CONCOURS QUALITE IN GUINEA Context and perennity

22.04.23 Seite 1Présentation Guinée 22.04.23Réunion Task Force CQ/SQI, Eschborn

CONCOURS QUALITE IN GUINEA

Context and perennity

Dr Mohamed Lamine YANSANEPrésident du Conseil national de la Qualité des soins et services

Chef de Cabinet du MSHP


CONTEXT

•Quality of health services is one of the Ministry of helath priorities in its National Developpement Plan for the period 2003- 2012;

•Various quality approches have been implemented;

•Despite these actions, clients are not insatisfied by health services;

•Low disponibility of drugs and personnal ;

OBJECTIF

Create quality culture winthin health structures through a positive competition in order to increase utilisation;

Context and objectiveContext and objective


Constraintes of SQI /CQ in GuineaConstraintes of SQI /CQ in Guinea

1. Low appropriation by the national level of the MOH;

2. Lack of resources for the organisation of SQI/CQ;

3. Insuffisance decentralisation of the process;

4. Low implication of partners


National Quality Council activitiesNational Quality Council activities

• Technical working group for SQI/CQ being impemeted officialy by the MOH;

• Elaboration and implementation of annual programm for 2009 session; (CQ tools adaptation; sensitation , information );

• First session organised by the national working group for the all the country


Chalenges an perenity of Concours QualitéChalenges an perenity of Concours Qualité

• Difficulties of the local social and economic context : fex disponibility of drugs in health structures ;

•Difficulties to afford the SQI/CQ cost estimate at 140 000 € for 435 structures (health centers and hospitals) ;

•Necessity to have good collaboration and combination of all partners efforts ( implication of all partners, reinforcement of health system through Gavi and , 9 th global fund round in preparation);


CONCOURS QUALITE IN GUINEA

Approach implemention and effets

Dr Mohamed Lamine YANSANEDr Abdoulaye Maci BAHDr Adrien NOUGTARA


Mise en œuvre de l’approche CQ (1)Mise en œuvre de l’approche CQ (1)

Conception de l’approche et des outils de mise en œuvre (2001-2002);

Test des outils sur un zone du pays(2003)

Conception et adaptation des documents de normes et procédures (2003- 2004);

Information / Formation des acteurs du terrain à l’application des outils ( périodiquement);


Mise en œuvre de l’approche CQ (2)Mise en œuvre de l’approche CQ (2)

Organisation de la première session du CQ (2003);

Revu de l’approche et introduction de la recherche-action au niveau des structures (2006);

Collaboration avec l’Université pour le volet recherche-action et management de la Qualité

Suivi évaluation de la mise en œuvre de chaque session, réadaptation de l’approche et des outils (évaluation interne et externe).


Concours qualité –Action Recherche – Improvement FundConcours qualité –Action Recherche – Improvement Fund

Planifier les activités de routine et de développement

Exécuter les activités de routine et de développement

Evaluer les activités, les forces et faiblesses de la structure

Tirer des leçons pour améliorer la performance

Plan d’amélioration pendant l’audit

Assistance technique et appui financier du

« PAO Qualité »

Audit et Feedback

Auto-valuation

ThèsesMémoires

Thèmesde

recherche

Savoir généré

RechercheAction

Mécanismede

sélection

Appel à soumission

Fonds d’Amélioration


Evolution of proportion of health structures classified Evolution of proportion of health structures classified performant during the sessions ( >50%)performant during the sessions ( >50%)




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Evolution of clients satisfactionEvolution of clients satisfaction

Source:rapports enquêtes


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Clients perception on changesClients perception on changes

«Waiting time has improved. The lack of personnal is a problem. The personnal is insuffiant. Those wo are here are competent. If 3 or 4 clients arrive, 3 or 4 cleints arrive, they are taking one by one for the consultations» (Extrait men focus in Dalaba);

«To me, what is changed is the hygien, hospital beds are good and the local is washed frequently» (Extrait men/women focus in Kissidougou);


Factors of succesFactors of succes

1. Regular follow up actions to improve comitment of partners and MOH at national level ;

2. Comitment of the operational level for SQI/CQ

3. Taking into account clients needs and observations

4. Communauty participation in the process.

5. Synergy with others quality management approach ;

6. Intégration of action recherche;

7. Disponibility of documents of normes and procedures for each level.


Capitalisation areasCapitalisation areas

Flexibility and progressivity in the developpement;

Open to others quality management approch; Intégration of action recherche;

Intégration of action recherche and quality management in faculty;

Effects on care providers, structures and population ;


RecommandationsRecommandations Regular follow up actions to improve comitment of partners

and MOH at national level;

Flexibility and progressivity in the developpement;

Continius adaption of tools in order to take into account needs and expectations of actors and partners ;

Good documentation of the process

Follow up and evaluations of the proceses ;


Documents

CONCOURS QUALITE IN GUINEA Context and perennity