Hurricane Disaster Preparedness and Response Plan

Module 4 Chapter 7 

Top management officials in organizations use power for different purposes to ensure that the organizations achieve the set objectives. In essence, the use of power helps organizations to determine the critical decisions which will be adopted to enhance the overall implementation of University Hospital’s Hurricane Disaster Preparedness and Response Plan. As it is, organizations face business uncertainties, which then forces the people in power positions to come up with innovative decisions to enhance organizational sustainability (Burns, Bradley, & Weiner, 2011). Typically, the top leadership determines the position that a company will take in terms of which type of disaster plans to develop, adopt and how to execute it The leaders achieve this by embracing the best strategic Hurricane Disaster Preparedness and Response Plan which takes into consideration both short and long-term objectives. 

Power as a tool can be used to influences the actions of other people who are central to the achievement of an organization’s objectives for an effective hurricane disaster preparedness and response planning. Power can be used coercively to earn the trust, conformity, and cooperation of particular individuals to enhance the disaster management within the organization. It should be noted that most individuals prefer the status quo, which may not be as ideal. The top management can transform stakeholder’s opinions and perspectives to align with the organizational goals on disaster management (Himes-Cornell et al., 2018). However, it should be noted that the use of power in this regard may not be as effective as compared to other tactics which are softer in gaining peoples trust. Nonetheless, it is worth noting that the use of power is a quicker, more reliable form of control, which works in diverse organizational situations. 

Intra-organizational communication and trust can accelerate coordination in emergency response management. This corporation can be enhanced by offering incentives. As it is, the hospital management should build interdependencies between various departments within the organization. These interdependencies can be enhanced through interactive processes which ride on trust and which in turn builds social capital (Zareii et al., 2014). Of importance is the fact that these interdependencies can help in cutting back on the time that is used to make crucial decisions before, during and after the occurrence of a disaster. On the other hand, hospitals with highly centralized structure and low density create more effective conditions developing, implementing and executing a hurricane disaster plan. 

Pre-disaster planning is only possible where communities have rich natural capitals since a restriction of these resources can be quite detrimental. As it is, communities, which have invested heavily in political, financial, and social capitals, are much more likely to fare better once faced by disasters as compared to those communities, which have not. Consequently, communities with richer capitals are more likely to recover from the aftermath of these disasters, which then secures the welfare of its members (Burns, Bradley, & Weiner, 2011). However, it is vital for communities to access the impact of each disaster considering that some disasters may have more devastating effects as compared to others. In essence, this information can help managers to determine how to use community capitals to plan and prepare recovery efforts in case disasters to strike. 

Hospitals which are keen on securing its stakeholders from disasters must consider several demographic factors. For one, the hospital must consider the age of their employees since experience is mostly based on seniority. Moreover, organizations must consider what the organizational objectives are to match the right skills to the expected organizational goals. Furthermore, organizations must consider the existing political environment before encouraging groups to ally with each other to avoid conflicts. It should be noted that every organization has bureaucracies, which determine how people are to relate. In this case, the planers should ensure that bureaucracies are respected to ensure effective implementation of the disaster management plan (Oh, Okada, and Comfort, 2014). Finally, concerned individuals must control the existing financial resources effectively as they aid in stratifying organizational power. As it is, individuals who control organizations finances are deemed to have more authority, which can be tapped to advance an organization’s goals and reduce conflicts. 

Module 5 Chapter 8 & 9 

Managers play a crucial role to ensure that the organization is has a clearly defined hurricane disaster preparedness and response plan in as much as organizations are quite complex, challenging and unpredictable. This proposition is true especially when one considers that organizations are dynamic and highly interconnected. This complexity can make managers lose focus as they can be caught off-guard by small, local and incremental changes to some parts of the organization produce adverse ripple effects on other parts of the same organization (Emergency Management, 2019). For example, a few changes in standard operating procedures in operation theatres may have ripple effects, which can lead to a shortage of beds in nursing wards. In the same breath, minor fixes in the healthcare information system can lead to patient billing losses, which may run into hundreds of thousands of dollars. 

