Assessment 03 – Disaster Recovery Plan

In this assessment, you will assume the role of the senior nurse at a regional hospital who has been assigned to develop a disaster recovery plan for the community using MAP-IT and trace- mapping, which you will present to city officials and the disaster relief team. Before you complete the detailed instructions in the courseroom, first review the full scenario and associated data below. Please refer back to this resource as necessary while you complete your assessment. Introduction For a health care facility to be able to fill its role in the community, it must actively plan not only for normal operation, but also for worst-case scenarios which could occur. In such disasters, the hospital’s services will be particularly crucial, even if the specifics of the disaster make it more difficult for the facility to stay open. As the senior nurse at Lake Park Hospital, you play a vital role in ensuring the hospital’s readiness for disasters and its ability to recover from them. The hospital administrator wants to discuss disaster preparedness and recovery with you. Before the conversation, it would be helpful to familiarize yourself with the background information on events that have occurred in Lake Park in recent years, including the involvement of the hospital.

Background Investigate further for relevant background information. Headline: “COVID-19 Crisis Hits Lake Park, Exposing Socioeconomic Disparities” Date: July 15, 2020 Lake Park, GA – The tranquil rural community of Lake Park has been thrust into the spotlight as it grapples with the devastating effects of the COVID-19 pandemic. The crisis has not only exposed the vulnerabilities of the healthcare system but has also highlighted the socioeconomic disparities that have long plagued the area. Lake Park, with a population of approximately 30,000 people, has faced significant challenges in responding to the pandemic. The lack of healthcare infrastructure and limited access to medical resources have made it difficult for residents to receive timely and adequate care. The nearest hospital is located 60 miles away, posing a significant barrier for those in need of critical medical attention.

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Furthermore, the demographics of Lake Park contribute to the vulnerability of its residents. According to recent studies, rural communities, particularly those with low socioeconomic status, face higher risks during disasters such as the COVID-19 pandemic. These populations often have limited access to healthcare, lower levels of education, and higher rates of poverty, making them more susceptible to the virus and its consequences. The impact of the pandemic on Lake Park has been far-reaching. The local economy, heavily reliant on industries such as agriculture and tourism, has been severely affected. Many businesses have shuttered, leading to widespread job losses and economic instability. The closure of schools and limited access to remote learning resources have also disrupted the education of Lake Park’s youth, exacerbating existing educational disparities.

Fact Sheet: Lake Park, GA Population: 30,000 Median Household Income: $58,000 Percentage of Population Below Poverty Line: 20% Racial/Ethnic Composition: White: 55% Black: 35% Hispanic 5% Two or more races: 3% Other race: 2% Education High school graduate or higher, percent of persons age 25 years+: 84.0% Bachelor’s degree or higher, percent of persons age 25 years+: 18.5% Health With a disability, under age 65 years: 10.8% Persons without health insurance, under age 65 years: 12.5% Income & Poverty Median household income: $37,476 Per capita income in past 12 months: $20,274 Persons in poverty: 23.0%

