1

U.S. Department of Commerce

National Oceanic and Atmospheric Administration

National Ocean Service

Center for Operational Oceanographic Products and Services

Center for Operational Oceanographic Products and Services

CO-OPS Contribution to NOAA’s 

 Response to the 2005 Hurricane Season
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As shown above, Dauphin Island, Alabama was devastated by Hurricane Katrina. The 

NOAA Dauphin Island tide gauge shown on the front cover continued to operate and 

provide critical real-time storm tide information throughout the hurricane.
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Center for Operational Oceanographic Products and Services

CO-OPS Contribution to NOAA’s 

Response to the 2005 Hurricane Season

“Protecting Lives and Livelihoods”

NOAA’s Core Values

People, Integrity, Excellence, Teamwork, and Ingenuity

Science, Service and Stewardship

An informed society that uses a 

comprehensive understanding 

of the role of the oceans, coast, 

and atmosphere in the global 

ecosystem to make the best 

social and economic decisions.

A Nation where everyone has 

ready access to tide, current, 

water level, and other coastal 

oceanographic products and 

services required for informed 

decision-making.

NOAA’s Vision CO-OPS’ Vision
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FOREWORD

NOAA plays a vital role during the hurricane season by compiling 

satellite observations, meteorological and oceanographic data, and 

numerical modeling results in order to provide critical information 

to stakeholders; including citizens and federal, state, and local decision makers. Each hurricane season presents an increased challenge 

for the National Oceanic and Atmospheric Administration (NOAA). 

The 2005 hurricane season proved to be not only an extremely busy 

season, but also a destructive one. Hurricane Katrina produced particularly large areas of devastation, overwhelming Federal, State, and 

local agencies, as well as residents of the Gulf Coast. 

The National Ocean Service (NOS) Center for Operational Oceanographic Products and Services (CO-OPS) is one office that contributes to the NOAA effort by providing critical water level information. 

During the 2005 hurricane season CO-OPS personnel played a key 

role in providing real-time information on storm tide and in assisting 

the ports and industries within the Gulf Coast region to resume their 

operations as quickly as possible. Through their planning, observation, and response efforts, these dedicated folks gave far beyond what 

is normally required to maintain high quality products and services. 

This document is a tribute to those individuals and teams who played 

a vital role in our preparation for and response to the hurricanes of the 

season, especially Hurricanes Katrina, Rita, and Wilma. The 2005 

season proved to be a challenge for many—from CO-OPS personnel 

to Gulf Coast residents—all of whose lives were forever changed. 

As time passes, the details of the 2005 season may become a distant 

memory. So that we will always remember some of the extraordinary 

efforts of those who “went the second mile”, we have highlighted the 

experiences of these personnel during the unusually active 2005 season. This document is based on a series of interviews with those who 

were involved in tracking storm tide, supporting hydrographic surveys, 

and restoring vital services. Several other sources were used to pro-
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vide historical perspective and information concerning the impact of the 

hurricanes, particularly Katrina. These sources of information, combined 

with personal interviews, tell the story of the energy, professionalism, and 

dedication of those who contribute so much to NOAA’s success.

Thanks to all CO-OPS personnel for a job well done and for the 

following employees for sharing their observations.

Chris Parish

William Popovich

Jason Standridge

Allison Stolz

Joe Taylor 

Cary Wong

Darren Wright

Brad Wynn

Warren Krug

Mark Bushnell

Richard Edwing 

David MacFarland

Mike O’Hargan

John Abbitt

Carl Cecere

Monica Cisternelli

Virginia Dentler

Mark Erickson

Lori Fenstermacher

Anthony Godette

Gerald Hovis

Rick James

Heidi Keller

Carolyn Lindley

Craig Martin

Sarah Mrozek

Director

Center for Operational Oceanographic Products & Services
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INTRODUCTION

What a difference 105 years makes! If only Isaac Cline had had our present-day observation capabilities back in 1900, more than 6,000 (some say 8,000) Galveston residents 

might not have perished in one of the deadliest storms in our nation’s history. Galveston residents still refer to “the storm” when describing the weather event that devastated Galveston Island on the evening of 8 September 1900. Cline, who was Chief of 

the U.S. Weather Service Bureau in Galveston when “the storm” hit the Gulf Coast, 

began to realize the danger during the same afternoon that the storm made landfall. 

Higher than normal tides, dropping barometric pressures, and steady increases in wind 

velocity were his only clues of the impending danger. However, by this time, there was 

little opportunity for Galveston’s 37,000 residents to evacuate safely. 

A center of commerce, Galveston’s highest ground in 1900 was only 8-9 feet above 

sea level. There were no seawalls or levees to protect the city from the storm surge 

produced by “the storm”, which was estimated at over 15 feet. Galveston’s population 

had never experienced a hurricane (or tropical cyclone), and most residents were quite 

secure without investments in such infrastructure, even though the idea had been discussed. After the horrific event, meteorologist Cline estimated that the wind reached 

speeds of 120 miles-per-hour (mph) during “the storm”, and most now agree that winds 

of 120-140 mph would have been required to produce that kind of extreme tide and 

storm surge. 

Since that time, hurricanes have continued to be the bane of coastal living. With our 

burgeoning coastal populations, people are more vulnerable than ever to the whims of 

nature – especially from early June through late November. Inland populations are also 

vulnerable to damage from wind and flood. However, the risk of losing human lives 

is mitigated by sophisticated and extensive observation tools that we now have at our 

disposal. Today, the many instruments placed strategically along the coastal U.S. and 

Great Lakes, provide data that serve as the backbone for our weather observations and 

predictions, giving us the time to prepare for impending hurricanes—time that Isaac 

Cline did not have. 

We have been in a period of high hurricane activity since 1995. The 2005 hurricane 

season was particularly active, with 28 named storms and 15 hurricanes (7 major ones). 

Six hurricanes (Cindy, Dennis, Katrina, Ophelia, Rita, and Wilma) struck the U.S., but 

Katrina was by far the most devastating. There were at least 1,300 casualties, with damage estimates exceeding $80 billion. The NOAA National Hurricane Center (NHC) 

forecasted that Katrina would hit the New Orleans/Gulf Coast area approximately 60 

hours before the storm actually came ashore, and the predicted track was stunningly ac-
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curate. Hurricane Katrina made her first landfall as a Category 1 hurricane on 25 August 

2005 near Miami, Florida. A slow-moving storm, Katrina dumped about 16 inches of 

rain on Florida, causing several deaths, flooding, and widespread power outages. 

Katrina made her second landfall at Grand Isle, Louisiana, located in the southeastern 

part of the state in Southern Plaquemines Parish, on 29 August 2005, with sustained 

winds of 135-145 mph and gusts of over 165 mph. The huge storm ravaged a multi-state 

area resulting in major damage to over 93,000 square miles in Louisiana, Mississippi, 

and Alabama. 

