Introduction
Many healthcare organizations understand and advocate for enhancing quality improvement (QI) practices for front-line healthcare professionals. Maphumulo and Bhengu (2019) argue that QI remains a practice carried out by specialists and trendsetters, often without their peers. This raises the question of capacity building, its determining factors, and its overall impacts on quality improvement (Hibbert et al., 2021). A research study on quality improvement projects in healthcare shows that capacity building depends on effective QI methodologies, skilled faculties, active participation in leadership and management, and teamwork.
The Problem Definition
As healthcare organizations pursue QI, there needs to be more understanding of the factors that play crucial roles in capacity building for the desired outcomes. Hibbert et al. (2021) define their research problem as the need for a systematic approach to capacity building for QI in healthcare systems. The lack of a clear understanding of the associated factors has limited crucial interventions, leading to stalled and failed QI projects. According to Wells et al. (2018), little comprehension of QI collaboratives has limited the adoption of such practices, which could potentially improve the performance of QI projects in healthcare organizations.
The Purpose of the Research
Based on the current condition of QI projects in healthcare, the authors sought to undertake research that will provide actionable insight into potential solutions. The purpose of this study was to investigate the parameters that facilitate the effective execution of quality improvement projects and programs of capacities and capability building that support or facilitate these outcomes (Hibbert et al., 2021). In essence, the research revolved around factors that could improve QI through capacity building.
The Study Variables
The dependent and independent variables in research provide a roadmap for investigation and results evaluation, where the researchers finally identify key connections that answer the research questions. This study’s dependent variables were QI projects and capacity-building programs (Hibbert et al., 2021). The independent variables were institutional and individual factors that affect organizational capacity and influence capacity-building systems to achieve desired QI outcomes. The study entailed an examination of the interaction between these variables.
The Research Question and Hypotheses
The research question for this study can be stated as follows: What factors influence successful QI programs? In addressing this query, the authors hypothesized that there were interacting factors that determined the capacities and capacity-building programs for healthcare institutions, eventually altering the success of QI projects (Hibbert et al., 2021). This stems from an understanding that significant challenges have limited organizations’ ability to implement effective QI, as shown by Maphumulo and Bhengu (2019). This question was answered through a comprehensive qualitative and quantitative survey and interviews involving faculty members and ordinary project participants.
Research Methodology
To represent a breadth of expertise and healthcare professions, the researchers chose Continuous Improvement Program (CIP) respondents from various Southern Adelaide Local Health Network (SALHN) departments. Twenty-three people volunteered to participate in the study, including 19 individual interview sessions and one team interview with four members of the Improvement Faculty (Hibbert et al., 2021). The researchers used an ethnographic technique during the observation to observe how programs were implemented, including team member relationships, behaviors, and communication.
The research design is best described as experimental based on the procedures involved. This is because the researchers aimed to determine how different factors affect QI projects. Two researchers separately and iteratively conducted inductive and thematic analyses of interview transcripts and comments from observations (Hibbert et al., 2021). They then compared resulting themes utilizing Braun and Clarke’s Model. From the transcripts, supportive quotes for each thematic issue were taken out and delivered with the findings.
Findings
After analyzing the themes, the researchers proved their hypothesis and found four key factors influencing QI projects and capacity-building programs. These elements were: an agreed-upon and rigorous QI system, a qualified and skilled faculty to support and facilitate QI teams, participation and involvement of all workers in leadership, and a comprehension that teams matter (Hibbert et al., 2021). These factors were linked to an additional element, the influence of safety culture on QI implementation. The role of institutional culture was shown to significantly affect capacity building among teams, adding to the research done by Wells et al. (2018). From these, potential solutions can be formulated and implemented at various organizational levels.
Conclusion
Based on the research findings, the authors recommend that organizations strive to address the limiting factors to improve their capacity-building skills for successful QI. In addition, they indicate that healthcare institutions should develop robust methodologies for QI projects that should be agreed upon by all stakeholders. These efforts, in addition to active engagement and commitment to effective leadership, will increase the potential of institutions to achieve the desired QI outcomes.
This research bears significant implications for current risk management protocols and quality control techniques. Firstly, it reveals why companies fail to achieve significant results regarding quality despite having sufficient resources. Managers can use these research findings to undertake an intensive review of their QI methodologies and streamline their operations. Secondly, it gives insight into proven risk and quality management approaches that entail capacity building at all organizational levels instead of leaving such roles to high-level management.
References
Hibbert, P. D., Basedow, M., Braithwaite, J., Wiles, L. K., Clay-Williams, R., & Padbury, R. (2021). How to sustainably build capacity in quality improvement within a healthcare organization: A deep-dive, focused qualitative analysis. BMC Health Services Research, 21(1). Web.
Maphumulo, W. T., & Bhengu, B. R. (2019). Challenges of quality improvement in the healthcare of South Africa post-apartheid: A critical review. Curationis, 42(1), 1-9. Web.
Wells, S., Tamir, O., Gray, J., Naidoo, D., Bekhit, M., & Goldmann, D. (2018). Are quality improvement collaboratives effective? A systematic review. BMJ Quality & Safety, 27(3), 226-240. Web.