File Name: ghana health service code of conduct and disciplinary procedures .zip
Table of Contents List of Tables List of FiguresSincere thanks go to the key informants from the MOH, GHS and 38 pre-service nursing and midwifery schools who participated in the assessment and provided the information that forms the basis for this report. Marcia Mayfield of EngenderHealth gave feedback and guidance on the initial design of the assessment. Kerry Bruce deserves special mention for essential planning and data management contributions throughout this effort.
The specific objectives were to:Review current HRM policies, plans and procedures. Assess HR data management systems, including personnel filing systems.
Assess staff performance management capacity and systems. Assess the roles and responsibilities of stakeholders in the HRM systems and their impact on the efficiency and effectiveness of the management systems. Assess pre-service and in-service training systems including policies, plans and procedures for managing intake and outcomes, and assess the linkages between pre-service and in-service training. Assess the role of women in the GHS and their opportunities for job advancement. District and facility-level personnel in these districts were interviewed.
The data collection was based on three activities: key informant interviews, review of key documents, and a facility baseline assessment. Key Informant Interviews KII The interviews made use of:Interview guides for exploring HR issues with policy makers and key informants at the national level, Semi-structured questionnaires for interviews with regional and district managers of health staff and managers of health training institutions, and Structured questionnaires for interviewing key managers at the Regional Health Directorates.
The documents were examined for completeness, effectiveness in achieving set objectives, and constraints on their use, if any. This involved interviews with a cross-section of field staff within health facilities in the seven QHP focus regions to determine operational consistency of HRM systems.
These findings were considered in conjunction with those from the first two assessment components. A more useful guide for management might emerge from an integration of the two documents. There are a number of draft policies and guidelines addressing issues such as recruitment, postings, promotions, training and development.
Except for the policy on in-service training, on which some consensus was achieved, other policy documents that have consensus for HRHD and HRDD are not finalized and approved for implementation. From to , an HR bulletin was published regularly and served as a means of disseminating information and soliciting staff input. The publication was discontinued in For example, the In-service Training Policy directs that every health staff person should have at least one structured in-service training every three years.
However, the available Inservice Training Information System that documents training in the regions has not been used to actively monitor or enforce compliance with the policy directive. Individual agencies and statutory bodies submit their staffing requirements and budgets to MOH annually. These plans and their implementation should be reviewed on an annual or biannual basis.
Only three of nine Regional Directors of Health Services interviewed said there were regional HR plans in place and that these had been costed out. However, none of them could produce the plans for verification. However, only a third of District Directors reported having HR plans.
Districts lack capacity to prepare strategic HR plans as staff are not trained to perform HR functions. HR regional and district plans could provide a useful basis for projecting staff costs and ensuring that staff are assigned to areas of greatest need.
All regions and districts should prepare and implement strategic HR plans. HR activities most commonly included in regional budgets were recruitment, salaries, training, promotions, insurance, and allowances. The GHS director reported that The latter represents 8.
Only five of 19 Regional Directors of Health Services reported on the proportion of planned HR activities actually funded in The school budgets are then reconciled with the available resources and reprioritized. Finally, the number of students, level of infrastructure, maintenance of the physical plant, and status of teaching and learning materials in each institution are considered before budgetary allocations are made.
The director was recently appointed from Acting to full-time status. The mandate of the MOH, as defined by Act , is policy formulation, resource mobilization, allocation and monitoring. Instead, staff competence, in terms of policy formulation, analysis and monitoring, could be enhanced with technical assistance and training. The directorate is also limited by physical space; additional staff could not be accommodated with the present space available.
There is one staff member specifically designated for HR in each region, the Regional HR Manager, but various HRM functions are also performed by the regional director, other unit heads, and the training unit.
Seven of the nine regional directors interviewed rated their HR personnel as satisfactory, but only three described the impact of the HR unit in HR decisions as significant. Those with significant influence Eastern, Western and Central regions noted recent improvements in appraisals, promotions, appointments, transfers and salary processing and in HR data systems.
Upper West reported insignificant influence on HR decisions, stressing their lack of a "proper HR database in place," in addition to lack of basic training for staff and low staff morale.
The rationale for this is that central controls are necessary to ensure that monies are provided as available. The national criteria for determining awards are not widely circulated and staff do not know them. Although local incentive schemes exist, they generally do not have objective criteria for selecting awards. Some of the roles do not seem to add value to staff recruitment and appointment processes.
Roles for some stakeholders could be better defined. Essentially the MOH manages the staff and services at the pre-service institutions and the GHS manages all facility level staff.
However, the system is focused on distributing staff payroll rather than providing data for HR management. As staff benefit from in-service training, this information is updated in their existing records on the IPPD. Staff Performance ManagementA procedure for staff performance appraisal was carried over from the civil service to the GHS. It is an ineffective tool for performance management because staff are typically appraised only when they are due for promotions.