Less then a month later, the second Category 5 hurricane of the 2005 season began brewing. Hurricane Rita began as the 18th tropical depression of the 2005 season, forming on 

17 September east of Turks and Caicos Islands. Rita moved west, sideswiped the Florida 

Keys, moved into the Gulf of Mexico, and on 24 September made landfall near the 

Texas/Louisiana border at Sabine, Texas as a Category 3 hurricane. The storm brought 

125-mph sustained winds and a 15-foot storm surge. Although Rita’s path tracked southwest of where Katrina had been, the paths of the two expansive storms overlapped, hitting some vulnerable areas twice. In the path of many storms lie the very instruments 

that collect the oceanographic and meteorological data that form the basis of NOAA’s 

products and services. The Gulf Coast region has 32 tide stations that are part of the 

187-station National Water Level Observation Network (NWLON or the network). To 

supplement these 32 tide stations, CO-OPS personnel added another 31 partner stations 

to the network before Hurricane Rita to increase the number of water level sensors available to use during emergencies. Some were reactivated stations belonging to private and 

public sector partners with whom CO-OPS interacts; other stations were relocated from 

areas on the East Coast where projects had previously been completed. 

In addition to producing the real-time data that the National Weather Service (NWS) 

uses for forecasting, the network also helps to provide decision-support for marine transportation, emergency response and evacuation. The users of these data products and 

services that are derived from the network encompass the entire U.S. marine transportation system, including commercial vessel operators using U.S. ports, the fishing industry, 

coastal zone managers, public and private sector hydrographic surveyors, recreational 

mariners, and many others. 

With the intensity of these storms, it is not surprising that CO-OPS’ extensive network 

of tide stations, exposed to the harsh environment of the Gulf Coast, would be impacted 

by the hurricanes’ wrath. Katrina completely destroyed four tide stations and a GPS tide 
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station buoy, and damaged another four stations. Rita destroyed two tide stations and 

damaged four, one of which had already been damaged in Katrina. 

All six hurricanes that affected the U.S. made a significant impact on both the users 

of data and those who maintain that critical data stream. Users of CO-OPS data depend on the products and services generated from these data, and those products and 

services help to ensure safe navigation and economic growth and commerce. Those 

who maintain the critical data stream that comprises the network are accustomed to 

increased workloads during and after hurricane seasons. However, 2005 was a season 

to remember for those who are part of the CO-OPS teams that made efforts far beyond 

the normal duty requirements.

Let us take a closer look at the experiences of some of those who worked tirelessly 

during the 2005 season to ensure that CO-OPS products and services were available. 
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Calcasieu Pass: Ground zero for 

Hurricane Rita
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Their Stories

The chronicle of Hurricane Katrina’s impact on CO-OPS 

personnel begins with the realization of the magnitude and 

track of the storm and ends with restoration of tide stations 

to their full functionality. First we’ll glimpse the Quicklook Team, who facilitated storm tracking by providing 

a Web page “Quicklook” at the storm status. Then we’ll 

examine how the Hydrographic Planning Team provided 

critical support to hydrographic survey teams so that ports 

and harbors could re-open safely after the hurricanes. 

We’ll go out to the field with personnel who repaired and 

replaced instruments, as well as those who helped hurricane survivors on a more personal level.

CO-OPS PERSONNEL AND STAKEHOLDERS
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All of them, whether as a team or individually, exemplify what it means to care deeply about the quality of 

CO-OPS products and services, as well as those whose 

lives have been disrupted by nature’s wrath. These 

CO-OPS personnel, putting aside the “individual” in 

favor of the “team”, remind us that the whole is 

indeed often greater than the sum of its parts. They have 

valuable insights and wisdom to share about their experiences that serve as superb examples for coping with future 

hurricane seasons.

Bridges destroyed 

in Ocean Springs, 

Mississippi
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QUICKLOOK TEAM

Hurricane Isabel in September 2003 served as a catalyst for Bill Popovich to expand his 

idea for a product that would bring together data from a variety of sources, offering users a 

snapshot of any hurricane likely to hit the U.S. This product, Quicklook, was used for the 

first time in the 2004 hurricane season and provides a storm alert Web page that coincides 

with the six-hour NWS hurricane advisory cycle. It also integrates information from National Environmental Satellite Data and Information Services (NESDIS) satellites, COOPS water level gauges, and NWS data. In the busy 2005 season, Quicklook provided 

storm tide analysis that helped the NWS, port managers, and others users of CO-OPS 

data track storms around the clock, including Hurricanes Katrina, Rita and Wilma.

Popovich (an oceanographer) worked with Darren Wright (a meteorologist) to develop 

requirements, and with the information services personnel to create the tools that provide 

snapshots of a storm progression. During the 2005 season, Quicklook enabled the team 

to offer up-to-the-minute storm tide analysis by providing an accurate survey of what was 

happening at the gauges at the 12 long-term monitoring stations along the Gulf Coast. 

Quicklook will eventually be integrated into the NOAA Storm Page, NOAA Watch, as a 

one-stop shop for monitoring all hazards, including hurricanes. 

The Quicklook team is a hybrid group—volunteers from the Datums and Hydrographic 

Team—consisting of oceanographers Jerry Hovis, Virginia Dentler, Lori Fenstermacher, 

Heidi Keller, Carolyn Lindley and Kathleen Fisher. The team tracks every hurricane that 

the NHC predicts will come ashore, and begins posting Quicklook reports every six hours 

around the clock approximately three days before storm makes landfall. Postings are 

made at 0500, 1100, 1700, and 2300 each day. This 24/7 schedule demanded a particularly intense commitment during the active 2005 season. 

Aside from the technical skills and the time commitment required, the ability to function 

effectively as a part of the team is an individual’s most important quality. Each team 

member had the chance to develop leadership and technical skills by serving as the “team 

leader” and performing detailed analysis work. Team members rotated the leadership 

responsibilities, not only to provide everyone the opportunity to be a leader, but also as 

insurance against “burnout”. The team is also responsible for interacting with others, 

such as the NOAA Navigational Response Team, the Office of Coast Survey’s (OCS) Hydrographic Survey Team, CO-OPS Field Office and Information Systems Divisions.

In the 2005 hurricane season, the team experienced a 50% increase in their normal workload. “The 2004 hurricane season was challenging with the flurry of storms striking 

Florida, and seemed like the ultimate storm tide workload. The 2005 season surprised us 
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all with both the volume and intensity of landfalling tropical cyclones. It definitely stretched the Quicklook team to its maximum limits,” noted Popovich. 

In addition to the toll of intense and heavy workloads, the team witnessed dramatic destruction of a variety of instruments and even entire shorelines during the 2005 hurricane season. In fact, 5 of the 12 tide 

stations on the Gulf Coast were either damaged or destroyed during Hurricane Katrina. As Quicklook 

team member Lori Fenstermacher notes, “I had just been to New Orleans for the first time only months 

before Katrina, and saw with my own eyes the city below sea level. It was hard not to imagine the same 

streets I had walked on covered with battering waves, as I analyzed which stations were getting the greatest 

impacts. It was disturbing to see water levels start rising when the hurricane was still hundreds of miles 

from the coastline, practically in the middle of the Gulf! It was even more disturbing when we estimated 

that Katrina’s landfall was forecasted during the high tide. Katrina hit during high tide, for even greater 

impacts. And then we watched as the water still kept rising, hours after landfall, near the heart of New 

Orleans, at East Bank, Louisiana.”

 All told, the Quicklook team radiates a satisfaction that comes from knowing that they’ve put forth their 

best efforts—they’ve mastered the software, fine-tuned their storm tide analysis skills, and have done their 

best teamwork ensure that Quicklook reaches its full potential as a tool to assist in planning for extreme 

events such as Hurricanes Katrina and Rita. 

