Unified Incident Management Workshop: Logistics & Resource Planning

1. Workshop on Emergency management: Incident, Resource, and Supply Chain Management Infrastructure/Geophysical DivisionDepartment of Homeland SecurityScience and Technology11/5/2009

2. Unified Incident Command and Decision Support (UICDS) and Virtual Environment • UICDS-Allows applications to share common functionality • Open Standards • Virtual Environment-Provides a common meeting place for decision makers

3. FEMA HQ DHS HQ (NOC) FEMA Regions Logistics Mgt Logistics Mgt & Tracking Operations Mgt UICDS Private Partners State Agencies Modeling & Simulation Planning, Consequence Analysis & Training Local Agencies NGOs DoD / NORTHCOM NGB Advanced Incident Management Enterprise

4. Partnerships • Development of a “Unified Logistics” Structure at all levels working as one team from pre-event through long term recovery • Municipal • County • State • NGOs • Business and Industry (Wholesale and Retail) • Federal • Bottom up • Locals have all the resources • Locals always remain in charge of the event

5. Logistics Philosophy • Changing Outcomes • Focus on the outcome you want • Plan the mission to achieve that outcome • Execute the Plan • Monitor the outcome and adjust • Push versus Pull Logistics • It’s better to have too much than too little • Development of forecast algorithms and modeling • Push resources into the affected areas. Do not wait for requests. Communications are down, responders and survivors impacted • Development of Time Phased Force Deployment Data Lists (TPFDDL) • A quick overwhelming response in the initial phase can be better than a methodical response. • Does not release us from planning! • If you wait until you have all the facts, it becomes harder to change the outcome.

6. Logistics Philosophy • Maintain effective communications • Share information vertically and horizontally in your organization and with other organizations • Plan ahead to affect change • Anticipate actions, resources and staffing requirements 96+ hours out. Plans must support changing the outcome of a situation. • Maintain accountability at all levels • Resources move around. Track activities and asset movement. • Immediate Response • Critical state resources on scene within 4-hours • Critical support and commodities being distributed within the first 24-hours • Local self-sufficiency • Local communities must strive to be self-supporting for at least 72-96 hours • Develop local receiving and self-sufficiency plans, vendors and local resources • Assets take time to arrive in the beginning of an operation due to the “Pipeline Effect”.

7. Adjusting Resources • Post event actions are adjusted once further intelligence has been obtained • Use of the community “survivors” to supplement assessment and intelligence reports • Adjust resource requirements • Establish “Burn Rates” (how much of an item is actually being consumed) based on actual distribution through put • Par levels are then set for each resource to insure that critical resource levels do not fall below 1½ days of inventory • Resource ordering is then based on these projections • Changing Outcomes! • Retailers reopening in the first 24-hours and beyond • Government provides support in outlying and underserved areas. Does not supplant the retail sector • Power restoration • Degree of damage and residential occupancy • Social Services becoming available • Financial assistance • Resource Support • Long term recovery plan

8. National Resource Management Network • Development of a National Resource Management Network is required • Resources Defined • Equipment • Heavy Equipment • Supplies / Commodities • Persons • Teams • Facilities • Aircraft • Vehicles • Many states have various levels of resource management • Simple lists and databases through comprehensive networks of acquisition, receiving and shipping, transportation management, satellite tracking, financial management.

9. National Resource Management Network • FEMA / DHS / DoD need to collaborate with States on the development of a National Resource Management Network. • Draw from the vast experience of • DoD in managing supply chains in war and peacetime. • Experienced States having developed comprehensive resource management systems • FEMA HQ Logistics in order to refine the national disaster supply chain (Presently studying current systems nationwide) • Pushing out one system nationally, ting in all levels of response and support.

10. DoD DLA DPMS • The Distribution Planning and Management System (DPMS) is a key initiative within the Defense Logistics Agency (DLA ). • This enterprise-wide distribution system , which is managed by the Defense Distribution center (DDC), will improve distribution responsiveness through optimization of shipments to achieve the most effective allocation of carriers and modes of transportation. • It also will contribute to total asset visibility (TAV) by collecting continuous real-time information on the location and movement of materiel, expedite shipment processing by providing automated real-time addresses, and provide access to carrier performance data.

11. DoD DLA DPMS • What's in it for the Vendor? • Eliminates manual process for obtaining addresses • Improves shipping performance • Military Shipping Label (MSL) printed at the vendor location • Improves customer support • What's in it for the Customers? • Improves readiness • Standard Bar coded Military Shipping Labels (MSL) • Improves Intransit Visibility (ITV) • Improves customer receipt processing • How will this Benefit DLA? • Eliminates delays at transshipment point locations • Advanced notification of shipment arrival • Bar coded Military Shipping Labels (MSL) provide faster receipt processing • Increase Intransit visibility (ITV) • Improves addressing

12. Technical Assistance Program • Further development of a national Logistics Technical Assistance Program (LOGTAP) • FEMA GAP Assessment and Capabilities Assessment Project gives the first start to assisting states develop a comprehensive logistics program • Federal government directly paying to send in SME's to assist states versus allocating current DHS grant funds to pay • Takes 9-18 months to obligate grant funds down to a local level.