Resources

Over the past three decades, many health systems have sought to enhance care delivery. Despite various approaches such as quality improvement and lean management these efforts can fall short. Failures are often attributed to leaders and workers not doing the right things. This article argues that the real quality problems lie in the underlying systems staff work with. It says that human service organisations will be more successful if they focus on designing systems that support the delivery of high-quality care, rather than trying to fix the people working within them.

Spreading, scaling up, and sustaining improvements in human services is a complex challenge that many countries, including the UK, USA, and Australia, have been tackling. Despite significant efforts, the sustainability of scaling up local improvements remains low. One reason for this is the traditional, linear approach to spreading improvements, which often overlooks the complexity and evolving nature of healthcare systems.

It has been reported that complaints relating to registered health practitioners increased over the 2021/2022 financial year. Further (and separately), in aged care, there was a total of 2,767 complaints made in the first quarter of 2022 and 2,642 complaints in the second quarter. Both these figures had also trended upwards compared with the corresponding numbers in 2021 (with 2,313 in the first quarter of 2021 and 2,261 in the second quarter).

Continuous improvement is the essence of clinical governance. But continuous improvement requires change, and change can be confronting. As we predictably move towards a more digitised world - including in healthcare, and aged care – change is also inevitable.

What does safety II really mean in practice? How can your organisation develop high performing safety II teams?

In this webinar, Dr Anthony Carpenter guides us through demystifying clinical data analytics. During this 1-hour webinar, Dr Carpenter will step viewers through understanding the value of data, realising quality and performance insights for system improvement and using data to drive strategic organisational outcomes.

There is no formula to clinical governance. While there are key components that should always be considered, how we consider them requires flexibility and agility to achieve good clinical outcomes.

In this webinar recording, A/Prof Debora Picone, CEO at Australian Commission on Safety and Quality in Healthcare, paints a holistic picture of clinical governance across all sectors and explains why Standard 1 is so important. She discusses the cross-sector health and care workforce in the context of clinical governance, highlights the learnings of the review of Standard 1 and provides her key takeaways for health and care workers to pursue safe and quality care.

There is a lot more to clinical governance than meets the eye. It’s not just about having frameworks, but ‘living’ them, and continuously improving how we design and implement them.