At the DAA Group, we love celebrating quality in healthcare. Below are excerpts from the reports of clients who have gained a Continuous Improvement (CI) rating for their HDSS certification or an Outstanding Achievement (OA) rating for EQuIP accreditation. We congratulate these organisations on their wonderful achievements. We hope they might provide you with ideas for your own organisation!
Mercy Parklands – OA
Criterion 1.4.1 Care and services are planned, developed and delivered based on the best available evidence and in the most effective way.
Mercy Parklands has gained national and international recognition as being the first (and only) Spark of Life Centre of Excellence. Through self-assessment submitted to Dementia Care Australia, Mercy Parklands has maintained their certification as a Centre for Excellence for the past three years. The service has published articles related to the implementation of Spark of Life in national and international journals and professional publications.
All staff have been involved in the Spark of Life programme at varies levels and provide resident centred care provision. Regular monitoring via surveys of residents and family/whānau are undertaken to measure if the programme is meeting residents’ needs.
Audit responses, programme evaluations and self-assessments are used to improve services. Other information and benchmarking data gained through QPS benchmarking and the Northern region’s falls and pressure area prevention programmes is evaluated and improvements are made to services as indicated. Mercy Parklands is now commencing a programme focused on reducing skin tears.
Mercy Parklands – OA
Criterion 1.5.4 The incidence of falls and fall injuries is minimised through a falls management program.
Mercy Parklands demonstrates it is a leader in the areas of falls prevention and management, with many of their initiatives being taken up at local and national strategic development for falls minimisation and minimising harm from falls. Mercy Parklands has presented their falls programme outcomes at regional learning sessions and through an educational DVD through the Health, Quality and Safety Commission. The programme and resources developed at Mercy Parklands have been shared with other organisations. Mercy Parklands staff are members of the ADHB steering group and cluster group model which has reducing falls and falls with harm as one of the key outcomes.
The service has demonstrated that falls have been reduced. The surveyors are impressed with the multidisciplinary approach to falls preventions and management strategies. The clinical and allied health teams have input into the falls prevention and management plans for at risk residents. The focus includes encouraging the resident’s independence and mobility, with the falls management programme introduced to reduce falls and limit injuries from falls, and again is another example of how the Spark of Life is implemented by tapping into resident’s potential and is gaining positive resident outcomes.
The information contained in their self-assessment was verified at the onsite survey. Since the 2009 development of a falls prevention programme at Mercy Parklands, there has been a 48.64% decrease in the fall median incidence. In 2015 a 58% decrease from 2014 in falls with serious harm incidence was achieved, demonstrating the overall effectiveness of the programme.
Each hub has key performance indicators and benchmarking targets in achieving falls reduction. Mercy Parklands undertake a thorough internal monthly and annual evaluation of our data to ensure continuous quality improvement and inform future practice. External bench marking is completed monthly through ADHB, monthly internal benchmarking between the different Hubs and quarterly through QPS, with improvements implemented to ensure better practice and better resident outcomes.
Boulcott Hospital – OA
Criterion 3.2.4 Emergency and disaster management support safe practice and a safe environment.
Boulcott Hospital has developed a comprehensive emergency management system with an external agency that has previously been awarded joint winner of the NZPSHA ‘Leaders in Quality’ awards in 2012. Boulcott Hospital continues to lead the way in the implementation of this unique system. The training and evacuation trials are monitored and assessed by the Emergency Committee consisting of the three area managers, quality manager, IT manager and general manager. Staff are also trained in CPR and fire, and there is a designated fire warden in each work area and for every shift.
Boulcott Hospital emergency management system is awarded outstanding achievement and their overall commitment to emergency and safety for their staff, patients and visitors is highly commendable.
Nurse Maude – OA
Criterion 2.5.1. The organisation’s research program develops the body of knowledge, protects staff and consumers / patients and has processes to appropriately manage the organisational risk associated with research.
Nurse Maude established a dedicated research arm in 2008 funded by donations and bequeaths received, with the intent to inform and improve the services provided. The research arm was later formally named the New Zealand Institute of Community Health Care (NZICHC). The institute is headed by a director and has its own designated board which consists of members from both the Nurse Maude Board and Nurse Maude Senior Management Team. The Nurse Maude Foundation sponsors the annual $30,000 Nurse Maude Campbell Ballantyne Fellowship for research and education projects in health.
Nurse Maude additionally funds and selects the research projects that will benefit Nurse Maude. Research submissions are initially vetted by the Institute and then forwarded to the Nurse Maude Ethics committee who as required closely liaise with the Southern Regional Health and Disability Ethics committee and where applicable the Privacy Commissioner. The Nurse Maude Research Programme through the Institute is recognised regionally as a leader in community care research, as well as supporting and enhancing sector collaboration in this field.
Arohanui Hospice – OA
Criterion 3.1.1. The organisation provides quality, safe health care and services through strategic and operational planning and development.
The organisation has recently adopted a revised strategic plan and is now developing the annual operating component which is involving input from staff and key stakeholders. On completion, this plan will include organisation wide targets or performance indicators for measurement. The organisation has a number of avenues for consultation with communities and receives feedback which it analyses and utilises. The organisation is active in the external business community winning the Not for Profit Category of the Westpac Manawatu Business Awards. The District Health Board asked Arohanui Hospice to lead the regional wide project to develop the MidCentral District Health Board Palliative Care Strategy which was completed in 2014.