The Nation's Medical Countermeasure Stockpile Opportunities to Improve the Efficiency, Effectiveness, and Sustainability of the CDC Strategic National Stockpile: Workshop Summary (2016) / Chapter Skim
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3 Studies and Reports Related to the Strategic National Stockpile
3 Studies and Reports Related to the Strategic National Stockpile
Pages 31-40
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To propose metrics for reporting program capability and informing improvement. 1 The National Biodefense Science Board was renamed in April 2014 to the National Preparedness and Response Science Board.
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The report's recommendations are listed in Box 3-1. A NATIONAL BLUEPRINT FOR BIODEFENSE: LEADERSHIP AND MAJOR REFORM NEEDED TO OPTIMIZE EFFORTS Ellen Carlin, co-director, Blue Ribbon Study Panel on Biodefense, and principal, Carlin Communications, presented on the report A National Blueprint for Biodefense: Leadership and Major Reform Needed to Optimize Efforts.3 She explained that the self-prescribed mandate was broad, covering the four pillars of biodefense as outlined in Homeland Security 3 See http://www.biodefensestudy.org/SiteAssets/1425-2139_BRSP_Report_100815b[1]
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2. Tailor SNS surge capacity: surge capacity should be restricted to include only materiel that cannot be appropriately provided through existing com mercial inventories and distribution networks (the Public Health Emergency Medical Countermeasures Enterprise [PHEMCE]
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She said that further challenges that persist within the MCM response architecture include lack of clear centralized leadership; lack of clear and consistent directives for coordination of state, local, terri torial, and tribal plans; lack of clear goals and objectives for response; and insufficient funding for health departments. The panel analyzed various modalities of distribution, such as the postal approach; Carlin contended that an optimal national mass prophylaxis capability would have to reach far beyond what the U.S.
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Burhans, senior executive, Tetra Tech, Emergency Management and Community Resilience, served as a special project advisor to the Association of State and Territorial Health Officials (ASTHO) report Public Health Emergency Medical Countermeasures Enterprise Review: A Strategic Report,4 completed in November 2013.
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The review methodology included the identification, cataloging, and review of relevant documents and websites; individual interviews with federal officials, state and city directors of public health preparedness, ASTHO Preparedness Policy Committee members, and other key informants; review of source documents describing ASTHO's current MCM portfolio; and the participation in meetings and conference calls conducted by ASTHO's Directors of Public Health Preparedness Executive Committee and Emergency Medical Countermeasures Steering Committee. Employing the methodology, according to Burhans, generated sig
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The first recommendation is to work to communicate the U.S. Postal Service dispensing model to the public health enterprise and find ways to support law enforcement participation in the execution of that model, because having sufficient law enforcement apacity c was determined to be a limiting factor in the actual use of that plan by many local and state health departments.
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communicating the federal rapid response plan to the public health enterprise, he described as essentially developing a concept of operations about how federal resources would be brought to bear to enhance local dispensing efforts. This also includes a federal continuity-of-operations plan, whereby essential personnel in federal agencies would be identified and provided with MCMs.
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Burel has been invited to be part of the DoD Medical Logistics Senior Steering Council, for example, which he referred to as a forum for sharing topics of discussion that the SNS has with PHEMCE, as well as how the agencies can mutually support each other in health emergencies.
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