Gainwell’s Immunization Solution

The last few years have yielded many new or different challenges in the wake of COVID-19 and its numerous variants. Employers in most industries are experiencing a shortage of employees, resulting in overworked staff and reduced hours in some cases.

The healthcare industry is in the same boat, with a massive turnover of ~47% among immunization program managers (Source: Public Comment: July 22, 2021 ACIP Emergency Meeting - Association of Immunization Managers). This is a combined result of pandemic burnout, individuals retiring or finding new positions, a lack of access to the right resources and other factors creating this perfect storm.

Given that we need people to serve in the vital role of immunization program manager, I thought it might be helpful to offer some guidance to support people currently in this role or considering it. I’ve served in the Maine Immunization Program for 23 years—the last 10 as the director—and would like to share five valuable tips for succeeding in this role as you gain knowledge and expertise.

1. Seek a mentor.

Leverage someone else’s experience and lessons learned in this role. There is no need to reinvent the wheel or struggle through trying to understand the intricacies of cooperative agreements, core requirements and categorical funding.

A mentor can help you navigate those waters and get a better understanding of the road ahead of you. They’ve been in the same seat as you and can share knowledge, ideas and success stories to pave your way. A mentor can be your most valuable resource, helping you understand and meet your goals toward becoming a successful program manager.

2. Utilize your federal project officer and public health advisor.

Your federal project officer can help you understand the cooperative agreement and ensure funding is applied to the correct initiative and activity. They will also conduct a state site visit to ensure you are running a successful program. Building a strong working relationship here is key; your project officer will value you as the “eyes” in the state, upholding program requirements and ensuring vulnerable populations are getting the services they need.

A public health advisor is an insider who already serves a specific role in the state program. They will be a right-hand person to take you through projects and act as a liaison, outward facing to the community. For example, in Maine, my public health advisor served a Native American population and worked for the Commission Corps. So, she worked with me when I sought meetings with the tribal chiefs.

When working with your advisor(s), consider how can they assist you, strengthen community building and guide you through elements of your program. They can guide and mentor you, and that’s where they can provide real value.

3. Create relationships with local and community partners to support strategic planning.

When establishing relationships with external partners such as Rotary, make sure you are working toward a common goal. For example, if one core activity is to raise HPV immunizations over the next 4 years, try to work with any group that serves adolescents.

In Maine, for example, every spring, Rotary used to provide its members educational sessions on vaccines. You can also establish relationships with the Department of Education, advising school nurses on immunizations to prevent diseases and educating parents on any school vaccination requirements.

Remember that you’re all working toward the same goal—not competing but sharing values and strengthening relationships to widen the pathway toward better community health and awareness.

4. Join a committee with the Association of Immunization Managers (AIM) and the American Immunization Registry Association (AIRA).

Both groups are dedicated to sharing immunization information and to establishing a nation free of vaccine-preventable disease. They collaboratively bring immunization program leaders together as a community to provide resources, guidance and camaraderie.

These associations can be especially helpful during crises. For example, throughout the COVID pandemic, they provided a good sounding board, an outlet where we could share stories about hardships as well as best practices. You can get involved in different work groups where you can strengthen your skills, network and gain insights into what’s working in other programs.

AIM and AIRA can bring knowledge to immunization and registry managers to guide their work and share effective tools and practices.

5. Ask [a lot of] questions.

It can be overwhelming when you begin your role as immunization program manager. You must learn the requirements for a cooperative agreement, who your state partners are and the details of categorical funding. This can be especially challenging amid a health crisis like COVID.

Seek a mentor and ask questions. Eventually, you will gain enough knowledge and confidence to ask questions at larger meetings held by AIM and AIRA. And just remember that someday you may be leading one of these groups as you progress along your career path.

Let me sum up these key tips. Use what you have in front of you—from partnerships to senior or seasoned staff. Understand your mission so you can help build on it. There is nothing too small or large that you can’t work through to help improve outcomes. This can be a one-on-one conversation with a parent or physician or talking to a larger group of physicians about a new vaccine. You can make a difference with every conversation and contact.

We’re all working toward the same goal: to build solutions that help partners and all stakeholders raise immunization rates and simultaneously help program managers meet their requirements and aspirations.