参与质量改进协作以减少剖宫产的医院内部促进过程与实施结果之间的关系:一项混合方法嵌入式案例研究。

Jennifer A Callaghan-Koru, Rachel Blankstein Breman, Bonnie DiPietro, Loren Henderson, Geoffrey Curran
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引用次数: 0

摘要

背景:质量改进协作(QICs)是实施循证实践的一种常见策略;然而,参与组织之间的绩效往往是不同的。很少有关于质量保证体系的研究评估了参与组织所参与的内部促进(IF)过程,这可能是理解和提高质量保证体系作为一种实施策略的有效性的关键。我们检查了参与马里兰州围产期QIC的医院的IF流程,以实施减少原发性剖宫产的国家指南。方法:本研究采用混合方法嵌入式案例研究设计。我们使用iPARIHS和CFIR框架提供的指南,对21家qic参与医院的内部实施负责人进行了定性访谈。两名调查人员使用修改后的CFIR代码本在Dedoose中独立编码转录本,其中包括从已发布的分类改编的七个IF过程代码。研究人员还独立应用CFIR评级系统对每家医院的每个IF过程进行障碍(-2,-1),促进(+ 1,+ 2),中性(0)或混合(X)评级。最终评级是通过协商一致的讨论确定的。平均评分由医院和流程计算,并与辅助数据源的实施结果一起绘制图表,以确定模式。结果:医院领导在每个IF过程中参与了各种活动。整个IF过程的平均医院评分范围从-1.1到+ 1.5。平均评分最高的IF过程是项目管理(平均:1.0;SD: 0.9),最低的是计划(平均:0.5;SD: 1.0),最大的变量是提供个人支持和问责制(平均值:0.5;SD: 1.2)。负面评级是由于医院团队没有参与IF流程或医院团队的活动不足以克服相关的背景障碍。在实施超过实践变化中位数的医院中,平均IF过程评级显着更高。多个上下文决定因素影响每个IF过程;工作基础结构和关系连接是IF过程中最常见的影响因素。结论:在参与围产期QIC的医院中,IF流程在决定实施成功方面发挥了重要作用。监测和加强参与组织的影响因素过程可以提高质量保证体系作为一项实施战略的有效性。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Relationships between internal facilitation processes and implementation outcomes among hospitals participating in a quality improvement collaborative to reduce cesarean births: a mixed-methods embedded case study.

Background: Quality improvement collaboratives (QICs) are a common strategy for implementing evidence-based practices; however, there is often variable performance between participating organizations. Few studies of QICs assess the internal facilitation (IF) processes engaged in by participating organizations, which may be key to understanding and enhancing the effectiveness of QICs as an implementation strategy. We examined IF processes among hospitals participating in Maryland's perinatal QIC to implement national guidelines for reducing primary cesarean births.

Methods: This study followed a mixed-methods embedded case study design. We conducted qualitative interviews with internal implementation leaders at 21 QIC-participating hospitals using a guide informed by the iPARIHS and CFIR frameworks. Two investigators independently coded transcripts in Dedoose using a modified CFIR codebook including seven IF process codes adapted from published categorizations. The investigators also independently applied the CFIR rating system to rate each IF process as a barrier (-2, -1), facilitator (+ 1, + 2), neutral (0), or mixed (X), for each hospital. Final ratings were established through consensus discussions. Average ratings were calculated by hospital and process and charted alongside implementation outcomes from secondary data sources for identification of patterns.

Results: Hospital leaders engaged in a variety of activities within each IF process. The average hospital rating across IF processes ranged from -1.1 to + 1.5. The IF process with the highest average rating was project management (average: 1.0; SD: 0.9), the lowest was planning (average: 0.5; SD: 1.0) and the most variable was providing individual support and accountability (average: 0.5; SD: 1.2). Negative ratings resulted from hospital teams not engaging in an IF process or the activities of hospital teams being insufficient to overcome related contextual barriers. Average IF process ratings were significantly higher among hospitals that implemented more than the median number of practice changes. Multiple contextual determinants influenced each IF process; work infrastructure and relational connections were the most frequent influences across IF processes.

Conclusions: IF processes played an important role in determining implementation success at hospitals participating in a perinatal QIC. Monitoring and strengthening IF processes at participating organizations may enhance the effectiveness of QICs as an implementation strategy.

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