For 16 weeks from January to April (cohort one) and from June to October (cohort two) 2026, ACQUIRE invites your institution to assemble a QI team primarily composed of healthcare workers who have completed the 2024/25 ACQUIRE Theory QI Leadership Course to implement a quality improvement project in your healthcare institution.
This document outlines content for Application to the 2026 ACQUIRE Experiential QI Leadership Course for QI Teams.
See linked here the various sections of information provided for your reference:
How to Apply
Please fill out and submit this QI Teams Application Form outlining the details of your QI Project within your institution.
Deadline Extended: Apply by 5 Nov 2025
Team leaders, submit via the official Google Form.
Questions? [email protected]
Course Overview
The ACQUIRE QI Experiential Leadership Course is a 16-week practical application of quality improvement theory and tools to a frontline challenge in quality or patient safety. Teams will develop systems of data management, apply evidence-based practices, and grow processes specific to address a challenge in their institution. The ACQUIRE clinical improvement program will remotely link hospital-based, multi-disciplinary teams with ACQUIRE mentor-coaches and peer QI teams across SSA. QI Teams will meet each week to tackle their frontline challenge, and every other week to check in with their mentor-coach as well as peer hospital QI teams via zoom. This learning experience combines didactics on improvement theory and tools with group learning sessions where participating teams progressively share their experiences leading their quality improvement project.
Who is Eligible to Apply
The program is open to healthcare workers across all cadres whose institutional teams completed the 2024/25 ACQUIRE Theory QI Leadership Course. (Find below a list of institutions that gained eligibility by having at least six staff members complete the theory course).
Objectives
At the end of the course, participants will:
- Be familiar with the basic concepts and tools of the science and methodology of continuous quality improvement,
- Understand the critical need for continuous quality improvement in the practice of medicine today, and
- Lead their own quality improvement project at the local site and test at least 2 interventions
Course dates and Time Commitment: 16 weeks in 2026
Hospital-led, multi-disciplinary QI team projects that are accepted into the 2026 ACQUIRE QI Experiential Leadership Cohort will be placed in either the January Cohort or the June cohort. See below the cohort starting and ending dates.
- Cohort one will start on Thursday, 15th January, 2026 and end on Thursday, 30th April, 2026
- Cohort two will start on Thursday, 11th June, 2026 and end on Thursday, 1st October, 2026
- Meeting cadence: Every other week on Thursdays from 5:00 PM – 7:00 PM (EAT) or 2:00 PM – 4:00 PM (GMT)
- Location: Remote (online via zoom, a shared google drive and your QI team WhatsApp group)
Cohort One Course Schedule
DATE | LEARNING TOPICS | TEAM MILESTONE |
15th January | Kick-Off Meeting Cohort 1 meet & greet, project teams /mentor-coach introductions, and curriculum and course review. | Project Identified and Team Formed |
29th January | Introduction to Structured Problem Solving and Team Roles Videoconference covering problem statements, setting measures-driven targets, and team roles | Project Identified and Team Formed |
12th February | Current State Analysis and Measurement Videoconference covering current state analysis tools and measurement systems. | Target Defined |
26th February | Root cause analysis, evidence-based improvement | Measurement Identified |
12th March | Identifying key drivers and interventions, understanding data variation | Root Cause Analysis, Pareto Chart, Process Map shared |
26th March | Project and Team Management and Adaptive Leadership Videoconference covering managing projects, interventions, and measures. | Key Drivers Shared Interventions Planned and Tested |
9th April | Reliability of Interventions and Adoption of Changes Videoconference covering reliability of interventions, data collection, and results calculation | Interventions Planned and Tested |
23rd April | Sustain Plan Development Videoconference covering sustain plan development and presenting improvement work | Sustain Plan Documented |
7th May | Graduation All teams present final project results and share key learnings from the course. A writing group is formed, and projects are considered for publication. | Final Presentation |
Cohort Two Course Schedule
DATE | LEARNING TOPICS | TEAM MILESTONE |
11th June | Kick-Off Meeting Cohort 1 meet & greet, project teams /mentor-coach introductions, and curriculum and course review. | Project Identified and Team Formed |
25th June | Introduction to Structured Problem Solving and Team Roles Videoconference covering problem statements, setting measures-driven targets, and team roles | Project Identified and Team Formed |
9th July | Current State Analysis and Measurement Videoconference covering current state analysis tools and measurement systems. | Target Defined |
23rd July | Root cause analysis, evidence-based improvement | Measurement Identified |
6th August | Identifying key drivers and interventions, understanding data variation | Root Cause Analysis, Pareto Chart, Process Map shared |
20th August | Project and Team Management and Adaptive Leadership Videoconference covering managing projects, interventions, and measures. | Key Drivers Shared Interventions Planned and Tested |
3rd September | Reliability of Interventions and Adoption of Changes Videoconference covering reliability of interventions, data collection, and results calculation | Interventions Planned and Tested |
17th September | Sustain Plan Development Videoconference covering sustain plan development and presenting improvement work | Sustain Plan Documented |
1st October | Graduation All teams present final project results and share key learnings from the course. A writing group is formed, and projects are considered for publication. | Final Presentation |
Frequently Asked Questions
( FAQs )
Question 8 outlines the criteria for selection
1. What is the difference between the ACQUIRE Theory QI Leadership Course and the ACQUIRE Experiential QI Leadership Course?
