All of my staff members knew to check in. The lack of communication from my porter was a signal. I knew something was dreadfully wrong when he failed to get in touch.

A forensics lab was set up with experts to identify the bodies. My porter had a university identification card, but that was his only ID. We were initially called because of his ID, but the final confirmation came a full four months later. It was a terrible loss.

One month after the storm, I was back in the city as part of one of the earlier waves back. My brother-in-law was a building contractor. He helped get me into the city when security was still tight. There was a sense that the response was thrown together at the last minute. No one knew what to do. People were making up rules as they went. And the rumors about the city were just wild! When I went through security, the personnel asked if I was armed. When I said yes, the guard replied, “good,” and let me through. But the level of lawlessness was nowhere near as high as it was reported. That the death toll was as low as 1700 was remarkable.

The change to the landscape and to the city was just awful; the devastation was immense. It looked like a battle zone. My home is smack dab in the middle of the city. Contrary to public opinion, not all of New Orleans is below sea level. But, my house was very low and it filled with seven and a half feet of water. The lower half of the house was completely destroyed.

Even though the students were gone, my library was being used as a dormitory by hospital and medical school staff and faculty in the aftermath of the storm. Despite there being nearly three feet of water above street level, the university hospital was still running. The medical school is connected to the Tulane Hospital via an overhead bridge. Staff members who were on the ground helped with patients at the hospital. Tulane’s patients were evacuated via helicopter, then staff and physicians, then everyone else. The Charity Hospital, located right across the street (but not accessible by bridge), was not so lucky. Their patients were essentially abandoned. As the water started to recede, the National Guard brought Charity patients over to Tulane via truck.

As of today, some of the city is still deserted. Rebuilding will take a long, long time. Luckily, the level of damage at the library was not too severe. The medical library is on the second floor but we also manage a public access computer lab on the first floor. Fortunately, two people who were there during the storm helped maintenance and security to move the computers up to the library on the second floor. Staff saved any other records that they could grab and brought them up to the second floor. There was a big fear of mold in the building. A team came through to look at the ventilation system and then they returned to the library mid January, 2006. At that time we were given the OK to return to the library; it was nearly 6 months after the storm.

Hurricane Katrina was unique in many ways. It would be false to make too many comparisons to other storms, like the ones that happen annually in Florida. In New Orleans, the water didn’t have an escape route. It became trapped and needed to be pumped out. It is almost a blessing when the water recedes quickly because it leaves a clean landscape. New Orleans suffered greatly because of the length of time that the water filled the city. People couldn’t respond because the city became impenetrable.

I found out about the flooding the morning the levees broke. And I was contacted by one of the university officers of administration quite quickly. The sharing of cell phones was going on between senior officers. Ten other administrators and I were invited to a meeting at the home of the president of Baylor’s College of Medicine. There, we were de-briefed on the status of Tulane.

I was constantly trying to call all of my staff members to find out where they were. My node for cell phone service was New Orleans (504). My advice for people developing disaster plans is to get a cell phone with a “safe” area code. All the re-routing equipment for 504 was destroyed. I was able to get through one out of three times in the first week.

A comprehensive list with all the staff and all of their phone numbers was prepared beforehand and kept up-to-date through constant revisions. But, we did not have remote contact information (friend or family outside of the area). Now, we include information about one person close by and one more than 150 miles outside. University communications were down for quite a while and alternative methods had to be established. IT staff was very good at getting people to set up backup email accounts (Yahoo, Gmail, etc…). Within 10 days, they had found everybody and had backup emails in place for communications. One third of Tulane’s people were not traveling with lap tops. However, the provision of public access to computers was excellent.

A total of four staff members were in Houston with me. During the post-Katrina recovery period, Tulane’s Medical School was sheltered by Baylor College of Medicine and the School of Public Health was hosted by the University of Texas School of Public Health. The city of Houston and their academic institutions really came to the aid of the people of New Orleans and the students, faculty and staff of Tulane.

