Devastation in Katrina's Wake
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
A FAILURE of INITIATIVE Final Report of the Select Bipartisan Committee to Investigate the Preparation for and Response to Hurricane Katrina
A FAILURE OF INITIATIVE Final Report of the Select Bipartisan Committee to Investigate the Preparation for and Response to Hurricane Katrina U.S. House of Representatives 4 A FAILURE OF INITIATIVE A FAILURE OF INITIATIVE Final Report of the Select Bipartisan Committee to Investigate the Preparation for and Response to Hurricane Katrina Union Calendar No. 00 109th Congress Report 2nd Session 000-000 A FAILURE OF INITIATIVE Final Report of the Select Bipartisan Committee to Investigate the Preparation for and Response to Hurricane Katrina Report by the Select Bipartisan Committee to Investigate the Preparation for and Response to Hurricane Katrina Available via the World Wide Web: http://www.gpoacess.gov/congress/index.html February 15, 2006. — Committed to the Committee of the Whole House on the State of the Union and ordered to be printed U. S. GOVERNMEN T PRINTING OFFICE Keeping America Informed I www.gpo.gov WASHINGTON 2 0 0 6 23950 PDF For sale by the Superintendent of Documents, U.S. Government Printing Office Internet: bookstore.gpo.gov Phone: toll free (866) 512-1800; DC area (202) 512-1800 Fax: (202) 512-2250 Mail: Stop SSOP, Washington, DC 20402-0001 COVER PHOTO: FEMA, BACKGROUND PHOTO: NASA SELECT BIPARTISAN COMMITTEE TO INVESTIGATE THE PREPARATION FOR AND RESPONSE TO HURRICANE KATRINA TOM DAVIS, (VA) Chairman HAROLD ROGERS (KY) CHRISTOPHER SHAYS (CT) HENRY BONILLA (TX) STEVE BUYER (IN) SUE MYRICK (NC) MAC THORNBERRY (TX) KAY GRANGER (TX) CHARLES W. “CHIP” PICKERING (MS) BILL SHUSTER (PA) JEFF MILLER (FL) Members who participated at the invitation of the Select Committee CHARLIE MELANCON (LA) GENE TAYLOR (MS) WILLIAM J. -
Summary Points from Meet the CEO Series Meeting Held on October 11, 2011
Summary Points from Meet the CEO Series Meeting held on October 11, 2011 The Meet the CEO Series continued with an inspiring visit from Richard Zuschlag, Chairman and CEO of Acadian Ambulance Service. Mr. Zuschlag, originally from Pennsylvania, founded the local ambulance service in Lafayette in 1971. In the beginning, he drove the ambulance. Today, the world-class company has grown to nearly 3,500 employees with a fleet of 255 ambulances, nine helicopters, five airplanes, 20 vans and 107 sub-stations for local operations in Louisiana, Texas and Mississippi. Zuschlag commented on a number of business topics. Specifically: The company was started with $2,500.00 in capital and the first 25 years of operations were difficult. Zuschlag stated that he and his partners made some mistakes and were not good planners – they were just “do-ers”. In the beginning, they constructed the operating budget as if they were a nonprofit organization. The company has recently become engaged in long term planning using a 30 month (2.5 years) time horizon. Acadian encountered problems early on with limited access to enough EMTs and trained paramedics. Zuschlag enlisted the help of former UL President Dr. Ray Authement and the UL College of Nursing to develop an appropriate workforce training program. Today that program is being administered by Acadian Ambulance at community colleges in eight locations around the state of Louisiana. Zuschlag spoke of the buy-out talks that took place at Acadian in 1998 when his two other partners wanted to sell their ownership interests in the company. At that time, Acadian created an Employee Stock Ownership Plan (ESOP) which has become very valuable. -
Hurricane Katrina, Volume One, Emergency Response
MCEER Special Report Series Engineering and Organizational Issues Before, During and After Hurricane Katrina Hospital Decision Making in the Wake of Katrina: The Case of New Orleans Lucy A. Arendt School of Business University of Wisconsin – Green Bay Daniel B. Hess Department of Urban and Regional Planning University at Buffalo, State University of New York Volume 1 January 2006 MCEER-06-SP01 Red Jacket Quadrangle Tel: (716) 645-3391; Fax: (716) 645-3399; Email: [email protected] World Wide Web: http://mceer.buffalo.edu 1 2 Foreword On August 29, 2005, Hurricane Katrina made landfall with sustained winds estimated at 125 mph, unprecedented storm surges approaching 30 feet and winds extending 125 miles from its center. It resulted in over 1,300 lives lost, and caused major flooding and damage that spanned more than 200 miles along the Gulf Coast of the United States. The extensive damage to the built environment far exceeded the expected damage for a storm of this size. Based on measured wind speeds and the Saffir-Simpson scale, Hurricane Katrina reached Category 5 strength while in the Gulf of Mexico, but quickly dissipated to a Category 3 storm before landfall. Although the wind speeds were substantially reduced before striking land, the storm surge apparently maintained the momentum associated with a Category 5 storm and is likely responsible for the majority of damage. It should be noted that early estimates ranked Hurricane Katrina as a Category 4 storm at landfall; the National Hurricane Center downgraded this ranking after revising wind speeds in December 2005. Hurricane Katrina caused significant damage to engineered infrastructure including levees, commercial and public buildings, roads and bridges, utility distribution systems for electric power and water, waste water collection facilities, and vital communication networks. -
Medical Care
MEDICAL CARE Medical care and evacuations effectively treated a massive and overwhelming evacuee population. Federalized teams of medical fi rst responders suffered from a lack of advance were deployed to the affected region to provide assistance. preparations, inadequate Millions of dollars worth of medical supplies and assets communications, and diffi culties were consumed. Some Department of Health and Human coordinating efforts Services (HHS) assets, like the Federal Medical Shelters, had never been used or tested prior to Katrina but were deployed and were, for the most part, considered effective. Summary Despite diffi culties, the medical assistance and response to Hurricane Katrina was a success. Thousands Public health preparedness and medical of lives were saved because of the hard work and enduring assistance are critical components to any disaster efforts of public health offi cials and medical volunteers. response plan Poor planning and preparedness, however, were also too big a part of the story, resulting in delays and shortages of Hurricane Katrina tested the nation’s planning and resources, and loss of life in the region. preparedness for a major public health threat and This chapter outlines what medical personnel and highlighted the importance of strong cooperation supplies were pre-positioned, and deployed post-landfall, and partnerships among health agencies at all levels to the affected area and how those assets were utilized. of government. The threat of any type of disaster It explains the plans in place prior to Hurricane Katrina emphasizes the need for planning and practice. Public for health care facilities and shelters. The fi ndings in this health preparedness and medical assistance are critical chapter conclude several defi ciencies in public health and components to any disaster response plan — the faster medical response plans exist at all levels of government the health community responds, the more quickly control and within medical care facilities.