Transcript
CONTROLLING Part 3
Nelia B. Perez RN, MSNCOLLEGE OF NURSING
Northeastern CollegeSantiago City
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QUA LITY ASSURANCE
Quality Culture
The Quality Assurance Program
Advance
Sustain
Attain
QUALITY ASSURANCE
A process that is applied to the health care system and the provision of health care services by health workers.
Quality Assurance Quality assurance is a wide ranging concept Quality assurance is a wide ranging concept
covering all matters that individually or covering all matters that individually or collectively influence the quality of a product.collectively influence the quality of a product.
It is the totality of the arrangements made It is the totality of the arrangements made with the object of ensuring that pharmaceutical with the object of ensuring that pharmaceutical
products are of the quality required for their products are of the quality required for their intended use.intended use.
QA is the QA is the heart and soulheart and soul of quality control of quality control
QA = QC + GMPQA = QC + GMP
Principles Underlying Quality Assurance Efforts
• Collaboration
• Coordination
• Resource Expenditure
• Focus on Critical Factors
• Adequate documentation
• Ability to achieve nursing objectives
Principles Underlying Quality Assurance Efforts (cont)
• Feedback
• Peer pressure
• Reorganization
• Collection and analysis of data
The System of Quality The System of Quality AssuranceAssurance
• Managerial Managerial responsibilities are responsibilities are clearly specified in job clearly specified in job descriptiondescription
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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
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Evaluating Institution Effectiveness - Challenging
Programs
Institution
StudentsCentral focus
of learning
Courses
Social Experiences(Adventitious happenings)
PreviousAcademic
Experiences
Intentions,Goals,
Commitments
Psychology of
individuals
Pre entry attributes
I
N
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Empirical supportStrong
Weak
Competenciesand Life Skills
acquired
Societaldemands
Aspirations, Goals,
Commitments
21st Century global
competition
Departure attributes
and decisions
M
A
R
K
E
T
D
E
M
A
N
D
S
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NEED FOR A HIGH QUALITY LEARNING EXPERIENCE
In the 21st 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
The following aspects are to be emphasized:
1. Commitment2. Team work and Team building3. Planning the Quality Assurance activities4. Arriving at an Institutional quality Model5. The discipline of Continuous Improvement6. Willingness to adopt changes7. March towards Excellence through strategic planning8. Meet global challenges
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
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.”
Use the Team Building Tool
http://www.teambuildinginc.com
Key Roles of Teams
PLAN
CHECK
DOACT
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.
Missionstatement
goals&
aims
expected outcomes
process
study programmes
researchprojects
communityservices
output
Satisfaction
scientificproduction
services
4. Arriving at an Institutional Quality Model
input
management
policy
staff
students
funding
facilities
Realised mission
Achievedgoals
Achievedoutcomes
Satisfactionstakeholders
5. The Discipline of Continuous Improvement
Deploy
Integrate
Approach
Learn
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Q
P
D
A
C
P
D
A
C
P
D
A
C
P
D
A
C
Time
Quality Level
Quality improvement(TAKING MEASURES FOR CORRECTION AT EACH CYCLE)(TAKING MEASURES FOR CORRECTION AT EACH CYCLE)
TEMPORAL QUALITY ASSURANCE AT THE LEVEL OF
AN INSTITUTION
Every next cycle must be of better quality
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.
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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?
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)
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Quality Assurance calls for:
Quality system deploymentAdvanced quality planningComprehensive quality manualsUse of quality costInvolvement of non-production
operationFailure Mode and Effect AnalysisStatistical process control
Quality enhancement is a multi-pronged transformation process
Gap analysis Gap analysis and awareness and awareness
creationcreation
Staff
attitudinal change
Institutional Institutional resources resources
and and innovationinnovation
Policy reviewsAdministrative
commitment
Improved health care
Changes
In the Standards
Outcome:
Effective nursing care management
Multi-Stakeholder participation (all levels)
Internalization and Institutionalization of
Quality
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Changing Ahead of the Curve
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“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.”
Institutional Processes Institutional Processes to Improveto Improve
PerformanceImprovement, Benchmarking& Innovation
ProcessImplementationImprovement
Plan(PIIP)
Process Evaluation
• Staff Learning
• Staff Services
• Employee Services
• Support Services
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7. March Towards Excellence through Strategic Planning:Adopt the Performance Excellence Model
Strategic Planning
SharedLearnings
Adopt
Vision into Action isStrategic 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
Goals Tactics
Coordination
Budgets
How can we get there??
How will we know we’ve arrived??
Stakeholder
satisfaction
Reports
Milestones
Strategic Planning Process contd…
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The The difficult difficult bit is bit is ALWAYS ALWAYS yet to be yet to be achievedachieved
IN THE CLIMB UP THEEXCELLENCEMOUNTAIN
8. Higher Education: Global ChallengesTechnology enablersTechnology enablersChallengesChallenges DescriptionDescription
• 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
Teach
ing
Rese
arc
h
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
Opera
tion
s
• 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 Institutions seeking opportunities to build global value chainsbuild global value chains
• Expand “for profit” opportunities to Expand “for profit” opportunities to support financial needs.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
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
Seek Solutions to Meet the Digital Challenge
Learning Delivery &
Management
Teacher/StudentTechnologyExperience
Managed Operating
Environment
Integrated Administration
LearningPotential
Learning GatewayLearning Suite
Learning Network Manager
Integrated Administration
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
•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……
This is how an Institution would get entangled This is how an Institution would get entangled if change is not adopted at an appropriate time to MOVE FORWARD!!! 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 NOWThen it would be a point of no return !!! SO LET US ALL ACT NOW
This is how an Institution would get entangled This is how an Institution would get entangled if change is not adopted at an appropriate time to MOVE FORWARD!!! 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 NOWThen it would be a point of no return !!! SO LET US ALL ACT NOW
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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 Therefore, Let us pledge to promote the eight “Rights” in an institution:“Rights” in an institution:
Let usLet us all see Learning in a Whole New all see Learning in a Whole New Light.Light.
Nursing Audit Committee
• Patient Care Audit
• Peer Review
• Quality Circles
• Utilization of Results
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.
Discipline (cont)
• Understanding the rules and regulations of the agency.
• An atmosphere of mutual trust and confidence.
• Pressure from peers and organization.
Disciplinary Approaches
Problem Solving
Disciplinary Action
Disciplinary Action (cont)
• Counseling and Oral Warning
• Written Warning
• Suspension
• Dismissal
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