Analysis of Mobile Enterprise Model Frame (SB Model)

Analysis of Mobile Enterprise Model Frame (SB Model) The first objective of this paper discusses the writers understanding of Scornavacca and Barnes (2008) mobile enterprise model frame (SB Model) and an illustration of its current usage and future implementation in the field of existing Patient management system. The second objective is to discuss the existing implementation of mobile usage in Learning of Life University (LLU) with respect mobile enterprise model of SB Model with regard to its virtual learning environment in the categories of General student administration, Teaching, learning and assessment and Assessment management and tracking. In this part the dimension and stages of mobile enterprise model will be discussed and also it relevance to the existing healthcare enterprise. Below is the figure suggested by SB model. Picture 1: Dimensions Stages of Mobile enterprise model (Scornavacca, Barnes 2008) First let use discuss what the terms Market, Process and Mobility mean in the above figure. Market: this describes how a particular feature makes customers of a company or product more attracted towards it which is also known as the value proposition. It may also consist of the experiences of business partners with respect to the product and services. Mobile Channel access it is at the lowest level which represents that mobility is largely being used in the enterprise for information. Mobile Service value it is at the middle level which represents that wireless network is being used at an intermediate level in specific areas to enhance mobility. Mobile Service creation it is at the highest level which represents that an organization is completely using wireless medium to create new service/products and improve it continuously. Process: it is the results after the processes and change adopted in the work configuration after moving to mobile application. Automation it refers to the improvement of efficiency in the current existing process after moving to mobile. Decision Support it is the knowledge gained from mobile solution which brings the effectiveness in any work process. Transformation it is the transformation of a process when moved to mobile. As the name suggests it is the organizational processes fundamental change when in mobile medium. Mobility: it describes the place independence for a job when moved to mobile which is enabled by wireless internet or a wireless solution which gives mobility to a job. Transient it is the first level where the employees move from one location to another and the basic support they get at the location they move to. Mobile it is the second level where the employees become more location independent for long period of time but still have to return back to a conventional fixed location to carry out certain functions. Remote it is the third and the highest level where an employee need not come to the conventional fixed location at all which provides complete mobility i.e., location independence. Let us discuss the dimensions and stages in the field of Health care related to Patient Appointment booking system (PABS). As far as now there is very less to nil usage of mobile technology in PABS. According to the writer of this report mobility in PABS can be represented in the mobile enterprise model as shown in Picture 2. Mobility: How independent are people/ patients to book an appointment with a doctor/GP through a mobile app using a wireless internet connection. Transient A system where patients can book a doctors appointment by visiting the hospital. Mobile A online system where patients can book a doctors appointment via conventional computer using an internet connection by sitting in a particular place. Remote A mobile system where a patient can book appointments irrespective of their current location and also pick a time as per their convenience based on the slot availability. Picture 2: PABS w.r.t SB model Process: How has the patient appointment booking system improved or how is the current situation. Automation If PABS is moved to mobile then patients save ample lot of time which they can invest on some other productive work. It also helps hospitals to hire staff particular for appointments or they can use the existing staff in other administration work. It saves time of both patient and hospital. Information A online PABS can be used by people to book appointments where in hospital can get information about the patient even before they arrive at the hospital. Transformation A mobile PABS is present where in people can book appointments whenever they want by being location independent and having an internet connection. The mobile system can also be transformed when the patient is able to postpone or cancel the booked appointment if needed and that gives out notification for the urgent patients who can mark themselves as urgent if they need such notifications and those newly created slots can be used on the basis of first come first serve or the notification might also be sent based on the criticality or the urgency level. Market: How patient appointment booking system increases the value of a hospital, by making it easy for patients to use a mobile system. This stage also shows how new features added to the mobile system would make patients more attracted towards using the application and getting themselves involved with their doctor/GP/hospital. Mobile channel access A mobile system which largely provides only information about the doctor/GP/Hospital without any other services. As it gives only information it is placed at the lowest level. Mobile Service value A mobile system which is present where in patients can book appointments through a mobile application. Mobile Service Creation A mobile system which can be used to book appointments and also many more operations as mentioned in the transformation stage of process dimensions. Below picture shows the transformation which can be made by the suggestions given in the illustration in PABS. Picture 3: SB Model when improved with given suggestions for PABS REFLECT ON CURRENT SITUATION Currently Learning of Life University (LLU) uses an electronic student record to keep track of all the new and continuing students and their details including their degree and modules, attendance record and academic performance i.e. results of the modules they study; which seems to be an old method when compared with the current technologies in the market. Coming to the teaching, learning and assessment part LLU provides notes and assessment online but it will still need the tutors and students to use a traditional computer which will acquire space and also people will need a particular device to use the resources. Now towards the asset management and tracking of university resources; LLU uses field staff to keep track of the device usage by seeing the usage logs of devices which is a very old method of doing when we have new softwares and sensor devices to do that such as logging software RFID sensors and many more whose data can be accessed by using a mobile device. Almost all the tasks done by university administration staff is very manual related to keeping track of student records, university assets such as computers, library books etc. So, as a consultant we can represent the current situation of LLU in SB Model as shown below for the above discussed 3 areas. Picture 4: LLUs Current situation with all three areas Why the company thinks that LLU lies in the above-mentioned area with considering all three areas of study is because all three areas do not have a mobile system where in the