Preparing for the Next Outbreak

As of this writing, concerns about hantavirus have run rampant across social media as new details emerged surrounding an outbreak tied to an MV Hondius cruise ship in May. Hopefully, this will simply mark a brief period of heightened public anxiety over a virus that never becomes a widespread threat. According to the World Health Organization, that is the most likely scenario, as the agency continues to emphasize that the risk to the public is currently very low. Hantavirus is not considered highly transmissible between people in most forms, and many infectious disease outbreaks are ultimately contained through surveillance, vaccination efforts, isolation protocols, and coordinated public health responses.

Still, the fervor surrounding the outbreak reflects that the public was scarred by the COVID-19 pandemic and is concerned by the possibility of another large-scale infectious disease event. Public health experts generally view future pandemics as a matter of when, not if. The next outbreak may not mirror COVID-19 in scale or severity, but the capability of straining health systems, supply chains, and public health infrastructure is considered highly likely over the long term. Health systems and hospitals must be ready to tackle whatever new viral threats may arise in future.

HPN spoke with infection preventionist and APIC member Haley Hoffman, BSN, RN, CIC, about the importance of collaboration between infection prevention and supply chain teams within health systems to close procurement gaps and maintain operational continuity during future outbreaks. For healthcare leaders, it’s no longer a question of whether another outbreak will occur, but whether hospitals are better prepared to respond without repeating the shortages, procurement disruptions, and operational strains of COVID-19.

That preparation requires alignment across the enterprise, including PPE and critical supply resiliency, supplier diversification, inventory visibility, workforce preparedness, predictive analytics, and close collaboration across healthcare teams.

From APIC’s perspective, how should supply chain leaders be thinking about emerging pathogen threats today?

Hoffman: Supply chain in regards to emerging pathogens should be concerned with sourcing. As experienced during the pandemic, having supplies from one area in the world or state is not ideal. As well as innovative designs-non-fogging eye protection with glare reduction that are full coverage and comfortable.

If a new pandemic emerged tomorrow, where are health systems still most vulnerable?

Hoffman: The same as above applies: not having one area be the distribution center is important. Additionally, not one company having the market share of a good is important. Recalls can also drastically affect hospital systems, adding further to an ongoing crisis.

What changes did you see in PPE procurement strategies coming out of the pandemic, and are they still true today?

Hoffman: Our region worked together and could stockpile and distribute amongst each other. This was more for larger equipment like ventilators, but we also worked in assistance with N95 sterilization for re-use. This sharing can still occur now through a grant for our region.

Where should organizations draw the line between preparedness and overstocking?

Hoffman: Depending on organizational needs it would be helpful to be just above par. Otherwise you are dealing with a storage problem and expiration dates.

Environmental disinfection is evolving quickly. What should supply chain leaders be paying attention to?

Hoffman: Full coverage with low contact times, as well as measures to keep wipes moist for the whole contact time. A wipe that dries out or is not wet enough to cover surface area is not ideal. It’s nice to have color changes, but if it dries out, it is a waste.

Supply chain leaders are under intense financial pressure. How should they measure the ROI of infection prevention investments?

Hoffman: Lives saved. While this is not an actual amount, it is a life. Supplying life-saving PPE pays for itself and may even produce brand loyalty.

How is the relationship between infection prevention and supply chain evolving inside health systems?

Hoffman: We work together, or at least I do at my organization. Infection prevention looks at the science and adaptability, not the price. I will review the coverage of organisms for a cleaning wipe along with contact time and durability. Most important is a clear IFU that does not require new cleaning products or more work for the user. I will advise a more expensive item if it’s more coverage and easier to use.

Infection risks are expanding beyond the hospital. How should supply chain strategies adapt across the continuum of care?

Hoffman: Availability of pricing and products outside of a hospital is crucial. A lot of independent companies tell their RNs/LPNs to purchase at a retail drugstore for some items, like gauze. They will of course be reimbursed but the quality is not the same.

Where do you see AI having the most immediate impact in infection prevention, and what does that mean for supply chain?

Hoffman: That is hard to say but I would say early interventions. If programs are built that flag a patient faster, then interventions can be undertaken faster. Ideally if a patient is flagged as a contact and precautions are required, then supplies would immediately be delivered or restocked to that unit. How nice would it be to not have think of questions like  “we used 8 gowns but have 3 left. I will wait to order until we are out.” If AI could calculate each entry to the room and combine that with gown use, there would be no ordering.

What’s the biggest misconception supply chain leaders still have about infection prevention?

Hoffman: We don’t make choices independently or blindly. We ask our healthcare workers for thoughts. We research and review evidence-based guidance. If an accrediting body doesn’t like it, then neither will we.