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Whether it's soap-and-water handwashing or using an antiseptic hand wash, an alcohol-based handrub (ABHR), or a surgical hand antisepsis product, hand hygiene remains a cornerstone of infection prevention and control practice. Despite indications that hand hygiene can help control the transmission of infectious microorganisms as part of a multi-modal approach, as well as innovations in product and dispenser design to enhance the user experience, hand hygiene rates remain sub-optimally low.

Hand Hygiene: A Guidebook Exploring a Key Foundation of Infection Prevention and Control

Discover how reducing hand hygiene observations from 200 to 50 per unit monthly can optimize infection preventionists' time, enhance safety culture, and improve patient outcomes.

Revolutionizing Infection Prevention: How Fewer Hand Hygiene Observations Can Boost Patient Safety

According to new research, genomic surveillance is transforming health care-associated infection detection by identifying outbreaks earlier, enabling faster interventions, improving patient outcomes, and reducing costs.

Genomic Surveillance A New Frontier in Health  Care Outbreak Detection

Take 5 minutes to catch up on Infection Control Today®’s highlights for the week ending July 20, 2024.


Weekly Rounds: Antimicrobial Resistant Gonorrhea, CDC Speaks to ICT, and More

A study at the 2024 APIC conference observed MRSA and Pseudomonas contamination in a new children's outpatient pulmonary clinic during construction and after patient use, highlighting significant infection risks.

Tracking Pathogen Contamination in a New Children’s Outpatient Pulmonary Clinic

Take 5 minutes to catch up on Infection Control Today®’s highlights for the week ending February 11, 2024.

Weekly Rounds: Care Coordination Is Too Complex, Operating Room Traffic, Diabetes, and More

The Future of Sterile Processing Leadership: Building Autonomy and Expanding Impact

At the upcoming HSPA conference, Kevin Bush, Jr, enterprise director of shared surgical services for Emory Healthcare, in Atlanta, Georgia, will present on the 5 essential management skills sterile processing (SP) leaders need for success at the Healthcare Sterile Processing Association Annual Conference held in Louisville, Kentucky, from April 26 through 29, 2025. His presentation results from years of research and hands-on experience, shaped by frequent questions from nursing leaders on what makes a great sterile processing manager.

“I will be presenting on the five management skills that I believe sterile processes, and leaders of today will need to be successful,” Bush said. “I was inspired through a number of emails I've received questions from nursing leadership about how to pick a great start processing leader, and I just kind of developed this presentation over the years based on some research about management as well as some of my personal experiences. And what I've seen out in the market.”

Bush emphasizes that sterile processing leadership is multidimensional. Leaders must be well-versed in technical tasks, patient safety, risk management, accreditation, human resources, and health care operations. This multifaceted role requires a dynamic skill set that transcends traditional technician training. SP leaders must be equipped to manage budgets, analyze staffing needs, and articulate their department’s contributions to surgical outcomes, patient length of stay, and overall hospital efficiency.

Bush says one of the most pressing challenges is the lack of professional autonomy. Many SP departments report under nursing, supply chain, or operational leadership, rarely with full control over their own clinical outcomes. This lack of authority can hinder effective decision-making and accountability. He advocates for dedicated SP leadership with a clear voice at the table and the authority to standardize practices, track quality metrics, and manage performance independently.

“One of the biggest challenges that I've kind of thought about, and I'm in the process of researching, has been professional autonomy, and it's because the role has grown out of a subset of nursing surgical technology, and now we have sterile processing fully working as partners in between those groups,” Bush said. “But oftentimes, organizations will place the start of processing under a nursing leader. Sometimes it's under material management, and sometimes it reports to the operational leader. So, I think probably one of the biggest challenges that start processing leaders are dealing with is having professional autonomy and actual control over their work in an environment that can be very intense at times.”

Bush also highlights the persistent friction between SP and the operating room, which often stems from historical clinical hierarchies rather than collaboration. Bridging this divide, he argues, starts with mutual understanding and interdependence.

The HSPA conference offers leaders a platform to recharge, gain new insights, and connect with peers across the country and the world. For SP professionals striving for recognition, voice, and impact, it is an opportunity to learn how to claim their place as essential, strategic partners in patient care.