Quicklook team members 

(l-r) Jerry Hovis, Heidi 

Keller, Lori Fenstermacher, 

Kathleen Fisher, 

Virginia Dentler, and 

Carolyn Lindley.
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HYDROGRAPHIC PLANNING TEAM

When CO-OPS refers to a “team”, it does not use the term lightly. 

Effective teamwork is essential to CO-OPS’ success, and the Hydrographic Planning 

Team (HPT) is a stunning example of how the right people make the sum of its parts 

greater than its whole. The HPT supports the Field Operations Division (FOD), Office 

of Coast Survey (OCS), and others, by laying the groundwork for them to perform their 

own vital missions. 

The oceanographers on the HPT—Cary Wong, Monica Cisternelli, Carolyn Lindley, 

Craig Martin, and Allison Stolz—laid the foundation for OCS by supporting hydrographic survey platforms through crucial planning and data application. CO-OPS 

network of water level stations in the Gulf of Mexico were used to create areas of 

similar tidal characteristics, or Discrete Tidal Zones. This tidal zoning uses water level 

information derived from datum calculations to reduce bathymetric data to chart datum (Mean Lower Low Water or MLLW). This tide corrected sounding data must be 

provided for the areas of commerce that may have been affected by the storms, such as 

obstructions blocking a channel for commercial traffic or even shoaling that occurred 

as a result of the storm. Without this corrected data, ports could only be opened to a 

certain depth; therefore, they could not accommodate the large container ships that are 

so vital to the U.S. economy. 

Team members make decisions based on many pieces of information that can change 

rapidly, depending upon the storm track line, its intensity, and other factors. Knowing 

which areas need correction, and prioritizing those areas properly require experience 

and finesse are a major challenge under the best of conditions—not to mention the extra 

burden created by these super storms of 2005. For example, there was a large influx of 

information during Hurricane Katrina (sometimes every 10 minutes) that resulted in the 

ever-changing priorities. The HPT made decisions about where people and equipment 

would be needed based on this information. The accuracy of assumptions made by the 

team depended greatly on staying on top of all this almost unmanageable volume of 

information. Additionally, everyone on the team worked an average of 25% overtime 

as a result of Katrina, Rita, and Wilma. During August and September 2005, the team 

put aside their regular operations to support the demands the particularly active hurricane season. 

Much of the team’s effort goes to support other groups. For example, the HPT provides information to six National Response Teams (NRT) that are part of the Office 

of Coast Survey, to the CO-OPS Field Office in Chesapeake, and to the NOAA vessels 

THOMAS JEFFERSON and NANCY FOSTER, as well as the Time Charter (a vessel 

operated by the contractor Science Applications International Corporation or SAIC). 
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Data quality is another big concern for the HPT. With the stress of shifting priorities, long hours, and 

the number of platforms requiring critical information, the team members have developed specific quality control procedures for ensuring data accuracy. Each team member is responsible for checking the 

calculations of other team members before the data are released. The HPT also takes pride in seamless communication with each other, which is an important factor not only in data quality but also for 

resolving many issues before they become major problems. 

When asked about their work during the 2005 hurricane events, the HPT members recall the chaotic 

nature of the meetings and the different directions in which they were pulled both during and after the 

storms. Says Cary Wong, who lead the HPT during Hurricane Katrina, “The thing that I remember 

most about the hurricane response was how fast things developed. As I sat in the teleconference meetings with the folks in the field and in the command centers or in transit to the affected area, our priority 

areas changed by the minute based on need, logistics, infrastructure, personnel requirements and safety 

issues.” The reason for the chaos is tied directly to the critical and basic role that the HPT plays in 

promoting safe navigation. The ports within the Gulf Coast region could not re-open until the hydrographic surveys (by OCS) were completed. Each group depends upon the efforts of others to ensure 

that the NOAA mission is fulfilled. “It’s amazing the extra effort the Hydrographic Planning Team put 

in when we knew the information we provided could help get basic necessities like food and water to 

those impacted by Hurricane Katrina,” according to Craig Martin, who currently leads the team. 

The HPT members agree that the word “no” is not in their vocabulary. They always find a way to 

respond to the requests from the field. “In the end the Hydro Planning Team managed to provide all 

the zoning required for each survey in a timely fashion and direct the CO-OPS and other field teams to 

install or repair the critical water level gauges where they would have the most impact in support of the 

hurricane response,” reflects Wong. Team members are also very aware that the entire mission does not 

depend solely on them, but upon a large network of people. No one team, office, or agency can do the 

job alone. Each person has his or her specific responsibilities that help to ensure the successful support 

of the users of CO-OPS products and services. 

Hydrographic Planning Team members (l-r) Cary Wong, 

Craig Martin, Allison Stolz, and Carolyn Lindley.
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CO-OPS FIELD RESPONSE

The aftermath of the destruction left by Hurricanes Katrina and Rita required response 

from a multitude of organizations—some to provide humanitarian aid, others to deal with 

destroyed and damaged infrastructure. CO-OPS personnel who provided field response 

had a significant amount of work waiting for them. Their primary objectives were to 

perform reconnaissance and damage assessments of the network, support hydrographic 

survey operations, and repair/replace equipment that was damaged or lost as a result of 

the storms. 

Personnel who regularly perform field work travel extensively to discharge those duties. 

Some spend as much as four months (or even more) out of the year performing maintenance, repairs, and other tasks associated with the network of 187 National Water Level 

Observation Network (NWLON) stations around the U.S. coastal and Great Lake areas. 

The extensive travel requirements of field response personnel alone make their jobs challenging even under normal circumstances; however, when you factor in the lack of basic 

amenities—such as reasonable hotel accommodations, electrical power, the availability of 

food and water, and the ability to purchase any equipment or components required—you 

begin to imagine how difficult this was for personnel who deployed into the Gulf Coast 

region. 

Nine personnel based at the Chesapeake, Virginia facility deployed to the Gulf Coast after 

Hurricanes Katrina and Rita. Eight of those performed work on various tide stations in 

the region, and one was part of the Federal Disaster Volunteer Program. Others worked 

hard to support field personnel by ensuring that they had the proper equipment to perform 

their field tasks. 

These personnel, sometimes working alone, but often times functioning as a team, were 

challenged during their deployment to the region in ways not generally encountered. One 

of the first dilemmas was obvious before they even left Chesapeake: what supplies would 

be needed? They had no way to know for sure what kinds of repairs or replacements 

would be required until a damage assessment was performed. They knew which stations 

had ceased transmitting data, but did not know why, or whether those stations would have 

to be replaced or repaired, or what kind of repairs would be necessary. 

Once in the Gulf Coast, teams were pulled in a multitude of directions. Calls were constantly flowing in from the wide geographic area that had been devastated by both Katrina 

and Rita. The large volume of requests from long distances away made the prioritizing of 

projects difficult. “Where do we go next?” was a question often asked by field response 

personnel. “Where is the greatest need?” was the next question, the answer to which was 

not immediately apparent. 

Transporting and storing equipment at secure sites were also common obstacles that had to 
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be overcome. Security was an issue both for equipment 

storage and for personal concern. In some areas like 

Waveland, Mississippi, there were simply no physical 

structures left for secure storage. Personnel found some 

pretty creative ways of working around these impediments—from packing everything into a sport utility 

vehicle for long commutes to working with the crew 

of the NOAA Ship THOMAS JEFFERSON to secure 

equipment. 

