Improved Data Quality and Use: Dual Goals of HMIS StrengtheningHFG Project
The document discusses efforts to improve health management information systems (HMIS) in India through strengthening data quality and use. It outlines work conducted by the USAID-supported Health Finance and Governance project in collaboration with various partners to apply best practices for health information systems. This includes assessing HMIS data quality in several Indian states using a routine data quality assessment methodology, building capacity of local staff on monitoring and evaluation, and developing tools to enhance access and analysis of health data for decision-making. The overall goal is to help ensure a robust health system by generating and utilizing high-quality, timely data.
Supervision is a process of guiding, helping, training, and encouraging staff to improve their performance in order to provide high-quality healthcare services.
A guideline has been published by Managemnt Division in 2066 BS to systematize the supervision process at different levels which specialy focuses on supportive and integrated supervision.
n conclusion, effective health worker supervision is informed by health system data, uses continuous quality improvement (QI), and employs digital technologies integrated into other health system activities and existing data systems to enable a whole system approach. Effective supervision enhancements and innovations should be better integrated, scaled, and sustained within existing systems to improve access to quality health care.
Availability, accessibility,acceptibility in health serviceGargi Sinha
health sociology, health for all, barriers to health care, culture and health , availability of health service , accessibility of health service, acceptability of health service, public health,
Introduction to Joint Commission International (JCI) - Dr Amrish Kamboj - Dir...Amrish Kamboj
This document provides an overview of the Joint Commission International (JCI) including its mission, organizational structure, history, standards development process, accreditation programs, and the impact of accreditation. The key points are:
1) JCI's mission is to improve safety and quality of care internationally through education, publications, consultation and evaluation services.
2) It is a division of Joint Commission Resources which is a non-profit affiliate of The Joint Commission.
3) JCI has accredited over 40 hospitals internationally and developed standards for laboratories, medical transport and other areas.
4) Accreditation aims to stimulate continuous quality improvement and reduces risks through the use of consensus-based, measurable standards.
The document outlines the different types of wards found in hospitals, including aged care wards, emergency wards, intensive care wards, medical wards, mental health wards, neuroscience wards, nursery wards, pediatrics wards, rehabilitation wards, special units, and surgery wards. Each ward type is further broken down to specify the conditions or specialties treated in that ward.
Priority setting in healthcare is necessary to allocate limited resources to maximize health benefits. It involves ranking diseases, health conditions, and interventions based on criteria like burden of disease, cost-effectiveness, equity, and existing delivery capacity. While controversial, priority setting can be made legitimate through transparent processes that consider community needs and engage stakeholders. Frameworks provide structures to conduct priority setting exercises and address ethical challenges through criteria like accountability, participation, and appeals mechanisms. Identifying who loses out in the system through analyses like benefit incidence assessments is also important.
Improved Data Quality and Use: Dual Goals of HMIS StrengtheningHFG Project
The document discusses efforts to improve health management information systems (HMIS) in India through strengthening data quality and use. It outlines work conducted by the USAID-supported Health Finance and Governance project in collaboration with various partners to apply best practices for health information systems. This includes assessing HMIS data quality in several Indian states using a routine data quality assessment methodology, building capacity of local staff on monitoring and evaluation, and developing tools to enhance access and analysis of health data for decision-making. The overall goal is to help ensure a robust health system by generating and utilizing high-quality, timely data.
Supervision is a process of guiding, helping, training, and encouraging staff to improve their performance in order to provide high-quality healthcare services.
A guideline has been published by Managemnt Division in 2066 BS to systematize the supervision process at different levels which specialy focuses on supportive and integrated supervision.
n conclusion, effective health worker supervision is informed by health system data, uses continuous quality improvement (QI), and employs digital technologies integrated into other health system activities and existing data systems to enable a whole system approach. Effective supervision enhancements and innovations should be better integrated, scaled, and sustained within existing systems to improve access to quality health care.
Availability, accessibility,acceptibility in health serviceGargi Sinha
health sociology, health for all, barriers to health care, culture and health , availability of health service , accessibility of health service, acceptability of health service, public health,
Introduction to Joint Commission International (JCI) - Dr Amrish Kamboj - Dir...Amrish Kamboj
This document provides an overview of the Joint Commission International (JCI) including its mission, organizational structure, history, standards development process, accreditation programs, and the impact of accreditation. The key points are:
1) JCI's mission is to improve safety and quality of care internationally through education, publications, consultation and evaluation services.