Sterile processing leaders need more than technical expertise—they require business, collaboration, and leadership skills to gain autonomy, improve outcomes, and elevate the role within health care.

Conference

Bridging the Gap: Why OR Nurses Must Understand Sterile Processing to Boost Safety

Kevin Anderson, MBA, BS, CRCST, presented "Critical Sterile Processing Knowledge: Enhancing OR Efficiency and Safety " at the Association of periOperative Registered Nurses in Boston, Massachusetts, from April 5 to 8, 2025. The presentation kept the audience engaged, laughing, and learning.

® caught up with Anderson. “[My presentation] was all about sterile processing [SP] and how nurses could implement some different practices to better partner with SP for better efficiency and patient safety,” Anderson said. “The key takeaway is that we have to get curious about SPD [SP department]. We must walk a mile in their shoes. Cross-training would be great; more than a couple of hours a day would be ideal, and a week would be even better. But get curious about it. Learn about insulation testing, learn about shavers, all these complex devices that we use every single day.”

During the presentation, Anderson began by stating that key SP procedures can enhance patient safety and reduce surgical site infections (SSIs). His presentation focused on strategies involving the operating room (OR), the SPD, and the SP manager. As a previous OR nurse, Anderson is in a unique position to understand both sides of the exchange. His presentation was to explain to perioperative nurses what happens in the SPD.

One of his first comments about the complexity of what happens in the SPD was, “If you’re not doing [SPD procedures] right, only a few minutes will suffice, I guess.” This comment drew a laugh from the audience. A few minutes are not enough to learn all that goes on in an SPD. He explained in depth how SPD processes are “time-consuming.”

Anderson discussed shavers, saying that these “complex devices” are a “known cause of SSIs.” He said that the implementation of strategies is at the point of use. He encouraged the audience to “educate yourself,” and to round together with the SPD and OR leaders.

He also discussed training and highlighted the CNOR certification, even for perioperative nurses, and encouraged SPD departments to bring in independent consultants to gain a new perspective on how to improve SPD processes. 

Sterile processing expert Kevin Anderson urges perioperative nurses to deepen collaboration with SPD teams to enhance OR efficiency, reduce SSIs, and improve patient outcomes.

Damien Berg, BA, BS, CRCST, AAMIF is the vice president of strategic initiatives for the HSPA.

HSPA 2025: Innovation, Inspiration, and Impact in Louisville

As the Healthcare Sterile Processing Association (HSPA) gears up for its annual conference in Louisville, Kentucky, excitement is building across the industry. Marking a full-circle moment for many, this year’s event returns to a city last visited in 2010 and promises to be one of the most impactful yet. With record vendors and international attendees, HSPA 2025 is tracking attendance close to pre-COVID-19 levels despite funding issues.

To learn about the exciting events scheduled at the Kentucky International Convention Center, 

) reached out to Damien Berg, BA, BS, CRCST, AAMIF is the vice president of strategic initiatives for the HSPA.

Berg is excited about the conference, and it shows in his voice and smile. He explained that the conference would be set in a highly walkable downtown area with hotels conveniently connected to the conference center. This year’s gathering was structured to optimize learning, networking, and community connection. The weekend starts with preconference workshops and chapter meetings on Saturday, followed by main conference sessions starting Sunday, and a packed schedule through Tuesday, including a robust lineup of speakers, education tracks, and expo events.

 an exciting scoop: One of the most heartwarming highlights is a charitable initiative from HSPA’s nonprofit foundation.

“[The surprise is] donated through the foundation and through one of our prime sponsors, which is Solventum this year, so we're really happy to be able to do that for a give back to the children's hospital in the local community of Louisville.”

New this year, Berg said, is the launch of “HSPA TV,” an innovative booth experience where key figures and attendees will be interviewed about sterile processing, career pathways, and why conference attendance is vital. The goal is to produce meaningful video content to be shared with C-suite executives, policymakers, and even high school counselors to promote the field and secure future support.