Personnel faced many other challenges in their 

efforts to repair and replace tide stations, but one of 

the largest was the sheer distance between the jobs. Because of these long commutes from lodging to the work 

sites, completion of repairs or replacements took much 

longer than they ordinarily would have. Pensacola, 

Florida was one of the closest areas where reliable food and lodging were available, but it was not 

particularly close to any of the damaged and/or destroyed tide stations. Commuting time from Pensacola to Gulfport was approximately two hours each way.

Several common themes emerged as CO-OPS personnel told their individual and collective stories. 

They revealed strikingly similar observations about the whole experience—how the lack of things 

that most of us take for granted made their jobs more difficult and time-consuming. Some of the 

lodging lacked what most of us consider essential—hot, running water; food; cleanliness; adequate 

equipment and supplies to ensure quality work; telephones; e-mail; and personal security. None of 

these “necessities” were guaranteed, or even likely to be available, especially in the first few weeks 

after Katrina and Rita hit. 

Personnel overcame several daunting obstacles to successfully perform their mission. Their efforts 

were enhanced by the cooperation of many individuals and agencies, but none was mentioned more 

often than Tim Osborn. Tim, a navigation manager for Gulf of Mexico Region, and his family 

opened their home to field personnel, not only providing a safe place to stay, but also as “logistics 

managers” of sorts—arranging for rental cars, transportation to/from the airport, and helping COOPS field response personnel find lodging as close as possible to various work sites. Those who 

performed many of the field operations expressed sincere gratitude to Tim for his dedication and 

commitment. 

Personnel traveled to the Gulf Coast region in a variety of ways: by air, by water, and by highway. 

Some traveled alone; others went in pairs. None had ever experienced such devastation, and all were 

touched in some way by the toll that Katrina and Rita took on the residents of the Gulf Coast. Their 

stories offer a glimpse of how planning and perseverance helped them cope with this devastation.

This NOAA helicopter greatly assisted CO-OPS personnel in performing damage assessments along the Gulf 

Coast after Hurricane Katrina.
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CO-OPS FIELD RESPONSE: PERSONAL STORIES

Warren Krug

When talking with Warren Krug, you get a sense that all of the work during the 

2005 hurricane season was business as usual. “We have routine conference calls 

with CO-OPS headquarters to discuss the status of instruments in the field,” says 

Krug. In addition to the constant monitoring, personnel perform a communication 

analysis before every hurricane season to ensure that equipment is working properly, 

and they almost always find things that must be replaced or repaired. As each storm 

approaches landfall, the frequency of conference calls increases. Communication 

within the entire CO-OPS organization, as well as with other agencies, is critical for 

every organizational function, whether it is a Category 5 hurricane bearing down on 

the coast or routine maintenance to ensure that instruments are transmitting data 

properly. 

According to Krug, a weekly operations meeting is held to discuss each station, 

especially those that may need maintenance. One of the challenges the team faced 

after Hurricane Katrina was that, because they were (and are) in the process of 

upgrading the network with equipment that can transmit larger amounts of data, 

there were three or four different systems to support – many with very different parts. 

After the storm, there were daily calls to assess the network and make decisions about 

how to respond, identifying specific equipment and components for each response.

Everyone’s first priority was to ensure that all the ports and harbors were open to 

navigation. Krug cited his contact with Texas A & M, a NOAA partner who plays an 

important role in the Houston/Galveston PORTS® network . Krug sent equipment to 

help ensure that PORTS® was up and running. They did lose some phone lines, but 

otherwise fared well in Houston. 

Some stations, like Morgan City, Louisiana, simply had no electrical power, so Krug 

and those supporting field personnel ensured that generators were shipped to that 

area. In some cases, auxiliary tanks were required to keep the generators running for 

longer periods of time.

The logistics required to ensure that instruments are on the shelf, in good working 

order, with the most up-to-date software installed, are pretty extensive. According 
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to Krug, the whole culture is one of not entertaining failure. “On Saturday morning 

(the day after Katrina hit) there were ten people in the warehouse preparing equipment 

to be shipped to the Gulf Coast. Nobody asked anyone to be there – they just came 

because they don’t like to fail. We do this all the time.” 

Krug clearly articulates that everyone inherently understands that how they do their 

job affects others both inside and outside of CO-OPS. “NRT (National Response 

Teams) couldn’t do their surveys unless we did our job. Everybody did what they were 

supposed to do.”

The CO-OPS field party approaches a National Guard checkpoint, their vehicle loaded with 

instruments that have been carefully inspected, calibrated, and packed for transport to the field.
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LT Sarah Mrozek and Mark Erickson

Hydrographic Survey Coordinator LT Sarah Mrozek and environmental technician Mark 

Erickson were among the first to leave for the Gulf Coast, departing from Norfolk, Virginia 

aboard the NOAA Ship THOMAS JEFFERSON on Saturday, 3 September, arriving on 

Friday, 9 September in Pascagoula, Mississippi. The lack of communications coming out 

of the Gulf Coast immediately after the hurricane created uncertainty about the conditions 

there. Field response personnel were concerned about the rumors of “martial law”, and 

that concern was a major factor in the decision to travel by sea. Mrozek and Erickson were 

initially tasked to support emergency hydrographic survey operations. The crew of NOAA 

Ship THOMAS JEFFERSON provided assistance in the field, as well as other important 

logistical support, such as land transportation. 

Their first critical mission was the installation of two tide stations: one in Gulfport and the 

other in Pascagoula, both of which were totally destroyed by Hurricane Katrina. The logistical challenges were numerous. In order to get to the shore from the ship, Mrozek and Erickson spent 1.5 hours traveling on a small boat (similar to a Zodiac) each way. Transporting 

the equipment necessary for these station installations was not particularly easy. However, 

in some ways it was easier than being constantly surrounded by 

Mrozek, 

Erickson, and crew 

from NOAA ship 

THOMAS JEFFERSON

work to restore the 

station at 

Pascagoula
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I felt like I was just one member of a team 

who was just there doing my job ...

Mark Erickson

total destruction. Both Gulfport and Pascagoula communities and their infrastructure were 

essentially destroyed. Often the lone pilings were the only clues that remained where a pier 

had once stood. 

After performing the installations in Gulfport and Pascagoula, Mrozek and Erickson detached from NOAA Ship THOMAS JEFFERSON and stayed in Pensacola, where they 

formed another CO-OPS team with Brad Wynn, Anthony Godette and Jason Standridge. 

Their next mission was to support the hydrographic survey team by completing repairs and 

surveys in Gulfport, Mississippi. This involved a two-hour commute (one way) from Pensacola to Gulfport. Mrozek, reflecting on the trip, says, “Though the commutes and travel 

made long days longer, we were fortunate to have a place to stay. Many people had lost their 

homes, their cars and their lives.” 

The lack of lodging made the commute a necessary, albeit an energy-draining evil. It wasn’t 

always so much about the commute itself as it was the unpredictability of it all. Because 

many bridges were closed or destroyed, Mrozek and others often had to find alternate routes 

to worksites. 

After installations at Gulfport, the team proceeded to Biloxi, Mississippi, Dauphin Island, 

Alabama, and Port Fourchon, Louisiana for more repair and survey work. Although 

Mrozek and Erickson performed their work under more challenging conditions than usual, 

they found that this made them pull together even more. “I felt like I was just one member 

of a team who was just there doing my job and helping out as much as we could,” says Erickson. They journeyed home on 19 September out of Lafayette Louisiana. 
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Brad Wynn

Brad Wynn, an engineering technician with the Chesapeake Facility, departed on 8 September 

to perform a damage assessment of the Gulf Coast water level measuring stations. His task was 

to investigate the condition of each station, and to determine the reliability of the data being 

received from the surviving stations. 

