Quality Assurance

quality-assurance1

Our Quality Improvement (QI) consultancies are based on assessments of a patient care problem for the purpose of improving patient care or satisfaction against ‘clinically credible and evidence-based outcome measures. Our Firm has developed methodologies and activities designed to achieve measureable improvement in processes and outcomes of care, including for example peer analysis, examination, review and study of internal practices, processes, protocols, productivity and/or costs, patient or provider intervention, resolution of a problem and follow-up. Then, improvements are achieved through interventions that target health care providers, practitioners, plans and/or beneficiaries. As is increasingly being found in many industries, involving customers/patients in co-production and co-design can dramatically reduce costs, improve satisfaction and enhance outcomes.

Our expertise in this area has allowed us to focus our assessments and quality management strategies in five successful practices that have been identified for improving workforce motivation and productivity producing better quality at lower cost. Organisations that are able to achieve these types of transformative changes can increase productivity and work attractiveness:

  • Strategic focus on value for patients: Successful organizations need to embed the search for value for patients in all aspects of the organisation including their goals, management information, recruitment methods, reward systems, strategies and the behavior of staff at the frontline.
  • Empowered professionals: Staff that has limited discretion will be less able to solve problems, identify improvements or exercise initiative.
  • Task and process redesign: Many tasks and processes in the healthcare have not been systematically designed and standardization and systematic redesign of care is a key habit of successful organisations.
  • Steering by outcomes (measurement and feedback): The best organisations use their internally generated data to test ideas for improvement and to generate new knowledge about what works and change their practice. The measurement and feedback habit re-enforces this culture of improvement.
  • Active staff motivation and management: It is critical to clearly define roles supported by schemes for ensuring that they get high-quality feedback and assessments that are linked to recognizing and rewarding good performance, but also being rigorous about dealing with poor performance, behavior at odds with the values of the organisation and absenteeism.

Our approach to the implementation of these practices is aligned with international best practices and standardized procedures, such as the European Foundation for Quality Management (EFQM) model and Total Quality Management (TQM) approach, to encourage continuous quality improvement. Our approach is based on the core on-going cycle of Planning-Executing-Measuring-Evaluating enabling factors as much as the processes and outcomes. This same cycle is directly aligned with a results-based monitoring and evaluation framework and our project management approach, resulting in high performance projects and programs that ultimately lead to better health outcomes.

In our experience, the complexity of the healthcare system requires going beyond the dimension of clinical/technical quality, and considering customer perception and satisfaction, cultural context, as well as the program/policy management effectiveness. Sanigest has developed tools to aid governments and healthcare providers designing and implementing the various elements required for an integral quality management system in healthcare.

Sanigest’s quality management strategies typically include the following processes:

  • Developing Quality Management Plans
  • Developing Performance/Data Matrix
  • KPI definition
  • Development of support ICT system
  • Healthcare provider management
  • Operational and management staff training

Area Expert

James Cercone
President

Dr. Daniel Bronstein
Senior Health Expert

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