students, tutors, administrators or the field staff could do their work without being location independent. WHY MOVE TO MOBILE AND ITS IMPACTS As a consultant company, we would like to suggest LLU to use Cloud Computing (CC) which provides educators and learners to access resources form anywhere and at any time. The main advantage of this is that it is low cost for implementation and its infrastructure for LLU. The rapid changes in e-learning technologies are not being adopted by education institutions due to the infrastructure limitations which are being avoided due to the high cost to use multimedia content which also includes the institutions resources and a tutors skills in using a e-learning platform. So, as a consultant company we would like to tell you the advantages and future potential of moving to mobile e-learning platform which includes CC as well which is of low cost. Mobile devices such as smartphones, tablets etc. can make great benefit of the resources available on cloud. And mobile devices enable the users to access resources such as notes, presentations, assessment guidelines, lectures, tutorials, information about seminars, lab sessions etc. anytime and anyplace. A mobile application will enable the users to access the resources, download it to their mobile device, which will access the cloud when required later, and it makes it easy for students and other staff of LLU as they can use technologies like WiFi or LTE or 3G. It is also to be noted that it would be a big transformation to LLU as well; as CC is a disruptive technology and it will impact education in a very positive manner when utilized. The most important positive impacts when moved to a mobile system with cloud are as follows (Veerabhadram Conradie, 2013). An application on cloud can be used by any number of mobile devices irrespective of the mobile service provider or phone. University can avoid the hassle of maintaining the servers and it will be easy for the LLU to scale the application as well and it could concentrate only on the development of a mobile system to access the cloud resources. Mobile devices may not have the space required on the device to keep all the resources required so CC can provide good functionality and also determine what data a device can access. Mobile devices can be lost or damaged or stolen, but having a cloud infrastructure data can be preserved, as the data is stored on cloud rather than a device or server. Some of the characteristics of cloud learning are as follows (Wang W.P. Ng, 2012). Universal accessibility As long as one has internet access via a mobile, tablet, PC, or even TV, Students can study. As all the data, applications, softwares run on servers in cloud it opens to new possibilities to provide low-cost terminal access to everyone. Collaborative interactions From continuous interactions with tutors and fellow students, students can build their knowledge as they can co-operate in cloud anywhere, anytime. Sharing and Storing Documents on cloud can be edited commonly via services like Google Docs, Dropbox, office Live, sky drive and share the same on a cloud server. And cloud also allows to store unlimited data in its storage. Learner Centred -ÂÂ   Students can select the resources they need from cloud and keep track of their progress as well as cloud is learner centric and individual learner needs are met. As a consultant company, we would like to give a 4 stage Cloud based learning model for LLU based on analysing the three areas of importance (Wang W.P. Ng, 2012). Learning stage How students learn has evolved from traditional class room to e-Learning to mobile Learning. With this evolution, intelligent learning systems have been developed to support many ways of learning such as e-Books, Audio Books, Video lessons etc. So, at the end of the day it is the choice of the student to pick the mode they want. And to store all these types of resources a smart cloud would be helpful. Communication or Interaction stage for a student to learn something, interaction is very important and it also is very important in mobile learning. It would require instructor and peer collaboration and guidance to stay on track. Cloud based system will also provide a forum where students can interact with their tutors and fellow students where they can share their learning, asking some FAQs and these questions and answers will be stored in a cloud database which can be easily searchable. Assessment Stage This is one of the important stage in a learning process. It ensures that a student has learnt the module and also its outcomes. In the old traditional class room learning; assessment can be done only via a test where as a mobile environment enables various means to assess the learning objectives and outcomes of a student with methods like report-writing, producing an artefact etc., through which a student can be assessed and be helped with their learning outcomes. Analysis Stage With the usual class room it will be impossible to analyse a students performance for tutors and recommend them with an appropriate learning materials or methods. A cloud based mobile class room can be used to get statistical analysis of learning outcomes and suggest appropriate learning materials and methods. An analysis of learning methods, styles, activities and behaviours can be done by the tutor to recommend an individual student a proper learning method. The next problem to solve would be for the administrators to do their jobs, by them being connected to the cloud database of students being enrolled to LLU the administrators need not stick to one place they can move around the entire campus with their mobile device to solve the queries of every student related to their university admissions and many more. The final problem is of asset management and tracking, as said already that the cloud can store unlimited data, so it will be easy to link LLUs assets to the cloud database and keep track of all the logs and usage statistics and also keep track which use uses which device the more or moreover which asset is more in demand. Now, lets discus how the recommended idea from the consultant company underpins the SB Model with respect to its dimensions and stages of mobility. Mobility As the recommended system is cloud and can be used in any device at any point of time and from any place without location dependence the recommended system would be in Remote stage. Process With the change to cloud tutors, students and administrators can use any device, from any place and at any time to carry out their daily task and it is a big transformation for all. Market With all the changes being made by moving to mobile by creating a new service with a great value a wireless device can be used by students to study, tutors to answer questions and administrators to do their job form anywhere, anytime, anyplace. RISKS AND ISSUES Many of the big business companies such as Google and Microsoft are offering free cloud services for educational institutions which gets rid of commercial risk. So, there wouldnt be any commercial risk but LLU has to maintain the cloud which comes with a price. Legal, social and ethical issue would be related to securing personal data of the users as it is cloud and security of data is one of the big concern. Strong user authentication system would be a solution for securing user data. Picture 5: Basic Structure of the recommended Cloud based structure(Erel, 2014) Picture 4 shows the Mobile computing architecture with variety of devices which can be used by anyone related to the university to access the university resources via any device of their choice. Providing