It is important for you to consider one question before reading this article. Do you have the necessary courage to exhibit personal accountability? You may feel tempted to flippantly answer affirmatively, but you may want to examine the consequences associated with being accountable before answering.
Ministry of Health Malawi, Lilongwe, Malawi. Save the Children, Geneva, Switzerland. Correspondence to Blerta Maliqi email: Bulletin of the World Health Organization ; Although coverage of health services has increased, many women, newborns and children continue to die from poor care practices, even after reaching a health facility.
As a result, these efforts have not been successfully sustained or scaled up. To address this gap, participating countries have developed and are strengthening their national quality of care policies, strategies and institutions for better quality planning, assurance and improvement.
Actions to improve quality of care have to be informed by evidence. The WHO document Standards for improving quality of maternal and newborn care in health facilities 16 provide the basis for informing these actions. Under the framework of health systems strengthening and with a strong focus on community engagement and accountability, the standards place a strong emphasis on the provision of care that is safe, effective, timely, efficient, equitable and people centred.
The standards also underline the experience of care as an integral component of quality. Health systems are complex and solutions that lead to quality improvement are often context-specific.
Much is yet to be learnt and understood about how to effectively deploy evidence-based practice at facility, regional or national levels.
Recognizing this complexity and the importance of innovative thinking, the network has prioritized learning as a mechanism that would generate knowledge to carry out sustainable improvements.
Informed by implementation needs, the network is bringing together a community of health practitioners from facility, district, national and global levels, who will share implementation ideas and experiences and develop evidence-based yet context-specific strategies for quality improvement.
Working through national organizations and institutions, the network aims to become a platform for cross-country and cross-sectoral learning and knowledge exchange. These efforts are in line with the set of evidence-based implementation interventions identified by WHO that can further guide the implementation of improvement agendas.
Much has been achieved in clarifying relevant indicators of quality and benchmarks for maternal and newborn health, 1819 yet more work is required. Furthermore, the network needs to estimate the cost of providing quality care for maternal and newborn health.
In the past decade, countries have successfully invested in developing and costing national health strategies and plans to guide the scaling up of lifesaving interventions. However, quality assurance and quality improvement are often neglected and do not appear among the costed priorities.
The network is deliberately attempting to build a broad-based coalition at regional, national and global levels that is focused on implementation. Each country in the network has brought together partners working on quality improvement and is now focusing on identifying the actions that can be scaled up across their respective systems.
The network is implementing the principles of quality, equity and dignity, the three pillars of the Every Woman Every Child global movement. The network provides an opportunity to apply the newest evidence on quality improvement, including the recommendations of the Lancet global health Commission on High Quality Health Systems.Di Worrall is an award-winning business transformation executive, change management consultant, and executive coach to the world's most senior business leaders.
Personal Accountability Larry Cole, Ph.D.
Michael Cole, Ph.D. Byrd Baggett, CSP. The CEO exclaimed, "I wish my people would accept responsibility for their behaviors and mistakes rather than finger pointing." Unfortunately, finger pointing seems to be the rule rather than the exception in many corporate hallways. Self Leadership or self-leadership, i s having a developed sense of who you are, what you can do, where you are going coupled with the ability to influence your communication, emotions and behavior on the way to getting there (Bryant, Kazan ).A more succinct definitions is: “Self-leadership is the process by which you influence yourself to achieve your objectives.”.
Trust. When employers and employees are mutually accountable to each other, employees can trust that their work will be rewarded appropriately. Accountability between both parties -- along with leadership integrity -- can help provide employees with a sense of empowerment and belonging.
Accountability is a crucial ingredient of successful collaboration, and it is often underestimated.
For multinational (and other) enterprises, competitive advantage and successful strategy execution increasingly depend on getting cross-company collaboration right. The importance of business ethics: our first Golden Rule of corporate governance is that the business morality or ethic must permeate an organisation from top to bottom and embrace all stakeholders.