FEMA platform centralizing resources, exercises, and emergency preparedness support.
Map
Preparedness Toolkit
General information
ISIG
Platform centralising resources, exercises, and emergency preparedness support
The Preparedness Toolkit (PrepToolkit) is FEMA’s collaborative portal that helps the whole community plan, train, exercise, assess, and manage resources across all six areas of the National Preparedness System—turning high-level goals into practical, team-based work. It provides a secure, role-based workspace plus a customizable dashboard (introduced on July 1, 2025) to streamline access to multiple projects in one place. Rather than relying on ad-hoc documents or siloed platforms, PrepToolkit integrates core capabilities: HSEEP resources and Exercise Builder for designing and evaluating exercises; THIRA/SPR via the Unified Reporting Tool (URT) for risk and capability assessments; and the National Resource Hub (OneResponder, Resource Inventory System, Resource Typing Library Tool) to standardize qualifications and inventory assets. This alignment embeds shared methods, data standards, and repeatable workflows across jurisdictions and partners. Through this structured, all-hazards environment, jurisdictions can co-produce plans, run exercises with common templates, maintain credentialed personnel and typed resources, and track improvements over time - bridging day-to-day preparedness with coordinated regional readiness and faster, more informed decision-making during real incidents.
Needs Addressed
The increasing frequency and complexity of disasters in the United States revealed major challenges in preparedness: fragmented resource management, lack of standardized qualifications, and limited coordination across agencies and jurisdictions. These gaps reduced interoperability and slowed response capacity during emergencies. To overcome these challenges, FEMA developed the Preparedness Toolkit (PrepToolkit) as a centralized platform to unify standards, enhance coordination, and strengthen the resilience of communities nationwide.
PrepToolkit follows FEMA’s whole community approach, ensuring that preparedness planning and exercises include vulnerable populations such as older adults, people with disabilities, children, and socially or economically disadvantaged groups. By providing standardized tools and resources, the platform helps agencies integrate these groups into preparedness and response activities, reducing inequities during emergencies.
In the United States, emergency management is organized under a federal, state, tribal, and local governance structure. FEMA, as the federal coordinating agency, develops national frameworks, standards, and tools. States and local governments are responsible for implementing preparedness and response within their jurisdictions, while FEMA provides guidance, resources, and coordination. The PrepToolkit fits into this system as a federal platform that supports interoperability across agencies and levels of government, aligning with the National Preparedness System and the National Incident Management System (NIMS).
Standardized resource management (National Resource Hub: RIS, OneResponder, RTLT). Training & exercises (HSEEP, Exercise Starter Kits). Continuous improvement (CITAP program for lessons learned). Whole community approach (federal, state, local, NGOs, private sector, vulnerable groups).
In the United States, infrastructure readiness is improving but remains uneven. Progress is visible where new investments have landed ports, roads, and hazardous-waste management while the power grid struggles to keep pace with heat waves, data centers, EV growth, and still-insufficient transmission capacity. Public transit carries a large state-of-good-repair backlog, with fleets and facilities in many areas beyond their useful life. Drinking water systems need major investment to modernize networks and replace lead service lines, a goal now stricter under new federal rules. Bridges and pavement are gradually improving, but repair needs remain significant, especially on high-traffic corridors. On the digital front, broadband funds are closing coverage gaps, though permitting, workforce, and supply-chain issues can slow builds. The financial context is favorable thanks to the trillion-dollar infrastructure law, which is fueling projects in energy, transportation, water, and connectivity. Overall, the trajectory is positive, but true “readiness” will hinge on turning funds into completed projects, strengthening the grid, reducing the transit backlog, and accelerating water-system upgrades with attention to geographic equity and delivery timelines.
- Establish a shared risk picture: engage agencies, NGOs, and private partners to develop and use THIRA/SPR results as common inputs to planning and priorities.
- Co-design and validate preparedness plans: convene stakeholders around HSEEP doctrine and templates and implement them via Exercise Builder to design, conduct, evaluate, and improve exercises that clarify roles and decision paths.
- Align resource management: use the National Resource Hub (e.g., RTLT, RIS, OneResponder) to standardize typing, maintain inventories, and manage qualifications—supporting interoperable requests and deployments by the AHJ.
- Support continuous improvement: capture lessons and track corrective actions through CIP/CITAP guidance, tools, and training to update SOPs, capabilities, and budgets over time.
- Whole-community participation: use PrepToolkit as a collaborative environment for partners from all levels of government and the private/nonprofit sectors to execute preparedness activities and share work products.
Discuss plan, training sessions, reviews and lessons learned sessions to integrate stakeholder feedback into future planning. Advisory boards and interagency coordination groups. Digital platforms.
Stakeholders influence decisions through with provide feedback, their input is integrated into design and implementation choices, they actively participate in decision-making together with the implementing organizations.
