Pearson ML, Wu S, Schaefer J, Bonomi AE, Shortell SM, Mendel PJ, Marsteller JA, Louis TA, Rosen M and Keeler EB
Health Services Research, 40(4): 978-996, August 2005
Forty-two health care organizations participating in chronic care quality improvement (QI) collaboratives were the focus of the current study. How successful collaboratives were in implementing changes based on the Chronic Care Model (CCM) and the impact such changes had was evaluated. Particular attention was paid to fidelity, or how aligned changes were made with the CCM, their intensity, or the quantity and depth of the changes made. Qualitative analysis was conducted on data garnered from organizations’ monthly reports and telephone interviews with organization members.
Key Findings:
- Fidelity to the CCM was high for participating organizations. Changes were made in five of six components of the CCM by 41 of the 42 organizations. Changes were observed across all six of the CCM components in 81 percent of the organizations.
- On average, just over 30 changes were reported as being made at each organization.
- There were significant differences in the intensity of change across organizations. Information system changes had the highest intensity with development of community linkages having the least intensity.
- In terms of depth, on average, some changes were made but were described as not likely to have an impact. Reported depth at participating organizations ranged in frequency from 17 to 76 percent of the highest potential rating.
Associated Grant ID: Improving Chronic Illness Care
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