Warehouse Inventory Template - DOC

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					National Veterinary Stockpile
Template for a State NVS Plan
        Version 1.2
       October 2009
Draft—Ver1   iv
                         Introduction to the Template

An outbreak of an animal disease like foot-and-mouth disease (FMD) could devastate American
animal agriculture, harm the economy, and, for zoonotic diseases, threaten the public’s health.
Having enough veterinary resources to respond and the ability to distribute the resources quickly
are crucial.

If terrorists release a disease like FMD, the State resources used in the past are likely to be in-
adequate to respond. States and industry hold inventories of response items, but a catastrophic
outbreak would quickly deplete their inventories. Manufacturers and distributors hold inventory,
but only enough to satisfy routine demand. Unaffected States might help eventually, but only so
far as they retained a means of responding if the threat crossed their borders.

The National Veterinary Stockpile (NVS) gives States the resources they need to respond to ca-
tastrophic events that terrorists or nature may create.1 Part of the U.S. Department of Agricul-
ture’s Animal and Plant Health Inspection Service (APHIS), we hold large quantities of
veterinary countermeasures (supplies, equipment, vaccines, and test kits) that we deploy within
24 hours. We also have partnerships with all-hazards response companies that can arrive quickly
and provide large numbers of trained personnel with equipment to help a State when it does not
have enough of its own personnel to depopulate, dispose, and decontaminate.

To ensure responders get NVS help quickly, we work with States before an outbreak to help
them plan a logistics system to acquire, receive, store, control, issue, stage, and deliver the re-
sources that a catastrophic response will require. Those resources will come from, not only the
NVS, but also from Federal and State agencies, industry, other States, the private sector, and
perhaps other countries. States need a plan to manage the distribution of the resources to ensure
responders get what they need.

This template is a framework for such a plan. It provides guidelines, processes, and mechanisms
that you can use to develop your State plan. It also provides text that you can adopt in your plan
to minimize the time to create it. To help you consider what you need to plan, we refer to sec-
tions in our Planning Guide for Federal, State, and Local Authorities.

If you’ve just started to create your plan, we recommend you first identify specific facilities
around the State where you will receive, store, control, issue, stage, and distribute inventory to
responders. This action is absolutely critical. Until you have locations to which we and others
can ship resources, you’ll not be able to support your responders adequately.




   1
       See ―Terms‖ for the use of the term State.


October 2009                                        iii                                       Ver. 1.2
Terms
The template uses the following terms for brevity:

          ―State‖ to denote all jurisdictions, including tribes and territories, that may request the
           NVS and thus need to plan for it
          ―APHIS‖ to denote the U.S. Department of Agriculture’s Animal and Plant Health In-
           spection Service, Veterinary Services.

Conventions
The template uses the following conventions:

          Bold text represents critical entries that should be in your plan.
          Underlined text should be replaced with unique content, such as the name of the State
           agency that responds to animal disease outbreaks.

Suggestions for Improving the Template
This template is a work in progress. We continue to refine it with comments and suggestions
from users. Please send your comments, suggestions, and questions to nvs@aphis.usda.gov.




October 2009                                     iv                                            Ver. 1.2
Contents

I. Organizations .......................................................................................................... 1
    A. Primary Agencies ..................................................................................................................1
    B. Support Agencies ..................................................................................................................1
    C. Non-Governmental Organizations and Commercial Businesses ..........................................2

II. Introduction ........................................................................................................... 3
    A. Purpose ..................................................................................................................................3
    B. Scope .....................................................................................................................................3
    C. Interface among Governments ..............................................................................................3
         1. Federal Government.........................................................................................................3
         2. State Government.............................................................................................................4
         3. Local Government ...........................................................................................................4

III. Authority .............................................................................................................. 5
    A. State Authority ......................................................................................................................5
    B. APHIS Authority ...................................................................................................................5

IV. Situation and Assumptions .................................................................................. 7
    A. General Conditions ...............................................................................................................7
    B. Emergency Conditions ..........................................................................................................7
    C. Assumptions ..........................................................................................................................7

V. Concept of Operations........................................................................................... 9
    A. Command and Control ..........................................................................................................9
    B. Acquiring Resources ...........................................................................................................10
         National Veterinary Stockpile............................................................................................10
         Other Resources .................................................................................................................11
    C. Technical Assistance ...........................................................................................................12
    D. Warehouse Activities ..........................................................................................................12
         Alerting Incident Commander ...........................................................................................12
         Identifying Warehouses to Activate...................................................................................13
         Activating Warehouses ......................................................................................................13
         Mobilizing Staff .................................................................................................................13


October 2009                                                           v                                                                Ver. 1.2
         Preparing for Warehouse Activities ...................................................................................14
         Warehousing Responsibilities ............................................................................................16
         Commencing Operational Periods .....................................................................................17
         Receiving and Storing Shipments ......................................................................................18
         Picking Orders and Preparing Orders for Distribution ......................................................19
         Controlling and Ordering Inventory ..................................................................................19
         Distributing Inventory........................................................................................................20
         Deactivating Warehouses...................................................................................................21
         Recovering and Returning Inventory .................................................................................21
         Shutting Down and Returning Warehouses to Normal Business ......................................22
         Demobilizing Staff .............................................................................................................22
         Completing Administrative Actions ..................................................................................22
    E. Communications ..................................................................................................................22
    F. Security and Safety ..............................................................................................................23

VI. Organization and Assignment of Responsibilities ............................................ 25
    A. Organization ........................................................................................................................25
    B. Primary Agencies ................................................................................................................25
    C. Support Agencies, NGOs, and Private-Sector Businesses ..................................................27

VII. Exercising and Evaluating the State Plan ......................................................... 31
VIII. Administration................................................................................................. 33
    A. Developing and Maintaining the State NVS Plan ...............................................................33
    B. Resource Management ........................................................................................................33

IX. Resources ........................................................................................................... 35
Appendixes............................................................................................................... 37
    Appendix A. APHIS VS Damaging Animal Diseases.............................................................37
    Appendix B. ICS Organization, Key Roles, and Responsibilities ...........................................38
    Appendix C. Process to Request Countermeasures from the NVS .........................................43
    Appendix D. Warehouse Facility Information.........................................................................46
    Appendix E. Warehouse Timeline ...........................................................................................51
    Appendix F. Agreements and Contracts ..................................................................................53



October 2009                                                        vi                                                              Ver. 1.2
   Appendix G. Functional and Tactical Communications ..........................................................54
   Appendix H. Warehouse Support Checklist ............................................................................55
   Appendix I. Supply Unit Assignment List ...............................................................................57
   Appendix J. Warehouse Job Action Sheets .............................................................................59
   Appendix K. NVS Shipment Documentation ..........................................................................67
   Appendix L. Receiving and Storage Checklists ......................................................................69
   Appendix M. Issue Checklist ...................................................................................................74
   Appendix N. Distribution Preparation Checklist .....................................................................78
   Appendix O. Warehouse Security Plan ...................................................................................79
   Appendix P. Warehouse Safety and Security Checklist ..........................................................80
   Appendix Q. Exercise and Evaluation Strategy.......................................................................83
   Appendix R. Abbreviations .....................................................................................................84




October 2009                                                   vii                                                        Ver. 1.2
                                  I. Organizations

A. Primary Agencies
Primary agencies are responsible for managing the provision of resources the State needs during
damaging animal disease outbreaks. Agencies that may be your primary agencies include the fol-
lowing:

          State department of agriculture
          State board of animal health
          State livestock commission
          State animal health official’s office
          Tribal department of agriculture, veterinary program
          U.S. Department of Agriculture (USDA) Animal and Plant Health Inspection Service,
           Veterinary Services (APHIS), area office.

The State animal health official (SAHO) and Federal area veterinarian in charge (AVIC) manage
the response to a damaging animal disease outbreak in their jurisdictions. This multijurisdictional
approach enables the primary agencies—which have different legal and functional authorities
and responsibilities—to make joint decisions, establish a single set of incident objectives, and
jointly manage resources.

Responsibilities of the agencies include planning resource support before an event and managing
resource support during an event. Support includes resources (such as supplies, equipment, vac-
cines, and commercial support services) from all available sources, including the National Vete-
rinary Stockpile (NVS), State and Federal agencies, the private sector, and industry.

B. Support Agencies
State agencies that support the primary agencies’ provision of resources during an event include
the following:

          Department of administrative services
          Public health agency
          National Guard
          Emergency management agency
          Homeland security agency
          Department of public safety



October 2009                                       1                                        Ver. 1.2
          Department of transportation
          Game and parks commission (wildlife)
          Department of forestry
          Department of corrections
          Department of human services.

C. Non-Governmental Organizations and Commercial Businesses
Non-governmental organizations (NGOs) and commercial businesses that support the primary
agencies’ provision of resources during an event include the following:

          State volunteer organizations active in disasters
          Community emergency response team (CERT)
          State veterinary association
          Veterinary reserve corps
          State livestock associations
          Industry partners
          Commercial businesses
          Colleges of agriculture and veterinary medicine.




October 2009                                    2                                   Ver. 1.2
                                    II. Introduction

A. Purpose
This plan defines State processes and organizational responsibilities for supporting responders
with resources from the NVS and other sources. The NVS is the nation’s repository of critical
veterinary countermeasures for supporting the response to catastrophic animal disease outbreaks
caused by terrorists or nature. Operational in 2006, the NVS holds large quantities of veterinary
supplies, equipment, and vaccines that Homeland Security Presidential Directive 9 requires it to
deploy within 24 hours for the 17 most damaging animal diseases (Appendix A). It also has
commercial support contracts with depopulation, disposal, and decontamination (3D) contractors
that can deploy large numbers of trained personnel and equipment to help the State.

This plan describes how the primary State agency, APHIS, other government agencies, NGOs,
and commercial businesses (the participating parties) plan resource support before an event, pro-
vide it during an event, and act after an event. Actions before an event include the creation of this
plan and the training and exercising of all participating parties to ensure they act quickly and ef-
fectively when animal disease outbreaks occur. Actions during an event include the acquisition,
processing, and distribution of physical resources as well as the request for and use of 3D con-
tractors when State resources fall short. Actions after an event include the recovery of specific
items the NVS and others want returned for use in the future.

B. Scope
This plan is part of and subordinate to the following State plans:

          State animal disease response plan
          State all-hazards response plan.

C. Interface among Governments

1. Federal Government
The SAHO coordinates the request and deployment of the NVS with the Federal AVIC and the
APHIS regional office using existing channels of communication. Once APHIS senior manage-
ment orders NVS deployment, it provides additional personnel to support management of an in-
cident and the State’s use of the NVS.

The National Response Framework (NRF) and the National Incident Management System
(NIMS) define the structure in which Federal and State officials coordinate the acquisition and




October 2009                                     3                                            Ver. 1.2
use of resources. The SAHO and AVIC jointly manage most type 1, 2, and 3 incidents.2 As the
complexity of an incident increases, however, incident coordination may transfer to a Federal
agency, such as FEMA.

2. State Government
The primary State agency coordinates the preparation and exercise of this plan. Before an event,
it collaborates with APHIS and participating non-governmental officials and business managers
to plan, train, and exercise the State response. During an event, it manages incidents in a joint
command with APHIS (see ―V. Concept of Operations,‖ ―Command and Control‖). As the com-
plexity of an incident increases, incident coordination may be shared with another State agency,
such as emergency management or the National Guard. All State agencies that support resource
distribution communicate frequently and work closely to identify, assess, and prioritize their ef-
forts.

3. Local Government
The primary State agency integrates local resources into a response in accordance with the State
animal disease response plan. Local governments coordinate the use of their resources with State
and Federal agencies during the response.




    2
      The Federal Emergency Management Agency (FEMA) uses five categories to describe the complexity of inci-
dents and estimate resources needs. Type 1 is the most complex; type 5 is the least. See http://training.fema.gov/
EMIWeb/IS/ICSResource/assets/IncidentTypes.pdf.


October 2009                                            4                                                 Ver. 1.2
                                    III. Authority

A. State Authority
Primary and other State agencies support the resource requirements of responders under the au-
thority of the laws or regulations that authorize the primary and other State agencies to act.

B. APHIS Authority
The Federal Animal Health Protection Act of 2002 gives APHIS broad authority to respond to
animal disease and pest emergencies. The Act authorizes senior APHIS management to obtain
and deploy resources, including the NVS. The NVS deploys when the State veterinarian and the
AVIC request NVS countermeasures, the APHIS Regional Director concurs, the Director of the
NVS receives a request for the countermeasures, and a senior APHIS official approves the re-
quest.




October 2009                                   5                                         Ver. 1.2
               This page is intentially left blank.




October 2009                    6                     Ver. 1.2
                   IV. Situation and Assumptions

A. General Conditions
The State has the following resource inventories readily available for responding to damaging
animal disease outbreaks:

          Resources
          Their sources (such as the private sector, State agencies, and NGOs)
          Contacts for each source.

B. Emergency Conditions
During a damaging animal disease outbreak, the State rapidly depletes its response inventories. If
it cannot acquire more from the private sector or other sources fast enough, it requests NVS
countermeasures to support its continued response to the outbreak.

C. Assumptions
The following planning assumptions apply:

          The State rapidly depletes its available resources during an outbreak of a damaging
           animal disease.
          The State is unable to acquire enough resources locally to support its continued re-
           sponse.
          As the nation’s repository of critical veterinary countermeasures, the NVS provides
           the State with the countermeasures it needs to continue responding.
          APHIS approves the State’s request for NVS countermeasures to battle a damaging
           animal disease (Appendix A).
          APHIS quickly approves of the State’s request once it receives a call on its emergen-
           cy hotline, 800-940-6524.
          The NVS arrives (within 24 hours of APHIS approval of the State’s request) to pro-
           vide the resources incident command needs immediately until it can acquire resources
           from the private sector and other sources.
          The State requests the shipment of additional countermeasures from the NVS if inci-
           dent command cannot acquire resources fast enough from other sources.
          If APHIS approves the use of animal vaccines, the State provides its requirements to
           the NVS, which delivers the vaccines.



October 2009                                    7                                          Ver. 1.2
          For complex incidents, the SAHO and AVIC delegate their authority to an incident
           commander to manage the response.
          The incident commander assigns a logistics section chief (LSC) to manage the logis-
           tics activities, including the acquisition, receipt, processing, and distribution of NVS
           and other resources.
          A damaging animal disease outbreak requires the participating parties to coordinate
           their efforts to respond to the outbreak.
          Multiple agencies and jurisdictions in this plan support incident command’s delivery
           of the NVS and other resources to responders.
          The warehouses the State uses to receive, temporarily store, and deliver resources
           have sufficient access, infrastructure, capacity, and management to adequately sup-
           port the resource needs of responders.
          The response to a damaging animal disease outbreak occurs over a prolonged period
           and may require changes in incident management and support facilities to meet inci-
           dent objectives.
          The incident command system (ICS) is flexible enough to meet the needs of incident
           objectives.




