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94:'s Regional Catastrophic Preparedness Grant Program. The investment justification submitted to the department highlighted the need to address the failures of the Hurricane Katrina response, noting the unprecedented and massive scale of operations that would be required by the nation (United States) if a catastrophe similar to Katrina were to befall the
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As the project has evolved and the
Regional Logistics Program has made its work available for widespread use, these operational components, plans and tools have been assembled into a Universal Logistics Standard that can be specifically implemented within the
98:, which includes a population of over 22,000,000, or 1 out of 14 residents in the United States. The project described the development of a set of operational components, plans and tools to represent "the future of emergency logistics planning in the U.S."
27:
stakeholders can build a comprehensive disaster logistics program. The
Universal Logistics Standard was developed by the Regional Logistics Program under the oversight of the NY-NJ-CT-PA Regional Catastrophic Planning Team, which is funded as part of the
249:
Holguín-Veras, José; Pérez, Noel; Ukkusuri, Satish; Wachtendorf, Tricia; Brown, Bethany (1 December 2007). "Emergency
Logistics Issues Affecting the Response to Katrina: A Synthesis and Preliminary Suggestions for Improvement".
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and posed serious logistical challenges to the governmental agencies, volunteer organizations, private sector partners and individual citizens that were active in the response and recovery operations. While the magnitude of the
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disaster is widely considered a key factor for the logistics failures that ensued in its aftermath, evaluations and research on the logistical response by all levels of government identified the following key shortcomings:
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Near non-existent integration between state and federal logistics systems encouraged state and local response officials to abandon the established plans and procedures for requesting and managing critical supplies and
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To address these shortcomings, in 2008 the NY-NJ-CT-PA Regional
Catastrophic Planning Team received funding for the creation of the Regional Logistics Program as a competitive, high-value project awarded through the
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Logistics
Centers, which supplement emergency management agencies with an operation to receive resource requests and conduct resource management or movement control strategies specifically needed for an incident
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operations that function to manage incoming shipments of critical commodities, supplies and resources as they arrive into an impacted area and are assigned to meet specific operational needs during a response.
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is a strategic framework for managing disaster response among local, state, regional and federal disaster response personnel. Its intended use is as a foundation on which local, state and federal
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A number of tactical tools have been designed to assist with implementation of the
Universal Logistics Standard in areas such as volunteer and donation management,
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It consists of plans and guides on strategies, components and tactical tools that enable disaster logisticians to plan and execute operations with common
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Commodity Point of
Distributions, which are independent operations to distribute food, water and critical supplies to the general public.
32:'s Regional Catastrophic Preparedness Grant Program to support all-hazard planning and coordination of response for catastrophic events.
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Procurement delays, due to bureaucratic requirements at all levels of government and the lack of purchasing agreements with suppliers.
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Government agencies were not adequately staffed with personnel who had experience or skills in complex logistics operations.
176:, pre-scripted mission requests, logistics information management and database systems, field movement visibility and
229:"Fiscal Year (FY) 2011 Regional Catastrophic Preparedness Grant Program (RCPGP) Frequently Asked Questions (FAQs)"
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Near total failure in regional communications created problems with agency coordination and response logistics.
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Critical supplies, resources and assets were not effectively prepositioned to support the required response.
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agencies with trained logisticians to support complex logistics operations needed for an incident response.
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To date, four components are available to emergency management agencies to support these strategies:
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Asset visibility was almost totally obstructed throughout all points in emergency supply chains.
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278:"2010 Demographic Profile Data for the New York-Newark-Bridgeport, NY-NJ-CT-PA CSA"
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299:"Regional Logistics Program: Linking Resources, Expertise and Information"
199:"Adopting a Disaster Logistics Doctrine: The Universal Logistics Standard"
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Planning for the handling and distribution of donations was insufficient.
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Area
Logistics Emergency Response Teams, which provide
115:as a standardized approach for managing emergency
161:Receiving and Distribution Centers, which are
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197:Kiran Dhanji; Paul Latham; Jason Wind.
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123:agencies at all levels of government.
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227:US Department of Homeland Security.
92:U.S. Department of Homeland Security
39:Universal Logistics Standard Diagram
328:"The Universal Logistics Standard"
206:2012 National Hurricane Conference
30:US Department of Homeland Security
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102:Strategies, Components and Tools
252:Transportation Research Record
1:
16:Disaster management framework
326:Regional Logistics Program.
21:Universal Logistics Standard
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355:Disaster management tools
111:and promoted through the
109:NY-NJ-CT-PA project site
96:NY-NJ-CT-PA project site
142:Distribution Management
119:that can be adopted by
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156:emergency management
121:emergency management
25:emergency management
135:Resource Management
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59:Hurricane Katrina
50:Hurricane Katrina
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139:Movement Control
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54:U.S. Gulf Coast
52:devastated the
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258:(–1): 76–82.
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208:. Orlando, FL
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174:credentialing
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113:United States
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331:. Retrieved
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163:just-in-time
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184:References
73:resources.
44:Background
151:response.
117:logistics
48:In 2005,
349:Category
128:tactics
333:4 May
304:4 May
283:4 May
234:4 May
212:4 May
202:(PDF)
335:2012
306:2012
285:2012
256:2022
236:2012
214:2012
19:The
260:doi
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314:^
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