2) It is a division of Joint Commission Resources which is a non-profit affiliate of The Joint Commission.
3) JCI has accredited over 40 hospitals internationally and developed standards for laboratories, medical transport and other areas.
4) Accreditation aims to stimulate continuous quality improvement and reduces risks through the use of consensus-based, measurable standards.
The document outlines the different types of wards found in hospitals, including aged care wards, emergency wards, intensive care wards, medical wards, mental health wards, neuroscience wards, nursery wards, pediatrics wards, rehabilitation wards, special units, and surgery wards. Each ward type is further broken down to specify the conditions or specialties treated in that ward.
Priority setting in healthcare is necessary to allocate limited resources to maximize health benefits. It involves ranking diseases, health conditions, and interventions based on criteria like burden of disease, cost-effectiveness, equity, and existing delivery capacity. While controversial, priority setting can be made legitimate through transparent processes that consider community needs and engage stakeholders. Frameworks provide structures to conduct priority setting exercises and address ethical challenges through criteria like accountability, participation, and appeals mechanisms. Identifying who loses out in the system through analyses like benefit incidence assessments is also important.
The National Health Training Center (NHTC) was established in 1993 to coordinate and conduct all health training activities in Nepal. It aims to build technical and managerial capacity of health providers. NHTC oversees 7 provincial training centers and 49 clinical training sites. It develops training materials, provides pre-service training, and conducts various in-service competency courses. Issues include a lack of strategic training approach and inadequate follow-up. Recommendations are to consolidate training needs, improve quality, and establish regulatory bodies to ensure training standards.
This document provides an overview of key concepts in health economics, including:
1. Efficiency refers to maximizing benefits for society at the least cost and includes technical efficiency of minimizing costs without compromising quality and allocative efficiency of distributing resources optimally.
2. Equity concerns fair and impartial distribution of health resources based on need.
3. National income concepts measure economic activity, including GDP, GNP, NNP, and per capita income.
The document discusses several aspects of healthcare administration including the roles and responsibilities of healthcare administrators. It describes how healthcare administrators work to evaluate health problems, acquire health resources, and implement information technology systems and clinical functions to manage day-to-day operations within the healthcare industry. The goal is to improve individual wellbeing and community health by following best practices, collecting problems, providing solutions, and involving the community. Healthcare administration aims to improve processes, standards of care, and protect medical records through leadership and management.
This 3-page document summarizes the findings of a review of the Nurse Unit Manager (NUM) role in Queensland, Australia. Key issues identified through NUM consultation groups were an unclear and inequitable workload, a desire to refocus on clinical leadership and patient outcomes, and barriers like administrative burdens and a lack of decision-making power or development opportunities. The review aims to strengthen support for NUMs by providing clarity around responsibilities, enhancing capabilities, and improving work-life balance. Recommendations are made to NIBBIG to address issues and refocus the NUM role on sustainable clinical leadership.
This document outlines the objectives and content of a presentation on JCIA accreditation standards. It defines key terms like accreditation and standard. It then lists and briefly describes the JCI patient-centered standards and health care organization management standards. The patient-centered standards cover topics like patient safety goals, access to care, patient rights, assessment of patients, care of patients, anesthesia and surgery, and medication management. The management standards cover quality improvement, infection control, governance, facility management, staff qualifications, and management of information. The document provides an overview of the content that will be covered in the presentation.
Human resource management in hospitals focuses on employees as the most important asset. It aims to motivate employees and encourage their participation in decision making. Flexibility and work-life balance are high priorities. The main principle is to determine what should be provided to employees to extract desired work. Core HR responsibilities include staffing, recruitment, compensation, benefits, training, and performance evaluation. The human resource manager oversees all HR activities and policies in compliance with labor laws. HR functions can also be outsourced to reduce costs and allow in-house HR to focus on strategic matters.
The emergency room is staffed 24 hours a day by emergency physicians and nurses to provide urgent medical care outside regular clinic hours. The pre-admission screening process includes a full history, physical exam, nursing assessment, and diagnostic testing. Patients in the emergency room have rights to treatment, informed consent, privacy, confidentiality, involvement in care decisions, and access to protective services.
