4th National Health Care Quality Improvement...

4th National Health Care Quality Improvement Conference

29-31 August 2017 Kampala Serena Conference Centre

Kampala, Uganda

Theme: Transforming Health Care through Leadership, Innovation, and Accountability

Conference Report

1 | P a g e

Acknowledgments Our great appreciation goes to the main conference funder the United States

Agency for International Development (USAID) through the USAID Applying

Science to Strengthen and Improve Systems (ASSIST) Project, JICA, CDC, and

Makerere University School of Public health- Monitoring and Evaluation

Technical Support (METS) Programme. We also acknowledge all other

implementing partners who contributed financial and organisational support

that led to the success of the symposium.

We extend our gratitude to the keynote speakers; Dr. M. Rashad Massoud, Prof.

Gerald Kagambirwe Karyeija, and Dr. Eleuter Roki Samky, presenters, session

chairs and moderators. We would also like to acknowledge the important

contributions of all the conference participants from Uganda and around the

world who attended and used this conference as a platform to share their

experiences, and lessons learned in improving quality of care through

leadership, innovation, and accountability.

We wish to convey our sincere gratitude to all the conference rapporteurs who

captured and recorded all presentations and discussions over the 3 days. These

are: Amanda Ottosson, Leah Goldmann, Matovu Nicholas, Maria Martinez,

Grace Biyinzika, Tony Muwonge, and Lucy Hartshorn.

2 | P a g e

Executive Summary The Ministry of Health (MOH) has long prioritised assuring and improving

quality of care for all people in Uganda. In an effort to continuously improve

quality of service delivery and health outcomes across the country, the Ministry

of Health wanted to develop a platform for all practitioners, implementers,

academics, policy makers and beyond to discuss improvement.

In order to provide this platform to share best practices, successes, and

challenges in working to improve quality across Uganda, the Ministry of Health

established the Annual Health Care Quality Improvement Conference. This

annual conference aims to bring together frontline health workers, policy

makers, academics, researchers, and implementers to come together on an

annual basis to discuss achievements to date and the way forward.

Over 450 participants came together at the 4th Annual Health Care Quality

Improvement Conference on 29-31 August 2017 at the Kampala Serena

Conference Centre to discuss lessons learned and best practices under the

theme of “Transforming Health Care through Leadership, Innovation, and

Accountability”. 49 oral and 55 poster presentations were shared and discussed

at length during the conference.

This report outlines the key takeaways and examples from key note speeches,

oral and poster presentations, and discussions over the three days of the 4th

Annual Health Care Quality Improvement Conference. It showcases the key

takeaways and outstanding examples under the thematic areas of leadership,

innovation, and accountability.

3 | P a g e

Abbreviations 5S Sort, set, shine, standardise, sustain

ASSIST Applying Science to Strengthen and Improve Systems

CDC Centers for Disease Control and Prevention

CQI Continuous Quality Improvement

DHO District Health Officer

DOTS Directly observed treatment – short term

EMTCT Elimination of Mother to Child Transmission

IPTp2 Intermittent Preventative Treatment of Malaria in Pregnancy

JICA Japan International Cooperation Agency

METS Monitoring Evaluation and Technical Support Program

mHealth Mobile health

MOH Ministry of Health

MPDSR Maternal and Perinatal Deaths Surveillance and Response

PEPFAR President’s Emergency Plan for AIDS Relief

QAID Quality Assurance and Inspection Department

TB Tuberculosis

UMI Uganda Management Institute

UNICEF United Nations Children’s Fund

URC University Research Co., LLC

URLN Uganda Regional Learning Network

USAID United States Agency for International Development

VHT Village Health Team

VMMC Voluntary medical male circumcision

WHO World Health Organisation

4 | P a g e

Table of Contents Acknowledgments ........................................................................................................................ 1

Executive Summary ..................................................................................................................... 2

Abbreviations ................................................................................................................................. 3

Introduction .................................................................................................................................... 5