One major portion of the conference will also feature critical updates on AAMI standards from HSPA leaders. Topics will include newly published and in-progress documents related to water quality, low-temperature sterilization, and UV disinfection. Berg explained, for the first time, attendees will receive a practical takeaway—likely in the form of a QR code or printed handout—that crosswalks terminology, relevance, and committee membership, empowering them to explore standards work and even join committees themselves.

“We're going to review the upcoming standards that have been approved and published for 2024 and even 2025,” Berg said. “One just got published last week, the transportation document, which is exciting. So, we'll talk about water quality, low temperature, and transport. Then, we're going to discuss upcoming documents. I'm working very closely with the UV disinfection standard. Once SD 79 is opened, we'll start working on that document. There are also a few other critical documents out there for our end users.”

Beyond the agenda, the deeper purpose of the conference is to recharge sterile processing professionals. Maintaining motivation and pride can be challenging with sterile processing, which is often a behind-the-scenes role. The event serves as a reminder of the profound patient impact made by technicians—underscored by personal stories, such as the recent surgery of Berg’s wife, reinforcing the essential role of every technician who prepared her surgical instruments.

Berg also discusses burnout and the demanding nature of health care roles. HSPA emphasizes the importance of self-care, professional development, and staying connected to the mission. Conferences like this one provide technical education and emotional inspiration, reaffirming the value of every sterile processing professional in patient safety.

“Now, we all have good days and bad days, but you can't dwell on the bad days. You need to have more good days than bad days, especially when considering a person, patient, or outcome. Because we don't get to see the patients go home. We don't get to see them say thank you. We don't witness that, but we should, internally, recognize that it's happening. So, I believe the significant challenge for us is to keep our professionals aware of their importance, ensuring they remain current and up to date on standards, education, best practices, and, more importantly, self-care. They need to take care of themselves to have pride in what they do.”

Looking ahead, HSPA is also expanding its influence into emerging areas such as veterinary medicine, dental reprocessing, and infection prevention. With growing collaboration between associations like the Association for Professionals in Infection Control and Epidemiology, the Society of Gastroenterology Nurses and Associates, and AAMI, the sterile processing profession is poised to grow more integrated, respected, and vital than ever before.

Berg reminds us that HSPA 2025 is not just a conference—it is a celebration of progress, purpose, and the people who make safe surgery possible.

HSPA 2025 in Louisville promises inspiring education, charitable outreach, and professional growth, empowering sterile processing professionals through standards updates, networking, and renewed purpose in patient safety.

ICT interviews Damien Berg, VP of strategic initiatives, who promises HSPA education, outreach, and growth. It will empower sterile processing professionals through standards updates, networking, and renewed purpose in patient safety.


Catching Up With Damien Berg, BA, BS, CRCST, AAMIF, HSPA Vice President of Strategic Intiatives 

mproving Preoperative Bathing Compliance Through Standardized Protocols and Team Collaboration

Improving Preoperative Bathing Compliance Through Standardized Protocols and Team Collaboration

At Sinai Hospital and the University of Maryland Medical Center, a team of clinical leaders, Annet Adegboyega, DNP, MSN, BSN, RN, CNOR; Mihyun "Rose" Jang, MSN, MPH, BSN, RN, CNOR; and Renilda Tijones, MSN, BSN, RN, CNOR,

identified an issue with low compliance in preoperative bathing among surgical patients. Recognizing the connection between preop hygiene and surgical site infections (SSIs), they launched an initiative to evaluate and improve the process across multiple departments.

To learn more about this study, “Rethinking Preoperative Washing: Necessity and Effectiveness,” which was presented as a poster at the AORN Global Surgical Conference & Expo held April 5 through 8, 2025, in Boston, Massachusetts.

The project began with a literature review comparing the effectiveness of chlorhexidine gluconate (CHG) and antimicrobial soap. Surprisingly, the evidence revealed no significant difference between the two products in reducing SSIs. The team concluded that what mattered most was not which product was used but how consistently and correctly it was applied.

One of the early findings was the absence of standardized protocols. Each unit approached preoperative bathing differently, leading to confusion and gaps in patient care. In response, the clinical outcomes team developed and implemented clear, evidence-based protocols. These were distributed hospital-wide and supported with training to ensure both outpatient and inpatient staff understood the procedures.