The ACQUIRE Theory QI Leadership Course is a six-week online program in partnership with the Institute for Healthcare Improvement (IHI) that covers Patient Safety and Quality Improvement (QI). It includes 13 self-paced modules (17.5 hours total) and supports cohort-based learning through WhatsApp networking. Upon completion, participants receive an internationally recognized certificate. Registration for the 2026 ACQUIRE Theory QI Leadership Course opens in October 2025, with priority given to healthcare institutions submitting six or more registrations.
The Experiential QI Leadership Course builds on the Theory Course, helping healthcare teams apply QI principles in real-world settings. This hands-on program supports QI leadership development, systemic improvements, and practical QI implementation. In 2026, the Experiential QI Leadership Course will be offered to three cohorts:
- C-suite leaders from Level 4 or 5 hospitals.
- QI teams from institutions with six or more Theory Course graduates.
- QI mentor-coaches documenting QI leadership insights in African healthcare.
The Theory Course lays the foundation, while the Experiential Course provides hands-on application and coaching for real-world improvements.
2. What makes this ACQUIRE Experiential QI Leadership Course unique?
The ACQUIRE Experiential QI Leadership Course offers healthcare worker participants practical knowledge and skills in applying the science of quality improvement in their context. Hospital-based multi-disciplinary teams will select a quality improvement and patient safety project and then work with a mentor-coach, through a PDSA cycle based on their real-world data and root-cause analyses. In doing a QI project addressing a real-world issue within their institution participants will grow their skills in teamwork, communication, responding to adverse events, developing healthcare QI leadership skills, and implementing processes to strengthen patient-centered care among many other topics. After completion of the ACQUIRE QI leadership program, both the theory and experiential courses, participants can lead quality improvement projects with PDSA cycles that result in measurable progress within their institutions.
3. Which institutions are eligible to apply?
The ACQUIRE 2026 Experiential QI Leadership Course is available to those institutions that had at least 6 team members complete the ACQUIRE-IHI Basic Certificate Theory Course on Patient Safety and Quality Improvement. Those not eligible to apply did not have 6 team members from your institution complete the course. The 2025 ACQUIRE Theory QI Leadership Course was opened for registration in April 2025 and we welcome you to encourage recruitment so you are eligible for the next Experiential QI Leadership Course. (Find below a list of institutions and countries for participants who completed the theory course)
4. For institutions that have multiple participants who completed the 2024 and 2025 ACQUIRE Theory QI Leadership Course, can all of them qualify for the 2026 Experiential Leadership Course?
Yes. All institutions with participants who completed either the 2024 or 2025 ACQUIRE Theory QI Leadership Course are eligible to apply. However, selection to the ACQUIRE 2026 Experiential QI Leadership Course is competitive, as mentoring and coaching support for project implementation is limited. Institutions are therefore encouraged to conduct internal peer reviews of their applications before final submission to strengthen the quality of their applications and improve their chances of selection.
5. How many participants can be part of the team?
A minimum of 6 participants, primarily composed of healthcare workers, are required for a team to be eligible to apply for the ACQUIRE Experiential QI Leadership Course.