It is not directly specified
Hazard Type
Geographical Scope - Nuts
Population Size
Population Density
Vulnerable Groups
Governance
Emergency Preparedness
Infrastructure Readiness
Engagement Level
Empowerment Level
Implementation
Some key features and innovations may include: centralized digital platform integrating multiple preparedness tools, standardized resource management and personnel qualification systems, ready-to-use exercise kits and continuous improvement mechanisms and whole community engagement approach, ensuring inclusion of diverse stakeholders.
English
The Federal Emergency Management Agency (FEMA), under the U.S. Department of Homeland Security, is responsible for developing, managing, and deploying the Preparedness Toolkit (PrepToolkit).
FEMA has extensive experience in disaster risk management, coordinating preparedness, response, recovery, and mitigation at the national level in the United States. The agency develops national frameworks (e.g., National Preparedness System, National Response Framework), provides training and technical assistance, and manages large-scale disaster operations. Through decades of practice in natural hazards, technological incidents, and complex emergencies, FEMA is recognized as the leading federal authority in DRM.
- FEMA (Federal Emergency Management Agency – implementing organization).
- Federal agencies under the U.S. Department of Homeland Security and other national authorities.
- State, local, tribal, and territorial governments using and adapting the tools.
- Non-governmental organizations (NGOs) and volunteer groups engaged in preparedness.
- Private sector partners (infrastructure, utilities, logistics, technology providers).
- Communities and vulnerable groups, included through the whole community approach.
- Identify and assess risks (THIRA/SPR) - Use the core capabilities to set targets and develop a triennial THIRA and an annual SPR as the basis for priorities and POETE gaps.
- Set up the exercise program (HSEEP – Program Management) - Launch an HSEEP-compliant program covering the full cycle: design & development, conduct, evaluation, and improvement planning.
- Design exercises (Design & Development) - Apply HSEEP doctrine and templates to define objectives, build the MSEL, and prepare all operational materials.
- Conduct exercises (Conduct) - Execute events per HSEEP with defined roles and workflows (controllers/evaluators).
- Evaluate performance (Evaluation) - Capture observations with EEGs and produce the required HSEEP evaluation deliverables.
- Plan improvements (Improvement Planning) - Translate lessons learned into corrective actions and improvement plans aligned with HSEEP guidance.
- Manage resources and qualifications (National Resource Hub) - Type resources (RTLT), inventory assets (RIS), and manage qualifications/credentialing (OneResponder); the Hub supports preparedness but is not a deployment system.
- Institutionalize continuous improvement (CIP/CITAP – NCIG) - Use guides, templates, and decision products (e.g., Trend Analysis) to track recurring issues, close actions, and update plans/SOPs.
- Accounts & roles: PrepToolkit login with org assignment; permissions for Exercise Builder, RIS, and OneResponder.
- HSEEP doctrine & templates: 2020 policy/guides, EEGs, and AAR/IP templates for the full exercise cycle.
- Exercise tools: Exercise Builder to design, conduct, and evaluate exercises; optional User Dashboard for unified access.
- Risk assessment: THIRA/SPR via PrepToolkit resources aligned to CPG 201 and related training.
- Resource management (National Resource Hub): RTLT (typing & PTBs), RIS (cloud inventory), OneResponder(qualifications/credentialing).
- Continuous improvement: NCIG/CIP/CITAP guides, templates, and products (e.g., trend analyses) to track and close corrective actions.
- Training & support: HSEEP webinars and help centers for Exercise Builder, RIS, and OneResponder.
Specific implementation phases and timelines have not been publicly published by FEMA
Experience of the Implementing Organisation in DRM
Target Audience
Resources Required
Timeframe & Phases
Participation Results
- Challenge: recurring problems go unidentified → Strategy: use the Trend Analysis Report to spot patterns of strengths/weaknesses over time and steer planning, training, and exercises.
- Challenge: need for rapid fixes during an incident → Strategy: apply Rapid Process Improvement (up to 90 days) with targeted workshops, tracked actions, and effectiveness checks.
- Challenge: operational decisions without up-to-date evidence → Strategy: provide real-time decision support during operations (see “Incident Operations”), using prior lessons and quick analyses for decision-makers.
- Challenge: limited resources/skills → Strategy: leverage partners and mutual aid to support Continuous Improvement; the Toolkit offers guidance for Resource Constrained Organizations.
- Challenge: observations don’t translate into change → Strategy: convert observations into Recommended Actions with an owner, timeline, and root-cause alignment; use structured action planning.
- Challenge: fragmented or partial data → Strategy: follow Data Collection and Data Analysis Techniques guidance to pull multi-source inputs and compare “what happened” vs. “what should have happened.”
- Challenge: unvalidated plans and unclear roles → Strategy: use Exercise Starter Kits (ESKs) (HSEEP-aligned SITMAN, EEG, etc.) to test plans/policies on scenarios (e.g., hurricane, recovery, supply chain).
- Recurring/hidden performance issues → Run Trend Analysis Reports to detect patterns over time and steer planning, training, and exercises.
- Time-critical decisions with incomplete context → Produce Knowledge Snapshots and apply Real-Time Analysis during operations to give leaders immediate, actionable insight.