Both outstanding performers and poor performers are frequently evaluated as "satisfactory". Program monitoring is more common than individualized staff supervision.
Supervisory staff are lacking in skills for supportive supervision. Staff Training and DevelopmentThere are training opportunities for both tutors in training institutions and staff in the practice areas. The In-service Training IST Policy requires that every staff person have access to at least one in-service training every three years.
However, resource constraints limit actual training opportunities. Pre-service TrainingMost training institutions complained of high student-tutor ratios that compromise the quality of training. They reported having serious deficiencies in teaching aids and equipment. Gender IssuesGender is not given due consideration in appointment of staff into management positions.
Women appear to be underrepresented in senior management positions in the health sector, although this could be related to gender ratios in the higher level cadres. A number of recommendations have been drafted to address these findings. These recommendations are outlined at the end of the report.
Like many other developing countries, Ghana has been undergoing health sector reforms and restructuring over the years. Though the health sector reforms in Ghana predate the independence era, the current period of accelerated reforms started with the preparation of the Medium Term Health Strategy MTHS document of The MTHS supports the broad framework of national development as outlined in the Ghana Vision document, which outlines the government's development agenda aimed at propelling the country into middle-income status by the year The MTHS provided a launching pad for reforms with the goal of: Improving quality of care Enhancing the efficient utilization of health resources including human resources Improving equity and access of the population to health care Increasing and coordinating the linkages between various sectors and communities contributing to healthThe program of work POW developed from the MTHS clearly outlined seven strategic objectives as a means of achieving the sector goals: 1.
Improve access, quality and efficiency of primary health services. Strengthen and reorient secondary and tertiary service delivery to support primary health services. Develop and implement a program to train adequate numbers of new health teams to provide defined services.
Improve capacity for policy development and analysis, resource allocation, performance monitoring and evaluation, and regulation of service delivery and health professionals. Strengthen national support systems for human resources, logistics and supplies, financial management and health information.
Promote private sector involvement in the delivery of health services. Advocate for support of intersectoral action.
All of these strategic objectives have implications for human resources capacity. The Policy Project, in their report on HR management systems in the GHS and MOH, pointed out that the processes for regularizing the payment of salaries to newlyrecruited health personnel were cumbersome and frustrating. The report also indicated that many HR policies and plans had been developed but were not yet implemented.
At a national HR forum for health professionals held in September , these challenges were highlighted and the underlying causes were closely examined. The subsequent program of work The key strategies adopted for addressing the HR management concerns were to continue using low-level health workers to provide preventive and basic curative services in rural areas through the CHPS initiative; train more medical assistants; recruit foreign health workers to fill critical gaps; and provide appropriate incentives for health professionals to serve in rural areas.
For example, the HRDD of the GHS held a retreat in the third quarter of to review the status of implementation of HRM strategies and plans, assess the challenges and constraints to achieving targets and to plan for the program of work for the period.
The MOH has also initiated some interventions aimed at improving pre-service training. Quality Health Partners QHP plans to collaborate with the GHS and the MOH in their efforts to strengthen capacity for HR management and development with a focus on systems for more effective recruitment, training, deployment and performance of staff.
The current assessment of the status of HR management systems identifies strengths and highlights areas for improvement. The assessment team examined a variety of documents: products from the recent HR retreat, job descriptions, policies and guidelines for HRM practices, and descriptions of structures, processes and procedures for staff performance management at the national, regional and district levels.
The team assessed the roles and responsibilities of various stakeholders in recruitment, placement, compensation, training and development as well as issues in the general organizational environment including policies, visions, plans, compensation and the labor market.
Home About My account Contact Us. Observation notes, 30 April , Adom Hospital. When you are due for promotion, you are promoted and that is all. Also we are grateful to former employees of the two institutions who granted interviews for the study. Transactional leadership style punishes those who do not work hard and rewards those who are hard working. Interview with a hospital manager, 5 March ; official correspondence.
If you do not have Adobe Acrobat Reader, click here. The Healthcare Executive's Responsibilities to Patients or Others Served The healthcare executive shall, within the scope of his or her authority:. The Healthcare Executive's Responsibilities to Employees Healthcare executives have ethical and professional obligations to the employees they manage that encompass but are not limited to:. Additional Resources Available on ache. More in this section Contents. Preamble The purpose of the Code of Ethics of the American College of Healthcare Executives is to serve as a standard of conduct for members.
Metrics details. This cross-sectional, mixed methods study used an explanatory sequential design across three Ghana Health Service research areas in Two-stage random sampling was used to recruit women for the quantitative survey.