Institutionalising quality improvement .......................................................................... 5

The 4th Annual Health Care Quality Improvement Conference ................................. 8

Key takeaways ................................................................................................................................ 8

Leadership ................................................................................................................................ 10

Innovation ................................................................................................................................. 12

Technology .......................................................................................................................... 12

Community engagement ............................................................................................... 12

Low-cost solutions ........................................................................................................... 13

Accountability ......................................................................................................................... 14

Conclusion ..................................................................................................................................... 16

Way forward ............................................................................................................................ 17

Annex I: List of conference organisers.............................................................................. 19

Annex II: Conference programme .......................... Error! Bookmark not defined.

Annex III: Evaluation results .................................................................................................... 0

5 | P a g e

Introduction The 4th Annual National Health Care Quality Improvement Conference took

place at the Kampala Serena Conference Centre on 29-31 August 2017. Over

450 participants came together discuss lessons learned and best practices

under the theme of “Transforming Health Care through Leadership, Innovation,

and Accountability”. This report outlines the key takeaways, highlighting some

outstanding examples across Uganda, captured from the 49 oral presentations

and 55 poster presentations over the three days of the 4th Annual Health Care

Quality Improvement Conference, specifically focusing on leadership,

innovation, and accountability.

Institutionalising quality improvement The Ministry of Health (MOH) has long prioritised assuring and improving

quality of care for all people in Uganda. Since 1994, the MOH have worked hard

to ensure there are formal structures in the health care system to assure,

improve, and foster quality of care in all health facilities across the country. In

1994, the Ministry of Health established the Quality Assurance Programme to

support quality health service delivery in our decentralised system. Although

the programme made great strides in forming a quality assurance committee,

wide-scale training of district health teams and district leaders in quality

assurance management, and developed manuals and guidelines for health

workers, it was soon determined in 1998 that more resources were necessary

to improve quality of care. This led the MOH to turn the Quality Assurance

Programme into the now existing Quality Assurance and Inspection

Department (QAID).

Since the establishment of QAID, the MOH has made achievements in improving

the capacity of health workers to assure and continuously improve quality and

improve service coverage quality of care and improved health outcomes.

In an effort to continuously improve quality of service delivery and health

outcomes across the country, the MOH conducted a situation analysis in 2010

to identify gaps and challenges to address. The MOH identified the need to

better institutionalise quality improvement in health service delivery, integrate

quality improvement interventions in all programmatic areas, streamline and

guide efforts among partners and health facilities, as well as set clear national

standards, recommended tools and approaches. This led to the development of

6 | P a g e

the first Health Sector Quality Improvement Framework & Strategic Plan

2010/11-2014/15. The goal of this plan was to provide a common framework

for all public and private health institutions, partners, and stakeholders to

coordinate, plan, mobilise resources, implement, monitor and evaluate quality

improvement initiatives in Uganda.

Last year, the MOH again rigorously evaluated the implementation of the Health

Sector Quality Improvement Framework & Strategic Plan 2010/11-2014/15.

The evaluator found that over the period of 2010 to 2015, there were many

achievements in the area of quality. As the first quality improvement

framework for the country, it provided clear guidance to government, partners,

health facilities and others working on quality interventions in their area.

Furthermore, a National Quality Improvement Coordination Committee and

Regional, District, and Facility Quality Improvement Committees, with

designated quality focal persons were established across Uganda. This assisted

in institutionalising continuous quality improvement and accountability for

quality in a decentralised manner. In strengthening the formal infrastructure

for quality improvement and assurance, the MOH has been able to have greater

participation and motivation among health workers and partners to improve

quality in their facility of operation. Using recommendations of this evaluation,

the MOH/QAID revised the Quality Improvement Framework and Strategic

Plan in line with the Health Sector Development Plan 2015/16 – 2019/20.

Objectives 3 is to strengthen the

framework for documentation,

reporting and sharing quality

improvement knowledge.

