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Hurricane Katrina
LOGISTICS RESPONSE
Logistics Response
What Made Katrina Different?
Magnitude
Situational awareness
Continuity of government operations
Mass evacuation operations
Security issues
Hotels, cruise ships as shelter
We had Hurricane “Pam”
The Katrina Dilemma
In this disaster, we did more than we ever did before, and did it faster
Truckloads of commodities Rescues Patients treated Travel trailers set up
But we also had more unmet needs than in any disaster before
Commodities Distributed
Truck Loads Units
Water 9,200 166 million liters (still supporting)
Ice 7,400 297 million lbs
MRE’s 2,375 52 million meals
Other 3,660 (cots, tarps and plastic sheeting, etc.)
Total 22,635
Generators Used
Generators up to 125KW 252
Generators 126KW to 5.2MW 80
Total Generators 332
Base Camp Status
Base Camps for Response/Recovery Workers
Total Camps 40 (24,440 beds)
Camps Closed 36 (20,690 beds)
Current Camps 4 (3,750 beds)
Facilities Built and SupportedLocation Number
JFO’s/AFO’s/Other Field Offices 15
Disaster Recovery Centers 57
Long Term Recovery Offices 18
Warehouses 9
Staging Areas 4
Total 103
What We Learned
Lack of Situational Awareness
Problems
Equipment
People
Shared processes
Staffing Issues
We are stretched very thin on capable, experienced staff
Most federal response team members are not primarily employed in response operations
For example, in the critical early response, FEMA could not adequately sustain 24-hour ERT operations
Policies inhibited a rapid buildup of federal personnel
Logistics Staffing Issues
Severe Logistics Staffing Shortfalls
• NDMS / US&R IMT support
• DMORT Task Force Log staffing never did get fixed
• JFO Logistics staffing critical from day one to now
• All entities competing for same scarce staffing resources
Fed/State/Local Relationships
The local governments nearly collapsed
Need to prepare for Continuity of Government support in future disasters (e.g., Civil Affairs specialists)
“Pull” versus “push”. Stafford Act versus ICS
Need to strengthen emergency management capability at the State and local level
People
Training
Need buy-in
Loans instead of grants would create more fiscal responsibility
Logistics Issues
Fuel shortages
Oxygen shortages
Need pre-negotiated contracts
Need to pre-stage commodities, even in the impact zone
Lack of credit cards, warrant capability in the field
Logistics Action Items Need to do better next time
• Coordinate, Coordinate, Coordinate!
• Reduce/eliminate duplication of effort and resources
• Training – need an accreditation process (ex: red cards)
• Remember that we fight as we train
• Coordinate, Coordinate, Coordinate!
Logistics Initiatives for 2006 Interagency Agreement with the Defense Logistics Agency National Stand-By Contracts
Oxygen Supplier
Equipment Rental Services
Material Handling Equipment
Forklifts
Pallet Jacks
Propane
Total Asset Visibility – Phase I
Base Camps
Strategic Positioning
Pre-Positioned Equipment (PEP) Program
Training Courses – Joint Mobilization Center / Federal Operating Staging Area
NDMS and US&R Field Replenishment and Re-Supply
Defense Logistics Agency (DLA) / Defense Supply Center Philadelphia (DSCP) and FEMA Online Ordering from prime vendors
Use of Electronic Catalog (ECAT) system for total catalog / total delivered price system
DLA/DSCP Acquisition services
Able to deliver to FEMA Logistics Centers or direct to field sites
Purchase Cards FEMA Acquisitions Contracting Officers with single purchase limits to support MST/IST
Select NDMS Logistics Chiefs with purchase cards to support local purchases under $2500
Additional National Standby Contracts Oxygen Supplier
Equipment Rental Services
Total Asset Visibility
Total Asset Visibility Phase I for Hurricane Season 2006
Phase I: the ability to inventory and track certain commodities with GPS satellite tracking devices, “trading partners management” and “warehouse management” software systems, in Regions IV and VI.
A bridge contract for technical support to FEMA for the remainder of calendar year 2006.
TAV Phase I
Thank you.