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Junior doctors leading hospital improvement

Nicholas M Cheng and Ned W R Douglas
Med J Aust 2013; 199 (6): 391-392. || doi: 10.5694/mja13.10492
Published online: 16 September 2013

To the Editor: Clinical practice is constantly evolving, and while doctors are accomplished in recognising the need for continual personal development and improvement, they traditionally have been difficult to engage in health care system redesign.1,2 Quality improvement (QI) initiatives are often met with disengagement, owing to a perception that they provide little clinical benefit and that resources could be better spent elsewhere.1

  • Nicholas M Cheng
  • Ned W R Douglas

  • Melbourne Health, Melbourne, VIC.

Correspondence: nickmwcheng@gmail.com

Acknowledgements: 

We acknowledge the work completed by previous HMO improvement managers at Melbourne Health and, in particular, Henry Su for providing an initial evaluation of the program. We would like to thank Tristan Vasquez and all the members of the Transformation and Quality Team at Melbourne Health for their valuable guidance and support.

Competing interests:

We have both been HMO improvement managers at Melbourne Health. The first pilot year of the HMO Improvement Program was funded through the Victorian Department of Health Redesigning Hospital Care Program. The role is now self-funded by Melbourne Health.

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