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![Page 1: Institutionalization of Quality Assurance Program in District Health Management Anurag Mishra, M E Khan, and Vivek Sharma FRONTIERS Program, Population.](https://reader035.fdocuments.us/reader035/viewer/2022062421/56649de95503460f94ae4a70/html5/thumbnails/1.jpg)
Institutionalization of Quality Assurance Program in District Health Management
Anurag Mishra, M E Khan, and Vivek Sharma FRONTIERS Program,
Population Council, New Delhi
January 30, 2008
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Contents
1. Overview of Quality Assurance
2. RCH QA Mechanism
3. QA Experience from Gujarat
4. On going QA Activities in Six States
5. Lessons Learned
6. Place of QA for ARSH
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Need for Developing QA Program Globally many tools are available to assess quality of
RH services
Many have been adapted and tested in India
Most have been found too specific to a particular area
of care, or too cumbersome and time consuming to
institutionalize in Indian health care delivery system
They were used for periodic assessments and not
institutionalized with health systems
A comprehensive operational manual covering RCH
components in public health setting was considered
critical to move forward
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Development of Checklists and Manual
Checklists and manual were developed- To demonstrate feasibility of
institutionalization of QA systems at district level management
To improve RH Services provided at CHC/PHCs and Sub-centers
To provide a quality improvement model to states that could be replicated and scaled up
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RH Quality Framework for Assessment
RH facility based Services to be assessed
INPUTS PROCESS OUTPUTS
Family Planning Building Infra-
structure Equipment Personnel-
training Supplies
Clinic-wide procedures e.g.-Schedules, Hygiene, Asepsis
Technical competence
Client Provider interaction
FP method mix Complications Follow-up
Maternity Care ANC/PNC attendance Normal Deliveries Complications
managed
RTI/STI &
HIV -VCT
Lab tests Case treatment Follow-up
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Quality of Care Elements
The manual identifies nine key elements to measure the quality of services -
Five generic elements Four service specific elements
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Generic ElementsGeneric elements include – Service environment – infrastructure, basic amenities, clients
comfort, privacy etc. Client provider interaction - nature of provider – client
relationship and information exchanged between them
Informed decision-making - availability of relevant information and service procedures that facilitate informed choice by client
Integration of services - linkage of services and health institutions
Women’s participation in management –Women participation in planning, implementation and monitoring of RH services
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Service Specific Elements
Service specific elements include – Access to services – Location, distance, timing of facility,
affordability in terms of travel cost, lost wages etc. Equipment and supplies - Equipment of standard specifications
are available? In working order? Sufficient supplies available? Professional standards and technical competence – providers
competent? Service guidelines/protocols available? Service standards established?
Continuity of care – clients follow up regular and effective? Side effects/complications managed? MIS designed and maintained?
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QA Tools/Checklists
Guiding Principle Practical: Possible to complete within 2-3 hrs by 2-3 people
Specific: Critical to assess functionality of services
Independent: Stand alone assessment
Feedback: Could be provided it immediately to facility MOs
Transparent: Prior awareness of visit & criteria for
assessment by QA team
Sensitive: Improvements and change quantified
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Contents
1. Overview of Quality Assurance
2. RCH QA Mechanism
3. QA Experience from Gujarat
4. On going QA Activities in Six States
5. Lessons Learned
6. Place of QA for ARSH
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Institutional Arrangements
District Health Mission
DQAG (12-15 members)
Nodal Officer
DQAG Teams
State QA Nodal Officer
State Health Mission
2-3 members
DCMO/ADHO/RCHO
DHO/CMO(Chairperson)
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Setting up QA Mechanism
The QA Program recommends the following steps: The State should assist districts to setup a QA unit within DPMU The DQAG should consist of 12 to 15 members CDHO will be the Chair of DQAG A team of 2-3 members will make a QA visit Each QA team will visit 3 to 4 facilities per month Review gaps and actions in monthly DQAG meeting District health management should provide all logistic support to
DQAG including POL for visits, computer, office space, stationary etc.
District health Society/Mission should supervises the QA activities Allocate resources in DPIP for actions identified by DQAG
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QA visit to CHC/PHC/SCThe QA manual recommends the following planning for QA visit:
Each participating facility should be visited bi-annually
Prepare bi-annual visit plan, share it with DQAG members and
facility MOs.