a proxy for all the mobile devices one can use as shown in Picture 4 such as a laptop, smartphone, tablet is the main goal of the architecture proposed for mobile CC for LLU. Picture 6: Mobile CC Architecture(filipdevelter, 2015) (Cloud services, cloud computing, cloud solutions Mumbai, India, 2016) Picture 5 gives an overview of the architecture of the mobile CC platform and also clouds main features. We can say that the mobile CC consists of three main parts, mobile client i.e. the device we use to access the cloud data, middleware which is responsible to provide access to cloud based on device used and it is also responsible to give instant updates of services to mobile devices and the cloud services. Minimizing the limitations of present e-Learning in LLU by utilizing the proposed mobile CC system is the main focus, which utilizes all the advantages CC can offer. LLU can use the CC for education which provides all requirements to process and store data, all data needed by students is provided by the cloud, and mobile CC allows the user to use device of their own choice as shown in the picture below. Picture 7: Mobile Cloud Computing architecture for Education(Veerabhadram Conradie, 2013) LAYERS IN CLOUD LEARNING SYSTEM Information Infrastructure and teaching resources forms the infrastructure layer and it contains internet, software, hardware as shown in Picture 6. It is the lowest layer in the cloud system, CPU is present in this layer i.e. the server. New hosts can be added to enhance the system as the system is scalable and dynamic. Picture 7 depicts it clearly (Masud Huang, 2012). Picture 8: Proposed Infrastructure layer Software(s/w) layer consists of the operating system of the cloud system and the middleware. Numerous software resources can be integrated into the middleware to provide an interface for s/w developers to develop applications and embed them in cloud for users to use. Resource layer achieves the coupling of software and hardware. On-demand and s/w for various devices can be integrated by virtualization and CC. Service layer consists of 3 layers, SaaS (Software as a service), PaaS (Platform as a service), IaaS (Infrastructure as a service). SaaS is the best as it need not be maintained or upgraded, its just pay monthly. Application layer is where the teaching resources are integrated in cloud which also includes interactive courses. BENEFITS OF CLOUD ARCHITECTURE High Storage capacity Computing power High availability security Virtualisation Managing and delivering resources from Cloud is one of the most compelling paradigm over the internet. Utility computing has been turned into reality by the rise in CC. Current economic situation and increase in Educational resources have made universities to adopt CC and also there are proofs that the expenses are decreasing due to cloud solutions. References (2016) Cloud services, cloud computing, cloud solutions Mumbai, India [online] Available from: http://www.comprompt.co.in/services/cloud-services/. [Accessed: 4 December 2016]. EREL, O. (2014) Important concepts of cloud computing Middleware architecture [online] Available from: http://saasaddict.walkme.com/important-concepts-cloud-computing-middleware-architecture/. [Accessed: 4 December 2016]. FILIPDEVELTER (2015) Back-up maken [online] Available from: http://www.neonomen.be/2015/10/26/een-back-up-is-niet-genoeg/. [Accessed: 4 December 2016]. HAOLIANG, W. et al. (2010) The Application of ID Authentication Safety System in Campus Mobile Education. International Conference on Computer Application and System Modeling. 13. pp. 519-522. MASUD, A. HOSSAIN HUANG, X. (2012) An E-learning System Architecture based on Cloud Computing. World Academy of Science, Engineering and Technology. 6. ÃÆ'-STLUND, S., PANCHENKO, A. ENGEL, T. (2015) A study on ethical aspects and legal issues in e-learning. International Conference on e-Learning. pp. 280-286. SCORNAVACCA, E. BARNES, S. J. (2008) The strategic value of enterprise mobility: Case study insights. Information Knowledge Systems Management. 7. pp. 227-241. VEERABHADRAM, P. CONRADIE, P. (2013) Mobile Cloud Framework Architecture for Education Institutions. Science and Information Conference. pp. 924-927. WANG, M. W.P. NG, J. (2012) Intelligent Mobile Cloud Education. IEEE Eighth International Conference on Intelligent Environments. pp. 149-156.

Sentrong Sigla

â€Å"All the evidence that we have, indicates that it is reasonable to assume in practically every human being, and with certainly in almost every newborn baby, that there is an active will toward health, an impulse toward growth, or towards the actualization. † -Abraham Maslow Introduction Department of Health or the Kagawaran ng Kalusugan is the principal health agency here in the Philippines. The department is responsible for ensuring access to basic public health services to all Filipinos through the provision of quality health care and the regulation of providers of health goods and services.DOH has three major roles in the health sector: (1) leadership in health, (2) enabler and capacity builder, and (3) administrator or specific services. The DOH’s vision is to be the leader of health for all in the Philippines, and its mission is to guarantee equitable, sustainable and quality health for all Filipinos, especially the poor, and to lead the quest for excellence i n health. While pursuing its vision, DOH adheres to the highest value of work such as: integrity, excellence, compassion and respect for human dignity, commitment, professionalism, teamwork and stewardship of the health of the people.Because of the department’s dedication in guaranteeing equitable, accessible, sustainable and quality health services for all Filipinos, especially the vulnerable group, the department has formulated different programs to ensure quality health services and one of them is the Sentrong Sigla Program. Sentrong Sigla The Department of Health’s (DOH) Quality in Health (QIH) Program seeks to institutionalize Continuous Quality Improvement or CQI in health care in order to create health impact in terms of health promotion and disease prevention control.Sentrong Sigla Certification has been identified as one of the components and strategies of this program. The quality standards cover total systems quality for outpatient care and public services g raduated into three levels. This quality standards list (QSL) covers the basic certification level or Level 1. The next higher levels of specialty award and award for excellence, Levels 2 and 3 respectively have their own standards lists. Aside from the QSL, other tools available for use of the health facility staff are the Supervisory Forms (SF) and the Facility Certification Form (FCF).The Birth of Sentrong Sigla Quality Assurance Program (QAP) Goal: To make DOH and LGUs active partners in providing quality health services. Key Strategies: 1. Certification / Recognition Program (CRP) 2. Continuous Quality Improvement (CQI) In 1999, QAP was renamed the Sentrong Sigla (â€Å"Center of Vitality†) Movement (SSM). Sentrong Sigla Movement Goal: Quality health – quality health care, services and facilities. Objectives: Better and more effective collaboration between DOH and LGUs.Where DOH: serves as a provider of technical and financial assistance package for health care. L GU: serves as prime developers of health systems and direct implementers of health programs. Specific Objectives: * Institutionalization of quality assurance * SS certification targeting 50 % of health facilities in 2003 and 60% in 2004. Pillars: * Quality assurance * Grants and technical assistance * Awards * Health promotions Phases: