1. THIRA/SPR Overview and Updated Methodology
National Homeland Security Conference
July 9, 2018

2. Purpose
Review how the THIRA/SPR fits into the bigger picture of preparedness
Explain how communities can use their THIRA/SPR data to drive or inform other preparedness activities
Provide an overview of the updated Threat and Hazard Identification and Risk Assessment (THIRA)/Stakeholder Preparedness Review (SPR) methodology

3. Overview 2018 THIRA/SPR Methodology Update
What are the updated reporting requirements for all communities?
Why did FEMA make changes to the methodology?
How will these changes benefit THIRA/SPR stakeholders?
THIRA/SPR and Community-Wide Preparedness
What is FEMA’s strategic mission?
What is the National Preparedness Goal?
What is the National Preparedness System (NPS)?
How can my THIRA/SPR fuel the NPS?
What is the THIRA/SPR?

4. THIRA/SPR and National Preparedness

5. The National Preparedness Goal
The National Preparedness Goal (the Goal) is the cornerstone of the National Preparedness System (NPS)
A secure and resilient Nation with the capabilities required across the whole community to prevent, protect against, mitigate, respond to, and recover from the threats and hazards that pose the greatest risk
The Goal outlines five mission areas and 32 core capabilities that define preparedness
The NPS describes a whole community process employed to build, sustain, and deliver the core capabilities to achieve the Goal
The U.S.’s National Preparedness Goal defines what it means for the whole community to be prepared for all types of disasters and emergencies. The Goal statement is “A secure and resilient Nation with the capabilities required across the whole community to prevent, protect against, mitigate, respond to, and recover from the threats and hazards that pose the greatest risk”
The Goal also outlines five mission areas and 32 core capabilities across five mission areas (will cover shortly). The 32 core capabilities provide the basic nomenclature for describing the Nation’s security and resilience posture and the mission areas provide a higher-level structure that is more reflective of the way organizations and individuals view their role in preparedness.
The National Preparedness System ensures a consistent process for moving forward with achieving the Goal. Next, I will cover the six components of the National Preparedness System, and then I’ll provide an overview of the core capabilities and the five mission areas.
FEMA STRATEGIC PLAN
The Strategic Plan, released in March 2018, creates a shared vision for the entire field of emergency management, not just FEMA, and sets an ambitious, yet achievable, path forward to unify and further professionalize emergency management across the country
This Strategic Plan was developed with input from our external partners – state, local, tribal, and territorial governments, non-governmental organizations, and the private sector – as well as FEMA employees across the agency.
The Strategic Plan sets out three overarching Strategic Goals (distinct from the NPG):
Build a Culture of Preparedness: Every segment of our society, from individual to government, industry to philanthropy, must be encouraged and empowered with the information it needs to prepare for the inevitable impacts of future disasters.
Ready the Nation for Catastrophic Disasters: FEMA will work with its partners across all levels of government to strengthen partnerships and access new sources of scalable capabilities to quickly meet the needs of overwhelming incidents.
Reduce the Complexity of FEMA: FEMA must continue to be responsible stewards of the resources we are entrusted to administer. We must also do everything that we can to leverage data to drive decision-making, and reduce the administrative and bureaucratic burdens that impede impacted individuals and communities from quickly receiving the assistance they need.
The FEMA Strategic Plan provides a framework for supporting the United States before, during, and after disasters and improving the Agency’s execution of its fundamental mission of helping people.
FEMA”s Strategic Plan recognizes the importance of preparedness through Strategic Goal 1: Build a Culture of Preparedness.
Within Strategic Goal 1, Objective 1.4 is to Better Learn from Past Disasters, Improve Continuously, and Innovate.
As part of this effort, FEMA will support SLTT emergency managers in building the capacity to self-evaluate, continuously improve, complete improvement actions, and share insights across the community.
The THIRA/SPR process promotes building a culture of preparedness across all levels of government by encouraging communities to come together to discuss the threats and hazards that concern them most, set preparedness goals in the form of capability targets, and review their current preparedness capabilities.
The revised THIRA/SPR methodology, which we will describe later today, uses capabilities and language familiar to emergency managers and directly reflects capabilities used in real-world incidents. This simplified process more easily integrates with other preparedness efforts and will help all levels of government build a culture of preparedness and measure progress towards achieving goals.

