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OBTAINING and REPLENISHING MEDICAL and NON-MEDICAL SUPPLIES

The amounts, locations, processes for obtaining and replenishing of medical and non-medical pharmaceutical supplies, including personal protective equipment, will be established before an event.  The process will need to go from mitigation to recovery stages.  Medical supplies would include anything used in the care of patients.  Non-medical supplies would include food, linen, water, fuel, and transportation vehicles.

Oro Valley Hospital will obtain and replenish medications and related supplies, non-medical supplies and personal protective equipment by working directly with vendors and CHS corporate to obtain and replenish as needed.

For those items that usage would exceed par levels as a result of a large scale incident or times that would expire (e. g., additional antibiotics, vaccines, PPE), a Mutual Aid Agreement has been developed to expedite receipt of items when needed.  The Southeastern Arizona Healthcare MOU Agreement references the agreement with the other healthcare organizations on response of assets (NIMS Element 15).

The amounts and locations of current supplies will need to be evaluated to determine how many hours the facility can sustain before replenishing.  This will give the facility a par level on supplies and aid in the projection of sustainability before terminating services or evacuating if the facility is unable to receive supplies.  The inventory of assets and resources that were discussed earlier in SECTION: Program Management is the starting point of par levels.

The processes for obtaining and replenishing those supplies once the par level has decreased will need to be identified.  This would include a list of the vendors and contractors that deliver and manufacture the supplies.  Most facilities have just-in-time delivery of supplies.  A stockpile within the company or corporation, stockpile with the local vendor, prepayment of supplies to be used in times of emergency, or regional purchase of supplies to be stockpiled in a warehouse are some ways of obtaining and replenishing supplies.  The disadvantage of these methods is the idea that one vendor would have enough for all hospitals within the region to deliver, but the supplies are not checked often for expiration or not located in a controlled environment, or the local, county, or state resources would pull that stockpile before hospitals could access the supplies for field use.  It is ideal to have other vendors outside of regional and state areas also available for delivery of supplies.  A disadvantage to supplies offsite would be a natural disaster where delivery of supplies would not be possible.

The importance of the number of hours of sustainability supplies is crucial to determine if services can still be rendered during a disaster.  The planning of the sustainability of Oro Valley Hospital without the support of the community within the first 96 hours should be a coordinated effort of the Emergency Management Committee and the departments over the six critical areas before a disaster has occurred.  Where supplies and alternative means are required to sustain 96 hours, resources and assets, alternative sources, and the sustainability at that point must be identified.  If near or around 96 hours cannot be sustained, policies and procedures are in place on the response that the facility may conceivably evacuate or temporarily close.  The Form II: Inventory of Assets has identified those resources and assets and the sustainability indicated in hours.

US Patent Numbers 7,720,998 B2, 7,836,207