The document outlines the critical components of quality assurance (QA) in healthcare and education, emphasizing a systematic approach to improving service delivery and institutional effectiveness. Essential principles include teamwork, continuous improvement, adaptation to change, and effective planning, all aimed at meeting global challenges and enhancing learning experiences. It advocates for a culture of quality that not only meets regulations but fosters excellence through strategic planning, collaboration, and innovative management practices.

1. CONTROLLING Part 3 Nelia B. Perez RN, MSN COLLEGE OF NURSING Northeastern College Santiago City

2. QUALITY ??

3. QUA LITY ASSURANCE Quality Culture

4. The Quality Assurance Program Advance Sustain Attain

5. QUALITY ASSURANCE A process that is applied to the health care system and the provision of health care services by health workers.

6. Quality Assurance Quality assurance is a wide ranging concept covering all matters that individually or collectively influence the quality of a product. It is the totality of the arrangements made with the object of ensuring that pharmaceutical products are of the quality required for their intended use. QA is the heart and soul of quality control QA = QC + GMP

7. Principles Underlying Quality Assurance Efforts Collaboration Coordination Resource Expenditure Focus on Critical Factors Adequate documentation Ability to achieve nursing objectives

8. Principles Underlying Quality Assurance Efforts (cont) Feedback Peer pressure Reorganization Collection and analysis of data

9. The System of Quality Assurance Managerial responsibilities are clearly specified in job description

10. QUALITY ASSURANCE AT THE LEVEL OF AN ORGANIZATION Q = 9 M factors Man (Academic staff, Students) Materials Machines-Equipment Management Methods Measurement Motivation Money Markets

11. Evaluating Institution Effectiveness - Challenging Programs Institution Students Central focus of learning Courses Social Experiences (Adventitious happenings) Previous Academic Experiences Intentions, Goals, Commitments Psychology of individuals Pre entry attributes I N T E G R A T I O N Empirical support Strong Weak Competencies and Life Skills acquired Societal demands Aspirations, Goals, Commitments 21 st Century global competition Departure attributes and decisions M A R K E T D E M A N D S

12. NEED FOR A HIGH QUALITY LEARNING EXPERIENCE In the 21 st century context Self learning Skills for moving with times Communication skills Significant and lasting learning Augmentation of Intelligence Quotient IQ) Emotional Quotient(EQ) Spiritual Quotient(SQ) Practical skills Foundational knowledge Student engagement Human dimensions Value education

13. The following aspects are to be emphasized: 1. Commitment 2. Team work and Team building 3. Planning the Quality Assurance activities 4. Arriving at an Institutional quality Model 5. The discipline of Continuous Improvement 6. Willingness to adopt changes 7. March towards Excellence through strategic planning 8. Meet global challenges

14. 1. Commitment Wanting to do well, to feel a sense of belonging to a group or a team of people working towards the same goals, and being determined to achieve those goals or targets should be the natural aspirations of staff in any organisation

15. 2. Importance of Team work and Team Building “ It’s a fact that people working as a team can achieve better results than individuals working alone.”

16. Use the Team Building Tool http:// www.teambuildinginc.com

17. Key Roles of Teams

18. PLAN CHECK DO ACT 3. Planning the Quality Assurance activities: The PDCA Cycle has utmost relevance to education institutions Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured Implement the change on a small scale and measure the effects Adopt the change as a permanent modification to the process, or abandon it. Study the results to learn what effect the change had, if any.

19. Mission statement goals & aims expected outcomes process study programmes research projects community services output Satisfaction scientific production services 4. Arriving at an Institutional Quality Model input management policy staff students funding facilities Realised mission Achieved goals Achieved outcomes Satisfaction stakeholders

20. 5. The Discipline of Continuous Improvement Teaching, Learning, Community Building Deploy Integrate Approach Learn

21. Quality improvement (TAKING MEASURES FOR CORRECTION AT EACH CYCLE) TEMPORAL QUALITY ASSURANCE AT THE LEVEL OF AN INSTITUTION Every next cycle must be of better quality

22. 6. Be willing to adopt changes Survival of any Institution …… depends on recognizing the writings on the wall ! It has to change with the times It has to learn from others who are doing better It has to brace up for the challenge: -from competition, -impact of internet, -sophistication of technologies, -constant response to stakeholder preferences -global demands .

23. What makes an institution Strong? Quality and versatility The continued relevance, quality and attractiveness of its courses The ability to renew itself without losing its base of excellence Committed and capable men and women who build and sustain it, regarding it as their own Do the staff belong to the institution or does the institution belong to them?