The team leader must have completed the ACQUIRE Theory QI Leadership Course in any cohort. However, they may assemble a QI-PS team that includes members who have not completed the theory course and still submit an application. We also recognize that certain project needs may require additional team members who are not healthcare workers and have not completed the theory course. Their inclusion is also encouraged when relevant, as the core focus of the experiential program is fostering a cohesive and collaborative QI-PS team. (Please highlight any such team members and their intended contributions in your application)
6. Are there any financial costs related to the courses?
The ACQUIRE Theory QI Leadership Course is a six-week virtual training program in partnership with the Institute for Healthcare Improvement (IHI), valued at $399. However, enrollment through ACQUIRE is offered at no cost to participants.
The Experiential QI Leadership Course is a 16-week mentored and coached peer-learning program designed to equip healthcare workers in Africa with practical, hands-on QI leadership experience. Comparable courses start at $995/person. However, enrollment through ACQUIRE is offered at no cost to participants.
7. How are the courses structured?
The Theory QI Leadership Course is self-paced, consisting of 13 modules that require an estimated 17.5 hours to complete over six weeks. Participants can progress at their own pace while building foundational knowledge and are supported by weekly leaderboards via Whatsapp groups.
The Experiential QI Leadership Course is fully remote and runs for 16 weeks; There will be two cohorts starting, from Thursday 15th January 2026 to 29th April 2026 and Thursday, 15th January, 2026 and end on Thursday, 30th April, 2026 respectively.
Discussion meetings take place every other Thursday for two hours via Zoom. Participants work as a multi-disciplinary team with the online support of an assigned mentor-coach. The course emphasizes action-based learning, where teams commit to identifying gaps in their projects and implementing improvement actions. The Experiential Course provides structured guidance while allowing teams to apply their learning in real-time within their frontline work environment.
Each QI Team participant is expected to show up for all the learning sessions and take an active role in the project, contributing meaningfully to discussions, decision-making, and implementation. Responsibilities and assignments should be balanced within the team based on mutual agreement to ensure fair participation. The course is designed for collaborative learning, where all team members engage fully, share insights, and support one another. All participate, and all learn.
8. What criteria will be used to select QI teams for the ACQUIRE 2026 Experiential QI Leadership Course?
Selection for the ACQUIRE 2026 Experiential QI Leadership Course will be competitive, with a limited number of QI teams accepted. To identify a strong QI project, begin by examining areas of excellence within your institution. Identify processes, practices, or innovations that are particularly effective in one department and explore how they can be adapted, expanded, or scaled to enhance performance in other areas. This approach builds on existing strengths while fostering continuous improvement across the organization. A strong QI project should focus on leveraging success to drive measurable improvement. The selection team will assess applications based on the following key criteria:
- QI Project feasibility – Is the project idea scoped down to something achievable within the 4-month course timeline?
- Multi-disciplinary team composition – Does the proposed team bring diverse expertise to ensure a well-rounded approach?
- Institutional support – Is hospital QI leadership willing to back the initiative with time and resources?
- Measurability – What are you trying to measure? Is the problem measurable? Can performance be tracked over time to demonstrate improvement? How often does the QI problem occur per day, week, or month? If it happens only a few times per month, it may be difficult to implement meaningful improvements in the 16-week cycle.
- Scalability – Can this effective practice be implemented in other units or departments?
9. Is there any opportunity for guidance during the application process before the submission deadline?
Yes, applicants who submit their drafts before Wednesday, 22nd October 2025, will receive feedback if they require guidance before the final submission. However, please note that the final deadline remains Wednesday, 29th October, 2025.
10. Can ACQUIRE provide a letter to formalize the application to the Experiential QI Leadership Course?
Yes. All institutions whose QI teams are accepted into the ACQUIRE 2026 Experiential QI Leadership Course will be required to provide a signed formal letter showing the support and goodwill of their hospital leadership. For further questions, send us an email to [email protected].
11. What is the certification or recognition?
Graduates of the theory and experiential QI leadership courses receive an ACQUIRE team certificate upon completion. Most regulators will be able to compute the number of credits from this QI project for it to count toward continuing medical education (CME) credits.
12. How can those interested in ACQUIRE’s QI Leadership Program continue to learn about Quality Improvement and Patient Safety?