6. Core Capabilities
Mission Areas: Categories used to organize the core capabilities and national preparedness activities
Cross-cutting Core Capabilities: Three Core Capabilities span across all five mission areas
The National Preparedness Goal (the Goal) is the cornerstone of the National Preparedness System (NPS)
A secure and resilient Nation with the capabilities required across the whole community to prevent, protect against, mitigate, respond to, and recover from the threats and hazards that pose the greatest risk
The Goal outlines five mission areas and 32 core capabilities that define preparedness
The NPS describes a whole community process employed to build, sustain, and deliver the core capabilities to achieve the Goal
The five mission areas and the 32 core capabilities structure the activities and tasks performed before, during, and after disasters into a framework for achieving the goal of a secure and resilient nation
Prevention – Capabilities necessary to avoid, prevent, or stop a threatened or actual act of terrorism
Protection – Capabilities necessary to secure the homeland against acts of terrorism and manmade or natural disasters
Mitigation – Capabilities necessary to reduce loss of life and property by lessening impact of disasters
Response – Capabilities necessary to save lives, protect property and the environment, and meet basic human needs after an incident has occurred
Recovery – Capabilities necessary to assist communities affected by an incident to recover effectively
Core Capabilities: The 32 distinct activities needed to address the greatest risks facing the Nation

7. The THIRA/SPR sets a strategic foundation to put the NPS into action
THIRA/SPR and the NPS
The THIRA/SPR sets a strategic foundation to put the NPS into action
Touch upon how the THIRA/SPR can then also be used to inform planning, training and exercises, grants, and CIP.

8. THIRA/SPR Basics at a Glance
Threat and Hazard Identification and Risk Assessment (THIRA)
Stakeholder Preparedness Review (SPR)
Submission Cycle:
Every three years
Annually
Due By:
December 31st 
Purpose:
Identify community-specific risks and determine the capability needed to address those risks
Estimate current capability, gaps in capability levels, and approaches to addressing those gaps
Required For:
States and territories receiving Homeland Security Grant Program (HSGP) grants
Urban areas receiving Urban Area Security Initiative (UASI) grants
Tribes receiving Tribal Homeland Security Grant Program (THSGP) grants
Under the new process, urban areas and tribes will also complete the SPR
These communities have unique gaps and priorities that can be very distinct from the states in which they reside
Capturing information about urban area and tribal capabilities and gaps will help FEMA provide more tailored and useful support before, during, and after disasters
While the THIRA/SPR is required for these grant recipients, communities of all types can complete a THIRA/SPR

9. 2018 THIRA/SPR Methodology Update

10. THIRA/SPR Methodology Overview
FEMA has updated the THIRA/SPR methodology and is beginning implementation in 2018
Over the past five years, FEMA has collected feedback from communities on how to improve the value of the THIRA/SPR
FEMA gathered this input primarily during technical assistance workshops, case studies, and after action discussions with communities
In 2017, FEMA used this feedback to develop three preliminary options for updating the THIRA/SPR methodology
FEMA engaged with over 150 community representatives during technical assistance workshops to gather input on these initial options
Seven communities tested methodology changes and provided feedback to inform the final version of the new methodology
States, Territories, and UASIs will all complete the same process
Tribes will also complete the same process, but only for some core capabilities

11. 2018 Tribal Reporting Requirements
FY18 THSGP recipients must complete the THIRA/SPR for the following Response, Recovery, and cross-cutting core capabilities:
Infrastructure Systems
Mass Care Services
Mass Search and Rescue Operations
On-scene Security, Protection, and Law Enforcement
Operational Communications
Operational Coordination
Planning
Public Information and Warning
All of these target fall into the Response or Recovery mission areas or are among those that cut across all five mission areas
FEMA is still evaluating which Prevention, Protection, and Mitigation core capabilities will be required in 2019