Hospital planning requires thorough preliminary study and consideration of community needs, resources, and future changes. The planning process involves assessing needs, feasibility studies, developing a master plan, and financial planning. Key principles of hospital planning are providing high quality patient-centered care, effective community orientation, and economic viability. Planning ensures the building meets clinical, technological, and safety standards while considering staff roles.
This document provides information about eligibility, necessary documents, procedures, and packages covered under the MJPJAY and PMJAY healthcare programs in India. It discusses:
- Eligibility criteria based on ration cards and state of residence for MJPJAY and PMJAY.
- Required documents for beneficiary enrollment including Aadhar card, ration card, and bank passbook.
- Differences between ABHA and Ayushman Bharat cards in terms of purpose, eligibility, benefits, and enrollment.
- Surgical packages covered for procedures like pterygium, retina, pediatric cataract, and squint with details on pre/post-op requirements and pricing.
-
Health Economics and Financial Management IntroDenise Hancock
This document provides an overview of health economics and financial management. It defines key concepts in economics like scarcity and opportunity costs and discusses how economics can be applied to healthcare issues. Specifically, it explains how health economics analyzes the high costs, lack of access, and quality issues that are major problems in the US healthcare system. While economics provides tools to consider costs and benefits of healthcare services, it cannot define values or desired outcomes which require determining societal priorities.
The document discusses the planning, design, and maintenance of hospital facilities. It outlines the needs assessment and design process, including forming teams to evaluate needs and design the facility. It also covers factors to consider for site selection and describes the standard zones of a hospital plan, including outer, second, inner, deep, and service zones. Specific hospital departments like nursing, surgery, dietary, and housekeeping are examined in terms of space, functions, and relationships to other parts of the facility.
The document discusses Joint Commission International (JCI) accreditation. It provides information on what accreditation is, the benefits of accreditation, and an introduction to JCI. Some key points include:
- Accreditation is a voluntary process where an independent entity assesses a healthcare organization against set standards to improve safety and quality.
- Benefits of accreditation include improving public trust, establishing a safe work environment, and creating a culture of continuous learning.
- JCI is a US-based nonprofit that sets international standards for healthcare providers. Over 820 hospitals in 47 countries are JCI-accredited.
- The JCI accreditation process involves surveys to evaluate
Pillars of Quality : An Overview of NABH - Dr. A.M Joglekar at Knowledge Seri...Hosmac India Pvt Ltd
This document discusses quality standards in hospitals as defined by the National Accreditation Board for Hospitals and Healthcare Providers (NABH) in India. It provides an overview of the NABH's 3rd edition standards, which include 102 standards across 10 chapters focusing on patient safety and continuous quality improvement. The standards are non-prescriptive and provide guidance. The document also discusses NABH's multi-disciplinary approach, accreditation process, impact of accreditation, and benefits it provides to patients, hospitals, staff, and regulatory bodies by promoting high quality care.
The Nepal health information system uses various forms and registers to collect health data from public and private providers. This data is integrated into the national Health Management Information System (HMIS) managed by the Department of Health Services. Currently, an integrated Health Information System using the District Health Information System (DHIS) collects major health data electronically. Facilities have access to enter data, while the Health Office receives monthly reports and can process, represent, and analyze the data.
The National Health Training Center (NHTC) was established in 1993 to coordinate and conduct all health training activities in Nepal. It aims to build technical and managerial capacity of health providers. NHTC oversees 7 provincial training centers and 49 clinical training sites. It develops training materials, provides pre-service training, and conducts various in-service competency courses. Issues include a lack of strategic training approach and inadequate follow-up. Recommendations are to consolidate training needs, improve quality, and establish regulatory bodies to ensure training standards.
This document provides an overview of key concepts in health economics, including:
1. Efficiency refers to maximizing benefits for society at the least cost and includes technical efficiency of minimizing costs without compromising quality and allocative efficiency of distributing resources optimally.