October 2009                                     8                                           Ver. 1.2
                              V. Concept of Operations

A. Command and Control
For a large-scale event, the SAHO and AVIC form a unified command that has the legal and
functional authority to make joint decisions, establish a single set of incident objectives, and
jointly manage resources. The SAHO and AVIC issue a delegation of authority to an incident
commander, who manages the response.

Incident command uses the FEMA criteria (Table 5-1) for establishing the complexity of an inci-
dent to estimate resource requirements for the event and to define the structure of the ICS.

                               Table 5-1. FEMA Criteria for Complexity Types

Complexity                                              Resource requirement
  Type 3       When capabilities exceed initial attack, appropriate ICS positions should be added to match the
               complexity of the incident.
               Some or all of the command and general staff, division or group supervisor, or unit leader positions
               may be activated.
               A type 3 incident management team (IMT) or incident command organization manages initial action
               incidents with a significant number of resources, an extended attack incident until containment or con-
               trol is achieved, or an expanding incident until transition to a type 1 or 2 team.
               The incident may extend into multiple operational periods.
               A written incident action plan (IAP) may be required for each operational period.
  Type 2       This type of incident is beyond the capabilities of local control and is expected to go into multiple
               operational periods. It may require an out-of-area response, including that from regional or national
               resources, to effectively manage the operations, command, and general staffing.
               Most or all of the command and general staff positions are filled.
               A written IAP is required for each operational period.
               Many of the functional units are needed and staffed.
               Typically, operations personnel do not exceed 200 per operational period, and total incident personnel
               do not exceed 500.
               The agency administrator is responsible for the incident complexity analysis, agency administrator brief-
               ings, and written delegation of authority.
  Type 1       This type of incident is the most complex, requiring national resources to safely and effectively manage
               and operate.
               All command and general staff positions are activated.
               Operations personnel often exceed 500 per operational period, and total personnel usually exceed
               1,000.
               Branches need to be established.
               The agency administrator has briefings and ensures that the complexity analysis and delegation of
               authority are updated.
               Use of resource advisors at the incident base is recommended.
               There is a high impact on the local jurisdiction, requiring additional staff members for office administrative
               and support functions.



October 2009                                                9                                                     Ver. 1.2
For incident complexity types 1, 2, and 3, the incident commander assigns an LSC for managing
logistics support during the response. The support includes the acquisition, receipt, storage, con-
trol, issue, staging, and distribution of NVS and other resources during the event and, after the
event, the return of specific items the NVS and others can use in the future. State agencies,
NGOs, and commercial businesses support these activities.

The LSC organizes the logistics section. (Appendix B defines the organization, key roles, and
responsibilities of the logistics section for incident complexity types 1, 2, and 3.)

B. Acquiring Resources

National Veterinary Stockpile

Physical Countermeasures

JUSTIFICATION
The SAHO and the AVIC identify the resources the State has available and those it needs to re-
spond to a damaging animal disease. In their evaluation, they consider the status of State emer-
gency declarations that may release additional State and local resources. They justify their
request for NVS countermeasures on the basis of their conclusion that available resources are not
enough to support the State’s response to the outbreak.

INITIAL REQUEST
Appendix C describes the actions authorities follow to justify and request NVS countermeasures.
The authorities quickly request NVS countermeasures to ensure their arrival before the exhaus-
tion of available resources. The request for NVS countermeasures activates this plan to ensure
State facilities are operational when the countermeasures arrive.

SUBSEQUENT REQUESTS
Following the initial receipt of NVS countermeasures, the LSC coordinates with the plans sec-
tion chief (PSC) to continually evaluate available resources and determine when to acquire more.
The LSC coordinates with the administration or finance section chief to acquire more resources
from the private sector and other sources. If additional resources are unavailable, the LSC works
with the NVS mobile logistics team (MLT) on site or the NVS deployment management team
(DMT) at APHIS headquarters to request the deployment of additional countermeasures.




October 2009                                    10                                           Ver. 1.2
3D Support Countermeasures

If incident command concludes that it does not have enough people to depopulate, dispose, and
decontaminate, it considers available sources of additional personnel, including NVS 3D con-
tractors. When a 3D contractor is used, the following happens:

          Incident command
           o coordinates its request with the NVS MLT or NVS DMT at APHIS headquarters,
             and
           o creates a statement of work (SOW), which describes the assistance type, amount,
             timing, and location.
          The NVS staff
           o helps incident command create an SOW by providing copies of past SOWs and
             suggesting improvements the one incident command creates;
           o identifies a contractor that is available, trained, and qualified to do the work;
           o contacts its contract officer and provides the State’s SOW; and
           o convenes a conference call of incident command officials and the contractor to
             discuss the work and the contractor’s ability to respond.
          The APHIS contract officer
           o requires incident command to assign a Federal employee to oversee the contrac-
             tor’s work and sign its daily activity report;
           o ensures the contractor charges the basic ordering agreement rates in the NVS con-
             tract;
           o authorizes the contractor verbally or in writing to begin work; and
           o directs the contractor to provide an estimate of the amount and cost of work with-
             in a reasonable period, typically a couple days.
          The contractor’s task force
           o reports to the PSC initially to identify the people and equipment it brings;
           o identifies additional people and equipment incident command may need;
           o assesses the situation; and
           o reports thereafter to the operations section chief for task assignments.

Other Resources
[Describe how you will acquire resources from other Federal and State agencies, NGOs, the pri-
vate sector, and other States.]




October 2009                                    11                                           Ver. 1.2
C. Technical Assistance
An NVS MLT deploys at the same time the NVS deploys physical countermeasures. The team
always includes a logistics expert and may include other members that act as liaisons with inci-
dent command at various levels. The team initially reports to the location that incident command
specifies and then to the location incident command directs.

MLT responsibilities include the following:

          The logistics expert
           o explains the contents of NVS shipments,
           o identifies where to find specific items in NVS shipments,
           o coordinates inbound NVS shipments and replenishments with the NVS DMT at
             APHIS headquarters,
           o resolves NVS shipment problems,
           o provides technical assistance to the warehouse managers and staff for logistics is-
             sues in general and NVS issues specifically,
           o coordinates the packing and return shipment of unused and reusable NVS coun-
             termeasures with warehouse and incident command staff members, and
           o serves as a general logistics problem solver: ensuring responders get the logistics
             support they need.
          Command liaison
           o maintains communications between the MLT members at the warehouse and in-
             cident command post (ICP),
           o helps incident command order more from the NVS if resources are unavailable
             elsewhere,
           o educates and informs incident command about the NVS and its capabilities,
           o helps the LSC identify and use NVS indefinite delivery/indefinite quantity
             (IDIQ) contracts to acquire more resources,
           o helps incident command use the NVS 3D contractors to support actions such as
             depopulation, disposal, and decontamination, and
           o tracks the total cost of purchases from each NVS IDIQ contract that incident
             command makes to avoid exceeding contract limits.

D. Warehouse Activities

Alerting Incident Commander
Immediately following the request for NVS countermeasures, the SAHO and AVIC alert the in-
cident commander to anticipate NVS shipments (if APHIS approves NVS deployment).


October 2009                                   12                                         Ver. 1.2
Identifying Warehouses to Activate
The incident commander uses the information in Appendix D to determine the warehouses to
activate from those the State has prearranged. (See NVS Planning Guide for Federal, State, and
Local Authorities, Section 4, Warehousing Characteristics, for recommendations on identifying
warehouses with adequate space and characteristics.) Appendix D
          lists preidentified warehouse facilities;
          provides the address, directions, contacts, maps, and diagrams for each facility;
          includes factors for determining which warehouses to activate (such as proximity to
           outbreak location, distance from an interstate highway, warehouse size, etc.); and
          defines information to activate each facility, including facility owner and priority of
           activation.

Activating Warehouses
Immediately following the APHIS decision to deploy the NVS, incident command
          determines which warehouses to activate after confirming the status and availability
           of each using Appendix D,
          notifies the designated liaison to each facility that the State is activating the facility,
          follows the steps for activating the warehouse (Appendix E), and
          executes the procedures in agreements or contracts for activating each warehouse
           (Appendix F).

The facilities unit leader collaborates with the liaison for each warehouse to establish utilities,
security, parking, access, and other operational support requirements.

Mobilizing Staff
When the warehouses are activated, the following takes place:
          The LSC
           o uses contact information in Appendix G to alert the supply unit leaders (SPULs),
             who manage each warehouse, to report to the warehouses; and
           o briefs the SPULs on the incident when they arrive.
          The SPUL
           o uses information in Appendix H to organize warehouse activities;
           o alerts subordinate managers—receiving/distribution manager (RCDM), inventory
             manager, and ordering manager—using the contact information in Appendix G to
             report immediately and mobilize their staffs;
           o directs managers and staffs to check in at the ICP plans section;



October 2009                                      13                                             Ver. 1.2
           o collaborates with the ground support unit leader to mobilize credentialed material-
             handling equipment (MHE) operators;
           o commences warehouse activities within 24 hours, before the first NVS shipment
             arrives;
           o defines the warehouse facility operational period (such as 24 or 12 hours);
           o acquires and organizes warehouse staff members to meet response requirements
             on the basis of the
                  complexity of the incident,
                  size of incident (number of outbreak sites requiring support),
                  initial and continuing volume of shipments over the expected period of re-
                   sponse, and
                  incident command’s staffing of other parts of the ICS, including those that
                   support the warehouse such as delivery dispatch and management, safety and
                   security, and finance and administration (see NVS Planning Guide for Feder-
                   al, State, and Local Authorities, Section 4, Staff, for recommendations on
                   planning an adequate staff on the basis of incident complexity);
           o provides position assignments, shift schedules, position packets, and job action
             guides;
           o briefs the situation for subordinate managers, including the status of inbound
             shipments from the NVS and others; and
           o provides an IAP for the initial operational period and directs teams to prepare the
             warehouse facility for operations.
          Subordinate managers use the supply unit assignment lists in Appendix I to recall
           their members.

Preparing for Warehouse Activities
The SPUL

          collaborates with the facilities unit leader and the warehouse facility liaison to assess
           how the warehouse will support the incident response;
          oversees the transfer and setup of the warehouse;
          walks through the warehouse with the facilities unit leader and the warehouse facility
           liaison to examine the utilities, security, and layout;
          documents the condition of the warehouse with the facilities unit leader at the time of
           transfer;
          identifies personnel who require access to the warehouse facility;
          ensures all warehouse staff members and visitors check in through the plans section
           resource unit leader and wear badges;


October 2009                                     14                                           Ver. 1.2
          provides additional identification (such as vests) for warehouse managers;
          collaborates with the communications unit leader to
           o install and maintain computer systems, networks, software, and Internet access,
             and
           o establish and test primary communications methods (telephone, satellite phone,
             cell phone, fax, e-mail, and hand-held radios) and secondary methods (telephone,
             satellite phone, cell phone, fax, e-mail, and hand-held radios);
          directs the ordering manager to order general office support items;
          prepares a room at the facility for meetings;
          establishes personnel support amenities, including restrooms, break areas, food and
           beverages, and kitchen equipment (such as coffee makers, refrigerators, ice machines,
           and microwaves); and
          arranges garbage collection and other operational support services.

The RCDM

          determines how to arrange the warehouse for efficient materiel flow (receipts in-
           bound, and issues outbound);
          clears equipment and other items that support normal operations;
          moves goods to another location if the facility normally functions as a warehouse;
          uses resident loading docks, MHE, and personnel support services and supplies;
          orders MHE, fuel, operational support items, utilities (electricity, light, heating, air
           conditioning, and ventilation) and support services (phone and Internet) if the facility
           does not function as a warehouse;
          cleans the facility to eliminate safety hazards;
          allocates enough warehouse space to accommodate shipments from the NVS and oth-
           er sources, such as State agencies, donated goods, industry, other States, and the pri-
           vate sector (see NVS Planning Guide for Federal, State, and Local Authorities,
           Section 4, Size, for recommendations on the amount and use of space for incident
           types);
          establishes 8- to 10-foot-wide aisles in the storage area of the warehouse to allow
           easy movement of MHE;
          marks the warehouse with corner marks, chalk, tape, and other methods to designate
           storage and staging areas according to the size of triwall and pallets;
          allocates 250 square feet to hold 50 empty pallets to support receiving, staging, and
           distribution;
          plans refrigerated capabilities in storage and staging to hold temperature-sensitive
           items (such as vaccines, test kits, and antivirals);


October 2009                                     15                                          Ver. 1.2
          stores like items from different sources adjacent to one another;
          designates the type of inventory in warehouse locations using signs on the walls and
           floors;
          designates and marks a secure area for temperature-sensitive items (refrigeration for
           vaccines and test kits and controlled temperature for antivirals);
          designates and marks the break room;
          clearly marks exits and restrooms;
          places barriers to prevent unauthorized entry;
          identifies and marks ingress and egress for driveways;
          sends requests for MHE (such as forklifts, pallet jacks, hand trucks, and utility carts)
           to the ordering manager;
          sends requests for support items (such as forklift fuel, empty pallets, and stretch wrap
           devices) to the ordering manager;
          distributes personal protective equipment (such as gloves, safety goggles, and steel-
           toed shoes);
          establishes personnel safety measures, including traffic cones, caution tape, and first-
           aid kits;
          identifies the locations of and contacts for local hospitals and emergency services;
           and
          collaborates with the safety officer to
           o create an evacuation plan,
           o identify and label hazardous materials and provide the associated material safety
             data sheets,
           o ensure operations comply with Occupational Safety and Health Administration
             (OSHA) safety standards, and

           o ensure a safe operating environment for warehouse and other personnel working
             in the warehouse.

Warehousing Responsibilities
The SPUL is responsible for overall warehouse operations, delegating responsibility to the fol-
lowing managers for specific activities:

          The RCDM
           o receives and stores shipments from the NVS and others,
           o issues items from inventory that responders order, and
           o prepares issues for delivery.


October 2009                                    16                                           Ver. 1.2
          The inventory manager
           o controls inventory to ensure it adequately supports the resource needs of respond-
             ers,
           o replenishes inventory as it’s issued, and
           o functions as ordering manager for smaller events.
          The ordering manager
           o places orders for additional inventory from various sources, and
           o orders supplies to support warehouse operations.

Commencing Operational Periods
The SPUL

          ensures all staff members and visitors are properly checked in through the resource
           unit in the plans section;
          provides staff members with job sheets from Appendix J, which identify their duties
           and tasks;
          briefs warehouse staff members on
           o incident progress,
           o objectives for each operational period in support of the IAP,
           o work assignments (adjusted when necessary),
           o job hazards, and
           o coordination of team efforts;
          answers questions; and
          provides just-in-time training, including
           o NVS familiarization,
           o site-specific warehouse actions,
           o warehouse team safety,
           o general warehouse safety,
           o proper lifting techniques,
           o pallet jack and forklift operation,
           o job-specific assignments, and
           o cross-training for critical positions.