12. Updated THIRA/SPR Cycle
FEMA is currently implementing the revised THIRA/SPR methodology
In 2019, the THIRA will move to a three-year reporting cycle
The planned requirements for states, territories, and urban areas from are as follows:
2018: Complete the THIRA/SPR for the cross-cutting, Response, and Recovery core capabilities
2019: Complete the THIRA/SPR for all core capabilities (Year 1 of 3)
2020: Update the SPR (Year 2 of 3)
2021: Update the SPR (Year 3 of 3)
2022: Complete the THIRA/SPR for all core capabilities (Year 1 of 3)
As mentioned in the previous slide, tribes are only required to complete the THIRA/SPR for eight of the cross-cutting, Response, and Recovery core capabilities in 2018

13. THIRA/SPR Methodology

14. THIRA Step 1: Identify Threats & Hazards
Communities identify threats and hazards based on impacts and likelihood
Communities identify their threats and hazards of greatest concern
Communities identify all threats and hazards that they believe could pose the greatest challenge to at least one core capability
Enter Threats and Hazards
Flooding
Category 3 Hurricane
Active Shooter at Mall
Hazmat Release
Threat Category:
Threat Type:
Natural
Hurricane / Typhoon
Terrorism:
Key Takeaways:
THIRA Step 1 is unchanged from the previous methodology
The this step of the THIRA helps communities to better understand what they need to plan for; this lays the foundation for the rest of the process, during which they’ll consider the impacts of their threats and hazards and how best to address them
FEMA uses this information to better understand the threats and hazards that concern communities most and are driving their capability requirements No
THIRA Step THIRA Step THIRA Step 3

15. THIRA Step 2: Add Context and Impacts
Communities develop context descriptions and estimate impacts, which they will use to inform capability targets
Communities describe the threats and hazards they identified, explaining how they may affect the community and challenge the core capabilities
Communities identify the impact a threat or hazard may have on a community using standardized impact language
Context Description
A Category 4 hurricane with sustained winds of 127mph and wind gusts approaching 140 mph makes landfall at The hurricane system leaves damage across the state affecting government infrastructure, homes, and businesses. Communications, water, and power generation infrastructure sustained significant damage. Survivors evacuate their homes and require shelter. Roadways are blocked by debris limiting responder access.
Standardized Impacts (Partial List)
Impact Category
Number
Number of evacuees
(#)
Number of customers without power
Number of businesses closed
Number of hazmat release sites
Number of people requiring sheltering
29,000
Number of fatalities
Number of structure fires
Number of affected healthcare facilities
Number of people requiring rescue
Number of animals affected
Number of jurisdictions affected
Number of people requiring medical care
Key Takeaways:
As in the previous version of the methodology, communities use specific scenarios to provide context to the threats and hazards they selected in Step 1, establishing the (plausible) conditions under which each threat or hazard would present the greatest challenge to the community
This allows communities to distinguish between the effects of a tornado in an urban area during a heavy tourist season, for example, versus a tornado in a sparsely populated rural area
Communities use the context descriptions to understand and develop the impacts of scenarios; these can be useful for developing all-hazards, plans, exercise scenarios, and for supporting response operations
The addition of standard impacts make the process less complex for jurisdictions by focusing on common emergency management metrics applicable to all jurisdictions and many types of threats and hazards
Standard language for impacts reduce burden and complexity (previously, jurisdictions had to develop these from scratch) and make planning and coordination across jurisdictions and at different levels of government easier
What source(s) did you use to develop the context description and calculate your impacts?
Free-Text: You can use this field to describe the sources you used in greater detail.
Real-world events
SMEs
Response plans
Models and tools
Exercises
Other: _______
THIRA Step THIRA Step THIRA Step 3