The Tulane people who were in Houston joined the staff of HAM (Houston Academy of Medicine) and worked to support the medical school which was there for a whole year. The librarians and other displaced workers did as much as possible to relieve the burden on HAM.

Library people who were on the ground in New Orleans helped in many “non-traditional ways.” Those who were at the medical school helped to evacuate patients from the hospital. They assisted in every kind of physical and surgical procedure you can imagine. The hospital workers were completely exhausted after two days. Anyone available was called in to help.

Many of Tulane’s people who stayed in New Orleans ended up working or studying with the Ochsner Health System (a large hospital group). Some of the librarians at the Houston Academy of Medicine went to help out at the evacuation centers in Texas. But, the magnitude of the destruction in New Orleans made it impossible to respond in the same way. The infrastructure had completely collapsed. People could not return for weeks and weeks. Hundreds of thousands of people were displaced across the south.

I spoke with vendors and found them to be very cooperative. They provided free access for Tulane people who could not connect through the university servers. We now have duplicate, off-site servers to help serve displaced users. Some vendors were hesitant because the whole situation was so strange. But, in less than a day, they were calling back with solutions.

I returned to the library at Tulane on December 17^th, 2005. We ended up operating out of a conference room in an adjacent building. But we were still able to serve our users remotely. The students came back to the school in June, 2006. The library returned to regular service at that time. Faculty came back piece by piece. We lost one quarter of the faculty because the university couldn’t afford to keep everyone anymore. The library lost one third of our staff. Despite these cutbacks, the student body stayed the same and we needed to find ways to continue serving them as before.

Physical traffic in the library had been in decline before the storm in any rate. Our gate count was going down, so were our circulation statistics, ILL requests, etc… The numbers diminished ever further after Katrina. Many reasons contributed to the changing patterns of use. Remote access meant that libraries could operate in an automated mode. The technology has altered the library experience. But the decreased foot traffic meant that our reduced staff was able to cope.

Our physical library became a base of operations for the security force. The staff lounge became the armory; our fax line in the conference room was heavily used as it was one of the longest functioning phone lines in the whole facility. To a great extent, the physical location was commandeered for other purposes, but library services were able to continue because of the prevalence of electronic information resources.

Librarians can help support these services by building redundancies into the system. We need to build backups into all of our data. The issue of maintaining access has overshadowed preservation of paper. We don’t have to protect the paper anymore.

But the primary issue was getting people out well in advance. Our contact lists are now much deeper than they were before. Along with the contact information, we learned other lessons that have been essential in rebuilding. Many institutions have moved to higher ground. Electrical systems have also moved to higher levels in the buildings. Institutions are drilling their own wells so that they can get their own water supply.

Needs were very basic. Consumer health and public health issues were vitally important: basic sanitation, disease control, housing, and clean water, etc… The situation was akin to a mission to a third world country. People were concentrating on survival.

Training of the entire library staff is a prerequisite to our success, for this is an essential job duty as outlined in the attached directive from our library director. The over 100 employees, including 25 supervisors and other county departments and CERT (Community Emergency Response Team) volunteers are trained on basic navigation of the database, policy and procedures in Emergency Management (Emergency Service Functions 1-18), as well as bunker layout and operations.

Through conference calls with the State and surrounding County Emergency Operations Centers, our County Emergency Operations Director decides when it is necessary to open the Resident Information Center. He contacts our liaison to deploy staff to the Resident Information Center. We utilize staff from our Support Services facilities for the first 48 hours of the emergency, with Libraries’ Public Services staffing thereafter. Our “GOKITS,” which contain paper copies of important information and other useful supplies like batteries, are ready and accessible to be transported to the bunker with us at a moment’s notice.

The citizens of Pasco County are the users of this service. As the tropical storm or hurricane is approaching the public is generally glued to their television sets. The broadcast message marquee is running across the top or bottom of their TV screens “For more information or questions, call Pasco County Emergency Operations 727-847-8137″, and that is where we pick up the phone and provide requested information.

