sterile processing
By Julie E . Williamson
A Case for Cost Analysis & SBARs : Ensuring SPD Gets What It Needs
Many sterile processing departments ( SPDs ) struggle to attain the appropriate resources , products , staffing and equipment to ensure their teams are able to manage their processes and practices safely and efficiently . But experts assure that cost analyses , when implemented executed properly , can help sway the C-suite ’ s purchasing decisions in a positive direction .
As Jamie Zarembinski , clinical educator for sterile processing for Key Surgical , pointed out during her April 25 session at the 2022 HSPA Annual Conference , an effective cost analysis can significantly help SP leaders leverage data to help paint a clear picture of what the SPD needs and why allocating the resources can help the department , its customers and patients and the collective healthcare organization .
“ The pressure is on the SPD to not only say ‘ We need this ,’ but also to share why ,” she said , noting that the right information presented on a cost analysis sheet can help set SP leaders up for success when meeting with those in the C-suite , especially when the request can result in improved safety , infection prevention and process efficiency .
Cost analysis is more than just asking for money for resources , however . Zarembinski reminded that it is a tool that helps organizations analyze and make informed decisions related to potential new products and requested resources . Put simply , it ’ s a process that helps decisionmakers quickly determine the value of a particular request . “ It isn ’ t enough to just say , ‘ I want that .’ A cost analysis can help you build a story , so you know where your money is going ,” she reasoned . If you can ’ t answer the question , ‘ why do we need it ?’ you won ’ t be able to get to the how .” To start , SP leaders can work on resource requests with their teams to determine wish lists and perceived necessities for the department . Zarembinski advocates for the creation of vision boards , allowing all team members to express visually and in writing their wants and needs , regardless of budget . “ Imagine $ 10 million was put into your budget and then determine what you want most and why . There is no goal too big for you to put on a vision board .”
From there , the team should explore their existing processes and practices to ensure safety and efficiency are being prioritized . Without that , improvements won ’ t be made , regardless of the new product , piece of equipment or resource acquired . “ You may want five new employees or another washer , for example , but you really need to assess your practices and [ rely on standards , best practices and instructions for use ] to help determine whether something else is going on that won ’ t be fixed by some new product or equipment . Otherwise , the new resource will just be a Band-Aid , and nothing will get better .”
Hit the High Notes
While telling the true story on a cost analysis sheet is essential for stacking the acquisition odds in the SPD ’ s favor , experts stress the importance of sticking to vital details , eliminating extraneous information that could muddy the request , and using data and scores that can be readily attained on the internet ( such as the facility ’ s healthcare-associated infection scores provided by the Centers for Medicare & Medicaid Services ) as a driving force behind the need .
A cost analysis sheet is relatively basic , and it should clearly help the C-suite determine the return on investment and value proposition for the facility . If a new washer is being requested , for example , it would be helpful to detail the department ’ s throughput and procedural volume to help establish the need and impact of the purchase — as well as the risks to the organization and patients if the acquisition does not happen ( e . g ., inability to meet surgical procedural volume , perils of operating a dated or poorly performing unit , and the increased risk of healthcare-associated infections as a result ).
One common and effective resource request technique is known as the SBAR , which stands for Situation , Background , Assessment , and Recommendations . The Situation portion is a brief and factual statement of the problem ( i . e ., a dated and poorly functioning washer that cannot keep up with the facility ’ s demands and patient safety needs ). The Background is used to highlight evidence-based guidelines and best practices ( essentially explaining that without the adequate tools , equipment and / or well-trained technicians , the SPD cannot safely and effectively perform its vital roles ). The Assessment portion allows SP leaders to share and interpret their findings . This should be written so that a person who doesn ’ t know much about day-to-day SPD operations can easily understand the basis of the concerns , noted Marie Brewer , CST , CRCST , CIS , CHL , CER , GTS , CLSSGB , Sterile Processing Manager for St . Luke ’ s Hospital . 1
The Recommendations section is the “ show me the money ” portion — the full-time equivalents , tools , machines and products SP professionals need to follow IFU and protect patients and staff members . 1 Proper documentation is also essential for making the case to the C-suite , Brewer explained , adding that photographs can be an effective way to document a problem and help connect the decisionmaker with the pain points of the Background section . She further stressed how citing or attaching evidence-based guidelines and publications that support the need for what is being requested can have a positive impact on the decision to sign off on a request . 1
Turning a No into a Yes Sometimes , the C-suite declines resource requests , regardless of how well the request was executed . Fortunately , perseverance can pay big dividends for SP leaders .
Zarembinski shared a story of one manager who , after being promptly turned down for a request for a new cart washer , immediately concluded the resource request meeting by inviting the CFO to the SPD to see the department in action . The CFO accepted the invitation and after spending just a brief period in the SPD and witnessing the processes — and bottlenecks associated with wiping down the case carts — responded quickly to ensure funds were allocated for a new cart washer .
“ Sticking your neck out a little and asking others to come in the department so they can see and understand the processes a bit and what goes on there can be very effective . Even if you get a thousand no ’ s , you can still get that yes .”
Julie E . Williamson is the director of communications / editor for IAHCSMM .