In order to provide a platform to

share best practices, successes, and

challenges across Uganda, the

Ministry of Health established the

Annual Health Care Quality

Improvement Conference. This

conference invites frontline health

workers, policy makers, academics,

researchers, and implementers to

Box 1: Significant improvements

The recent Uganda Demographics and Health Survey

(2016) report we have registered significant

progress in last five years (2011-2016) on the key

health sector performance indicators:

Total Fertility rate reduced from 6.2 to 5.4

Infant Mortality Rate (IMR) has reduce from

54 to 43 per 1000 live births.

Under 5 mortality reduced from 90 to 64 per 1000 live births

Mothers delivering in health facilities increased from 57% to 73%

Maternal Mortality Ratio (MMR) has reduced

from 438 to 368 per 100,000 live births.

7 | P a g e

come together on an annual basis to discuss achievements to date and the way

forward.

Last year, the conference hosted approximately 500 national and international

presenters, participants, keynote speakers, and distinguished guests. The 3rd

Annual Conference also served as the platform to launch the Second Quality

Improvement Framework and Strategic Plan (2015/16-2019/20). The plan

was disseminated to all districts and is currently being implemented in 70% of

the districts with support from partners. The Plan emphasizes implementation

of 5S (sort, set, shine, standardise, sustain) as a foundation for Continuous

Quality Improvement (CQI).

This year, the 4th Annual Conference had over 450 national and international

presenters, participants, keynote speakers, and distinguished guests. The 4th

Annual Health Care Quality Improvement Conference had the theme of

“Transforming Health Care through Leadership, Innovation, and Accountability”.

The MOH worked hard to bring together international experts and key

stakeholders from all levels of our health system to discuss best practices,

Figure 1- Hon. Minister of Health, Dr. Jane Ruth Aceng (third from left), launching the Service Standards and Service Delivery Standards at the 4th National Health Care Quality Improvement Conference. (Photo: Bryan Tumusiime, URC)

8 | P a g e

lessons learned, and way forward in strengthening and improving the health

system governance structures, supply chains, information systems, financing,

human resources, infrastructure, service delivery, and patient safety.

It also hosted the launch of two key documents, the Service Standards and

Service Delivery Standards and Maternal and Perinatal Death Surveillance and

Response (MPDSR), and a new and improved Ministry of Health online

knowledge management platform.

The 4th Annual Health Care Quality Improvement Conference The 4th Annual Health Care Quality Improvement Conference brought together

all of the main sets of health actors, citizens, clients, providers (public and

private), educational institutions, and pharmaceutical companies, Honourable

Members of Parliament, and MOH officials present.

The objectives of the conference were to:

Share experiences, challenges, and opportunities and tested solutions in

implementation of QI in health care in Uganda and other countries;

Provide feedback to stakeholders;

Provide an opportunity for peer learning on qi among health workers and

other stakeholders; and

Mobilise support resources and attention from leaders and financing

actors towards of quality of care improvement.

The conference was grounded in that a strong healthcare system can only be

achieved and sustained by well-trained, accountable, and innovative leaders.

Efforts to strengthen leadership in healthcare systems in Uganda must revolve

around building a new generation of leaders who are innovative, ethical, and

committed to improving health outcomes.

The Hon. Minister kicked off the conference with the launch of the Service

Standards and Service Delivery Standards and Maternal and Perinatal Death

Surveillance and Response (MPDSR), and a new and improved Ministry of

Health online knowledge management platform.

Key takeaways Three keynote speakers were carefully selected based on their extensive

experience in implementing quality improvement interventions in Uganda and

9 | P a g e

internationally. They articulated experiences in the context of the session

theme, discussing successful stories of leadership, innovations, and

accountability.

On Day 1, Dr. M. Rashad Massoud, Director

of the USAID ASSIST Project and Senior Vice

President for University Research Co., LLC.

(URC) gave a presentation titled

Demystifying quality improvement. Dr.