Of his 16 days in the region, Wynn spent the first week on NOAA’s Bell 212 helicopter performing low-level aerial reconnaissance along 300 miles of coastline—from the coast of Pensacola, 

west to Baton Rouge, and south through the Mississippi Delta to Grand Isle, Louisiana. The 

helicopter was operated by NOAA’s Marine and Aviation Operations - Aircraft Operations Center and arranged for by Richard Edwing at CO-OPS Headquarters. Its use enabled Wynn to 

visit nine stations—assessing damage, prioritizing station repairs, and determining the resources 

needed to initiate those repairs. 

Aboard the NOAA helicopter, Wynn also captured over 20 hours of video, which documents 

the aftermath of the storm that destroyed fishing fleets in Alabama, quiet vacation communities 

along the Mississippi coast, major gambling and entertainment industries in Biloxi, commerce 

and industry in New Orleans, and petrochemical industries in the Mississippi Delta. He has 

compiled and edited the video into a documentary of the Gulf Coast devastation. 

After his reconnaissance of the coast, Wynn joined other field response personnel dispatched 

to the area—Anthony Godette and Jason Standridge in the Mississippi Delta, and then Sarah 

Mrozek and Mark Erickson from the NOAA Ship THOMAS JEFFERSON in Pascagoula. After responding to separate emergency needs the previous week, the individual teams came together to address the remaining issues. Wynn served as the team point of contact and worked 

with them (based on the coastal reconnaissance and other available information) to formulate 

a comprehensive plan to repair or replace the remaining stations in the region. Wynn observes 

that, although the teams were exhausted and still faced formidable challenges, joining resources 

provided a much needed morale boost that raised everyone’s spirits. Working in desolate areas 

that were devoid of inhabitants had taken its toll. The beaches were eerily silent, and there was 

an uncomfortable stillness amid the vast destruction. Working together proved to be productive 

and beneficial for all.

Another issue that had an overreaching impact on the team’s mission was the coinciding launch 

of the CO-OPS Indefinite Delivery Indefinite Quantity (IDIQ) Environmental Field Services 

contract. Negotiations had been in progress for over a year; the contract was within days of being 

awarded when Katrina hit. The fact that an unknown number of stations had been damaged or 

destroyed greatly increased the scope and urgency of the post-hurricane response. Getting stations operational was paramount; therefore, there was significant pressure on the team to quickly 

document the stations, identify problems, and find creative solutions. Contract modifications 

had to be considered and requirement changes written—all of which affected the team’s daily 

movements and activities. The NWLON stations along the Florida and Gulf Coast were among 
23

the first task orders awarded 

under this new contract. 

At the end of his trip, Wynn 

reflected on the human side 

of the disaster and volunteered to spend a couple of 

days as a relief worker assisting storm victims. He worked 

with Operation Blessing preparing and distributing meals 

at a temporary relief center in 

Slidell, Louisiana. After an intense two weeks focused on technical and logistical challenges, he felt 

compelled to connect to the people upon whom the storm had inflicted such great damage. 

“The scale of human suffering was enormous and the need was great. Although the details were 

unique, the same story was repeated often. Families from all walks of life were displaced and living 

in cars. Many had lost loved ones. Most were confused and uncertain. All were overwhelmed and 

worn out,” Wynn reflects. 

As basic services and utilities were slowly being restored, the realities for the victims began to settle 

in. Stores were opening, but many victims had no money. Personal and financial records were gone. 

Homes were destroyed and their workplaces no longer existed. Even prescriptions could not be filled, 

as medical records had been destroyed along with pharmacies and doctors’ offices. Recovery would 

be a slow, difficult process. 

Contrary to the negative news centered on New Orleans during the weeks following the storm, Wynn 

observed an exceptional (yet under reported) response by dedicated relief workers and volunteers who 

had come from all over the nation. He assumed that working as a volunteer would allow him to slow 

down and process the experience before departing the area. This could not have been further from 

the truth. The volunteers worked tirelessly around the clock. They cheerfully pushed on despite oppressive heat, humidity and austere accommodations. They were there because they cared, and they 

made a significant difference in a way that no government program could ever do. 

Wynn notes, “When you go into an area after a hurricane, the expectations are tied to your 

frame of reference. My past experience with post-hurricane assessment was that the significant or extraordinary damage was limited to small pockets within specific geographic areas. This storm was different. I was amazed at the sheer magnitude of the storm, and astonished at the path of destruction it left behind”. There’s really no way to capture the extent; 

however, Wynn’s video footage shows what the written word cannot. He headed home on 

24 September. 

I was amazed at the 

sheer magnitude of 

the storm ...

Brad Wynn
24

Sarah Mrozek, Joe Taylor, and John Abbitt

John Abbitt, a field technician from the Chesapeake Facility, and Mrozek returned to the 

area at the end of October to perform reconnaissance work at New Canal (New Orleans), 

Bay Waveland, Mississippi, and the Atchafalaya River Basin, in Louisiana. These areas, 

already damaged by Hurricane Katrina, had also sustained damage from Hurricane Rita. 

The work at New Canal required a full installation of new tide stations and was a high 

priority. The Army Corps of Engineers had requested this installation to support their 

work rebuilding the levees. Bay Waveland, a 1.5-hour commute (from New Orleans) was 

generally destroyed. Abbitt and Mrozek note that the area was laden with debris – every 

bridge and house was gone, and there were clothes strewn in the trees that were left. They 

installed a tide gauge and surveyed during their visit to this forlorn place. 

Part of Louisiana’s charm centers around the large network of islands, bridges, and wetlands. While somewhat isolated even before the storm, many areas were almost impossible to access afterward because of the destruction of so many bridges. Abbitt describes the 

challenge of getting to the Louisiana Wildlife Management Area (LWMA) headquarters 

in the Atchafalaya Delta, where he and others needed to travel to perform the necessary 

survey and/or repairs. The wildlife management personnel kindly provided rides from the 

I was just glad to do my part in getting the 

Gulf Coast up and running.

Joe Taylor
25

Berwick Boat Ramp, located at the end of the Atchafalaya River. They would then launch 

a small boat from the boat ramp to travel to the wildlife management area, located about 

19 miles south of Morgan City, Louisiana.

During November, Abbitt and Mrozek again traveled to the Gulf Coast to install gauges 

for New Canal, Bay Waveland, and LWMA—this time joined by Joe Taylor, a field technician from the Chesapeake facility. They noted that, although the building supplies were 

still scarce in the Gulf Coast region, the availability of food and lodging became easier 

than it had been in September. Abbitt stayed in New Orleans, which was close to his 

work, during this time, and departed just before Thanksgiving. 

In the end, those from the CO-OPS Chesapeake facility who responded to the disaster 

expressed many of the same thoughts about their post-hurricane experience. Mrozek’s 

comment was representative of those thoughts. “The sense of teamwork and selflessness 

that came about post-Katrina will always stand out in my mind; the personnel from my office 1,000 miles away, the NOAA Pascagoula Lab, the NOAA Ships and, of course, from 

the hotels and restaurants across the Gulf Coast. Each group was being pulled in every 

direction and yet was so kind and willing to assist us”.