- Process bottlenecks during incidents → Use Rapid Process Improvement (≤90 days) to implement and track fixes mid-operation.
- Unclear roles/accountability in improvement work → Establish CI governing policies and defined roles & responsibilities for access, reporting lines, and products.
- Root causes not addressed (symptom chasing) → Apply Cause-and-Effect (Fishbone) analysis and Process/Value-Stream Mapping to identify and remove underlying failure points.
- Fragmented or low-quality data → Use NCIG data collection/observation guidance and the Daily Summary Sheet template to standardize evidence capture.
- Capability shortfalls in people/resources → Leverage the National Resource Hub: RTLT for standardized typing/qualifications, OneResponder for credentialing, RIS for inventories reducing deployment mismatch risk.
- Skills gaps in CI practice → Provide training on CI process, AAR writing, data methods, incident operations, and process improvement.
Risk & Mitigation Plan
Scalability and Sustainability
- Ongoing governance: establish a Continuous Improvement (CI) program with governing policies that formalize structure, reporting lines, roles/responsibilities, and priorities; NCIG Ch. 5 details how to stand it up and run it.
- Staffing and operational capacity: define CI staffing needs, plan for workload peaks, and, if needed, use external contracts for specialized functions.
- No-cost tools for agencies: continuously use the National Resource Hub for typing (RTLT), inventory (RIS), and qualifications (OneResponder); RIS is free for SLTT/NGO users and cloud-hosted in FEMA’s environment.
- Local control of resources: the Hub is not a deployment system; Authorities Having Jurisdiction retain full control over resources, data, and agreements (MOA/mutual aid).
- Standardized exercise cycle: maintain an HSEEP program over time with the 2020 doctrine and official templates for Design & Development, Conduct, Evaluation, and Improvement Planning.
- Financing and TA: leverage Preparedness Grants (Non-Disaster Grants) and technical assistance to build and sustaincapabilities long term.
- Measurable improvement: use NCIG products (e.g., Trend Analysis Report, standardized observations, and action plans) to track recurring issues, close corrective actions, and update plans/SOPs “before, during, and after” events.
- Whole-community design: guidance and tools are intended for SLTT governments, NGOs, private sector, and other emergency-management orgs usable across jurisdictions and missions.
- Standards that travel: HSEEP doctrine and templates provide a common exercise cycle (Program Management; Design & Development → Conduct → Evaluation → Improvement Planning) that any jurisdiction can adopt and repeat.
- Portable resource model: the National Resource Hub (RTLT, RIS, OneResponder) standardizes typing, inventories, and qualifications, enabling interoperable use of people/equipment across agencies and regions.
- Applies before, during, and after incidents: NCIG frames continuous improvement for preparedness through recovery, so the same methods scale from exercises to real-world operations.
- Modular, web-based tools: components are accessed online with role-based permissions, allowing organizations of different sizes to adopt only what they need and expand over time.
- Adaptable analytics & fixes: NCIG includes data collection/analysis techniques and Rapid Process Improvement (≤90 days) that can be tailored to diverse contexts from field operations to EOCs.
- Web-based, role-based platform: centralized access to planning, exercises, assessments, and resource management with permissions per user/organization.
- Exercise Builder (HSEEP): digital design/evaluation workflow (objectives, MSEL, SITMAN/EEG outputs, AAR/IP generation) to standardize and speed exercise cycles.
- Unified risk/capability reporting: THIRA/SPR support via online guidance and tools aligned to CPG 201 to harmonize targets and gap analysis across jurisdictions.
- National Resource Hub: Cloud tools for RTLT (typing & PTBs), RIS (resource inventory), and OneResponder (qualifications/credentialing) that improve interoperability without being a deployment system.
- Continuous Improvement toolkit (NCIG/CITAP): structured data capture, analysis (e.g., Trend Analysis Reports), and action tracking; guidance for real-time decision support and rapid process improvement.
No specific funding information has been publicly published
No specific funding information has been publicly published
- Spot patterns, not one-offs: use Trend Analysis Reports to identify recurring strengths/gaps across incidents and exercises; let trends drive planning, training, and exercises.
- Decide with timely evidence: create Knowledge Snapshots and provide real-time decision support during incident operations so leaders act on the best available context.
- Fix bottlenecks fast: apply Rapid Process Improvement (≤90 days) to implement and track changes during active operations under existing authorities.
- Standardize how you capture evidence: follow NCIG guidance on data collection and write clear observations that link what happened to supporting proof; these feed AARs and other CI products.
- Build a sustainable CI program: establish governance, roles, and routines so improvements persist “days, months, and years” after creation even in resource-constrained organizations.
- Strengthen resource interoperability: use the National Resource Hub RTLT, RIS, OneResponder to type resources, inventory assets, and manage qualifications, reducing deployment mismatches.
- Leverage ready-made materials: tap Templates & Resources (NCIG/CITAP) and Best Practices libraries to accelerate implementation and share what works across the whole community.