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Published on: August 29, 2025

Creating effective quality-improvement collaboratives: a multiple case study.

Mathilde M H Strating1, Anna P Nieboer, Teun Zuiderent-Jerak

  • 1Institute of Health Policy and Management, Erasmus University Rotterdam, The Netherlands. strating@bmg.eur.nl

BMJ Quality & Safety
|January 29, 2011
PubMed
Summary
This summary is machine-generated.

Quality improvement collaboratives (QICs) effectiveness varied, with measurability and achievable targets being key. Programme managers are crucial for setting these conditions, not just the improvement topic itself.

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Area of Science:

  • Healthcare Management
  • Quality Improvement Science
  • Organizational Behavior

Background:

  • Quality Improvement Collaboratives (QICs) are widely used to drive healthcare improvements.
  • Understanding factors influencing QIC effectiveness is crucial for optimizing patient care and outcomes.
  • Variations in QIC design, including topic, targets, and measures, may impact their success.

Purpose of the Study:

  • To investigate if differences in collaborative topics, targets, and measures influence the effectiveness of Quality Improvement Collaboratives (QICs).
  • To determine the relationship between collaborative characteristics and their degree of success in achieving improvement goals.

Main Methods:

  • A multiple case before-and-after study involving 182 teams across seven Quality Improvement Collaboratives (QICs) in long-term healthcare.
  • Data collected from 75 team leaders via questionnaires on target achievability, challenge, and progress measurability.
  • Effectiveness measured by collaborative-specific indicators, such as pressure ulcer prevalence.

Main Results:

  • Significant variation in effectiveness and target achievement rates among collaboratives.
  • Collaboratives differed significantly in perceived measurability and formulation of achievable targets (p<0.001).
  • Specific collaboratives (Problem Behaviour, Autonomy and control) scored lower on measurability and target achievability.

Conclusions:

  • QIC effectiveness is linked to programme managers' efforts in establishing conditions for insight into process and outcome changes.
  • Measurability is not inherent to the improvement topic but a result of deliberate programme management.
  • Effective QIC management involves creating measurability and setting challenging, achievable targets.