MDH Experiential Learning Sessions

Reynaldo O. Joson, MD, MHA, MHPEd, MS Surg Proponent November 11, 2007 Edited in September 21, 2013

MDH Experiential Learning Sessions

Situational Analysis MDH, just like any organization, aims to be a learning organization. Challenge: What parameters / indicators can be used to say that MDH is a learning organization?

MDH Experiential Learning Sessions

Situational Analysis Challenge: What parameters / indicators can be used to say that MDH is a learning organization? Attendance in conference (where there is usually no evaluation of learning)? Even if all staff are allowed to attend conference, is this a good indicator of a learning organization?

MDH Experiential Learning Sessions

Situational Analysis

Challenge: What parameters / indicators can be used to say that MDH is a learning organization? Attendance in external formal training courses / sessions with curriculum and evaluation? More acceptable indicator but can MDH have all staff attend such external formal training course and do the staff apply what they learned. Difficult in keeping track of the application of their learning (hospital wide).

MDH Experiential Learning Sessions

Situational Analysis Challenge: What parameters / indicators can be used to say that MDH is a learning organization? Attendance in internal formal training courses / sessions with curriculum and evaluation and monitoring of application of learning acquired? Most acceptable indicator!

MDH Experiential Learning Sessions

Situational Analysis

Challenge: What parameters / indicators can be used to say that MDH is a learning organization? Attendance in internal formal training courses / sessions with curriculum and evaluation and monitoring of application of learning acquired. Challenge: Most effective and efficient way of an internal training courses / sessions with curriculum and evaluation and monitoring of application of learning acquired.

MDH Experiential Learning Sessions

Situational Analysis Staff performing tasks in MDH is always a learning experience. Learning is made more effective and efficient with longer retention if there is a structured learning plan before the staff perform their tasks and they are conscious of the learning goals and objectives.

MDH Experiential Learning Sessions

Recommendation: On-the-Job Learning

systematized /concretized into

Experiential Learning Sessions Learning made more structured and with documented learning plan and evaluation.

MDH Experiential Learning Sessions

Recommendation: On-the-Job Learning Experiential Learning Sessions Acceptable parameter / indicator of a learning organization! Can easily achieve the 100% target of learning and growth of all staff (documented at that)

MDH Experiential Learning Sessions

Recommendation: On-the-Job Learning Experiential Learning Sessions Inexpensive as these sessions are in-house and conducted by internal facilitators More effective learning outcome as there is a structured learning plan.

MDH Experiential Learning Sessions

Recommendation: On-the-Job Learning Experiential Learning Sessions Experiential Learning Sessions with certificates of attendance and completion will contribute to staff satisfaction. With more effective learning, organization is expected to improve (and easier to achieve goals)

CERTIFICATE OF COMPLETION
This is to certify that

Dr. Ma. Socorro Garcia

Has completed the EXPERIENTIAL LEARNING SESSION on Annual Planning Conference (of the Senior Management Team of MDH) on November 10-11, 2007
Reynaldo O. Joson, MD Session Facilitator and Course Director Atty. Pilar Nenuca P. Almira Hospital Director

CERTIFICATE OF COMPLETION
This is to certify that

Mr. Marc Funelas

Has completed the EXPERIENTIAL LEARNING SESSION on Root Cause Analysis using Cause-and-Effect Diagram (during the Annual Planning Conference of the Senior Management Team of MDH) on November 10-11, 2007
Reynaldo O. Joson, MD Session Facilitator and Course Director Atty. Pilar Nenuca P. Almira Hospital Director

CERTIFICATE OF COMPLETION
This is to certify that

Mr. Marc Funelas

Has completed the EXPERIENTIAL LEARNING SESSION on Formulation of the Balanced Scorecard (during the Annual Planning Conference of the Senior Management Team of MDH) on November 10-11, 2007
Reynaldo O. Joson, MD Session Facilitator and Course Director Atty. Pilar Nenuca P. Almira Hospital Director

MDH Experiential Learning Sessions

Qualifications for MDH Experiential Learning Sessions 1.Presence of a written learning plan (at least objectives and evaluation) 2.Presence of complete attendance (documented) 3.Presence of evaluation (practicum output and observation) For MDH Experiential Learning Sessions, all must have the approval of RJOSON or his designated persons.

MDH Experiential Learning Sessions

Certificates for MDH Experiential Learning Sessions Certificate of completion whole session attended and evaluation done. Certificate of proficiency at least 2 sessions of the same topic (to be determined by the course director)

Certificate of attendance incomplete attendance and no practicum output

MDH Experiential Learning Session on Annual Planning Conference

General Objectives: At the end of the experiential learning sessions, the participants must be able to know the planning process and conduct of an annual planning conference of a hospital.

