On Tuesday, August 23, 2005, meteorologists in the US National Weather Service had foreseen a tropical depression in the southeastern Bahamas. As it strengthened into a tropical storm, weather officials closely monitored it as it become a hurricane, moving into the Gulf of Mexico and crossing south Florida, and gave it a name, Katrina.
There, ran by the gulf's warm waters, Katrina turned into a creature: a "Class five" hurricane, with winds gusting previous 170 miles per hour and an extraordinarily wide range of over 100 miles. Katrina seemed to be heading next for the Florida Panhandle, but on Friday it made a remarkable shift; it appeared to take dead aim at one of the frail and most storied cities in the US: New Orleans and turned westward. With landfall anticipated on Monday morning, local, state, and federal emergency response officials sprang into action, following the roadmaps laid out in their emergency plans.
The case asks readers to contemplate local, state, and federal governments proved unready to react effectively to a disastrous event which had been predicted. Part A can be taught alone or in tandem with Part B of the instance, which describes the post-landfall response to the disastrous impact of the hurricane; it would be useful in groups on strategic or crisis management in addition to on intergovernmental relations. HKS Case Number 1914.3
PUBLICATION DATE: February 09, 2011 PRODUCT #: HKS192-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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