2. Equity concerns fair and impartial distribution of health resources based on need.
3. National income concepts measure economic activity, including GDP, GNP, NNP, and per capita income.
The document discusses several aspects of healthcare administration including the roles and responsibilities of healthcare administrators. It describes how healthcare administrators work to evaluate health problems, acquire health resources, and implement information technology systems and clinical functions to manage day-to-day operations within the healthcare industry. The goal is to improve individual wellbeing and community health by following best practices, collecting problems, providing solutions, and involving the community. Healthcare administration aims to improve processes, standards of care, and protect medical records through leadership and management.
This 3-page document summarizes the findings of a review of the Nurse Unit Manager (NUM) role in Queensland, Australia. Key issues identified through NUM consultation groups were an unclear and inequitable workload, a desire to refocus on clinical leadership and patient outcomes, and barriers like administrative burdens and a lack of decision-making power or development opportunities. The review aims to strengthen support for NUMs by providing clarity around responsibilities, enhancing capabilities, and improving work-life balance. Recommendations are made to NIBBIG to address issues and refocus the NUM role on sustainable clinical leadership.
This document outlines the objectives and content of a presentation on JCIA accreditation standards. It defines key terms like accreditation and standard. It then lists and briefly describes the JCI patient-centered standards and health care organization management standards. The patient-centered standards cover topics like patient safety goals, access to care, patient rights, assessment of patients, care of patients, anesthesia and surgery, and medication management. The management standards cover quality improvement, infection control, governance, facility management, staff qualifications, and management of information. The document provides an overview of the content that will be covered in the presentation.
Human resource management in hospitals focuses on employees as the most important asset. It aims to motivate employees and encourage their participation in decision making. Flexibility and work-life balance are high priorities. The main principle is to determine what should be provided to employees to extract desired work. Core HR responsibilities include staffing, recruitment, compensation, benefits, training, and performance evaluation. The human resource manager oversees all HR activities and policies in compliance with labor laws. HR functions can also be outsourced to reduce costs and allow in-house HR to focus on strategic matters.
The emergency room is staffed 24 hours a day by emergency physicians and nurses to provide urgent medical care outside regular clinic hours. The pre-admission screening process includes a full history, physical exam, nursing assessment, and diagnostic testing. Patients in the emergency room have rights to treatment, informed consent, privacy, confidentiality, involvement in care decisions, and access to protective services.
Hospital planning requires thorough preliminary study and consideration of community needs, resources, and future changes. The planning process involves assessing needs, feasibility studies, developing a master plan, and financial planning. Key principles of hospital planning are providing high quality patient-centered care, effective community orientation, and economic viability. Planning ensures the building meets clinical, technological, and safety standards while considering staff roles.
This document provides information about eligibility, necessary documents, procedures, and packages covered under the MJPJAY and PMJAY healthcare programs in India. It discusses:
- Eligibility criteria based on ration cards and state of residence for MJPJAY and PMJAY.
- Required documents for beneficiary enrollment including Aadhar card, ration card, and bank passbook.
- Differences between ABHA and Ayushman Bharat cards in terms of purpose, eligibility, benefits, and enrollment.
- Surgical packages covered for procedures like pterygium, retina, pediatric cataract, and squint with details on pre/post-op requirements and pricing.
-
Health Economics and Financial Management IntroDenise Hancock
This document provides an overview of health economics and financial management. It defines key concepts in economics like scarcity and opportunity costs and discusses how economics can be applied to healthcare issues. Specifically, it explains how health economics analyzes the high costs, lack of access, and quality issues that are major problems in the US healthcare system. While economics provides tools to consider costs and benefits of healthcare services, it cannot define values or desired outcomes which require determining societal priorities.
The document discusses the planning, design, and maintenance of hospital facilities. It outlines the needs assessment and design process, including forming teams to evaluate needs and design the facility. It also covers factors to consider for site selection and describes the standard zones of a hospital plan, including outer, second, inner, deep, and service zones. Specific hospital departments like nursing, surgery, dietary, and housekeeping are examined in terms of space, functions, and relationships to other parts of the facility.
The document discusses Joint Commission International (JCI) accreditation. It provides information on what accreditation is, the benefits of accreditation, and an introduction to JCI. Some key points include:
- Accreditation is a voluntary process where an independent entity assesses a healthcare organization against set standards to improve safety and quality.