Confirm availability of facility MO and QA team members at least
one day before the visit
Predefine and divide the assessment work at facility
Debrief the facility MO about assessment and prepare action plan
Within a week after visit, enter visit data, prepare summary report
and place it before CDHO/CMO
During Second Visit to Same Facility
Review gaps and actions of previous visit with MO I/C
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Contents
1. Overview of Quality Assurance
2. RCH QA Mechanism
3. QA Experience from Gujarat
4. On going QA Activities in Six States
5. Lessons Learned
6. Place of QA for ARSH
![Page 15: Institutionalization of Quality Assurance Program in District Health Management Anurag Mishra, M E Khan, and Vivek Sharma FRONTIERS Program, Population.](https://reader035.fdocuments.us/reader035/viewer/2022062421/56649de95503460f94ae4a70/html5/thumbnails/15.jpg)
Baseline Survey
Grade C84%
Grade A0%
Grade B8%Grade D
8%
II - Quarter Visit
Grade A50%
Grade C0%
Grade D0%
Grade B50%
Grade A75%
Grade B25%
Grade C0% Grade D
0%
Four Quarter QA visits in Dahod
Grade = ScoreA = 76+%B = 51-75%C = 26-50%D = 1-25%
Grade A77%
Grade B23%
Grade C0%
Grade D0%
III - Quarter VisitIV - Quarter Visit
N=13
N=20
N=20
N=22
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Change in Input Scores
0
25
50
75
100
Devga
rh B
aria
©
Piplod
©
Jesa
wada
Mira
khed
i
Bandi
war
Bordi
Garwad
a ©
Gamdi
Kanje
ta
Petha
pur ©
Gagar
di
Sevan
iya
Timar
da
Fatep
ura
©
Limkh
eda
©
Vansiy
a
Chhap
arwad
a
Mar
gala
Dunga
r
Man
dor
Pe
rce
nt
BL QAV-2 QAV-3
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Selected MCH Process Indicators
75
8590
7580
90
5560 60
45
55
65
0
25
50
75
100
QA-1 QA-2 QA-3
per
cen
t
ANC cards available and filledDelivery record shows any normal delivery and complicationsAny delivery performed between 8pm and 8am at the facilityAny low birth weight baby kept for 24 hours observation
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90 90
23
85
95
15
35
20
85
0
25
50
75
100
QAG-1 QAG-2 QAG-3
per
cen
t
FW records show OCP usage and new acceptance
Any IUD inserted at the facility in last 3 months
Any IUD acceptors screaned for STI with a lab test
Selected FP Process indicators
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QA Scale-up in Gujarat
Commissioner and Secretary of Health appreciated the program and decided to scale-up in entire state
Scale-up in all 25 districts was planned in phased manner
A State Nodal Officer appointed to coordinate QA activities
QA budget allocated separately in state PIP Decentralized approach suggested. Block level QA
teams constituted and trained to conduct QA visits FRONTIERS Program provided TA in scale-up
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Scale-up Coverage
1072 PHCs and 272 CHCs covered in entire state
128 state and regional level officials oriented
2261 providers of different level trained, including– 38 District Program Coordinators and M&E Assistants
263 DHOs, ADHOs and BHOs
593 Block Health Visitors and Block IEC officers
1234 CHC/PHC Medical Officer In-charges
5 District statistical Assistants
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Contents
1. Overview of Quality Assurance
2. RCH QA Mechanism
3. QA Experience from Gujarat
4. On going QA Activities in Six States
5. Lessons Learned
6. Place of QA for ARSH
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QA Pilot in Six States
As part of NRHM, slightly modified version of
QA checklists is being piloted by MoHFW in 7
districts of six states of India
Population Council is providing TA in one
district each of Maharashtra and Karnataka.
UNFPA is providing financial and technical
inputs for piloting in these states
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Current Status 80 and 100 QA visits have been completed during first
round in A’nagar, Maharashtra & Tumkur, Karnataka.
