An introductory overview of the basic concepts of Healthcare Quality, a starter for beginners.
Prepared in 2014 for the new staff of the Quality Management Department in King Saud University Medical City in Riyadh as a part of their capacity building plan.
Acknowledgments:
*Dr. Magdy Gamal Yousef, MBBCh, MS, CPHQ - for his contribution in the scientific content
**Ms. Maram Baksh, MS, CPHQ - for the design of the full HCQ capacity building plan in KSUMC
An introductory overview of the basic concepts of Healthcare Quality, a starter for beginners.
Prepared in 2014 for the new staff of the Quality Management Department in King Saud University Medical City in Riyadh as a part of their capacity building plan.
Acknowledgments:
*Dr. Magdy Gamal Yousef, MBBCh, MS, CPHQ - for his contribution in the scientific content
**Ms. Maram Baksh, MS, CPHQ - for the design of the full HCQ capacity building plan in KSUMC
The presentation describes in brief the patients need, expectations and how to develop the patient care and feedback system to obtain maximum patient satisfaction.
The presentation describes in brief the patients need, expectations and how to develop the patient care and feedback system to obtain maximum patient satisfaction.
At Schneider Associates our staff of design strategists know and understand our clients. We develop the visual images and elements that complement your communications strategies. In short, creative services brings great ideas to life.
Our Services:
• Idea Generation (Idea Camp)
• Brand Development
• Advertising Services
• Interactive & Social Media Design
• Graphic Design
• Video & Photography Services
The culture code gathers all of the key principles that we hold dear. The current business environment is an ever-evolving one - new facets are emerging and colliding in an ever more complicated manner. In order to provide value in such a world, the key lies in our ability to think for ourselves and sharpen the quality of our decision-making skills. The culture code lays the foundation for this decision-making and helps organize the talent of individuals into a powerful team effort.
[Guide] The Best Introduction to Health Savings Accountsbenefitexpress
Whether you are being, well… motivated to consider a Health Savings Account (HSA) due to a workplace change in policy, or you perceive that you are spending more than you should be for health care – some compelling reason brought you to this guide. Good! This is your first step toward understanding what an HSA is and how it works.
This is an introductory guide that aims to inform consumers and employers about Health Savings Accounts.
Beyond the Sale: How Luxury Brands Unlock the Organization and Customer Poten...OgilvyOne Worldwide
OgilvyOne Worldwide hosted a jam-packed session today at the kick-off of the National Retail Federation’s annual “Retail’s Big Show” at the Javits Convention Center in New York City. Led by Giulia Callegari, Head of eCommerce and Luxury, OgilvyOne Asia Pacific, the panel discussion, “Beyond the Sale,” addressed how luxury brands can unlock their organizations to deliver the true potential of customers.
Augmenting the agency perspective on the subject, Matteo Alessi Anghini, CCO Europe & North America, ALESSI s.p.a., provided the luxury brand viewpoint, while Shirley Romig, Former Head of Corporate Strategy, Hudson's Bay Company shared insights from high-end luxury retail brands such as Sak’s Fifth Avenue.
Layer Drupal with emerging technologies to create a performant, scalable data purveyor. Modularizing the architecture creates performant applications for all content and all users.
presentation for the NYCRIN / NSF meeting 2013-07-24,
showing 1st demo of leanworkbench.com,
open source tools to quantify and drive early stage startups,
with support from NSF award 1305023
What Is The P&Q Campaign?
The vision is to get everyone in the contact centre industry to collectively invent the next generation of operational practice in Performance Management and Quality Monitoring. All the research and insight generated together will be fed back into public forums so everyone can learn and get value from being involved.
What Is The P&Q Campaign?
The vision is to get everyone in the contact centre industry to collectively invent the next generation of operational practice in Performance Management and Quality Monitoring. All the research and insight generated together will be fed back into public forums so everyone can learn and get value from being involved.
More About The P&Q Challenge
The first major deliverable from all our crowdsourcing is the Strategic Planning Framework. This facilitates a 360° approach to adapting your current performance and quality practices in response to internal and external trends. It encourages an organisation to produce their own version that suits their own challenges and culture and prevents the P&Q Campaign from becoming too prescriptive about what a next generation approach needs to look like.
The idea of regularly adapting a P&Q ‘ecosystem’ is new. It is something we all need to digest and become used too. So we decided some incentivisation would help draw more organisations into having a go. The result is the so called ‘P&Q Challenge’. This offers a simple way of being recognised for undertaking the planning and implementation phases of using the Strategic Planning Framework and set up the seeds of a best practice community. All the material needed to complete the challenge can be previewed in the following slideshow.
1. Join - the - Dots
Quality Consulting
Gina Ingrouille
PH:0478 649 137
Introduction to Continuous Quality
Improvement
14 July 2015
2. Time Agenda
9:00 Pre-event Questionnaire
9:15 Introductions – Trainer Background – Intro from participants
9:30 What is Accreditation
What is Continuous Quality Improvement (CQI)
Why do we need CQI
10:00 CQI and the PDCA model (Closing the Loop)
10:30 Morning Tea
10:45 Policy and Procedure - Why?
What are the barriers to using P and P
11:45 Workshop on finding what is needed quickly
12:30 Lunch
1:00 Overview of the QIC H&CS Standards
2:00 Q and A
Practice for Accreditation and the Review (keeping CQI in mind)
3:00 Any Questions from Creating Links staff
3:00 Final Evaluation Questionnaire
4. QIC Accreditation
What is accreditation?
The status obtained by an organisation after a
successful third party external review by a
recognised body.
