Brian Short, the director of emergency operations for Vance County, reported to the Board of Commissioners on Monday about his participation in relief efforts in New Orleans.
“TV doesn’t do it justice,” he told the board in his opening remarks.
Short set the stage by explaining how Hurricane Katrina strengthened as it moved into the warm Gulf of Mexico waters. He reminded his audience that the storm was huge, with hurricane-force winds 300 miles from the center. It was the rain, however, that caused the greatest damage by overwhelming the levee system that kept New Orleans dry.
The storm, Short reported, destroyed the human health infrastructure of New Orleans, a problem that persisted after the storm. There were no functioning hospitals, no 911 emergency service, no water, no power and no public safety infrastructure. Upon his team’s arrival, everything was contaminated, and his team was told to throw away shoes, car mats and vehicle air filters upon their return. Also, Short explained, there was no command and control in place.
The first relief team was sent into New Orleans for a 14-day deployment but lasted only five days, Short reported. Short’s team, the second relief management team, consisted of six managers. Their mission was to regain control of the emergency response “by whatever means necessary.”
Short’s role was that of logistical section chief. As he put it, he “got them stuff.”
In a visual presentation, Short showed the board a picture of a New Orleans high-rise hotel with an entire facade of windows blown out. He explained that the damage was a product of the Venturi effect. As wind blows between buildings, the velocity increases. The accelerated wind gives buildings that it hits the appearance of having been subjected to an explosion.
As for the team’s accomplishments during its tour of duty, Short said the mayor of New Orleans wanted to get city staff back into the city. Short’s team accomplished that by acquiring two cruise ships for use as temporary housing.
Short noted that there was a strong military presence in the city, but “no one was working together.”
He explained that one impediment was that Orleans Parish (a parish being equivalent to a county) has two sheriffs — one for criminal matters and one for civil matters — and they hate each other, making cooperation difficult. Further, 1,100 firefighters were in a base camp in the area, but no one knew they were there, so the services they might have provided were not being used.
Short’s team, he reported, attempted to integrate government functions.
According to Short, FEMA, the Federal Emergency Management Agency, wanted the problem under control, so a great deal of funding was available. During his team’s tenure, emergency management staffing rose from 25 to 30 people to 300. Also, $14 million was allocated for firetrucks, 1,100 police cars were acquired, and the Hyatt Hotel was bought out for six months. Deliveries brought in 100 pallets of MREs (the military’s meals ready to eat) and 200 pallets of water. A new 911 system arrived by C-130 air transport. Formerly, New Orleans had two 911 systems, one for police and one for fire and rescue. The 911 services were consolidated under the emergency team for the first time.
After stating the accomplishments of his team, Short outlined what he perceived as mistakes made before and after the hurricane. He blamed a lack of preparedness efforts, no communication among agencies, and multiple layers of bureaucracy for some of the relief failures. He emphasized that the evacuation order was given too late and that the evacuation order was not coordinated with the surrounding parishes.
Short stated an opinion that it was a mistake to use the Superdome as a shelter.
Another mistake, according to Short, was a lack of infrastructure preservation methods. He cited the example of school buses being submerged when they should have been moved to higher ground before the storm. Also, there was an absence of secondary systems.
One of the most important lessons, Short said, is ensuring that evacuation and re-entry plans are coordinated with surrounding counties. He told the board that he was in the process of reviewing plans for Vance County.