16. THIRA Step 3: Set Capability Targets
Communities will set targets on a three year cycle to establish a consistent baseline for assessment
FEMA will provide communities with standardized target statements, which provide the framework for capability targets for each core capability
Communities will fill out the community-specific metrics in the standardized target statements
Communities are required to set capability targets, which capture the level of capability they realistically seek to build to
Communities will also identify the threat or hazard that most stresses each target and describe why
Key Takeaways:
Developing targets based on the level they seek to build to and sustain, instead of a target based on maximum capability requirements, makes it easier for communities to use targets to drive planning discussions, develop and update planning factors, exercise objectives, and evaluation criteria, and to prioritize investments
Establishing a 3-year cycle for setting targets reduces burden and allows jurisdictions to measure their capabilities against static goals, makes it easier to track year-over-year progress against those targets, and results in capability assessment data that is more consistent, clear, and meaningful
Reporting which threat/hazard most challenges their ability to achieve the critical task described in each capability target helps communities and FEMA better understand what capabilities different threats and hazards will stress most during real-world incidents.
Standard target language will help communities to discuss their capabilities with other jurisdictions and Federal partners, facilitating mutual aid and other efforts
Capability Target (Mandatory)
Maximum Requirement (Optional)
Within 48 hours of an incident, provide emergency sheltering for 20,000 people; maintain sheltering operations for 14 days
Within 48 hours of an incident, provide emergency sheltering for 29,000 people; maintain sheltering operations for 21 days
Most Stressful Threat/Hazard: Hurricane / Typhoon
THIRA Step THIRA Step THIRA Step 3

17. SPR Step 1: Assess Capabilities (1/2)
Using the same language as their targets, communities annually identify and update their current capabilities
Communities identify and describe how their capability has changed over the past year, broken down by capability lost, sustained, and built
FEMA will provide communities with guidance on how to include resource considerations in the free-text fields
How Has Your Capability Changed Over the Past Year?
Est. Beginning Capability
Capability Lost
Capability Sustained
Capability Built
Est. Current Capability
Shelter 15,000 people
Lost capability to shelter 3,000 people
Sustained capability to shelter 12,000 people
Built the capability to shelter 1,000 people
Shelter 13,000 people
Describe how you built, sustained, and lost capability over the last year, and the role played by mutual aid
Mutual Aid
Communities describe the causes of their capability loss (attrition, retirements, etc.)
Communities describe the actions/investments they made to sustain their capability
Communities describe the actions/investments they made to build their capability
Communities explain how mutual aid agreements may affect their current capability
Planning
Training
Planning
Training
Planning
Training
Key Takeaways:
Assessing capabilities in the exact same terms as the targets establishes a more intuitive, direct, and outcome-oriented comparison between THIRA targets and current capabilities
Previously, jurisdictions used a 1-5 scale, which they found to be vague and confusing
Capturing capabilities built, sustained, and lost provides a more complete preparedness picture by accounting for the work communities are doing to build capability, offset attrition and maintain existing capabilities. Communities will also supplement their quantitative inputs with additional context in free-text fields, pairing more precise assessments with a more comprehensive look at what activities ard driving changes in capabilities.
Also provides FEMA with more specific and quantitative data to analyze, allowing FEMA to provide more tailored support to jurisdictions or to assist with response efforts
Organization
Exercises
Organization
Exercises
Organization
Exercises
Equipment
Equipment
Equipment
SPR Step SPR Step SPR Step 3

