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Misty:
Resilience ambassadors were a great addition.
Their recovery organization is a best practice as well, however it can be modified based on the situation. They have such a close knit community, and the closeness was a benefit.
Teresa:
When they had the resiliency ambassadors, they only got them because it was a state of emergency. They did not have this same thing for October 1. While it is a good practice, it needs to continue with whatever crisis occur within Clark County. There needs to be money up front that can be accessed up front to get the needed tools for personnel.

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Misty:
To come together as a group and talk about what recovery looks like for a pandemic specifically. This is a planning thing that needs to happen after this and before the next pandemic. There needs to be a serious look and evaluation as to how to respond to a pandemic emergency specifically versus other emergencies.
It was discussed after H1N1, that there needs to be a difference between short term vs. long term recovery.
Teresa:
There needed to be a strong relationship of public health and behavioral health because they go hand in hand. They both take care of everyone, and there need to be different ways of working with that. Public health providers and behavioral health providers will work alongside each other so people can have their needs met entirely.

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Misty:
For the RSF, the biggest shortfall was not having the communication they needed from the steering committee. Also money, not having funds set aside for recovery. There were too many unknowns. The recovery process was started too early, but a pandemic emergency is much different that other types of emergencies. People also did not trust the public health department in how to respond to this emergency.
Teresa:
When looking at how other communities responded to it. How behavioral health and the public health departments responded to each other. It was not across the board when it came to housing and behavioral health. There needs to be more behavioral health response for first responders.

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Misty:
Money. at the start, there was no money for recovery. All of the money was directed to response efforts. There were lots of things that needed to be sustained as far as response. There were lots of unknowns as far as funding for recovery. Recovery Steering committee for recovery was not providing any feedback.
Teresa:
There was no money to put towards a response. There was no centralized way to access behavioral health services. People in rural areas did not have the same access and they felt isolated. It was hard to set up something when there was no money to do it with. If they had a resiliency center for the pandemic where people could call and get information to help them problem solve and get next steps. There was still recovery in progress from the October 1 shooting when the pandemic began.

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Misty:
The biggest challenge they had was that they are not close to recovery as there is no end is sight. The question that came up was is there a need for RSF3? When in a public health emergency, it is going to fizzle into an endemic situation so there is no true recovery. One of the things they kept doing with RSF 3 as far as recovery that kept dealing with other RSFs. IT was hard to separate between the two.
Teresa:
For the behavioral health standpoint, they had to work to try and get a centralized way of getting help for people who needed to talk to a counselor. They had the 1-800 numbers but that is more for the general public. They needed to help those whose jobs were to help the public. They have not ever had a behavioral health website for the different regions in Nevada.

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Misty:
They had the right people in the group (as far as RSF3) and people were very engaged. They had a very good representation of the medical group, emergency management group, mental health group, and tribal as well. They were looking forward within the pandemic as well as past it, such as vaccinations and how that would work out. They discussed the long term mental health aspect of being in such a long, drawn out emergency.
They have an amazing community of people helping with response and they have become like a family.
Teresa:
They had availability with Clark County to also bring in a housing component to RSF 3. They also had to think about if there were visitors to Las Vegas, what would happen to them and what would happen to visitors who became sick. They worked with providers and hotels to get people there who need to be housed and would curtail the spread.

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Diane:
They have recognized the fact that the responders that they have and the volunteers that are the most active want to get back out in the field. They have implemented scheduling that allows those people to get back into the positions they desire.
They are trying not to let the pandemic affect their services and they are trying all the time to implement new things to benefit them.

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Diane:
They are still working on identifying improvements.
Having 2 people working to verify information so there is less fraudulent activity.

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Diane:
There have not been total shortfalls. It takes a longer period of time to be able to service their clients. They want their clients to be assisted as quickly as possible, but because of the pandemic, that was increased.
Staffing efforts had to be modified. Many people across the organization left the company and thy lost a lot of their main staffing. They are now slowly rehiring. The increased their push for recruiting volunteers in health services and in teams that would assist.
Workforce engagement was a problem, especially since they were not able to meet in person. It is hard to keep communication up and the workforce engaged when using technology.
This is still an issue as the area is still in the red as far as COVID cases, but there is currently a vaccine mandate which she believes will help.

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Diane:
The fact that they were asked not to send people out, and when they did send people out, they had to provide a waiver to them, which many people did not accept.
Finding hotels that would accept their clients and having to send them there and isolating them. Arranging their meals to be sent to rooms instead of in a common area. They had to partner with the community to accomplish that.

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Diane:
Challenges were listed in prior question.
Non-congregate sheltering was a challenge as well.
90% of their organization is made of volunteers, and they were hesitant about working through that.

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Diane:
Their services did not change when the pandemic began. What changed was how they got there. At the beginning of the pandemic, they had to change to virtual responses. They had to conduct interviews through the phone or video chat and provided the damage assessment and ID verification over the video chat.
They also changed their method of providing financial assistance. Originally they used a card, but they changed over to Electronic Funds Transfer either through Paypal or Walmart.
They also had to change all delivery plans.
Their strength was being able to adapt to changes and respond to the fluidity of the changes.