A Tight Glycemic Control Initiative in a Surgical Intensive Care Unit and Hospitalwide

Horst, H. Mathilda; Rubinfeld, Ilan; Mlynarek, Mark; Brandt, Michael T.; Boleski, Gail; Jordan, John R.; Gnam, Gwen; Conway, William

doi:10.1016/s1553-7250(10)36045-4

Cited by 3 publications

(6 citation statements)

References 26 publications

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“…33,139,155 In 7 studies, the role of team champions in SSI improvement efforts was described. 37,42,50,73,125,130,131 Team champions were enthusiastic individuals identified across the institution. They included frontline staff such as surgeons, anesthesiologists, nurses, and team members in leadership positions, including administrators and hospital executives.…”

Section: Engagementmentioning

confidence: 99%

“…73,100,125,156 Also, 15 studies highlighted the importance of partnering multidisciplinary teams with senior leaders. 45,51,70,75,81,84,91,111,113,117,130,137,139,147,156 Hospital leadership communicated to clinical staff the goals and expectations to decrease SSIs, and in some studies a designated hospital executive was engaged in the work, met with improvement teams, provided resources, and helped teams overcome organizational barriers. 42,130,156 Studies in LMICs frequently described multidisciplinary and multidepartmental efforts to prevent SSIs, fostering buy-in and input from providers and encouraging local ownership of the process.…”

Section: Engagementmentioning

confidence: 99%

“…45,51,70,75,81,84,91,111,113,117,130,137,139,147,156 Hospital leadership communicated to clinical staff the goals and expectations to decrease SSIs, and in some studies a designated hospital executive was engaged in the work, met with improvement teams, provided resources, and helped teams overcome organizational barriers. 42,130,156 Studies in LMICs frequently described multidisciplinary and multidepartmental efforts to prevent SSIs, fostering buy-in and input from providers and encouraging local ownership of the process. These QI initiatives were led and motivated by various groups, including the department of surgery, 91,94,95,106 clinical staff and clinical epidemiologists, 121 hospital management, 81 infection prevention control specialists, 56,129 pharmacists, 142 local investigators and clinical researchers (Table 2).…”

Section: Engagementmentioning

confidence: 99%

“…Traditional teaching methods included large-group workshops, didactics, and grand rounds. 34,50,64,130,131 Other methods included peer education, role playing, briefing and debriefing sessions, webinars, and live simulations. 36,37,43,48,64,100,111 Haycock et al 48 implemented an intensive education program that led to an 86% SSI reduction among cardiac surgery patients.…”

Section: Educationmentioning

confidence: 99%

“…36,37,43,48,64,100,111 Haycock et al 48 implemented an intensive education program that led to an 86% SSI reduction among cardiac surgery patients. Horst et al 130 had clinical nurse specialists and pharmacists teach the glycemic control protocol to nurses at the bedside. Two studies provided more intensive training, spanning months before intervention implementation.…”

Section: Educationmentioning

confidence: 99%

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Implementation strategies to reduce surgical site infections: A systematic review

Ariyo

Zayed

Riese

et al. 2019

Infect. Control Hosp. Epidemiol.

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Background:Surgical site infections (SSIs) portend high patient morbidity and mortality. Although evidence-based clinical interventions can reduce SSIs, they are not reliably delivered in practice, and data are limited on the best approach to improve adherence.Objective:To summarize implementation strategies aimed at improving adherence to evidence-based interventions that reduce SSIs.Design:Systematic reviewMethods:We searched PubMed, Embase, CINAHL, the Cochrane Library, the WHO Regional databases, AFROLIB, and Africa-Wide for studies published between January 1990 and December 2015. The Effective Practice and Organization Care (EPOC) criteria were used to identify an acceptable-quality study design. We used structured forms to extract data on implementation strategies and grouped them into an implementation model called the “Four Es” framework (ie, engage, educate, execute, and evaluate).Results:In total, 125 studies met our inclusion criteria, but only 8 studies met the EPOC criteria, which limited our ability to identify best practices. Most studies used multifaceted strategies to improve adherence with evidence-based interventions. Engagement strategies included multidisciplinary work and strong leadership involvement. Education strategies included various approaches to introduce evidence-based practices to clinicians and patients. Execution strategies standardized the interventions into simple tasks to facilitate uptake. Evaluation strategies assessed adherence with evidence-based interventions and patient outcomes, providing feedback of performance to providers.Conclusions:Multifaceted implementation strategies represent the most common approach to facilitating the adoption of evidence-based practices. We believe that this summary of implementation strategies complements existing clinical guidelines and may accelerate efforts to reduce SSIs.

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Section: Engagementmentioning

confidence: 99%

Section: Engagementmentioning

confidence: 99%

Section: Engagementmentioning

confidence: 99%

Section: Educationmentioning

confidence: 99%

Section: Educationmentioning

confidence: 99%

See 3 more Smart Citations

Implementation strategies to reduce surgical site infections: A systematic review

Ariyo

Zayed

Riese

et al. 2019

Infect. Control Hosp. Epidemiol.

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Creating a culture of performance excellence at Henry Ford Health System

et al. 2012

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Henry Ford Health System (HFHS) of Detroit, Michigan, has earned industry‐wide recognition by engaging its leaders to align the organization's strategic objectives with Malcolm Baldrige National Quality Award criteria and craft a comprehensive program to integrate performance to drive sustainable growth. One of the largest health care systems in the United States, HFHS developed a performance management approach that backed up standards of excellence with comprehensive training and development, established a performance improvement framework that emphasized analysis and review, integrated its communications systems with a renewed focus on innovation, and fine‐tuned its performance strategy to stoke agility throughout the organization. Results included a reduction in in‐patient mortality, innovations in health care best practice, enhanced employee engagement patient satisfaction, savings of almost $10 million over four years in relation to harm‐reduction efforts, and five national performance awards, including the Malcolm Baldrige National Quality Award in 2011. © 2013 Wiley Periodicals, Inc.

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The Henry Ford Health System No Harm Campaign: A Comprehensive Model to Reduce Harm and Save Lives

Conway

Hawkins

Jordan

et al. 2012

The Joint Commission Journal on Quality and Patient Safety

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A Tight Glycemic Control Initiative in a Surgical Intensive Care Unit and Hospitalwide

Cited by 3 publications

References 26 publications

Implementation strategies to reduce surgical site infections: A systematic review

Implementation strategies to reduce surgical site infections: A systematic review

Creating a culture of performance excellence at Henry Ford Health System

The Henry Ford Health System No Harm Campaign: A Comprehensive Model to Reduce Harm and Save Lives

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