Massoud went over the core principles of

quality and improvement, reminding

participants to not forget the foundation of

quality improvement and not get lost in the

confusing terminology used within the field.

He shared experiences of successes internationally, including in the United

States, Scotland, Mali, and South Africa and the direction the global sphere is

headed in terms of improvement.

On Day 2, Professor Gerald Karyeija, Uganda Management Institute (UMI) gave

a presentation on Leadership and accountability for quality health care. He

discussed the use (demand and uptake) of health services is sometimes a

problem, however the use of leadership, accountability and stewardship can

help overcome these challenges. He emphasised the need to see the provision

of quality care as more than just “good surgeries and procedures”, but as a

culture within and outside the health facility. It must also include how health

workers speak to their patients, by understanding the value of satisfying the

patient. Professor Gerald’s helped the audience to unpack what transformative

leadership could look like, within the resource constrained Ugandan health

system. Connecting leadership with accountability, the Professor noted that, as

decision-makers and agenda setters, leaders are obligated to answer any

questions regarding their decisions or actions. This makes leaders accountable

to the health system, to their colleagues, and to the patients and communities

who utilise the health services.

Dr. M. Rashad Massoud

“enabled me to understand

that quality care is what

happens at all points of service

and meets client needs”.

– Evaluation respondent

10 | P a g e

On Day 3, Dr. Eleuter Samky, Mbeya

Regional Referral Hospital, Tanzania,

discussed Mbeya Regional Referral

Hospital’s experience implementing Sort,

Set, Shine, Standardise, and Sustain (5S)

since 2007, when the concept was first

introduced to staff. Before 2007, Dr. Samky

showed visuals of the dire state of the

hospital, where medical records were not

filed but actually over flowing and in a

completely disorganized manner. Beds and trolleys had been waiting to be

repaired for over 6 months, and Dr. Samky noted that staff minds and current

processes were equally disorganised. During this time, multiple quality

improvement interventions were being implemented, however there was no

clear leadership, coordination, or management, thus resulting in lack of

accountability and motivation of staff to improve quality.

The hospital saw increased ownership of work processes, attitude change,

decreased conflicts at work, and strong team work. The safety at the workplace

increased, as well as increased engagement, professionalism and excellence.

Leadership Leadership is about

motivating staff, leading

by example, and

competently directing

health resources and

working across sectors

to get healthcare that is

acceptable, equitable,

and safe. Most

presentations

emphasised the role of

leadership, including

district influences, in

the creation and

functionalisation of

“He made me understand why I

was getting stuck at one point in

progressing with 5s.”

– Evaluation respondent on Dr.

Eleuter Samky’s key note address

Figure 2- Participants were actively engaged throughout the three-day conference. (Photo: Bryan Tumusiime, URC)

11 | P a g e

quality improvement teams/committees to implement quality improvement

initiatives.

A common finding was financial motivation is not enough to motivate health

workers, non-financial motivation is also essential for improved quality service

delivery, which is where leadership comes in. Leaders must understand their

health workers’ needs, priorities, perspectives. By involving them in leadership

decisions, or in the understanding of leadership decisions, they will produce

higher quality results. For example, while establishing working schedules,

health workers should be consulted and schedules modified to best fit their

needs (where possible). This section further highlights some of the strong

leadership examples shared over the three days of the conference.

In Isingiro South Health sub-district, Nyakitunda Health Center III was able to

improve elimination of mother to child transmission (EMTCT) outcomes

through recognition and reward of frontline providers and patients. All

children who tested negative at the end of 18 months were recognised and

rewarded during the annual graduation ceremonies, and staff who gave care to

mother-baby pairs were also recognized by presentation of a certificate.

Through this recognition of facility leadership and the results of their efforts,

exceptional prevention occurred. Families and providers were both motivated

to eliminate transmission from mother to child.

