What You Don’t Know about Katrina Recovery

Lack of Supplies
Although the flooding and water created problems of its own, the debris left when water receded added another challenge. Thousands of cars and boats, wood, trees, and actual houses that had been moved off their foundations created a massive barrier restricting access to some areas and virtually incapacitating automotive movement. In many cases, companies spent upwards of a week removing debris just so they could reach the building they were charged with restoring. As of March 2006, a total of 78 million cubic yards of debris had been removed from the Gulf Coast overtaking the amount of debris from the September 11 attacks and Hurricane Andrew combined by 20 million cubic yards.

The water and debris in conjunction with a rise in crime essentially halted all incoming supplies. This meant everything from food and water in the short term to fuel and rebuilding supplies later on were available on only a limited basis, if at all. Without these supplies readily available, restoration companies had to become more resourceful, often using their own fleets to bring in materials. Relationships with suppliers outside of the area became key as companies scrambled to get the needed items to sustain their crews and fulfill their project needs.

Lack of Convenient Staging Areas
Even traditional widespread disasters have room for large areas to stage and dispatch manpower from a central location. With over 80% of New Orleans flooded in a non-uniform pattern, the excessive debris and parts of the city essentially shut off, restoration crews essentially worked in small pockets. In some cases, abandoned hotels were even commandeered to house crews. Projects that took place in more remote areas outside the city were often islands unto themselves, taking the responsibility to feed their crews, supply drinkable water and even house them in makeshift “tent cities.” In many cases, conditions were a cut above those experienced in third-world countries.

Heat & Humidity
The extreme heat and humidity made the process even more challenging. Temperatures hovering around the mid-nineties and the humidity level at nearly 100%, caused crews to become more susceptible to dehydration and increased fatigue, all of which tremendously slowed the restoration process.

The weather also created additional challenges. Because of its low-lying geography, many New Orleans-area buildings have sump pumps in their basements, which remove water that routinely seeps in during storms. No electricity meant no pumps and water continuously crept back into basements and, when combined with the 95-degree heat, created a continuous high volume of humidity. The situation called for the use of desiccant air to help dry the area. However, in a “catch 22-like situation,” this hot air brought the temperature even higher creating an unsuitable working environment. To alleviate the situation, companies had to mix in dry, refrigerated air so crews could work without exhaustion.

Hazardous Materials and Water
The massive flooding in New Orleans was another unprecedented result of the hurricane. Although the “toxic soup” claim at the time has since proven to be unfounded, restoration crews took no chances, often working in full protective gear. However, in some cases, hazardous materials were a given fact when projects included flooded hospitals, research labs, plants and chemical companies. Many of the city’s old buildings also contained asbestos. In these types of projects, restoration companies utilized teams specially trained in handling items like bacteria and infectious materials, blood borne pathogens and other potentially hazardous elements. Items such as chemicals had to be removed, segregated and placed in large drums packed with vermiculite to keep them safe, and finally transported to a designated area for the owners to determine what to do with them at a later date.

Lack of Power/Population Displacement
Specifically in New Orleans, another unique challenge of the storm was the extreme displacement of the city’s population combined with the massive loss of electrical power. Most storms cause a loss of power and the expected initial effects of gas, water and food shortages. However, as weeks stretched into months with no power, few residents returned, which meant the locals who normally assist with recovery efforts or work as suppliers of everyday services were not there. This severely impacted the speed of the restoration process.

In addition to limited supplies, lack of medical personnel, treatment and hospital facilities was another Katrina side effect. Since restoration crews were often working in potentially hazardous conditions, many companies brought in their own medical teams to supply the care that was needed.

Lack of power also meant that massive amounts of alternative power sources had to be delivered. Hot temperatures combined with extreme amounts of moisture inside buildings make the perfect breeding ground for mold, which can root in less than 48 hours. In many cases, restoration companies utilize generators to cool buildings down and retard the growth of mold, in addition to operating other necessary equipment.

As the city’s residents failed to return for weeks and then even months, restoration work on houses or apartment buildings took on entirely new challenges, such as cleaning homes full of the occupant’s contents. Most of the people left almost everything there from clothes and appliances to food and groceries. Some restoration companies spent days just hauling out refrigerators full of spoiled food.

Being Prepared: A Practical Example
Some businesses were wiped out and will never return from this devastation. Multitudes are still waiting on restoration and repairs. Most of those that are currently operating share the fact that they had disaster plans in place and/or a relationship with a damage management company prior to the storm.

One of the city’s larger universities is a great example of preparedness. Even as the storm raged, they met with their disaster restoration partner at a pre-designated location outside Louisiana. Shortly after the hurricane, the company dispatched a team to New Orleans to tour the flooded campus in boats and Hummers, assess the damage, and formulate a plan of action. A critical path was established: water removal from buildings, the protection of undamaged areas from humidity, vital document recovery, power restoration, campus security of all student, faculty and staff belongings, debris removal, building repair and ultimately reconstruction. The campus had over 87 buildings with varying levels of damage, including massive flooding in some areas. Because of their forethought and planning, they were able to welcome students and faculty back for the spring semester.

In an area-wide disaster such as the aftermath surrounding Katrina, unexpected challenges popped up at every turn and normal resources were often exhausted.

Developing a plan now can reduce the financial impact of a disaster and ensure your facility begins operations sooner. By taking this important step now you will have the best opportunity to get the support you need even when the most unexpected events occur.