The Ability of Intensive Care Units to Maintain Zero Central Line-Associated Bloodstream Infections

Department of Health Policy and Management, Johns Hopkins Bloomberg School of Public Health, Baltimore, Maryland 21231, USA.
Archives of internal medicine (Impact Factor: 17.33). 05/2011; 171(9):856-8. DOI: 10.1001/archinternmed.2011.161
Source: PubMed
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    • "Central line‚Äďassociated bloodstream infections (CLABSIs), which can occur when a central venous catheter is not inserted or maintained properly, have been the target of significant QI efforts because an infection can result in significant financial and nonfinancial costs to the patient, hospital, and society (Calfee, 2012; Scott, 2009). Defined CLABSI reduction programs have resulted in dramatic sustained reductions in infection rates; however, success is variable across organizations (Clancy, 2012; Lipitz-Snyderman et al., 2011; Miller et al., 2011; D. J. Murphy, Carrico, & Warye, 2008; P. Pronovost et al., 2006; Weeks, Goeschel, Cosgrove, Romig, & Berenholtz, 2011). Many have proposed that the context of a QI intervention is integral to success (Kaplan et al., 2012; Leonard, Graham, & Bonacum, 2004; Taylor et al., 2011). "
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    ABSTRACT: While preventing health care-associated infections (HAIs) can save lives and reduce health care costs, efforts designed to eliminate HAIs have had mixed results. Variability in contextual factors such as work culture and management practices has been suggested as a potential explanation for inconsistent results across organizations and interventions. We examine goal-setting as a factor contributing to program outcomes in eight hospitals focused on preventing central line-associated bloodstream infections (CLABSIs). We conducted qualitative case studies to compare higher- and lower-performing hospitals, and explored differences in contextual factors that might contribute to performance variation. We present a goal commitment framework that characterizes factors associated with successful CLABSI program outcomes. Across 194 key informant interviews, internal and external moderators and characteristics of the goal itself differentiated actors' goal commitment at higher- versus lower-performing hospitals. Our findings have implications for organizations struggling to prevent HAIs, as well as informing the broader goal commitment literature.
    No preview · Article · Nov 2015 · Medical Care Research and Review
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    ABSTRACT: Despite considerable efforts to improve healthcare quality and patient safety, broad measures of patient outcomes show little improvement. Many factors, including limited programme evaluations and understanding of whether quality improvement (QI) efforts are sustained, potentially contribute to the lack of widespread improvements in quality. This study examines whether hospitals participating in a Veterans Health Affairs QI collaborative have made and then sustained improvements. Separate patient-level risk-adjusted time-series models for two primary outcomes (hospital length of stay (LOS) and rate of discharges before noon) as well as three secondary outcomes (30-day all-cause hospital readmission, in-hospital mortality and 30-day mortality). The models considered 2 years of pre-intervention data, 1 year of data to measure improvements and then 2 years of post-intervention data to see whether improvements were sustained. Among 130 Veterans Affairs hospitals, 35% and 46% exhibited improvements beyond baseline trends on LOS and discharges before noon, respectively. 60% of improving LOS hospitals exhibited sustained improvements, but only 32% for discharges by noon. Additional subgroup analyses by hospital size and region found a similar performance across most groups. This quasi-experimental evaluation found lower rates of improvements than normally reported in studies of QI collaboratives. The most striking observation was that a majority of hospitals increased their rates of discharges before noon, but after completing the collaborative their performance declined. Future work needs to qualitatively and quantitatively assess what organisational features distinguish those hospitals that can improve and sustain quality.
    Preview · Article · Apr 2012 · BMJ quality & safety
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    ABSTRACT: Many efforts to improve healthcare safety have focused on redesigning processes of care or retraining clinicians. Far less attention has been focused on the use of new technologies to improve safety. We present the results of a unique collaboration between the VA National Center for Patient Safety (NCPS) and the Thayer School of Engineering at Dartmouth College. Each year, the NCPS identifies safety problems across the VA that could be addressed with newly-engineered devices. Teams of Thayer students and faculty participating in a senior design course evaluate and engineer a solution for one of the problems. Exemplar projects have targeted surgical sponge retention, nosocomial infections, surgical site localization, and remote monitoring of hospitalized patients undergoing diagnostic testing and procedures. The program has served as an avenue for engineering students and health care workers to solve problems together. The success of this academic-clinical partnership could be replicated in other settings.
    No preview · Article · Sep 2012 · Journal of Healthcare Engineering
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