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SPECIAL FOCUS


Nominator: Janet Pate, JD, RN, Director, Environ- ment of Care, Safety Officer, UAB; Noreen Costel- loe, Director of Marketing, Ruhof Healthcare Corp.


Challenge(s) faced: UAB, the University of Alabama at Birmingham, an interna- tionally renowned research university and academic medical center, and Ruhof Corp. customer, was chal- lenged to feed healthcare


providers and administrative staff at UAB hospitals and the remote COVID-19 testing site where hours-long shifts and busy schedules often left them no time to purchase food. Solution(s) derived: A “Meals for Heroes” campaign raised $76,000 and served 16,000 meals to front-line healthcare workers fighting coronavirus Influential, instrumental leaders: Meals for Heroes, which launched April 1, was a collaboration between the service manuals dvancement office and the  epart- ment of Food and Nutrition Services. It was created to help feed healthcare providers and administrative staff at UAB hospitals during the height of the pandemic. “The donation of meals through Meals for Heroes provided meals to lab personnel on April 20, during National Lab Apprecia- tion Week,” said Sherry Polhill, Associate Vice President for Hospital Laboratories, Respiratory Care and Pulmonary Function Services at UAB Medicine. “UAB Hospital Labs appreciate the Birmingham commu- nity for their generosity and acts of service.” UAB Football Head Coach Bill Clark with his wife Jennifer Clark, along with The Heart of Alabama Chevy Dealers, gave $10,000 to the campaign, which used gifts to place orders with local restaurants and caterers in an effort to help support community part- ners and bolster Birmingham businesses — many of whom provided in-kind meal donations, including Milo’s Tea Co., Jimmy John’s, Newk’s and many other restaurants. UAB Food Services worked with businesses to ensure specific food safety guidelines were met, and also served more than 5,800 meals to compassionate caregivers. “The outpouring of support from churches, synagogues, restaurants, busi- nesses and individuals in our community has been amazing,” said Charlotte Beeker, Associate Vice President for Food, Nutri- tion and Guest Services at UAB Medicine. “The donations made by these groups and so many others to support the Meals for Heroes campaign just shows what a great community we live in. Our healthcare workers have been heroic in their efforts during this pandemic, and our community


has een equally heroic in their flood of care and encouragement.” Prepped for tomorrow: When the Meals for Heroes campaign closed in early May, the remaining gift balance was $21,000, which Beeker says will be used to continue feeding healthcare workers continuing to care for COVID-19 patients.


Keeping track of essential medications


Organization: Vizient


Nominator: Dan Kistner, Group Senior Vice President, Phar- macy Solutions, Vizient


Challenge(s) faced: Essen- tial medication supplier survey: Transparency downstream in the sup- ply chain is as critical as


upstream. Visibility into raw material locations and finished-dose manufacturing yields important data in anticipating and managing potential supply disruptions. This became critical as both Asian and European countries began to shut down during the COVID-19 pandemic. Until now, suppliers often viewed this information as proprietary. Solution(s) derived: Vizient targeted suppliers of the  medications identified by Vizient as essential to the operations of a hospital. In addition, Vizient requested API (active pharmaceutical ingredient), manu- facturing location, finished-dose location, insight into current supply, as well as pro- jected supply for the next six-to-nine months. Influential, instrumental leaders: The Vizient COVID-19 pharmacy task force and our supplier partners who manufacturer these essential 200 medications collaborated in this process. Prepped for tomorrow: This solution


gives us increased transparency that allows us to understand and react better to poten- tial supply chain disruptions. Additionally, the database of information will be useful as additional interruptions occur whether that be a COVID-19 resurgence or another disas- ter that impacts countries (including the U.S.) that manufacturer pharmaceuticals.


Statewide partnerships link provider, supplier efforts


Organization: The University of Vermont Health Network


Nominator: Charles Miceli, C.P.M., Chief Supply Chain Officer and Network Vice President, University of Ver- mont Health Network, and Board Member, Patient Safety Movement Foundation


18 July 2020 • HEALTHCARE PURCHASING NEWS • hpnonline.com


Challenge(s) faced: The challenges grew quickly as the pandemic took hold around the world. Our supply chains, which previ- ously operated smoothly and substantially characterized as indirect procurement, were suddenly breaking down as demand for PPE and other supplies grew exponen- tially – seemingly overnight. Additionally, frequent regulatory changes on shore, near shore and offshore made securing and estalishing logistics for supplies difficult and timely. For example, one shipment arriving from China had to have “Hong Kong” redacted on each box by hand in order to clear Chinese customs. Solution(s) derived: The UVM Health Network and Dartmouth-Hitchcock are aligned on supplier resiliency efforts in using Resilinc and serving on the board of the Health Care Transaparency Initiative with providers, GPOs and suppliers. On Jan. 21, 2020, we both realized early on that sup- ply chain disruptions were on the horizon. We joined forces to source and procure PPE and other operational supplies. Surgeons gowns were our first joint purchase. In March 2020, a tripartite supply chain pursuit included the State of Vermont. Influential, instrumental leaders: We worked with the State of Vermont, the Ver- mont National Guard and companies like Medique USA, Trans-Border Global Freight Systems, STERIS, Medline and others to re-establish supply lines and secure the supplies needed by our frontline workers. Prepped for tomorrow: Our experience


responding to UVM Health Network’s supply chain needs during the COVID-19 pandemic has highlighted the importance of leveraging our internal resources and the skills of all of our staff. Additionally, by part- nering with others, we were able to divide and conquer the ever-growing list of tasks. These partnerships we established will continue as we move beyond the pandemic.


Unclogging the PPE pipeline


Organization: INTEGRIS Health Nominator: Micah Parker, Vice President, Supply Chain, INTEGRIS Health


Challenge(s) faced: The limited availability of personal protective equipment has been our biggest challenge, and we are still work- ing to meet the demand as many facilities are reopening elective procedures and trying to ramp up operations. CDC’s infec- tion prevention guidelines have changed since prior to COVID-19, requiring many caregivers to wear more PPE with increased protection. In addition, some organizations are requiring universal masking for all caregivers, patients and visitors. So, the demand for PPE really peaked at the onset


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