“We started doing a literature review on how we can improve our compliance for preoperative, bathing, and surgical patients,” Jang said.

After the literature review, we found that either antimicrobial soap or CSG fat has no significant differences in effectiveness in surgical site infections. So, our evidence-based recommendations are first having standardized protocols.”

To measure success, compliance dashboards were created using Tableau, allowing real-time tracking across units. Monitoring not only highlighted areas of improvement but also reinforced accountability. Equally important was educating nurses about the clinical rationale behind pre-op hygiene. Many inpatient nurses lacked familiarity with its role in infection prevention, and targeted education helped increase engagement.

A core insight from the project was that CHG wipes alone are not the answer. If patients didn’t understand how to use them—or couldn’t afford them—the protocol failed. By recognizing that a regular bath could be just as effective when properly completed, the team emphasized accessibility and patient-centered care.

“So the main takeaway is that it's not really about whether CHG is more significant in reducing SSI, or whether it's a regular path,” 

 said. “There aren't enough studies out there that provide a direct relationship between CHG and SSI. SSI is always seen as a multifaceted effect of a certain bundle, and CHG is just one of them. So that's really an opportunity there. What we are looking at in this project is really compliance.”

Ultimately, the initiative succeeded through teamwork, communication, and practical solutions—demonstrating that sustainable change in infection prevention depends as much on collaboration as it does on clinical science.

“This was really great working on because we are a team,” Adegboyega said.

One of the main points I want to put out there, or the main point, is that always working as a team. You cannot do it a lot, and change cannot happen with just one person. It's always a team effort, which also includes other patients.”

A multidisciplinary team tackled low compliance in preoperative bathing, showing that standardization—not product choice—drives surgical site infection prevention and patient safety outcomes.

APIC 2025 President Carol McLay, DrPH, MPH, RN, CIC FAPIC  HHS Layoffs APIC

The sudden wave of layoffs at the Department of Health and Human Services (HHS) and the Healthcare Infection Control Practices Advisory Committee (HICPAC) has sent ripples across the infection prevention community. In a recent discussion with 

, 2025 APIC president Carol McLay, DrPH, MPH, RN, CIC, FAPIC, FSHEA, offered a sobering assessment of the short- and long-term consequences of these drastic staffing cuts, which have impacted thousands of public health professionals nationwide.

According to McLay, the announcement—though not unexpected—still struck a harsh blow to the infection prevention workforce. Many within the field had anticipated federal pullbacks in public health investment, but the scale and swiftness of the layoffs have created a wave of uncertainty and concern. Public health departments, including CDC divisions focused on hepatitis and HIV, are already experiencing the fallout.

"I think it's going to take some time for health departments and any of these agencies to figure out where their priorities are," McLay said. "Now with a reduced staff, my understanding is that they have not really received any information at all or any internal direction as to what they need to prioritize. So I think there's a lot of mass confusion going on in these departments currently, so hopefully at some point that will clear and they will be able to prioritize, [and] what those priorities will look like."

These cuts come when infection prevention teams are already under strain from the residual impact of the COVID-19 pandemic. According to McLay, entire departments are being dismantled without clear communication, direction, or transparency. Local and state health departments, many of which rely on federally allocated grants to conduct outbreak investigations and deliver essential services, have been left in limbo.

The loss of this infrastructure has direct implications for infection control. With fewer personnel, key outbreak investigations—such as those linked to foodborne illnesses—may be delayed or missed altogether. Hospitals may struggle to contain healthcare-associated infections (HAIs), and there are growing concerns about the capacity to respond to emergent threats.

McLay emphasized that infection preventionists (IPs) are particularly vulnerable. Already operating with limited resources, some hospital systems have started cutting IP positions. This diminishes the ability to monitor infection trends, enforce prevention protocols, and educate staff—ultimately increasing patient risk and driving up health care costs.

The ripple effect does not end at the hospital. Cuts to programs addressing tobacco cessation, obesity, and food security are likely to worsen comorbidities that heighten susceptibility to infection. Though often siloed from infection prevention discussions, these upstream social determinants directly influence patient outcomes and hospital readmissions.