October 2009                                    17                                        Ver. 1.2
Subordinate managers

          acknowledge individuals and teams for jobs well done,
          brief incoming shifts on events during the previous shift and events expected during
           the next shift,
          provide status of warehouse operations and the incident response, and
          answer questions.

Outgoing shift members explain tasks to the incoming shift and discuss issues and concerns.

The RCDM assigns personnel to warehouse teams that receive, store, issue, and stage inventory.
On the basis of the workload, the RCDM may assign one team to perform all of the functions or
create multiple teams that each perform one or several of the functions.

Receiving and Storing Shipments
The RCDM

          ensures the safe maneuvering, docking, undocking, and parking of tractor trailers that
           deliver shipments from the NVS and other sources;
          inspects bills of lading or other documentation from the driver to make sure the deli-
           very is to the right place (Appendix K);
          asks drivers to return later or drop their trailers and pick them up later if shipments ar-
           rive faster than the team can receive them;
          assigns offloading to a warehouse team consisting of three people: one to use a pallet
           jack on the truck to position containers at the rear of the truck, one to drive a forklift
           and offload pallets from the truck, and one to use a pallet jack to move containers
           from where the forklift drops them to temporary storage in the warehouse (one mem-
           ber of the team serves as the team lead);
          arranges additional storage by
           o requesting the LSC acquire portable storage containers, empty trailers, space in a
             nearby facility, or tents to temporarily store inventory,
           o collaborating with the security manager in the facilities unit to arrange security for
             temporary storage spaces, and
           o requesting the ordering manager to order MHE for the off-site location and colla-
             borating with the ground support unit leader to provide vehicles to move invento-
             ry to and back from temporary storage; and
          assigns warehouse teams.




October 2009                                     18                                            Ver. 1.2
Warehouse teams

          avoid accidents and injuries,
          use MHE to move receipts to store if responder orders do not exist or directly to stag-
           ing if orders exist for the receipts, and
          follow the receiving and storage checklists in Appendix L to receive and store ship-
           ments.

Picking Orders and Preparing Orders for Distribution
Warehouse teams—each consisting of three to five people with the strength to lift heavy issues—

          include at least one person who picks issues and a second who monitors the quality of
           pick actions (correct item and correct quantity) as the first places them on a pallet;
          use empty pallets or containers to hold issues;
          get MHE to move pallets and containers of issues to staging;
          pick issues from the warehouse using the checklist in Appendix M;
          designate places in the staging area for deliveries to each responder location;
          ensure the contents of the pallets, triwalls, and other cargo are clearly labeled with the
           field responder’s name or delivery location; and
          use the checklist in Appendix M to prepare responder orders for delivery.

Controlling and Ordering Inventory
The inventory manager controls warehouse inventory by recording receipts, processing issues,
adjusting onhand balances on the basis of physical counts of warehouse inventory, and placing
reorders in time to avoid running out of items that responders need. The ordering manager sup-
ports inventory control activities by purchasing additional inventory.

The inventory manager

          enters information (such as item, source, and returnable status) on and the quantity of
           each receipt;
          receives and processes approved orders;
          supports management decisions to allocate available inventory when there isn’t
           enough to satisfy all requests;
          groups orders by geographic area and time;
          prints pick lists—including item, quantity, lot number, and warehouse location—for
           issue of items in the warehouse;
          generates and prints pallet and container labels;


October 2009                                    19                                            Ver. 1.2
          monitors and adjusts onhand balances for receipt and issue of each item from each
           source;
          physically inventories items in the warehouse and corrects inventory balances on the
           basis of the results;
          sends reorder requests to the ordering manager when onhand balances drop to reorder
           levels;
          tracks reorder actions and acts when delays occur;
          maintains a list of names, dates, items, and quantities of issues from the warehouse to
           field responders;
          maintains addresses of all delivery locations to support staging, distribution, and re-
           covery of specific items after an event;
          answers customer questions about receipts, reorders, issues, and inventory;
          coordinates with incident command, the SPUL, the NVS MLT, and warehouse teams
           after an event to recover high-value items; and
          provides management reports on inventory activity, including
           o issues, reorders, and possible shortages,
           o daily receipt summary (bill of lading number or purchase order number and ship-
             per),
           o daily distribution summary or direct issues (responder name, items, and quanti-
             ties) and deliveries (destinations, quantities, and number and type of trucks),
           o outstanding orders,
           o workload (number of personnel present, number of hours worked, and shortages
             or overages of warehouse personnel), and
           o open issues (log concerns, personnel concerns, damage reports, and inventory not
             received).

The ordering manager

          coordinates with the inventory manager;
          places orders to replenish inventory; and
          orders operational support supplies, equipment, and services.

Distributing Inventory
The SPUL distributes resources to field responders by letting them pick up their order at the
warehouse or by delivering the orders to them on site.




October 2009                                    20                                           Ver. 1.2
For responder pickup, the RCDM uses Appendix N, Distribution Preparation Checklist, to

          designate specific issues for pickup by responders (to differentiate heavy or large is-
           sues that must be delivered),
          direct the warehouse teams to move the issues to a predefined location (close to the
           staging area and exterior doors and away from the storage area) for pickup,
          organize a one-way flow line of tables,
          mark clearly the entrance and exit for responder foot traffic,
          match the copy of the field responder’s request order to the filled pick list attached to
           the container in staging,
          give responders the matching container with the affixed pick list and notes order dis-
           crepancies (backorders, etc.),
          has the responder sign the second copy of the pick list to affirm pickup, and
          forward the signed copy to the inventory manager.

For deliveries, the RCDM will complete the activities as specified in the Receiving and Storing
Shipments section and in Appendix N, Distribution Preparedness Checklist.

Deactivating Warehouses
Warehouses deactivate at the end of an event when the incident commander directs the demobili-
zation of the ICS staff and activities. The SPUL ensures the deactivation of warehouses complis-
es with the terms of agreements and contracts in Appendix F.

Recovering and Returning Inventory
The inventory manager prints a list by customer of all high-value items issued that the NVS and
other sources want returned. The incident command uses the list to direct responders to decon-
taminate and return specific items. The RCDM coordinates the pickup of the items and their re-
turn to the warehouse with the ground support leader and distribution dispatcher.

A warehouse team assigned by the RCDM records items as they return from the field and assem-
bles them in the warehouse. The inventory manager uses the warehouse team records to identify
high-value items that have not returned and to schedule additional pickups.

The RCDM and NVS MLT examine NVS items to determine those that can be reused and those
that should be discarded. The warehouse team destroys or discards unwanted items.

The warehouse team packs, palletizes, and secures for return NVS reusable, high-value items and
supplies that remain unissued in the warehouse. The NVS MLT coordinates pickup of the items
and their transport at NVS expense back to NVS distribution facilities.




October 2009                                    21                                            Ver. 1.2
Shutting Down and Returning Warehouses to Normal Business
The SPUL

          oversees
           o breakdown, disassembly, and removal of all markers, barriers, signs, and other in-
             cident-specific items in the warehouse,
           o return of all incident support equipment (such as computers, phones, radios, and
             fax machines),
           o return of rented equipment (such as forklifts and pallet jacks), and
           o facility cleaning and trash removal;
          walks through and inspects the warehouse with the facilities unit leader and the ware-
           house facility liaison; and
          returns the facility to its owner and daily operations.

Demobilizing Staff
The SPUL
          debriefs the staff to acquire information for the after-action report,
          dismisses the staff to check out with the resource unit in the plans section, and
          verifies the safe arrival home of the staff.

Completing Administrative Actions

The SPUL
          ensures finances, agreements, and contracts are completed and properly closed;
          files staff contact information;
          creates and forwards an after-action report of warehouse activities, problems, and is-
           sues to the supervisor; and
          participates in the after-action review of incident activities.

E. Communications
Prompt, accurate, and comprehensive communication among participants in this plan is critical
for the rapid and effective delivery of resources to responders. All communications that support
resource distribution comply with the following State plans governing communications during
all emergencies:
          Title of State animal disease response plan



October 2009                                     22                                            Ver. 1.2
          Title of the State’s emergency support communications plan
          Other State communication plans.

Appendix G defines all aspects of the functional and tactical communications the primary agen-
cies and incident command use to coordinate with government agencies, NGOs, commercial
businesses, animal industries, and ICS components. Examples of government agencies include
APHIS, the State’s emergency management agency, and the Governor’s office.

The State uses the following redundant methods for tactical communications to manage ware-
house operations [select more than one method to ensure warehouse teams can always communi-
cate among themselves, with incident command, and with supporting agencies, organizations,
and businesses]:
          Telephones (hard-wired phones, mobile phones, and satellite phones)
          Hand-held radios
          Shortwave radios
          E-mail and the Internet.

Appendix G lists contact information for all tactical communications. See NVS Planning Guide
for Federal, State, and Local Authorities, Section 4, Communicating Tactically for Resources
Support.

F. Security and Safety
The primary State agency coordinates with State and local law enforcement agencies before an
event to assess and ensure the security of warehouse inventories, facilities, equipment, personnel,
and activities.

Appendix O contains the primary State agency’s NVS security plan. See NVS Planning Guide
for Federal, State, and Local Authorities, Section 4, Securing Warehouse Operations.

The primary State agency uses Appendix P, Warehouse Safety and Security Checklist, before an
event and the SPUL during an event to ensure the safety and security of warehouse inventories,
facilities, equipment, personnel, and activities.




October 2009                                    23                                          Ver. 1.2
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October 2009                   24                     Ver. 1.2
               VI. Organization and Assignment of
                         Responsibilities

This plan governs responsibilities for acquiring, receiving, storing, controlling, issuing, staging,
distributing, and recovering resources from the NVS and other sources. All parties to the plan
coordinate their actions to ensure the rapid distribution of resources to responders.

A. Organization
Incident command incorporates warehouse functions in the logistics section of the command
structure. Although the functions primarily coordinate with other logistics section units, they also
interact with units in the finance/administration, operations, and plans sections.

B. Primary Agencies

1. Primary State Agency
The primary State agency does the following to respond to a disease event:
          Before
           o Identifies, approves, and prepares warehouses to receive, store, and stage mate-
             rials.
           o Collaborates with the APHIS area office to plan potential ICS organizational
             structures and provides training and exercises that support deployment of NVS
             and other resources.
           o Identifies and tests inventory management systems.
           o Collaborates with the APHIS area office to define processes to request vaccines
             following APHIS approval of the State’s vaccination plan during an event.
          During
           o Establishes a unified command with the AVIC and delegates authority to an inci-
             dent commander.
           o Determines the
                   complexity of an incident in conjunction with the APHIS area office,
                   resources the incident response requires and those the State has available, and
                   need to request NVS countermeasures.
           o Coordinates with the AVIC and the APHIS regional office to quickly request
             NVS countermeasures so they are received before the depletion of the State’s re-
             sources.


October 2009                                     25                                           Ver. 1.2
           o Confirms the availability and suitability of preidentified warehouses for receiving,
             storing, issuing, and staging NVS and other resources.
           o Activates warehouses before the arrival of NVS and other shipments.
           o Provides resources such as equipment, supplies, and personnel to support incident
             command and NVS countermeasure receipt and use.
           o Alerts agencies, NGOs, and commercial businesses that support warehouse func-
             tions in the plan.
           o Activates the communications plan to alert stakeholders.
           o Implements measures with law enforcement to secure warehouse inventory, per-
             sonnel, equipment, and management.
           o Reports the status of warehouse operations to the primary State agency adminis-
             trators, State emergency operations center (EOC), multi-agency coordination cen-
             ter, stakeholders, and others as appropriate.

2. Primary Federal Agency (APHIS Area Office)
The State expects the APHIS area office to do the following before and during an event:
          Before
           o Collaborate with the primary State agency to plan potential ICS organizational
             structures and provide training and exercises that support logistics readiness.
           o Collaborate with the primary State agency to define processes to request vaccines
             following APHIS approval of the State’s vaccination plan during an event.
          During
           o Establish a unified command with the AVIC and delegate authority to an incident
             commander.
           o Collaborate with the primary State agency to determine the incident complexity
             and the resources the State has available to respond to an outbreak.
           o Determine the
                   complexity of an incident in conjunction with the SAHO,
                   resources the incident response requires and those the State has available, and
                   need to request NVS countermeasures.
           o Coordinate with the AVIC and SAHO to quickly request NVS countermeasures
             so they are received before the depletion of the State’s resources.
           o Provide resources such as equipment, supplies, and personnel to support incident
             command and warehouse operations.
           o Report the status of resource support.




October 2009                                     26                                          Ver. 1.2
3. Incident Command
The logistics section chief
          activates warehouse facilities and staff;
          delegates authority to an SPUL to receive, store, control, issue, and stage resources
           from the NVS and other sources;
          delegates authority to a ground support unit leader to dispatch and deliver resources
           to incident sites; and
          deactivates warehouse facilities and debriefs staff at the end of an incident.

The supply unit leader
          receives, stores, controls, issues, and stages warehouse inventory;
          processes requests for NVS and other resources from responders and issues the re-
           sources;
          properly disposes of unusable vaccines, antivirals, and other items; and
          recovers unused and reusable NVS items, packs them, and coordinates their return to
           NVS distribution facilities with the NVS MLT.

The plans section chief
          identifies the need for additional personnel and equipment,
          requests 3D commercial support from the NVS (MLT on site or headquarters DMT),
          collaborates with NVS representatives to develop a scope of work for the support, and
          assigns NVS contractors to the operations section when they arrive.

The operations section chief
          assigns tasks to NVS contractors, which act as self-sufficient task forces;
          assigns a Federal employee as task force leader to oversee the actions of NVS con-
           tractors and sign the contractors’ daily activity time sheet; and
          provides status reports on NVS contractors to the incident commander.

C. Support Agencies, NGOs, and Private-Sector Businesses
The following agencies, NGOs, and commercial businesses act within the ICS to support re-
source distribution. Appendix F contains signed memorandums of agreement (MOAs), memo-
randums of understanding (MOUs), and contracts for the following support:
          The State emergency management agency
           o activates the State EOC,
           o activates emergency support functions,


October 2009                                    27                                          Ver. 1.2
           o facilitates logistics,
           o coordinates resource sourcing and allocation,
           o manages State EOC finance/administration section, including State procurement,
           o coordinates with the principal Federal officer for Federal procurement, and
           o coordinates statewide response.
          The State department of administrative services or comparable agency
           o assesses in-kind costs,
           o tracks State costs, and
           o manages State contracts.
          The State public health agency prescribes and dispenses antivirals for non-
           Federalized agricultural responders.
          State and local law enforcement agencies
           o assess security needs,
           o assist with security planning,
           o provide security escorts, and
           o coordinate security personnel.
          The National Guard
           o provides primary and contingency warehouses;
           o assists with warehouse logistics planning;
           o provides warehouse primary and contingency MHE and facility personnel;
           o provides distribution vehicles, drivers, command, and control; and
           o manages the warehouse.
          The State department of environmental protection
           o assists with environmental assessments, and
           o expedites environmental permitting for disposal of infected waste.
          Local or area resources
           o Local emergency management agencies
                  activate the county EOC,
                  provide logistics for local support, and
                  act as liaisons with community officials and the general public.
           o Local public works provides heavy equipment and distribution vehicles.
           o Local law enforcement provides security and escorts delivery vehicles through
             traffic.