Participants are encouraged to stay connected by joining our Community of Practice WhatsApp group. Connect with fellow QI Champions and join the topic-based group you are most interested in. Subscribe to the ACQUIRE newsletter on our website https://acquirefrontline.org/ and stay up-to-date on webinars and other QI learning opportunities
List of eligible institutions with 6 or more completions
The Institutions listed below had 6 or more completions of the Theory Leadership Course in 2024/25 and ARE ELIGIBLE to apply to the 2026 ACQUIRE Experiential Leadership Course
| A.I.C Kijabe Mission Hospital (2) | Kenya | Ghana Health Service (3) | Ghana | Nyeri County Referral Hospital | Kenya |
| AAR Healthcare | Kenya | Goaso Municipal Hospital | Ghana | Orapa Mine Hospital | Botswana |
| AAR Healthcare (Kenya) Limited | Kenya | Halisi Family Hospital (6) | Kenya | Orapa Mine Institute | Botswana |
| AAR Healthcare Uganda | Uganda | Indeed and Truth Ministries | South Sudan | Our Lady of Good Health Hospital | Uganda |
| AAR Hospital Limited | Kenya | International Cancer Institute | Kenya | Outspan Hospital | Kenya |
| AHF-Kenya (AIDS Healthcare Foundation) (4) | Kenya | Kalahari Health Team | Botswana | PCEA Chogoria Hospital | Kenya |
| AIC CURE International Hospital | Kenya | Kampala Hospital Limited | Uganda | PCEA Kikuyu Hospital (3) | Kenya |
| AIC Kijabe Hospital | Kenya | Kenya Airways Medical Centre | Kenya | PCEA Tumutumu Hospital | Kenya |
| AIC Litein Hospital | Kenya | Kenya Medical Training College | Kenya | PCH Chuka Medical Centre | Kenya |
| AIDS HEALTHCARE FOUNDATION (AHF)-UGANDA | Uganda | Kenyatta National Hospital | Kenya | PPC Limited – BT Health & Diagnostics Centre | Nigeria |
| Africa Healthcare Network-Kenya (3) | Kenya | Kinango Sub-County Hospital (Level 4 Hospital) | Kenya | PPC-Bt Health And Diagnostics Centre (2) | Nigeria |
| Aga Khan Hospital | Kenya | Klerksdorp Hospital | South Africa | Potchefstroom Hospital | South Africa |
| Alimosho | Nigeria | Korlebu Teaching Hospital Polyclinic/Family Medicine Unit | Ghana | Premier Hospital | Kenya |
| Alimosho General Hospital (4) | Nigeria | LCVT | Kenya | Premier Medical Centre | Kenya |
| Asiwaju Bola Ahmed Tinubu Comprehensive Health Center | Nigeria | LVCT Health | Kenya | Princess Marina Hospital | Botswana |
| Asunafo South District Hospital (2) | Ghana | Lagos State Health Service Commission | Nigeria | Pumwani Maternity Hospital (4) | Kenya |
| Avenue Healthcare | Kenya | Lamu County | Kenya | Reddington Hospital | Nigeria |
| BEPOSO CHPS | Ghana | Lobatse DHMT | Botswana | Regional Health Directorate, Ahafo – Ghana Health Service | Ghana |
| Baba Dogo Health Centre | Kenya | Love World Medical Centre (Premier Care Diagnostics) | Nigeria | Rev. John Chilembwe Hospital (2) | Malawi |
| Bethany Kids | Kenya | Lubaga Hospital | Uganda | Saint Theresa Of Lisieux Rwibaale | Kenya |
| Bliss Healthcare | Kenya | Lungalunga Sub County Hospital | Kenya | Samburu Sub-County Hospital | Kenya |
| Bomaa Government Hospital | Ghana | Lwala community Alliance | Kenya | Sir Ketumile Masire Teaching Hospital (3) | Botswana |
| Bomu Hospital (3) | Kenya | MCC ETI-OSA (2) | Nigeria | St Mary’s Mission Hospital | Kenya |
| Bomu Hosptial | Kenya | MOH – KENYA | Kenya | St Theresa Mission Hospital – Kiirua (5) | Kenya |
| Bristol Park Hospital (3) | Kenya | MP Shah Hospital | Kenya | St. Francis Hospital Nsambya (2) | Uganda |
