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    Hospital Impact can also be seen through:

    The Movement to Eliminate Hospital-Acquired Infections (HAIs)

    July 23rd, 2008

    (We've touched upon hospital-acquired infections in the past. Nick posted previously about how they conquered it in his hospital. Today we highlight one of the most common & costly infections in our nation's hospitals)

    Guest post by Thomas Cherry, RN, BSN

    [More:]

    A preventable epidemic is affecting hospitals nationwide, accounting for half of all major complications and ultimately compromising the health of each patient. Approximately one in 10 hospital patients will contract an HAI during their hospital stay according to the Centers for Disease Control and Prevention (CDC) resulting in as much as $3 billion in associated costs. With a determined interest in patient safety and quality care, local and national hospital administrators are implementing a series of initiatives aimed at eliminating these infections in order to secure their bottom line.

    One of the most common and costly HAIs is catheter-related bloodstream infections (CRBSIs). CRBSIs develop when bacteria—such as methicillin-resistant Staphylococcus aureus (MRSA)—enter a patient’s bloodstream through the channel created by a central venous catheter (CVC), which is usually inserted in patients in need of frequent and/or continuous injections of medications or fluids. CRBSIs can lead to endocarditis, clinical sepsis, multi-organ system failure and eventually even death. The CDC estimates that there are at least 250,000 U.S. cases of CRBSIs annually, with additional treatment costs of $35,000 per infection. As part of hospitals’ efforts to reduce their CRBSI rates, hospitals have implemented several practices, including, maximum sterile barriers, proper hand-washing guidelines, process control measures using checklists during procedures to ensure sterile technique is maintained, and the routine use of antibiotic-impregnated CVCs.

    As states begin to launch infection reporting sites and researchers identify best practices for reducing MRSA transmission, healthcare professionals must adopt practices to reduce CRBSIs and HAIs in their institutions. In addition, beginning October 1, 2008 as part of CMS-1533-P, Medicare will no longer provide hospitals with reimbursement for secondary conditions that are acquired during a hospital stay that are deemed preventable by following evidence-based guidelines. More than ever, healthcare industry leaders must strive to eliminate barriers to the adoption of prevention practices in everyday patient care in order to save lives and eliminate infections and extra treatment costs.

    Thomas Cherry is Clinical Product Manager of the Critical Care division of Cook Medical

    Comments:

    Comment from: Scott Hodson [Visitor] · http://mavhc.com
    Many American health systems are significantly underinvested in quality management Infrastructure, Process, and Organization. Perhaps the new Medicare reimbursement guidelines will provide hospitals and health systems with a strong incentive to develop a "world class" quality management foundation that includes:

    Strategy: including a clear linkage of quality and patient safety to the organizational strategy and a Board-driven imperative to achieve quality goals.

    Infrastructure: incorporating effective quality management technology, EMR and physician order entry, evidence based care development tools and methodologies, and quality performance metrics and monitoring technology that enables "real time" information.

    Process: including concurrent intervention, the ability to identify key quality performance "gaps," and performance improvement tools and methodologies to effectively eliminate quality issues.

    Organization: providing sufficient number and quality of human resources to deliver quality planning and management leadership, adequate informatics management, effective evidence based care and physician order set development, performance improvement activity, and accredition planning to stay "survey ready every day."

    Culture: where a passion for quality and patient safety is embedded throughout the delivery system and leaders are incented to achieve aggressive quality improvement goals.

    My firm has assisted a number of progressive health systems to achieve such a foundation, and to develop truly World Class Quality.
    Permalink 07/23/08 @ 12:37
    Comment from: Patrick [Visitor] · http://www.vecnamedical.com/medical/qcpathfinder.shtml
    In relation to Scott's thought......"monitoring technology that enables "real time" information"......Automated Infection Control Surveillance is becoming the norm.
    Permalink 07/23/08 @ 13:10
    Comment from: Taylor [Visitor] · http://www.cardinal.com/medmined/
    In relation to Scott's comments, culture change within hospitals must be an intrinsic part of tackling the increasing burden of hospital acquired infections (HAIs) and decreased reimbursement from CMS and other payors as it relates to HAIs. As such, a proven industry leader offers the greatest assistance in tracking and monitoring these infections through an objective, reproducible measure that effectively quantifies existing data from within hospitals. Patrick comments that “real time” infection surveillance is becoming the norm within the field. He is correct in assuming that it is becoming the norm, yet does not indicate this driving force (see link). To paraphrase Hippocrates, “As to diseases, make a habit of two things – to help, or at least, to do no harm.”
    Permalink 08/13/08 @ 10:58

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