Both input and process elements have shown
significant service delivery gaps
On an average 28 and 43 actions have been identified
at CHC/PHCs of A’nagar and Tumkur districts
A mechanism to review gaps and initiate actions has
been established in both the districts
61 percent and 43 percent of actions have been
executed so far in A’nagar and Tumkur districts
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Typical Examples of Gaps Observed
At CHC/PHC Training of providers in EmOC, RTI/STI, partograph use Non-adherence of maternal and immunization service standards Shortage of important equipmentsAt Sub-centers No display of citizen’s charter and other information Poor waste management practices Poor knowledge of IUD, OCP and ECP among ANMsCommon to all Short supply of medicines and contraceptives Poor infection prevention practices Poor maintenance of facilities No proper updating of records Non-availability of protocols and jobs-aids
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Examples of Input Indicators - CHC/PHC
Input IndicatorsPercentage
A’nagarn=40
Tumkurn=34
A doctor trained in EmOC 63 21
A separate labor/delivery room 72 56
Complete delivery kit with scissor/blades, cord ties/clamps and forceps available
92 85
Oxygen cylinder with tubing and wrench and disposable masks available in working order
73 21
Proper waste disposal arrangements 70 59
All essential drugs for active mgmt of infections/ complications in pregnancy
13 0
RTI/STI – management protocols available 25 18
Normal delivery guidelines available 58 53
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Examples of Process Indicators Observed- CHC/PHC
Process IndicatorsPercentage
A’nagar Tumkur
OCP usage and new acceptance records are maintained in last 3 months
45 (40) 79 (34)
Client Counseled on how method works 56 (34) 69 (13)
Women screened for signs of anemia 61 (36) 61 (23)
ANC women counseled on danger signs 29 (35) 40 (23)
Measels vaccine being administered at 9-12 months of age
63 (33) 63 (32)
Records show children are managed for RTI 35 (40) 40 (34)
Temperature record card maintained and updated
89 (37) 88 (33)
Providers wore gloves when required 68 (23) 79 (21)
Figures in bracket show the denominator
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71
61
7671
57
69
86 89 92
7984 80
0
25
50
75
100
Facility 1 Facility 2 Facility 3 Facility 4 Facility 5 Facility 6
Per
cent
First QA visit
Second QA visit
Preliminary assessment of QA Impact – Ahmadnagar
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Contents
1. Overview of Quality Assurance
2. RCH QA Mechanism
3. QA Experience from Gujarat
4. On going QA Activities in Six States
5. Lessons Learned
6. Place of QA for ARSH
![Page 29: Institutionalization of Quality Assurance Program in District Health Management Anurag Mishra, M E Khan, and Vivek Sharma FRONTIERS Program, Population.](https://reader035.fdocuments.us/reader035/viewer/2022062421/56649de95503460f94ae4a70/html5/thumbnails/29.jpg)
Lessons Learned
QA checklists considered useful in monitoring and improving
quality of services
QA could be institutionalized within district health
management
Greater state’s stake is required to resolve problems such as
frequent rescheduling of QA visits, delayed initiation of
district/state level actions etc.
Mechanism for monitoring actions need to be strengthened
Beside inputs focus should be put to address process gaps
TA for capacity building of districts/state required until it
migrates from project to program mode
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Contents
1. Overview of Quality Assurance
2. RCH QA Mechanism
3. QA Experience from Gujarat
4. On going QA Activities in Six States
5. Lessons Learned
6. Place of QA for ARSH
![Page 31: Institutionalization of Quality Assurance Program in District Health Management Anurag Mishra, M E Khan, and Vivek Sharma FRONTIERS Program, Population.](https://reader035.fdocuments.us/reader035/viewer/2022062421/56649de95503460f94ae4a70/html5/thumbnails/31.jpg)
Possibilities for Including ARSH Services in QA
QA checklists already include many indicators which have been
considered crucial under seven standards of ARSH strategy
AFCs will be an activity by same facility and human resources.
However, infrastructure and services such as ARSH training, IEC
material, outreach programs for community awareness need to
be ensured.
Extending role of DQAG by including more people seems more
feasible and cost-effective than making AFC QA a stand alone
program.
However, AFC QA project should be first piloted separately to
finalize QA tools and assess their usefulness.
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Thanks
FRONTIERS Program
Population Council
53 Lodi Estate, New Delhi – 110 003
Tel: 24610913/E-mail: [email protected]