Phase| Period| Standards| I| 1998 – 2000| Input Quality | II| 2001 – 2004| Process Quality|III| 2005 – 2010| Outcome or Impact Quality| Guiding Principles for Sentrong Sigla Movement To ensure that Sentrong Sigla remains focused on its quality goals and objectives, the following guiding principles are hereby adopted: * Recognition for achieving good quality shall be the main incentive in SS certification. Advocacy and social mobilization activities should be used to enhance the value of prestige and recognition. Other incentives shall not be overemphasized and should only be secondary to recognition. * Quality improvement is an un ending process.SS certification should promote the continuing drive for ever – improving quality by providing multi – tiered and progressively higher quality standards. * SS certification shall focus on core public health programs that have been proven to be most cost – beneficial to the people such as child health, maternal care and family planning, prevention and control of infectious diseases and promotion of healthy lifestyle. Public health programs are best integrated, synergized and synchronized to achieve maximum health impact. Quality improvement is a partnership that empowers all stakeholders. In SS, communication between the DOH and the health facilities to be certified shall be open and shall be based on mutual trust and transparency. All quality standards and the methods by which these shall be assessed shall be openly shared and discussed to ensure clear understanding and strong commitment by all concerned. * In the same spirit, roles, responsibilit ies and contributions shall promote appropriate counterpart and reciprocity. To ensure even distribution of quality health services, DOH assistance shall be purposive, targeting to achieve quality improvement in health facilities that have been identified using carefully selected health priorities and health needs. These should include health facilities in far – flung and underserved areas, in congested urban centers or in marginalized communities. * To ensure objectivity and broad, varying perspectives, SS assessment shall involve partners in health from non – DOH units such as other government and non – government units agencies.They shall be encouraged to actively advocate for and give support to SS. Sentrong Sigla Certification Phase I Phase I of the certification component started in mid – 1999 and extended until 2002. Sentrong Sigla seals were given to health facilities that met at least 80% of the standards. By mid – 2002, 44% of health cent ers, 13 % of district and provincial hospitals, and 1 % of BHS have been certified Sentrong Sigla. Additional national awards were given to several health facilities, the prize for which included P 1 Million for health centers, P 3 Million for district hospitals and P 5 Million for provincial hospitals.More than 135 Million pesos have been awarded to these facilities. The Sentrong Sigla certification during the first phase was successful in terms of promoting interests and participation of local government units in raising the quality of health care in public health facilities and in generating additional support from local chief executives for health and channelling local resources to fund basic equipment, amenities and supplies of local health facilities.The strategy also confirmed that a mechanism that recognizes good quality health services is a powerful tool to maintain DOH leadership in health, with high potential for eventually creating health impact through more effective an d better quality public health programs. Valuable Lessons during Phase I * The realization of the need for total systems quality standards that combine simple yet basic input process and output standards. While the health facilities met input – only standards in Phase I, SSM itself had to be positioned as a total quality movement.Thus, consumers will equate SS with total quality. â€Å"Input only† certified health facilities would raise doubts on the SS seal as a certification of genuine total quality. Changing the standards over the years, as originally planned, was difficult to implement. Besides, The LGUs preferred a stable core of total system quality standards. * The importance of careful selection of incentives. While it is important that incentives be attractive, these should also be appropriate, sensible and sustainable.During SS Phase I, monetary rewards were too much focused. This generated unprecedented interest but distracted the LGUs away from the real qua lity objectives of SS. The quest for the million peso prize led them to skip the capability – building step which was really the most important step in the process. * The need for changing procedures to provide adequate time for crucial processes like the internalization of the quality standards by the Local Chief Executive and is local health staff, the provision of supportive technical assistance by the DOH and other quality improvement activities prior to formal assessment. There was also need to provide multiple, progressing quality standards to drive continuing quality improvement. Formulation of the Philippine Quality in Health Program and the Transition into SS Phase II In 2001, with the change of DOH administration, the effort to raise quality of health services was intensified, leading to the expansion of concern for quality beyond the DOH – LGU interaction level into the entire health sector.Other instruments and interventions that can drive quality higher, s uch as mandatory licensing and the accreditations and payment scheme of the Philippine Health Insurance Corporation (PHIC) were included. Other efforts of professional societies were also acknowledged and incorporated, resulting in the more integrated Philippine Quality in Health Program AO No. 17 – B s. 2003, replacing the Sentrong Sigla Movement. The certification strategy of the â€Å"movement† – The Sentrong Sigla Certification – remained an important strategy in the accreditation approach of the broader Philippine QIH Program.To harness the full potential of the SS Certification in achieving its quality goals and objectives, basic modifications were adopted for SS Phase II (2003 – 2007) in terms of revised quality standards, procedures and incentives scheme. Goals: As one of the accreditation strategies in the QIH Program, Sentrong Sigla Certification has the same long term and intermediate goals as the Philippine QIH Program: Long – Te rm Goals:To institutionalize within the health sector the leadership processes, knowledge, attitudes, skills, and organizations that will generate Continuous Quality Improvement in health care thus creating health impact in terms of health promotion and disease prevention and control. This goal is a process and systems goal, fully recognizing that the quest for better quality health care and services is a continuing or unending process. This is also an expanded goal, aimed to cover the entire health sector, not only the public health or government sections of the sector. Intermediate (5 – year) Goal (2003 – 2007)To improve the quality of health care in outpatient health facilities, hospitals, and the public health services in the communities. In specific terms, this goal will be carried out by establishing specific quality criteria and by targeting (a) to raise the average quality of out – patient care, hospital care and community / public health care; and (b) t o reduce the variation around the average quality of care among these different categories of providers and services. Specific Goal: To improve the quality of outpatient health care (public and private) and of public health services in communities.For 2003 – 2007, SS will put emphasis on improving the quality of services in local government health facilities and of public health services in communities. Objectives for 2003 – 2007, Phase II Sentrong Sigla Certification has the following objectives for 2003 – 2007, Phase II: By 2007, 1. To establish an efficient systems of providing technical and other forms of assistance to outpatient health facilities, of assessing health services against established criteria, and of monitoring key indicators in the Ss certification process. 