We now have a larger room with computer access for each operator as well as a laptop for the supervisor. Using the database and online forms has proved to be less stressful and more productive for the operators that take sometimes as many as 40 calls per hour. Now, remember these are not call center employees. They are library personnel, including shelvers, janitors, and couriers who have been trained to use this information to guide our citizens in emergency preparedness.

We have big windows facing north and I am always worried about it smashing because of debris. I never thought for one minute to worry about flooding.

After implementing our standard hurricane procedures at work, I went home to weather the storm. You couldn’t say that I was terribly prepared; the whole time I only had $12 on me. But, I couldn’t have used it anyways as everything was closed! The electricity went off at about 6:30 am on Monday the 29^th. At around 9:30 am a tree hit our house. Then water started coming up at the back of the house from the harbor, which was pretty surprising as our house has an elevation of 21 feet. The storm surge pushed the water into everything. My son and I were running around trying to save our stuff. I grabbed a towel and put it under the door - it was the stupidest thing I could have done! But, I wasn’t thinking straight. I would call it an “in the moment experience.” And we didn’t have it as bad as the people who got stuck up a tree!

The storm just seemed to keep going and going. It seemed to last around 12 hours and after the first six hours it just got so boring (after the excitement of the tree and the water coming up) waiting around for it to end. The next morning, there was no phone. No cell phone. Trees and utility poles were down every where. I walked to the house of one of my library staff lived around five blocks away. It was my first realization at how bad things were. When I came home, my brother and sister-in-law had arrived to tell me my niece and her family had lost their home which had been our grandparent’s house built in 1902. His architectural firm in Gulfport had flooded. He gave me a ride to work. I couldn’t believe how bad the damage was everywhere. We couldn’t get very close to the research lab, but I knew things were bad. In the end, I didn’t get officially called back to work until September 8^th. I made several trips to campus prior to that to meet with the director and to grab a year’s worth of blood pressure medicine I had left in my office.

The electricity was out for two weeks. The whole time I was just holed up at home, cleaning debris from the yard every day, listening to radio reports at night of what had happened in New Orleans. There was nothing on the news about the Mississippi coast at first. But, after a while I learned how lucky Ocean Springs was; we didn’t lose our downtown (it was one of the only ones left on the coast). Shelters started to open up on Monday. There was one in the high school in the next town over. Churches were opening their doors too. And the Red Cross arrived and started to provide basic shelter and supplies. The National Guard set up water and ice distribution centers called EOCs. When I wasn’t cleaning up debris around my home, I was waiting in line for ice and water and distributing it to several of my elderly neighbors.

Apparently, my building was standing but flooded. But, I couldn’t find a way to get there except over the debris mountain. Right then a woman drove up and asked if I was trying to get into the research lab. She offered a way to get there without crawling over the debris. In exchange, I would help her find her daughter. After we found the daughter, taking a back way she drove me to the gate of the campus and left me there. It was like going through a battle zone. There were a handful of employees doing the same thing I was. I asked one of them if he would go into the library with me. It sounds silly, but I was too scared to go into the building alone. I must have been visibly upset. We pulled and pulled to get the door open. Inside, it was dark and hot. I started to feel faint from the extreme heat. Furniture had been thrown everywhere and there was this muck everywhere. It was slippery and sticky and disgusting. I fell down in it. Even without a flashlight, I could tell we were flooded. I tried to find the emergency file with the phone numbers (not that it would have done any good since there were no phones). I couldn’t find anything for the office being flooded. I did find the file eventually - around nine or ten months later! The label on the file folder had fallen off due to the dampness.

There was nothing more I could do that day, so I went home to start thinking. I was worried about my job. Lots of other people at the research lab were thinking the same thing. They were all wandering around like me, with the same worried looks on their faces.

