenance and
operational status documented and monitored in your local jurisdiction?
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
The local jurisdiction does not have visibility of availability and/or status of
local jurisdiction-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 is tracked in a comprehensive system and is
209
Collaboration
Synchronized
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.
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
5.3.4
(Q112) What level of visibility does your local jurisdiction 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 local jurisdiction does not have visibility over leased equipment.
The local jurisdiction’s visibility of leased equipment is stovepiped and
provided by vendors, only when requested.
All leased equipment is visible to local jurisdiction personnel through a
comprehensive system and vendors ―push‖ changes to the local jurisdiction.
The local jurisdiction’s equipment visibility data is centralized and shared
with state and local jurisdiction partners. A COP is shared with all partners.
The local jurisdiction’s equipment visibility data is centralized and shared
with state and local jurisdiction partners. A COP is shared with all partners
and is updated in real time.
210
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
(Q113) What are the local jurisdiction’s maintenance requirements for
leased (contracted) logistics equipment?
Intent: Equipment contracts should include provisions for equipment maintenance.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not have maintenance requirements.
Contracts require that equipment is operational upon receipt by the location.
Contracts require that the equipment be maintained periodically by the
contractor during post-incident operations.
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 local jurisdiction 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
(Q114) How does your local jurisdiction track organic (local jurisdiction
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.
Preventive maintenance insures equipment is ready and operational when needed.
211
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not have a system in place to track regular or
preventive maintenance of local jurisdiction 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 local jurisdiction 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 local jurisdiction personnel.
Maintenance is tracked for all local jurisdiction owned fixed generators,
either organically or through contractor support. Maintenance records are
updated in real time and can be viewed by all local jurisdiction and state
personnel.
Maintenance is tracked for all local jurisdiction owned fixed generators,
either organically or through contractor support. Maintenance records are
updated in real time and can be viewed by all local jurisdictions and state
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.
Reference: NIMS: IRIS User Guide, 2008
5.3.7
(Q115) How does your local jurisdiction track scheduling and maintenance
and operational status of organic (local jurisdiction 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 standardized, integrated process conducted on a
daily basis 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, 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
The local jurisdiction does not have a process or system to track regular or
preventive maintenance of local jurisdiction 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 local jurisdiction owned portable generators
on a case by case basis, either organically or through contractor support,
212
External
Collaboration
Synchronized
records are updated in real time and can be viewed by all local jurisdiction
personnel.
Maintenance is tracked for all local jurisdiction owned portable generators,
either organically or through contractor support. Maintenance records are
updated in real time and can be viewed by all local jurisdiction and local
personnel.
Maintenance is tracked for all local jurisdiction owned portable generators,
either organically or through contractor support. Maintenance records are
updated in real time and can be viewed by all local jurisdiction and state
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,
RFID or GPS tracking systems, and
Reporting systems.
Reference: NIMS: IRIS User Guide, 2008
5.3.8
(Q116) 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
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
The local jurisdiction does not have a process or system in place to track
regular or preventive maintenance of generators.
213
Functional
Horizontal
Integration
External
Collaboration
Synchronized
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 local jurisdiction personnel.
Maintenance on all leased generators is tracked organically or through
contractor support. Maintenance records are updated in real time and can be
viewed by all local jurisdiction and state personnel.
Does not apply.
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
5.3.9
(Q117) 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
The local jurisdiction does not have maintenance requirements.
Contracts require that generators be operational upon receipt by the local
jurisdiction.
Contracts require that the equipment be maintained periodically during postincident operations by the contractor.
Contracts require that the contractor maintain generators periodically during
post-incident operations, with provisions made for emergency maintenance.
Contracts specify the time period during which the contractor must reply for
a service or maintenance call.
214
Synchronized
The local jurisdiction 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,
Resource tracking systems,
RFID or GPS tracking systems, and
Reporting systems.
Reference: EMAP, EMS, 2010, p. 9
5.3.10
(Q118) What level of scalability does the local jurisdiction 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
Capabilities cannot be expanded (scaled) to meet post-incident
requirements.
Capabilities are sufficient to adequately manage and maintain equipment
pre-incident and post-incident for minor hazard responses.
Capabilities are sufficient to adequately manage and maintain equipment
pre-incident and post-incident for all but major hazard responses.
Capabilities are sufficient to adequately manage and maintain equipment
pre-incident and post-incident for all hazard responses with some
215
Synchronized
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
(Q119) What level of visibility does the local jurisdiction have of organic
commodity inventory?
Intent: Without knowing how many resources are readily available, particularly at facilities
used for PODs and LSAs, emergency managers cannot accurately determine how much state or
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 9-1-1 centers, EOCs, and
multi-agency coordination entities.
Capability:
Static
Functional
Horizontal
Integration
External
Collaboration
Synchronized
The local jurisdiction does not have visibility of inventory.
Inventory visibility is stovepiped.
Local jurisdiction owned inventory is visible to local jurisdiction personnel
through a comprehensive system.
Integrated inventory management is shared with local and state partners
through a comprehensive system. A COP is shared with all partners.
Integrated inventory management is shared with local and state partners
through a comprehensive system. A COP is shared with all partners 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
(Q120) How is inventory availability reflected in your local jurisdiction’s
commodity inventory management data base?
216
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 improvement. 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 local jurisdiction has no inventory data base to capture on-hand, due-in,
due-out, and promised-out inventory.
The local jurisdiction’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 local jurisdiction.
On-hand inventory, due-out, and some due-in data are updated regularly and
are visible and shared with the local jurisdiction, state, and private partner.
On-hand inventory, due-out, and some due-in data are updated regularly and
are visible and shared with the local jurisdiction, state, and private partners.
