Development of a standardized process improvement protocol to address elevated health care-associated infection rates on an incented quality scorecard

Yegge, Jeanne; Gase, Kathleen A.; Hopkins-Broyles, Diane; Leone, Carole; Trovillion, Ellen; Babcock, Hilary M.

doi:10.1016/j.ajic.2013.09.020

Cited by 2 publications

(4 citation statements)

References 3 publications

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“…Leadership attention was measured with three items adapted from Patient Safety Climate in Healthcare Organizations (PSCHO) ( 52 ) and the concept of leadership attention ( 28 , 31 , 32 ). PSCHO was an instrument for assessing patient safety culture with good reliability and validity.…”

Section: Methodsmentioning

confidence: 99%

“…Leadership attention in IPC means the commitment that leaders give to HAIs ( 27 ), which was mainly reflected in leadership behaviors, such as leaders support and participation in work in IPC ( 28 – 30 ), leaders supervision of work in IPC ( 31 ), and leaders attention to opinions on improving work in IPC ( 32 ), etc. Leadership attention, an essential part of leadership, is the key to strengthening the continuous improvement of the health system ( 33 ).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

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The mediating role of incentives in association between leadership attention and self-perceived continuous improvement in infection prevention and control among medical staff: A cross-sectional survey

Wang

Zhang²,

Liu³

et al. 2023

Front. Public Health

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ObjectivesPromoting improvement in Infection Prevention and Control (IPC) is an important part of improving the quality of care. The influence of leadership attention and incentives on the self-perceived continuous improvement in IPC has drawn a lot of attention, but relevant academic research is still lacking. The objective of this study is to explore the effect of leadership attention on self-perceived continuous improvement in IPC among medical staff and its underlying mechanisms.MethodThe 3,512 medical staff from 239 health facilities in Hubei, China, were surveyed online during September 2020. Data on leadership attention, incentives, and improvement in Infection Prevention and Control were collected using self-administered questionnaires. Correlation analysis was used to analyze the relationship between leadership attention, incentives, and improvement in Infection Prevention and Control. Amos 24.0 was used to analyze the mediating role.ResultsThe scores of leadership attention, incentives and self-perceived continuous improvement in Infection Prevention and Control were all high. The score of leadership attention was the highest (4.67 ± 0.59), followed by self-perceived continuous improvement (4.62 ± 0.59) and incentives in Infection Prevention and Control (4.12 ± 0.83). Leadership attention positively affected self-perceived continuous improvement in Infection Prevention and Control (β = 0.85, 95% CI = [0.83, 0.87]). Moreover, incentives partially mediated the effect of leadership attention on self-perceived continuous improvement in Infection Prevention and Control among medical staff (β = 0.13, 95% CI = [0.12, 0.15]).ConclusionLeadership attention positively affects self-perceived continuous improvement in Infection Prevention and Control among medical staff, and incentives mediates this relationship. The present study has valuable implications for self-perceived continuous improvement in Infection Prevention and Control from the perspective of leadership attention and incentives.

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Section: Methodsmentioning

confidence: 99%

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

The mediating role of incentives in association between leadership attention and self-perceived continuous improvement in infection prevention and control among medical staff: A cross-sectional survey

Wang

Zhang²,

Liu³

et al. 2023

Front. Public Health

View full text Add to dashboard Cite

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“…Furthermore, 57 studies (46%) implemented protocols, pathways, and policies to improve adoption of prevention measures. 31,34,[39][40][41]43,46,53,[55][56][57][58]61,65,69,74,75,78,79,81,83,85,87,89,94,95,100,[102][103][104]107,109,113,[121][122][123]127,130,131,136,[143][144][145][150][151][152]154 In addition, 43 studies combined measures into a "bundle" of care practices. 33,40,42,43,…”

Section: Executionmentioning

confidence: 99%

“…112 Among the 125 studies, 26 (21%) used checklists to improve the adoption of evidence-based interventions. 30,36,52,64,66,69,71,75,77,86,97,111,113,120,123,126,132,134,140,143,145,146,157 Other studies used order sets, 75,103,149 electronic reminders, 101,115 and automatic stops for antibiotics 129 to create verification checks and to improve adherence.…”

Section: Executionmentioning

confidence: 99%

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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Development of a standardized process improvement protocol to address elevated health care-associated infection rates on an incented quality scorecard

Cited by 2 publications

References 3 publications

The mediating role of incentives in association between leadership attention and self-perceived continuous improvement in infection prevention and control among medical staff: A cross-sectional survey

The mediating role of incentives in association between leadership attention and self-perceived continuous improvement in infection prevention and control among medical staff: A cross-sectional survey

Implementation strategies to reduce surgical site infections: A systematic review

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