SGER: MCEER Hurricane Gustav Reconnaissance: Lessons Learned by New Orleans Hospitals from Katrina to Gustav and Beyond

项目标题MCEER飓风古斯塔夫侦察：新奥尔良医院从卡特里娜飓风到古斯塔夫和碧昂斯的教训摘要拟议的项目通过检查新奥尔良地区急性护理医院在古斯塔夫飓风之前、期间和之后的反应，包括医院患者和工作人员的疏散和返回，来调查不确定条件下的决策。？快速响应？研究方法将用于通过观察行为和设施、获取和评估文件，以及对代表新奥尔良地区所有10家急性护理医院的30名医院高管进行半结构化、面对面的采访来收集信息。这种定性的方法旨在为新奥尔良地区医院高管在应急准备计划和执行方面的决策提供丰富的、背景感知的理解。该项目扩展了研究人员在卡特里娜飓风后进行的研究，从而利用了一项自然实验，使研究人员能够：(1)确定卡特里娜飓风后对医院应急计划的修订，(2)了解修订后的应急程序在古斯塔夫飓风期间是如何实施的，(3)评估修订后的应急程序的结果，以及(4)为在一个经常发生和可预测的自然灾害发生的地区改进医院应急程序和医疗规划提出建议。因此，这项研究考察了卡特里娜飓风是否是一个转折点？新奥尔良地区急症护理医院的活动。未能从灾难经验中吸取教训的组织很可能会重复使他们变得脆弱的错误。吸取的经验教训将通过出版物(例如，MCEER技术报告、同行评议的期刊文章)和演讲(例如，向管理学院、EERI、地区和州机构)传播给广泛的个人和组织。医院以及电力系统、供水和关键基础设施是社区的重要组成部分？S，应急规划和领导决策应确保医院能够应对灾难，而不是成为灾难的受害者(就像一些新奥尔良医院在卡特里娜飓风期间和之后所做的那样)。在考虑灾害对社区的影响时，医院由于其复杂性和占用特点，以及在极端事件发生前、期间和之后在生命线维护方面的关键作用，值得特别关注。将扩大从应对古斯塔夫飓风的医院应急规划和运作中吸取的经验教训，使其不仅适用于飓风，而且适用于各种极端事件，不仅适用于医院，还适用于其他机构和组织。任何依赖外部环境为日常业务提供必要投入(例如人力资源、能源、用品)的组织，如果健全的应急计划没有规划复原力，就有可能中断这些业务。从在极端事件中领导组织的医院管理人员和应急官员的经验中学习，应该能够使未来的组织在面临各种危机时更具弹性。

Project TitleMCEER Hurricane Gustav Reconnaissance: Lessons Learned by New Orleans Hospitals from Katrina to Gustav and BeyondAbstractThe proposed project investigates decision making under uncertain conditions by examining the response of acute care hospitals in the New Orleans area before, during, and immediately after Hurricane Gustav including the evacuation and return of hospital patients and staff. ?Quick response? methodology will be used to gather information via observation of behaviors and facilities, document acquisition and evaluation, and semi-structured, face-to-face interviews of up to 30 hospital executives representing all 10 of the acute care hospitals in the New Orleans area. This qualitative approach is intended to provide a rich, context-aware understanding of the decision making by hospital executives in the New Orleans area with respect to emergency preparedness plans and execution. The project extends research conducted by the researchers after Hurricane Katrina and thus takes advantage of a natural experiment that allows the researchers to: (1) identify revisions to hospital emergency plans following Hurricane Katrina, (2) understand how revised emergency procedures were implemented during Hurricane Gustav, (3) assess outcomes of revised emergency procedures, and (4) make recommendations for improved hospital emergency procedures and healthcare planning in a region with recurrent and predictable natural disasters. The research thus examines whether Hurricane Katrina was a ?turning point? event for New Orleans area acute care hospitals. Organizations that fail to learn from disaster experiences are likely to repeat the mistakes that made them vulnerable. Lessons learned will be disseminated to a broad array of individuals and organizations through publications (e.g., MCEER Technical Report, peer-reviewed journal articles) and presentations (e.g., to the Academy of Management, to EERI, to regional and state agencies).Hospitals, along with power systems, water supply, and critical infrastructure) are vital components of a community?s critical lifelines, and emergency planning and leadership decision-making should ensure that hospitals are able to respond to a disaster and not become victims of a disaster (like some New Orleans hospitals did during and after Hurricane Katrina). In considering the consequences of disasters for communities, hospitals merit special attention thanks to their complexity and occupancy characteristics and because of their critical role in lifeline maintenance before, during, and after extreme events. Lessons learned from emergency planning and operations for hospitals for Hurricane Gustav will be broadened so that they are useful not only for hurricanes but for a variety of extreme events and not just for hospitals but for other institutions and organizations as well. Any organization that depends on the external environment for essential inputs (e.g., human resources, energy, supplies) to routine operations risks disruptions to those operations if sound emergency planning does not plan for resiliency. Learning from the experiences of hospital administrators and emergency officials who led organizations during extreme events should enable future organizations to be more resilient when facing various crises.