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Implementing Quality Improvement Projects Across A Large Integrated Health Care System: Lessons from an ABMS
Megan Sprague1, Sean Powell, Sarah Shimer
1Ms. Sprague: Learning Consultant IV, KP National CME Program, The Permanente Federation, Oakland, CA. Dr. Powell: Medical Director, KP National CME Program, The Permanente Federation, Oakland, CA. Ms. Shimer: Sr Manager, KP National CME Program & Garfield Memorial Fund, The Permanente Federation, Oakland, CA. Dr. Robbins: Medical Director, Clinical Information Services & Education, The Permanente Federation, Oakland, CA. Dr. Cain: Executive Director, Clinical Information Services & Education, The Permanente Federation, Oakland, CA.
Kaiser Permanente
Area of Science:
- Healthcare Quality Improvement
- Medical Education
- Physician Professional Development
Background:
- Kaiser Permanente's National Quality Improvement (QI) Continuing Certification/Maintenance of Certification Program sponsors physician-led QI projects.
- This program aligns with American Board of Medical Specialties requirements for physician certification.
- It aims to enhance clinical improvement through organization-specific initiatives.
Purpose of the Study:
- To describe the structure, project development, and design of Kaiser Permanente's QI program.
- To identify factors increasing physician participation and organizational impact.
- To assess the applicability of this model across diverse healthcare organizations.
Main Methods:
- Integrated national and regional leadership structures for QI projects.
- Projects initiated at both grassroots (local) and executive (national) levels.
- Physician self-attestations on outcomes and reflections were collected and analyzed quantitatively and qualitatively.
Main Results:
- Over 13 years, 7145 physicians completed projects, with 88% meeting improvement thresholds.
- In 2024, 375 physicians participated in 42 projects, achieving goals in 85% of cases.
- Both grassroots and executive projects demonstrated comparable clinical improvements.
Conclusions:
- Synergistic projects aligned with organizational priorities amplify physician contributions.
- Flexible design and collaboration are key to driving physician engagement and improvement.
- Supporting both grassroots and executive QI projects enhances participation and patient care.
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