Quality & Risk Management Referent

Médecins Sans Frontières, international medical humanitarian association founded in 1971, provides medical assistance to populations whose lives are threatened: mainly in the event of armed conflict, but also epidemics, pandemics, natural disasters or exclusion from healthcare. The French section is present in around thirty countries.

**Main Purpose**

- Foster a lasting culture of patient safety and continuous improvement, ensuring these val-ues are internalized at all levels of the organization.
- Anchor quality governance into RSH's institutional structures and leadership practices until it operates independently of this position.
- Transfer quality management expertise to national staff through structured capacity-building, coaching, and a phased handover of responsibilities.
- Ensure the continuity and coherence of the quality and risk management strategy, in alignment with MSF policies and institutional orientations (internal control, safeguarding, protection) and RSH operational priorities.

**Context**

- Reconstructive Surgery Hospital – average of 550 admissions per year
- Over 1000 surgeries annually,
- 56 surgical beds and 126 rehabilitation beds,
- 2 OTs for orthopedic, maxillo-facial and plastic surgeries,
- OPD with in average 550 consultations / month
- Physiotherapy and mental health and psychosocial departments, and a micro laboratory within the hospital

**Specific Responsibilities**

**Patient safety culture and patient centered approach**

- Sustain and reinforce a culture of continuous improvement and patient safety, ensuring these values are internalized by staff at all levels.
- Embed the Patient-Centered Approach into daily operations and institutional routines, in alignment with MSF quality of care policy and international standards.
- Act as an active member of the PCA Committee with the hospital director, progressively enabling national members to lead its agenda.
- Oversee patient feedback and complaint mechanisms (satisfaction surveys, patient interviews, complaints), supporting national staff to manage these independently.
- Ensure the risk management system (adverse event reporting, MMR/case reviews, corrective action monitoring) operates continuously
- Capitalize on RSH's quality journey to contribute to MSF's broader institutional learning and support potential replication in other missions.

**Quality and risk management governance and environment**

- Work with hospital leadership to anchor quality governance into day-to-day operations
- Maintain and update the documentation management system (protocols, procedures, guidelines), with national staff progressively managing routine maintenance.
- Support mission leadership in mapping, harmonizing, and centralizing cross-cutting institutional frameworks (safeguarding, internal control, protection) to make them actionable, eliminate duplication, and ensure coherent integration with the quality and risk management system.
- Establish clear communication channels to disseminate information on quality initiatives, achievements, and areas requiring attention, fostering a transparent and accountable environment.
- Liaise with MSF referents and partners when required
- Participate in weekly management meetings as a member of RSH's coordination team.
- Upon request, present the quality approach and support other missions in replicating RSH's experience.

**Capacity building and staff empowerment**

- Conduct a training needs assessment across RSH departments, identifying gaps in quality tools, project management methods, and risk management processes.
- Design and implement a capacity-building curriculum tailored to different staff profiles (healthcare providers, clinical leads, managers), covering: quality improvement methodologies (PDCA, root cause analysis, audit cycles), project management fundamentals, documentation and protocol management, risk identification, indicator monitoring, facilitation and communication techniques.
- Deliver hands-on training sessions, workshops, and practical coaching, prioritizing learning-by-doing over theoretical instruction.
- Mentor and coach healthcare providers and managers individually, progressively stepping back from direct execution toward facilitation and oversight.
- Establish progressive autonomy milestones with defined timelines and competency validation criteria, aligned with the project roadmap.
- Co-develop with hospital leadership and HQ a phased transition roadmap with clear milestones, timelines, and responsibility transfers; regularly assess progress and adjust accordingly.
- Document training activities, participation, and competency assessments to track progress toward team ownership objectives.
- Engage in continuous learning and incorporate relevant advancements into the hospital's quality framework.

**Additional Activities:**

- Supervise and progressively delegate the coordination of the protocol library and annual action plan monitoring to the medical secretary.
- Monito