Disaster management efforts are complex undertakings, as the concerned stakeholders must understand the population's healthcare needs. However, the relevant stakeholders can reduce this complexity by recognizing the interdependencies, which exist between healthcare and the existing society. As it is, there is a need to understand how health care and social systems intersect and relate to a broader scale to come up with a useful disaster preparedness model. For one the stakeholders need to have a clear understanding of how to promote resilience and health of populations before, during, and after a disaster (Celik and Corbacioglu, 2016). Literature has helped individuals to understand the complexity associated with disaster at both the macro-level and the macro-level. This knowledge then can be used to alleviate the adverse health and social effects that are associated with disasters. 

Several multi-directional factors come into play when helping a community deal with the effects of a disaster in its various phases. Political factors influence how funding is prioritized and how the funds trickle down to all levels of the community (Burns, Bradley, & Weiner, 2011). Of importance is the role played by the grassroots initiatives, which help in advancing community needs and addressing them to the right political players. As it is, when disasters occur, they reveal existing political gaps, which are then addressed to reduce the effects of the next disaster (Burns, Bradley, & Weiner, 2011). A community, in this case, is forced to review and improve its systems and protocols to strengthen its preparedness. In essence, a community that has experienced disasters finds new and innovative ways to increase its skills and knowledge and create and expand its social network (Boyce, 2015). Moreover, such a community is keen on building new and effective collaborations based on the lessons learned from previous disasters. Of importance is the fact that these communities change their attitudes to align them with the reality that disasters are inevitable and that they need complex inputs to become more adaptive and responsive. 

Resilience is a key component, which helps organizations to remain sustainable even in the face of impending events which may shake up a particular organization. In essence, an organization is called upon to help its employees to diversify their skills so that they can handle various tasks in case of gaps. For example, some employees may be ill, injured or have other commitments which prevent them from handling organizational responsibilities. In this case, other employees may step and execute the task without requiring additional training. An organization, which can harness its employees by making them more diversified, is in the right track of dealing with various organizational complexities (O’Sullivan et al., 2013). Organizations, which are keen on enhancing resilience, must adopt organizational learning to help in knowledge retention and creation. This learning is especially important as it will help the concerned stakeholders to be in a better position to deal with disasters in case they occur. 

Module 6 Chapter 10 & 11 

Inter-organizational collaboration is a crucial aspect for organizations, which are keen on remaining sustainable. As it is, an organization cannot work effectively without collaborating with other organizations as these collaborations work to raise the viability of any organization (Kapucu and Demiroz, 2017). This proposition is especially true when it comes to disaster mitigation, response, and recovery. Efforts to create effective disaster preparedness plans can be affected if there are blurred lines between organizational and collaborative behavior. The World Trade Centre disaster can confirm this proposition considering that various emergency and non-emergency agencies collaborated to speed up the response and recovery efforts. The past two decades have witnessed increased collaborative efforts in emergency management with scholars and researchers emphasizing on the need to applying a networked approach in disaster preparedness and response (Burns, Bradley, & Weiner, 2011). 

Organizations which form collaborations are guided by the concept of ‘shared vision’ while drafting disaster management and response plans. A shared vision generally helps organizations to establish what they need to create to achieve their objectives. Moreover, a shared vision is a tool, which connects people with common aspirations, focus, and goals. When these people come together, they motivate one another to learn, take risks, experiment with innovations, and commit to long-term perspectives. Of importance is the ability of the shared vision to help an individual to suppress their individual goals by aligning them with the organizational goals. Organizations, which are keen on tapping from the benefits of shared vision, must encourage its members to develop and communicate their personal visions. From here, the organization can then come up with a deeper and unifying vision, which envisages the organizational objectives and goals (Abbasi et al., 2018). Finally, the organizations should invest in effective mechanisms to ensure that it stays within the shared vision even when circumstances are not friendly. 

