Can J Surg 2016;59(6):422-24 | PDF
Husein Moloo, MD, MSc; Rebecca Brooke, MA; Sudhir Sundaresan, MD; Brigitte Skinner; Alan Berg, MD; Paula Doering, MBA; James Worthington, MD; Alan Forster, MD, MSc; David Schramm, MD, MSc
Many surgical departments are interested in quality improvement (QI). For sustainable success, front-line involvement is crucial for improving culture. Without improved culture, any QI strategy will be a struggle. Designing an infrastructure to support these principles is important. We describe our process creating this infrastructure, the multidisciplinary teams that drive change in our department and some of the processes and outcomes we have been able to improve.
Accepted July 11, 2016
Affiliations: From the Department of Surgery, University of Ottawa, Ottawa, Ont. (Moloo, Brooke, Sundaresan, Skinner, Berg, Doering, Worthington, Forster, Schramm); and the Ottawa Hospital Research Institute, Ottawa, Ont. (Moloo, Schramm).
Funding: TOHAMO innovation fund grant: $80000 awarded to H. Moloo and S. Sundaresan to support initiating CUSP program across department of surgery.
Competing interests: None declared.
Contributors: All authors contributed substantially to the conception, writing and revision of this article and approved the final version for publication.
Correspondence to: H. Moloo, 737 Parkdale Ave, Civic Parkdale Clinic Building, Ottawa ON K1Y 1J8; firstname.lastname@example.org