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In the Prevention for Healthcare Workers presentation we discuss facility infection control data from the 2002-2003 SARS outbreak in Taiwan. A great analysis was done on infection control methodology and nosocomial transmission. As the number of infected patients increased in Taiwan, the hospitals went from providing care to a virus transmission hub. We discussed what was learned and we can apply some of those lessons now.
Looking at this from a business perspective, the best process that produces the best outcome has the following features:
Minimal variation – no work arounds
Buy in from the process stakeholders
Transparency – who, what and why
Data driven – collect your own or learn from data and results of others
Creation by a team of process stakeholders
I am sure we can think of others, but this list gives us a good start. There should be a team in charge of setting infection control SOP at the unit level. Every staff member should know who is on that team. It should be representative of those who are at risk. The team should be receptive to the staff, democratic within itself, and transparent to all. Practicing good team dynamics would help as well.
If we follow the 2002-2003 SARS guide, that protocol begins outside the facility. That is where the most protection bang comes for the buck. But the bottom line is that there should be a well thought out plan (SOP) with a team backing it that is responsive to changes in the science and the needs of the staff. And it should be followed to the letter. The cost of variation could be yours or your co-worker’s health. Everyone should have access to the infection control SOP process in their organization. If it is not adequate, raise your hand and be a force for change. As the COVID-19 numbers increase, the stakes will certainly get higher.
