Unfortunately, meaningful and ongoing dialog that addresses current departmental and organizational inefficiencies and opportunities – from both operational and fiscal perspectives – continues to elude some SPDs. Many times, it’s not that SPD staff aren’t willing to have these discussions, but rather that they may not be aware of the impact that communication has on sterilization outcomes. Further hindering the communication process between the SPD, its hospital customers and facility executives is that many SPD professionals, including managers, may never have been taught about basic business and management functions, and don’t know the right questions to ask to keep the SPD – and its customers — on the path to the success.

Memorial Hospital SPD Heena Rathod, SPD Lead Technician; Becky Carr, Technician; Dave Strickler, Technician; Michele De Meo, SPD Manager. Not pictured: Javier Loranzo, Technician; Les Bresnan, Technician

"Communication is absolutely critical for achieving success in the SPD, but it’s something that’s often lacking," confirmed Michele De Meo, sterile processing manager for Memorial Hospital, York, PA. "It’s something that I focus a great deal on in my own department, and I’ve seen the benefits firsthand."

Indeed, De Meo, an SPD manager for more than 15 years, has become a passionate advocate of staff empowerment through communication. She has laid the foundation for daily dialog rounds between her staff and the OR, which allows both departments to voice their concerns, address challenges and discuss opportunities for improvement – all of which can have a direct impact on sterilization success (as well as the success of every other step that comes before and after the sterilization process).

Each day, De Meo and an SPD technician pay a visit the OR. "We go up and ask how everything is going and see if there’s anything we need to know that will help us meet their needs and keep things running as smoothly as possible. If there’s a schedule change, we want to know that so we can prioritize our responsibilities, for example," she said. "It’s important for the SPD to break down the walls they often find themselves in, and take a more proactive role with other departments. How can you prioritize responsibilities and come to effective [resolutions] if you’re not having these regular discussions? You can’t have good, consistent outcomes in the SPD if you’re working in a silo."

Keeping the SPD quality-focused, efficient and on target with the organization’s current, near-future and long-range strategies is also imperative, and can only be achieved through effective communication and direct dialog.

De Meo stressed that an SPD simply cannot effectively establish an operational or capital asset budget if it is not collaborating with other departments and is not privy to the long-term growth strategy of the hospital.

"You need to be asking the right questions. Where are we now and where will we need to be in the future? What are the expected [case] volumes? Will the hospital be branching into new service areas or eliminating [current ones]? What about plans for bringing in any new surgeons? These are just some of the things the SPD must consider because they will have a very big impact on instrumentation and equipment needs, and also staffing needs," De Meo explained.

Failing to ask such questions could have potentially serious ramifications, including an insufficient supply of instrument trays or baskets, which De Meo pointed out could lead to excessive, inappropriate flash sterilization and other processing short-cuts, and even the need for unbudgeted overtime hours to keep up with increased demand. "If overtime hours eat into the budget, that could mean there’s not enough money to buy necessary instruments or equipment," she said. "When you have the right information to support the needs of the department and the needs of the organization, everything goes more smoothly."

A multidisciplinary committee that meets even quarterly could prove invaluable for keeping SPD staff – and others — in the loop, according to De Meo. Another approach she favors is conducting a so-called SWOT analysis, which allows staff to address any Strengths, Weaknesses, Opportunities, and Threats. She also believes it’s crucial that SPDs specifically ask to be part of physician group and department of surgery meetings to keep informed of any challenges, opportunities and process changes, and keep surgeons informed of the strategic goals of the facility – and any budgetary restrictions that may come into play. The SWOT analysis can serve as the foundation for these sometimes difficult discussions.

"Having supportive data is very important. If a physician wants a new laparoscopic device, for example, but the budget won’t allow it, you can explain where the facility is going in terms of strategic plan and [inform them] that while that new device may not be in the budget right now, it may be in the budget next quarter." And don’t underestimate the value of a physician champion who can help steer appropriate decision-making among his or her peers, she added.

Driving sterilization best practice starts with proper instrument cleaning