The Clinical Support Systems Program: supporting system‐wide improvement

Abstract

The Clinical Support Systems Program (CSSP) provided a mechanism for change from the existing entrenched structure and culture of patient care to one based on patient‐centred, evidence‐based care. The spectrum of change and improvement achieved by the CSSP was extensive, with support from government and active and enthusiastic involvement of clinical champions, practising clinicians, consumers and managers. The CSSP experience confirmed that responsibility for quality clinical care cannot be borne solely by clinicians, and highlighted key areas where improvement in the support clinicians receive is needed. Many barriers to improvement in our complex healthcare system can be removed by recognising the need for accurate data recording and data systems, teamwork, and high‐level organisational buy‐in, with collaboration between teams and organisations trying to improve the quality of patient care. System‐wide improvement has been stimulated and facilitated by the CSSP experience, with mutual flow‐on benefits for the activities of the Australian Council for Safety and Quality in Health Care and the National Institute of Clinical Studies.

On the centrality of strategic human resource management for healthcare quality results and competitive advantage

“…CQI implementation has resulted in successful international programs, including the Mexican hospital system, Japanese hospitals, Australian healthcare, British National Health Service, Netherlands hospitals, and African hospitals (Kazandjian, 1997(Kazandjian, , 2003Rungtusanatham et al, 2005). Recent clinical practice improvement has been patterned after CQI in Australia (Leigh et al, 2004). With strong political promotion, Singapore has initiated quality assurance committees for all hospitals and a national medical audit program which have resulted in a reputation for being one of the best hospital systems in the world (Lim, 2004).…”

Continuous improvement and “Continuous Improvement”

“…On the other hand, even the busiest of clinicians should understand the professional advantage of participation in a project to further improve or develop new ways of solving their patients’ problems. There are multiple strategies needed for the effective “change from the existing entrenched structure and culture of patient care to one based on patient‐ centred, evidence‐based care” 2 . However, management certainly needs to support the busy clinicians during the project.…”