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The National Response for Preventing Healthcare–associated Infections

Infrastructure Development

Datos Bibliográficos

ID9101940
AutoresPeter Mendel (0000-0002-2816-9559, RAND Corporation, autor de correspondencia), Sari Siegel (Impaq International (United States)), Kristin J Leuschner (RAND Corporation, autor de correspondencia), Elizabeth Gall (Impaq International (United States)), Elizabeth M Gall, Daniel A Weinberg (Impaq International (United States)), Katherine L Kahn (University of California, Los Angeles, autor de correspondencia)
Año2014
Volumen52
NúmeroSupplement 1
PáginasS17-S24
Fecha de publicación2014-02-01
Peer ReviewedSí
Open AccessNo
TipoARTICLE
RevistaMedical Care (JOURNAL)
Identificadores de la revistaISSN: 0025-7079 • E-ISSN: 1537-1948
EditorialOvid Technologies (Wolters Kluwer Health) (PUBLISHER)
DOI10.1097/mlr.0000000000000044
PMID24430262
OpenAlexW2321745619
IdiomaEN
Citas recibidas1
Referencias citadas2

BACKGROUND: In 2009, the US Department of Health and Human Services (HHS) launched the Action Plan to Prevent Healthcare-associated Infections (HAIs). The Action Plan adopted national targets for reduction of specific infections, making HHS accountable for change across the healthcare system over which federal agencies have limited control. OBJECTIVES: This article examines the unique infrastructure developed through the Action Plan to support adoption of HAI prevention practices. RESEARCH DESIGN: Interviews of federal (n=32) and other stakeholders (n=38), reviews of agency documents and journal articles (n=260), and observations of interagency meetings (n=17) and multistakeholder conferences (n=17) over a 3-year evaluation period. MEASURES: We extract key progress and challenges in the development of national HAI prevention infrastructure--1 of the 4 system functions in our evaluation framework encompassing regulation, payment systems, safety culture, and dissemination and technical assistance. We then identify system properties--for example, coordination and alignment, accountability and incentives, etc.--that enabled or hindered progress within each key development. RESULTS: The Action Plan has developed a model of interagency coordination (including a dedicated "home" and culture of cooperation) at the federal level and infrastructure for stimulating change through the wider healthcare system (including transparency and financial incentives, support of state and regional HAI prevention capacity, changes in safety culture, and mechanisms for stakeholder engagement). Significant challenges to infrastructure development included many related to the same areas of progress. CONCLUSIONS: The Action Plan has built a foundation of infrastructure to expand prevention of HAIs and presents useful lessons for other large-scale improvement initiatives

Accountability · Action plan · Agency (philosophy) · Business · Economics · Health care · Human services · Incentive · Management · Political science · Public relations · Stakeholder · Stakeholder engagement · Transparency (behavior) · Infection Control in Healthcare · Medical Device Sterilization and Disinfection · Nosocomial Infections in ICU · Public Administration

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  • Improving the Quality of Health Care in the United Kingdom and the United States

    Open Access•Ewan Ferlie, Ewan B Ferlie et al.•Milbank Quarterly•2001

Obras citantes distintas1
Citas por año0,08
Intervalo de citas2014 - 2014 (1)
Velocidad de citaciónhistorical
Altamente citadoNo
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