Impact of the Global Medical Supply Chain on SNS Operations and Communications Proceedings of a Workshop (2018) / Chapter Skim
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4 Strategic Communication and the SNS: Perspectives on Needs and Resources
4 Strategic Communication and the SNS: Perspectives on Needs and Resources
Pages 31-38
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From page 31... ...
A panel discussion including Burel, Lewis Rubinson, Skip Skivington, and Paul Petersen, and facilitated by Laura Runnels, opened the session. As the panelists reintroduced themselves, each identified his or her position in the public health response supply chain, as shown in Figure 2-1: Burel, directing DSNS, as a "purchaser/assembler;" Rubinson, a hospital medical officer, and Petersen, a state public health officer, as "service personnel;" and Skivington, through his role at managed care consortium Kaiser Permanente, representing "supporting facilities." The discussion initially focused on the demand end of the supply chain, relative to the SNS.
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From page 32... ...
As reflects the composition of the panel, most of the responses he received addressed communications with health care providers: public health officials, hospital administrators, clinicians, and emergency responders. Guidance from a Single, Trusted Source Recalling Sheldon Jacobson's observation that people tend to value advice and guidance over factual information alone, several participants commented on the source of the information that DSNS seeks to impart.
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From page 33... ...
Skivington recalled that during the H1N1 epidemic, he received conflicting information regarding contraindications and patient eligibility for the vaccine Kaiser Permanente received -- a problem he ascribed to the existence of multiple sources of information, none of them authoritative. Irwin Redlener noted that when crises occur, he is deluged with information from sources including CDC, the New York State and New York City Health Departments, and AAP.
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From page 34... ...
Nevertheless, he continued, DSNS is concerned primarily with improving communications with clinicians, ensuring their confidence in using SNS assets, including novel drugs and biologics. Designating a "Point Person" Some health care organizations have identified staff members to receive and respond to communications from the SNS.
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From page 35... ...
Rubinson replied by describing his hospital's more successful communication with the SNS when obtaining ventilators from the stockpile. DSNS collaborated with several critical care societies, making stockpile devices available for local demonstrations that informed health care providers about what types of ventilators the SNS could provide without disclosing how many units the SNS owned or their locations.
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From page 36... ...
Most crises, he noted, continue to affect communities for weeks or months beyond the initial disaster; ongoing assessments of a response throughout the follow-up period can improve response capacity. Operationally engineered models to prepare institutions to distribute or deliver a novel SNS asset to patients would be very useful, Rubinson observed, but they would not qualify as a communication strategy.
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From page 37... ...
PARTNERS, THE PUBLIC, AND DECISION MAKERS Addressing the second of his stated goals for strategic communication by the SNS, Burel said that DSNS's recent partnership with HIDA would serve as a model for future outreach efforts involving other organizations representing the commercial supply chain, and possibly with professional medical organizations such as AAP, that significantly influence SNS programming. In light of the imminent disbanding of the Standing Committee, Burel announced that he would continue to seek advice on forging partnerships with key contacts within manufacturing, distribution, and medical groups.
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From page 38... ...
But Skivington reminded the group that as Kaiser and other hospital chains move toward just-in-time inventories, their emergency response increasingly depends on the commercial supply chain. Based on discussion throughout the workshop, and given "the vast creeping mission expanse that SNS operates in," O'Toole recommended a two-pronged communications strategy, encompassing both prepared information and a mechanism for gathering facts on the ground in near real time during an emergency response -- and quickly disseminating that information.
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