Another leadership example was shared by Kanungu Health Centre IV. They

were able to reduce irrational drug use at the facility by the in-charge providing

strong leadership and guidance of her facility staff. She would personally

follow-up on their diagnoses of patients, by checking their notes and

prescription of drugs to malaria patients. Through patience, hard work, and

mentorship, she was able to reduce irrational drug use and improve health

worker confidence in diagnosis and prescription of medication.

Mbale District cited a direct relationship between leadership involvement and

the success of their quality improvement efforts. He emphasised the role of

support/supervision meetings with the health facilities and quality

improvement teams throughout for their success.

Although many presentations and discussions surrounded examples of

successful leadership across Uganda, common challenges faced by leadership

also arose.

12 | P a g e

Limited resources for rolling out policies and quality improvement

initiatives

Weak information systems in place

Innovation Over the three days, evidence of many low-cost innovations used in areas

throughout Uganda and internationally were shared. From using SMS services

to increase voluntary male medical circumcision (VMMC) uptake by young men

to using patient advocates to demand quality services to graduation

ceremonies that reward both health workers and patients for eliminating

mother to child transmission of HIV. This section highlights some of the

successful innovations shared to improve quality.

Technology

The USAID-HIWA project discussed the use of mobile health (mHealth) to

improve uptake and post-operative outcomes of VMMC in Uganda. The project

used mHealth tools such as mobile phone text messages, which improved

uptake of VMMC in men. 80% of men who received an SMS, returned for the

service.

Another mHealth example was the use of m-TRAC, the government-led

initiative to track and send messages to the health centre giving out malaria

drugs when drugs are used without patients being positive for malaria. m-TRAC

can also be used to assess stock outs and excess drugs.

Community engagement

Using existing community structures, such as Village Health Teams (VHTs) to

do sensitisation and active case finding was found to be very helpful to

“Innovation does not have to be complex, it

can be the use of existing resources in an

innovative manner to positively transform

health care.”

– Hon. Dr. Jane Ruth Aceng, Minister of

Health

13 | P a g e

minimise use of resources. One example of using existing community structures

given was the use of “sputum riders” or boda boda drivers who collected

sputum from the community during active TB case finding.

Buhweju District used prisoners to clean health facilities in exchange for free

screening services. Prisoners were provided technical gear when cleaning and

there was a supervisor to ensure safety. If facilities had no access to prison

services, they organized their own citizens to participate in periodic cleaning

as a social responsibility. This motivated staff members as the environment

they worked in was clean, safe, and secure.

Masafu Hospital utilised an adolescent peer support group, whereby

adolescents volunteered at the hospital, supported registration, filing, and

other administration duties. This helped get adolescents directly involved,

interested, and informed about health service delivery.

Including special groups, such as adolescents, in the development of

interventions that target them was found to be crucial to the success quality

improvement. ASSIST developed a process to engage adolescents in service

delivery that included adolescent feedback and input throughout the process.

This resulted in higher adolescent attendance and retention at the health

facilities and consequently, increased adolescent ownership of programming,

improved livelihood development of adolescents, creation of adolescent

feedback loop, and increased awareness of adolescent services.

In general, using advocates for patient safety is an effective way to increase

ability to identify, report and resolve patient safety issues, as well create a link

between patients and health workers.

Low-cost solutions

In a high patient volume facility in Rakai, facility staff were able to improve viral

load testing and uptake by use of viral load VL month stickers to remind clients

and providers of annual viral load due dates. Client files were checked and then

stickers were given to determine when clients should come back in. For virally

unsuppressed clients, no stickers were placed. Facility staff saw a 73% increase

in routine viral load testing over a year period. This also is an example of

strengthening accountability for both the patient and health facility in

conducting follow-up.

14 | P a g e

The Kabale District quality improvement team conducted a root cause analysis

to identify gaps in procedures that limit uptake of IPTp2. They tested changes

and determined they should stock check for Fansidar at health facilities,

conduct monthly data reviews, distribute multi-use metallic cups and water for

directly observed treatment- short-term (DOTS) so mothers could take

medicines there and then, and track performance and employ corrective

measures where necessary. Through the process improvement and

introduction of the innovative use of multi-use metallic cups, Kabale District

saw an increase in IPTp2 uptake from 67% to 98% since 2015.

