HJNO Jan/Feb 2022

HEALTHCARE JOURNAL OF NEW ORLEANS I  JAN / FEB 2022 21 Office of Public Health and Louisiana Department of Health to provide COVID-19 testing.” Like everyone else in the areas affected by Hurricane Ida, the team was plagued with com- munication issues. Massive power outages cou- pled with damage to phone lines and cell towers made both basic and emergency communication almost impossible. “Poor phone reception was one of our big- gest challenges,” said Niyogi. “Especially when communicating with the pharmacy. Normally, we would have phoned in prescriptions to a phar- macy, but poor phone reception prevented us from doing so. We had to coordinate getting paper prescriptions (an increasingly coveted resource these days) or physically go in person to get ‘scripts to the pharmacy.” Limited access to prescription medications was exacerbated by the fact that many pharma- cies were closed or lacked inventory. “Sometimes people had to travel great dis- tances to find a pharmacy that had a particular medicine. For some, we needed to fill their medi- cations in New Orleans and send them back with our team,” said Niyogi. With the assistance of the Emergency Pre- scription Assistance Program (EPAP), Another Gulf is Possible and Wolfe’s Pharmacy in Chauvin, which managed to stay open, the group was able to help vulnerable community members replace and replenish necessary medications. EPAP gave a free emergency supply of medication for those without insurance, and Wolfe’s agreed to refill emergency supplies of prescriptions based only on empty pill bottles. Another Gulf is Possible also helped cover medication costs and canceled medication debts in excess of $12,000 owed to the local pharmacy. “We anticipate this took financial pressure off both the hard-hit individuals and the pharmacy, which had put a lot of effort in remaining a com- munity-oriented resource in the middle of very challenging times,” said Niyogi. Equally challenging was just letting members of the community know that help was avail- able. With no power, no communications and limited gasoline for either community mem- bers or responders to drive around, most of the usual methods for getting the word out were unavailable. “We relied on Facebook posts of partner organizations and local assets such as the Fire Department, printed fliers and signage as well as word-of-mouth,” said De Wulf. Signage some- times consisted of the words “Need Help?” scrawled in black marker on scraps of cardboard. Despite the challenges, the patients did show up. The SLaMMA team addressed urgent care issues like upper respiratory illnesses, wound care and medication refills. Mental health issues were addressed and referrals given. “Most of what we were seeing were things we could manage on-site,” said Niyogi. “Once the hospitals and local clinics came back online, we referred people back to their primary care physicians or to the hospital for emergencies, but the existing infrastructure, including several local hospitals, remained significantly impacted by the hurricane for several weeks.” The fact that Hurricane Ida occurred during a surge of COVID-19 cases in the state added new wrinkles to storm-related evacuations, sheltering and treatment with limited space and staff and the need to follow COVID protocols. “People mentioned concern due to having been forced to evacuate with multiple other people and having limited housing options,” said Niyogi. “We met individuals living in cars and who had to stay in unsafe circumstances due to the storm. Had this timing coincided with the peak of the fourth COVID surge in the region, this would have been extremely challenging on the health system in general and in our opera- tions as well.” The doctors offered COVID tests in their pop- up clinic and luckily had no positives, which would have presented a tremendous challenge for quar- antine and isolation. They set up the testing facili- ties outside and provided medical care in well- ventilated areas to mitigate risks to the providers and those seeking medical help. Niyogi and De Wulf also worked with the Louisiana State Health Department and Terre- bonne Office of Homeland Security and Emer- gency Management, citing their help in discuss- ing ongoing challenges, making connections with local health entities and donating rapid COVID tests. The EMS and Fire Department remained The SLaMMA team addressedurgent care issues like upper respiratory illnesses, wound care and medication refills.Mental health issueswere addressed and referrals given. “Most ofwhat wewere seeingwere thingswe couldmanage on-site,” saidNiyogi. “Once the hospitals and local clinics cameback online, we referredpeople back to their primary carephysicians or to the hospital for emergencies, but the existing infrastructure, including several local hospitals, remained significantly impactedby the hurricane for several weeks.” “