18. SPR Step 1: Assess Capabilities (2/2)
Communities provide additional information to contextualize their quantitative assessment
Communities rate their confidence in the accuracy of their data, and identify the sources of that confidence
Communities also elaborate on their data confidence and provide other desired context in a free-text box
Provide Additional Context for Capability Assessment
What sources did you use to estimate your capabilities?
Free-Text Description (Optional)
Our range of capability to shelter is likely between 12,000-17,000 people. Sheltering in the more rural region of the state is less reliably available so we selected the low end of the range for our current capability.
What is your confidence in the accuracy of your capability assessment?
Real-world events
Other reports
SMEs
Lower Confidence
Higher Confidence
Exercises
Modeling or tools
Other
Key Takeaways:
The data confidence ratings can be useful in both strategic and operational contexts.
Federal planners will understand which information is most credible and how the data should be interpreted as they follow-up with communities.
It also allows communities to be transparent and, therefore, more accurate in their reporting
The additional free-text context helps planners fully understand any caveats/special factors that are important to consider when planning or responding to a real-world incident.
Citing sources helps to lay a road map for completing future THIRA updates, increasing consistency, improving data credibility, and reducing duplication of effort.
FEMA can also use this to support training and technical assistance efforts, focusing on areas where communities are less confident in their ability to evaluate their current capabilities and working with them to build this capacity. 1 2 3 4 5
If selecting “Other” please elaborate: ____________________
SPR Step SPR Step SPR Step 3

19. SPR Step 2: Identify Capability Gaps
Communities quantify their capability gaps and provide additional context aligned with each POETE area
Communities determine their capability gaps, identify relevant POETE area(s), and assign a priority rating
Communities then describe the gaps in each area using free-text fields
Where possible, FEMA will encourage communities to identify and describe gaps involving specific resources
Planning Target
Current Capability
Capability Gap
Gap Priority
20,000
13,000
7,000
Medium
Communities describe their capability gaps in each POETE area
Key Takeaways:
Assessing capability in the same language as targets helps jurisdictions identify gaps more objectively and intuitively
Maintains the ability for jurisdictions to determine capability gaps by categorizing them as gaps in planning, organization, equipment, training, or exercises (POETE)
This is helpful for driving training and exercise planning to target areas with known capability gaps, as well as for drawing linkages between gaps and investment justifications
Communities, FEMA, and other Federal agencies can also use gaps to identify potential shortfalls in advance of response and recovery operations
Free Text: You can use this free-text box to describe, generally, the community’s planning gaps P O Eq T Ex
Free Text: You can use this free-text box to describe, generally, the community’s organization gaps
Free Text: You can use this free-text box to describe, generally, the community’s equipment gaps
Free Text: You can use this free-text box to describe, generally, the community’s training gaps
Free Text: You can use this free-text box to describe, generally, the community’s exercise gaps
SPR Step SPR Step SPR Step 3

20. Over what timeframe do you intend to implement these approaches?
SPR Step 2: Address Gaps
Once gaps are identified, communities identify POETE areas in which they plan to address those gaps and/or sustainment needs
Communities then describe their intended approaches in each area using free-text fields
Communities will also identify the timeframe over which they plan to address their gaps
Communities describe how they plan to address their gaps and sustainment needs
Free Text: You can use this free-text box to describe, generally, the community’s approach for planning P O Eq T Ex
Free Text: You can use this free-text box to describe, generally, the community’s approach for organization
Free Text: You can use this free-text box to describe, generally, the community’s approach for equipment
Free Text: You can use this free-text box to describe, generally, the community’s approach for training
Free Text: You can use this free-text box to describe, generally, the community’s approach for exercises
Key Takeaways:
Helps jurisdictions to articulate their strategy for addressing identified gaps, which naturally feeds into their grant applications
Helps jurisdictions identify solutions for specific gaps associated with planning, training, and exercises, encouraging greater alignment/integration with these areas across the NPS
Communities should use this section as a resource they can use internally to drive their strategic planning and investment strategies.
Additionally, jurisdictions should use this section as a tool to develop the next year’s THIRA and SPR by reviewing the activities they intended to complete.
FEMA and other Federal partners can identify efforts to address gaps or sustainment needs that align with their programs and services, and provide support to supplement communities’ activities
Over what timeframe do you intend to implement these approaches?
Timeframe: 1-3 years
SPR Step SPR Step SPR Step 3 20