McLay also expressed concern for the future of the profession. With 40% of IPs expected to retire within the next 5 years, workforce development has been a priority for APIC. However, the instability caused by the layoffs threatens to erode interest in public health as a viable career path. As a result, university programs in public health may face dwindling enrollment and potential closure, compounding the shortage of qualified professionals.

Despite the grim outlook, McLay underscored the importance of advocacy. APIC has activated its “Voice for Advocacy” initiative, which provides tools for infection prevention professionals and the public to contact their lawmakers. Organized action has made a difference in past advocacy efforts, such as preserving the Epidemic Intelligence Service (EIS) officer roles at the CDC.

McLay encouraged IPs to remain resilient, stay connected, and use their voices to fight for the resources and recognition they deserve. She urged the public to vote, advocate for their communities, and demand accountability from those in power.

"Stay strong, public health personnel. We love you. We need you. Don't give up. We are continuing to fight," McLay said.

As the health care system braces for the full impact of these sweeping cuts, the infection prevention community is left to manage not only the risk of pathogens, but the risk of being unheard.

Mass federal layoffs threaten infection prevention nationwide, with APIC president Carol McLay, DrPH, MPH, RN, CIC, FAPIC, FSHEA, warning of disrupted public health infrastructure, rising HAIs, and a diminished infection control workforce.

HHS Layoffs: ICT Chats With APIC 2025 President Carol McLay, DrPH, MPH, RN, CIC, FAPIC, FSHEA  

At the 2025 AORN Global Surgical Conference & Expo in Boston, Massachusetts, a Portuguese team, Paulo J. M. Brois, DVM, MSN, RN; Luisa M. P. Soares, RN; and Teresa A. Santos, RN, from the Baixo Alentejo Local Health Unit presented a transformative quality improvement initiative focused on enhancing operating room (OR) cleanliness. The poster was titled “Operating Room Cleaning and Disinfection: Education and Audit Program.”

Spearheaded by infection prevention and control (IPC) link nurses and health care technicians (HCTs), the project aimed to strengthen cleaning practices through education, auditing, and feedback.

The project began with a meticulous preparation phase. Experienced OR and IPC nurses collaborated to review existing protocols, identify deficiencies, and craft a structured training program tailored to the needs of HCTs. This included both theoretical instruction and hands-on practice. The project’s timeline ensured seamless integration with ongoing OR operations, avoiding disruption to patient care.

To establish a baseline, fluorescent markers were applied to high-touch surfaces in the OR before cleaning. After the usual cleaning routines, UV light was used to detect residual markers. The findings revealed specific areas that were routinely overlooked, providing critical data to shape the improvement strategy.

With this information, the implementation phase commenced. IPC link nurses conducted training sessions that emphasized the importance of meticulous cleaning and introduced the use of fluorescent markers and UV light as auditing tools. These training sessions empowered HCTs with both the knowledge and tools needed to improve cleaning practices. Regular audits followed, with nurses providing real-time feedback on performance—celebrating successes and guiding improvements where needed.

Outcomes were gauged through post-training audits. Compared to the baseline, missed areas were markedly reduced, reflecting improved adherence to cleaning protocols. The initiative not only elevated the physical cleanliness of the OR but also reinforced staff accountability and awareness.

The implications for perioperative nursing are profound. The project reaffirms the critical role of IPC link nurses in training, mentoring, and leading infection prevention strategies. It fosters a collaborative dynamic between nurses and HCTs, promoting shared responsibility for patient safety. Furthermore, it highlights how focused education and ongoing evaluation can cultivate a culture of excellence and vigilance.

A Portuguese hospital team significantly improved operating room cleanliness through targeted training, UV audits, and interdisciplinary collaboration, enhancing patient safety and infection prevention at AORN 2025.

Fluorescent Audits and Team Training Boost OR Cleanliness and Patient Safety

Discover how innovative strategies in scheduling, staff engagement, and continuous learning transformed a hospital’s environmental services, enhancing efficiency, employee satisfaction, and patient care standards.