October 2009                                    28                                         Ver. 1.2
           o Local public health prescribes and dispense antivirals for non-Federalized agricul-
             tural responders.
           o Local environmental health assists with environmental assessments for disposal
             and expedites environmental permitting.
          Private-sector businesses
           o provide warehouse facilities, equipment, and supplies;
           o support the health, hygiene, and nutritional needs of the warehouse staff; and
           o provide delivery vehicles and drivers.
          Other States
           o respond to emergency management assistance compact requests, and
           o provide supplies, equipment, and personnel.




October 2009                                  29                                         Ver. 1.2
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October 2009                   30                     Ver. 1.2
     VII. Exercising and Evaluating the State Plan

The State trains and exercises to identify where it can improve the receipt, processing, and distri-
bution of NVS countermeasures and other resources. Following the training of personnel and
teams to perform specific jobs, initial exercises focus on requesting, processing, and delivering
NVS and other resources during a damaging animal disease outbreak. Subsequent full-scale ex-
ercises integrate warehouse functions and management into the State’s ICS. The primary state
agency evaluates training and exercises to determine where the State can improve its readiness to
respond.

The following describes the State’s training and exercise program:

       [Select and amplify the option that applies:]
          Option A. The NVS exercise program is fully Homeland Security Exercise and Eval-
           uation Program (HSEEP) compliant. The State maintains details of its NVS exercise
           and evaluation strategy on the HSEEP website at http://hseep.dhs.gov.
          Option B. The State’s NVS exercise program uses HSEEP practices and procedures
           but is not fully HSEEP compliant. Details of its NVS exercise and evaluation strategy
           are in Appendix Q but not on the HSEEP website.
          Option C. The State’s NVS exercise program does not follow HSEEP practices and
           procedures. Details of its NVS exercise and evaluation strategy are in Appendix Q but
           not on the HSEEP website.

See NVS Planning Guide for Federal, State, and Local Authorities, Section 5, Training and Ex-
ercising to Achieve NVS Readiness.




October 2009                                    31                                           Ver. 1.2
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October 2009                   32                     Ver. 1.2
                                VIII. Administration

A. Developing and Maintaining the State NVS Plan
The primary State agency maintains this plan. It reviews State policies and authorities annually
to ensure the State’s NVS plan complies. Support agencies, NGOs, and commercial businesses
that are part of the plan participate in the review to reaffirm their commitment to support the
plan. Other agencies and organizations that the plan affects are invited to participate.

[Consider potential MOAs between State agencies and contracts with NGOs and private-sector
businesses. Consider requesting States agencies reaffirm their commitment in writing for rein-
forcement.]

B. Resource Management
The primary agencies and incident command ensure the effective use and management of all re-
sources in this plan. They collaborate before an event with NVS representatives to identify ex-
pectations for requesting, managing, and using NVS assistance.

The primary agencies maintain the following records to support resources distribution:
          Financial
          Procurement
          Resource tracking
          Inventory
          Specifications
          Personnel
          Costs
          Reporting requirements
          Disaster activity codes
          Others, as needed.




October 2009                                   33                                          Ver. 1.2
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October 2009                   34                     Ver. 1.2
                                   IX. Resources

This template cites the following resources:

          NVS Guide for Federal, State, and Local Authorities, V2, 2009
          NVS State Readiness Evaluation Checklist
          NVS State Planning Toolkit
          nvs.aphis.usda.gov.




October 2009                                   35                          Ver. 1.2
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October 2009                   36                     Ver. 1.2
Appendixes

Appendix A. APHIS VS Damaging Animal Diseases
Table A-1 lists the 17 most damaging animal diseases, shows the animals they affect, and indi-
cates whether they are a public health threat.

                               Table A-1. Damaging Animal Diseases

                  Disease                     Animal industries affected    Public health threat?
 1. Highly pathogenic avian influenza     Poultry                           Yes, may be lethal
 2. FMD                                   Cattle, swine, sheep, and other   No
                                          cloven-hoofed livestock
 3. Rift Valley fever                     Cattle, sheep                     Yes, may be lethal
 4. Exotic Newcastle disease              Poultry                           Yes, minor effects
 5. Nipah and Hendra viruses              Swine (Nipah), horses (Hendra)    Yes, may be lethal
 6. Classical swine fever                 Swine                             No
 7. African swine fever                   Swine                             No
 8. Bovine spongiform encephalopathy      Cattle                            Suspected
    agent
 9. Rinderpest                            Cattle, sheep                     No
 10. Japanese encephalitis                Swine, equine                     Yes, may be lethal
 11. African horse sickness               Equine                            No
 12. Venezuelan equine encephalitis       Equine                            Yes, may be lethal
 13. Contagious bovine pleuropneumonia    Cattle                            No
 14. Ehrlichia ruminantium (Heartwater)   Cattle, sheep, goats              No
 15. Eastern equine encephalitis          Equine                            Yes, may be lethal
 16. Coxiella burnetii                    Cattle, sheep, goats              Yes, may be lethal
 17. Akabane                              Cattle, sheep, goats              No
    Note: FMD = foot-and-mouth disease.




October 2009                                       37                                      Ver. 1.2
Appendix B. ICS Organization, Key Roles, and Responsibilities
For type 2 or 1 incidents, the SPUL functions as the warehouse manager and may report to a
support branch director, who reports to the LSC. The NVS MLT assists the SPUL.
The SPUL does the following:

          Coordinates with the safety officer on the command staff and facilities unit security
           manager to ensure warehouse activities and facilities are safe and secure.
           o Implements warehouse safety and security measures, Appendix P.
           o Ensures safe warehouse operations.
           o Monitors facility security and works with the SPUL to provide it.
           o Facilitates the safety briefing at the beginning of each shift.
          Coordinates with the finance/administration section’s time, cost, and procurement
           units.
          Coordinates with the plans section’s resources unit for check-in; status on warehouse
           personnel, equipment, and supply resources; and demobilization.
          Coordinates within the logistics section’s
           o communications unit for installation, testing, and maintenance of warehouse
             communications and information technology equipment;
           o facilities unit facilities maintenance specialist (and warehouse facility liaison) and
             the security manager; and
           o ground support unit’s dispatch for vehicles, drivers, and MHE operators.
          Coordinates with the NVS MLT.
          Defines the warehouse organization and assigns responsibilities to the
           o ordering manager,
           o inventory manager, and
           o receving/distribution manager (RCDM).
          Maintains a log of events, key decisions, and issues using ICS Form 214.
          Follows ICS processes and procedures.

The SPUL assigns the following subordinate managers for managing warehouse activities:
      RCDM
      Ordering manager
      Inventory manager.




October 2009                                    38                                          Ver. 1.2
The RCDM does the following

          assigns and directs warehouse teams to receive, store, issue, and stage supplies; and
          directs warehouse teams to receive, store, pick, stage, and distribute inventory.

The ordering manager does the following:

          Provides a single-point resource ordering center.
          Locates requested resources.
          Orders resources by quantity, kind, and type.
          Specifies the reporting location, requested time of delivery, person and title placing
           request, and callback phone number or radio designation for clarifications or addi-
           tional information.
          Coordinates with the NVS MLT for acquisitions from the NVS program.

The inventory manager does the following:

          Manages warehouse inventory by
           o adding receipts,
           o subtracting issues,
           o adjusting onhand balances from counts of physical inventory in the warehouse,
           o monitoring onhand balances for timely replenishments, and
           o creating pick lists for issues, shipping documents, and inventory reports.
          Generates status reports for the SPUL.

For smaller and less complex type 3 incidents, the supply unit may function as a self-contained
task force and manage additional tasks that are not supported by a full ICS complement.

Figures B-1 and B-2 depict warehouse positions in the ICS for types 1 and 2 and type 3 inci-
dents. Tailor the figures for your placement of the warehouse in the ICS.




October 2009                                    39                                             Ver. 1.2
                                                     Figure B-1. Possible ICS Organization for Type 1 and 2 Incidents


                                                                                            Incident Commander

                                                                           Public Information                       Safety
                                                                                                                   Safety
                                                                                 Officer                           Officer
                                                                                                                   Officer
                                                                                Liaison Officer


     Finance/Administration                                           Logistics Section Chief                                Operations Section                                           Plans Section Chief
         Section Chief                                                                                                             Chief

                       Time Unit Leader          Service Branch                                   Support Branch               3D Contractor                              Demobilization Unit
                                                                                                                                                                         Demobilization Unit
                      Time Unit Leader
                                                    Director                                         Director                   Task Force                                    Leader
                                                                                                                                                                             Leader

                       Cost Unit Leader                       Communications
                                                             Communications                                                               Facilities Unit Leader            Resources Unit
                                                                                                                                                                           Resources Unit
                      Cost Unit Leader
                                                                Unit Leader
                                                               Unit Leader                                                                                                     Leader
                                                                                                                                                                              Leader
                       Procurement Unit
                      Procurement Unit                                              Dispatch
                                                                                   Dispatch                                                                     Facilities Maintenance
                                                                                                                                                               Facilities Maintenance
                            Leader
                           Leader                                                  Manager
                                                                                   Manager                                                                              Specialist
                                                                                                                                                                       Specialist
                                                                                 Communications
                                                                                Communications                                                                                     Warehouse
                                                                                                                                                                                   Warehouse
                                                                                    Manager
                                                                                   Manager                                                                                        Facility Liaison
                                                                                                                                                                                 Facility Liaison
                                                                   Medical                                                                                            Security
                                                                                                                                                                     Security
                                                                  Unit Leader                                                                                        Manager
                                                                                                                                                                     Manager
                                                                     Food                                                                      Ground Support
                                                                  Unit Leader                                                                    Unit Leader

                                                                                                                                                                Drivers and
                                                                                                                                                               Drivers and
                                                                                                                                                            Equipment Operators
                                                                                                                                                           Equipment Operators
                Key
                                                                                                                                           Supply Unit Leader
                                                                                                                                          Supply Unit Leader
                    ICS components directly
                   ICS components directly                                                                                               (Warehouse Manager)
                                                                                                                                        (Warehouse Manager)
                 supporting distribution functions
                supporting distribution functions
                                                                                                                                NVS Mobile
                                                                                                                               NVS Mobile
                                                                                                                              Logistics Team
                                                                                                                             Logistics Team

                                                                                                                   Ordering
                                                                                                                   Ordering                        Inventory
                                                                                                                                                  Inventory                 Receiving and
                                                                                                                                                                           Receiving and
                                                                                                                   Manager
                                                                                                                   Manager                         Manager
                                                                                                                                                  Manager                Distribution Manager
                                                                                                                                                                        Distribution Manager
                                                                                                                                                                                             Warehouse
                                                                                                                                                                                             Warehouse
                                                                                                                                                                                               Team A
                                                                                                                                                                                              Team A
                                                                                                                                                                                             Warehouse
                                                                                                                                                                                             Warehouse
                                                                                                                                                                                               Team B
                                                                                                                                                                                              Team B
                                                                                                                                                                                             Warehouse
                                                                                                                                                                                             Warehouse
                                                                                                                                                                                               Team C
                                                                                                                                                                                              Team C




October 2009                                                                                         40                                                                                                   Ver. 1.2
                                               Figure B-2. Possible ICS Organization for Type 3 Incident




                                                                                          Incident
                                                                                        Commander



                                                                                                  Public Information
                                                                       Safety Officer
                                                                      Safety Officer                    Officer


                 Finance/
                                                                              Logistics Section                                      Operations Section         Plans Section
               Administration
                                                                                    Chief                                                  Chief                    Chief
               Section Chief


                                                  Supply Unit Leader
                                                 Supply Unit Leader
                           Procurement Unit
                          Procurement Unit                                    Ground Support                  Facilities Unit           3D Contractor             Resource
                                                                                                                                                                 Resource
                                                     (Warehouse
                                                    (Warehouse
                                Leader
                               Leader                                           Unit Leader                      Leader                  Task Force              Unit Leader
                                                                                                                                                                Unit Leader
                                                      Manager)
                                                      Manager)


                                         NVS Mobile
                                        NVS Mobile                                          Warehouse
                                                                                            Warehouse
                                       Logistics Team
                                      Logistics Team                                       Facility Liaison
                                                                                          Facility Liaison



                                 Ordering                Inventory                Receiving/
                                                                                 Receiving/                                      Security
                                Ordering                Inventory                                                               Security
                                Manager                   Manager                 Distribution
                                                                                 Distribution                                   Manager
                                Manager                  Manager                                                                Manager
                                                                                   Manager
                                                                                  Manager                                                                    Key

                                 One person may be                                                                                               ICS components directly
                                                                                                                                                ICS components directly
                                                                     Warehouse
                                                                     Warehouse               Warehouse
                                                                                             Warehouse
                                 assigned to perform                                                                                          supporting distribution functions
                                                                                                                                             supporting distribution functions
                                                                       Team A
                                                                      Team A                   Team B
                                                                                              Team B
                                    both functions




October 2009                                                                               41                                                                                     Ver. 1.2
In a type 1 or 2 incident, incident command provides the following staff members to support the
SPUL and warehouse functions:
          Safety officer
          Finance/administration section chief
           o Time unit leader
           o Cost unit leader
           o Procurement unit leader
          Logistics section chief
           o Communications unit leader
                  Dispatch manager
                  Communications manager
           o Facilities unit leader
                  Facilities maintenance specialist (coordinates with warehouse facility liaison)
                  Security manager
           o Ground support unit leader
                  Drivers and equipment operators
          Plans section chief
           o Demobilization unit leader
           o Resource unit leader.

In a type 3 incident when the incident command is not fully staffed, the incident commander and
LSC ensure other ICS staff members provide ancillary support to the warehouse.




October 2009                                    42                                          Ver. 1.2
Appendix C. Process to Request Countermeasures from the NVS
[Describe how State and Federal officials will justify requesting NVS countermeasures because
existing inventories will not be enough and because commercial sources will be unable to pro-
vide resources fast enough or in sufficient quantities.

Define the process for initially requesting NVS countermeasures, including the APHIS emergen-
cy hotline number to call for help, 800-940-6524.]

