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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.