I went back the next day and talked with the director of the research lab. My library does not answer to the university libraries, we report to the campus director. He gave me permission to hire a catastrophe company to help salvage the library. There were lots of things that I didn’t know at the time about the university’s disaster plans - like that they already had a contract with a disaster company. I tried calling the University Libraries in Hattiesburg every time I found a phone for the next week. I couldn’t get through.

I didn’t know who else to call and I only had two minutes to make a call when I had a working phone. I had grabbed some numbers, including the archivist at Duke University who gave me the number of some companies. I finally got in touch with the University Libraries on the Tuesday after Labor Day and two days later they sent down a representative to assess the damage. It took four more days after that call–two weeks after the storm hit–to get a company to come and the whole time our collection was wet and sitting in muck.

In the meantime, I started to address the environmental conditions. I sealed off the space and cleaned all the vents. Our Physical Plant folks got the electricity on September 8^th, so I was able to run de-humidifiers which were important because the building’s HVAC was damaged by the storm. My staff and a graduate student volunteer used Clorox wipes to clean just about everything not water damaged by the flood. I had two lab technicians and two graduate students who began mucking out the building.

We ran the library from the front porch of the building for several weeks. There was a sheltered portico and we set up a desk there. Once classes began about 3 weeks after the storm, the students came back. I would just fetch things for them out of the building. They couldn’t go into the building because it was labeled by state inspectors as unsafe. But, we took our services portable. We had a lap top and just went wherever we were needed. One of my staff worked at home with a laptop compiling an inventory of lost books and journals.

During this time I was asked by one of our scientists to help a retired ichthyologist who lived near campus whose house had severely flooded. Several of us went to his home and found it in terrible condition-books, filing cabinets, this man’s life work-thrown about by the flood water and coated in mold. He was endangering his life trying to work alone in the mold to save his scientific materials. We helped him salvage what he could and packed over 150 boxes of files, books, journals, and reprints. Two years later, the library still has his collection stored. He and his wife have moved from the area and relocated to Atlanta. Their lives have been changed forever.

The company that was hired to clean the library was being used to clean other rooms in the building before doing the library. Then on Wednesday they were sent away because it was determined that their services were too expensive. By this point, I had been waiting and waiting. I couldn’t believe it! Finally (and after talking with the director) a crew started cleaning, but they did a hurry-up and get-out job. They clearly didn’t care. But I did. So, I went back and finished it up myself.

In the end, we lost our bottom shelves of books-everything 13″ or lower. But it could have been worse. We could have lost the bottom two shelves. The hardest part was facing what I had lost. I had to watch as about 20% my collection was picked up by a front loader and put in a dump truck to be taken to a land fill.

We spent weeks outside in front of the building cleaning what furniture we could salvage from the library and the classroom down the hall using bleach and WD-40. The rest of the furniture and our circulation desk were hauled off to debris piles. But we saved our big library table, a book truck, and a host of task chairs and smaller tables from the class room. The University sent down some used furniture from their surplus for our campus and we were given two desks from that donation.

The same clean-up work was going on all over campus. Every person was responsible for cleaning their work space, lab, office, etc. With over 35 employees and students made homeless by the storm, our director made the priority to get the dormitory cleaned and set up as temporary housing for staff and students. National Guardsmen were stationed at the gate and once a day the Red Cross van would bring food to campus for them. Our campus is located in a nice residential area of town that was severely damaged. There were fears of looting especially because there were no streetlights and no people able to live in what was left of their homes. We felt safe having the National Guard close at hand. With humvees, helicopters, armed military, and debris and disaster everywhere, it really did look and feel like a war zone. And we were in the “lightly” hit area. Even 10 miles west of us it was much worse.

The library received a SOLINET (Southeastern Library Network) grant to help rebuild the collection. I had to make a list of everything that we had lost; there were over 1300 books. It was emotionally devastating to go through the list, trying to decide what to replace. I was faced with the names of items that were irreplaceable. I realized that you can’t ever get it all back, no matter how much money people give you.

