What do you feel are the biggest challenges facing CS managers today?
budget cuts
techology and change
mangers
Commuication with staff/techicians and proper training of staff/techinicians
The crunch of multi-tasking and being asked to do more with less staff.
Management and inventory of loaner tray instrumentation.
Changing technologies, increased production, payscale for managers and staff in CS
changing standards and how they apply to my staff and department
retention of good employees
dealing with employee issues in a union environment
Training and Orientation
Change, adapting to and obtaining buy in.
Retaining qualified technicians and special sterilization requirements for vendor trays.
Quality staffing dedicated to do what is right.
RECOGNITION FOR CS TECHS
Budget restraints, staff knowledge, developing dedicated staff
Recognition of the value and knowledge of the CS/SPD's
CHANGE
RECRUITING AND KEEPING KNOWLEDGEABLE PERSONNEL
Improving relationship with the OR
changes
education, training and certification of staff.
challenge of getting Sterile Processing recognized as professionals
Not management 101 skills such as communication and time management. Today's managers need the information needed to manage a CS department. They need to know what quality indicators they should be tracking in their departments. They ne
Lack of support from Administration, especially in the continuing education area.
right decision making
Training is the main challenge!
Finding staff to do the mission of central supplu
budgetary constraints brought about increasing healthcare cost and operating with limited physical and manpower resources
The changing work force and better pay for those skilled workeres
Dealing with conflicts
Change and being able to adjust to the changes.
budget management, making sure all employees get certified
staffing
getting the importance of C.S. through and practices to the staff
Productivity measurements.
the salaries
Outsourcing
Support from senior manager and human resources.
Not letting go of the past. They are creating their own obsolence.
Recruitment & retention and education
having enough time to work side by side with the staff so that you have a better working knowledge of what goes on in the department
Certification for staff
retention
HIGHER WAGES
administion
Getting buy in from management on the importance of Central service and their role in the healthcare system.
Happy work envirorment
CS managers need a better appreciation for CS procedures
staff shortage
retention, compensation, training on new technology
rapidly changing environment
staff retention, keeping up with changing regulations
Time management
Hiring quality workers.
Implementing Standards
Keeping the staff informed of changes
Trained competent Staff
working within an ever tight budget
Not being able to get the equipment that you need to do the best job you can because technology is changing.
keeping staff with poor wages
maintaining a culture of quality
not enough staff, less time to do more.
CAPITOL FOR EGUIPMENT
to-have-staff-to-work
Finding, training, and keeping skilled technicians vs salary
staffing
Education per employee per each persons level of understanding
lack of money to educate the staff
finding cert skilled staff
Communicating more effictively with staff and departments who depend on SPD and training to all staff
Conflict Management
manage change
remaining cost effective
having resources necessary to fulfill your job
having resources necessary to fulfill your job
Support from our industry in making changes!
Managing admidst diversity
Finding adequately trained staff
too few staff
working effectively with todays work force and differing attitudes of a "new generation"; financial and budget issues; compliance with standards in a fast changing profession.
support from administration
Managers sit in their office and don't get into their department much, rely on their supervisors who flatter them that all is well miss how things are really done
Continuing lack of understanding, support and recognition of the vital work CS does
RETAINING STAFF BECAUSE OF SALARY ISUES
keeping up with technology and ever changing regulations
training allowsing time for education
qualified personnel( techs, supervisors, managers)
politics and environmental changes
retaining quality personnel
obtaining resources, capacity
They must have direct involvement in the processing of the instruments.
all of the changes in the o.r. as well as sterilizing
Budget
UNDERSTANDING
money, inventory
Identifying weakness in the dept., then concentrating on strengthening that area of weakness. Whether it is in decontamination, instrumentation, case cart, etc. these area need to have more focus on training and application.
the salaries and low moral
Comment length did not fit. Cannot be abbreviated
that staff does not like change
Personel rentention.
financial limits by hospitals
fffinances
staffing
finding solid certified technicians
budget constraints
The biggest challange in todays healthcare arena is having the ability to establish a well educated well respeceted by other departments
developing a positive relationship with the operating room
convincing Hospital Admin. teams that C/S is a professional department and the technicians should be considered as such and rewarded monitarily as such. C/S is still treated with a high degree of disregard and disrespect.
Following and implementing "Best Practices".
TRYING TO BRIDGE THE GAP BETWEEN CS & OR. GETTING THE OR TO SEE WHAT CS ACTUALLY RESPONSIBLE FOR PROCESSING. WE KNOW IN CS THE OUR BIGGEST CUSTOMER IS THE OR BUT WE DO SO MUCH MORE THEN THAT.
Super bugs, parameters, cost of needed items
pay awarded to CS Techs which affects turnover, need to have CS on the same level as Scrub Techs.
Dealing with customr service with employees who don't care
cost containment, qualified staff
Insurance companies refusing to pay for post op infections. Central supply is going to have to be more on their game so that the hatchet doesn't fall on their department. Excellent central supply performance is going to be much more scrutinized now.
Administrative support, staff competdence, wages for techs
keeping employees on track
getting there staff to become certified
Having staff know the importance of getting educated.
retention, health care facilities do not recognize the importance of the duties performed by central processing, and feel that this is a job that can be filled by unskilled labor.
lack of info
versity
Recruitment & retention of qualified employees.
Not knowing the proper work flow production.
retaining employees
cooperation of other departments, educating other areas of the hospital
Diversity in the workplace and empowerment
Team play
Not having the support, tools, staffing they need to succeed.
staffing levels, competency and increased demands of dwindling resources
Doing more with less, Rapidly changing technology.
administration
employee turnover
changes and staff conflicts
Finding CRCST certified techs.
Elimination of Managers Positions
heavy workload with increasing technology and new instrumentation
Employees pay rate from one hospital to another even in the region.
CHANGES AND NOT ENOUGH STAFF THAT IS TRAINED
maintaining a skilled work force
Budget
Others not understanding what we do.
evolving technology with its cost and maintenance issues
Education
Adapting to change and reduced budget/personnell
Turnover, finding experienced employees. Substandard Payrates
being recognized as professionals
Sterility standards because nobody will stand up to the manufacturers