2.To progressively raise the average quality of public health services through recognition of successful attainment of quality standards: * At least 50% of health centers in the country succ essfully meet the revised SS Phase II Basic Certification (Level I) standards. * At least 20% of Level I certified health centers successfully meet SS Phase II Specialty Award (Level 2) standards for all four core public health programs (child care, maternal care / family planning, prevention and control of infectious diseases, and promotion of healthy lifestyle. 3. To raise public awareness of, public support and demand for, and client participation in SS certification of their health services and facilities. Overall Certification Process The quality standards cover total systems quality for outpatient care and public health services graduated according to the following levels: Level| Category| Description| Level 1| Basic Certification| Minimum input, process and output standards for integrated public health services for 4 core programs, facility systems, regulatory functions and basic curative services. Level 2| Specialty Award| Second level quality standards for selected public h ealth programs (includes other health programs in addition to Level 1 core programs) and facility systems. | Level 3| Award for Excellence| Highest level quality standards for maintaining Level 2 standards for the 4 core public health programs and Level 2 facility systems for at least 3 consecutive years. | All the local health centers and rural health units are qualified to apply for Level I certification. Only those that passed the Level I can go to Level 2; only those that passed the Level 2 can proceed to Level 3.The certification process starts with participatory self – assessment at the local health facility level assisted by the DOH Representative to the area. Then, for a period of about 3 – 6 months, depending on the deficiencies noted, the local health facility will have to improve its systems and services to meet the quality standards for the appropriate level. DOH Representatives and other regional technical staff shall assist the LGU in this transformation process, providing appropriate technical packages and other assistance as needed.Multi – sector Regional SS Assessment Teams that have been trained and certified as assessors shall conduct formal assessments using the appropriate Facility Certification Form. These teams will then recommend the certification of health facilities that successfully meet the standards criteria. Major Steps for SS Certification Step 1: Orientation and invitation. Step 2: Self – assessment by LGU. Step 3: Provision of technical assistance. Step 4: Formal assessment for Level 1, Basic Certification.Step 5: Maintenance of Level 1; working for Level 2 certification. Step 6: Formal assessment for Level 2 certification. Step 7: maintenance of Levels 1 and 2; working for Level 3 certification. Step 8: Formal assessment for Level 3 certification. Step 9: Maintenance of Level 1, 2, and 3 | The above strategy is designed to promote the continuing progression of health facilities towards higher qualit y levels. The pace of progress towards higher levels depends on the motivation of the health facilities.However, should health facilities not actively apply for certification into the next higher levels after 2 years, renewal of their SS certification status would be validated by Regional Assessors every 2 years. The following is the recognition scheme: Level| Recognition| Level 1Basic SS Certificate | SS seal, individual recognition| Level 2Specialty Award| Specialty banner, individual recognition, others| Level 3Award for Excellence| SS trophy, individual recognition, media exposure, others| Levels 1 and 2 recognition shall be conferred by the DOH through its CHDs.Recognition for Level 3 Award of Excellence shall be given at the national level. Matching grants shall be a mechanism to provide assistance to LGUs to achieve basic SS Certification and to continue to attain higher levels of quality. Region – specific procedures to assess needs and motivation shall guide prioriti zation of such grants. Facilities that did not progress into higher level certification after 2 years, but maintained their current certification status based on Regional validation, shall be given stickers confirming the renewal of the validity of their SS status.Validation shall be done every 2 years. There shall be no other incentives for mere renewal of SS status. Grants for technical assistance towards attaining higher level quality, however, may still be granted by the respective CHDs based on thorough assessment of the needs and the commitment of the health facility. The SS Certification Flow Chart Procedures 1. 0. Technical Assistance 2. 1. Self – assessment and planning This process is participatory involving all key staff of the health facility, other units of the local government and the local executive.The DOH Representative to the area is the primary technical assistant of the DOH. He / She shall ensure that the LGU has all the necessary documents and materials n eeded for the certification and that all key LGU staff understands the standards and processes involved. The DOH Rep shall either provide actual technical inputs or tap other regional resource person and technical services to assist his / her LGU. Based on the QSL, The LGU, assisted by their DOH Rep, shall conduct a system and services analysis and shall formulate a plan, synchronized with the DOH Rep‘s assistance plan, to achieve the standards in the QSL. . 2. Designing and providing technical package Based on the improvement plan, the DOH Rep shall provide the technical inputs and packages. 2. 3. Systems improvement Improving the quality of systems, such as logistics and information systems, are better facilitated through field exposure in facilities that demonstrate model systems or by bringing in resource persons knowledgeable in systems analysis and systems improvements. These special arrangements are possible through the DOH Rep and regional TA teams. 2. 0. Assessment 3. 