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Infection Control Program

in the Hospital

I.

Description of Program

Infection control has become a very


important issue globally especially
after the global pandemic of SARS
in 2003. It has become very clear
that countries should be prepared
in meeting such disease if it aims
to prevent and control such
diseases.

Critical to country preparedness in confronting


these problems is an existing national
standard on infection control that will be
followed and implemented by all hospital
facilities. These standards should be adopted
by all in order to ensure that transmissible
infections are prevented and/or contained.
Crucial to the successful implementation of
thee guidelines is the full cooperation and
participation of both the government and
private sector from its formulation and
development up to its finalization and
dissemination.

The Department of Health, therefore, created


the Technical Working Group on the
Development of Standards in Infection
Control in Healthcare Facilities. This group,
composed of active partners both in
government and the private sector, was
given the task of developing these standards
that will be adopted nationwide.
Moving forward, these standards will form the
basis for future policies and programs that
may be developed and implemented to
establish a strong, effective and relevant
hospital infection control network in the
country.

The Department of Health (DOH) operates


eighteen (18) Regional Hospitals and two
(22) Medical Centers deployed all over the
different regions. These hospitals are
generally tertiary category hospitals with
subspecialties in their clinical departments.

II. Problems encountered/Attitude/Budget

The General Appropriations Act of 2002 provides that


the hospitals use five percent (5%) of its budget to
support preventive-promotive health services.

In case of EVRMC - they do not have allotted


financial budget for Infection control Program. The
budget is usually taken from other Programs.
There are inherent difficulties in implementing
the preventive and promotive activities in the
retained hospitals.
First, the scope and breadth of the program were not
clearly defined. This resulted in an assortment of
activities being credited to the program

This gives the DOH poor management


control over the program and makes
program evaluation difficult.
Second, the hospitals budgets have been
reduced by as much as 25%
as part of the government cost-reduction
program. This situation has made it difficult
for them to support their operations. Thus a
5% slash off the budget to be used for
preventive activities will surely be resisted by
the hospitals

In case of EVRMC problems encountered are the following:


1.No presence of Full time Infection Control Nurse. The existing
chairman and trained specialist is also the nurse supervisor of
the OR department.
2. Supplies and Materials.- disinfectant
no budget for waste management
supp;ies like coded bags, rodents
pesticide.
3. Trained ICN need update, attend conferences.in house training
for all employees not,Preventive programs need to be

organized in hospitals so that it can impact on the


health
status of the community. These programs require
resources to be effective. The hospital

is hard up to provide such resources. It is best that the DOH limit its
activities and focus on one or two areas of preventive health. Health
education should be considered as a major tool and strategy.
Administrative support to create and maintain functional health
education activities is critical. regularly done.

4. Budget for the Health employees


-allotted for medicines
5. IT equipment needed like computer,
LCD projector for training and office
supplies.
6. In spite of this support, the DOH had
difficulty in getting the hospitals to
submit their action plans. At present only
eleven (11) hospitals have been able to
comply despite the intensive follow-up by
the DOH to obtain the action plans.

III. Intervention
Based on the planning template presented
in the first workshop held last March 2021,2002, the hospitals will develop activities
for their preventive program focused on the
seven identified major final output. These
are:
1. Family Health Services,
2. Environmental Health Services,
3. Healthy Lifestyle Promotion Services,
4. Health Emergency Management Services,
5. Infectious Disease Control Service,
6.
Degenerative Infectious Disease Control
Service.

On closer examination, it could be seen that


the hospital will need a considerable
manpower and funding support to
implement and sustain the program. In fact
the preventive program is a whole set of
operations. It will require a structure and a
system to run it effectively. It cannot just
exist on an ad-hoc basis. The participants
have been made aware of this. They were
encouraged to plan activities that would
build the foundations of
the program so that the program activities
can be seen through completion.

On closer examination, it could be seen that


the hospital will need a considerable
manpower and funding support to
implement and sustain the program. In fact
the preventive program is a whole set of
operations. It will require a structure and a
system to run it effectively. It cannot just
exist on an ad-hoc basis. The participants
have been made aware of this. They were
encouraged to plan activities that would
build the foundations of the program so that
the program activities can be seen through
completion.

A critical component to having an effective


ongoing
health education in a hospital is the degree of
administrative support given for such activities.

Administrative support can come in the form


of providing staff complement and funding,
provision for office space, ongoing training in
health education skills, and giving incentives
or recognition for staff participation.

Recommendation
Preventive programs need to be organized in
hospitals so that it can impact on the health
status of the community. These programs require
resources to be effective. The hospital
is hard up to provide such resources. It is best
that the DOH limit its activities and focus
on one or two areas of preventive health. Health
education should be considered as a
major tool and strategy. Administrative support to
create and maintain functional health
education activities is critical.

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