Analysis of Disaster Response Plans and the Aftermath of Hurricane Katrina: Lessons Learned From a Level I Trauma Center

2008 ◽  
Vol 65 (5) ◽  
pp. 1126-1132 ◽  
Author(s):  
Sidney B. Brevard ◽  
Sharon L. Weintraub ◽  
James B. Aiken ◽  
Edward B. Halton ◽  
Juan C. Duchesne ◽  
...  
Author(s):  
John Collier ◽  
Srijith Balakrishnan ◽  
Zhanmin Zhang

AbstractOver the past years, the frequency and scope of disasters affecting the United States have significantly increased. Government agencies have made efforts in improving the nation’s disaster response framework to minimize fatalities and economic loss due to disasters. Disaster response has evolved with the emergency management agencies incorporating systematic changes in their organization and emergency response functions to accommodate lessons learned from past disaster events. Technological advancements in disaster response have also improved the agencies’ ability to prepare for and respond to natural hazards. The transportation and logistics sector has a primary role in emergency response during and after disasters. In this light, this paper seeks to identify how effective policy changes and new technology have aided the transportation and logistics sector in emergency response and identify gaps in current practices for further improvement. Specifically, this study compares and contrasts the transportation and logistical support to emergency relief efforts during and after two major Hurricane events in the U.S., namely Hurricane Katrina (which affected New Orleans in 2005) and Hurricane Harvey (which affected Houston in 2017). This comparison intends to outline the major steps taken by the government and the private entities in the transportation and logistics sector to facilitate emergency response and the issues faced during the process. Finally, the paper summarizes the lessons learned from both the Hurricane events and provides recommendations for further improvements in transportation and logistical support to disaster response.


Blood ◽  
2007 ◽  
Vol 110 (11) ◽  
pp. 4026-4026
Author(s):  
Jed Baron Gorlin ◽  
Sertac Kip ◽  
Dawn Hansen ◽  
Jonathan Pohland

Abstract Following 9/11 and Hurricane Katrina there has been a concerted effort to prepare and organize for disasters. Blood transfusion, a key element of disaster response, has been previously documented to be an important factor in decreasing fatalities from disaster-related injuries, provided there is an organized system of transfusion. Reviews of blood usage following other domestic disasters have generally revealed only modest use of transfusable products that generally do not overwhelm local supplies of blood. We conducted a survey to enumerate the amount of blood and blood products used in Minnesota following the I- 35W bridge collapse that took place on 8/1/07. The bridge is for a major interstate highway that crosses the Mississippi river collapsed under the weight of evening commute traffic. The bridge normally carries 140,000 vehicular trips daily. About 100 individuals presented to local hospitals the evening or day following the incident and 9 individuals died at the scene or by the time of arrival at the trauma center. All critically injured were brought to Minnesota’s largest level 1 trauma hospital that fortuitously was adjacent (less than 1/2 mile) to the disaster site. Within 1/2 hour of the event, the local community blood center sent additional blood to all customer hospitals likely to receive patients, prior to any estimates of the number of injured patients expected at that hospital. However, no blood products were transfused for bridge accident victims at the other surrounding hospitals. Of 25 patients presenting by ambulance to the level 1 trauma center, only 5 received blood following the event. Only 2/5 received emergency group O units, and since both were male, they each received 2 group O Rh(D) + before being switched to type specific units. In total, 14 units of red cells were transfused the evening of the disaster to four of those patients. 30 additional units were required for the 5 patients requiring transfusion over the ensuing week-10 days following hospitalization. One apheresis platelet, 2 jumbo cryoprecipitate units (derived from 600 ml plasmapheresis donations) and 4 FFP were also administered to these same 5 patients the evening of 8/1. The FFP included 2 units of thawed AB plasma that are maintained in the transfusion service for immediate release to emergency patients at all times. Media response uniformly encouraged blood donation and community response was overwhelming resulting in one local community blood center receiving over 11,000 phone calls in the two days following the disaster. The usual collection of ∼400 units/day was doubled to almost 800 units and on the second day after the disaster (8/3/07) the blood center issued press releases noting that the immediate needs had been met. Lessons learned include the importance of disaster drills to prepare staff for such events. In addition, the best disaster preparation is to have adequate supplies at all times, since components from donations that follow the event may not be available for several days.


2006 ◽  
Vol 40 (4) ◽  
pp. 27-34 ◽  
Author(s):  
Andrew M. Clark

The August 29, 2005 landfall of Hurricane Katrina on the U.S. Gulf Coast revealed a number of local, regional, state and national shortcomings. Destruction of communications infrastructure hindered emergency response during and immediately after the storm and further contributed to a lagging recovery and rebuilding process. While critical of some government agencies' actions, The Federal Response to Hurricane Katrina Lessons Learned Report compiled by the White House specifically cited the vital role that the U.S. private sector played through their voluntary response. This paper explores the response by some of the U.S. communications technology industry. Detailed are some of the technologies that were deployed and how each was employed to re-establish communication lifelines during the Katrina recovery effort. While simple good luck is attributed to facilitating the positive outcomes described, recommendations are provided that would ensure flexible solutions are in place for future disaster response operations to facilitate timely restoration of communications infrastructure. Though the focus of this paper is on destruction caused by coastal inundation, these solutions are applicable to other natural disasters, accidents, and acts of terrorism.


2020 ◽  
Vol 29 (10) ◽  
pp. 1951-1956
Author(s):  
Dominick V. Congiusta ◽  
Katie Otero ◽  
Joseph Ippolito ◽  
Jennifer Thomson ◽  
Kathleen S. Beebe

2013 ◽  
Vol 1 (2) ◽  
pp. 94
Author(s):  
Antoinette Phillips ◽  
Julie Nunenmacher ◽  
Bobbie Schnepf ◽  
Carl Phillips ◽  
Sam Cappel

August 2005 and the ensuing months saw a natural disaster, Hurricane Katrina, and a leadership disaster surrounding governmental and institutional response to the storm’s aftermath. An event of such monumental proportions would predictably offer numerous challenges; however, the extent of the weaknesses in preparedness and response revealed by Katrina was nothing short of astounding. Lessons learned from this experience were quickly incorporated into many organizations’ planning, readiness, and response activities. This manuscript discusses salient aspects of less-than-optimal responses to Katrina’s effects and explores changes in and different programs for coordinating subsequent disaster response. Interestingly, many such changes were undertaken by units not directly impacted by or involved in Katrina’s aftermath. The authors propose the term “vicarious leadership learning” to describe this phenomenon. Examples from a variety of organizations are presented, and the benefits of vicarious leadership learning are discussed.


Author(s):  
Caroline R. Earle

Abstract The Command and Control (C2) Agility theory developed by experts from the Command and Control Research Program based upon analysis of military operations, posits that a C2 approach is characterized by three dimensions: (1) allocation of decision rights, among entities, (2) patterns of interaction, and (3) distribution of information. An entity’s C2 approach is agile when these three dimensions can be changed as required due to a change in circumstances. The Institute for Defense Analyses has produced a handbook C2 by Design to guide operationalization of the C2 Agility theory. C2 agility becomes salient as complexity increases; and the complex, dynamic nature of disaster response environments suggests the applicability of C2 Agility theory to emergency management. This article builds on early NATO study panel findings that used disaster response case studies to validate C2A theory, and draws on existing case literature to identify what factors influenced C2A during Hurricane Katrina and explore how lessons learned from that response impacted C2A during the subsequent US response to Hurricane Sandy. The analysis uses C2A assessment factors from C2 by Design to examine these cases and recommends how the US government can achieve improved C2A during future responses to complex disasters.


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