We received a donation from Rotary Zones 29 and 30 to replace lost equipment and furniture. And we received two computers, a scanner, and five books from the National Network of Libraries of Medicine/Southeastern Atlantic region. These gifts have been a blessing.

I posted a request for books to the medical libraries listserv, MEDLIB-L and three other listservs. Well, the email was forwarded and forwarded … And the books came and came … They all came to my home. It was a tremendous response! The medical librarians sent some great books - much better than the ones I originally requested. I tried to send as many thank you notes as I could, but there were just too many donations. Some of the books were unsuitable (like a 1965 Merck Manual), but I had more than enough to build a collection in the shelter.

I tried my best to distribute the extra books but it was an absolute nightmare getting around at that time. Also, I didn’t know where the other shelters were located. Later, I ended up donating materials to under funded local hospital libraries in Southeast Louisiana.. I worked with my friend Becky Hebert, an outreach librarian for the Mid Atlantic Chapter of the National Network of the Libraries of Medicine (NN/LM). She and I tried to supply shelter health care providers with computers, Internet connections and volunteer librarians to do distance searching. Her husband worked in IT and he helped get a bunch of free computers. Unfortunately, most of those computers weren’t used because they had Linux as an operating system and people couldn’t fill out their FEMA forms unless they had Internet Explorer. But, people needed to get online. Eventually, FEMA provided a few lap tops. These helped a bit with reference and searching for people, but they were mostly used by kids to play games. I worked a bit helping people use the computers, especially since many were unfamiliar with the use of a mouse and keyboard. Web 2.0 responded in a big way; but, it could only go so far. People on the ground were unable to take full advantage of blogs and wikis, etc… because they didn’t have:

1. the connectivity

2. the computer skills

3. the knowledge of what was out there to help them.

After it was all over, I wrote an article about my experiences.

When I was serving food with Becky, We realized that there had to be something more that we could offer. There were hordes of volunteers, but we could offer something different. That was how we got started. But, it was hard being “free agents.” No one wanted to talk to us and it was hard to articulate what we wanted to do. The Red Cross didn’t have time to talk to us. We tried to find out from them where the other shelters were, but they were having a hard enough time figuring that out themselves. The Red Cross was overwhelmed with need and volunteers at the same time, but they couldn’t handle both in that magnitude.

I went to the Red Cross headquarters first off, but they told me that I was too late for the training session that day. They told me to come back in a few days But, when we went to a shelter that night, the need was urgent and they pulled us right in! That was how we ended up at Lamar Dixon, which was desperate for volunteers. There just seemed to be this disconnect between the Red Cross central office and “its” shelters.

A lot of library school students helped. But they all went off on their own right away. I can see a role for the library schools in organizing the student volunteers. In many ways we were ideal because we were more available to help out. I was encouraged by my boss, the dean, to volunteer rather than work.

But actual coordinated groups didn’t form until later. I think that librarians need to be more unified in their initial response. We could learn a lot from the church groups. The Scientologists, for example, were everywhere. They wore matching shirts. They identified themselves. They seemed to be totally organized. Religious organizations did more for anyone than any government agency. That’s just what they do; they respond immediately. And they never stopped to ask, “should we help?” I think librarians were way too hesitant about helping out. They need to learn to trust their instincts. When the time comes, you’ll know what people need and how to help them.

Next, in September, 2005, we had our first experience with a “second tier disaster.” Memphis received an influx of 18,000 evacuees from the Katrina and Rita hurricanes on the Gulf Coast. Early during this crisis, the remnants of Katrina swept through Memphis and knocked out electricity to 70,000 homes. Luckily, that damage was quickly dispatched. What took longer was responding to the information and social services needs of thousands of displaced persons.

