Tourism Risk Management - Sustainable Tourism Online

New Orleans and the Lessons of Hurricane Katrina
New Orleans, Louisiana, USA, home of the Mardi Gras, jazz musicians, and an extensive heritage
of art, culture and culinary delights. As a world-renowned visitor destination it attracted between 8.5
million and 10 million visitors annually, and generated approximately 800,000 jobs. Tourism was the
region’s second largest industry.
On 29 August 2005, Category 5 Hurricane Katrina struck New Orleans, causing widespread
damage and breaches in the city’s levee system. As the Mississippi River flowed into the low-lying
city, up to 80% of New Orleans became submerged. International media coverage exposed a global
audience to images of death, destruction and mayhem. Despite warnings, evacuations were poorly
planned and coordinated. Many visitors were transferred to shelters or simply advised to make
arrangements to leave the area. Limited understanding and access to transport resulted in people
staying in their homes. Last-minute evacuees blocked highways and fuel stations. City officials
exercised limited control – few had anticipated an event of such severity, despite the lessons from a
major disaster management exercise held twelve months earlier which was based upon a scenario
involving issues which were an uncanny replica of Katrina.
Initial search and rescue efforts were hindered by the continuing rising waters and accumulated
debris as buildings, dwellings, infrastructure and utilities (public utilities/plant) had suffered massive
damage. With limited reliable information available, media reports emphasized tragedy, social
tension, looting and the chaotic plight of New Orleans, characterized by the horrors of the “Superdome”
(which sheltered many visitors amongst the approximately 20,000 evacuees). Conditions
deteriorated for survivors, and relief arrangements were complicated by access difficulties.
Sanitation and the potential for disease outbreaks became serious issues.
As officials debated the merits of rebuilding or relocating New Orleans, residents and volunteers
returned to begin clean-up operations. While some operators managed to quickly resume or even
maintain services, support infrastructure was limited. Hotels, airports, museums, entertainment and
dining establishments had suffered extensive damage. Lacking housing and immediate employment
opportunities, many employees relocated. Scheduled meetings, conferences and festivals were
cancelled, relocated or indefinitely postponed.
For small tourism businesses, recovery has so far proved extremely challenging. While the
Government has assisted with debris removal, grants and advertising and marketing budgets,
rebuilding the industry and positive perceptions has proved difficult. ‘Louisiana’s Rebirth’ was
significantly delayed by an active hurricane season which made consumers wary. With the reopening
of hotels, restaurants and parks, tourism is returning but visitor spending is limited.
Physical reconstruction of the city is still far from complete, and many residents and business have
not returned. While New Orleans remains an intriguing city, its restoration as a national and
international visitor destination requires confidence in the process of community recovery and
associated safety and security measures.
Important lessons for the tourism industry from Katrina include:
• risk and emergency management planning (including insurance) should be an individual
business priority and not just a government responsibility;
• it is important to understand community and environmental vulnerabilities beyond just the
tourism industry;
• communication and coordination with emergency management agencies can help protect
life and property;
22 Tourism Risk Management – An Authoritative Guide to Managing Crises in Tourism