Efficiency, Engagement, and Excellence: Revolutionizing Staffing inEnvironmental Services 

Transforming a health care institution’s environmental services requires balancing efficiency with high-quality standards while fostering employee engagement. 

 in Angola, Indiana, met this challenge with innovative leadership and collaborative strategies that prioritize fiscal responsibility and staff well-being.

Faced with a well-staffed yet underutilized team, environmental services leadership implemented a revolutionary scheduling model. By transitioning from 3 shifts to 2 and scaling weekend staffing, they reduced operational inefficiencies without compromising patient care. Staff input played a pivotal role, with a vote leading to adopting a “work every fourth-weekend” model, providing a better work-life balance. The strategy eliminated unnecessary overtime and reduced staffing costs by not refilling vacant positions, saving the hospital approximately $160,000 annually.

Darren Goff, executive director of hospitality services, spoke to 

and explained how Cameron Memorial Community Hospital successfully improved staffing by including the environmental hygiene staff. “I think if you stay the focus on employee engagement and keeping them involved with those decisions, I don't think it'll be any problem for anybody,” Goff said. “Again, it's nothing super I'm doing here. It's just about what we've done to improve the quality of people's lives, not just to people walking the door, but our own department, our own folks here, and make them feel like they're part of the process and decision-making.”

Crucially, no jobs were eliminated, and staff engagement remained a top priority. Open communication, regular feedback, and accessibility were foundational principles. The director met individually with employees, fostering trust and ensuring every team member felt heard and valued. Monthly split shifts allowed leadership to connect with second and third-shift staff, strengthening morale and cohesion.

Professional growth opportunities further empowered staff. A revised pay scale and training initiatives enabled employees to gain certifications, enhancing their skills and earning potential. The emphasis on continuous learning extended to leadership, setting an example of personal and professional development.

The results speak for themselves: Improved efficiency, zero overtime, high employee satisfaction, and impeccable cleanliness standards, as confirmed by external audits. By fostering collaboration, embracing change, and investing in people, the environmental services team at Cameron Memorial Community Hospital demonstrated that innovation and compassion can transform health care operations.

Video Series

Efficiency, Engagement, and Excellence: Revolutionizing Staffing in Environmental Services 

Cameron Memorial Community Hospital: An Example of How to Save Time and Money in Environmental Hygiene

Cameron Memorial Community Hospital’s proactive approach to waste management has set a new benchmark in operational efficiency, safety, and compliance. With rising transportation costs and regulatory demands, the hospital implemented innovative changes, transforming its protocols and achieving remarkable results.

The journey began with a critical evaluation of existing practices. “We realized we were categorized as a large pharmaceutical and hazardous waste generator, which seemed disproportionate for our 25-bed facility,” explained Darren Goff, Executive Director of Hospitality Services. 

The team identified inefficiencies, such as miscategorized waste, and addressed them with clear signage, reducing confusion among staff. These simple measures saved the hospital approximately $30,000 annually and reclassified them as a small generator.

The focus was on simplicity and clarity in high-risk areas like operating rooms and emergency departments. Reducing the number of waste receptacles and providing visual examples for proper segregation streamlined processes, allowing clinicians to concentrate on patient care. 

Training and communication played a vital role. Safety huddles across all shifts, annual competencies, and quarterly pulse surveys ensured staff stayed informed and engaged. This inclusive approach fostered collaboration and allowed staff to contribute feedback, driving continuous improvement.

Partnerships also proved invaluable. Working closely with infection prevention and quality departments, the environmental services team implemented quality checks and used UV disinfection dashboards to monitor progress. “It’s all about trust but verify,” the manager said, highlighting their focus on maintaining high standards.

The results speak for themselves: increased efficiency, significant cost savings, and a more informed, motivated workforce. Cameron Memorial Community Hospital’s waste management transformation demonstrates how clear communication, teamwork, and innovative practices can lead to lasting improvements in healthcare settings.

Learn how Cameron Memorial Community Hospital revamped waste management protocols through collaboration, signage, and team training, achieving efficiency, cost savings, and enhanced compliance in high-risk areas like ORs and EDs.

