ciation among our OR teams for CSP staff, and vice versa. It's easy to
cast blame on others when you don't walk in their shoes. When OR
teams understood everything CSP had to do, and how they were help-
ing them perform their roles, they stepped up their pretreatment
efforts. And our CSP staff are very happy with the OR teams because
their jobs are a whole lot easier when instruments are pretreated.
That's less gross decontamination they have to perform.
Lasting model
We've now implemented our pretreatment program at our other hos-
pital campus and at our surgery center. We feel we've created a lasting
model of quality and efficiency for pretreatment that will help us pro-
vide even more excellent patient care.
At the end of the day, it's not just about giving people instructions,
because as we all know, instructions have a way of getting misplaced,
compromised or flat-out ignored. The best way to roll out a process
change like this is to get buy-in, establish roles and change the cul-
ture. It has to become second nature or there's the possibility of fall-
off. If you put in the analysis and the work, and make the whole
process inclusive, you can do the same.
OSM
Ms. McGeehan (amcgeehan@hvhs.org) is the associate vice president of sur-
gical services at Heritage Valley Health System in Beaver, Pa.
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Infection Prevention
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