Post#1 Jonathan:
At AdventHealth Sebring, Florida, they have a disaster preparedness plan that I don’t really know very well, but administrative meetings are held, two groups are organized, group A, personnel who work and spend the night in the hospital during the event, and group B, which relieves group A when everything is over, and they can arrive at the hospital safely. But the department I work with, the hemodialysis department, implemented a disaster preparedness plan that runs parallel to the hospital and covers the following stages:
Risk assessment: Identification of region-specific hazards, such as hurricanes, power outages, floods.
Planning: Development of an action plan that includes evacuation protocols for admitted patients who require hemodialysis or are under observation for possible need for dialysis treatment.
Maintaining an inventory of essential supplies.
Emergency communication plans among department staff but following the instructions in the hospital communication plan.
I can’t really identify gaps or areas for improvement. For the last hurricane we received, in my personal perception, being part of group A for the hospital and my department I did not feel failures or gaps in communication, infrastructure and data management, we are a relatively small hospital, and because of the location of the county in the state of Florida I think we have been lucky.
The only way I could advocate for changes is to feel or observe that the hospital is not doing what is being done, such as education, drills and the use of technology as well as support after the disaster, fortunately I feel comfortable in the hospital I am in, and I will see that in recent years we have gone through difficult situations and changes for the hospital community.
Post#2 Shenkaye: The disaster preparedness plan for my current facility involves continuous risk assessment to identify potential disasters relevant to our location. I am in Tampa, Florida, where hurricanes are our major concern. Our disaster preparedness plan addresses not only natural disasters but also man-made emergencies, such as cyber-attacks, fires, and chemical spills. We have an Emergency Action Plan (EAP) that outlines our evacuation procedures, including clearly marked routes throughout the hospital and identified assembly points. We have contact protocols such as a text line through which we are sent pertinent alerts in the case of impending disasters. Fire drills are conducted regularly with protocols in place for scenarios involving active shooters. We also have protocols in place for equipment management during natural disasters such as utilizing power outlets colored red in the event of hurricanes which may cause power outages. These outlets are designated emergency outlets used to power critical equipment during times of power outages. Resources are allocated and reserved to be utilized only in the event of disasters.
Potential gaps in our disaster preparedness may include inconsistent participation of staff in drills or limited cross-training for staff to take on multiple roles during emergencies. In the most recent event of Hurricane Helen that affected our location, there was a large surge of patients to the hospital; this resulted in our private rooms being turned into semi-private rooms, which proved to be very uncomfortable for patients and staff alike due to the small size of our rooms. There was limited capacity to handle the sudden influx of patients.
As it relates to cybersecurity disasters, the information technology systems may have vulnerabilities, making them easily exploited; our facility does a monthly “phishing” competition where phishing emails are sent out to staff for them to identify and follow the hospital protocol for reporting such emails. This helps to keep staff vigilant in helping to prevent possible cybersecurity attacks on the facility.
To improve on those potential gaps, consistent participation of staff in mandatory drills and providing advanced certifications such as FEMA training may address the lack of staff training and awareness. Developing a partnership with nearby facilities to accommodate patient flow may be organized to address the influx of patients to the hospital during disasters. As an advanced practice nurse, I would be able to advocate for the necessary changes by utilizing evidence-based practice in identifying the areas that need to be addressed, those areas affecting patient care, staff safety, or operational efficiency. Gathering evidence, such as patient outcomes and incident reports to highlight the need for change. Engage stakeholders and communicate with colleagues to gain different perspectives and support to bring about change in those areas identified. Small changes can be piloted by suggesting and implementing trial programs to demonstrate the benefits of making the necessary changes.
Providing education and awareness by hosting workshops and seminars, partnering with local organizations, and coordinating with emergency services are ways in which community engagement and resilience can be promoted in the disaster preparedness efforts of the broader community.