4.Quality Standards for SS Phase II Level 1 (Basic Certification) The 78 SS Phase II Level 1 standards are organized into 4 sections: integrated public health programs, facility systems, regulatory functions, and basic curative services. Integrated Public Health Programs. Only four â€Å"core† public health programs are currently included in Level 1 Basic Certification in order to focus the services on the most crucial public health priorities in child health, maternal health and family planning, prevention and control of infectious diseases especially tuberculosis, and the promotion of healthy lifestyle.Integration is stressed to emphasize the need to combine similar and related interventions, such as child targeted programs like EPI, CDD – ARI, nutrition and others, infection prevention and control interventions, maternal care and family planning, and healthy lifestyle approaches. Integration is achieved by ensuring that facility – based services are reinforc ed by well – planned and well – coordinated, synergistic home – and community – based activities. The synthesized protocols emphasized â€Å"proven† interventions, excluding experimental interventions not yet proven to be cost – beneficial or effective such as the syndromic approach to STD.Note that for Level 1, the program selected is maternal care and family planning, not Women’s Health. This is because there are many developmental and experimental areas in the expanded field. Women’s Health and other programs not in Level 1 Basic Certification are to be included in Level 2 SS. Facility Systems. These standards include systems and services that cut across various programs and support all health facility services. These include planning and budgeting, human resources development, management and health information systems, logistics system, referral system and community systems.Regulatory Functions. Regulatory functions include two aspects: compliance of the health staff with health laws and the performance of the responsibilities of the local health staff in the enforcement of these health laws. Basic Curative Services. The standards refer to routine history – taking, physical and laboratory examination, and systematic assessment of these signs and symptoms. 3. 5. Quality Standards for Level 2 and 3 ideas and direction These standards are still being developed.The concept for Level 2 Specialty certification is to define program – centered higher level quality standards for selected programs. The programs include the four core public health services in Level 1 and other programs that include developmental components, for instance women’s health or reproductive health. Level 2 standards would also include higher quality systems standards. Level 3 standards would be very much like Level 2 standards with emphasis on maintenance of these high quality service levels. 3. 6. Tools for Measur ing SS Quality StandardsAs in any certification process, accurate measurement of the attainment of the quality standards is difficult. The methods of measurement used in SS include direct observation, records reviewand interview of health staff and clients. Of the total 78 standards in the QSL, 53 shall be measured using the Facility Certification Form (FCF). The rest are measured by suing the Supervisory Form, which in turn is also verified through the FCF. Facility Certification Form. The measurement methods include mostly simple direct observation, short review of records and short interviews with either staff or clients.Supervisory Form. These are taught to the health facility supervisors, mainly the nurses or physicians. The methods included in the SF are the lengthy and more highly technical observations of actual patient care, the more thorough review and analysis of records, and the more detailed interview of staff or clients. The records of the supervisory activities, in tu rn, are those assessed by the SS Assessor. 3. 7. Scoring The scoring system puts more weight on the integrated public health services and facility systems. The â€Å"must have† standards are those listed in the FCF. Nice to have† standards are either in the supervisory form or in the discretionary list for SS assessors. 3. 8. Training and certification of assessors To prevent bias and too wide variation of judgement between assessors, only duly trained assessors will be certified to conduct assessments. Assessor Field Supervisors recruit, train and recommend certification / renewal of certification of assessors in the field teams under them. Advocacy, IEC, and Social Mobilization The table below is the media communication plan for SS listing the basic messages and target groups.National advocacy activities will focus on wide tri – media popularization of the SS seal and its symbol. Regional advocacy will focus on raising the commitments of local executives to SS and the awareness and demand for quality services among the communities. Target Audience| Messages| Scope: Media| General public(including politicians) | What is SS? What is the SS seal? What are the SS standards? What facilities have to meet these standards? What are the general benefits of having SS certified health facilities?What can you do to demand for SS certification or help / support the program? | Nationwide: multi – media| Health staff(LGU, DOH, private health sector)| Reinforce the value of quality in health care. What are the updates on SS? (revisions, etc. )What are the specific benefits of being an SS certified facility? Using the revised SS certification processes, how can the health facility become SS? What are the specific and relevant guidelines for LGU action? | By region & LGU: sales conferences, symposia, meetings, handouts, manuals. | Monitoring, Research and EvaluationThe quality level of each health facility, including the deficiencies of those not ye t SS certified, are monitored to detect the increasing average quality level and the needs for assistance. Research is used to develop improved quality standards program components and training packages and top evaluate the SS achievements. Organization and Functions The National Sentrong Sigla Certification Committee (National SSC Committee) sewrves as the multi – sector body that oversees policy recommendations and coordinates the various activities of SS.This committee also assesses the performance of the various subcommittees and DOH units involved in the implementation of the strategy. The subcommittees of the National SSC Committee with their respective functions are as follows: * Sub – Committee on Standards and Procedures 1. Develops and recommends standards and procedures for Sentrong Sigla certification, as well as basic messages to various stakeholders, through multi – sector consultation and pilot – testing and taking into consideration other quality initiatives and accreditation programs of other agencies in the country. 2.Develops and disseminates guidelines on SS implementation to DOH staff at all levels. 3. Coordinates training of various stakeholders on standards, procedures and basic messages. 4. Performs other functions as relevant to the development and dissemination of standards and procedures in SS. * Sub – Committee on Technical Assistance and Monitoring Assists the DOH Regional Offices / CHDs in the following functions: 1. Dissemination of SS standards, procedures, guidelines, and basic messages to the other members of the health sector such as the local government units (LGUs) and private practitioners, among others. 2.Development of training assistance packages, systems and tools that will facilitate the attainment of SS standards. 3. Coordination of various sectors involved in the SS quality assessment of health facilities. 4. Development of monitoring tools and performance indicators and analysis o f the SS results of the database for all health care facilities (certified and not yet certified). 5. Monitoring of the achievement of identified SS program indicators of performance. 6. Identification and coordination of grants and projects that will facilitate the SS certification of target health facilities and systems in the country. . Other functions necessary to assist the LGUs and other members of the health sector in attaining SS quality standards. * Sub – Committee on Advocacy and Awards 1. Designs and recommends revised, graduated incentives scheme that puts emphasis on excellence rather than monetary incentives. 2. Identifies and mobilizes funds and partners in order to deliver these incentives. 3. Develops projects to facilitate SS certification of target health facilities and systems and performs the necessary processes to get these projects approved and implemented efficiently. 