Table 2

Elements of an innovation platform and aspirations and examples of activities from the Centre of Research Excellence in Integrated Quality Improvement

Elements of an innovation platformCRE–IQI innovation platform aspirations and examples of activities
Linking people from a variety of backgrounds and roles—multiple stakeholders
  • The CRE–IQI’s aim is to accelerate and strengthen large-scale PHC quality improvement efforts. To achieve this vision, CRE–IQI brings together stakeholders from multiple roles and organisations across the system, including clinicians, researchers, policy and project management from health services, regional service support organisations, national support organisations, universities, research institutes and government.

  • The CRE–IQI is designed as an open platform that encourages new partnerships and collaborations. This is achieved through sharing information widely to increase awareness of the platform; open calls for funding for projects in which organisations put forward new proposals; and biannual meetings that actively encourage participation from interested stakeholders.

  • The innovation platform itself is a vehicle for integrated research and knowledge translation, with research, translation and learning occurring in the exchanges and interactions of service providers, policymakers and researchers.

Identifying shared goals and interests, common problems and solutions
  • A cornerstone of the CRE–IQI is the long-standing commitment from individuals and organisations to improving Indigenous PHC.

  • Potential projects are identified through the CRE–IQI network, with the management committee determining priority projects for allocation of CRE–IQI resources.

  • Vision, research aims and cross-cutting work programmes were collaboratively developed.

Harnessing research and/or technology expertise
  • Research organisations are represented in the CRE–IQI, and are seen as an essential component to facilitate large-scale change. The CRE–IQI is using quality improvement data in clinical governance, management and practice to strengthen health systems in Indigenous PHC.

  • The innovation platform provides mechanisms for research findings to be translated into policy and practice through (A) strong involvement and leadership of Indigenous people and other end-users throughout the research process; (B) production of high-quality, credible and actionable evidence that addresses the priority needs of the Indigenous PHC sector; and (C) resourcing of collaboration at various levels.

Creating spaces for long-term learning and change, and providing opportunities for capacity building
  • A key element of the platform is to provide participants with ways to connect with each other beyond their professional teams or workplaces, to ask questions and to share problems and ideas, experiences and solutions through CRE–IQI biannual meetings and regular teleconferences.

  • The innovation platform provides mechanisms for ongoing capacity building and learning. It provides opportunities for training new and existing researchers and the health workforce to engage in quality improvement research, to understand and apply quality improvement data and evidence and to show leadership in quality improvement.

  • ‘Developing the health research workforce’ is an identified cross-cutting theme of the CRE–IQI and we aim to strengthen the research capacity through student scholarships on topics relevant to CRE–IQI; monthly research capacity building teleconferences and webinars with guest presenters external and internal to the network; funding to attend CRE–IQI biannual meetings; and supporting students to become project officers to lead the development of publications and conference presentations.

Establishing effective managerial and administrative components to drive and coordinate the innovation platform
  • A project lead or chief investigator is identified to progress a piece of work, and their role includes creating the conditions for collective problem solving, sharing of information and solutions and empowering others in driving change.

  • A project coordinating centre is established to drive the CRE–IQI. People are connected through biannual meetings, regular teleconferences, newsletters, workshops, social media, collaborative writing of publications and presentations, and joint research submissions.

  • A management committee comprising CRE–IQI chief investigators provides high-level strategic direction and governance oversight of the CRE–IQI.

  • ‘Facilitation of collaboration’ is an identified cross-cutting theme of the CRE–IQI.

  • CRE–IQI, Centre of Research Excellence in Integrated Quality Improvement; PHC, primary healthcare.