1 / 25

Module 9 FACILITY MANAGEMENT WASH FIT

Module 9 FACILITY MANAGEMENT WASH FIT. Overview. The importance of leadership How to manage, incentivise and value staff The importance of patient and community engagement Minimum staff required to provide adequate WASH services

shenam
Download Presentation

Module 9 FACILITY MANAGEMENT WASH FIT

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Module 9 FACILITY MANAGEMENT WASH FIT

  2. Overview • The importance of leadership • How to manage, incentivise and value staff • The importance of patient and community engagement • Minimum staff required to provide adequate WASH services • The basics of accounting and managing a simple budget for WASH services • How to procure, manage and store supplies

  3. Group discussion How are HCF managed in your country? Do HCF have the autonomy to make decisions?How are health care facilities financed?Are different types/sizes of facilities managed differently?Are there dedicated budgets for WASH?

  4. How can you encourage people to access a health care facility?

  5. How to encourage people to access a facility • Create a clean, safe environment • Keep the facility • Visibly clean • Safe and with no risk of infection • Ensure staff are friendly, trustworthy and follow appropriate IPC procedures • Staff are motivated, incentivised to work • WASH services are maintained to appropriate standards WASH FIT will help you to do all of these things!

  6. Leadership • Leadership: A good leader who is enthusiastic and driven can make changes and improvements even when resources are limited • WASH focal person: There should a minimum of ONE person responsible for WASH and IPC services, who has a clear job description and is known by all staff

  7. Motivate and value ALL staff • Leadership is the key to success • Motivate and encourage staff to do a good job and recognize good performance • Cleaners and support staff should be valued as much as clinical staff • Reinforce the idea of team work • All staff should have written job descriptions

  8. ExampleHCF management structure

  9. Best practices for organisation and management of staff • Each staff member should have a written job description: Divide up tasks according to job descriptions and the skills of available staff • Organogram written and visible to all • On-going training and professional development • Regular staff meetings • Motivate, encourage and value ALL staff-recognizing good performance and addressing poor performers

  10. Incentivisation • Keeping a facility clean requires ALL staff to be involved • Try to empower and motivate staff • Incentivise staff to change their behaviour and recognise good behaviour from staff • Performance should be assessed according to job description • Recognize high performers and develop improvement plans for those that do not perform and/or impose penalties • Awards for best performing staff or wards • Trophy given monthly to wards/departments • Ranking system using traffic light system Trophy given to best performing ward and made visible to all

  11. 3 examples of encouraging change within facilities Each ward is ranked according to three levels of service and the results posted at facility entrace Patient feedback box – patients can post feedback to specific staff Patient feedback box – outside OPD department. Patients pick a piece of paper (green, yellow, red) according to the level of service received

  12. Sharing knowledge and experience Organise learning exchange events • Staff to visit other facilities • Peer to peer learning exchange • Referral hospitals provide support to smaller facilities

  13. Patient and community feedback • Patients and the community are a critical part of a HCF and their opinions should be valued • Ensure that everyone’s voice is heard: feedback mechanisms should be inclusive of people who are not able to read or write • Ideas for measuring patient satisfaction • Comment box at entrance to facility • Comment books at key places in the facility • Regular surveys • Community discussions, e.g. with patients in the waiting room

  14. Examples of patient engagement Traffic light scoring system outside maternity ward Comment box at entrance to facility Community discussion group

  15. Become a “model” facility • Facilities in a district can compete with each other for recognition of success, to become a model facility • Chose criteria, e.g. number of indicators improved, biggest increase in number of patients • Rate facilities like hotels, e.g. 3 or 5 star • Award a prize to best performing facility, each year. Remember you can lose your stars if you don’t maintain the quality!

  16. Remember - change comes from all levels • High level leadership and governance • Ministerial support • Celebrity endorsement • District level support • Technical and financial • Commitment by all at facility level • Motivated managers • All staff (medical and non-medical) must be involved • Community engagement and trust • Provide opportunities for feedback

  17. Organisation within the facility • Accounting and budgeting • Procurement • Managing stock

  18. Basic accounting and budgeting • Having a budget for WASH is needed for managing services • Provides useful information for facility managers, administrators, donors and suppliers A facility should be able to answer the following questions • How much money is spent on WASH on a monthly or yearly basis? • What is the budget for operation and maintenance? • What is the budget for provision of supplies? • Where does the budget come from? What are the mechanisms for raising more money?

  19. Role play • 10 minutes • Person 1: You are running a WASH FIT training and you have to convince the facility manager of the important of WASH in HCF • Person 2: You are the facility manager and you think you have already got too much work to do. You are not interested in putting time and money into improving WASH

  20. Role play • 10 minutes • Person 1: You are the manager of the HCF and you have to explain the methodology of WASH FIT and the benefits of using it to your staff • Person 2 & 3: You have never heard of WASH FIT before and you do not understand the approach. You ask person 1 many questions about WASH FIT to try and understand more.

  21. Discussion • How did you find the role play? • How was it to try to convince staff about WASH FIT? • What problems do you think you will face when using WASH FIT in your facility?

  22. WASH FIT is in place, implemented and regular monitored. An annual planned budget for the facility is available and includes funding for WASH infrastructure, services and personnel which is sufficient to meet the needs of the facility. A dedicated budget for the continuous procurement of WASH items (hand hygiene products, minor supplies to repair pipes, toilets, etc.) is available and sufficient to meet the needs of the facility A protocol for operation and maintenance, including procurement of WASH supplies is visible, legible and implemented. Regular (at least weekly) ward-based audits are undertaken to assess the availability of handrub, soap, single use towels and other hand hygiene resources. An up-to-date diagram of the facility management structure is clearly visible and legible All staff have a job description written clearly and legibly, including WASH-related responsibilities. Adequate cleaners and WASH maintenance staff are available. A continuous training program for facility staff is implemented and staff are regularly assessed on their knowledge and learning (minimum requirements include Hygiene, IPC) and have opportunities to continuously refresh and increase their skills Management indicators (1) ESSENTIAL • WASH FIT or other quality improvement/management plan for the facility is in place, implemented and regularly monitored. • An annual planned budget for the facility is available and includes funding for WASH infrastructure, services, personnel and the continuous procurement of WASH items (hand hygiene products, minor supplies to repair pipes, toilets, etc.) which is sufficient to meet the needs of the facility. • An up-to-date diagram of the facility management structure is clearly visible and legible. • Adequate cleaners and WASH maintenance staff are available.

  23. Management indicators (2) ADVANCED • A protocol for operation and maintenance, including procurement of WASH supplies is visible, legible and implemented. • Regular ward-based audits are undertaken to assess the availability of hand-rub, soap, single use towels and other hand hygiene resources. • New health care personnel receive IPC training as part of their orientation programme. • Health care staff are trained on WASH/IPC each year.

  24. Management indicators (2) ADVANCED • Facility has a dedicated WASH or IPC focal person. • All staff have a job description written clearly and legibly, including WASH-related responsibilities and are regularly appraised on their performance. • High performing staff are recognized and rewarded and those that do not perform are dealt with accordingly.

  25. Questions?

More Related