The sense of teamwork and selflessness that 

came about post-Katrina will always stand out 

in my mind ...

Sarah Mrozek
26

Anthony Godette and Jason Standridge

Godette and Standridge both electronics technicians, left the Chesapeake Facility for Lafayette, Louisiana on 10 September. Their mission was to repair or replace tide gauges at Port 

Fourchon, Grand Isle, Gulf Shores, Louisiana, and Pascagoula, Mississippi. Generally, 

their work needed to be completed before the hydrographic survey personnel arrived. 

As they packed equipment in preparation for the trip, Godette remembers the challenges 

involved with packing – not knowing exactly what the requirements would be – and knowing 

that, once they arrived, they may not be able to locate a forgotten item, given the destruction 

they knew awaited them. They prepared for every scenario that they could anticipate and, 

looking back on their trip, were pleased with their preparations.

Upon arrival, the first stop was Port Fourchon, Louisiana. For the first three days of their 

stay, they had very unusual accommodations—they bunked at the local jail. Because this 

was so soon after Hurricane Katrina, there was literally no place else to stay, so Tim Osborn 

had arranged for them to stay at the Port Fourchon jail. The good news was that they did 

not have to share the cells with anyone else. The tide gauge at the Port Fourchon station 

had been ripped out of the bracket, so Godette and Standridge replaced the gauge and it was 

operational the same day. 

Godette and Standridge were complimentary of the accommodations and hospitality offered by Port Fourchon law enforcement personnel. According to Godette, the cells were 

clean and there were showers available. The biggest inconvenience was travel time (more 

than one hour) required to obtain food. However, the hospitality also included an escort to 

the next stop, Grand Isle. There were extreme safety concerns at this point, so this courtesy 

was much appreciated. It took two days to perform the necessary work at Grand Isle, where 

they rebuilt the housing for that gauge, put a blue tarp on it, repaired the gauge, replaced the 

solar panels, and reinforced the roof with plywood. 

For the next two days, Godette and Standridge joined Sarah Mrozek and Mark Erickson to 

visit the tide station at Dauphin Island, Alabama, so they moved out of the jail and went to 

Pensacola. The water levels here had been extremely high, and the team wanted to ensure 

that everything was still intact. Even though the station was still returning data, there was 

no precise way to know if there was damage, so the team decided it was wise to conduct 

reconnaissance. They replaced the battery, not realizing that nature had more excitement 

(Hurricane Rita) in store for Dauphin Island.

The following day the team headed to Gulfport, Mississippi to replace water level gauge. 

This area was the west side of the storm and sustained catastrophic damage. Godette recalls 

seeing the church steeple and the four outside walls left standing, with everything inside 

washed away. The aquarium was also destroyed; however, the dolphins swam close by, and 

people would come out to feed them. 
27

The next two days were spent checking levels in Gulfport and Pascagoula. After follow-up work at these 

locations, Godette and Standridge returned home on 19 September. 

Godette made two additional trips on 3-10 December and 21-24 January. During December, he repaired 

three gauges on the New Orleans Canal, repaired a gauge on Big Island. At New Canal, Anthony repaired the program on the Xpert 9210, which was not transmitting properly and arranged for a contractor 

to repair the Dauphin Island station before departing on 10 December.

The next trip Godette revisited Dauphin Island, replacing the Vitel with an Xpert 9210 and making sure that 

the gauges were transmitting properly. This area had sustained extensive damage in a storm before Hurricane Katrina, and the area was covered with sand approximately three feet deep. The solar panels on the 

primary gauge were destroyed, and the platform was knocked 30 feet off the water. He returned home on 

24 January 2006.

Anthony Godette points to the I-95 bridge, connecting Biloxi to Ocean Springs Mississippi, which was 

destroyed by Hurricane Katrina.
28

 Rick James and John Abbitt

Rick James and John Abbitt departed from Chesapeake on 26 September, the Monday after 

Hurricane Rita made landfall. Upon arrival, they were fortunate for the hospitality of Tim 

Osborn and his family, where they stayed for several days. Osborn also helped set them up 

with a rental car and supplies needed for their journey. 

James and Abbitt performed various tasks in the area—driving 2,000 miles during their tenday deployment— from Gulfport, Lake Charles /Calcasieu Pass, and New Iberia, Louisiana 

to Dauphin Island, Alabama. At Lake Charles, they performed their first installation—a 

temporary water level station to replace the original station, which was completely destroyed. 

They noticed a strong U.S. Coast Guard presence at Lake Charles, and made it a point to chat 

with them. James and Abbitt learned that the unit was out of Miami, Florida. 

“I have to give the U.S. Coast Guard a big thank-you for helping us complete our mission,” 

says James. The Coast Guard, there to secure and protect the harbor at Lake Charles, agreed 

to transport James and Abbitt up Lake Charles to reach Calcasieu Pass, which was ground 

zero for Hurricane Rita. The Coast Guard had small inflatable launches that were ideal for 

the 25-mile trip to transport them to the tide station.

Upon arrival, they found that the concrete pier containing the well was heavily damaged. 

Because a large section of the pier near the shoreline was missing, James and Abbitt found 

that they could not perform the leveling from the well to the benchmarks. Here is where the 

creativity and “can do” teamwork makes all the difference. “We were all looking at the size 

of the opening that was missing and thought the boat would just fit in between the two sections. So the captain of the small boat very carefully steered the boat between the opening in 

the pier, avoiding the rocks on shore. With the boat tied up in between the missing section, 

we were able to cross over from one side to the other on the roof of the boat,” recalls James. 

Once they inspected the damage, they found that the gauge shelter and stand were destroyed, 

Damaged pier at Calcasieu Pass
29

as well as the mast for the wind bird. Part of the AquaTrak well remained, so they replaced the 

top section of the well that had been destroyed, reusing what remained. They installed a new 

shelter with gauges and surveyed the well. 

Their original plan had been to install the two stations at Lake Charles and Calcasieu Pass. After 

completing this work, they also visited six additional stations where they identified equipment 

that they needed but didn’t have. These stations were located at Morgan City (St. Mary Parish), 

Tesoro Marine, and LeBranche Bayou, which was the only one that survived Hurricane Katrina. 

At LeBranche Bayou, the only repair required was changing the batteries in the inside box. Even 

though water had infiltrated the box, the data collection platform had an abundance of historical data, which they were able to download. This data was later used to assess the extent of the 

storm tide in Lake Pontchartrain in connection with the U.S. Army Corps of Engineers’ study 

of the New Orleans levees.

As he reflects on his response to Hurricane Rita, James says, “The one thing that sticks out in my 

mind about the whole experience is this: a disaster brings everyone together to help each other, 

no matter how rich or poor, or what color or creed”. 

I have to give the U.S. Coast Guard a big thank-you for 

helping us complete our mission.

Rick James

People really just came together to help 

each other.

John Abbitt
30

Chris Parish

Chris Parish was actually the first employee to leave for the Gulf Coast region; however he 

did not go in an official capacity initially. Parish, an engineering technician and diver, had not 

been able to reach his elderly parents in Hattiesburg, Mississippi, and he was worried about 

how they had weathered Hurricane Katrina. He took annual leave and left on 31 August, with 

his truck packed to the hilt with chain saws, food, water, and other supplies that he thought 

his parents and others might need. He returned on 13 September exhausted after working 14 

18-hour days and spending approximately $8,000 of his own money to help others. About 10 

days of that time was spent working with local law enforcement (he was actually deputized 

by the Hattiesburg Police Department) carrying out numerous enforcement activities. He 

was thrilled at the prospect of returning to the area as part of the Federal Disaster Volunteer 

Program (DVP). 