For those first few days, staff worked by flashlight to answer phones. LINC (Library Information Center at the Memphis Public Library) staff served as the system and community hub. They posted information received by telephone about library services, damages, outages, Memphis Light Gas and Water anticipated work sites, and emergency contact numbers. While computers were inoperable, they referred callers to social services agencies using a print copy of the LINC Community Resources Database. They monitored radio stations and newspapers in order to answer questions about downed power lines, stores that still had generators, batteries and ice to sell, which gas stations were open and operational.

One of the most frequent question topics was food loss due to the power outages: “My electricity has been out for five days and I’ve kept my food in a cooler. Is it safe to eat?” OR “I had $200 worth of food in my freezer and it’s all ruined. Can I get compensation for that?” OR “How do I get the smell of ruined food out of my refrigerator?”

When the magnitude of the disaster became more apparent, service providers and government agencies (Mayor’s Office, City Council, EMA, Volunteer Memphis, DHS, TN Congressional offices were all urged to add LINC to their distribution list for updates. Emergency services were contacted frequently, including hotlines, shelters, and volunteer agencies.

On July 30, the MPLIC (Memphis Public Libraries and Information Center) television and radio stations were running again and began to broadcast programs with information about how citizens could get services. Tennessee Representative Mike Kernell spearheaded this effort, along with Tennessee Representative Carol Chumney. These elected officials along with library staff, brought in representatives from TEMA (Tennessee Emergency Management Agency) and many other service providers and continued programming for several weeks.

On August 2, FEMA representatives arrived and LINC staff began gathering information about federal disaster assistance, which all library staff then distributed to customers. FEMA/TEMA faxes were distributed throughout the system so all staff could answer questions. The local social services email distribution list, facilitated by LINC staff, was used as an information distribution point for FEMA/TEMA. FEMA/TEMA staff was trained on and utilized the Community Information Database to identify local services that could fill in gaps for services not provided through federal assistance programs. FEMA/TEMA staff also utilized library staff telephones to submit their electronic reports.

The library also served as a community gathering place. Not the least of what we had to offer at some of our libraries was a little bit of air conditioning! We had customers coming in to use our computers and our wireless system so they could conduct their businesses online and contact family members to let them know they were safe. Customers were allowed to use library electricity to recharge batteries for various types of medical equipment. Whole families came in to get a little peace and quiet — away from the constant buzz of power saws cutting tree limbs and the roar of electric generators.

Katrina/Rita response of 2005: The library system employed many of the same responses so well learned in 2003. Because of relationships developed during the disaster of 2003, emergency management agencies were quick to include library staff in their response teams.

Library administration held daily strategy meetings to develop service responses and communication methods. Policies were bent and broken and the budget and staff were stretched and tested - in order to address the changing needs of the evacuees and to continue serving our local citizens, as follows:

Ø The LINC/2-1-1 staff again served as the “information distribution hub” for the library system, local government, service providers, faith-based groups and other social services agencies. The 2-1-1 service had only been operational for three months before Katrina hit. Most residents from Louisiana were familiar with 2-1-1, so the number was heavily used when they arrived in Memphis. Although we were too busy to take statistics during the first week of the crisis, during the first and busiest month, the system responded to 7,213 information requests from evacuees.

Ø Again, the Information and Referral Database (the backbone of our 2-1-1 service) was used to provide social service referrals.

Ø Staff at every branch compiled information into manageable print and online “notebooks” so they could assist evacuees.

Ø LINC/2-1-1 staff provided technical assistance for volunteers at the call center.

Ø System staff volunteered at the call center until the number was finally transferred to 2-1-1.

Ø Free, 3-month library cards issued to evacuees.

Ø Limited number of free copies made available to evacuees.

Ø Staff provided story-times for younger children while their caregivers were trying to get emergency assistance at the Red Cross and shelters. (There were also several community partners for these activities.)

Ø Printed and distributed 50,000 copies of the library activity calendar to shelter sites and to hotels/motels where evacuees were housed.

Ø All public computers changed to 1-hour limits to handle the demand.

Ø The FEMA website required access to Internet Explorer 6.0. Most of our public computers were 5.5. FEMA also required JAVA script. All public computers in branches dealing with large numbers of evacuees were upgraded to ensure the ability to complete FEMA applications.

