adapting the iso series - experiences with quality management in jellinek centre, the netherlands
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Adapting the ISO series - experiences with quality management in Jellinek Centre, The Netherlands Ineke Kosse, Jellinek Centre, Amsterdam “Quality Management in the Public Sector” Vilnius 27-28 March 2006. Agenda. 1.What is Jellinek? 2. Quality projects in Jellinek - PowerPoint PPT PresentationTRANSCRIPT
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© OECD
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Adapting the ISO series -Adapting the ISO series -
experiences with qualityexperiences with quality
management in Jellinek Centre,management in Jellinek Centre,
The NetherlandsThe Netherlands
Ineke Kosse,Ineke Kosse,
Jellinek Centre, AmsterdamJellinek Centre, Amsterdam
““Quality Management in the Public Sector”Quality Management in the Public Sector”Vilnius 27-28 March 2006Vilnius 27-28 March 2006
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Agenda
1. What is Jellinek?
2. Quality projects in Jellinek
3. HKZ / ISO approach
4. Benefits of a quality management system
5. Where is the end?
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1. What is Jellinek?
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Addiction Centre
Mission: The Jellinek Center is a dedicated, innovative and leading
organization for prevention, cure and care of persons with addiction problems and related high-risk life-styles.
History: Founded 1909 for alcohol problems, since 1970 also dealing with
drugs, since 1990 dealing with various addictionsResources:
600 personnel, budgets 30 million Euro a year, 7 locationsOrganization:
Non-profit foundation with 3 divisions Patients:
Annual caseload - 3500 in the region of Amsterdam
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Organisation structure
Directorate
Circuit Complexe Zorg
Personnel department
Financial department
Electronic data processing departmetn
Technical department
Circuit Intensieve behandeling
Medical registration department
Circuit Aanmelding
Reclassering & Activering
Ta
nd
he
elk
un
de
CODA
Detox
Complexe Intramurale Zorg
Mentorenteam
Jellinek Outreachend TeamKlinische behandeling
Dagbehandeling
Gooi & Vechtstreek
Nieuwe Skuul
Intercultureel Motivatie Centrum
Ambulante Behandeling
Aanmelding
Cliënten Service Desk
Justitiële Verslavingszorg
Educatieve Maatregel Alcohol- & Verkeer
Werk & Scholing
Cliëntenraad
Ondernemingsraad
La
bo
rato
rium
Dubbele Diagnose
Communications
Adviseur Raad van Bestuur
Quality & Innovation
Secretariaat Raad van Bestuur
Ambulante Detox
Pre
ve
ntie
Verslaving & Psychose
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Disease management in addiction care[Skinner, 1988]
No use of substance
Chronically addicted
Risk full use of substance with complaints
AddictedRisk full use of substance
experimental use of substance
Use of substance without
complaints
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Alcohol problems
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Drug problems
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Smoking problems
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Gambling problems
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Eating problems
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Annual statistics
13 094 treatment episodes4 164 clients - 76% male, 24% female,
30% employed, 73% Dutch DSM IV 59% Axis I problems, 25% Axis II problems
Substances
1955
559
92
88
512
1365
2389
Other
Gambling
Medicine
Smoking
CannabisCocaine
Heroin
Alcohol
5%5%
1%1%
5%18%
21%44%
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interventionswithout lodging/stay
interventions withday (night) lodging/stayin
take
/ r
efe
rral E
valu
atio
n
deto
x
Proactive case management and time out
interventions with 24-hourslodging/stay
shortintervention
SelfhelpAfter carePrevention
Treatment overview
internet
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Treatment services
Prevention Campaigns, training, counselling, advice, epidemiology
survey, unity peer project Intake
Standard assessment, planning and coordination, probation, follow-up
Intensive Cure Outpatient detox, motivational interviewing, relapse
prevention, life style training, counselling for doctors Intensive Care
Crisis intervention, in-patient detox, double diagnoses, methadon programmes, culture-specific care, sheltered housing, day support, work programs, case management, counselling for social services
Dentistry and Clinical Lab
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Question:
Who are your clients?
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Stakeholders
Raad van Bestuur
Circuit ComplexeZorg
Personeel &Organisatie
Economische &Adminitratieve
Dienst
Automatisering &Informatie
Facilitaire Dienst
Circuit Intensievebehandeling
Zorgadministratie
CircuitAanmelding
Reclassering &Activering
Tandheelkunde
CODA
Detox
Complexe Intramurale Zorg
Mentorenteam
Jellinek Outreachend TeamKlinische behandeling
Dagbehandeling
Gooi & Vechtstreek
Nieuwe Skuul
Intercultureel Motivatie Centrum
Ambulante Behandeling
Aanmelding
Cliënten Service Desk
Justitiële Verslavingszorg
Educatieve Maatregel Alcohol- & Verkeer
Werk & Scholing
Cliëntenraad
Ondernemingsraad
Laboratorium
Dubbele Diagnose
& Communicatiemedewerker
Adviseur Raad vanBestuur
Kwaliteit &Innovatie
Secretariaat Raadvan Bestuur
Ambulante DetoxP
reventieVerslaving & Psychose
ClientsSocial
Network
Government
Financing organisations
GG&GD
Housing companies
Hospitals
Schools
Police
Doctors
Consultancy
Lawers
Accountants
Employment servicesCleaning
companies
Linen suppliers
Pharmacy Food suppliers
Travel agency
Supply chain
Partners
Externalcustomers
Suppliers
Management
EmployeesInternalClients
Citizens
Media
Neighbourhood
Local politiciens
Actors
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Quality projects in Jellinek
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START
Quality projects in Jellinek
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Quality projects in Jellinek Ups and downs in Quality Management
Best in Class
1988 1991 1992 1993 1994 1995 1996 1997 1998 1999 200019901989
Leidschendam 1 Leidschendam 2 & KwaliteitswetLeidschendam 3
Resultaten Scoren
Kick-off
Beach Hotel
EFQM/INKModel
Adaptation Problems
EFQM/INK Assessment
Action Plan Indicator System
Dutch INK Quality Prize
ISO Project
ISOCertificate
Change Organisation
Structure
ImprovementProjects
Quality manager
Getting Lost
ResistanceThe Zoo
EnergyProblems
EFQM Ass.