Post #3 Venus: University Hospital in Newark, New Jersey, serves as a Level 1 Trauma Center and the principal teaching hospital for Rutgers New Jersey Medical School. Its disaster preparedness plan is designed to effectively manage a wide range of emergencies, including natural disasters, mass casualty incidents, and public health crises. The hospital employs a standardized Incident Command System to coordinate response efforts, ensuring clear roles and responsibilities during emergencies. A centralized Emergency Operations Center is activated to manage communication and resource allocation during a disaster. Communication protocols include; Internal communication utilizing multiple channels, such as overhead paging, emails, and radios, to disseminate information to staff. External communication coordinates with local emergency services, public health agencies, and media outlets to provide accurate and timely information. Resource management involves maintaining stockpiles of essential medical supplies and has agreements with vendors for rapid replenishment. Implements plans for augmenting staff through on-call personnel and mutual aid agreements with neighboring institutions. Patient care and surge capacity employs standardized triage protocols to prioritize patient care based on severity. Surge capacity plans for expanding patient care areas are in place and resources to accommodate a sudden influx of patients. Training and exercises are conducted routinely for disaster response drills, including simulations of various emergency scenarios, to ensure staff readiness. Staff education provides ongoing training on emergency procedures and updates to the disaster plan. Rutgers Office of Emergency Management (OEM collaborates with hospital plans of the universities wide emergency preparedness initiatives.Rutgers Institute for Emergency Preparedness and Homeland Security engages in research and policy development to enhance disaster response capabilities.
Potential gaps or areas for improvement in disaster preparedness at a Level 1 trauma center like University Hospital in Newark may include the need for enhanced interagency coordination, expanded mental health support, and increased community engagement. While the hospital collaborates with local emergency services and public health agencies, real-time integration with statewide or regional disaster networks could be further strengthened to ensure seamless resource sharing and communication during large-scale emergencies. Mental health support for staff and patients post-disaster could be expanded, as prolonged crises can have significant psychological impacts that are often under-addressed. Additionally, while training and drills are conducted regularly, incorporating more complex, multidisciplinary simulations involving external partners could better prepare staff for real-world scenarios. Community engagement and public education programs could also be bolstered to ensure that patients and local residents are aware of hospital procedures and resources during emergencies, reducing confusion and improving overall outcomes. Finally, investments in emerging technologies, such as telemedicine or AI-driven predictive modeling, could enhance preparedness for events like pandemics or large-scale trauma incidents, ensuring the hospital remains adaptive to evolving challenges
“Despite the significance of resilience-building activities, there is a scarcity of locally-tailored planning and response strategies, leaving communities incapable of addressing the unique challenges posed by natural disasters and public health crises”(Ma et al., 2023). Advocating for necessary changes in disaster preparedness at a Level 1 trauma center requires a strategic and collaborative approach. First, conducting a thorough assessment of existing gaps and presenting evidence-based recommendations to hospital leadership is essential. This involves using data from disaster drills, patient outcomes, and staff feedback to highlight areas requiring improvement, such as resource allocation or interagency coordination. Building coalitions with external partners, such as public health departments, local government officials, and community organizations, can strengthen advocacy efforts by demonstrating widespread support for change. Engaging in policymaking processes, including participation in hospital committees or public forums, allows healthcare professionals to influence decisions on funding and resource allocation. Raising awareness among stakeholders through workshops, presentations, and educational campaigns can also underscore the importance of specific improvements, such as integrating advanced technology or expanding mental health resources.
Promoting community engagement and resilience in disaster preparedness involves building strong connections and trust with the people you serve. One way is to host educational workshops or events where community members can learn about preparing for emergencies, such as creating a family emergency plan, assembling a disaster kit, and understanding evacuation procedures. Partnering with local organizations, schools, and faith-based groups can help reach more people and ensure the message resonates across diverse populations. Encouraging residents to participate in volunteer programs, like Community Emergency Response Teams (CERT), can empower them to take an active role in their safety and support their neighbors during a crisis. Sharing clear, accessible information through social media, flyers, or local news can keep the community informed and prepared. Additionally, working closely with vulnerable groups, such as older adults or people with disabilities, ensures their specific needs are included in preparedness plans.
References
Ma, C., Qirui, C., & Lv, Y. (2023). “One community at a time”: Promoting community resilience in the face of natural hazards and public health challenges. BMC Public Health, 23(1). https://doi.org/10.1186/s12889-023-17458-x
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