They govern everything we do. Our Code of Business Principles is a simple ethical statement of how we should operate. We publish this externally and expect all others Service, as a distinct Public Service organization in Ghana and in compliance with the provisions of the Local Government Service Act, Act A comprehensive Scheme of Service has been developed as a separate document for all classes within the Service. Categories of Posts.
The purpose of this code is to:.
Improving patient experience of care has gained enormous attention from policy makers and providers of healthcare services in Ghana. In spite of the supposed support for patient-centered care as the means for improving patient experience of care, scientific evidence point to poor patient experience of care in Ghana. Moreover, there seem to be little evidence on organizational-level factors that facilitate or hamper patient-centered care. In this study we assess organizational-level factors that facilitate or impede patient-centered care in three district hospitals in the Central Region of Ghana.
Терпи, - сказал он. - Терпи. Потом закрыл глаза и глубоко вздохнул. Беккер не сразу почувствовал, что его кто-то подталкивает. Подняв глаза, он увидел старика с усыпанным родинками лицом, который стоял перед ним, намереваясь пройти.
This manual on the Code of Conduct and Disciplinary procedures is primarily meant to guide all managers and employees at the various levels of the Service in their normal relations and dealings with patients, clients, fellow employees and the general public.
Беккер ничего не сказал и продолжал разглядывать пальцы умершего. - Вы уверены, что на руке у него не было перстня. Офицер удивленно на него посмотрел. - Перстня. - Да.
Мгновение спустя компьютер подал звуковой сигнал. СЛЕДОПЫТ ОТОЗВАН Хейл улыбнулся. Компьютер только что отдал ее Следопыту команду самоуничтожиться раньше времени, так что ей не удастся найти то, что она ищет.
Вы набрали правильно, - сказал он осторожно, - но это служба сопровождения. Звонивший некоторое время молчал. - О… понимаю.
Извините, что я снова вас беспокою, - сказал он застенчиво. - Я вел себя довольно глупо. Я хотел лично сказать Росио, какое удовольствие получил от общения с ней несколько дней. Но я уезжаю сегодня вечером.
Такси следовало за Беккером, с ревом сокращая скорость. Свернув, оно промчалось через ворота Санта-Крус, обломав в узком проезде боковое зеркало. Беккер знал, что он выиграл.
Нуматака улыбнулся. Похоже, он снискал благословение - шичигосан. Скоро Нуматек станет единственным обладателем единственного экземпляра Цифровой крепости. Другого нет и не. Двадцать миллионов долларов - это очень большие деньги, но если принять во внимание, за что они будут заплачены, то это сущие гроши.
ГЛАВА 69 - Эй, мистер. Беккер, шедший по залу в направлении выстроившихся в ряд платных телефонов, остановился и оглянулся. К нему приближалась девушка, с которой он столкнулся в туалетной комнате.
NDAKOTA - анаграмма. Она представила себе эти буквы и начала менять их местами.
Шаги приближались. Он услышал дыхание. Щелчок взведенного курка.
Собрав все силы, Хейл, сильнее обхватив Сьюзан за талию, начал пятясь подниматься по лестнице. Она пыталась цепляться каблуками за ступеньки, чтобы помешать ему, но все было бесполезно. Он был гораздо сильнее, и ему легче было бы подталкивать ее вверх, тем более что площадка подсвечивалась мерцанием мониторов в кабинете Стратмора. Но если она окажется впереди, он подставит Стратмору спину. Волоча Сьюзан за собой, он использовал ее как живой щит.
В обычных обстоятельствах это насторожило бы Стратмора, но ведь он прочитал электронную почту Танкадо, а там говорилось, что весь трюк и заключался в линейной мутации. Решив, что никакой опасности нет, Стратмор запустил файл, минуя фильтры программы Сквозь строй. Сьюзан едва могла говорить.
Должна же она. - Да! - Соши ткнула пальцем в свой монитор. - Смотрите. Все прочитали: - …в этих бомбах использовались разные виды взрывчатого вещества… обладающие идентичными химическими характеристиками. Эти изотопы нельзя разделить путем обычного химического извлечения.
Откуда-то донеслись звуки песнопения. В задней части церкви между скамьями продвигался человек, стараясь держаться в тени. Ему удалось проскользнуть внутрь в последнюю секунду перед тем, как дверь закрылась. Человек улыбнулся: охота становилась интересной. Беккер здесь… Я чувствую, что .
Прижал ладони к стеклу и попробовал раздвинуть створки. Потные ладони скользили по гладкой поверхности. Он вытер их о брюки и попробовал. На этот раз створки двери чуть-чуть разошлись.
У них состоялся откровенный разговор о его происхождении, о потенциальной враждебности, какую он мог испытывать к Соединенным Штатам, о его планах на будущее. Танкадо прошел проверку на полиграф-машине и пережил пять недель интенсивного психологического тестирования. И с успехом его выдержал.