After a month of recuperation from the Hattiesburg experience, Parish, activated by FEMA, 

became a volunteer with the DVP on loan from CO-OPS, first reporting to the processing center in Atlanta on 10 October, then to the Joint Field Office (JFO) Operations Center in Baton 

Rouge, Louisiana. Parish spent from mid-October until just before Christmas in this role. 

His Hattiesburg experience left him feeling that FEMA may have been stretched beyond its 

operational limits as it tried to respond to the needs of a huge geographic area. Even as he 

was preparing to leave the Hattiesburg area, he was painfully aware that Hattiesburg and other 

areas far beyond New Orleans still had received no attention from FEMA or the Red Cross. 

With 15 years of operations experience, Parish felt confident that he could help FEMA and 

contribute to the relief effort as part of the DVP. 

Many of the DVP personnel were assigned to jobs at the JFO based on where 

the most help was needed – not based 

upon the individual’s skill sets. However, both of the Operations Chiefs had requested Parish by name (called a “name 

request”) because of his extensive operations experience. This enabled him 

to function within his area of expertise. 

He became the Liaison Officer (LNO) 

for the St. Charles Parish and later also 

became the LNO for St. James and St. 

John the Baptist Parishes as well. 

As the LNO, Parish spent his time at the 

Chris Parish with Hattiesburg public offi cials
31

Mobile Disaster Recovery Center, which was a large motor coach parked behind the 

Disaster Recovery Center (also known as the Bingo Hall). He “hit the ground running” 

with little time to shadow his predecessor. He received a two-inch high stack of reports 

and a handshake as an orientation; therefore, his operations experience was critical to 

his ability to function effectively. As the LNO and Division Supervisor, he became responsible for hundreds of people the same day he arrived. As he absorbed the reports’ 

content and began to understand the complexity of the operation, the FEMA personnel 

turnover problem (people rotating in/out every 30 days) became apparent. It was difficult to plan/budget without knowing what your resources would be. 

Providing another big challenge was the rampant rumor mill. With no access to media 

or reliable communications, many people received their “news” at the local bar or restaurant, which may not have always produced the most accurate information. Many of 

the rumors involved alleged violence that made people fear for their personal safety. 

Parish attended one or two scheduled meetings each day, which “could morph into 

five or six on any given day”. Even so, these meetings were valuable and necessary to 

address the major issues at hand, which were mostly related to debris removal and housing. More than 50 people generally attended staff meetings, which involved about 12 

different programs coordinating through FEMA in St. Charles Parish. 

Parish also received a commission to a local law enforcement agency while working in 

this area. In fact, security played a vital role in returning to a “normal” society, making demands on everyone, but especially those, like Parish, who were responsible on so 

many different levels. He notes, “I never knew that I had the strength or the courage 

to do what I did. You can’t help by just feeling bad—you have to act and do so quickly. 

Never let others talk you out of doing what is right and never stop believing in yourself 

in being able to carry those convictions out. We are all stronger than we think.” 

Before leaving the area, Parish helped to orchestrate a festive holiday celebration for 

500 families in Jefferson Parish. Santa came to the local high school via a Black Hawk 

helicopter that Parish arranged for, followed by 18-wheelers full of toys. Each family, 

in addition to toys for the children, received a Toys-R-Us gift certificate and a cooked 

ham. A local railroad company and representatives from the St. Charles Parish business 

community sponsored the event. This certainly helped to prepare Parish for the holiday 

season as he headed home on Tuesday, 20 December.
32

Carl Cecere: U.S. Public Health Service Officer

As a program management officer for information systems, Carl Cecere plays a role in ensuring that users can access CO-OPS products and services with the support of the latest information technology. However, he is also a U.S. Public Health Service (PHS) officer detailed to 

NOAA. It was in this role that Cecere deployed to the Gulf Coast from 27 December 2005 until 20 January 2006 as Chief of Finance and Administration for Emergency Support Function 

(ESF) 8 Health and Medical Services at the JFO in Baton Rouge, Louisiana. He was among 

the approximately 15 PHS officers serving at the JFO, supporting nearly 60 PHS clinicians and 

federalized volunteers serving at the network of PHS clinics in Louisiana at that time. 

After the Gulf hurricanes, the PHS clinics served as a lifeline back to civilization for the people 

of Louisiana and Mississippi. Cecere recalls that hundreds of people came to the clinics every 

day. The PHS clinics dealt with a diverse caseload, since they were the only medical facility 

available in some locations. Everything from life-threatening emergencies, broken bones, and 

severe lacerations to requests for prescription refills, pediatric checkups, routine immunizations, and “Katrina cough” – a common respiratory ailment that likely resulted from the air 

polluted with mold, mildew, and other toxins. Some folks would come by just to chat with the 

staff and get news of what was happening outside their world. 

CDR Carl Cecere is greeted by CAPT Ron Berry at the PHS clinic in Cameron, 

Louisiana.
33

Trained as an electrical engineer, Cecere’s problem-solving skills served him well as 

he arranged for the procurement of supplies, from paper towels to pharmaceuticals. 

Although this may not sound exciting, he found that the process required more than a 

solid knowledge of logistics and procurement procedures. The lack of basic infrastructure and services—electric power, water, sewer, security, and food—forced Cecere to 

focus on the people who desperately needed the supplies and those with whom he could 

connect to obtain them. 

Procuring controlled substances posed special challenges. For example, DEA numbers, 

typically associated with a facility or an individual provider, are required to purchase 

these substances. However, the PHS was in temporary quarters, and most of the individual providers were from out of state, rendering their DEA numbers useless. The JFO 

staff researched Federal policy and found an exception for uniformed service members, 

solving this problem but uncovering another. Most of the pharmaceutical vendor’s software would not accommodate the format of the temporary DEA numbers. The JFO 

staff then contacted pharmaceutical executives, urging them to expedite upgrades to 

their software systems. While this was being done, PHS clinics continued to serve patients by supply swapping—one clinic using another’s excess supplies. 

Procuring high demand items, such as paper towels, toner cartridges, hand sanitizer, 

and medical records jackets (those little special color-coded file folders unique to medical records) posed a different set of issues. Cecere found ways to locate these items, 

which sometimes required thinking “outside the box”. For example, some critical supplies could not be delivered to PHS clinic locations, so volunteers (sometimes living in 

other states) would have the supplies shipped to their homes and drive them to the PHS 

clinics. 

Although the “red tape” was not excessive, some barriers resulted because there was no 

standard system for communication from various clinics to the JFO and no standard 

format for either requesting supplies or describing what was needed. To meet this challenge, the JFO staff obtained copies of the pharmaceutical supply lists that FEMA used 

to restock supply caches for emergency operations. These lists were then forwarded to 

both ends of the logistics chain—the providers ordering supplies and the vendors processing those orders. Providers verified that they could use supplies from the list and 

vendors verified that they could use those lists to fill orders. These supply lists became 

standard templates for ordering pharmaceutical and medical supplies.
34

Although Cecere spent most of his time in Baton Rouge, he also visited several clinics 

in other areas. The Wal-Mart parking lot in St. Bernard Parish served as the host for 

this clinic, the only one serving that geographic area. All private sector medical facilities in St. Bernard Parish had been destroyed. A new clinic was being built with Federal 

dollars, with the hope that, in partnership with the Federal and state agencies, the local 

community would gradually assume operational responsibility. 