Ø Assisting with FEMA applications was a huge staff effort. The FEMA website did not allow a print copy to be made, so evacuees were spending hours trying to figure out the complicated application. MPLIC staff figured out a way to create a print copy and made it available at all sites, so evacuees could plan their responses before getting online. This drastically reduced time spent online. When FEMA personnel visited the Central Library, they were complimentary of the initiative.

Ø Meeting rooms were set aside for service provider groups.

Ø JobLINC and INFOBUS mobile units were dispatched to shelter sites to help people find jobs and to provide library services on-site.

Ø Katrina “webliography” added to the library website and constantly updated with the latest local, regional, national information.

Ø During the regular book sale in October, books were sold at half-price to Katrina/Rita evacuees.

Ø LINC staff served on the Hurricane Katrina Taskforce.

Ø As they did in 2003, WYPL radio and TV communicated library updates and information about relief efforts to the community.

Ø LINC staff worked with Red Cross to provide intake for those looking for missing family and friends as well as to provide information for potential volunteers for the clean-up.

Ø Worked with EMA to identify basic needs assistance.

Ø Identified locations for temporary housing of pets.

Ø Provided assistance to evacuees in obtaining their medications. Many lost their medicine or ran out during the evacuation. Many could not contact their home pharmacies or doctors to obtain records.

Ø Map of Memphis added to library website to print off for evacuees.

Ø EMA collected donations in the Central Library parking lot.

Ø Many branch staff collected donations on their own.

Ø The library provided rewarding volunteer opportunities to two New Orleans evacuees who were professional librarians. These volunteers were able to provide computer assistance to other evacuees.

Ø Staff was privy to horrendous stories from refugees. It was emotionally draining. The system had professional counselors in to help staff cope.

Ø Staff found a wonderful use for their reader advisory skills: many evacuees wanted escapist literature to forget their trouble while others were looking for books about overcoming and surviving disasters.

Ø At every library site, evacuees shared their stories with staff members who stopped what they were doing and listened. Again, the library served as an all-important community meeting place.

Due to its pivotal services during these disasters, LINC has been working ever since with our local EMA in local planning for disaster response. The LINC/2-1-1 disaster plan has been confirmed by EMA and is being written into the Shelby County Emergency Response Plan.

The library system has been established as a “need to restore service” by our local utility provider in future disasters. The library radio station, WYPL, serves as the designated emergency broadcast station and receives priority “need to restore service.”

The library system’s Emergency Procedures Handbook has been updated, but we have much more work to do to create a system-wide disaster plan. We have attempted and will continue to attempt to acquire funding to upgrade emergency capabilities, specifically: upgrade the Central emergency generator; add generators to other branches; add Children’s Department to Central emergency generator grid; add wiring to allow additional telephones to be installed immediately.

During 2006, United Way provided MPLIC with a grant for a Katrina Coordinator. This position assisted with updating the database, triaged calls from evacuees, and served as liaison with the Katrina relief coalition.

To the present day, LINC staff members are still active in local relief coalitions. Katrina evacuees are still present in the Memphis community and still require social service efforts from the community.

Libraries enjoy a high degree of public trust and are known to provide unbiased information on other topics, so are uniquely situated to serve as reputable, accessible providers of disaster-related information. Citizens view their libraries as open, welcoming places in their everyday lives; therefore, coming to the library or getting information from a library during a crisis is logical and comforting.

The library should be an active participant in the local emergency plan. Libraries should serve as “second responders” during disaster. Their role is not to respond such as fire and police departments are mandated to do. As defined by the United Way: “The ‘Second Response’ follows closely, and sometimes in sync with, the First Response during and after a disaster. Responders are community and faith-based organizations which provide critical health, human and social services to victims of disaster.” Libraries provide an essential information service which is key to any disaster recovery effort. Unlike shelters and the Red Cross and FEMA/TEMA and others who are telling those in crisis what to do, libraries provide needed information. Library customers can maintain some element of control in their lives, which is vital to successfully working through the crisis at hand.