Specify the following information during the request:

          Disease
          Infected species and populations
          Number of responders the State is fielding immediately.

[Define the process for additional requests of NVS countermeasures when resources are unavail-
able elsewhere.

Describe the process for requesting NVS 3D contractor deployment.]

See NVS Planning Guide for Federal, State, and Local Authorities, Section 4, Acquiring NVS
Countermeasures.

Following is an example Appendix C:

 REQUESTING ASSISTANCE FROM THE NATIONAL VETERINARY STOCKPILE

A. Prior to Requesting NVS Assistance

The request for assistance from the National Veterinary Stockpile (NVS) is a joint State and
USDA APHIS VS decision based upon the type and scale of damaging animal disease outbreak,
and level of available State and local resources. The request for NVS countermeasures will be
made prior to the exhaustion of available State resources.

B. Initial Request for NVS Physical Countermeasures

The state animal health official (SAHO) or designee and the USDA APHIS VS Area Veterina-
rian in Charge (AVIC) or designee will identify the resources the State has available, including
State, local, Federal and private sector resources, and those it needs to respond to a damaging
animal disease. In their evaluation, they will consider the status of State emergency declarations
that may release additional State and local resources. They will justify their request for NVS
countermeasures based on their conclusion that available resources will not be enough to support
the State’s response to the outbreak.

The SAHO and AVIC will consult with their USDA APHIS VS Regional Office. The VS Re-
gional Director or designee calls the 24/7 USDA APHIS VS National Center for Animal Health
Emergency Management hotline 800-940-6524 and requests NVS assistance from the operator.


October 2009                                    43                                         Ver. 1.2
The NVS Director or designee will return the call immediately. Officials on the recall will be
State and Federal officials (e.g., the SAHO, AVIC, VS Regional Office representative, and other
pertinent personnel) who can justify the state’s need for NVS assistance. During the call, the
NVS staff will request information about (1) the damaging animal disease, (2) infected species
and estimated number of affected animal populations, (3) number of responders fielded imme-
diately, and (4) number of affected premises. NVS staff will also request a point of contact in
incident command with whom the NVS deployment can be coordinated if approved by APHIS.
The NVS Deployment Management Team at VS headquarters will coordinate with the incident
command point of contact on deployment details.

FIVE STEP PROCESS TO REQUEST NVS PHYSICAL COUNTERMEASURES:

   1. SAHO and AVIC conclude that NVS physical countermeasures are needed.
   2. SAHO and AVIC consult with USDA APHIS VS Regional Office.
   3. VS Regional Office calls NVS 24/7 emergency hotline 800-940-6524 and leaves name
      and telephone number with operator.
   4. NVS Director will return call immediately and engage in conference call with necessary
      officials to determine the details of the request, including
          a. damaging animal disease
          b. infected species and estimated number of animal populations
          c. number of responders fielded immediately
          d. number of affected premises, and
          e. name and contact information for point of contact in incident command.
   5. NVS DMT will coordinate deployment details with the point of contact.

C. Subsequent Requests for NVS Physical Countermeasures

Following the initial receipt of NVS countermeasures, the logistics section’s supply unit leader
and inventory manager will coordinate with the planning section’s resource unit leader to conti-
nually evaluate available resources and to determine when to acquire more. The supply unit’s
ordering manager will coordinate with the finance/administration section’s procurement unit
leader to acquire more resources from a variety of sources. If additional resources are unavaila-
ble, the ordering manager and procurement unit leader will coordinate with the NVS Mobile Lo-
gistics Team (MLT) on site or the NVS Deployment Management Team (DMT) at APHIS
headquarters to request deployment of additional countermeasures.

D. Request for 3D Support

   1. During the planning cycle, the operations section chief (OSC) determines the kind, type,
      and numbers of resources, including personnel, available and needed to achieve depopu-
      lation, disposal, and/or decontamination (3D) for the next operational period. The work
      assignment, reporting location, and requested arrival time are documented on the incident
      command system (ICS) 215 operational planning worksheet.
   2. The planning section chief and resources unit leader assist the OSC by providing input on
      available personnel and shortages.




October 2009                                   44                                          Ver. 1.2
   3. If NVS 3D support is needed, the finance/administration section’s procurement unit lead-
       er will create a statement of work (SOW) that describes the type and amount of assistance
       as well as when and where the assistance is required.
   4. The cost unit leader will prepare a 3D cost estimate.
   5. The logistic section’s ordering manager will prepare an ICS 259-3 resource order form
       requesting the number of 3D task forces required, the date/time needed, and the reporting
       location.
   6. Following approval of the resource order by the incident commander, the supply unit
       leader and ordering manager will deliver the ICS 259-3 resource order form and SOW to
       the NVS MLT or the NVS DMT.
   7. The NVS DMT in APHIS headquarters will
           a. identify a contractor that is available, trained, and qualified to do the work,
           b. contact the APHIS contract officer and provide the SOW, and
           c. convene a conference call of incident command officials and the contractor to dis-
               cuss the work and the contractors’ ability to respond.
   8. The APHIS contract officer will
           a. require the OSC to assign a Federal employee to oversee the contractor’s work
               and sign the daily activity report,
           b. ensure the contractor charges basic ordering agreement rates in the NVS’s con-
               tract.
           c. authorize the contractor verbally or in writing to begin work, and
           d. direct the contractor to provide an estimate of the amount and cost of work within
               a reasonable period, typically a couple days.
   9. The 3D task force will
           a. check in with the planning section resources unit and complete the information
               required, including 3D task force leader and personnel manifest, for the ICS 211
               incident check-in list.
           b. report to the OSC for task assignments.
   10. The APHIS representative in the finance/administration section pays for the 3D resources
       and reports the costs.




October 2009                                  45                                         Ver. 1.2
Appendix D. Warehouse Facility Information
                                                             Sample Warehouse Facilities List

Date Revised: ________________________


 Incident
 type and         Facility       Physical        Mailing     Warehouse       Warehouse                                  Driving                          GIS/GPS
  region           name          address         address     telephone          fax            POC                     directions                      information
Type 2 or 1    AA National      Warehouse       PO Box       xxx-xxx-xxxx    xxx-xxx-xxxx   General       Going west on Interstate 80, take exit
               Guard Base       #3              911                                         John Doe      35. Turn left onto Interstate Rd and go
                                Military Blvd   Next Town,                                  xxx-xxx-      .5 mile. Turn left onto Military Blvd.
North Dis-                                                                                                and go 1 mile. Turn left at the AA Na-
trict                           Any Town,       USA 12345                                   xxxx office
                                                                                                          tional Guard sign into parking lot.
                                USA                                                         xxx-xxx-      Building 250 is on the right.
                                                                                            xxxx cell
Type 3         Central Plains   Ag Expo         PO Box 8     xxx-xxx-xxxx                   John          Travel southeast from Country Town
               Agricultural     Building C      Country                                     Brown Ex-     on County Road 10 and go 8 miles.
               Exposition       Ag Expo         Town, USA                                   po Manag-     Turn right onto Ag Expo Drive and
Central        Center                                                                       er            enter Central Plains Agricultural Ex-
Plains                          Drive           67890
                                                                                            xxx-xxx-      position Center grounds. RSS facility
                                Country                                                                   is in Incident Base in Ag Expo Build-
               Incident Com-    Town, USA                                                   xxxx office
                                                                                                          ing C on the left.
               mand Post,                                                                   xxx-xxx-
               Incident Base                                                                xxxx cell




Defines the process for activating each facility, including facility owner and priority of activation.




October 2009                                                            46                                                                        Ver. 1.2
               Example of Warehouse Facility Aerial Map for Type 2 or 1 Incident




October 2009                                  47                                   Ver. 1.2
               Example of a Typical Warehouse Layout for Type 2 or 1 Incident




October 2009                                48                                  Ver. 1.2
               Example of Aerial Map for Type 3 Incident




October 2009                      49                       Ver. 1.2
                                                            Example of Warehouse Layout for Type 3 Incident




                   C
                                                             C




                                                                                                                                                                                          C
                                                                                                                                     Pallet Storage
                                                                                                                                     10' 0" x 10' 0"
                                                                                                                                                         Security
                                                                                                                                                         Storage
                                                                                                                                      Storage for 4
                                                                                                                                    stacks of pallets
                                                                                                                                    with 5 high each




                                                                                                Tri-wall number




                                           04-01


                                                    03-01


                                                                 02-01


                                                                                        01-01
                                                                                                                                                                                                      Up


                                                                                                 Push-pack number


                                                                                                                                                                                                              NVS Push Pack #1 – 15 tri-walls




                                           04-02


                                                    03-02


                                                                 02-02


                                                                                        01-02
                                                                                                                                                                                                              NVS Push Pack #2 – 15 tri-walls
                                                                                                                            Staging and Shipping Area                 Shipping
                                                                                                                                  31' 0" x 15' 0"                      Dock                                   NVS Push Pack #3 – 15 tri-walls

                                                                                                                                                                                                              NVS Push Pack #4 – 15 tri-walls
                           10' spacing
                                                                                                                                                                                              Flood
                                                                                                                                                                                              Lamp                    Total positions: 60 tri-walls




                                                                                                                                 Receiving Area                       Receiving
                                           04-07


                                                     03-07


                                                                  02-07


                                                                                        01-07
                                                                                                                                  31' 0" x 15' 0"                       Dock




                                                                                                                                                                                                      Drive-in Ramp
               C




                                         01-08     01-09                                                                           01-15

                                                                                                                                                                                                 Trash
                                         02-08     02-09                                                                           02-15                                                       Compactor


                                         03-08     03-09                                                                           03-15


                                         04-08     04-09                                                                           04-15                                                                   Notes
                                                                                                                                                                                                           1. Internal useable storage is approximately
                                                                                                                                                                                                           6,100 sq ft. Internal dimensions are 68' 0"W
                                                                                                                                                                                                           x 89' 0"L
                                                                          10' spacing




                                                                                                                                                                     Equipment
                                                                                                                                                                                                           2. Push-packs are kept contiguous for pack
                                                                                                                                                                    Charging and
                                                                                                                                                                                                           integrity
                                                                                                                                                                    Maintenance
                                                                                                                                                                                                           3. All storage units are 40" by 48", with 2"
                                                                                                                                                                    10' 0" x 23' 0"
                                                                                                                                                                                                           space allowed on each side for movement
                                                                                                                  Lockers                      Lockers
                                                                                                                                                                                               Generator




                                                                                                                                                                                                Security Camera
                                                                                                                                                                                      C
                       C




October 2009                                                                                                                               50                                                                                                             Ver. 1.2
Appendix E. Warehouse Timeline
Table E-1 shows the critical steps the incident command takes to activate, operate, and deactivate
warehouses. The order of steps and their time frames varies from event to event. Warehouse ac-
tivities commence before NVS countermeasures arrive. The warehouse operates 24 hours a day
for the first several days, depending upon the type (size and complexity) of the outbreak.

                                    Table E-1. Warehouse Timeline

  Step                                  Action                                     Responsible person
  1      Recall the warehouse staff.                                            SPUL
  2      Ensure all team members check in with the planning section
         resource unit and have badges that provide appropriate access.
         Set up badge facilities for those who do not have appropriate
         badges.
  3      Brief the warehouse staff, establish the operation period and
         shift requirements, and dismiss the second shift after telling it
         when to return.
  4      Activate contracts and MOUs for warehouse facilities and the           Finance/admin section
         services they need.                                                    chief, facilities unit
                                                                                leader, and warehouse
                                                                                facility liaison
  5      Activate primary warehouses and place secondary facilities on          SAHO, AVIC, and
         standby.                                                               incident commander
  6      Assess security to determine the requirement for support from          Facilities unit leader
         law enforcement.
  7      Establish and coordinate security for warehouse personnel,             Facilities unit leader
         facilities, equipment, and operations.
  8      Arrange delivery of warehouse equipment from contractors and           SPUL and facility unit
         other agencies.                                                        leader
  9      Fuel or charge motorized MHE.                                          RCDM
  10     Provide drivers with maps to delivery locations; brief them on         Ground support unit
         where and how to get fuel, repairs, and law enforcement                leader
         support.
  11     Identify locations for initial deliveries once NVS shipments arrive.   RCDM
  12     Assemble and test all communications equipment and contacts.           SPUL, communications
  13     Establish and test communications with all internal warehouse          unit leader
         components (including drivers) and supporting agencies,
         organizations, and businesses.
  14     Coordinate inbound movement of NVS shipments and the NVS               NVS DMT and SPUL
         MLT with the NVS DMT.
  15     Coordinate inbound supply shipments from other sources (State,         SPUL
         industry, and local).
  16     Identify reports and reporting frequency that incident command
         requires.
  17     Assemble and test all computers, printers, network equipment,          Communications unit
         and software.                                                          leader, SPUL



October 2009                                         51                                                  Ver. 1.2
                                         Table E-1. Warehouse Timeline

  Step                                       Action                                 Responsible person
  18       Setup inventory management system and load it with                    Inventory manager
           information on incoming NVS shipments.
  19       Tell the warehouse teams the status and problems to be                RCDM
           reported and when.
  20       Provide information as requested on the NVS deployment to             SPUL
           incident command (PIO or JIC) for release to the public via the
           media.
  21       Identify the initial requirements of each field location, determine   Incident commander
           whether the NVS shipment will satisfy them, and decide how to
           apportion incoming shipments if they cannot fill all requirements.
                               The NVS arrives within 24 hours of APHIS approval.
  22       Receive, count, and store shipments from the NVS and other            Warehouse team
           sources.
  23       Record receipts in inventory management system.                       Inventory manager
  24       Create issue documents to fill responder initial requirements.
  25       Pick, stage, and load issues to fulfill initial responder requests.   Warehouse team
       Note: JIC = joint information center; PIO = public information officer.




October 2009                                               52                                         Ver. 1.2
Appendix F. Agreements and Contracts
       [Include MOAs, MOUs, and contracts the State has with support agencies, organizations,
       and businesses.]




October 2009                                 53                                        Ver. 1.2
Appendix G. Functional and Tactical Communications
[Include contact information (phone numbers, cell phones, and home phones) for

          key personnel in the logistics section to support recall of managers when the NVS
           deploys, and
          officials in support agencies, NGOs, and private-sector businesses that have responsi-
           bilities in the plan.

Include frequencies, e-mail addresses, phones, cell phones, and fax numbers for

          managers in the ICS to support coordination efforts, and
          State (agriculture commissioner/secretary/director, emergency management agency,
           Governor’s office, law enforcement) and Federal agencies (AVIC, APHIS Regional
           Office, FEMA), livestock/poultry commodity groups, NGOs, and private-sector busi-
           nesses that will be involved with NVS deployment, processing, and use.

Describe who talks to whom and when.

Consider who needs to know, when they need to know, and what they need to know about

          NVS deployment,
          warehouse activation, and
          NVS arrival times.]

