THE LOGISTICAL CHALLENGE

THE LOGISTICAL CHALLENGE

THE NORTHRIDGE EARTHQUAKE

At 0900 hours on January 17, I was designated division logistics officer by Valley Command. I assigned Battalion Chief Hugh Tucker as head of the Supply and Maintenance Division (S&M) and established the following command structure.

• Base Manager Functions (Captain Thomas Brennan). Performed the following tasks:

1. Logged in personnel not assigned to firefighting companies who arrived at Valley Command to assist with logistical functions or be assigned by Valley Command.
2. Assisted in setting up the command post and cleaning up earthquakerelated damage to buildings utilized by Valley Command.
3. Provided staffing to assist with logistical functions.

1. Cleaned up earthquake debris at the Valley Shops.
2. Arranged for fueling, maintenance, and repair of apparatus at the Valley Shops.
3. Arranged for mechanics and tractor operators to assist at the Valley Shops.

1. Distributed cellular phones provided by L.A. Cellular.
2. Distributed and recharged 800MHz radio batteries for field use.
3. Coordinated with L.A. Cellular the setting up of mobile cellular sites.
4. Established a phone bank at Valley Command for field personnel use.

1. Set up food distribution for field personnel.
2. Assisted in determining and procuring the types and quantities of supplies needed by field personnel.
3. Assisted in distributing the needed supplies.

SERVICES COORDINATED BY LOGISTICS

Logistics coordinated/provided the following services, supplies, and equipment for field use:

500 box lunches;

750 dinners;

200 gallons of drinking water to each branch;

ice. soft drinks, and trash cans;

gasoline and diesel fuel tenders to fire stations 60 and 88;

field mechanics at Fire Station 88;

portable toilets;

cots and blankets;

flashlights, batteries, gloves, hoods, etc.;

air bottles;

shoring materials;

chain saws/blades;

rotary saws/blades;

generators/extension cords;

lights:

shovels, forcible entry tools, etc.;

batteries for 800-MHz radios:

50 cellular phones, donated by L.A. Cellular;

phone bank for field personnel;

tractor with fifth wheel; and

five-ton forklift.

LOGISTICAL PROBLEMS ENCOUNTERED

Food and supplies. Due to the impact of the earthquake on the city’s ability to provide electricity, natural gas. and telephone service to many areas (and it being a holiday), many of the services that normally would be routinely expected were not available. For example, the vendors who had contracts for feeding field personnel did not have electricity or natural gas to provide hot meals as requested. Having strike team leaders buy food in the community also was not an option, since most of the restaurants/fast-food chains were closed due to earthquake damage. Other agencies could not provide additional equipment/services; they also were heavily affected by the fallout from the earthquake. In most cases, logistics had to rely on the supplies stored at S&M. donations from private industry, and the personal initiative of the members in the field, who solicited equipment/supplies from stores, contractors, rental yards, and affected victims.

Radio cache. The lack of additional 800MHz radios for mutual aid and recalled and support personnel was a problem. All of the radios normally stored at Operations Control Division were on loan to various civic service organizations and not available for use. Radios were at a premium during this period, since telephone service and many of the cellular phone sites were not fully operational.

Vehicles. Vehicles necessary to transport personnel, supplies, and equipment were also a logistical problem. Many members w’ho reported to Valley Command via plug buggies (fire department pickup trucks), nonemergency sedans, and other means kept the keys to their departmental vehicles in their possession when assigned to strike teams. By doing so, they eliminated the possibility of using these vehicles for support functions. To eliminate this problem in the future, a keyboard system whereby keys are collected at the command post prior to the members’ being given a field assignment should be instituted.

Cellular phones. Many of the cellular phone sites in the northwest area of the Valley were inoperative after the earthquake. This made filling logistical requests very difficult, as long lists had to be relayed over the 800-MHz radio. This problem was discussed with a representative of L.A. Cellular, who attempted to have the affected sites repaired.

Another problem that arose was that many of the chief officers were using loaner cellular phones in their backup sedans. During the day, the cellular phone batteries became discharged, making the devices inoperable. It should be noted that most emergency reserve sedans do not provide an outlet (i.e.. a cigarette lighter) w ithin which to plug a power jack for cellular phones. Installing a cigarette lighter in each of these vehicles would make it possible to use cellular phones continuously during extended emergency responses.

Personnel discipline. During a major disaster, the urge for firefighters to become involved in ongoing field emergency operations will be great. Officers must monitor crews assigned to logistical functions and ensure that logistical tasks are completed. Firefighters assigned to logistics should be specifically instructed to remain with their assignments until they are released by the logistics officer.