4.Advocates for multi – sector participation in the SS program based on the ba sic messages developed by the Standards and Procedures Sub – Committee with emphasis on the quality improvement benefits to different sectors involved. 5. Performs other functions necessary to make the SS incentives focused on the excellence and to sustain interest and participation in the certification strategy. Functions of the DOH Regional Offices / CHDs in SS Certification In addition to the technical assistance functions mentioned under the Sub – Committee on Technical Assistance and Monitoring, the DOH Regional Offices shall: 1.Organize Regional SS Assessment Teams and SS Technical Assistance Team. 2. Advocate for SS certification within their respective regions. 3. Identify and mobilize resources and partners to help enhance the attractiveness of the SS incentives scheme without putting too much emphasis on monetary or material rewards. 4. Develop regional projects that will promote and facilitate SS certification and active partnership. 5. Perform other functio ns as necessary to implement SS certification and quality improvement activities within the health sector.National Structure for Sentrong Sigla Certification Regional Structure for SS Certification Financing SS activities are funded from multiple sources. The BLHD provides funds for SS national operations, including national advocacy and the activities of the National SSC Committee. Regional Health Offices provide the funds for regional operations including regional advocacy, matching grants and other rewards such as the SS seals, certificates and trophies. BLHD may augment the funds of regions that seek financial assistance.BLHD, in coordination with DOH financing units, monitors selected financial indicators for SS certification such as funds allocated and disbursed at all levels, including counterpart funds from LGUs. Future Directions SS Certification is expected to further develop in many directions. The quality standards are expected to reflect higher levels of quality and oth er changes through the years. Assessors and TAs will have to be retained as these changes are incorporated. New programs and new or revised protocols may be added in the â€Å"core† list. Future standards may be developed to cover other units in the LGU and the community.Within 2007, initiatives shall include preparations for expansion of the coverage of SS certification into private outpatient health facilities and the development of Level 2 and 3 standards. In the future, it is also expected that the Licensing requirements would eventually absorb the â€Å"safety† standards currently in SS. PHIC – developed standards for hospital services are expected to become the SS standards for hospitals. Definition of Terms 1. Quality – degree of excellence or desirability of a product, usually measured in relation to conformity with given standard. 2. QualityControl (QC) – set of functions designed to insure quality in manufactured products by relying on pe riodic inspection of finished products, analysis of results of inspection to determine causes of defects and systematic removal of such causes. 3. Quality Assurance (QA) – set of functions designed to insure quality in manufactured products by preventive or pre – emptive removal of potential sources of defects through constant improvement of production technology, engineering design, materials, processes, equipment and workmanship. 4. Quality Management (QM) – the organization – wide pursuit of quality. . Quality Improvement (QI) – the broad all – encompassing generic term for processes involve in the continuing pursuit to improve quality. 6. Performance Improvement – a type of QI focused on the systematic and continuing improvement of organizational performance in order to achieve total quality. 7. Total Quality Management (TQM) – the pursuit of quality that involves not just the production organization but also its clients an d customers, suppliers and sub – contractors, competitors and oversight agencies in the market, and all other stakeholders in the community. 8.Total Quality – the ultimate goal in improvement which involves doing the right thing right the first time and all the time while meeting the needs of internal and external stakeholders and customers. 9. 1998 Quality Assurance Program – refers to DOH quality program formulated in 1998 that is focused on improving the DOH – LGU partnership to provide quality health services. The QAP started the certification and recognition strategy for improving health services in health centers, rural health units and baranggay health stations. The Sentrong Sigla Movement replaced the QAP. 10.Sentrong Sigla Movement – the term used in 1999 to refer to the 1998 QAP. The SSM is essentially the same as the 1998 QAP, with some minor revisions like the inclusion of local hospitals in the certification and the listing of 4 pillar s to support the process. This term was also used to refer to other quality – related concepts such as the quality improvement philosophy, the multi – sector nature of CQI, and the value changes in CQI. The Philippine QIH Program replaced the SSM. 11. QIH Program – refers to the Philippine Quality in Health Program, the current quality improvement program (AO 17 – B s. 003) that replaced the QAP and the SSM. The QIH has expanded the scope of the quality initiatives to involve the entire health sector, not only the DOH and the LGU services, and now includes the licensing and other efforts such as accreditation by PHIC or other professional societies in its strategies. 12. Sentrong Sigla Certification – refers to the strategy of assessing health facilities against established health services criteria and recognizing those that successfully meet the criteria. The certification process is expected to lead to changes in the health facility when they str ive to meet the criteria. 13.SS Quality Standards List (QSL) – the list of basic SS criteria to be met by health facilities. In SS Phase II, the QSL for Level 1 certification includes input, process and output criteria. 14. SS Facility Certification Form (FCF) – the form that is used in the formal assessment of health facilities. The FCF contains standards that will be measured by the SS Assessor and the method by which these will be measured. It also works as the scoring sheet. 15. Supervisory Form (SF) – the form used by the health facility supervisor (the nurse or the physician) in assessing the capability of his / her health staff, usually midwives.This contains the standards that are measured mostly through direct observation of provider – client interactions and in depth review and analysis of records. 16. Inputs – the resources needed to provide care or services such as staff, equipment and supplies. 17. Processes – a series of activi ties or tasks. 