Abstract
Objective:
To describe the development and implementation for the establishment, fulfillment and accreditation as an open-care center, for dental care in a University Teaching Center.
Methodology:
In order to reach higher levels of health care quality and additionally achieve the satisfaction of patients, professionals, students, auxiliary and administrative staff, the quality committee developed 8 levels of action: 1, orienting the work to results; 2, performing patient-centered activities; 3, developing leadership and coherence in the objectives; 4, managing through processes; 5, involving the entire community; 6, incorporating learning, innovation and constant improvement into management; 7, strengthening internal and external alliances and 8, ensuring social responsibility.
Results:
After 4 years of work by the quality and review committees, with the redesign of protocols, computer and administrative improvements, evaluation of progress and dialogue with the community, compliance with mandatory quality standards (n=11) was increased from 80% to 100% and compliance with the global standard was increased from 70% to 96% (mandatory + non-mandatory standards).
Conclusions:
The strategy to achieve planning and management competences in the health system and to raise quality levels of patient care in a health center that includes a dental school is a continuous challenge over time that involves the entire community, requires specialists in the area, increases operating costs and leads to accreditation as an Open.Care Center.
To describe the development and implementation for the establishment, fulfillment and accreditation as an open-care center, for dental care in a University Teaching Center.
Methodology:
In order to reach higher levels of health care quality and additionally achieve the satisfaction of patients, professionals, students, auxiliary and administrative staff, the quality committee developed 8 levels of action: 1, orienting the work to results; 2, performing patient-centered activities; 3, developing leadership and coherence in the objectives; 4, managing through processes; 5, involving the entire community; 6, incorporating learning, innovation and constant improvement into management; 7, strengthening internal and external alliances and 8, ensuring social responsibility.
Results:
After 4 years of work by the quality and review committees, with the redesign of protocols, computer and administrative improvements, evaluation of progress and dialogue with the community, compliance with mandatory quality standards (n=11) was increased from 80% to 100% and compliance with the global standard was increased from 70% to 96% (mandatory + non-mandatory standards).
Conclusions:
The strategy to achieve planning and management competences in the health system and to raise quality levels of patient care in a health center that includes a dental school is a continuous challenge over time that involves the entire community, requires specialists in the area, increases operating costs and leads to accreditation as an Open.Care Center.
Translated title of the contribution | Experience in the implementation of quality management systems for dental care in a university teaching center |
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Original language | Spanish |
Pages (from-to) | 11-16 |
Number of pages | 6 |
Journal | International Journal of Interdisciplinary Dentistry |
Volume | 14 |
Issue number | 1 |
DOIs | |
State | Published - Apr 2021 |
Externally published | Yes |
Keywords
- Quality patient care
- Dental education
- Quality accreditation
- Open center of attention