Presidential Policy Directive 8 is one of several tools designed to actuate the President’s constitutional authority under Article II.
PPD-8 sets-up the National Preparedness Goal, a second edition of which was released last week. Acts of Congress might have been used to justify the Goal. From PPD-8: “The national preparedness goal shall reflect the policy direction outlined in the National Security Strategy… applicable Presidential Policy Directives, Homeland Security Presidential Directives, National Security Presidential Directives, and national strategies, as well as guidance from the Interagency Policy Committee process. The goal shall be reviewed regularly to evaluate consistency with these policies, evolving conditions, and the National Incident Management System.” Absence is often meaningful. The Goal, for better or worse, is a creature of the Executive.
Whether the legislature, executive, or both are involved, the creation of of such products is aptly called sausage-making: usually involving left-over scraps and fat, ground together, combined with spices and herbs, packed into something that tastes much better together than apart.
But making is only the first step. An example: In the 2011 first edition of the National Preparedness Goal there is one mention of supply chains:
Supply Chain Integrity and Security: Strengthen the security and resilience of the supply chain. 1. Secure and make resilient key nodes, methods of transport between nodes, and materials in transit.
This was one of many core capabilities listed. This particular core capability was situated under the so-called “Protection Mission”. Protecting supply chains tends to invoke a security-orientation much more than a resilience-orientation. It was a struggle to insert “and make resilient”. Over the last four years I have applied these few words like a beachhead at Normandy (it sometimes felt like Gallipoli).
Later in the same 2011 document, under the Response Mission, is another core capability worded as:
Public and Private Services and Resources: Provide essential public and private services and resources to the affected population and surrounding communities, to include emergency power to critical facilities, fuel support for emergency responders, and access to community staples (e.g., grocery stores, pharmacies, and banks) and fire and other first response services. 1. Mobilize and deliver governmental, nongovernmental, and private sector resources within and outside of the affected area to save lives, sustain lives, meet basic human needs, stabilize the incident, and transition to recovery, to include moving and delivering resources and services to meet the needs of disaster survivors. 2. Enhance public and private resource and services support for an affected area.
Supply chain resilience has become the weird personal mission of my sundown career. The words immediately above, despite their likely intent, complicated mission achievement. When combined with the Protection mission language, the Response mission language could even encourage non-resilient choices.
In the second edition of the National Preparedness Goal released last week the capability under Protection remains the same. The capability under Response now reads:
Logistics and Supply Chain Management: Deliver essential commodities, equipment, and services in support of impacted communities and survivors, to include emergency power and fuel support, as well as the coordination of access to community staples. Synchronize logistics capabilities and enable the restoration of impacted supply chains. 1. Mobilize and deliver governmental, nongovernmental, and private sector resources to save lives, sustain lives, meet basic human needs, stabilize the incident, and transition to recovery, to include moving and delivering resources and services to meet the needs of disaster survivors. 2. Enhance public and private resource and services support for an affected area.
My professional menu just evolved from boiled hot dogs to grilled kielbasa. And I will spend the next months, even years, trying to deliver this kielbasa as widely as possible. Making is only worthwhile when a product is delivered and consumed.
The 2011 hot dogs were better than nothing. But there is now a substance and flavor better matched to market realities and consumer needs. I expect this kielbasa will be consumed much more widely and enthusiastically than those hot dogs.
Supply chain issues are equally important to mitigation. Plenty of sausage-making still ahead. I am a great fan of Merguez sausage (especially made with lamb). It is a bloody, sticky, messy process. But results can fill and satisfy.