Streamlining Waste Management: How Others Can Learn From Cameron Memorial Community Hospital

Pharmaceutical waste challenges

 in Angola, Indiana, faced significant challenges managing pharmaceutical waste, from excessive disposal quantities to unclear waste segregation practices. With a budget-conscious approach and commitment to sustainability, the hospital implemented effective strategies to simplify and improve its waste management processes.

One of the primary issues was the hospital's classification as a large pharmaceutical waste generator, with over 1,200 pounds of waste annually. This designation came with higher fees and highlighted inefficiencies. A breakthrough occurred in 2021-2022, when the hospital partnered with the pharmacy and laboratory departments to identify key areas for improvement. One early success was reducing biohazard container use from 15 to 6, with further consolidation saving costs and streamlining workflows.

Signage played a critical role in the transformation. Clear, strategically placed labels helped staff identify appropriate waste streams, reducing errors. “It’s amazing what ends up in pharmaceutical waste bins—regular trash, specimen cups, even lunch leftovers,” said Darren Goff, executive director of hospitality services. By educating staff and emphasizing proper segregation, pharmaceutical waste was nearly halved to 656 pounds in 2022, keeping the hospital under the small generator threshold.

Training and accountability were equally vital. Staff participated in competency evaluations tied to annual and biannual assessments, reinforcing proper waste disposal practices. These evaluations not only ensured compliance but also fostered a culture of continuous improvement. “We want our frontline workers to feel informed and involved in decisions,” Goff noted.

Looking ahead, the hospital aims to explore alternative disposal companies and methods to further enhance sustainability. With plans extending to 2025, Cameron Royal is dedicated to finding innovative solutions to reduce costs and environmental impact.

This initiative not only improved pharmaceutical waste management but also inspired broader changes in departmental budgeting and accountability. “It’s about simplifying processes, saving money, and empowering our team to make informed decisions,” Goff concluded.

Cameron Memorial Community Hospital streamlined pharmaceutical waste management through signage, training, and collaboration, cutting waste nearly in half and saving costs while boosting staff competencies and accountability.

Reducing Pharmaceutical Waste: Challenges and Innovations at Cameron Memorial Community Hospital

Simplifying Cleaning Practices: A Team-Driven Approach to Efficiency and Safety

 in Angola, Indiana, undertook a significant change—consolidating cleaning products from 20 to just 7 primary options. The shift aimed to simplify procedures, reduce confusion, and empower staff while maintaining the hospital's high infection control standards.

The decision to streamline was driven by practicality and collaboration. “With 20 different cleaning chemicals, it was confusing for staff…and surveyors [alike],” explained Darren Goff, executive director of hospitality services, in this second in a series of interviews. “By narrowing the options, staff now use 4 core chemicals for cleaning and disinfection. This change alone led to immediate cost savings of $3,000 annually. “It’s not about making wholesale changes, but about working smarter,” Goff added.

A key factor in the successful implementation was team involvement. Staff were invited to test products and provide feedback before decisions were finalized in partnership with infection control. This inclusive approach not only improved buy-in but also reinforced the team’s expertise in environmental hygiene. Additionally, a hospital-wide product catalog was introduced, complete with illustrations, ensuring everyone was informed about the cleaning protocols.

Despite initial resistance—largely rooted in the natural discomfort of change—feedback improved over time. Quarterly pulse surveys highlighted both positive and constructive insights, enabling continuous refinements. Challenges included addressing staff concerns about product familiarity and ensuring that processes aligned with hospital safety standards.

The program also emphasized professional growth. A “Tech 1, Tech 2” initiative allowed staff to gain certifications, boosting morale and offering modest pay increases. Over 80% of the team participated, fostering pride and skill development.

The efforts of Cameron Memorial’s environmental services team have been recognized across the hospital, earning them the highest employee engagement scores. Goff concluded, “This isn’t just about cleaning—it’s about empowering people to make a difference in patients’ lives while keeping processes efficient and safe.”

Cameron Memorial Community Hospital streamlined cleaning practices by consolidating products, saving costs, empowering staff, and ensuring infection control. Collaborative efforts fostered efficiency, safety, and improved staff engagement. 

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