Ensuring an Effective Public Health Emergency Medical Countermeasures Enterprise (2021) / Chapter Skim
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4 Engaging Nonfederal and Private-Sector Partners and Stakeholders in PHEMCE's Mission
4 Engaging Nonfederal and Private-Sector Partners and Stakeholders in PHEMCE's Mission
Pages 51-66
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From page 51... ...
. The 2021 government report National Strategy for a Resilient Public Health Supply Chain similarly directed PHEMCE to "coordinate with relevant stakeholder groups to build and strengthen communication, identify and close gaps, and build collaborative solutions that more efficiently leverage government resources and stabilize private-sector investment" (HHS, 51
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INCORPORATING NONFEDERAL AND PRIVATE-SECTOR PARTNERS AND STAKEHOLDERS INTO PHEMCE DECISION MAKING While the federal PHEMCE partners set policy, secure resources, rchestrate the component functions, and manage programs, this commito tee recognizes the near complete dependence on nonfederal and privatesector partners and stakeholders. PHEMCE cannot achieve its mission objectives without the successful performance, expertise, knowledge, experience, engagement, and support of these partners and stakeholders, who also have a responsibility to actively understand PHEMCE's mission and communicate their needs and preferences.
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From page 53... ...
International Health Regulations Emergency Committee, which advises the director-general on when to declare PHEs of international concern (WHO, 2021a)
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That includes metrics, exercises, audits, annual reviews, and after-action analyses. As discussed in Chapter 3, these evaluations provide triangulating perspective on problematic issues such as appropriate turnover of products in the SNS and the readiness of partners and stakeholders who will play roles in PHEs.
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It needs trusted partners who know these groups' needs and concerns and can tailor trusted messages explaining its responses to them (IOM, 1999; NASEM, 2020; NRC, 2008)
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All of PHEMCE's federal agency members' business agreements should be transparent, providing vendors with clear, explicit and stable agreements as required by ethical business practices. Limits to Transparency The committee heard evidence suggesting both inappropriate sharing and inappropriate secrecy of sensitive information.
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By building up preparedness capabilities, PHEMCE can, and must, have a much more accountable system for developing and acquiring products amenable to effective use by nonfederal and private-sector partners and stakeholders for PHEs. As the nation's MCM coordinating body, it is essential for PHEMCE to ensure sufficient engagement and partnering with these nonfederal and private-sector partners and stakeholders is occurring, with appropriate metrics and evaluation in place to ensure that such partnerships are capable of the agile, adaptable response that is needed in a PHE.
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PHEMCE leadership, in consultation with its advisory committee, can ensure the long-term commitment, inside and outside government, to create these capabilities. The National Strategy for a Resilient Public Health Supply Chain directs PHEMCE to "coordinate a comprehensive public health supply chain talent and capability study to identify U.S.
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PHEMCE should engage the Centers for Medicare & Medicaid Services in creating these policies and encourage educational institutions, accrediting bodies, state education agencies, workforce investment boards, and professional societies to invest in programs for expected workforce needs, by projecting the demand for their graduates. PUBLIC HEALTH SUPPLY CHAINS AND STOCKPILING CONSIDERATIONS Public health supply chains, including the U.S.
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. The National Strategy for a Resilient Public Health Supply Chain directs PHEMCE to establish "transformative" business practices to secure the supply chains needed for MCM preparedness (HHS, 2021a)
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PBS funding used for initial MCM procurement rarely supports ongoing maintenance and replacement of the products after it is approved by FDA. In the past, the PHEMCE SNS Annual Review recommended tradeoffs when available SNS funds were insufficient to both maintain current capabilities and absorb additional products.
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, such as the Coalition for Epidemic Preparedness Innovations, Gavi, UNICEF, and the American Red Cross. PHEMCE should do the following: • formalize and expand coordination with these global entities; • look for lessons in the practices and experiences of bodies with different goals, capabilities, and national and organizational cul tures; different countries perceive threats differently, calling for improved surveillance, information sharing, and development of new tools, including point-of-care diagnostics and policies regard ing emergency deployment of assets related to personnel and stock pile sharing; • use the situational awareness from the collaboration to inform its understanding of the vulnerability and resilience of public health supply chains, as seen throughout the COVID-19 pandemic; • seek and share best practices; and • create the personal and organizational ties and trust needed in PHEs; its perspective and experience should also be included for international negotiations of critical trade deals, treaties, etc., as many of these are key to resilient supply chains for critical MCM.
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From page 63... ...
• The advisory committee should help aid PHEMCE in its commu nication with nonfederal partners, stakeholders, and the public. The meetings should be conducted with appropriate transparency, considering both public discussions and assurances of confiden tiality among members, in order to accomplish the intent of this objective.
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From page 64... ...
This should include assessing the intended purpose and value of the SNS annual reviews and whether they drove findings and recommendations that were tied to meaningful outcome measures, budget justifications, and accountability across PHEMCE. Any SNS expansion should be reviewed and validated through PHEMCE.
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2021a. National strategy for a resilient public health supply chain.
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whitehouse.gov/sites/default/files/microsites/ostp/PCAST-Influenza-Vaccinology-Report. pdf (accessed October 5, 2021)
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