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-topromise balances. Automation and data bases can provide real time 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
(Q121) How scalable are the local jurisdiction’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
Local jurisdiction capabilities cannot be expanded (scaled) to meet postincident requirements.
Local jurisdiction capabilities are sufficient to adequately manage and
maintain inventory pre-incident and post-incident for minor hazard
responses.
Capabilities are sufficient to adequately manage and maintain inventory preincident and post-incident for all but major hazard responses.
Capabilities are sufficient to adequately manage and maintain inventory 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.
217
Synchronized
Capabilities are fully scalable so that accurate, reliable, and timely data is
available to decision makers post-incident for a major or catastrophic hazard
response.
Approach: Develop plans and procedures, and assign roles and responsibilities to internal and
external agencies, and incorporate them in the information technology management system.
Reference: EMAP, EMS, 2010, p. 9
5.4.4
(Q122) How does your local jurisdiction conduct periodic/routine inventories
and shelf life inspections of commodities?
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 local jurisdiction does not conduct routine inspections.
The local jurisdiction conducts annual inventories of on-hand commodities.
The local jurisdiction conducts semi-annual inventories and shelf life
inspection of on-hand commodities and ensures rotation of stock.
The local jurisdiction conducts quarterly inventories and shelf life
inspection of on-hand commodities and ensures rotation of stock.
The local jurisdiction 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 design using an
inventory data base, which is based on 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 jurisdictions that need the warehoused stock so your
local jurisdiction could sell the stock at cost through an intrastate agreement or through the state
via an EMAC agreement during an incident.
Reference: EMAP, EMS, 2010, p.9
218
APPENDIX A:
A.1
ACRONYMS, TERMS, DEFINITIONS, AND ABBREVIATIONS
Acronyms
The following acronyms were used in creating this document.
Acronym or Abbreviation
Term or Definition
AIT
APM
AO
Automated Information Technology
Accountable Property Manager
Areas of Operation
CEMP
CERT
CONOPS
COP
CPOD
CPG
Comprehensive Emergency Management Plan
Community Emergency Response Team
Concept of Operations
Common Operating Picture
Community Points of Distribution
Comprehensive Preparedness Guide
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 Management Standard
Emergency Operations Center
Emergency Operations Plan
Emergency Support Function
FEMA
FIFO
FNS
FY
Federal Emergency Management Agency
First-in, First-out
Food and Nutrition Services
Fiscal Year
GIS
Geographic Information System
A-1
Acronym or Abbreviation
Term or Definition
GSA
HAZUS
HSEEP
General Services Administration
Hazards United States
Homeland Security Exercise and Evaluation Program
ICS
ISP
Incident Command System
Independent Study Program
JFO
Joint Field Office
LCAT
LMD
LSA
Logistics Capability Assistance Tool
Logistics Management Directorate
Logistics Staging Area
MHE
MOA
MOU
MRE
MRP
Material Handling Equipment
Memoranda of Agreement
Memoranda of Understanding
Meals Ready to Eat
Mission Ready Package
NGO
NIMS
NPG
NRF
NWCG
Non-governmental Organization
National Incident Management System
National Preparedness Guidelines
National Response Framework
National Wildfire Coordinating Group
OSHA
Occupational Safety and Health Administration
PBC
PDS
POC
POD
PPE
Performance-Based Contracting
Professional Development Series
Point of Contact
Point of Distribution
Personal Protective Equipment
RFI
RFID
Request for Information
Radio Frequency Identification
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Acronym or Abbreviation
Term or Definition
RFP
RSC
Request for Proposal
Responder Support Camp
SCBA
SOG
SOP
Self-contained Breathing Apparatus
Standard Operating Guidelines
Standard Operating Procedures
TCL
THIRA
Target Capabilities List
Threat Hazard Identification Risk Assessment
USACE
USDA
UTL
US Army Corps of Engineers
US Department of Agriculture
Universal Task List
VMI
VOAD
VOLAG
Vendor Managed Inventory
Volunteer and Donations
Voluntary Agencies
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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
population, infrastructure, environment, economy, national
A-4
Term
Definition
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
other state, local or tribal, and external partner agencies,
organizations, and private vendors.
A-5
Term
Definition
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
formalized, 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, wildland 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.
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
A-6
Term
Definition
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 centralized 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
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.
A-7
Term
Definition
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.
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.
Emergency Management Accreditation Program (EMAP), Emergency Management Standard
(EMS), 2010.
http://www.emaponline.org/index.php?option=com_pollydoc&format=raw&id=136&vie
w=doc.
Federal Emergency Management Agency. Developing and Maintaining Emergency Operations
Plans: Comprehensive Preparedness Guide (CPG) 101 Version 2.0., 2010.
http://www.fema.gov/pdf/about/divisions/npd/CPG_101_V2.pdf.
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. Local Multi-hazard Mitigation Planning Guidance,
2008. http://www.fema.gov/library/viewRecord.do?id=3336.
Federal Emergency Management Agency. NIMS: Incident Resource Inventory System (IRIS)
User Guide, 2008. http://www.fema.gov/emergency/nims/ResourceMngmnt.shtm#item5.
National Wildfire Coordinating Group. Interagency Incident Business Management Handbook
2, 2009. http://www.nwcg.gov/pms/pubs/iibmh2/pms902_iibmh.pdf
National Wildfire Coordinating Group. Task Book for the Position of Logistics Section Chief
Type 1 and Type 2, 1993. http://www.osha.gov/SLTC/etools/ics/pdf/lsc12.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.
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. Universal Task List (UTL), 2007.
https://www.rkb.us/contentdetail.cfm?content_id=185590
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| File Type | application/pdf |
| Author | acheatham |
| File Modified | 2014-03-19 |
| File Created | 2014-03-19 |