INFECTION PREVENTION


ing, with follow up to review results; and the availability of the IPC team to address customer questions about compatibility and efficacy of CD products.” The E teams also function as “boots on


the ground” assistance for providers, Bur- bank continued. “They extend the voice of IPC to clinical customers,” she added. “Their role is to provide care and handle education to reduce repairs, lower equipment repair costs and increase equipment uptime.’ E’ knowledge of the devices and reprocessing are an asset as they have in-depth under- standing of the product portfolio and serve as the voice of the customer’ when convey- ing concerns about efficacy or compatibility between devices and reprocessing methods.” For Brandon anee, CCT, CI, CE,


CL, T, enior anager, Clinical Education, Key urgical, it really shouldn’t matter who goes to whom. “There’s no right or


wrong answer when it comes to who should seek out a relationship between IP and PD, and I fre- quently challenge both ster- ile processing and infection prevention professionals to seek out each other to develop a strong part- nership between the departments,” anee urged. “From my experience, some of the best relationships between IP and PD have been established by infection prevention taking a genuine interest in how they can support the sterile processing department.” IP should approach the PD first in devel-


Brandon VanHee


oping a professional relationship particularly from a regulatory and procedural perspec- tive, recommends anet Pate, D, N, Nurse ConsultantEducator, The uhof Corp. “The Infection Preven- tion leadership is very familiar with expectations from regulatory agencies, such as The Joint Com- mission and C, espe- cially related to the recent changes and expectation around COID-,” Pate told PN. “The development of a partnership between Infection Prevention and PD could greatly benefit both departments. By working together, the Infection Prevention lead- ership can take the newly developed guidelines/standards and develop new or updated policies and procedures which meet the guidelines benefiting both depart- ments. By reaching out to form partner- ships, Infection Prevention will increase the communication between departments, which may result in positive relationships for the future.” Pate also serves as a member of PN’s editorial advisory board.


Janet Pate


eth endee, CCT, CI, CL, CE, CPDT, CFE, Clinical Education Coordina- tor, PD, ealthmark Industries Co., actually laments IP extending a hand to PD as an “unfortunate” circumstance. Why It’s an attitude thing. “any in PD do not feel empowered to reach out beyond the walls of their department, even though PD activities often affect a facility far beyond the Operating oom,” endee acknowledged. “Central ervice activities, especially when centralized across a facility, have a huge influence on infection preven- tion. IPs must recognize and understand how crucial PD functions are to complying with survey standards. tarting a relationship or strengthening an existing relationship between these two important departments will add quality to any organization.”


Seth Hendee


SPD should lead the way egardless of attitudes, circumstances or situations, PD should take the initiative and engage with Infection Prevention, urges David agrosse, CL, CCT, Consultant, oneource. In fact, he believes PD should have been engaged with IP even before the pandemic and tries to allay fears through the value of influence. “PD will find that we have a willing partner who shares many of our objec- tives in fighting infection,” argrosse noted. “They will also find a great neutral – yet very influential –


David Jagrosse


department that can be one of our strongest allies. I say this as the structural and politi- cal environments within many healthcare facilities typically have PD reporting to the surgical suite orO managerdirector specifically. This may not always work for PD when there are pressures to potentially respond to requests from surgical services that may compromise, challenge or breach our best efforts to perform a task. In other words, it’s hard to disagree with your boss in most instances, particularly when that boss is your biggest customer. cience is science and standards are standards and they cannot be bent or broken. aving an unbiased structural and politically neutral ally against infection is invaluable in the hospital setting.” tephen Kovach, CFE, Educator Emeri-


tus, ealthmark Industries Co., emphasizes the inherent value of interpersonal contact that should motivate PD and IP to work together. “eaching out to others helps us to connect,” he said. “ltimately, it allows us to have a deeper relationship and understand


16 April 2021 • HEALTHCARE PURCHASING NEWS • hpnonline.com


the impact each depart- ment has and also how they dovetail’ into each other.” But Kovach also recom-


mends PD embrace politi- cal savviness and not limit its reach to IP alone. “The terile Processing professional should take the lead in approaching not only their IP pro- fessional but also the Director of isk an- agement,” he insisted. “Why The three can be a powerful force in bringing about change not only for the PD but throughout their facility.” imply put, IP and isk anagement usu-


Stephen Kovach


ally meet with C-suite staff while the PD leaders and professionals do not, according to Kovach, so this would enable PD to establish a relationship that earns them a presence at the table. “By being the person to approach others


first, you get a chance to bring them into your area and introduce them to your world and your staff and show them the impact of your staff and department on patient care and outcomes,” Kovach said. “It has been my experience in years past that many IP and risk managers have not spent much time in sterile processing and once they see the staff and what is being done in this department, [their] understanding helps bring about change for not only sterile processing but other areas of the facility as well.” Kovach acknowledges this shift is happening now. If only hospital departments kept up with regulatory requirements and fixed deficien- cies as they occurred then all these relation- ships would be seen as partnerships with “two professionals working in harmony for a greater cause,” sighed David Taylor, N, CNO, Executive ealthcare Consultant, esolute dvisory roup LLC. Taylor advises the best


way for PD to break any ice with IP is to invite them on a tour of the department. “fter the tour, ask


them to make C part of their routine and visit fre- quently, and not only on the morning shift, but to come tour in the evenings, nights and on weekends,” Taylor noted. “By providing an open-arms approach, you develop a relationship with IP that will benefit your department and staff. If the C leadership and their team are knowledgeable about infection prevention practices, and include those practices into their daily work routine, then the partnership between C and IP will be seen as collaborative.”


David Taylor


Editor’s Note: Taylor shares his touring experi- ence at https://hpnonline.com/21213928


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