The living conditions were less than ideal for many of the PHS staff. Security was 

provided for the clinics because of the pharmaceuticals kept onsite; however, some staff 

stayed in tents within base camps, sharing their space with alligators and mosquitoes. 

There was still no power, water, or sewer in most places, although Cameron Parish was 

beginning to get water and sewage service by the end of January 2006 – five months 

after Katrina. Despite this, Cecere’s daily interaction with the other volunteers reflected 

their happiness and positive attitudes. Most were on their second or third tour of duty 

in the region. The work was hard and long –12 hours was considered a short day. 

Cecere is grateful for the opportunity to serve and to experience the plight of the Gulf 

Coast residents firsthand. “I would like to specifically say a special thank you to COOPS management for all of the wonderful support that they have shown in recognizing 

my obligations as a PHS officer, not only during the Katrina/Rita response, but in past 

responses as well. I consider it a privilege to have had the opportunity to serve during 

one of our Nation’s most devastating disasters.

Cecere soon learned that it is 

always a good idea to check under 

your cot before turning in for the 

night! This little guy seemed to 

have an affinity for the PHS tent. 

Duct tape provided courtesy of the 

U.S. Army. 
35

The structure in the foreground is what was left of the elementary school in Cameron, Louisiana after Katrina. It was also 

one of the few buildings that was left standing where it was originally located.
3636

CO-OPS USERS/STAKEHOLDERS FEEDBACK

The experiences of CO-OPS personnel tell an awesome story of how 

individuals and teams worked for a common good, whether for safe and efficient commerce within the Gulf Coast region or for humanitarian causes. In personal interviews, 

most CO-OPS personnel recognized the importance of their work in supporting the work 

of others. There is a true interdependence among CO-OPS and its partners; the work of 

one individual or team supports the work of others until the final product is generated. 

Those who use CO-OPS final products and services are represented on the Hydrographic 

Services Federal Advisory Committee, a 15-member panel consisting of experts in tides 

and currents, hydrographic surveying, port administration, vessel piloting, and other 

marine transportation areas. At a meeting held on January 2006, several committee 

members spoke highly of the Physical Oceanographic Real-Time System (PORTS®) 

and its value to mariners and praised CO-OPS personnel for the excellent work during 

Hurricane Katrina. 

Captain Mike Morris of the Houston Pilot’s Association, in his public statements at the 

January 2006 meeting said, “Today, PORTS® is a great safety tool for pilots in our area. 

We use the system and monitor the data from both our dispatch office and our pilot 

boats continuously. ...Having real-time measurements enriched by forecast are critical 
3737

requirements for safe navigation for us. Knowing when we’re going to have low water is 

important. So accurate and timely water level and current information certainly results 

in safer and more efficient port operation for us.”

Captain Sherri Hickman, also of the Houston Pilots Association, describes situations 

where PORTS data was critical to safe passage. “But I can’t tell you how many times 

we’ve had close-calls. ....If the current is coming in and they’re inbound, they can’t turn. 

They’re going to come right across the channel in front of me. And that’s where they use 

that PORTS system so much.”

Mr. Jim Robinson, the Director of Navigation and Security for the Lake Charles Harbor 

and Terminal District stated, “Our survival and rapid reconstitution of Calcasieu River Waterway navigation were enabled thanks to valued contributions and professional 

NOAA and NOAA-contracted support.” 

Katrina’s devastating effects served as a reminder to those who depend upon the conscientious work that all of our personnel do every day to help ensure safe and efficient 

navigation. These users and stakeholders, and others as well, seemed ever mindful of 

how many people are required to ensure marine safety.
3838

EPILOGUE

NOAA is a successful organization because of quality 

products and services that meet the needs of those who require 

them; however, products and services do not sustain themselves. 

People drive products and services—the teams and individuals who 

develop and maintain our products as well as the users/consumers 

of those products. There are no individuals or teams within NOAA 

who can single-handedly accomplish all that is required for organizational success. It takes the combined skill and commitment of 

everyone who is part of CO-OPS to support NOAA’s mission. Those 

individuals and teams highlighted in this document clearly demonstrate the attributes needed to meet and exceed expectations for quality work under normal as well as less-than-ideal conditions. 

The perilous storms of 2005 compelled us to reflect on our core 

business practices, discovering fresh approaches to recurring issues, 

while reaffirming the important role of alliances with those both in 

and outside of our agency. Evidence of the influence of this reflection can be seen in our approach to pre-storm planning. There is a 

heightened emphasis on anticipation of the requirements for tidal 

corrector data, equipment to support rapid repair of water level and 

PORTS® stations likely to be damaged, and personnel required to 

accomplish these tasks. This approach has raised the standard for 

response time from weeks to hours, enabling the OCS Hydrographic 

Survey Team to begin surveys immediately after the storm so that 

ports and harbors can be quickly opened. 

Alliances with other agencies and organizations helped to enhance 

available resources, allowing the nation to accomplish goals that a 

single organization could not. An effective partnership of NOAA 

offices emerged from this effort. The National Weather Service, Marine and Aviation Operations, and NOS supported each other in ways 

that they never had before. Each office had a separate and distinct 

mission, but each also took advantage of the opportunity to better 
3939

understand the others’ missions and work together toward a common goal: helping the Gulf Coast recover from the worst natural 

disaster in modern memory. The U.S. Coast Guard, the Louisiana 

Wildlife Management Area, and others worked in concert with 

NOAA to support common goals. 

Such an example of interagency cooperation was the establishment 

of the Interagency Performance Evaluation Task Force (IPET) in 

response to Hurricane Katrina on 19 October 2005 by the U.S. Army 

Corps of Engineers (USACE). NOAA’s National Geodetic Survey 

(NGS) and CO-OPS were asked to provide critical information and 

expertise for this report. The mission of this combined effort was 

to present credible, objective scientific and engineering answers to 

fundamental questions about the performance of the hurricane 

protection and flood damage reduction system in the New Orleans 

metropolitan area.

One of the results of NOAA’s participation in this effort was the establishment of a water level gauge at Lake Pontchartrain. This station 

will become the point of reference for determining sea level in New 

Orleans and will also serve as a critical source of information for redesigning the levees. In addition, this report made the recommendation that all geodetic and tidal datums need to meet NOAA standards. 

By using NOAA standards we will help ensure that the levees are 

adequately designed for future storms. 

The fundamental element driving our results, whether it is our response to the Gulf Coast crisis or some other event, is each individual who makes up the NOAA organization. Individuals thrive 

on the teamwork and the ensuing synergy that develops when there 

is a problem waiting to be solved. In the end, it is the people who 

make things happen. The human spirit triumphs in good and bad 

times alike. 
4040

References:

 Hurricane Katrina A Climatological Perspective Preliminary Report NOAA’s 

National Climatic Data Center Technical Report 2005-01,

The Federal Response to Hurricane Katrina Lessons Learned, February 2005

NOS Preliminary Report HURRICANE KATRINA Storm Tide Summary,

Revised 25 September, 2005
4141

Center for Operational Oceanographic Products and Services

1305 East West Highway

Station 6633

Silver Spring, MD 20910-3281

http://tidesandcurrents.noaa.gov