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Planning for the Worst Case Scenario: Katrina as a Case Study for Emergency Response Planning and Recovery

机译:规划最糟糕的情况:卡特里娜作为紧急响应计划和恢复的案例研究

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Acadian Ambulance Service, Inc. is the largest privately held emergency medical services organization in the nation. Located in Lafayette, Louisiana the company serves a population of 3.4 million people in a geographic area of roughly 24,000 square miles spanning 60% of Louisiana and counties in Texas and Mississippi. Nearly 2000 employees comprise the workforce, 1400 of which are EMT's and paramedics manning 205 ambulances and seven (7) air medical helicopters responding to approximately 800 calls on a daily basis. Since its inception in 1971, Acadian has endured the challenges of numerous hurricanes and other natural and man-made disasters; none of which compared to the tragedy of hurricanes Katrina and Rita. As the levees broke in the city of New Orleans, the massive resources of the Acadian organization, other local, state and federal emergency response agencies, and health care organizations were quickly exhausted, leaving thousands of men, women, and children helplessly abandoned in their homes without the necessities of food, water, clothing, and shelter. Acadian's work began as the storm entered the Gulf of Mexico with the potential to make landfall along the Mississippi -^sLouisiana coast. As is typical under these circumstances, Acadian began receiving calls for evacuations of nursing homes and homebound patients in low lying areas. In previous storms, most hospitals maintained a "shelter-in-place" policy. Acadian's resources in the northern area of Louisiana were repositioned to facilitate the evacuations in the southern areas of the state. As is also typical, many Louisianans did not heed the call for early evacuation, and many remained even after the call for mandatory evacuation. As Katrina turned her sites toward the city of New Orleans, all emergency response agencies prepared for the devastation of the harrowing storm and positioned themselves for a prompt response as the winds subsided. Though emergency response plans had contemplated foreseeable effects of a levee break in New Orleans, the sheer magnitude of the event quickly overshadowed plans to manage the situation. To understand the magnitude of Katrina's wrath, an overview of the storm's anatomy and ensuing aftermath is presented.
机译:Acadian Ambulance Service,Inc。是全国最大的私人紧急医疗服务组织。路易斯安那州位于拉斐特(Lafayette),该公司在德克萨斯州路易斯安那州路易斯安那州和县的60万英里的地理面积,在地理面积为340万人。近2000名员工包括劳动力,其中1400人是EMT和护理人员曼宁205救护车,七(7)空药直升机每天响应约800次呼叫。自1971年成立以来,阿卡迪人遭到了众多飓风和其他自然和人为灾害的挑战;与飓风卡特里娜飓风和丽塔的悲剧没有相比。随着堤坝在新奥尔良市闯入,阿卡迪人组织的大规模资源,其他地方,州和联邦应急机构以及卫生保健组织迅速疲惫不堪,留下成千上万的男人,女性和儿童无助地抛弃没有食物,水,衣服和庇护所必需品的家园。 Acadian的作品开始,因为暴风局进入墨西哥湾,潜力沿着密西西比 - ^ Slouisiana海岸的登陆。如在这种情况下,Acadian开始接受呼吁在低洼地区撤离护理家园和患者的呼吁。在以前的风暴中,大多数医院都维持了一个“理性的庇护所”的政策。 Rouisiana北部地区的Acadian的资源被重新定位,以促进国家南部地区的疏散。典型的,许多路易斯安那州没有呼吁早期疏散,甚至在要求强制疏散之后仍然仍然存在。正如卡特里娜队向新奥尔良市转向了她的景点,所有紧急响应机构都准备令人震惊的风暴破坏,并将自己定位在风的迅速响应中。虽然应急响应计划预期了堤防在新奥尔良的可预见影响,但事件的纯粹幅度迅速黯然失所的计划来管理局。要了解卡特里娜飓风的幅度,提出了风暴解剖和随后的余地的概述。

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