21. SPR Step 3: Capability Sustained
Capability Sustained Over Last Year Against Capability Target:
If your community has not sustained this capability over the last year select N/A and skip to the next question.
Sustained capability to shelter 12,000 people
N/A
To the best of your knowledge, select all funding sources used to sustain this capability over the past year:
Select up to two primary funding sources in the first column. A primary funding source is defined as any one source that contributed approximately 50% or more of the total funding used to sustain this capability. Then select as many additional funding sources in the second column as applicable. An additional funding source is defined as any one source that contributed less than approximately 50% of the total funding used to sustain this capability.
Funding Source Type and Name
Primary Funding Source
(Approx. 50% or more)
Select maximum two
Additional Funding Source
(Less than approx. 50%)
Select all that apply
Not a Known Funding Source
(0%)
Default response
Non-Federal Sources
State, territory, or tribe  
Local
Private-sector or non-profit
FEMA Preparedness and Mitigation Grants
AFG
CCTA
CTP
EMPG
HMGP
FMA
IBSGP
IPR
NSPG
OPSG
PDM
PRPA
PSGP
SHSP
THSGP
TSGP
UASI
Other: Name and describe funding source
(Other free text entry)
Key Takeaways:
This will allow communities to indicate how FEMA preparedness and mitigation grants are supporting their efforts to build and sustain each capability
The free text field will provide communities with an opportunity to articulate how grants have made a real-world impact during a recent incident
SPR Step SPR Step SPR Step 3 21

22. SPR Step 3: Capability Built
Capability Built Over Last Year Against Capability Target:
If your community has not built this capability over the last year select N/A and skip to the next question.
Built capability to shelter 2,000 people
N/A
To the best of your knowledge, select all funding sources used to build this capability over the past year:
Select up to two primary funding sources in the first column. A primary funding source is defined as any one source that contributed approximately 50% or more of the total funding used to build this capability. Then select as many additional funding sources in the second column as applicable. An additional funding source is defined as any one source that contributed less than approximately 50% of the total funding used to build this capability.
Funding Source Type and Name
Primary Funding Source
(Approx. 50% or more)
Select maximum two
Additional Funding Source
(Less than approx. 50%)
Select all that apply
Not a Known Funding Source
(0%)
Default response
Non-Federal Sources
State, territory, or tribe  
Local
Private-sector or non-profit
FEMA Preparedness and Mitigation Grants
AFG
CCTA
CTP
EMPG
HMGP
FMA
IBSGP
IPR
NSPG
OPSG
PDM
PRPA
PSGP
SHSP
THSGP
TSGP
UASI
Other: Name and describe funding source
(Other free text entry)
Key Takeaways:
This will allow communities to indicate how FEMA preparedness and mitigation grants are supporting their efforts to build and sustain each capability
The free text field will provide communities with an opportunity to articulate how grants have made a real-world impact during a recent incident
SPR Step SPR Step SPR Step 3 22

23. SPR Step 3: Impact in a Real-World Incident
Communities describe the impact that capabilities built or sustained with FEMA preparedness and mitigation grants had in real-world incidents over the past year
This question is concerned with the use of grant-funded capabilities used over the past year; the grant funding can be from any year in the past
Grant Impact Free-Text Box
Describe how the capabilities built/sustained with FEMA preparedness and mitigation grants were used in a real-world event over the past year. (This question is completed only once, discussing capabilities sustained and built at the same time)
SPR Step SPR Step SPR Step 3 23

24. Adding Functional Area Gaps
After completing SPR Steps 1-3 for all required targets, communities will identify gaps in functional areas not covered by the required targets
Core Capability: Critical Transportation
Capability Target: Within 48 hours of an incident, clear 300 miles of road affected, to enable access for emergency responders, including private and non-profit.
SPR Steps 1-3 Status: Completed
Functional Areas
POETE Areas
Planning
Organization
Equipment
Training
Exercises
Functional Area(s) Covered by Standardized Target (Completed Above)
Debris Removal
Capability Gaps already identified and described above in SPR Step 2.
Establishing Access
Functional Area(s) Not Covered by Standardized Target (Identify Any Gaps Below)
Evacuation 
Other Functional Area(s)
Reentering Affected Area
Transportation Safety and Condition Assessments
Delivery of Response Assets
Following the completion of SPR Steps 1-3 for the required targets, communities will identify any capability gaps that they have in functional areas not covered by the required targets.
For each non-required functional areas, communities will indicate in a checkbox whether they have a capability gap in any of the POETE areas.
Note: This is only completed once per core capability, even for those core capabilities with multiple standard targets.
SPR Step SPR Step SPR Step 3 24