These examples confirm the Hon. Minister of Health, Dr. Jane Ruth Aceng’s

statement “innovation does not have to be complex, it can be the use of existing

resources in an innovative manner to positively transform health care”.

Accountability Examples of increasing

accountability to improve

care also came out strong

throughout the conference.

However, they were

strongly interlinked with

examples of leadership and

difficult to separate the two.

Examples were shared

regarding strengthening

governance structures, including

the establishment of committees

and supportive supervision, to establishment of a regional learning network.

Many presenters shared the importance of using quality improvement teams

and/ or committees to establish culturally and contextually appropriate

targets, monitor progress and follow-up on actions. These committees also

assisted in the assurance that targets were in line with national standards.

Overall, governance enacted by the district level government, and public health

facilities, with goals outlined by national standards/ Ministry of Health

demonstrated good governance and accountability.

Figure 3-Dr. Alex Muhereza, Technical Adviser, USAID ASSIST Project. (Photo: Bryan Tumusiime, URC)

15 | P a g e

Mbale District noted the formation and functionalisation of quality

improvement teams at health facilities in Mbale was a prerequisite for

sustainable health outcomes. The use of the quality improvement teams

allowed them to track work and progress and hold team members accountable.

Additionally, the constant engagement with stakeholders in the health sector

was cited as necessary for buy in, support, and accountability of the work. As

stakeholders include donors, implementing partners, and communities all hold

an interest in seeing quality improved continuously.

Kamwenge District noted that districts are very busy with many competing

activities. In response to this challenge, Kamwenge District coordinated a joint

planning meeting with all implementers to avoid conflict, track ongoing

projects, and increase transparency among all partners. They integrated the

movement plans and enriched the mentorship content to include multiple

thematic areas (HIV/AIDS, TB, and leprosy). This allowed for all partners to

understand the work that was currently ongoing and for all to assist in the

strengthening of mentorship training across all programmes.

The Uganda Regional Learning Network (URLN) across 14 facilities identified

critical gaps in maternal child health and developed trainings, skills labs, and

mentorship and supervision programmes. The six training programmes

covered partograph use, essential newborn care, newborn resuscitation,

kangaroo care, antenatal corticosteroids, and infection prevention. Equipping

staff with knowledge and skills and holding them accountable to their work can

improve their confidence, health service delivery, and reduce external referrals.

The partograph is a good documentation tool useful during audits. In high

volume facilities in Southwestern Uganda, worked to establish the core reasons

why providers were not using partographs, even when they were available.

They assessed the barriers to use and then developed strategies to increase

utilisation. These barriers varied by site and therefore the interventions had to

be adapted to the needs of the facility. Monthly team reviews were conducted

to appreciate efforts and achievements as well as hold health workers

accountable for using the partographs.

16 | P a g e

Conclusion This conference reviewed successful leadership, innovations, and

accountability in improving quality across the health sector. The conference

created a platform for scientists, clinicians, activists, and community workers

to showcase their significant contribution towards improving quality of health

care in Uganda and featured a wide range of sessions and learning

opportunities on the current methods, approaches and developments in quality

improvement. However, it also served as a platform for participants to discuss

the challenges in relation

to quality service delivery

and strengthening

systems for sustained

quality improvement.

Improved service delivery

and health worker

motivation and retention

does not only require

financial incentives. A

conducive work

environment and strong

interpersonal

relationships are key factors. It does not matter the location and level of

development of a district, but rather the existence of strong leadership and

implementation of a plan for human resources for health and a positive work

environment.