24. Every institution must Plan for Change knowledge sharing activities. Health Care demands of the Generation X and stakeholder needs. Make a 10 year blue print for the institution Specify short-term goals for each year – review progress Net working/twinning for -sharing resources & manpower -exchange programme tie ups with other institutions in the neighbourhood (a thought on cluster institutions)

25. Quality Assurance calls for: Quality system deployment Advanced quality planning Comprehensive quality manuals Use of quality cost Involvement of non - production operation Failure Mode and Effect Analysis Statistical process control

26. Quality enhancement is a multi-pronged transformation process Gap analysis and awareness creation Staff attitudinal change Institutional resources and innovation Policy reviews Administrative commitment Improved health care Changes In the Standards Outcome: Effective nursing care management Multi-Stakeholder participation (all levels) Internalization and Institutionalization of Quality

27. Changing Ahead of the Curve “ Many institutions wait too long to attempt transformations, doing so only when the signs of trouble have become obvious. But in today’s unforgiving environment, that’s probably too late. High performers by contrast, change before they must, knowing that the best way to transform is from a position of strength.”

28. Institutional Processes to Improve Process Evaluation 7. March Towards Excellence through Strategic Planning: Adopt the Performance Excellence Model Adopt Performance Improvement, Benchmarking & Innovation Process Implementation Improvement Plan (PIIP) Staff Learning Staff Services Employee Services Support Services Strategic Planning Shared Learnings

29. Vision into Action is Strategic Planning Vision Mission Culture Values Why are we in business? ? How do we do business? ? Where are we now? ? Where do we want to be? ? Strategies Environment Assessment Gap Analysis

30. Strategic Planning Process contd … Goals Tactics Coordination Budgets How can we get there? ? How will we know we’ve arrived? ? Stakeholder satisfaction Reports Milestones

31. The difficult bit is ALWAYS yet to be achieved IN THE CLIMB UP THE EXCELLENCE MOUNTAIN

32. 8. Higher Education: Global Challenges Collaboration tools Provide students with personalised learning experiences Help develop new learning/teaching platforms with stronger accountability and performance tracking Meet students demands for new learning tools and solutions to take advantage of Internet capabilities Recruit, retain, results Integrate and access a variety of student data securely (health, academic, business, legal) Utilise better solutions to manage administrative (HR, Finance) and supply chain demands Improve management processes Operations Cross institutional/business information-sharing and tracking Build research communities that are geographically dispersed Realise value of research Drive collaboration for innovation Institutions seeking opportunities to build global value chains Expand “for profit” opportunities to support financial needs. Web based systems to process student data Integrate data and applications across functions Implement management tools to cut IT costs Virtual classroom environment to provide e-learning environment for “anywhere” access to classes Create web based instructional tools and easier access to digital resources Deliver cost- effective IT infrastructure, access, multi-media learning environments Use of high powered computing & custom applications in research centres Technology enablers Challenges Description Teaching Research

33. ICT Challenges Mobility (students, faculty members)  wireless capabilities, always-on connectivity, information sharing Data management  Database capabilities, hosting, reporting, sharing e-learning/distance learning  Infrastructure for remote and/or live lectures, conferences and seminars Community and collaboration  Collaborative infrastructure, networking (portals, extranet…), anywhere/anytime access, identity management

34. Seek Solutions to Meet the Digital Challenge Learning Delivery & Management Teacher/Student Technology Experience Managed Operating Environment Integrated Administration Learning Potential Programmes Community IT Academy Learner Psyche Learning Gateway Learning Suite Learning Network Manager Integrated Administration

35. Enable Connected Learning Need: A Learning Gateway for a single, consistent framework that supports thriving communities of educators, policy makers, administrators, governments and students In too many cases stakeholders in higher education operate in loosely connected networks preventing true collaboration

36. Accreditation by any Quality Assurance Agency must not be the beginning but an end to the internal quality enhancement processes and efforts of any institution so that the spiralling effects of internalizing Quality Assurance paves way for perceivable enhancement in all constituents of the institution and leads to Excellence Otherwise……

37. This is how an Institution would get entangled if change is not adopted at an appropriate time to MOVE FORWARD!!! Then it would be a point of no return !!! SO LET US ALL ACT NOW

38. Right Qualification frame work Right infrastructure Right Faculty Right Learning resources Right Delivery mechanism Right encouragement for research and Consultancy Right programs for institution-specific staff development & Right mechanisms of Internal Quality Assurance Therefore, Let us pledge to promote the eight “Rights” in an institution:

39. Let us all see Learning in a Whole New Light.

40. Nursing Audit Committee Patient Care Audit Peer Review Quality Circles Utilization of Results

41. Control of Resources Discipline strong commitment to the vision, philosophy, goals and objectives of the institution. Laws that govern the practice of all professionsals and their respective Codes of Conduct.

42. Discipline (cont) Understanding the rules and regulations of the agency. An atmosphere of mutual trust and confidence. Pressure from peers and organization.

43. Disciplinary Approaches Problem Solving Disciplinary Action

44. Disciplinary Action (cont) Counseling and Oral Warning Written Warning Suspension Dismissal