I believe that positive change within the SPD begin with understanding the essential roles of SP professionals . Those outside the department – from the operating room and other “ user ” departments ” to infection prevention , risk management , human resources and those in the C-suite ( among others ) — need to be educated about the SPD ’ s critical role in the delivery of quality patient care .”
profitability . Even so , in the SPD realm , specifically , it ’ s important to recognize that some key foundational changes must occur before positive , long-term improvements can occur .
Heightened focus on education , certification
I believe that positive change within the SPD begin with understanding the essential roles of SP professionals . Those outside the department – from the operating room and other “ user ” departments ” to infection prevention , risk management , human resources and those in the C-suite ( among others ) — need to be educated about the SPD ’ s critical role in the delivery of quality patient care . These people should be invited to the department to meet the SPD team and see for themselves all that goes into instrument reprocessing . They must also understand the importance of developing a department of professionals that is rooted in ongoing education and certification , and ensuring SP technicians have the tools and resources they need to succeed on behalf of the department and all the others it serves .
I strongly advocate requiring SP technicians and those in leadership positions within the department to become certified in their roles . Recruiting certified technicians and compensating for advanced skills and years of service can help set the framework for success in the department and in all areas of customer service . These qualified technicians can become part of a leadership development pool , which further reinforces value in the healthcare facility . Certification helps ensure that SP professionals possess the essential knowledge and skills necessary for managing their many essential departmental duties safely , effectively and consistently . Additionally , the ongoing education required for SP professionals to maintain their certification status helps ensure that these professionals stay on top of ever-evolving instrumentation , technology , standards and best practices to keep SPDs functioning at peak performance .
This knowledge helps drive quality and practice consistency – both of which are positive outcomes that will help others within the facility see SP professionals as the vital teammates they are . It will also help those at administrative levels of the organization to better understand that the SPD is the engine that drives the OR and other critical patient care areas of the facility . Often , that knowledge and understanding will help facilitate better communication and improved resolution when challenges or problems arise .
Healthcare organizations need to recognize that , often , the most qualified people to lead the department are those skilled technicians who understand the processes , challenges and innerworkings . Organizations just need invest in these professionals ’ leadership development and elevate them through mentorship , continuing education and advanced certifications .
Conclusion The pandemic has brought more than challenges ; it ’ s also provided an opportunity for change . This metamorphosis will continue to affect every aspect of operations within the healthcare segment . It ’ s up to each of us to embrace this change and turn it into a positive . As an SP technician with three certifications – CRCST , CER and CHL – I , personally , view this change as exciting and inviting . But we need more to lead this charge toward teamwork , recognition , professional development and the pursuit of excellence . Sterile Processing is a vital part of patient care and we must , as a team , be the leaders of this transformation .
Norman Thompson , MBA , CRCST , CER , CHL , is a sterile processing professional who has authored articles for the International Association of Healthcare Central Service Materiel Management since 2018 .
References :
1 . Health Information Technology Research Center . Continuous Quality Improvement ( CQI ) Strategies to Optimize Your Practice . National Learning Consortium . April 12 , 2013 .
42 november 2020 •
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