Katrina Disaster Planning

Three post-Hurricane Katrina disaster planning lessons learned: have a prepared evacuation plan for the city, do not delay aid, and a lack of resources imposes greater difficulties of rebuilding. The mandatory evacuation call was late and not fully supported—many people did not have a way to leave the city, as many people were dependent on public transportation. Could have neighboring buses come in earlier and brought people to safety? I think the Mayor later got criticized for not using school buses to help with evacuation. Additionally, there was delayed aid. It is unbelievable that people were surviving in the ruins for four days until help finally arrived. Additionally, if the people made it out and arrived at the convention centers, where help was promised, these people still had to wait for additional help. How could the government just let those people die while waiting for help? There was obviously no prepared plan in how to distribute food, water, shelter, medical services, etc. Lastly, the rebuilding of New Orleans was extremely difficult because of the
They are little reminders that provide direction to leaders to make decisions amid the disaster. Stripling writes that they must be precise with an explanation of how and why to do things. Job aids are most significant for leaders when they forget all formal training—these are little blurbs of logic. However, job aids should be used by street-level actors as well—Stripling really highlights the significance of teamwork through article. There should be job aids for all levels of service including the media, nonprofits, and the public. After Hurricane Katrina, neighbors helping one another worked together to provide relief and I’m sure they naturally came up with informal job aids—they knew their roles. Additionally, a significant feature of job aids is that they can be amended during the crisis—they are ever-changing and