| Sterile processing departments are, more often than | | | | Another issue with such vendor provided SPD |
| not, underserved by their administrative leaders. In | | | | consulting is that of cost. Programs like these often |
| many cases, this is resultant from two specific | | | | require that a facility commit to a lengthy contract |
| reasons: 1) Lack of understanding on the part of | | | | involving substantial cost. The problem with this is |
| hospital and other healthcare leaders of the invaluable | | | | that, a true expert in the field of sterile processing, |
| role played by the sterile processing department and; | | | | one who is both qualified and has extensive |
| 2) the fact that SPDs are non-revenue generating | | | | experience within the department, could enter a |
| departments but rather result in a heavy financial | | | | department, evaluate and diagnose the problem |
| "burden" to a facility. Never mind that the | | | | areas, and present solutions to correction in very |
| departments serviced by the sterile processing | | | | short time frame (at most a couple of weeks) and |
| department are generally all revenue generating and, | | | | of course this could be done at a fairly reasonable |
| as such, when sterile processing is less than efficient | | | | cost. This is so in that problems in the sterile |
| with respect to productivity, actual revenue | | | | processing department tend to be universal and |
| generation may be impacted in the respective service | | | | readily amendable by a qualified consultant. Vendor |
| areas. | | | | solutions are not so geared as to provide quick and |
| The results of such thinking as above are all too | | | | cost effective evaluations and corrections. |
| typical-understaffed SPDs, reduced productivity, | | | | The above issues have emerged in large part |
| process failures, increased error rate (and reduced | | | | because there was, until recently, no regulation or set |
| risk to patients), etc. Rather than seeking long-term | | | | standard for those marketing themselves as |
| solutions to such issues (e.g., hiring on more staff, | | | | professional SPD consultants. Now, however, this is |
| providing for material needs of the department) | | | | changing with the emergence of professional SPD |
| administrators all too often seek short-term solutions | | | | consulting certification, made available to qualified |
| such as outside, independent third-party consultants. | | | | individuals currently working in the field with options |
| There are several major issues with utilization of | | | | available for vendors as well. |
| third-party consulting firms and such consulting bodies | | | | When seeking out a consultant, ensure that the |
| that the administrator need consider. First and | | | | potential candidate holds the Certified Professional |
| foremost, most so-called SPD consultants in the | | | | SPD Consultant credential. The Certified SPD |
| employee of third-party consulting firms are either | | | | Consultant credential was launched by the Advisory |
| not actively engaged in the field of SPD or unqualified. | | | | Board of the Central Sterile Processing Initiative with |
| Second, most of the consulting programs offered by | | | | the goal of standardizing and elevating the profession |
| such vendors are merely a service created as an | | | | as well as providing a standard of competency to |
| entry point into a facility to garner business and vend | | | | ensure that a quality product is maintained in sterile |
| more profitable products, e.g., repair services, | | | | processing consulting. |
| instrumentation sales, etc. Such platforms typically | | | | Copyright 2010 by The Central Sterile Processing |
| lack substance and cause more harm than good in | | | | Initiative. All rights reserved. |
| the SPD department. | | | | |