The Hon. Minister of Health, Dr. Jane Ruth Aceng, closed the meeting with

powerful and inspiring closing remarks. She reminded participants to stay

grounded in the foundation for quality improvement and realities of

implementation, noting the closing panel presentation featuring leaders across

the continuum of care discussing improving quality from their own

perspectives. She said, “we all have a unique role to play. I encourage you all to

reflect not only on what you can do as an individual to improve quality, but also

understand the realities our colleagues are facing in their efforts. It is critical

that we understand each other’s perspectives in order to work together as a

Figure 4- Panel presenters discuss improving quality from various perspectives across the health system. (Photo: Bryan Tumusiime, URC)

17 | P a g e

team to improve quality of care. We can all be leaders and advocates of quality

and I encourage you to do so”.

She thanked the Quality Assurance and Inspection Department at the Ministry

of Health for leading the efforts in organising a successful 4th National Health

Care Quality Improvement Conference. She also gave special thanks to the

USAID ASSIST Project, JICA, METS, PEPFAR and other health development

partners for their support to make the conference a success. And lastly, but not

least, she thanked the key note speakers for accepting to attend and present in

the conference.

Way forward Uganda has many small islands of excellence, but there is a need to focus on

system-wide improvements. This conference emphasised that leadership and

execution are of the essence to the success of improvement. Moving forward, as

a community, we must work to:

Differentiate methods for measuring quality of care and methods for

improving quality of care. Measurement on its own does not lead to

improvement, we need to make changes in the process of what we are

doing to see changes.

End terminology and methodology confusion in Uganda. Instead

everyone must focus on the core principles and foundation of quality

improvement.

Ensure that lessons learned are properly harvested, managed, and

shared with a strong focus on attribution and generalisability.

The conference organisers distributed conference evaluation forms on the final

day of the conference, receiving 94 completed evaluations. Out of the responses

received, participants were overwhelmingly satisfied with the organisation,

content, and venue of the conference.

18 | P a g e

However, in the spirit of improvement, there is always area to improve. The

MOH is focused and committed on strengthening and improving the leadership

and accountability structures at all levels through innovative approaches to

ensure high quality of care for every person in Uganda. Moving forward, the

annual conference will resume, taking into account participant feedback

received to continuously improve the forum to facilitate and enable shared

learning across all stakeholders.

Box 2: Evaluation highlights

90% of respondents were satisfied with all three keynote speakers.

On average, 94.5% of respondents were somewhat or very satisfied with

organisation and content of the conference.

87% of respondents were satisfied with the learning opportunities at the

conference, with the large majority being very satisfied.

88% of respondents were somewhat or very satisfied with the panel session

on Day 3.

19 | P a g e

Annex I: List of conference organisers

1. Dr. Ssendyona Martin, MOH 2. Dr. Kakala Mushiso Alex, MOH 3. Dr. Okware Joseph, MOH 4. Ms. Florence Nampala, MOH 5. Dr. Herbert Kadama, MOH 6. Dr. Herbert Kisamba, USAID ASSIST Project 7. Dr. John Byabagambi, USAID ASSIST Project 8. Ms. Clare Asiimwe, JICA 9. Dr. Tumwesigye T. Benson, MOH

10. Dr. Esther Karamagi Nkolo, USAID ASSIST Project 11. Dr. Sarah K. Byakika, MOH 12. Dr. Mwebesa G. Henry, MOH 13. Ms. Charity Kyomugisha- Nuwagaba 14. Ms. Barbara Komujuni, USAID ASSIST Project 15. Ms. Amanda Ottosson, MOH 16. Mr. Naoki Take, JICA 17. Mr. Julius Ssendiwala, METSS 18. Mr. Hiroshi Tasei, JICA 19. Dr. Julius Amumpe, MOH 20. Dr. Simon Muhumuza, METSS 21. Ms. Tamara Nyombi Nsubuga, USAID ASSIST Project 22. Dr. Richard Kagimu, USAID ASSIST Project 23. Mr. Alfred Awio, USAID ASSIST Project 24. Ms. Martha Stacey Kiryewala, USAID ASSIST Project 25. Dr. Juliet Tumwikirize, USAID ASSIST Project