2001 2002 2003
PerformanceManagement
EFQM Assessment
RelocateBPR
(new) ISOCertificate
ImplementationProblems BPR
Department Q&I
2004 2005 2006
Relocate
HKZcertificat
ion
ECD
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Quality projects in Jellinek Improvement projects
Shadowing
Project “Letters”
Jellinek News
Informatics
Relapse prevention
Pharmacotherapy
Part-time treatment
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Quality projects in Jellinek EFQM 1994 and 1996
1A Betrokkenheid leiding (53%) [60%]
1B Kwaliteitscultuur (58%) [70%]
1C Erkenning, waardering (45%) [50%]
1D Ondersteuning (40%) [60%]
2A Kwaliteitsmanagement (65%) [70%]
2B Informatie (65%) [80%]
2C Bedrijfsplannen (55%) [60%]
2D Communicatie (60%) [50%]
2E Toetsing (40%) [50%]
3A Personeelsbeleid (35%) [50%]
3B Deskundigheid (25%) [50%]
3C Totstandkoming van doelen (58%) [60%]
3D Betrokkenheid bij verbet. (20%) [60%]
4A Financiën (43%) [60%]
4B Informatievoorziening (65%) [50%]
4C Leveranciers (25%) [40%]
4D Technologie (45%) [30%]
5A Identificatie van processen (38%) [50%]
5B Besturing, beheersing (30%) [50%]
5C Doorlichting, verbetering (20%) [50%]
5D Stimuleren van innovatie (23%) [50%]
5E Procesverandering (15%) [50%]
2.BELEID ENSTRATEGIE
(57%) [62%]
3.PERSONEELS
MANAGEMENT(34%) [55%]
4.MIDDELEN
MANAGEMENT(44%) [45%]
1.LEIDERSCHAP(49%) [60%]
5.MANAGEMENTPROCESSEN(25%) [50%]
AANDACHTS-GEBIEDEN
DEELASPECTENFASE
IFASE
IIFASE
IIIFASE
IVFASE
V
40%20% 60% 80%
ORGANISATIE-GEORIENTEERDE AANDACHTSGEBIEDEN
1994 1996
II
III
IV
V
I
Personnelsatisfaction
Processes
Resources
Personnelmanagement
Policy and strategy
Leadership
Customer satisfaction
Impact on society
Results
20%
40%
60%
80%
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Quality projects in Jellinek Improving Processes
Long preparation
Flowcharts for teams
Handbook for teams
New project leader
Certification audit
Internal audits
In January 1999 the Minister of Health handed over the ISO certificate to the Jellinek
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Quality projects in Jellinek absence through sickness
Ziekverzuim en meldingen
1,31%
4,7%
6,1%
6,8%
1,98%1,86%
0%
1%
2%
3%
4%
5%
6%
7%
8%
2002 2003 2004
Ziekte verzuim Meldingsfrequentie
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And running further…
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Explanation of the HKZ model
HKZ model
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HKZ modelDeveloped by:
PatientsHealth
insurance companies
Health careorganisations
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HKZ model
Containing quality aspects from:
The National organisation for mental health (GGZ)
Professionals working in the mental health sector
Health insurance companies
Patient organisations
Legislative and regulatory requirements
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HKZ model
Benefits in comparison with ISO 9000:
Primary process is central
Requirements are integrated in the primary process
Harmonisation in the mental health care supply chain
Educate knowledge professionals
Containing specific legislative and regulatory for the mental health care
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HKZ Model
1Intake
3Evaluation
2Treatment
8services by
third parties
5Personnel
4policy &
organisation9
documents
6R & D7
Environment
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HKZ ModelExample intake process
Traject-toewijzing
Beslissing 1
IntakeEuropASI, lab,
thorax, medischeobservatie
Aanvullend
onderzoekdiverse consulten,
"casuistiek", detox
EindeAdviesgesprek
Beslissing 2
Indicatie-stelling
EindeMin. Interv.
Behandel-overeenkomst
AanmeldingTraject-
evaluatieBehandeling
of Zorg
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HKZ Model
Question about complaints
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HKZ ModelHKZ requirements about Complaints
1.19 Patients are given the complaints procedure
1.4.6 Organisational capacity to handle complaints
3.5 Handle complaint according to procedures
4. Agreement with patients organisations about complaints procedure
4.20 Complaints Commission
5.5 Complaints from personnel
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Benefits of HKZ
What are the benefits of having a certified quality system?
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Benefits of HKZ
Processes are clear
Responsibilities
Transparency
To demonstrate quality to second parties
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But is certification the end …?
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… or the starting point to becoming the best?
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Conclusion
15 years of practice in Quality Management shows ups and downs … but a positive trend
Consistency in leadership, e.g. quality budget in 2003 >2%
Integral Quality Policy is needed, not just one strategy (EFQM assessment combined with ISO process management, evidence based treatment and learning based on outcomes)
Self assessment (Plan-Do-Check-Act) was/is an important tool for (creating) an organization culture where quality improvement is embedded in professional-based practice.
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Future
Maintain Integral Quality Policy
Further improvements in performance management
Further use of Technologies
Further use of the following ‘rich resources’ [Berwick, 2002] Clients, families and communities The life experience of the health care workforce Knowledge from the variation among us Global brains