| Brosankro Health Center | Ghana | Machakos level 5 hospital | Kenya | Supplementary Health Services Botswana (SHSB) | Botswana |
| Browns Plantations Ltd Kenya (2) | Kenya | Malindi Subcounty Hospital | Kenya | Taita Taveta County | Kenya |
| CIHEB KENYA (2) | Kenya | Mama Lucy Kibaki Hospital | Kenya | Tano South Municipal Health Directorate | Ghana |
| CTC Tenwek | Kenya | Massey Street Children Hospital | Nigeria | Techimantia Government Hospital (4) | Ghana |
| Cameroon Baptist Convention Health Services | Cameroon | Matawale Health Center- Ministry of Health -Malawi | Malawi | The Aurum institute | South Africa |
| Chiromo Hospital | Kenya | Maua Methodist Hospital | Kenya | The Nairobi Hospital (3) | Kenya |
| CiHEB Kisumu | Kenya | Mbagathi County Referaal Hospital | Kenya | Tshepong Hospital | South Africa |
| CiHEB Migori | Kenya | Mbagathi County Referral Hospital | Kenya | Tudor Sub-County Hospital, Mombasa | Kenya |
| Coast General Teaching and Referral Hospital | Kenya | Mbagathi District Hospital | Kenya | Uganda Martyrs Hospital Lubaga (2) | Uganda |
| Coptic Hospital (4) | Kenya | Mbagathi Hospital | Kenya | VIQAP Consultancy Services | Uganda |
| County Department of Health (Nyeri) | Kenya | Mbingo Baptist Hospital | Cameroon | Vihiga County Referral Hospital (4) | Kenya |
| Dandora 2 Health Centre | Kenya | Military Hospital Lagos | Nigeria | Vumilia Hospital | Kenya |
| Debswane Mine Hospital | Botswana | Mim Polyclinic | Ghana | Witrand Hospital Clinical | South Africa |
| Department of Health Services, Mombasa | Kenya | Moi County Referral Hospital, Voi | Kenya | St Theresa Mission Hospital – Kiirua (5) | Kenya |
| Diani County Hospital (Kwale County) | Kenya | Moi Teaching and Referral Hospital | Kenya | St. Francis Hospital Nsambya (2) | Uganda |
| Duchess International Hospital | Nigeria | Mombasa County | Kenya | Supplementary Health Services Botswana (SHSB) | Botswana |
| Engineer County Hospital, Nyandarua | Kenya | Mombasa General Hospital | Kenya | Taita Taveta County | Kenya |
| Equity Afia Medical Centre | Kenya | Mwai Kibaki Referral Hospital (2) | Kenya | Tano South Municipal Health Directorate | Ghana |
| Etoug-Ebe Baptist Hospital, Yaounde (5) | Cameroon | NHC Maisha | Kenya | Techimantia Government Hospital (4) | Ghana |
| FOCOS Orthopaedic Hospital (2) | Ghana | Nairobi County – Langata Sub-county | Kenya | The Aurum institute | South Africa |
| Federal Medical Centre, Epe Lagos (2) | Nigeria | Nasawa Health Center | Malawi | The Nairobi Hospital (3) | Kenya |
| GHS – Ashaiman Municipal Hospital | Ghana | Nazareth Hospital (6) | Kenya | Tshepong Hospital | South Africa |
| GHS- Bechem Government Hospital | Ghana | Nazareth Ruiru Hospital (2) | Kenya | Tudor Sub-County Hospital, Mombasa | Kenya |
| General Hospital Apapa | Nigeria | Ndindika Sub County Hospital | Kenya | Uganda Martyrs Hospital Lubaga (2) | Uganda |
| General Hospital Badagry | Nigeria | Nic Bodenstein Hospital | South Africa | VIQAP Consultancy Services | Uganda |
| General Hospital Gbagada | Nigeria | Nkaseim Health Center | Ghana | Vihiga County Referral Hospital (4) | Kenya |
| General Hospital Ikorodu | Nigeria | Nyamache Sub-County Hospital | Kenya | Vumilia Hospital | Kenya |
| General Hospital Lagos (2) | Nigeria | Nyandarua County | Kenya | Witrand Hospital Clinical | South Africa |