See NVS Planning Guide for Federal, State, and Local Authorities, Section 4, Communicating
Tactically for Resource Support.




October 2009                                   54                                         Ver. 1.2
Appendix H. Warehouse Support Checklist
Before receipt of its first shipment, warehouse management acquires the following supplies and
equipment to support warehouse activities.

General and Administrative Support
General and administrative support items include the following:

          Office supplies such as pens, paper, staplers, permanent markers, and clipboards
          Office furniture and support items (tables, extension cords, lights, etc.)
          Notebook computers and printers with Internet connectivity
          Software—inventory management, word processing, spreadsheet, e-mail, backup sto-
           rage medium (portable hard drive, memory stick, etc.), emergency management soft-
           ware connecting to the State emergency management agency
          Telephones (hard line and cell)
          Copy/facsimile machine
          Sign-making material such as poster board, stencils, stakes, and easels
          Copies of rental and maintenance agreements on warehouse support equipment such
           as MHE
          Communication devices (such as bull horn, hand-held radios, cell phones, etc.).

Warehouse
Warehouse items include the following:

          50 empty pallets (40- by 48-inch plastic or oak) or triwall containers, continuing
           supply by contract
          Stretch wrap (10 rolls, automated wrapping machine or two manual wrap devices)
          Strapping/banding material
          Box and wire cutters
          Tool box with assortment of hand tools (hammers, wrenches, tape measure, and
           pliers)
          Empty boxes
          Packing material and tape
          Blank labels
          Forklifts with fuel and repair
           o One to three (depending upon the volume of inventory) 3,000- to 5,000-pound ca-
             pacity, smooth tire forklifts


October 2009                                    55                                          Ver. 1.2
           o Arms at least 36 inches in length
           o Electricity (8–12 hours of operation per battery) or propane (8–12 hours of opera-
             tion per tank of fuel) for inside units, fresh batteries or battery recharging stations
             (220V)
           o Gasoline or diesel for forklifts used outside
           o Operators certified according to OSHA standards

          Pallet jacks: two to three units to support receiving, picking, and shipping activities.

Safety Support
Safety support items include the following:

          Cotton gloves with rubber grips for each warehouse team member
          Leather gloves
          Hard hats
          Reflective vests
          Flashlights
          Portable lighting
          Traffic cones
          First aid kit.

Security Support
Security support items include the following:

          Flashlights
          Chains and padlocks
          ICS-issued badge required for each person in warehouse facility.




October 2009                                    56                                            Ver. 1.2
Appendix I. Supply Unit Assignment List
                                                  Supply Unit Assignment List

1. Incident name


2. Date                                 3. Time


4. Operational period


Position                         Name                       Contact information
5. Staffing
SPUL                                                        Cell:                 E-mail:
                                                            Other:
Ordering manager                                            Cell:                 E-mail:
                                                            Other:
Inventory manager                                           Cell:                 E-mail:
                                                            Other:
Assistant inventory manager                                 Cell:                 E-mail:
                                                            Other:
Receiving/distribution manager                              Cell:                 E-mail:
                                                            Other:
   Warehouse team A lead                                    Cell:                 E-mail:
                                                            Other:
  Warehouse team A member 1                                 Cell:                 E-mail:
                                                            Other:
  Warehouse team A member 2                                 Cell:                 E-mail:
                                                            Other:
  Warehouse team B lead                                     Cell:                 E-mail:
                                                            Other:
   Warehouse team B member 1                                Cell:                 E-mail:



October 2009                                                    57                          Ver. 1.2
                                                                     Supply Unit Assignment List

                                                                               Other:
   Warehouse team B member 2                                                   Cell:               E-mail:
                                                                               Other:
   Warehouse team C lead                                                       Cell:               E-mail:
                                                                               Other:
   Warehouse team C member 1                                                   Cell:               E-mail:
                                                                               Other:
   Warehouse team C member 2                                                   Cell:               E-mail:
                                                                               Other:
6. Agency representatives
NVS MLT                                                                        Cell:               E-mail:
                                                                               Other:
Facility liaison                                                               Cell:               E-mail:
                                                                               Other:



Prepared by:



Format consistent with ICS Form 203 Organizational Assignment List
February 6, 2009




October 2009                                                                       58                        Ver. 1.2
 Appendix J. Warehouse Job Action Sheets
 Job action sheets identify what must be done. The roles and responsibilities they describe are
 flexible enough to meet mission requirements and standardized enough to ensure the warehouse
 operates safely, securely, and effectively. Appendix B identifies the State’s placement of ware-
 house operations within the ICP for various size responses. The scale of an event and the inci-
 dent commander determine who performs each of the jobs below. The SPUL serves as the
 warehouse manager. Other ICP organizations provide matrix support to the warehouse for func-
 tions such as safety, security, communications, facilities, and delivery. Warehouse managers use
 the job action sheets to identify who performs specific warehouse duties and to determine the
 number of people and necessary skills to operate a warehouse.

                                  Incident Type 1, 2, and 3
                                 Warehouse Job Action Sheets

                             Table J-1. SPUL—Warehouse Manager

Area                      Warehouse
Unit                      Supply unit in logistics section
Reports to                LSC or support branch director
                          Warehouse receiving, storage, issue, staging, control, and ordering of invento-
Supervises
                          ry
                          Has managerial experience and understands the incident command structure
Minimum qualifications
                          and warehouse operations
Job description           Provides overall supervision and leadership to the warehouse
Preliminary warehouse      Recalls and briefs all warehouse team members, including volunteers; es-
activation duties           tablishes operation period and shift requirements; dismisses second shift
                            after telling it when to return
                           Activates primary warehouses; places secondary facilities on standby
                           Notifies all warehouse supporting agencies, organizations, and businesses
                           Works with facilities unit leader and warehouse facility liaison to ensure
                            that utilities such as water, electricity, lighting, and portable latrines are in
                            place
                           Works with facilities unit leader, warehouse facility liaison, and safety offic-
                            er on safety and security risk assessment prior to declaring the warehouse
                            operational
                           Coordinates facility, safety, and security risk mitigations and issue resolu-
                            tion with LSC
                           Implements safety and security measures
                           Works with ground unit leader to arrange delivery of warehouse equipment,
                            fuel, and charge for motorized MHE
                           Provides information on the NVS to PIO for release to the public via the
                            media
                           Identifies number of trucks and expected inventory for inbound NVS ship-
                            ments with NVS DMT




 October 2009                                     59                                                 Ver. 1.2
                              Table J-1. SPUL—Warehouse Manager

                             Works with incident command to identify initial requirements of each res-
                              ponder location, determines whether incoming shipments will satisfy the
                              requirements, and decides how to apportion the shipment if it cannot fill all
                              requirements
                             Determines warehouse operational hours and staff
                             Initiates and maintains log of events, key decisions, and issues
                             Monitors inbound movement of NVS shipments with the DMT
                             Coordinates and tracks inbound shipments from other sources (State, in-
                              dustry, and local)
                             Identifies reports and reporting frequency that incident command requires
Beginning-of-shift duties    Checks in with resource unit in plans section
                             Reviews event/issue log from previous shift
                             Participates in ICP calls during shift change
Continuous job duties        Identifies and assigns subordinate managers
                             Reviews work schedules and staff assignments; modifies as necessary
                             Directs managers where and when to report status and problems
                             Reports status and problems to incident command
                             Corrects problems and issues
                             Establishes schedule for operational briefings and conducts briefings
                             Coordinates with NVS MLT on the use of and the need for additional NVS
                              resources
                             Assigns designee to act when unavailable during meals, breaks, and con-
                              ferences
                             Briefs incoming shift
End-of-shift duties          Reviews daily summary reports and forwards them to higher authorities
                             Checks out with resource unit in plans section
Demobilization duties        Coordinates with the MLT the return of high-value and unused items to the
                              NVS
                             Directs deactivation of warehouse to normal operating condition
                             Debriefs the staff and conducts exit interviews with subordinates
                             Identifies after-action report issues
                             Participates in after-action review




                                    Table J-2. Ordering Manager

Area                          Warehouse
Unit                          Supply unit
Reports to                    SPUL
Supervises                    This is not a supervisory position




  October 2009                                     60                                             Ver. 1.2
                                  Table J-2. Ordering Manager

Minimum qualifications      Understands the ICS and has experience with material acquisitions and ba-
                            sic inventory management operations
Job description             Orders material to support incident response operations: maintains a conti-
                            nuous record of orders
Preliminary warehouse        Sets up processes and procedures to order material
activation duties
                             Identifies potential sources, both local and national, for additional required
                              response material
                             Works with procurement unit leader to identify fastest authorized means
                              for procuring additional material
                             Identifies all potential customers within the supported area
                             Communicates supply and equipment ordering procedures to response
                              team members
                             Coordinates daily reporting requirements with the SPUL and MLT
Beginning-of-shift duties    Checks in with resource unit in plans section
                             Receives briefing from SPUL and previous shift ordering personnel and
                              reviews job action sheet
Job duties                   Records all open orders in the inventory management system’s inbound
                              order module or spreadsheet
                             Places timely reorders to prevent exhaustion of critical supplies
                             Coordinates with the procurement unit leader for local purchase of sup-
                              plies
                             Provides the SPUL status reports on orders and associated problems
                             Closes out due-in and due-out orders in the system as material is re-
                              ceived and product is delivered
End-of-shift duties          Briefs incoming shift
                             Checks out with resource unit in plans section; verifies return schedule

Demobilization duties        Participates in unit debrief
                             Identifies issues for after-action report
                             Participates in after-action review




                                 Table J-3. Inventory Manager

Area                        Warehouse
Unit                        Supply unit
Reports to                  SPUL
Supervises                  Assistant inventory manager
Minimum qualifications      Understands the ICS and has experience with material acquisitions and ba-
                            sic inventory management operations


  October 2009                                   61                                               Ver. 1.2
                                 Table J-3. Inventory Manager

Job description             Maintains a continuous record of receipts, issues, and discrepancies; main-
                            tains cost accounting of ordered and issued material; supports storage ac-
                            tions to warehouse teams
Preliminary warehouse        Sets up inventory management system
activation duties
                             Loads NVS deployment shipment data prior to arrival for immediate issue
                              after arrival
                             Coordinates receipt and issue document creation and flows and prints
                              pick lists
                             Communicates inbound shipment status to the SPUL and RCDM
                             Coordinates daily status reporting with the logistics section and MLT
Beginning-of-shift duties    Checks in with resource unit in plans sections
                             Receives briefing from SPUL and reviews job action sheets
Job duties                   Records all receipts of supplies and equipment in the inventory manage-
                              ment system
                             Creates issue documents to fulfill responder requests
                             Prepares report of discrepancy (ROD) documents (SF 364) on damaged
                              shipments or temperature-sensitive material whose receipt temperature is
                              out of cold chain specifications; see blank SF 364 in Appendix L
                             Coordinates RODs with MLT and other source representatives, provides
                              electronic copies of RODs to the sources
                             Monitors inventory levels; forwards requirements to the ordering manager
                             Coordinates with the ordering manager for local purchase of supplies
                             Receives field material support requests from the ordering manager; en-
                              ters the information into the inventory management system, which
                              creates pick lists for issue by the warehouse
                             Notifies the SPUL when onhand quantities cannot satisfy all field re-
                              quirements and seeks guidance on how to apportion available assets
                             Adjusts onhand quantities in the system from physical inventories of
                              items in storage
                             Provides the SPUL status reports on inventory actions and problems
                             Resolves inventory management problems
                             Identifies field customers after an event that received high-value NVS
                              items and informs them that they need to return the items
                             Coordinates the return of the assets to the warehouse with incident com-
                              mand, warehouse distribution, warehouse facility personnel, and ware-
                              house RCDM
End-of-shift duties          Checks out with resource unit in plans section; verifies return schedule

Demobilization duties        Participates in unit debrief
                             Identifies issues for after-action report
                             Participates in after-action review




  October 2009                                   62                                            Ver. 1.2
                            Table J-4. Receiving/Distribution Manager

Area                         Warehouse
Unit                         Supply unit
Reports to                   SPUL
Supervises                   Warehouse teams
Minimum qualifications       Understands the ICS and has experience with administration and
                             management and warehouse operations
Job description              Supervises the receipt, storage, issue, staging, and preparation for
                             distribution of warehouse inventory; teams receive and store receipts, pick
                             orders, label orders for delivery, prepare orders for distribution, provide
                             copies of pick tickets to drivers, and load orders onto delivery vehicles;
                             coordinates distribution of material with ground support unit dispatcher
Preliminary warehouse         Obtains packet containing section’s job action sheets
activation duties             Coordinates with SPUL to obtain enough staff members, supplies, and
                               equipment to support warehouse operations
                              Organizes physical layout of receiving, staging, and storing areas,
                               ensuring that
                                 space is sufficient, and
                                 material is protected from environmental hazards (wind, rain, leaking
                                  roofs, etc.)
Beginning-of-shift duties     Checks in with resource unit in plans section
                              Initiates and maintains log of events, key decisions, and issues
                              Communicates with inventory manager on invoices, order processing
                               status, and immediate needs
                              Briefs the staff and distributes job action sheets for its use
                              Coordinates with MLT for advice on NVS countermeasures
                              Attends briefings
                              Oversees warehouse teams when shipments arrive to ensure teams
                                 inspect for damage or loss,
                                 count shipment pieces as they come off the truck and sign for the
                                  correct number of pieces,
                                 assign personnel to offload shipments and check contents against
                                  manifest,
                                 mark receipt pallets, containers, and pieces with contents (such as
                                  inventory list on outside),
                                 ensure that the receipt temperature of temperature-sensitive products
                                  complies with cold chain requirements, and
                                 complete an SF 364 to record shipment discrepancies
                              Coordinates with the inventory manager to
                                 print and process pick lists,
                                 verify shipment documentation,
                                 verify inventory in the inventory management system, and
                                 receive notices of soon-to-be-depleted inventory




  October 2009                                     63                                             Ver. 1.2
                        Table J-4. Receiving/Distribution Manager

