Initially met with skepticism, leaders at Mercy Health St. Elizabeth Youngstown Hospital in Ohio set forth an ambitious target to entirely eliminate hospital-acquired infections (HAIs). However, their steadfast commitment, clear communication, and systematic efforts have so far achieved over 100 continuous days without any HAIs, including more than 200 days without a central line-associated bloodstream infection. This hospital serves as a level 1 trauma center accommodating complex patient populations, making this achievement all the more remarkable.
The key to this success has been two-pronged consisting of increased transparency and recognition throughout the organization and establishing shared accountability across all teams, not just those directly involved in patient care. This journey, brought to life by the collective endeavors of the clinical team directed by Gil Padula, MD, CMO, and Sally Danilov, BSN, RN, and the infection prevention lead, demonstrates the transformative power of innovation in healthcare.
Dr. Padula emphasized the importance of fully understanding the rationale behind aiming for zero infections. He noted that although improved reimbursement and increased CMS star ratings were motivating factors, the primary driving force remained the commitment to provide safe, high-caliber care to every patient. In this respect, securing buy-in from clinicians was also critical. To support this notion, he stressed the importance of viewing each potential infection from a personal standpoint, arguing that even if there was only a single infection in 300 days, one would feel differently if that was their loved one.
Highlighting the undervalued but pivotal role of environmental teams in infection control, Dr. Padula stated that the diligent work done in maintaining a sterile environment for patients is as consequential as the doctors’ and nurses’ work. Thus, common responsibility shared by diverse teams is key to reducing HAIs.
In supporting sustained success in combating HAIs, leaders are conscious about fostering confidence in nursing staff and encouraging their curiosity and proactive approach. They advocate for nurses being empowered to question the necessity of a Foley or central line for a patient, whilst reminding physicians to respect and expect these queries as part of a culture invested in patient safety.
Celebrating the small wins consistently also plays an essential role in their strategy. Weekly acknowledgments of infection-free periods not only keeps the teams engaged but also reiterates shared goals and maintains momentum.
This proactive and inclusive approach towards patient safety is a shining example for other healthcare institutions striving to reduce HAIs and underscores the importance of cohesion, focus, and teamwork in achieving sustained success.