Evaluation of Quality Improvement Project implemented at the Ministry of Health at Gaza Strip
Khalid Abdel Sattar Abu Ghali
خالد عبدالستار عبدالحميد أبو غالي
Universally, in the last decades quality in health continues to be a matter of interest for policy makers, health providers and managers. In Palestine, since the establishment of the Palestinian Authority, the Ministry of Health pays great attention to improve the quality of health services as manifested in many measures including the establishment of the quality improvement(QI) project. The study has been conducted to assess to which level the Quality Improvement Project met its objectives and the QI concepts and activities have been institutionalized into the Ministry of Health units. The researcher developed a self administered questionnaire to gather data from all those involved in quality improvement activities and focused on evaluating the impact of the QI project on their work settings particularly in terms of sustainability and institutionalization. From those who have been trained in quality and participated in its activities, 81 participants completed a self administered questionnaire (response rate 71%). Using the SPSS the study indicated that males constituted the largest proportion of participants (86.4). Age category 41-50 represented the highest age category and similarly 53% of participants were living in Gaza area. Physicians constituted 43% followed by nurses 33% and administrators 16%. Participants from Hospitals constituted the main bulk of participants indicating un-fair distribution of participants. Additionally, head of departments constituted almost half of participants. Factor analysis revealed eight factors (dimensions) labeled as; policy, leadership, core value, resources, structure, capacity building and information and communication. The findings showed that the mean of factors was ranged from 3.26- 2.19. The highest mean was seen with leadership factor (mean 3.36) whereas the lowest level of perception was seen with information and communication factor (mean 2.19). Although participants have been trained on quality improvement approaches, few of them engaged in quality improvement activities, or have good knowledge about quality, therefore, quality should be seen as a continuous process that requires follow up and monitoring. From institutionalization perspective, more focus should be directed on increasing communications and information about quality. Unless quality initiatives are adequately communicated, it could not be institutionalized. For increasing institutionalization, focus should be directed at developing and empowering an effective rewarding system that acknowledges proper performance. To institutionalize quality as a part of the organizational culture it is important to develop an effective organizational structure supportive to quality.