25. Using the THIRA/SPR Data for Other Preparedness Activities

26. Why is The THIRA/SPR Important?
Communities use the THIRA to better understand their risks and determine the level of capability needed to address those risks
Communities then use the SPR to estimate their current capabilities, identify gaps and their intended approaches for addressing them, and assess the impact of relevant funding sources
Communities can use their THIRA/SPR data to support a variety of emergency management efforts, including strategic planning and response and recovery operations 26

27. Response and Recovery Planning
Communities can involve planners and reference plans to help:
Identify threats and hazards of concern and their potential impacts
Develop capability targets that align with planning factors and objectives
Identify gaps related to planning, such as plans that need to be updated
Communities can use THIRA/SPR data to drive planning efforts, including:
Using context descriptions and estimated impacts to develop scenarios for planning efforts
Referencing current capabilities during discussions about mutual aid and resource-sharing
Communities can also review strategic plans to help determine potential approaches for closing identified gaps in capability
Response and recovery plans can serve to:
Ensure more accurate identification of threats and hazards
Inform likely impacts of threats and hazards
Inform the assessment of current levels of capability
Involving planning personnel in THIRA/SPR can:
Ensure more accurate development of capability targets
Inform likely impacts and data regarding current capability levels

28. Mitigation Planning
Communities can use THIRA/SPR data to evaluate current mitigation capabilities and targets to determine whether plans, policies, and procedures need to be changed or updated
Communities can align mitigation planning factors with standardized targets and impacts to:
Ensure plans reflect potential impacts and are geared towards specific community preparedness goals
Better align preparedness activities, resulting in better coordination among stakeholders and improved resilience
Aligning mitigation planning with the THIRA/SPR can decrease the gap between a communities capability and requirements, as targeted mitigation efforts can result in decreased capability requirements
Emphasize that there are two ways of achieving a capability target: 1) increasing your capability or 2) enacting mitigation efforts that result in lower requirements

29. Exercises
Communities can use context descriptions and estimated impacts as a starting point for developing exercise scenarios
Communities can set exercise objectives and evaluation criteria that reflect the capability targets they set in the THIRA, synchronizing planning, assessment, and exercise efforts
This can help communities use exercises to track their progress towards achieving their preparedness goals
Communities can also plan future exercises to focus on newly built capabilities, weaker capabilities, or specific gaps identified in the SPR
This can be useful for learning more about gaps and shortfalls, as well as validating the effectiveness of efforts to address them
Communities can use exercises to:
Create context descriptions for threats and hazards
Inform current capability estimates
Identify how capabilities have changed (including where gaps have closed)
Identify existing capability gaps
Validate the accuracy of THIRA/SPR data from previous submissions and update the THIRA/SPR accordingly

30. Continuous Improvement
Communities use the continuous improvement process to identify preparedness challenges and set priorities
This helps inform investments in other preparedness activities required to close gaps
Communities can use THIRA/SPR data to help identify where corrective actions have been successful in building capabilities or where different approaches may be necessary
Communities can use THIRA/SPR data to identify and drive increases in capability. For example:
Evaluating performance in exercises or real-world incidents against capability targets established in the THIRA
Using capability gaps and approaches to close gaps identified in the SPR to guide strategic planning and investments