Anex II: Evaluation results

Category

Background information

First time attending compared to last conference Why did you attend Fulfill reason for

attendance

1-yes, 2-no Breakdown

0-not applicable, 1-better, 2- same, 3-

worse Breakdown

1-speaker oral, 2-speaker poster, 3-

networking, 4-content, 5-personal

growth and development Breakdown

1-yes absolutely, 2-yes but not full

extent, 3-no Breakdown

Total

1 75

0 75 1 22

1 75 1 14 2 22

2 19

2 5 3 39

2 15 3 0 4 53

Total response 94 Total response 94

5 65

3 1 1 reason for attending 42

2 reasonns for attending 15

Total response 91

Blank 0 Blank 0 3 or more reasons for

attending 37 Blank 3

Total responses 94

Percentage breakdown

% First time

attendance 80%

% 2nd or more time attendee considered

conference better 74% % with only 1 reason

for attending 45%

% completely

fulfilled reason to

attend 82%

1 | P a g e

% attended

in the past 20%


conference same 26% % for 2 reasons for

attending 16%

% partially fulfilled

reason to attend 16%


conference worse 0% % for 3 or more

reasons for attending 39%

% not fulfilled

reason to attend 1%

Findings

80% of respondents were first time attendees, 20% had attended at least 1 previous QI Conference.

Of respondents who had attended a previous QI conference, 74% felt the 4th National QI Conference was better than the previously attended conference(s). 26% felt the 4th National QI Conference was the same as past conference(s).

Majority of respondents had attended the conference for personal growth and development and content. 45% had only one reason to attend, 39% had 3 or more reasons to attend.

82% of respondents felt the conference completely fulfilled their reason for attendance, 16% felt it partially fulfilled their reason to attend.

2 | P a g e

Satisfaction with content

Organisation Overall content Day 1 keynote Day 2 Keynote Day 3 keynote

1- very satisfied, 5-

very dissatisfied,

0-did not attend Breakdown


very dissatisfied,



very dissatisfied,



very dissatisfied,



very dissatisfied,


1 66 1 52 1 64 1 60 1 60

2 24 2 31 2 18 2 21 2 20

3 2 3 5 3 5 3 7 3 6

4 2 4 1 4 0 4 0 4 0

5 0 5 0 5 0 5 0 5 0

0 0 0 0 0 4 0 2 0 3

Total response 94

Total response 89

Total response 91

Total response 90

Total response 89

Blank 0 Blank 5 Blank 3 Blank 3 Blank 5

% very satisfied 70%





3 | P a g e

% somewhat satisfied 26%





% neutral 2% % neutral 6% % neutral 5% % neutral 8% % neutral 7%

% somewhat dissatisfied 2%





% very dissatisified 0%





Breakout session content Day 3 panel session Networking opportunities Learning opportunities


very dissatisfied,



very dissatisfied,



very dissatisfied,



very dissatisfied,


1 42 1 52 1 26 1 54

2 35 2 29 2 36 2 21

3 13 3 8 3 21 3 8

4 1 4 2 4 2 4 2

5 0 5 0 5 0 5 0

0 1 0 1 0 2 0 1

4 | P a g e

Total response 92

Total response 92

Total response 87

Total response 86

Blank 2 Blank 2 Blank 7 Blank 8









% neutral 14% % neutral 9% % neutral 2% % neutral 9%









Findings

On average, 94.5% of respondents were somewhat or very satisfied with organisation and content of the conference.

90% of respondents were satisfied with all three keynote speakers.

5 | P a g e

88% of respondents were somewhat or very satisfied with the panel session on Day 3

Networking opportunities received the least amount of satisfaction among participants, only 77% were somewhat or very satisfied with networking opportunities available, with the majority only somewwhat satisfied

87% of respondents were satisfied with the learning opportunities at the conference, with the large majority being very satisfied.

4th National Health Care Quality Improvement...

Documents

Transcript of 4th National Health Care Quality Improvement...