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

项目名称：ceer飓风古斯塔夫侦察：新奥尔良医院从卡特里娜到古斯塔夫及其后的经验教训摘要：该项目拟通过考察新奥尔良地区急症护理医院在飓风古斯塔夫之前、期间和之后的反应，包括医院病人和工作人员的疏散和返回，来调查不确定条件下的决策。？快速反应?研究方法将通过对行为和设施的观察、文件获取和评估，以及对代表新奥尔良地区全部10家急症护理医院的多达30名医院高管的半结构化面对面访谈来收集信息。这种定性方法的目的是对新奥尔良地区医院行政人员在应急准备计划和执行方面的决策提供丰富的、具有情境意识的理解。该项目扩展了卡特里娜飓风后研究人员进行的研究，因此利用了一个自然实验，使研究人员能够：(1)确定卡特里娜飓风后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)为经常发生和可预测的自然灾害地区改进医院应急程序和医疗保健计划提出建议。因此，这项研究检验了卡特里娜飓风是否为一场？转折点?新奥尔良地区急诊医院的活动未能从灾难经验中吸取教训的组织可能会重复使其脆弱的错误。所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）和报告（例如管理学院、EERI、区域和国家机构）向广泛的个人和组织传播。医院（连同电力系统、供水系统和关键基础设施）是社区的重要组成部分。急救计划和领导决策应确保医院能够对灾难做出反应，而不是成为灾难的受害者（就像新奥尔良的一些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，由于医院的复杂性和占用特点，以及它们在极端事件发生之前、期间和之后维持生命线方面的关键作用，医院值得特别关注。将扩大从医院应对古斯塔夫飓风的应急规划和行动中吸取的经验教训，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，也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基本投入（如人力资源、能源、供应品）的组织，如果健全的应急规划不考虑复原力，这些业务就有中断的风险。借鉴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，应能使未来的组织在面对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.