- Benefits of accreditation include improving public trust, establishing a safe work environment, and creating a culture of continuous learning.
- JCI is a US-based nonprofit that sets international standards for healthcare providers. Over 820 hospitals in 47 countries are JCI-accredited.
- The JCI accreditation process involves surveys to evaluate
Pillars of Quality : An Overview of NABH - Dr. A.M Joglekar at Knowledge Seri...Hosmac India Pvt Ltd
This document discusses quality standards in hospitals as defined by the National Accreditation Board for Hospitals and Healthcare Providers (NABH) in India. It provides an overview of the NABH's 3rd edition standards, which include 102 standards across 10 chapters focusing on patient safety and continuous quality improvement. The standards are non-prescriptive and provide guidance. The document also discusses NABH's multi-disciplinary approach, accreditation process, impact of accreditation, and benefits it provides to patients, hospitals, staff, and regulatory bodies by promoting high quality care.
The Nepal health information system uses various forms and registers to collect health data from public and private providers. This data is integrated into the national Health Management Information System (HMIS) managed by the Department of Health Services. Currently, an integrated Health Information System using the District Health Information System (DHIS) collects major health data electronically. Facilities have access to enter data, while the Health Office receives monthly reports and can process, represent, and analyze the data.
Ce livre est un recueil de cas portant sur des changements en entreprise. A qui est-il destiné ?
A celui qui veut comparer ses techniques à ce qui se fait ailleurs ; à celui qui se demande si d’autres n’ont pas vécu ce qu’il vit ; à l’enseignant qui recherche des cas pour ses élèves…
Il est issu d’une trentaine de témoignages. On y voit le changement en entreprise sous tous ses angles.
Pérégrinations d'un coach agile explorateur en systémiqueArnaud Gervais
Il était une fois Arnaud, un coach agile ordinaire.
Arnaud se lève chaque matin pour accompagner des équipes dans leur chemin vers l'agilité. Les contextes changent, les personnes changent, les méthodes changent, mais finalement rien ne change vraiment.
Du coup, Arnaud se pose des questions existentielles : pourquoi ? Je suis vraiment nul ? L'agilité c'est du flan ?
Puis un beau jour, il se rend à une initiation à la systémique. Il met des mots sur ses doutes : système global, complexité, homéostasie, boucles de rétroaction...
Même si la complexité fait peur, dorénavant, armé de ses graphes systémiques, Arnaud joue à la représenter, pour objectiver les problèmes et trouver les vrais leviers du changement.
Je vais vous raconter l'histoire d'Arnaud, ses doutes, ses découvertes, ses expérimentations de représentations systémiques, et ce que ça change dans son coaching aujourd'hui.
L'injonction paradoxale, double bind, en anglais, qu'est-ce que c'est ? Un retour aux origines du concept. Et une réflexion sur un problème de notre temps, inquiétant. Mais, il se soigne. Par la liberté !
Une présentation faite lors d'une conférence.
Une étude sur la mise en oeuvre des ERP (progiciels de gestion de type SAP).
Elle montre, en particulier, que si cette mise en oeuvre conduit la plupart du temps à des échecs, c'est du fait d'un petit nombre d'erreurs.
Rapport sur la transformation de l'entreprise - Méthode MünchhausenFaurie Christophe
L’entreprise fait face à une période de contraction.
Ce rapport analyse deux familles de techniques adaptées à ce type d’environnement : responsabilisation et codéveloppement.
Ces techniques n'ont rien de complexe. Encore faut-il penser à les utiliser...
Nourrir nos pratiques territoriales avec l’approche systémique | LIEGE CREATI...LIEGE CREATIVE
Nous entendons de plus en plus les termes ‘systémique’ ou ‘système’. Mais que veut-on réellement dire par systémique, qu’est-ce qu’un système, pourquoi en parler et surtout comment appréhender et utiliser ces notions ?
Intellectuellement, nous sommes formés pour analyser les problèmes, les séparer en sous-problèmes et identifier une solution efficace. Institutionnellement, nos pratiques sont essentiellement segmentées par champ disciplinaire. Mais dans notre monde complexe et dynamique, en évolution constante et dans lequel tout est lié, n’y a-t-il pas une autre façon d’appréhender notre environnement et les questions que nous traitons ?