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Interprofessional Staff Interviews Dr. Luisa Gonzalez, Hospital Administrator: “Good morning, everyone. As we all know, the COVID-19 pandemic presented numerous difficulties and challenges for our healthcare system. Today, let’s reflect on the past and discuss the impact it had on our interprofessional medical team, including the difficulties we faced, the mortality rates, and the positive impacts we made.” Nurse Kaley Grant, ICU: “Absolutely, Dr. Smith. The pandemic brought forth unprecedented challenges, especially for those in low socioeconomic status (SES). We witnessed how people in poverty and with low incomes were disproportionately affected by the virus. The disparities in healthcare access and quality became even more apparent during this crisis. It was disheartening to see the high rates of COVID-19 cases and deaths in our communities.” Dr. Linh Boswell, Psychiatrist: “Yes, the mortality rates were devastating. We lost many patients despite our best efforts to provide care. The difficulty in containing the pandemic was exacerbated by demographic shifts and the rise of globalization and urbanization. It was a constant struggle to keep up with the overwhelming number of cases and the strain it put on our healthcare system.” Bill Reiner, Social Worker: “The impact on mental health was also significant. Many individuals experienced isolation, anxiety, and grief due to the loss of loved ones. We had to adapt our support services to meet the increased demand for mental health resources. It was challenging to provide the necessary emotional support remotely and address the unique needs of each patient.” Dr. Tom Sowka, Pharmacist: “On a positive note, our interprofessional team showed great resilience during the pandemic. We worked together to ensure that our patients received the best possible care despite the challenges we faced. Our collaboration and communication were crucial in navigating the complexities of the situation.” Dr. Luisa Gonzalez, Hospital Administrator: “Absolutely, Tom. Our ability to adapt and work as a cohesive team was commendable. We implemented new protocols, shared information and resources, and supported each other throughout the crisis. Our dedication to patient care and our commitment to each other’s well-being made a significant impact.” Nurse Kaley Grant, ICU: “I also want to highlight the positive impact we made in our community. Despite the difficulties, we provided essential healthcare services to those in need. Our efforts to educate the public, promote preventive measures, and administer vaccines played a vital role in mitigating the spread of the virus.” Bill Reiner, Social Worker: “That’s true, Nurse Johnson. We were able to provide support not only to our patients but also to their families. Our collaboration with community organizations

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and the establishment of interprofessional communication teams helped ensure that families received the information and resources they needed during such a challenging time.” Dr. Peter Jenski, Internal Medicine. “Overall, we faced immense difficulties and witnessed the devastating impact of the pandemic. However, our resilience, teamwork, and dedication to our patients allowed us to make a positive difference. We should be proud of the work we did and continue to learn from this experience to better prepare for future crises.” Dr. Tom Sowka, Pharmacist: “I couldn’t agree more, Peter. The lessons we learned during this pandemic will undoubtedly shape our approach to future emergencies. It is essential that we continue to prioritize interprofessional collaboration, address healthcare disparities, and strengthen our healthcare system’s preparedness and response capabilities.” Dr. Luisa Gonzalez, Hospital Administrator: “Thank you, everyone, for sharing your insights and reflections. Our collective efforts during the COVID-19 pandemic made a significant impact on our patients and our community. Let’s continue to learn, adapt, and work together to provide the best possible care in the face of future challenges.”

Request from Administrator Dr. Luisa Gonzalez, Smallville Hospital Administrator, has asked you to present a compelling case to community stakeholders for the proposed disaster recovery plan. She requests you use the MAP-IT model, which is a step-by-step, structured plan that can be developed by a coalition that is tailored to a specific community’s needs. The MAP-IT model involves all stakeholders, making for a widely-supported and community- owned effort. It assesses assets as well as needs and looks for ways to use them. The five steps of the MAP-IT model are:

1. Mobilize individuals and organizations that care about the health of your community into a coalition.

2. Assess the areas of greatest need in your community, as well as the resources and other strengths that you can tap into to address those areas.

3. Plan your approach: start with a vision of where you want to be as a community; then add strategies and action steps to help you achieve that vision.

4. Implement your plan using concrete action steps that can be monitored and will make a difference.

5. Track your progress over time. In addition to using the MAP-IT model, work up an approach supported by Healthy People 2020 and put it all into a PowerPoint. You can save the PowerPoint deck and the audio of its accompanying presentation at the public library so that the public can access it and see that

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you’re serious. By doing this, you can create a prototype for other local communities near this one, and possibly other facilities in the organization. To ensure that the disaster recovery plan is effective, you can also involve diverse stakeholders, replace guesswork and hunches with data- driven decisions, and create comprehensive, detailed plans that define the roles and responsibilities of disaster recovery team members and outline the criteria to launch the plan into action.