                          Reports discrepancies to inventory manager for damaged shipments or
                           items that arrived outside of cold chain management specifications
                          Informs inventory manager on discrepant shipments for preparation of
                           ROD
                          Receives pick and inventory assignments from inventory manager team
                           lead
Job duties                Coordinates with inventory manager to set up receiving, storing, picking,
                           and staging
                          Supervises receipt, storage, picking, and staging; uses checklists in
                           Appendixes J, K, and M
                          Works with facilities unit leader to ensure proper environmental controls
                           and security
                          Provides copies of all receipts to inventory manager
                          Picks, stages, and loads orders to fulfill responder requests
                          Coordinates delivery with ground support unit leader
                          Monitors the quality of receipt and issue processes; physically inventories
                           items in the facility periodically and corrects inventory records in the
                           inventory management system
                          Resolves warehouse operational problems
                          Reports status and problems to the SPUL
                          Ensures completion and copying of pick tickets for distribution
                          Provides signed copy of completed pick lists to inventory manager
End-of-shift duties       Briefs incoming shift
                          Checks out with resource unit in plans section; verifies return schedule
Demobilization duties     Contacts customers to arrange return of high-value items to the
                           warehouse
                          Coordinates pickup of items with delivery, customers, and warehouse
                          Coordinates with the ground support unit leader for transportation of high-
                           value items back to warehouse
                          Packs and palletizes items at warehouse
                          Loads items and coordinates with transportation arranged by the NVS for
                           their return to NVS distribution centers
                          Assists in return of facility to normal operating condition
                          Identifies issues for after-action report
                          Participates in after-action review



                          Table J-5. Warehouse Team Members

Area                    Warehouse
Unit                    Supply unit
Reports to              RCDM
Supervises              This is not a supervisory position



  October 2009                                64                                             Ver. 1.2
                             Table J-5. Warehouse Team Members

Minimum qualifications      Understands ICS and has previous facility shipping-and-receiving expe-
                            rience; has the physical ability to work in warehouse, including heavy lifting
Job description             Provides for receipt, storage, picking, and staging of warehouse inventory;
                            receives and stores shipments, picks responder orders, labels pallets and
                            containers for delivery, and prepares orders for distribution
Beginning-of-shift duties    Checks in with resource unit of plans section
                             Initiates and maintains log of events, key decisions, and issues
                             Receives briefing from RCDM
Job duties                   Prepares floor area for receipts (floor taped or configured for receipt of
                              shipments)
                             Receives and stores shipments:
                                Inspects for damage or loss
                                Counts shipment pieces as they come off the truck and signs for the
                                 correct number of pieces
                                Marks receipt pallets, containers, and pieces with contents (such as
                                 inventory list on outside)
                                Ensures receipt temperature of temperature-sensitive products
                                 complies with cold chain requirements
                             Picks orders from pick lists printed by inventory manager:
                                Receives pick lists
                                Locates and selects items on pick lists
                                Places issues on pallets or in containers
                                Places cold packs in outgoing shipments of temperature-sensitive
                                 products that require cold chain maintenance
                                Annotates quantity picked, lot number, and expiration date on pick list
                                 for each issue
                                Returns completed, signed pick list to inventory manager
                             Coordinates with distribution vehicle drivers and loads issues onto trucks
End-of-shift duties          Briefs incoming shift
                             Checks out with resource unit in plans sections; verifies return schedule
Demobilization duties        Assists with packing high-value and unissued items for return to NVS dis-
                              tribution centers and coordinates with MLT
                             Assists in return of facility to normal operating condition
                             Participates in debrief
                             Identifies issues for after-action report
                             Participates in after-action review




  October 2009                                    65                                               Ver. 1.2
                            Table J-6. NVS Mobile Logistics Team Members

Area                           Warehouse or incident command
Unit                           Supply unit
Reports to                     NVS Director; coordinates with SPUL
Supervises                     This is not a supervisory position
Minimum qualifications         Understands ICS and NVS and has experience with material acquisitions,
                               inventory management, and warehouse operations
Job description                Provides technical information on NVS countermeasures and capabilities to
                               the warehouse staff, other members of the ICP, and external response or-
                               ganization; provides technical assistance on logistics activities
Preliminary warehouse           Explains contents of NVS shipments to warehouse personnel
activation duties
                                Identifies where to find specific items in the shipments
                                Helps ordering manager and procurement unit leader order more from the
                                 NVS if resources are unavailable elsewhere
Beginning-of-shift duties       Checks in with resource unit of plans section
Job duties                      Coordinates inbound NVS shipments and replenishments with the NVS
                                 DMT at APHIS headquarters
                                Provides technical assistance to the warehouse staff for logistics issues
                                 in general and NVS countermeasures specifically
                                Educates and informs incident command about the NVS and its capabili-
                                 ties
                                Helps the finance/administration chief identify NVS contracts used to ac-
                                 quire more resources
                                Helps incident command get support from the NVS’s commercial 3D con-
                                 tractors for depopulation, disposal, and decontamination
                                Coordinates ROD documents with the DMT and assists with obtaining
                                 replacement stocks
                                Serves as a general logistics problem solver; ensuring responders get the
                                 logistics support they need
End-of-shift duties             Checks out resource unit with plans section

Demobilization duties           Coordinates transportation of unused or serviceable and accountable
                                 NVS material back to the appropriate NVS distribution facility
                                Identifies issues for after-action report
                                Participates in after-action review




  October 2009                                      66                                            Ver. 1.2
Appendix K. NVS Shipment Documentation
Warehouse teams consult with the NVS MLT before accepting or rejecting damaged shipment.
Receipt document formats vary from one transportation provider to another but fundamentally
have the information shown in Figure K-1.

                          Figure K-1. Sample Receipt Bill of Lading




October 2009                                 67                                       Ver. 1.2
All NVS shipments contain a manifest that identifies their contents and the location of each item in the shipment. Figure K-2 is an ex-
ample. The NVS program is redesigning its push packs and implementing a state-of-the-art inventory and deployment management
system that will change the format of the manifest that comes with each shipment. Use Figure K-2 only as an example.

                                         Figure K-2. Sample NVS Deployment Shipment File




October 2009                                                      68                                                             Ver. 1.2
Appendix L. Receiving and Storage Checklists
Receiving Checklist
Do the following when receiving items:

          Inspect each shipment for damage and to ensure it is safe to unload.
          If it is visibly damaged
           o determine whether parts of the shipment are usable,
           o reject the shipment if it is damaged beyond use, and
           o accept the shipment if parts are usable but note visible damage on the bill of lad-
             ing to support a claim against the carrier.
          Verify that the shipment contains the number of pieces (such as triwalls, pallets, and
           pieces of equipment) stated on the bill of lading or receipt documentation.
          Sign for the shipment.
          Unload the shipment to the receiving area.
          Unload no more than two shipments at a time.
          Unpack each shipment, identify items in the shipment, inspect them for damage, and
           count them.
          Check counts against the shipment documentation. See Appendix K for an example
           of an NVS push pack manifest.
          Annotate the manifest with correct counts for usable items and create a discrepancy
           report if the physical counts differ or if some items are damaged and unusable.
          Mark containers and pallets to reflect their contents by placing an inventory list on the
           outside of the container. Work with the inventory manager to resolve marking prob-
           lems.
          Provide shipment documentation with correct counts to the inventory control team.
          Move receipts to temporary storage if responders have not requested them or directly
           to staging if there is a responder request.
          Use on average 45 minutes to offload, receive, and store each shipment. Actual time
           varies depending on warehouse facilities (such as loading docks and MHE) and the
           size of the shipments.




October 2009                                    69                                           Ver. 1.2
Temperature Sensitive Items—Additional Procedures
Temperature-sensitive vaccines, test kits, and antivirals arrive in hand-held cases. Vaccine and
test kit cases are insulated and contain cold packs to maintain the contents at 2 to 7°C for approx-
imately 1 day. If ambient in-transit temperatures are likely to exceed 30°C, antivirals also arrive
in insulated containers. Each container has a visible indicator that allows receiving personnel to
verify that contents remained at proper temperatures during shipment. The receiving team does
the following:

          Validates that temperature-sensitive items have remained at proper temperatures dur-
           ing transit using a visible temperature sensing device in each case and declared tem-
           peratures (vaccines and test kits 2 to 7°C, human antivirals 14 to 30°C) on shipping
           documents. (For vaccines, the shipping documents typically have a stamp or placard
           that identifies the temperature range of such items.)
          Moves vaccines and test kits immediately to refrigerated storage in the warehouse
           storage area, if there is not yet a responder request for the items, or directly to tempo-
           rary refrigerated storage in staging for immediate delivery, if there is a request.

Storage Checklist
Do the following when storing items:

          Move inventory from the receiving area to preidentified storage locations according
           to the warehouse facility layout plan or as directed by the RCDM.
          Store high-demand items close to staging.
          Store like items (same color code) together with the labels facing into the aisle for
           easy identification.
          Leave open space to accommodate future shipments of like items.
          Notify the inventory team when a shipment is stored and ready for issue.
          Store receipts in locations defined during warehouse activation, dictated by the
           RCDM, or indicated by an automated inventory system (if one exists).
          Store like items together to make them easier to find, and place items with high de-
           mand close to the warehouse staging area to reduce the time to move issues from the
           shelf to staging.
          Leave open space to accommodate future shipments of like items.
          Notify the inventory team when a shipment is stored and ready for issue.




October 2009                                     70                                           Ver. 1.2
Temperature Sensitive Items—Additional Procedures
Do the following for temperature-sensitive items:

          Store vaccine and test kits in refrigerated facilities at 2 to 7°C and antivirals at con-
           trolled room temperature at 14 to 30°C.
          Store vaccine, test kits, and antivirals under lock and key.
          Store antivirals in locations that comply with State pharmacy requirements for pre-
           scription drugs.
          Monitor stored product for proper temperature every 4 hours.




October 2009                                     71                                            Ver. 1.2
               WAREHOUSE STORAGE (PUT AWAY) SHEET

               Received From: _____________________          Receipt Tracking Number: ___________________________




October 2009
                 Warehouse      Pallet/triwall/item number               Description             Qty     Unit of issue
                  location
                                                                                                                         Storage (Put Away) Sheet




72
               Put away by: ____________________________________                Date: _____________________




Ver. 1.2
Sample Report of Discrepancy Form




October 2009                        73   Ver. 1.2
Appendix M. Issue Checklist
   Issues occur as follows:

       1. The inventory manager generates pick lists for issues to each delivery location.

       2. Pick lists identify item numbers, descriptions, warehouse locations, lot numbers, and
          quantities to pick.

       3. Pickers do the following:
              Locate items.
              Pick the oldest inventory first.
              Place issues on pallets or in containers.
              Place heavier items on the bottom and middle of pallets or containers to avoid
               crushing smaller items.
              Avoid placing issues so they overhang on pallets.
              Fill pallets and containers with issues so they do not fall out before they reach
               staging.
              For temperature-sensitive issues
               o include a visible means of monitoring temperatures before the items reach
                   staging, while they’re in staging, and during transit to end users to ensure
                   temperatures during hot months do not exceed maximums and during cold
                   months do not fall below minimums;
               o maintain the temperature of vaccine and test kit issues at 2 to 7°C, antiviral is-
                   sues at 14 to 30°C before the issues reach staging and while they are in stag-
                   ing awaiting transportation;
               o use cold packs and insulated containers, prechilled Vaxicool containers, or
                   other methods to maintain proper temperatures;
               o ensure Vaxicool containers, if used, have fully charged batteries, which will
                   maintain proper refrigeration temperature for up to 2 days;
               o refresh cold packs if used to maintain temperature;
               o monitor the temperature of issues in staging every 4 hours; and
               o prevent the exposure of vaccine and test kits to light and moisture.
              Annotate quantity picked, lot number, and expiration date on pick list.

       4. A second warehouse team member validates that picked items and quantities agree
          with the pick list.

       5. A warehouse team member
              makes three copies of the completed pick list,
              affixes two copies to the pallet or container before moving it to staging, and
              provides the original, signed copy to the inventory team for entry into a database.




October 2009                                    74                                           Ver. 1.2
       6. Warehouse team members
              mark multiple pallets and containers going to the same destination ―1 of 2‖ and ―2
               of 2‖ to ensure all arrive at the correct destination, and
              move pallets and containers of issues to a staging area.




October 2009                                   75                                         Ver. 1.2
Sample 1 – Electronic WarehouseNVS Pick Sheet
                                Pick Sheet
               Order No.                                                                    Deliver to (Name, Room, Bldg.)


               Originator Name


               Telephone No.                                                                Date Required