Information plays a central role when it comes to handling disaster-related issues. However, for information to be meaningful and effective, it should be shared with the concerned stakeholders in real time (Burns, Bradley, & Weiner, 2011). As it is, effective information sharing requires the concerned stakeholders to collect, collate, analyze, and disseminate it in its most useful form. It will not do any justice to concerned authorities if the information given is not helpful owing to its structure or content. It must be noted that adequate resources go into enhancing the quality of information, which is shared across the board. As such, the concerned stakeholders should ensure that the information, which is collected and analyzed, falls within the required threshold of conformity, practicability, and usefulness (Mische, & Wilkerson, 2016). Of importance is the fact that organizations receive and send information in an environment filled with uncertainties. However, organizations must still make the best out of the available information to enhance decision-making in the areas of resource allocation. 

Hierarchical networks are an important consideration when it comes to disaster preparedness and response. However, it should be noted that while these hierarchical networks function effectively in routine operations, they may not be as efficient in dynamic emergencies. Nonetheless, this does not mean that these networks should be ignored as they can be adjusted to reduce the levels of failure (Burns, Bradley, & Weiner, 2011). In essence, the key to surviving any disaster is to ensure that a hierarchical network maintains its connectivity by reducing its chances at failure. As it is, most hierarchies perform poorly when the hierarchy’s top nodes fail which in turn lead to the isolation of large networks (Nowell et al., 2018). Normally, networks are supposed to work in unison to increase resiliency which is crucial in achieving the targeted results. One way of expanding this unity is through interoperability, which enhances group communication during disasters. Hierarchical networks should embrace the use of flexible communication patterns which use a common language and system. 

Module 7 Chapter 12 & 13 

Effective disaster risk management model requires the adoption of appropriate policies as well as regulatory and implementation structures. Framework for Disaster Reduction is one of disaster management structure, which can be used with efficient outcomes (Burns, Bradley, & Weiner, 2011). This structure helps organizations to strengthen their disaster risk governance in managing the risks associated with disasters. However, for this framework to function effectively, there must be an enabling environment, which is a government’s responsibility. In essence, the government is the one, which is responsible for the general safety of its citizens. Moreover, the government possesses the mandate, capacity, and resources to create an enabling environment as well as stimulate the functioning of large-scale disaster reduction initiatives (Beland & Katapally, 2018). Nonetheless, it should be noted that while governments hold such powerful mandates, citizens and civil society can sway its decisions. 

Countries should strive to have appropriate national policies, which can help these countries to implement disaster management strategies in all government levels. As it is appropriate, policies help in creating the necessary structures, which allow for the setting of relevant regulations and laws as well as allocate financial instrument in disaster mitigation. Disaster reduction frameworks help governments to reduce risks as they adopt effective policies and regulations, which are in line with the government need to keep their citizens safe (Bouwman et al., 2015). Following the effectiveness of such frameworks, governments must continuously review and revise their disaster management policies. Doing this helps the concerned governments to incorporate new ideas, which in turn increase its resilience. However, it should be noted that such changes cannot happen overnight. The issue of disaster management is such a complex issue which requires careful considerations. The complexity though does not mean that it cannot be done if the government incorporates the necessary administrative, technical, financial, and human aspects. The important thing is that the governments should continually seek the input of health information management professionals who prepare, administer and manage emergency response efforts (Burns, Bradley, & Weiner, 2011). 

Disaster management efforts require the use of new and emerging technologies and systems, which are related to health informatics. As it is, these new technologies play a crucial role when it comes to improving the quality of disaster response efforts. For one these technologies help the concerned stakeholders to identify vulnerable populations via the health records (Burns, Bradley, & Weiner, 2011). From here, the stakeholders can be able to establish the emergency supply inventories at both the state and the federal levels. However, at its initial stages, health information systems have started making significant impacts when it comes to the contribution to emergency systems operations. In essence, these health information systems act as intermediaries between hospitals, emergency medical service providers, and emergency management officials. Of importance is the fact that these systems have the ability to transmit patients’ data to the emergency management specialists working in the disaster-related fields (Stevens and Rancourt, 2014)) Doing this allows for the provision of quality emergency services which meet the stakeholder's objectives in disaster management efforts. 

