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SARS and Kiribati: eyes wide open

Journal Article


Abstract


  • A comprehensive infection prevention and control programme (IPCP) is designed to control and prevent the

    transmission of infectious diseases within the healthcare environment and the community. Understanding how

    an IPCP is introduced within a health system can inform actions to encourage their adoption in other locations.

    This paper explores the adoption stages of an IPCP in a specific case situation of SARS.

    Data sources and analysis included: 1) Chronological and thematic analysis of IPCP documentation and

    assessments performed by local staff and external agencies/consultants, and 2) semi-structured interviews with

    local key informants and external agencies (using snow-ball sampling) with thematic analysis. Analysis was

    performed according to Everett Rogers’ Diffusion of Innovations for Organisations framework.

    The two key activities of the organisational innovation process were identified. These were: initiation and

    implementation. The initiation activity included: 1) agenda-setting: preparations for severe acute respiratory

    syndrome (SARS) in 2003 stimulated the identification of organisational IPCP deficits, and 2) matching: deficits

    were identified and the decision to adopt an IPCP innovation package was made. Implementation included:

    a) redefining/restructuring: identification of the components of an IPCP and how they best fit within the local

    health structure, b) clarifying: integration of IPCP into the health services and defining an infection control role

    within the nursing division and, c) routinising: the IPCP became an ongoing element in health service delivery. The adoption of the IPCP followed the classic Diffusion of Innovations Process for Organisations. The case

    study described serves as an example of IPCP adoption model in other low- and middle-income healthcare

    settings and suggests ways to utilise opportunities as they present.

Publication Date


  • 2012

Citation


  • Zimmerman, P., Yeatman, H., Jones, M. & Murdoch, H. (2012). SARS and Kiribati: eyes wide open. International Journal of Infection Control, 8 (1), 27-34.

Ro Metadata Url


  • http://ro.uow.edu.au/hbspapers/1800

Number Of Pages


  • 7

Start Page


  • 27

End Page


  • 34

Volume


  • 8

Issue


  • 1

Abstract


  • A comprehensive infection prevention and control programme (IPCP) is designed to control and prevent the

    transmission of infectious diseases within the healthcare environment and the community. Understanding how

    an IPCP is introduced within a health system can inform actions to encourage their adoption in other locations.

    This paper explores the adoption stages of an IPCP in a specific case situation of SARS.

    Data sources and analysis included: 1) Chronological and thematic analysis of IPCP documentation and

    assessments performed by local staff and external agencies/consultants, and 2) semi-structured interviews with

    local key informants and external agencies (using snow-ball sampling) with thematic analysis. Analysis was

    performed according to Everett Rogers’ Diffusion of Innovations for Organisations framework.

    The two key activities of the organisational innovation process were identified. These were: initiation and

    implementation. The initiation activity included: 1) agenda-setting: preparations for severe acute respiratory

    syndrome (SARS) in 2003 stimulated the identification of organisational IPCP deficits, and 2) matching: deficits

    were identified and the decision to adopt an IPCP innovation package was made. Implementation included:

    a) redefining/restructuring: identification of the components of an IPCP and how they best fit within the local

    health structure, b) clarifying: integration of IPCP into the health services and defining an infection control role

    within the nursing division and, c) routinising: the IPCP became an ongoing element in health service delivery. The adoption of the IPCP followed the classic Diffusion of Innovations Process for Organisations. The case

    study described serves as an example of IPCP adoption model in other low- and middle-income healthcare

    settings and suggests ways to utilise opportunities as they present.

Publication Date


  • 2012

Citation


  • Zimmerman, P., Yeatman, H., Jones, M. & Murdoch, H. (2012). SARS and Kiribati: eyes wide open. International Journal of Infection Control, 8 (1), 27-34.

Ro Metadata Url


  • http://ro.uow.edu.au/hbspapers/1800

Number Of Pages


  • 7

Start Page


  • 27

End Page


  • 34

Volume


  • 8

Issue


  • 1