July 2010 - Infection Protection

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July 2010

Infection Protection

Proactive pandemic planning

The top 10 lessons learned from H1N1: Part 1

by Judson Boothe, marketing director of medical supplies, Kimberly-Clark Health Care

The H1N1 outbreak provided sobering lessons regarding the importance of investing in preparedness. The learning curve was especially steep for those of us in the infection prevention community. In Part 1 of a two-part article, the first five of 10 key tips will be given based on the lessons learned during the H1N1 pandemic.

These lessons have more than academic relevance. A look back at recent history reveals that a major public health event has occurred every two-to-three years over the past two decades – from AIDS/HIV through the events of 9-11, SARS, avian flu and most recently H1N1.

Is another outbreak or possible pandemic around the corner? No one knows, but everyone should be prepared. As always, the past is a powerful teacher.

1. Determine the right amount. The first task of all healthcare facilities is to determine how much of various supplies will be needed. That calculation should be based on an estimate of the number of patients who may show up at your facility, and the quantity of supplies needed to support that patient load over a set time period.

The Centers for Disease Control and Prevention (CDC), Kimberly-Clark and other sources offer estimators that can help you make informed projections. These tools calculate based on an institution’s size and local population and may include a list of recommended supplies.

2. Manage your material. How will you manage this potentially sizable inventory? How and where will the materials you purchase be stored and maintained? During last year’s H1N1 events, many hospitals were aware that they had significant stockpiles. But when the time came to put their hands on the goods, some had to search to find where they had been stored.

Such oversight was not unique to individual hospitals or healthcare facilities. Even the federal government has spent time and effort understanding where they keep supplies to make sure they can get to them in time of need. Once the management plan containing this and other key information is crafted, make sure it is shared with appropriate individuals and committees.

3. Source your sources. When ordering supplies in preparation for a possible pandemic, simply calling your local distributor and requesting an extra delivery is not going to work. As we saw during the H1N1 pandemic, the laws of supply and demand came into play dramatically. It cannot be emphasized enough that all stockpile orders be placed months ahead of when pandemics are known to occur, often in the fall and winter months.

Most manufacturers, including Kimberly-Clark, have created separate ordering processes specifically for pandemic stockpiles. This recognizes that there is a greater degree of flexibility in fulfilling these orders than those intended for immediate use. Depending on how the pandemic inventory will be managed and on the quantity, orders might be delivered in a separate truck.

When it’s time to place your pandemic supplies order, work with your manufacturers and distributors to determine the best way to order each product. Keep excellent records detailing the process and make sure that others can interpret the notes. Personnel may come and go, but the need for preparedness is evergreen.

4. Budget. It might seem intuitive that identifying the resources to pay for pandemic supplies should be at the top of the "lessons learned" list. However, until you know what and how much you are purchasing, you cannot craft a relevant budget or identify the appropriate funding source.

Depending on institutional policy, you may be faced with "use it or lose it" rules governing budget expiration. Make sure you are familiar with these and other details about your facility’s ordering system.

During the H1N1 pandemic, Kimberly-Clark’s customer support team fielded phone calls from many customers who needed delivery of large orders of pandemic supplies within two-to-three days or they would lose funding. Such a reactive approach increases the risk of failure – if your manufacturer or supplier is not able to respond in time, you can be caught unprepared and unfunded.

5. Strategize storage. Your inventory management plan needs arms and legs, including a detailed plan about the physical location of products. Is it a consignment warehouse, a storage center or perhaps a portable container parked behind your hospital?

What are the environmental/HVAC requirements for the space and the storage requirements for the specific materials? Who will prepare the site and monitor its physical condition? What about security and access to the goods? How will you distribute them and who will maintain a schematic detailing the layout? This will be essential when it comes time to distribute, rotate or restock the inventory.

In part two of this article, accountability for your stockpiles will be addressed, as well as how to replenish your inventory and ensure that the right people are aware of – and trained on – your pandemic protocols.

Part 2