MDH Experiential Learning Session on Annual Planning Conference

Specific Objectives: At the end of the experiential learning sessions, the participant must be able to: 1. Enumerate the usual goals and objectives of an annual planning conference of a hospital. 2. Enumerate the essential elements of preparations needed for an annual planning conference of a hospital. 3. Enumerate and briefly describe the essential activities included in the conduct of an annual planning conference.

MDH Experiential Learning Session on Annual Planning Conference

Enumerate the usual goals and objectives of an annual planning conference of a hospital. Review of the operations and performance of the hospital in the previous year Plans for the forthcoming year

MDH Experiential Learning Session on Annual Planning Conference

2. Enumerate the essential elements of preparations needed for an annual planning conference of a hospital. Date/s of annual planning conference Venue Participants Programme Essential activities in each element in the programme Documents and reference materials needed for the conference Logistics for the conference

MDH Experiential Learning Session on Annual Planning Conference

3. Enumerate and briefly describe the essential activities included in the conduct of an annual planning conference. Introduction Review of performance of past year General direction for the forthcoming year Strategies and action plans Budget formulation

MDH Experiential Learning Session on Annual Planning Conference

Evaluation of participant: Observation of experiential learning of participant Feedback of participant (on learning acquired) Certificate of completion if they have attended the whole course of the annual planning conference Certificate of proficiency if they can direct the conduct of an annual planning conference (at least 2 experiential learning sessions on annual planning conference)

MDH Experiential Learning Session on Root Cause Analysis using Cause and Effect Diagram

General Objective: At the end of the experiential learning sessions, the participant must be able to know how to do a root cause analysis using a cause and effect diagram.

MDH Experiential Learning Session on Root Cause Analysis using Cause and Effect Diagram

Specific Objectives: At the end of the experiential learning sessions, the participant must be able to: 1. Explain what a root cause analysis is. 2. Explain the usefulness of root cause analysis using a cause and effect diagram (fishbone diagram) 3. Demonstrate skills in doing a root cause analysis using a cause and effect diagram (fishbone diagnosis) construction of the diagram and interpretation

MDH Experiential Learning Session on Root Cause Analysis using Cause and Effect Diagram

Explain what a root cause analysis is. Root cause analysis is a procedure for ascertaining and analyzing the causes of problems in an effort to determine what can be done to solve or prevent them. Only when the root cause is identified and eliminated can the problem be solved. It is a process to help stakeholders understand problem causes well enough to achieve permanent resolution of those problems.

MDH Experiential Learning Session on Root Cause Analysis using Cause and Effect Diagram

Explain the usefulness of root cause analysis using a cause and effect diagram (fishbone diagram)

Cause & Effect analysis (or Fishbone Analysis) provides a structured way to help you think through all possible causes of a problem. This helps you to carry out a thorough analysis of a situation. It is particularly useful in a group setting and for situations in which little quantitative data is available for analysis.

MDH Experiential Learning Session on Root Cause Analysis using Cause and Effect Diagram

Demonstrate skills in doing a root cause analysis using a cause and effect diagram (fishbone diagnosis) construction of the diagram and interpretation

MDH Experiential Learning Session on Balanced Scorecard

General Objective: At the end of the experiential learning sessions, the participant must be able to know how to formulate a balanced scorecard in a hospital setting.

MDH Experiential Learning Session on Balanced Scorecard

Specific Objectives: At the end of the experiential learning sessions, the participant must be able to: 1. Explain what is a balanced scorecard. 2. Explain the uses of a balanced scorecard. 3. Enumerate the usual four perspectives of a balanced scorecard. 4. Demonstrate skills in formulating a balanced scorecard in a hospital setting.

MDH Experiential Learning Session on Balanced Scorecard

Explain what is a balanced scorecard. A blueprint

formulated by an organization to be used as a guide and reference for
implementation of strategies and tactical objectives monitoring evaluation of actions taken

not only a management strategic tool but also a performance measurement system links strategies to action

MDH Experiential Learning Session on Balanced Scorecard

Explain the uses of a balanced scorecard. Management tool to link plan and strategies to action and performance measures and targets. Performance monitoring tool

MDH Experiential Learning Session on Balanced Scorecard

Enumerate the usual four perspectives of a balanced scorecard. Financial Customer Internal process Learning and growth

MDH Experiential Learning Session on Balanced Scorecard

Specific Objectives: Demonstrate skills in formulating a balanced scorecard in a hospital setting.