                                                                                                                       Issue
                                                                                                                                    Package
                                                                                                                       Unit of                   Warehouse    Pick
               Index                          Item Description                                   Stock Number                      Description
                                                                                                                      Measure                     Location   Quantity
                                                                                                                                 (IUM per RUM)
                                                                                                                        (IUM)
               1-01 TYVEK, 2XLARGE - CASE                                                   Z888-00-000-9004kitCS1 CS per CS________
               1-02 KIT: TYVEK, 2XLARGE consisting of following components: APRON 2ML       Z888-00-000-9023compKT25 KT per CS________
                    28X44;BAG DIE CUT HANDLE; BAG, INFECTIOUS WASTE, 10 GAL;
                    BOOT COVER GRAY 17"; GOGGLES; GLOVES DISPOSABLE VINYL;
                    GLOVES, NITRILE, LARGE; RESPIRATOR 3M 9210 N95; SUIT, TYVEK,
                    2XLARGE
               1-03 TYVEK, 3XLARGE - CASE                                                   Z888-00-000-9005kitCS1 CS per CS
               1-04 KIT: TYVEK, 3XLARGE consisting of following components: APRON 2ML       Z888-00-000-9024compKT25 KT per CS________
                    28X44;BAG DIE CUT HANDLE; BAG, INFECTIOUS WASTE, 10 GAL;
                    BOOT COVER GRAY 17"; GOGGLES; GLOVES DISPOSABLE VINYL;
                    GLOVES, NITRILE, LARGE; RESPIRATOR 3M 9210 N95; SUIT, TYVEK,
                    3XLARGE
               1-05 BOOTCOVER L-XL - TYCHEM 200/c s                                         Z888-00-000-0106PR200 PR per BX                                  ________
               1-06 BOOTCOVER, XL, YEL, 15 "                                                Z888-00-000-0108PR200 PR per BX                                  ________
               1-07 FIRST AID KIT, 10 PEOPLE, BUL K                                         Z888-00-000-0400EA1 EA per EA                                    ________
               1-08 GLOVES, NITRILE, LARG E                                                 Z888-00-000-0224BX13 BX per CS                                   ________
               1-09 GLOVES, NITRILE, XLARG E                                                Z888-00-000-0225BX5 BX per CS                                    ________
               2-01 TYVEK, 2XLARGE - CASE                                                   Z888-00-000-9004kitCS1 CS per CS                                 ________
               2-02 KIT: TYVEK, 2XLARGE consisting of following components: APRON 2ML       Z888-00-000-9023compKT25 KT per CS                               ________
                    28X44;BAG DIE CUT HANDLE; BAG, INFECTIOUS WASTE, 10 GAL;
                    BOOT COVER GRAY 17"; GOGGLES; GLOVES DISPOSABLE VINYL;
                    GLOVES, NITRILE, LARGE; RESPIRATOR 3M 9210 N95; SUIT, TYVEK,
                    2XLARGE
               2-03 TYVEK, 3XLARGE - CASE                                                   Z888-00-000-9005kitCS1 CS per CS                                 ________
               2-04 KIT: TYVEK, 3XLARGE consisting of following components: APRON 2ML       Z888-00-000-9024compKT25 KT per CS                               ________
                    28X44;BAG DIE CUT HANDLE; BAG, INFECTIOUS WASTE, 10 GAL;
                    BOOT COVER GRAY 17"; GLOVES DISPOSABLE VINYL; GOGGLES;
                    GLOVES, NITRILE, LARGE; RESPIRATOR 3M 9210 N95; SUIT, TYVEK,
                    3XLARGE
               3-01 TYCHEM, 2XLARGE,YEL QC - CASE                                           Z888-00-000-8109kitCS1 CS per CS                                 ________
               3-02 KIT: TYCHEM, 2XLARGE consisting of following components: APRON          Z888-00-000-9025compKT15 KT per CS________
                    2ML 28X44;BAG DIE CUT HANDLE; BAG, INFECTIOUS WASTE, 10 GAL         ;
                    BOOT COVER GRAY 17"; GLOVES DISPOSABLE VINYL; GOGGLES;
                    GLOVES, NITRILE, LARGE; RESPIRATOR 3M 9210 N95; TYCHEM, QC,
                    2XLARGE, YEL, SUIT
               3-03 TYCHEM, 3XLARGE,YEL QC CASE                                             Z888-00-000-8110kitCS1 CS per CS________
               3-04 KIT: TYCHEM, 3XLARGE consisting of following components: APRON          Z888-00-000-9026compKT15 KT per CS________
                    2ML 28X44;BAG DIE CUT HANDLE; BAG, INFECTIOUS WASTE, 10 GAL         ;
                    BOOT COVER GRAY 17"; GLOVES DISPOSABLE VINYL; GOGGLES;
                    GLOVES, NITRILE, LARGE; RESPIRATOR 3M 9210 N95; TYCHEM, QC,
                    3XLARGE, YEL, SUIT
               4-01 APRONS, DISPOSABLE ,                                                    Z888-00-000-8052EA100 EA per PK                                  ________
               4-02 BAGS, ISOLATION, HAZ, 50-55 GA L                                        Z888-00-000-8058EA25 EA per BX                                   ________
               4-03 BAGS, ZIPLOC (10/BX )                                                   Z888-00-000-8106EA1 EA per BX                                    ________
               4-04 BRUSH, LONG HANDLE, CAR                                                 Z888-00-000-8069EA4 EA per BX                                    ________
               4-05 BUCKET W/ COVER, 5 GA L                                                 Z888-00-000-8064EA1 EA per EA                                    ________
               4-06 POOL, POP UP, ULTR A                                                    Z888-00-000-8111EA1 EA per EA                                    ________
               4-07 SCRAPER, SHOE AND BOOT (4/BX)                                           Z888-00-000-8060EA3 EA per BX                                    ________
               4-08 SHEARS, EMS, 7 1/4" (3/BX )                                             Z888-00-000-8072EA3 EA per BX                                    ________
               4-09 SPRAYERS, 2 GA L                                                        Z888-00-000-8051EA1 EA per EA                                    ________
               4-10 TAPE, CHEM (12/BX )                                                     Z888-00-000-8071RL12 RL per BX                                   ________
               4-11 TAPE, YEL, CAUTION-BLACK (15/BX )                                       Z888-00-000-0458RL15 RL per BX                                   ________
               4-12 TEST STRIPS, VIRKON                                                     Z888-00-000-0088EA2 EA per BX                                    ________
               4-13 VIRKON, 10 LB CONTAINERS (1/BX )                                        Z888-00-000-0105BX1 BX per CS                                    ________
               5-01 TYCHEM, 2XLARGE, GRAY, F                                                Z888-00-000-9006kitCS1 CS per CS                                 ________
               5-02 KIT: TYCHEM, 2XLARGE consisting of following components: APRON          Z888-00-000-9027compKT15 KT per CS________
                    2ML 28X44;BAG DIE CUT HANDLE; BAG, INFECTIOUS WASTE, 10 GAL         ;
                    BOOT COVER GRAY 17"; GOGGLES; GLOVES DISPOSABLE VINYL;
                    GLOVES, NITRILE, LARGE; RESPIRATOR 3M 9210 N95; TYCHEM,
                    2XLARGE GRAY SUIT
               5-03 TYCHEM, 3XLARGE, GRAY, F                                                Z888-00-000-9007kitCS1 CS per CS________
               5-04 KIT: TYCHEM, 2XLARGE consisting of following components: APRON          Z888-00-000-9028compKT15 KT per CS________
                    2ML 28X44;BAG DIE CUT HANDLE; BAG, INFECTIOUS WASTE, 10 GAL         ;
                    BOOT COVER GRAY 17"; GOGGLES; GLOVES DISPOSABLE VINYL;
                    GLOVES, NITRILE, LARGE; RESPIRATOR 3M 9210 N95; TYCHEM,
                    3XLARGE GRAY SUIT
               6-01 KIT: PAPR, 3M BREATHE EASY (10KT/TWL)                                   Z888-00-000-8001kitKT1 KT per KT________
               6-02 BAG, DUFFLE, BLACK, 3 M                                                 Z888-00-000-8125compEA1 EA per KT                                ________
               6-03 BELT, DECON, RBE-BLT                                                    Z888-00-000-8126compEA1 EA per KT                                ________
               6-04 CARTRIDGES, 3M FR-57, 45303002R0 6                                      Z888-00-000-8005compEA4 EA per KT                                ________
               6-05 HOOD, BE-10B R                                                          Z888-00-000-8003compEA1 EA per KT                                ________
               6-06 INDICATOR, AIRFLOW, 021-140 0                                           Z888-00-000-8127compEA1 EA per KT                                ________
               6-07 PAPR UNIT, TURBO, 022-00--3R-01                                         Z888-00-000-8004compEA1 EA per KT                                ________
               6-08 TUBE, BREATHING W/CLAMP                                                 Z888-00-000-8002compEA1 EA per KT                                ________
               6-09 BATTERY, NiMH, BP-15                                                    Z888-00-000-8006compBX1 BX per KT                                ________
               6-10 BATTERY CHARGER, SMART                                                  Z888-00-000-8007compBX1 BX per KT                                ________

               Ordered by                                                                   Date Ordered


               Received by                                                                  Date Received


               Picked by                                                                    Date Picked


               Issued by                                                                    Date Issued




October 2009                                                                        76                                                                                  Ver. 1.2
                                                                                  Page 1 of 1
               WAREHOUSE PICK SHEET

               Destination/delivery point: _____________________ Point of contact: ___________________________




October 2009
               Drop site: __________________________________ Direct pick up by: __________________________


                 Warehouse        Pallet/triwall/item no.          Description             Qty     Unit of issue
                  location




77
                                                                                                                   Sample 2 – Manual Warehouse Pick Sheet




               Picked by: ____________________________________            Date: _____________________

               Quality control check: _____________________________




Ver. 1.2
Appendix N. Distribution Preparation Checklist
The RCDM verifies the method of distribution: pickup by responders at the warehouse or deli-
very by vehicle to the field.

For items to be picked up by responders at warehouse, the RCDM does the following:

          Identifies and marks the item and sets up distribution line.
          Segregates orders by responder and attaches a pick list.
          Compares the responder’s order sheet with the pick list and notes discrepancies on the
           pick list.
          Ensures the correct order is picked up by the corresponding responder.
          Gives a copy of the pick list to the responder.
          Signs the pick list when the order has been picked up and sends it to the inventory
           manager.

For items to be delivered by vehicle to the field, the RCDM does the following:

          Verifies that all issues on a pallet are going to the same location.
          Stretch wraps or otherwise secures issues for delivery and leaves one copy of the pick
           list on the pallet or container.
          Informs the distribution dispatcher that deliveries are ready for specific locations.
          Confirms when a driver arrives that the driver’s delivery locations are the same as the
           locations for the issues.
          Provides copies of the pick lists, which are also attached to each pallet or container, to
           the driver.
          Ensures all deliveries of temperature-sensitive items will remain at proper tempera-
           ture while en route before placing them on the truck.
          Places deliveries to multiple locations on the truck such that the pallets and containers
           for each location can be offloaded from the truck without having to move pallets for
           other locations (last stop, first loaded; next stop, next loaded; etc.).
          Seals or locks the trailer or truck.
          Provides a manifest to driver.




October 2009                                      78                                          Ver. 1.2
Appendix O. Warehouse Security Plan
The warehouse security plan does the following:

          Describes the process for assessing security before an event.
          Describes the plan for securing warehouses, people, equipment, and management dur-
           ing an event.
          Includes how to mitigate low (such as traffic congestion), medium (breaking and en-
           tering, harassment, or protestors), and high (threats or high-level crime) security risks.
          Considers special security needs for animal vaccines and antivirals.
          Considers physical security for and control of unused items such as vaccines and an-
           tivirals.
          See NVS Planning Guide for Federal, State, and Local Authorities, Section 4, Secur-
           ing Warehouse Operations.




October 2009                                    79                                            Ver. 1.2
Appendix P. Warehouse Safety and Security Checklist
The SPUL coordinates with the safety officer and the facilities unit leader to ensure the safety
and security of personnel and the warehouse facility. Whether the warehouse operates in regular
facilities or in temporary locations, like tents, the facilities must meet OSHA safety standards.

The warehouse staff follows robust procedures to avoid hazardous conditions. Staff members
receive safety training to ensure they are aware of general work hazards and know how to avoid
injury. Warehouse managers develop site-specific safety plans to help workers avoid injury.

Safety
To ensure safe operations, warehouse managers do the following:

          Train warehouse personnel to avoid slips, trips, and falls, especially from wet, slip-
           pery floors and stumbling over out-of-place items.
          Use trained MHE operators and ensure they are certified in accordance with OSHA
           Regulation 29 Code of Federal Regulation (CFR) 1910.178 for power industrial
           trucks.
          Ensure warehouse personnel wear proper safety helmets.
          Ensure inventory and other objects are stacked to minimize the potential of falling.
          Have warehouse personnel wear steel-toed footwear and gloves.
          Prepare workers for environmental working conditions (heating/cooling, working on
           high-density concrete) and establish work-rest cycles if necessary.
          Ensure warehouse personnel follow proper lifting procedures as follows:
           o Stand close to the load and squat down to it; don’t bend over.
           o Grip the load firmly with both hands and bring it close to the body with weight
             centered.
           o Lift head and shoulders first and then let legs push body and load up.
           o Maintain sight of load.
           o Take small steps with load and don’t twist. Move feet to change direction.
           o Face offload spot and lower the load slowly bending knees.
           o Place the load on the edge of the surface with fingers away from the bottom then
             slide the load back.
          Store flammable or combustible materials in proper containers.
          Follow forklift safety procedures in the warehouse:
           o No one but the operator ever rides on the forklift.
           o No one stands or walks under the raised arms of a forklift.



October 2009                                    80                                           Ver. 1.2
           o Forklift operators drive slowly and obey traffic rules.
           o Forklift operators keep loads low and tilted back while moving.
           o Forklift operators keep heavy items on the bottom of their load.
          Follow OSHA (29 CFR 1910.22(a)) good housekeeping procedures to ensure a safe
           working environment:
           o Keep the work area clean and orderly and in a sanitary condition. Ensure floors
             are dry and free from protruding nails, splinters, holes, and loose boards.
           o Don’t leave items in aisles, on the floor, or perched insecurely on a surface.
           o Clean all spills immediately.
           o Don’t block sprinklers, fire exits, or fire extinguishers.
           o Put items in their assigned places immediately, rather than moving them from one
             stopping point to another.
           o Don’t leave cutters or other sharp tools or materials sticking out.
           o Keep cords and wires off the floor.
           o Report loose flooring or other tripping hazards.
           o Dispose of all trash immediately and in proper containers.
          Establish first-aid stations and assign members to reaction teams for responding to
           accidents.

Security
The SPUL works with the security manager in the facilities unit to ensure the security of ware-
house facilities, inventory, equipment, personnel, and operations by anticipating

          disruption of operations,
          damage or destruction of property,
          theft,
          unapproved access by public, and
          sabotage.

Warehouse management secures the warehouse facility and surrounding area by working with
law enforcement before events to develop a security plan after evaluating potential risks and vul-
nerabilities. The plan considers the following:

          Nearby facilities that could pose a security threat
          Crime rate in the area
          Vehicular traffic congestion in the area
          Type of neighborhood (such as agricultural, residential, commercial, or industrial)


October 2009                                    81                                            Ver. 1.2
          Proximity to nearest fire station
          Proximity to nearest hospital
          Visibility of building
          Security measures on the building perimeter (such as fencing with locked gates, secu-
           rity cameras, guard, and perimeter lighting)
          Security measures for doors, windows, and other openings, including
           o double-cylinder locks or quality padlocks,
           o locks on windows,
           o securely fastened openings to roof with locks on the inside,
           o key-control system that documents who has building access, including master
             keys, and
           o availability of a locked area inside building to store secure items (such as vaccines
             and pharmaceuticals)
          Access controls for staff members and visitors, including personal ICS-issued badges
          Escorts for visitors at all times and prohibitions against their wandering through the
           facility and site unescorted
          A separate parking area away from the facility or site for visitors
          An evacuation plan that identifies
           o who will function as evacuation officer for each shift,
           o how to alert the staff to evacuate, and
           o where the staff will meet after evacuating.




October 2009                                    82                                          Ver. 1.2
Appendix Q. Exercise and Evaluation Strategy




October 2009                    83             Ver. 1.2
Appendix R. Abbreviations
  APHIS VS     Animal and Plant Health Inspection Service, Veterinary Services
  AVIC         area veterinarian in charge
  CERT         community emergency response team
  CFR          Code of Federal Regulation
  DMT          deployment management team
  3D           depopulation, disposal, and decontamination
  EOC          emergency operations center
  FEMA         Federal Emergency Management Agency
  FMD          foot-and-mouth disease
  HSEEP        Homeland Security Exercise and Evaluation Program
  IAP          incident action plan
  ICP          incident command post
  ICS          incident command system
  IDIQ         indefinite delivery/indefinite quantity
  IMT          incident management team
  JIC          joint information center
  LSC          logistics section chief
  MHE          material-handling equipment
  MLT          mobile logistics team
  MOA          memorandum of agreement
  MOU          memorandum of understanding
  NGO          non-governmental organization
  NIMS         National Incident Management System
  NRF          National Response Framework
  NVS          National Veterinary Stockpile
  OSHA         Occupational Safety and Health Administration
  PIO          public information officer
  PSC          plans section chief
  RCDM         receiving/distribution manager
  ROD          report of discrepency
  SAHO         State animal health official
  SOW          statement of work
  SPUL         supply unit leader
  USDA         United States Department of Agriculture



October 2009                               84                                    Ver. 1.2

				
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