SELF-STUDY SERIES Sponsored by


October 2023 The self-study lesson on this central service topic was developed by 3M Health Care. The lessons are administered by Endeavor Healthcare Media.


Earn CEUs After careful study of the lesson, complete the examination at the end of this section. Mail the completed test and scoring fee to Healthcare Purchasing News for grading. We will notify you if you have a passing score of 70% or higher, and you will receive a certifi - cate of completion within 30 days. Previous lessons are available at www.hpnonline.com.


Certifi cation The CBSPD (Certification Board for Sterile Process- ing and Distribution) has pre-approved this in-service for one (1) contact hour for


a period of fi ve (5) years from the date of original publication. Successful completion of the lesson and post-test must be docu- mented by facility management and those records maintained by the individual until recertifi cation is required. DO NOT SEND LES- SON OR TEST TO CBSPD. For additional infor- mation regarding certifi cation, contact CBSPD - 148 Main Street, Suite C-1, Lebanon, NJ 08833 • www.cbspd.net.


HSPA (Healthcare Sterile Processing Associa- tion, https://myhspa.org) ) has pre-approved this in-service for 1.0 Continuing Education Credits for a period of three years, until August 30, 2026.


For more information, direct any questions to Healthcare Purchasing News (941) 259-0832.


LEARNING OBJECTIVES


1. Indicate the key professionals required for a leadership planning session.


2. Assemble the necessary information for an effective session.


3. Categorize quick wins, long-term goals, and strategic initiatives.


Sponsored by: Education Nation:


Sterile Processing Leadership Planning Sessions


by Sarah B. Cruz T


he patient experience is a planned event in healthcare. From the moment the patient begins seeing the doctor to the day they arrive for elective surgery, the individual triggers a cadence of events that will create their patient safety story. Even in the case of an emergency when a patient arrives “unexpectedly,” the professionals have had training and practice to prepare for what may need to be done in that par- ticular moment. Typically, the processes are pulled from learned and pre-designed processes put in place for moments like this. It is true that although we cannot prepare ourselves for every specifi c emergency or hypothetical situation, healthcare profes- sionals have demonstrated that we can prepare ourselves for intense and stress- ful moments by having core processes to default to. Every scenario, planned or not, in which a group of professionals can come together to pull from their exper- tise and carry out necessary actions that create the anticipated or needed outcome, can be attributed to a planning session. There is much to be said about the infl uence that an effective plan has on the ability to achieve much-needed outcomes, facilitate key performance indicators (KPIs), address corrective action, and ultimately infl uence the patient safety story.


Cadence & Forecasting Every day includes a process called forecast- ing. Much like the way this word is used to determine the weather for the week, surgi- cal forecasting allows perioperative and Sterile Processing (SP) leaders to predict the requirements and necessities of future surgical cases.1


This form of predictive


scheduling can be implemented as soon as the surgeon’s offi ce when the patient is scheduling surgery in a larger healthcare facility. This ability is a tool that creates a complete picture for the required series of events that must occur in order for that patient to have the surgery performed. That series of events is called a cadence. While the term cadence traditionally speaks to the


38 October 2023 • HEALTHCARE PURCHASING NEWS • hpnonline.com


rhythm of music, it has evolved to represent the professional activities that guide us.2 Cadences and effective forecasting are what allow for the operating room (OR) and SP staff to ensure that a surgical pro- cedure can occur. The multiprofessional group involved must be certain they have the resources available to accommodate the surgeon’s request.3


The recipe for surgery


always includes, but is not limited to, the availability of OR time, OR teams (nurses, surgical technicians, anesthesiologists, etc.), surgical theater equipment (monitoring, beds, etc.), and the surgical instruments needed to actually perform the procedure. These tools are the primary requirements for any type of effective planning.


Eff ective Response


The term “effective” in itself can be ambig- uous. Simply put, it means producing a desired result.4


The cadence is designed to


demonstrate if processes are being done the right way to achieve effectiveness. SP department training, standard works, and best practices are tools used to adhere to the approved cadence and self-supervised trans- fer of the learned skills required to effectively respond to a situation.5


The three compo-


nents serve as the primary infl uence that shapes the way SP professionals perceive, engage, and perform during the situation. An effective response is defi ned by its ability to yield the anticipated result. In conjunc- tion with the professional skills necessary to do so, SP professionals must be able to demonstrate interpersonal skills to respond effectively. High emotional intelligence (EQ) demonstrated through active listening, rais- ing empathy, inclusive language, and team problem solving are just a few EQ qualities that will contribute to the desired results. These skills are heavily relied upon to assuage high-stress situations with accu- rate and reactive responses. An example of this is seen when an add-on (a not previ- ously scheduled and/or impromptu surgical procedure) is scheduled. This can result in a frazzled, overexcited response if previous


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