31. Strategic Investment and Training
Communities can use capability gaps and the approaches they identified in the SPR to address those gaps to prioritize and drive investments for building and sustaining capabilities
For example, communities can use THIRA/SPR data to focus training investments on the specific training gaps they’ve identified and described for different capabilities
Communities also estimate the degree to which different funding sources helped build and sustain their capabilities
This process can help communities think strategically about how to use their funding and consider whether they are doing so efficiently
Training specialists can support the THIRA/SPR process by:
Discussing specific training efforts that built or sustained capability
Helping identify training-related capability gaps
Sharing plans for future training efforts to address gaps and sustainment needs
Communities can use THIRA/SPR data to:
Focus training on weaker core capabilities where there are training gaps
Develop or expand training to improve their ability to evaluate core capabilities where they have low confidence in their assessment
Community A identified an approach to close a gap in sheltering
Community A prioritized funding sheltering training courses
Community A exercised sheltering and determined that the capability to shelter had increased

32. Supporting Communities
FEMA and Federal partners use THIRA/SPR data to guide their preparedness programs and deliver support to communities
The Federal government uses THIRA/SPR data to:
Provide support to communities to address gaps and sustainment needs
Provide responders a better understanding of communities’ current capabilities and potential gaps during response and recovery efforts
Guide the strategic direction of training, technical assistance, and other programs to address specific capability gaps
Provide customized analysis to Federal partners that they can use to provide more tailored support to communities

33. Assessing National Preparedness (1/2)
FEMA uses THIRA/SPR data to answer questions for Congress, The White House, and other stakeholders about national preparedness:
How can the Federal government help communities build and sustain capabilities?
How prepared is the Nation to address its threats and hazards?
How have preparedness capabilities changed over time?
How are different funding sources driving changes in preparedness?
What are the Nation’s strongest capabilities? What areas are in need of improvement?

34. Assessing National Preparedness (2/2)
The Federal government uses THIRA/SPR data to create analytical products that analyze national preparedness
National Preparedness Report (NPR)
Annual assessment of trends and developments in national preparedness
For example: “How does THIRA/SPR data bolster key findings?”
Analytical tools for interagency partners to explore and analyze THIRA/SPR data
Ad Hoc Reports
Time-sensitive analyses to support response and recovery efforts
For example: “How could a forecasted disaster affect communities in its path? How can FEMA best provide proactive support?”
Ad Hoc reports, also known as Preparedness Capability Assessments or “Quick Turn” reports

35. Updated Methodology Resources

36. Current Resources
FEMA has developed several resources to assist communities in learning the updated THIRA/SPR methodology
Comprehensive Preparedness Guide (CPG) 201, 3rd Edition
Annotated THIRA/SPR
Mass Care Services
Planning
Economic Recovery
Infrastructure Systems
Live and recorded webinars
Examples include: THIRA/SPR Beginner’s Guide and THIRA/SPR Methodology “deep-dives”
Whole Community Input Form (WCIF)
The Annotated THIRA/SPR provides guidance and best practices to complete a THIRA/SPR assessment

37. CPG 201 outlines the updated THIRA/SPR methodology in detail

38. CPG 201 (2/3)
Callout boxes and graphics help explain key elements of the new methodology

39. CPG 201 (3/3)
Callout boxes and graphics help explain key elements of the new methodology

40. Annotated THIRA/SPR (1/2)
The Annotated THIRA/SPR provides guidance and best practices to complete a THIRA/SPR assessment

41. Annotated THIRA/SPR (2/2)
Red callout boxes describe best practices to consider while green callout boxes direct communities to additional resources

42. Other Tools and Resources
FEMA will also release additional tools for communities to use in completing and submitting their THIRA/SPR
Aggregator Tool
Aggregates WCIF responses from THIRA/SPR stakeholders
Online Unified Reporting Tool (URT)
Submission portal for THIRA/SPR data
Still hosted on MAX.gov
Once each resource is complete, FEMA will post it to the THIRA/SPR Workshop Resources page on MAX.gov
CPG 201 will also be publicly available on FEMA.gov
If you need additional assistance, please reach out to the THIRA/SPR Help Desk at