Donella Meadows – Professeure au MIT et co-autrice du Rapport sur les limites à la croissance pour le Club de Rome en 1972, dit : « Le monde est un système complexe, interconnecté, fini, écologique, social, psychologique et économique. Nous le traitons comme s'il ne l'était pas, comme s'il était divisible, séparable, simple et infini. Nos problèmes mondiaux persistants et insolubles découlent directement de cette inadéquation. »
Dans cette rencontre-conférence, les orateurs nous donneront un premier niveau de regard sur l’approche par les systèmes des questions auxquelles nous sommes confrontés tous les jours. Ils discuteront de cette notion de système, de ses modes de fonctionnement et de comment faire ‘avec’ eux, mais aussi ‘contre’ eux pour favoriser les changements dont notre société a besoin. Ils nous parleront d’outils et de pratiques de diagnostic et de stratégies qui peuvent peut-être changer les choses.
Le Réseau Aliment-Terre de l’arrondissement de Verviers et Pierre van Steenberghe utiliseront l’approche systémique afin de nourrir les pratiques territoriales des acteurs de la région verviétoise notamment à travers le projet « TerraLab ». Celui-ci développera un espace de collaboration entre acteurs locaux afin de mettre en place des stratégies de résilience et de transition vers un monde plus durable.
7e Rencontres nationales de la communication interne.
Conférence d'ouverture, Comprendre le changement, Anne-Lise Seltzer sociologue et consultante en accompagnement du changement.
Similaire à Le changement l’approche systémique du changement (11)
1. Séance 2.
Le changement: définition et processus.
L’approche systémique du changement
Professeure
Doina Muresanu D. Sc.
2. Objectifs de la rencontre
Comprendre la vision systémique de l’organisation
Connaitre le concept de changement en termes de
définition, sources et mécanismes
Se familiariser avec les phases de la reconstruction du
réel dans l’acception de Collerette et al. 1997.
3. Déroulement de la séance
Retour sur la présentation des étudiants et sur la mise
en situation de la semaine passée
Organisation en tant que système: définition,
composantes, propriétés, lien avec le changement
Le processus du changement: perspectives théoriques
et phases
Encadrement du travail de session
4. Retour sur la mise en situation de la
semaine passée
Vécu d’une situation de changement
5. Le système et le sous-système
Le système = un ensemble plus ou moins complexe de
parties qui sont en interaction entre elles et qui est en
interaction permanente avec l’environnement (selon
Collerette et al. 1997)
Le sous-système = le composantes d’un système
6. Les composantes du système
La frontière
La perception de la mission
Les intrants (input)
Les extrants (output)
7. Les composantes du système (suite)
Le processus de transformation
La rétroaction de l’information
L’enveloppe de maintien
L’environnement
8. Les propriétés du système
Tendance a la homéostasie
Caractère ouvert, ferme ou semi-ouvert
11. Perspectives en changement
Psychanalyse
L’approche humaniste
Perspective historique, politique, démographique et
économique
Individu dans son milieu (Levin)
13. Le changement selon Collerette et al. 1997
Constructivisme
Systémisme
=> approche constructiviste – systémique
14. Les phases de la reconstruction du réel
(selon Collerette et al. 1997)
l’éveil
la désintégration
la reconstruction
l’intégration
15. Les phases de la reconstruction du réel
(selon Collerette et al. 1997)
L’éveil
- l’acceptation ou le rejet de la remise en question
de la représentation du réel par le destinataire du
changement
16. Les phases de la reconstruction du réel
(selon Collerette et al. 1997)
Désintégration
Les déclencheurs de changement
a. satisfaction ou gratification plus élevée
b. insatisfaction dans la situation existante
c. pression des leaders du milieu
17. Les phases de la reconstruction du réel
(selon Collerette et al. 1997)
Reconstruction
a. mode recherche
b. mode identification
18. Les phases de la reconstruction du réel
(selon Collerette et al. 1997)
Intégration
- intrasystémique
- intersystémique
21. MEMO pour la séance prochaine
Préparer le thème #3 Les opérations préalables à la
planification rigoureuse d’une entreprise de
changement: le diagnostique de la situation
insatisfaisante
La remise du contrat d’équipe