Session_2_Readiness_for_Change_and_Plan_for_Quality_Improvement.pptx

Presentation

1. QI for PHCU Master TOT Session 2: Readiness for Change and Planning for Quality Improvement Sep, 2022

2. Objectives At the end of this session , participant will be able to Describe key drivers for quality improvement Describe the purpose of assessing Organizational Readiness and the key characteristics of readiness Identify the organizational QI structure in the health care facility Recognize characteristics, composition, role and responsibilities of effective QI teams 9/18/2022 2

3. 9/19/2022 3

4. What are the Key drivers of quality improvement 9/18/2022 4

5. What Is a Readiness Assessment? A systematic analysis of an organization’s ability to undertake a transformational process or change 9/18/2022 5

6. Purpose of Readiness Assessment A readiness assessment allows us to:- (1) Identify the potential challenges during implementation (2) A fford the opportunity to remedy and find ways to overcome gaps and barriers (3) D etermine if there are potential barriers to success (4) Gain a full understanding of the defined barriers (5) Helping team members to bond (QIT) 9/18/2022 6

7. Levels of readiness assessment There are two levels of readiness assessment Organizational QI Program Readiness Involves an assessment of the organization’s readiness for change overall , its current infrastructure, and support QI Project Readiness Involves an assessment of the QI team’s readiness for change Motivation for improvement, its team infrastructure, and leadership support 9/18/2022 7

8. Characteristic associated with of organizational QI program readiness Organizational readiness- QI initiative, consensus, time commitment 2 . Staff Characteristics- P rovider’s belief, openness, collaboration, and active participation 3. Resource readiness- T ype and availability 9/19/2022 8

9. Characteristics associated with QI project readiness Leadership Are the leaders engaged? Are they equipped to lead QI projects? 2.The QI Team 3. Readiness for Data Collection, Measurement and Management 4. No blame 9/18/2022 9

10. Assessing Organizational Culture for Change Organizational culture : Is shared beliefs, perceptions, and expectations of individuals within an organization. Related to an organization’s ability Affects several organizational dimensions Related to quality healthcare… What kind of organizational culture do you think make health workers have greater job satisfaction? 9/18/2022 10

11. Methods for promoting a quality organizational culture What do we need to do to develop an organizational culture that promotes quality? Leadership Engagement of people Attention to learning. Work with its own management team and staff 9/18/2022 11

12. QI structure at different levels MOH Regional/Zonal Woreda Facility Quality Directorate/Quality and equity CEO - provide strategic direction Quality Unit/Case Team - responsible for continuous management of QI initiatives and building QI capability in the region Officers – serve as QI coaches and provide regular support to the QI teams on QI methodology and clinical mentorship Functional QI teams – prioritize improvement topic, test and implement changes. Level in the Health System Adapted from HSTQ Quality Improvement Training Course FMOH Ethiopia

13. Typical Quality improvement structures Quality improvement structures includes : QI team (Multidisciplinary QI team which includes individuals with clinical, management, technical, and leadership skills) Quality management (QM) team, Beneficiaries Coach( es ) Subject matter experts (may be added at any time as members of these group) 9/18/2022 13

14. key characteristics of effective QI teams depends on Enthusiastic participation Genuine interest and motivational support Coaching support Expertise in the technical content of the improvement Inclusion of the voices of empowered clients and other beneficiaries

15. Role and responsibilities Quality Management Team Stay informed about the progress of the QI effort. Support scale-up of an effective intervention. Enable institutionalization of effective changes. Address issues of sustainability. Support necessary policy changes. Attend learning sessions. Communicate with policymakers. Provide necessary resources 9/18/2022 15

16. Role and responsibilities: QI Teams Team leader Keep the team focused on the aim and charter. Plan and organize team meetings. Identify needs for and request additional support. Assign responsibilities to team members. Liaise with the management team. Represent the team during the learning sessions Team members Collect baseline information Learn about the improvement model and its tools Generate ideas for change Develop an implementation plan Implement and monitor changes 9/18/2022 16

17. Role and responsibilities Quality Improvement Experts/ Coaches Guide management and QI teams Teach and coach teams in the scientific method Assist the team Assess the project’s progress and the team’s performance Document and evaluate the project Identify the need for additional technical assistance 9/18/2022 17

18. Role and responsibilities Subject Knowledge Experts (often part of the management team) Participate in developing an improvement charter. Teach and share evidence-based information at learning sessions. Mentor the teams’ implementation of technical changes. Help develop standards of care 9/18/2022 18

19. Session summary Measuring a readiness is an important first step when embarking on a quality improvement journey There are two levels of readiness assessment—Organizational QI Program Readiness and QI Project Readiness Key Characteristics of organizational Readiness (staff, resources, leadership, QI teams, Data Collection, Measurement and Management..) QI structures include QI team Quality management (QM) team the beneficiaries, the coach(es). The level of management support can make or break the QI team and its successes, it is therefore key to get management to support the QI initiatives 9/18/2022 19

20. Case study 1: Simple QI project Objective of the activity To motivate participants that Quality Improvement is simple, feasible and can be applied in healthcare facilities Instructions Be into small groups (4-6 participants) Read Case Study on simple QI project1 in the learner manual (page 1). Study the case study carefully and try to infer the QI training steps we are going through in the coming days. Complete the tasks and reflect particularly on How QI is simple, feasible and can be applied in healthcare facilities How difficult QI can be applied Time : ------------ minutes 9/18/2022 20