The presence – or absence – of complications following surgery is a strong indicator of which patients are likely to be readmitted to the hospital in the 30 days following their procedure, according to a study published in JAMA Surgery.
Costs for medications are expected to rise by 3 percent to 5 percent in all healthcare settings in 2014, according to a report published online ahead of print, by the American Journal of Health-System Pharmacy (AJHP), the professional jou
Nurse-led initiatives in Indiana measurably improved patient outcomes while demonstrating anticipated financial savings of more than $5.2 million to their organizations, according to initial results from a hospital-based nurse leadership and innovation training program launched last year by the American Association of Critical-Care Nurses (AACN).
In an era of value-based purchasing, product evaluation and purchasing has been impacted by the continued cutbacks in healthcare spending and by the quest for improved quality and cost containment. As hospital administrators target various budget line items for reduction or eradication, they are looking closely at new products/technologies and existing supplies to see if they can be replaced with those that still perform well but are less costly. Infection Control Today spoke with Frank Myers, MA, CIC, infection preventionist III/Infection Prevention Clinical EPI for UC San Diego Health System, about how infection preventionists can play a more significant role in the products and technologies being evaluated and purchased. We also present the results of an ICT reader survey looking at the product evaluation and purchasing experiences of infection preventionists.
Estimates of healthcare-acquired infection in the U.S. underscore the need for a renewed focus on sustainable HAI prevention, but resources are required to uphold the viability of these programs. It is therefore necessary for infection preventionists to establish a business case for their programs and present it to their healthcare institution leadership. Murphy and Whiting (2007) define a business case as " A business case addresses at a high level the business need that the project seeks to resolve. It may include the reasons for the project, the expected business benefits, the options considered (with reasons for rejecting or carrying forward each option), and the expected costs of the project, a gap analysis and the expected risks. The option of doing nothing should be included with the costs and risks of inactivity included along with the differences (costs, risks, outcomes etc) between doing nothing and the proposed project."