Readiness and Implementation of Quality Improvement Strategies Among Small- and Medium-Sized Primary Care Practices: an
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Department of Health Administration and Policy, George Mason University, Fairfax, VA, USA; 2Family Medicine and Population Health, Virginia Commonwealth University, Richmond, VA, USA.
BACKGROUND: Little is known about what determines strategy implementation around quality improvement (QI) in small- and medium-sized practices. Key questions are whether QI strategies are associated with practice readiness and practice characteristics. OBJECTIVE: Grounded in organizational readiness theory, we examined how readiness and practice characteristics affect QI strategy implementation. The study was a component of a larger practice-level intervention, Heart of Virginia Healthcare, which sought to transform primary care while improving cardiovascular care. DESIGN: This observational study analyzed practice correlates of QI strategy implementation in primary care at 3 and 12 months. Data were derived from surveys completed by clinicians and staff and from assessments by practice coaches. PARTICIPANTS: A total of 175 small- and medium-sized primary care practices were included. MAIN MEASURES: Outcome was QI strategy implementation in three domains: (1) aspirin, blood pressure, cholesterol, and smoking cessation (ABCS); (2) care coordination; and (3) organizational-level improvement. Coaches assessed implementation at 3 and 12 months. Readiness was measured by baseline member surveys, 1831 responses from 175 practices, a response rate of 73%. Practice survey assessed practice characteristics, a response rate of 93%. We used multivariate regression. KEY RESULTS: QI strategy implementation increased from 3 to 12 months: the mean for ABCS from 1.20 to 1.59, care coordination from 2.15 to 2.75, organizational improvement from 1.37 to 1.78 (95% CI). There was no statistically significant association between readiness and QI strategy implementation across domains. Independent practice implementation was statistically significantly higher than hospital-owned practices at 3 months for ABCS (95% CI, P = 0.01) and care coordination (95% CI, P = 0.03), and at 12 months for care coordination (95% CI, P = 0.04). CONCLUSION: QI strategy implementation varies by practice ownership. Independent practices focus on patient care–related activities. FQHCs may need additional time to adopt and implement QI activities. Practice Prior Presentation: This paper has not been presented at any conference. Received November 26, 2019 Accepted June 11, 2020
readiness may require more structural and organizational changes before starting a QI effort. KEY WORDS: quality improvement; strategy implementation; strategic activity; organizational readiness; independent practice; hospital-owned practice; primary care. J Gen Intern Med DOI: 10.1007/s11606-020-05978-w © Society of General Internal Medicine 2020
INTRODUCTION
Quality improvement (QI) strategies play an essential role in transforming primary care practices to improve population health, enhance patient experiences and outcomes, reduce costs, and improve provider experience.1, 2 The main focus of QI str
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