The little things matter-How peer audits contribute to CLABSI prevention

Prevention of central-line–associated bloodstream infections (CLABSIs) requires a comprehensive approach addressing the insertion, access, and maintenance of central lines.1–3 CLABSI prevention efforts are most successful when owned by local physicians and nurses, rather than seen as a problem to be...

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Published inInfection control and hospital epidemiology Vol. 41; no. 2; pp. 246 - 248
Main Authors DiBiase, Lauren M, Summerlin-Long, Shelley K, Buchanan, Mark O, Teal, Lisa J, Sickbert-Bennett, Emily E
Format Journal Article
LanguageEnglish
Published United States Cambridge University Press 01.02.2020
Subjects
Accountability
Audits
Catheter-Related Infections - prevention & control
Cross Infection - prevention & control
Education
Feedback
Humans
Infection Control - organization & administration
Infections
Initiatives
Medical Audit - organization & administration
Medical personnel
North Carolina
Nurses
Nursing
Prevention
Program Evaluation
Quality improvement
Software
North Carolina
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Summary:Prevention of central-line–associated bloodstream infections (CLABSIs) requires a comprehensive approach addressing the insertion, access, and maintenance of central lines.1–3 CLABSI prevention efforts are most successful when owned by local physicians and nurses, rather than seen as a problem to be solved by infection prevention or quality departments.4 Groups such as the Agency for Healthcare Research and Quality and the Joint Commission recommend unit-based audits as one tool for CLABSI prevention.5,6 At the University of North Carolina (UNC) Medical Center, a 945-bed academic hospital, our rate had stagnated at >2.00 CLABSIs per 1,000 central-line days after years of reductions. [...]infection prevention staff met with units that already had their own audit processes in place to get them using the hospital-wide tool. [...]infection prevention staff conducted individual trainings with remaining units and multiple hospital committees to ensure awareness and buy-in from stakeholders.
Bibliography:ObjectType-Article-1
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ISSN:0899-823X
1559-6834
DOI:10.1017/ice.2019.341