Standard 1.2.1: Governance FA The strategic direction for the organisation includes the intention to exit all services provided in the facility. This process is continuing, with The governing body of the organisation ensures closure of the hospital care component of the service occurring on May services are planned, coordinated, and appropriate 18th 2017 after transfer of the few remaining residents to other facilities. to the needs of consumers. This strategy has involved two rounds of redundancy for the existing staff. The remaining psychogeriatric service of twenty-five beds is expected to transfer to a private provider in the next two years, resulting in full closure of the facility at that point. The goal has been to support residents and families through the closure process. There has been extensive consultation with staff, families and the wider community, however there is acknowledgement that it has been a stressful and uncertain time for all involved. Staff have been offered access to confidential employee assistance. The new arrangements have also involved a restructure of the remaining service. It now comes under the oversight of the manager of mental health and addictions at the DHB, with the day to day operation undertaken by an experienced charge nurse manager on the Talbot Park site. She holds relevant qualifications in nursing and has undertaken post graduate papers in nursing, delirium and dementia, leadership and management and has recently completed the the walk” “Leading workshop which can link/compliment the of Life” programme she “Spark has previously completed. A structured reporting programme ensures key performance indicators are reported to the DHB each month. Adequate information to monitor performance is provided. Back of house functions provided by the DHB include financial services and human resources management. The service continues to utilise the DHB contracted providers for food and household services. The service contracts with the DHB for aged residential care services. Twenty-three residents were receiving services under the contract at the time of audit. Standard 1.2.3: Quality And Risk Management FA Talbot Park has a planned quality and risk system linked to the Systems framework that reflects the principles of continuous quality improvement which is documented in the Quality and Risk Plan 2016-2017. This The organisation has an established, documented, includes management of adverse events, near misses and complaints and maintained quality and risk management using an electronic reporting system, internal audit activities, an annual
Standard 1.2.1: Governance The governing body of the organisation ensures services are planned, coordinated, and appropriate to the needs of consumers. FA The strategic direction for the organisation includes the intention to exit all services provided in the facility. This process is continuing, with closure of the hospital care component of the service occurring on May 18th 2017 after transfer of the few remaining residents to other facilities. This strategy has involved two rounds of redundancy for the existing staff. The remaining psychogeriatric service of twenty-five beds is expected to transfer to a private provider in the next two years, resulting in full closure of the facility at that point. The goal has been to support residents and families through the closure process. There has been extensive consultation with staff, families and the wider community, however there is acknowledgement that it has been a stressful and uncertain time for all involved. Staff have been offered access to confidential employee assistance. The new arrangements have also involved a restructure of the remaining service. It now comes under the oversight of the manager of mental health and addictions at the DHB, with the day to day operation undertaken by an experienced charge nurse manager on the Talbot Park site. She holds relevant qualifications in nursing and has undertaken post graduate papers in nursing, delirium and dementia, leadership and management and has recently completed the “Leading the walk” workshop which can link/compliment the “Spark of Life” programme she has previously completed. A structured reporting programme ensures key performance indicators are reported to the DHB each month. Adequate information to monitor performance is provided. Back of house functions provided by the DHB include financial services and human resources management. The service continues to utilise the DHB contracted providers for food and household services. The service contracts with the DHB for aged residential care services. Twenty-three residents were receiving services under the contract at the time of audit. Standard 1.2.3: Quality And Risk Management Systems The organisation has an established, documented, and maintained quality and risk management FA Talbot Park has a planned quality and risk system linked to the framework that reflects the principles of continuous quality improvement which is documented in the Quality and Risk Plan 2016-2017. This includes management of adverse events, near misses and complaints using an electronic reporting system, internal audit activities, an annual
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