Why an external review?
It demonstrates Continuous Quality
Improvement (CQI) is in place.
Join the Dots4
5. What is CQI?
1. Continuous Quality Improvement is a process
to ensure programs are: Systematically and
intentionally improving services.
2. Increasing positive outcomes for the families
they serve.
3. CQI is proactive, not reactive(ideally).
Join the Dots
7. Corporate Reasons
• Some funders will not fund an org or service
not demonstrating CQI.
• Many insurance providers will only insure
service providers on the basis of
accreditation status.
• In many areas of health and community
service especially with NDIS – consumers
will choose their own provider on websites.
Join the Dots
8. Care Reasons
• Reduce Risk - identify, eliminate or minimise
the things that go wrong.
• Improve Care - support care and services to
go right.
• Re-produce Quality - develop care and
services to achieve consistently good care for
every consumer, every time.
Join the Dots
9. CQI and a the PDCA model
Accreditation consists of:
1. Internal Review (self assessment)
1. External Review (objective and against standards)
2. Feedback (Finalising the feedback, negotiations)
3. Taking Action (Quality Action Plan)
May attain accreditation or may have a PoG to action
Join the Dots
10. CQI and a the PDCA model
Accreditation providers, reviewers or
assessors are looking for evidence of
Continuous Quality Improvement.
1. Desktop Audit (review journal).
2. Site visit and confirming evidence (P&P,
registers)
3. Interviews with staff, stakeholders and
consumers (corroboration).
Join the Dots
11. CQI and a the PDCA model
PLAN – DO – CHECK – ACT
Showing evidence of CQI will require more
than a Policy or a Procedure.
So how do we show we engage in CQI?
• Plan – see where change is needed.
• Do – test a change. Look at best practice.
• Check – review; check if it is working.
• Act – if it works use it, formalise it, if not
try again.
Join the Dots
13. Change Process Register
Date System or
process
Current
Status
Need for
change
Identified
B/P
New
Process
Date for
Evaluation
Diarised Adverse
effects
anywhere
?
Continue
with new
process?
28/2/15 Leave
Application
Leave form
does not have
enough ticks
and checks.
Leave is
accessed at
critical
times for
org.
All leave
must be
signed off
by Sup;
Business
Serve and
checked by
Payroll.
A new flow
has been
inserted on
leave
sheets and
staff have
been
briefed.
28/6/15 Yes via
outlook
Nothing
adverse.
Yes.
Join the Dots
14. Exercise
Each Service Group
Example of where you have seen a process or
system which is not working well, is creating a
risk or not delivering the outcome needed.
Use change process model.
Present to group.
Join the Dots
16. Use of the PDCA?
• As a model for continuous improvement.
• When implementing any change.
• When starting a new project.
• When developing a new or improved design
of a process, product or service
Join the Dots
17. Policy and Procedure
• Why do we have them?
• Hand up those who would ask the person next
to them or send an email before using a P and
P?
• Hand up those who go to a P and P first ?
• What barriers do you experience to picking up
a P and P when you need to know something?
Join the Dots
18. Policy and Procedure Workshop
Laptops
3 groups (service types)
Policy queries
Find the answer
Present to group
Swap around
Join the Dots
20. Overview of the QIC H&CS Standards
QIC Health and Community Services Standards
(6th Edition Vs. 1.2)
1. Building quality organisations
2. Providing quality services and programs
3. Sustaining quality external relationships
Join the Dots
21. What happens with poor standards
performance?
1. Building quality organisations
(governance/management)
• Little strategic direction
• No alignment with environment or funders
• Finances may be at risk, risk is not monitored
• Opportunities lost
• An unsupported CEO or management system
Join the Dots
22. What happens with poor standards
performance?
2. Providing Quality Services and Programs
(Clients, consumers, families, patients)
• Assessment and planning ?
• Cultural safety ?
• Consumer rights
• Coordination of services and programs
Join the Dots
23. What happens with poor standards
performance?
3. Sustaining quality external relationships
(complementary to services and future)
• Agreements and partnerships?
• Collaborate and position strategically?
• Contribute to overall ‘good practice’?
• Capacity build, service, staff…?
Join the Dots
24. Evidence – what is good?
Relevant (related to the practice)
Current (confirms the practice still occurs)
Reliable (same conclusion by different
people)
Corroborated (more than one piece
confirms same)
Coherent (multiple, logical with clear
connections)
Join the Dots
27. Links
• Australia
• Quality in health and community services
• Australian Commission on Safety and Quality in Health Care
• The Australian Association for Quality in Health Care
• Australian Patient Safety Foundation
• Community sector
• ‘Our community’ website – developmental material for community organisations
• Primary health care
• Australian Institute for Primary Care and Ageing
• Australian Journal of Primary Health
• Primary Health Care Research and Information Service (PHC RIS)
• General health sector
• Australasian College of Health Service Management
• Australian Healthcare & Hospitals Association
Join the Dots
Editor's Notes
In each of the areas of service OOHC,
Why would we use it when starting a new project, service, process??
Work shop and black board the barriers to using p and p as opposed to asking the person next to you.
Now give me examples of what happens when this is not up to Standard
Now give me examples of what happens when this is not up to Standard
Reviewers will look for evidence. Not just a policy.
Relevant – related directly to the practice under examination.
Current – recent enough to confirm that the practice still exists.
Reliable – different people observing the evidence would be likely to come to the same general conclusion about the practice.
Corroborated – multiple pieces of evidence which confirm a conclusion.
Coherent – multiple pieces of evidence demonstrate a logical and consistent connection of parts.