18. Outcomes – the result of the processes. Conclusion In 2001, according to the World Bank, â€Å"The quality of service varies between different types of health facilities with the facilities providing better quality of service to be more heavily utilized by the individuals from the higher income groups.Public health facilities such as the rural health units and barangay health stations are generally perceived to provide low quality health services. Few have emphasized the quality of services and most systematic efforts to improve based on findings about the delivery process have been limited to health facilities with adequate resources. † Everybody deserves to receive quality health care. Whether you came from the poorest of the poor or the richest of the rich, there should be a same level of quality care. Sadly, here in the Philippines, the quality of health care services and management system has been widely deficient.With this in mind, quality impr ovement in health system needs to be organized systematically to bring about genuine health systems reform. We should change the general perception that the Philippines have fragmented planning, funding, and management of the quality initiatives. And in order to achieve this – thus achieving quality health care – there should be coordination and collaboration between the government, NGOs, and the community. And it shouldn’t stop there. In order to achieve excellence in health services, it should be remembered that the quest for quality health care is continuous.Honestly, I’m not really aware what Sentrong Sigla Movement is. I don’t know what it is for, how was it being implemented, etc. Because of the limited knowledge I have, and the lack of information and resources, I have decided to visit DOH and ask for information. I have learned that the Sentrong Sigla Movement has been stopped in the year 2007, and only reached the Level 2 where trainings h ave been conducted but there was no implementation. It is stopped because of the PHIC Bench Book, where it is just the same as the Sentrong Sigla Movement, because the DOH also included most of the inputs in the said proposal.Unfortunately, it is still not being implemented, thought it has been revised and just waiting for the sign and review of the Secretary of DOH. I guess, the lack of funds has a major impact why an important program such as Sentrong Sigla was being stopped. But I am sure that there will be always a quest for excellence in providing health care services. I wish that there will come a time that it will not matter if you’re in a public or private hospital for they are providing same quality care.Nevertheless, we should remember that the success of quality initiatives lies in producing change the way people and organization work rather than concentrating standards and measurement alone. Bibliography * Cuevas, F. P. , Reyala, J. , Borja, V. , Serafica, L. , Ma nlangit, C. , Mendoza, M. T. , Ramos, L. , Ruzol, C. , Soliman, R. , Aricheta, J. , Garfin, A. M. C. , Niola, R. , Bocobo, M. , Hipolito, H. (2007). Public Health Nursing in the Philippines 10th Edition. * http://www. doh. gov. ph/sentrong_sigla

Cause and Effect: Unprotected sex Essay

In today’s society, many young teens have begun to experience unprotected sex. Having unprotected sex may result in sexually transmitted diseases (also known as STD) and/or pregnancy. Although some STD’s are curable, they would have to be cured immediately. As for the main focus, teenage pregnancy, many teenagers do not realize the responsibility, commitment, and hard work they have to put into raising a child. It is not only being there for them, but also having both parents being financially stabled. Teenagers must protect themselves properly in order to avoid these incidents at an early stage in life because they, themselves, have not yet fully developed. In my opinion, the three main causes that lead to teen pregnancy are unprotected sex, lack of sex education, and sexual crimes. Unprotected sex is probably the most well-known factor leading to teen pregnancy. The cause of this can be from highly aroused young kids who don’t want to stop having sex because th ey have to get a condom. A condom is the best teen pregnancy prevention item sold in the United States. A lot of other young adults think that they don’t need a condom so they move onto the â€Å"pulling out method† so that they don’t ejaculate into the female’s reproductive system that can soon lead to pregnancy. What most young adults don’t know is that this method isn’t always safe. It’s way better to just be prepared and be safe with a condom in hand. Unprotected sex is the main cause to pregnancy at a young age. In my opinion, and I’m sure a lot of other individuals will agree with me on this one, but it is way better to spend three dollars on a small pack of condoms than a lifetime expense on a baby because you didn’t â€Å"Wrap it Up†. Carelessness is a reason to unprotected sex leading to teen pregnancy. Sexual education is needed in the classrooms of young adults today. It teaches them how to be safe, and how to still have sex but prevent pregnancy. Lack of sexual education can lead to pregnancy and other things like sexual transmitted diseases. With more information about sex taught to these teenagers, the pregnancy rate in young adults will drop. Take Tony from â€Å"The Other Wes Moore† for example. He didn’t have the knowledge needed to prevent him from getting his girlfriend pregnant at such a young age. The cause of lacking education in sex leads to these young kids getting themselves into situations they shouldn’t be getting into. They need to be taught better to prevent this from happening. The crime rate in America constantly goes up and goes down depending on where you are located. Rape is another cause for the young pregnancy that is happening. Police need to do a way better job at locating these rapists to protect these young female teenagers from getting harmed. Rape is when someone forcibly takes an individual and obligates them into having sex, most of the time this is unprotected sex. These crimes usually take place in the cities. Because of rape, not only do these young females get pregnant but sometimes they either won’t know who raped them or they would have to raise a baby on their own.

Polyfest in Auckland - 666 Words

Auckland is home to a number of different cultures which make it a â€Å"super-diverse† city and houses several different festivals and events to celebrate these different cultures. This essay is on Polyfest, which is a secondary school dance festival showcasing the different cultures in Auckland. Firstly, I will discuss Polyfest’s long history that makes it the important event that it is today. Secondly, the event itself is a huge event with different stages all over the area and I will explain the form it takes that makes it such a â€Å"BIG† event. Finally, I will describe its social significance that makes it one of the most anticipated annual events of the year. Polyfest first began in the year 1976 at Hillary College in Otara by students, Michael Rollo and Mata Raela along with staff members, Mr Bill Tawhai, Mr Hon and Mrs Heni Green who all predicted the events success. The reason for this event was so that students could showcase their cultural identity and heritage as well as a reason to bring different schools and cultures together. Starting first at Hilary College, Otara in 1976, the event developed into an exciting annual event and moved between different schools for many years. The event became a quick success as each year saw more schools being involved and more groups with their own cultures taking part, so when the event was hosted in Hillary College again in 1981, there were 26 schools involved with 2 stages. Once again in 1991, when the event came back to HillaryShow MoreRelatedNative Zealand And New Zealand1562 Words   |  7 Pagesdisasters. Theme 4: New Home Rev, William Grill, From Darkness to light in Polynesia, 1894, The religious tract society, London. S Percy Smith (1910) Records that when the Cook Isaland people arrived in New Zealand most of them settled in Auckland or Wellington, mainly taking up manual work. Several hundred also worked on farms in Hawkes Bay. The Cook Island people earned such good reputation as reliable, hard workers. George Angus (1973) discovers by mid 1960s a few Cook Islanders had begun