In New Orleans, I helped as a team leader for mental health needs rendering care to all New Orleans Police & Fire Dept members (and their families) plus the EMS first responders (EMTs, Paramedics, etc…). This involved direct interface between representatives for the offices of the LA Governor, the New Orleans Mayor, and various parish (county) health leaders on mental health matters. Since most mental health services in the greater N.O. area already had severe needs pre-disaster; these were further exacerbated during and after the crisis (many which remain to this day). We were able to offer structured federal assistance via human resources and information (technical assistance) as needed to help re-create a temporary mental health services infrastructure that the local population and local providers could view as “still being their own”.

Had I known of or had specific librarian information as consultants, I would have gladly used and promoted them with our overall plan for assistance and mitigation of the many issues faced. If local library communication lines are functional (internet, telephone, videoconferencing, etc.); those means or the site itself might be offered as an optional “command center” via pre-arranged MOUs/MOAs.

It is crucial perhaps at a more centralized level to have a repository of sorts that includes experiences (positive and negative), lessons learned, from valuable past emergency scenarios and how they were (or not) handled. This may help to determine where best to concentrate future enhancement efforts to offer a more essential and value added NLM contribution to the overall process.

U.S. Public Health Service

- MENTAL HEALTH SCENARIO -

On the A.M. of Sept 20, Mrs. ________ was noted in the ________ hospital surgical waiting room. Her daughter (______, age __ yrs) who’s had a long standing condition often misdiagnosed since birth was recently diagnosed as having an occult but misleading Patent Foramen Ovale (PFO). Over the years the daughter succumbed to strokes and other dangerous neurological conditions but recently the PFO diagnosis was determined to be the apparent main causative factor. The daughter was due to have corrective surgery immediately before the Katrina crisis but only just then was able to actually undergo the required surgical interventions for this condition.

Additionally, Mrs. ________ described the misfortunate situation where her then _____ year old son sustained a fall injury leading to his present paraplegic condition. He is now a young adult. This family is exhibiting remarkable resilience and fortitude, but serves to illustrate some of the incredible contributing factors leading to the need for continued mental health services in the greater New Orleans area. Examples like this are further exacerbated and compounded by the aftermath posed by the Katrina crisis. The potential impacts are to the patients, their families, the care providers and the recuperating health care system.

The hospital medical library was mostly intact as well as the hospital’s I.T. services enabling primary and secondary communications lines to be of a resource if needed for consultation, requests of support services (for the procedure, post operative period and for any specific family therapeutic needs). They could also be of service to nearby medical installations that also might be “ready” to resume partial or near-full services to their local populations.

Greater New Orleans Metro Health Task Force

U.S. Public Health Service

- PUBLIC HEALTH SCENARIO -

During the early stages of the Katrina disaster, the Emergency Operations Center (EOC) of ___________ Parish in LA received a confirmed report of an outbreak of chicken pox. The EOC leaders were asked about alternative measures to take in order to contain the outbreak, potential ramifications, and any approved “public information” communications to maintain calm and avoid any harmful or unnecessary actions on the public’s part. There were no immediately knowledgeable “medical” or public health personnel on site to offer accurate guidance on this (or similar matters). No prior plans for this sort of scenario were included in the EOC’s emergency preparedness planning. Solution: The first option of contacting the LA State Public Health Offices was not realistic. Reliable internet lines were used to connect with the CDC for national guidelines. A quick “cut & paste” method was used to produce a small easily printable “local EOC approved” communication card/handout for dissemination on this subject. No real forethought was given to inclusion of medical library or NLM services in this type of simple help readily available to the EOC and its communities. This type of resource could also have been expanded in a manner to widely impact many customers at the EOC or other similar entities to establish concise and accurate information on a variety of subjects.