Infection preventionists often bring a unique set of skills to the table that significantly distinguishes themselves from their peers in the healthcare workforce. They possess specialized training in hospital epidemiology and equipment sterilization and disinfection, making them invaluable resources in any healthcare organization’s clinical teams, particularly in a Chief Medical Officer’s clinical staff. One such example of this value is evident in the recent steps taken by Jennifer Ormsby, DNP, RN, senior director of infection prevention and control at Boston Children’s Hospital. Ormsby successfully argued for increasing staff levels of infection preventionists by over 50%, demonstrating how these specialists enhance patient safety and care.
Unfortunately, many healthcare organizations across the country often contend with insufficient staffing in infection prevention and control programs. Ormsby and other influential voices in the healthcare sector, including the Association for Professionals in Infection Control and Epidemiology, have vigorously advocated for increased numbers of infection preventionists in various healthcare establishments following the COVID-19 pandemic.
In Boston Children’s Hospital, Ormsby identified a dearth of infection preventionists, particularly in ambulatory and procedural settings, and resolved to construct a compelling business case for augmented staffing. This was transacted with a systematic, data-driven approach that assessed and leveraged various parameters, such as the current rates of hospital-acquired infections and applied process measures like personal protective equipment audits, hand hygiene, and recent accreditation survey results.
Through detailing datasets and their implications, Ormsby was able to emphasize the vital role of infection preventionists in enhancing patient safety and reducing infections, especially in ambulatory and procedural contexts. This was particularly salient as the move towards outpatient care such as day surgery, in preference of inpatient settings, necessitates infection prevention staff to operate in these environments.
Ormsby’s business case also underscored the economic advantages for the organization in limiting infections. Notable nuances included the fact that hospital-acquired infections can cause payers to withhold reimbursement funds. Additionally, she highlighted the immense overtime costs endured by the hospital for the infection preventionist on-call staff and contact tracers, which totaled around $48,000.
After presenting her compelling business case to her organization, Ormsby’s team expanded from eight to 12 infection preventionists, which also included a manager of infection prevention. This expansion is not only beneficial to the hospital but also to the patients. The more adequately staffed infection prevention teams are, the more they can reduce infections, ensure safety, and improve hospitals’ bottom lines.
Source: https://www.healthleadersmedia.com/cmo/making-business-case-infection-preventionists