Disaster response efforts are only possible if the concerned and relevant stakeholders make a conscious effort to strengthen data collection and processes platforms. This responsibility is possible with health information systems, which avail the necessary data in real time. Moreover, new informatics technologies can be used to plan evacuation routes as well as establishing key geographical locations where evacuees can access relief and aid centers (Bland and Katapally, 2018). Furthermore, the health information systems help determine the populations which are located in disaster-prone areas such as flood plains a forest fire routes to intensify rescue efforts. In as much as new technologies boost disaster-related efforts, there is a need to continually upgrade their baseline these systems to ensure that they meet with changing needs. The concerned stakeholders can conduct drills to assess the effectiveness of these systems in case of disasters. 

Module 8 Chapter 14 & 15 

Disaster Risk Reduction (DRR) frameworks play a central role in disaster mitigation and response efforts. As it is, DRR helps ate reducing the risks associated with disasters by protecting persons and their property. Moreover, DRR helps promote sustainable development, which helps keep disastrous events minimal. However for DRR to be effective organizations must come up with programs aimed at enhancing residence in various communities. These programs, which involve the least to the most vulnerable populations, begins with a disaster risk governance (Weichselgartner & Pigeon, 2016). This step consists of an investment in DRR by establishing programs, which help to inculcate a sense of disaster prevention in targeted communities. 

Additionally, at this stage, DRR is introduced into the educational curricula to ensure that it is sustainable well into the future. At this stage, DRR is also disseminated to various societal clubs including the youth who are the most capable people who can be involved in disaster response efforts. The success of this stage depends on the presence of effective coordination mechanisms across various sectors in the communities (Burns, Bradley, & Weiner, 2011). 

Communities must be helped to understand the efficiency of DRR in reducing disastrous episodes in the community. For this to happen various stakeholders should be involved, and every stakeholder is given a specific role in implementing DRR. This allocation allows for transparency and accountability as it is possible to make follow-ups to determine whether DRR was implemented or not. Of importance is the fact that stakeholders must endeavor to help the members of the community to change their mindset and perceptions regarding the efficiency of DRR. As it is, DRR understands that each community member has a critical role to play when it comes to mitigating and responding to disaster events. In essence, individuals can share indigenous knowledge, which can in turn help stakeholders to prepare and respond to disasters (Lassa et al., 2018). However, it should be noted that at times individuals refuse to follow the best practices in case of disasters out of personal choices, which increases the number of victims. Nonetheless, this needs not to be the case if the concerned stakeholders will implement effective DRR, which takes into consideration individual preferences, attitudes and beliefs (Burns, Bradley, & Weiner, 2011). 

Effective disaster preparedness frameworks are the ones that embrace the provisions of the Privacy Rule. This rule is crucial as it protects an individual’s health information from unauthorized disclosures and uses. As it is this rule allows for the communication of healthcare aspects during disasters while protecting an individual’s privacy making it an effective provision. In essence, the patient has the right to control the individuals who can have access to his or her health information. Moreover, an individual has the right to determine when and how the data can be used if situations demand so. However, these provisions can be modified if disasters force a substantial number of people is relocated from their primary healthcare destinations. In such a case, obtaining access to such patients’ healthcare information requires new urgency (Tovino, 2016). This urgency can be so especially if the US residents are relocated to another nation. However, the presence of Emergency Management Assistance Compact (EMAC), helps the US have a cooperative health information exchange with other territories in cases of a disaster. 

State laws and regulations on patient health information sharing may differ from one state to the other. As it is, any state law that precludes a PHI transmission in case of a disaster is preempted by various data sharing agreements and disaster declarations. In essence, these data sharing agreements help to get rid of state laws which conflict with HITECH or HIPAA standards to enhance the safety and confidentiality of patients’ health information (California Hospital Association, 2017). Any other legal issues regarding the sharing of patients’ health information after a disaster are left to the discretion of concerned states (Burns, Bradley, & Weiner, 2011). Here it is assumed that the concerned state has issued prerequisite disaster declarations. In this case, the dissemination of patients’ health information is governed by the HIPAA, HITECH standards and Federal privacy or any other applicable rules and regulations. 

References 

Abbasi, A.et al., (2018). Enhancing response coordination through the assessment of response network structural dynamics. PLoS One , 13(2), e0191130. 

Beland, D.,& Katapally, T. R. (2018). Shaping Policy Change in Population Health: Policy Entrepreneurs, Ideas, and Institutions. International Journal of Health Policy and Management, 7(5), 369–373. 

Bouwan, R.et al., (2015). The public ’s voice about healthcare quality regulation policies. A population-based survey . BMC Health Services Research, 15(2015),325. 

Boyce, C. (2015). Organizational Complexity, Emergency Management Plan Adequacy, and Nursing Home Resiliency: A Contingency Perspective. The University of West Florida. 

Burns, L. Bradley, E., & Weiner, B. (2011). Shortell and Kaluzny’s healthcare management: Organization design and behavior (6th ed). Cengage Learning; 6 edition 

California Hospital Association. (2017). HIPAA – Emergency Preparedness Planning and Privacy Rules. Retrieved on 1 March 2019 from https://www.calhospitalprepare.org/release-patient-information 

Celik, S., & Corbacioglu, S. (2016).Organizational Learning in Adapting to Dynamic Disaster Environments in Southern Turkey. Journal of Asian and African Studies, 53(2), 277-232. 

Emergency Management. (2019). Effective Disaster Management Strategies in the 21st Century. Retrieved on 1 March 2019 from http://www.govtech.com/em/disaster/Effective-Disaster-Management-Strategies.html 

Himes-Cornell. A, et al. (2018). Factors Affecting Disaster Preparedness, Response, and Recovery Using the Community Capitals Framework. Coastal Management, 46(5), 335-358. 

Kapucu, N., Demiroz, F. (2017). Chapter 3 – Inter-organizational Networks in Disaster Management. Social Network Analysis of Disaster Response, Recovery, and Adaptation, 22-39. 

Lassa, J., et al. (2018). Twenty years of community-based disaster risk reduction experience from a dryland village in Indonesia. Jamba: Journal of Disaster Risk Studies, 10(1), 502. 

Mische, S., & Wilkerson, A. (2016). Disaster and Contingency Planning for Scientific Shared Resource Cores. Journal of Biomolecular Techniques, 27(1), 4–17. 

Nowell, B.et al. (2017). The Structure of Effective Governance of Disaster Response Networks: Insights from the Field. The American Review of Public Administration 48(7), 699-715. 

O’Sullivan, T. L.et al. (2012). Unraveling the complexities of disaster management: A framework for critical social infrastructure to promote population health and resilience. Social Science & Medicine, 93(2013), 238-246. 

Oh, N., Okada, A., & Comfort, L. K. (2014). Building Collaborative Emergency Management Systems in Northeast Asia: A Comparative Analysis of the Roles of International Agencies. Journal of Comparative Policy Analysis: Research and Practice, 16(1), 94-111. 

Stevens, L., & Rancourt, J. (2016). Health Information Technology Can Make Disasters Seem Like Business as Usual . Annals of Emergency Medicine, 63 (4):425-427. 

Tovino, S. A. (2016). Complying with the HIPAA Privacy Rule: Problems and Perspectives. Scholarly Works , Paper 999. Retrieved on 1 March 2019 from http://scholars.law.unlv.edu/facpub/999 

Weichselgartner, J., Pigeon, P. (2016). The Role of Knowledge in Disaster Risk Reduction. International Journal of Disaster Risk Science, 6(2):107–116. 

Zareii, E, et al. (2014). Key Factors of Inter-organizational Collaboration in Crisis Management. Reef Resources Assessment and Management Technical Paper, 40(5):83-96.