Organisational management A well-developed planning process is based around the statutory requirements and adapted to meet the needs of the Whanganui region’s people. Values have been updated and are well embedded in the organisation. The current management and leadership structure is effective with an experienced and stable executive management team. The quality and risk framework is well established, led by the General Manager of Patient Safety and Service Quality and supported by a well-qualified team. Connections to national projects and a strong culture of quality improvement are strengths of the organisation, as is the focus on inclusion of whanau/family in quality activities. Staff are involved at all levels with improvement activities, in particular, the time to care’ programme, and are familiar with audit, data analysis and continuous ‘Releasing improvement methodology. Effective systems are in place to integrate the various components of quality and risk management. Data is widely available and well used to monitor patient safety, support projects, make improvements, monitor trends and address issues where they arise. Adverse events, including those of a more serious nature, are being managed as required. Consumer and family involvement within the mental health services is well developed, with involvement of appointed roles at both a strategic and operational level. resources systems are based on best practice. The developments in the orientation process support integration of the values across the organisation. Staff are well supported with training and education opportunities, with improvements to the recording of training evident. The organisation continues to seek ways to further enhance training, using on line and shared resources with other DHBs in the region and nationally. Staff numbers and skill mix are clearly defined and based on accurate information. There is a multi-pronged approach to ensuring staff are utilised in the most efficient way to meet changing patient demands. Clinical records, in general, are well completed, tracking the patient’s care. Records are stored securely and easily retrievable. Privacy of information is maintained.
Organisational management A well-developed planning process is based around the statutory requirements and adapted to meet the needs of the Whanganui region’s people. Values have been updated and are well embedded in the organisation. The current management and leadership structure is effective with an experienced and stable executive management team. The quality and risk framework is well established, led by the General Manager of Patient Safety and Service Quality and supported by a well-qualified team. Connections to national projects and a strong culture of quality improvement are strengths of the organisation, as is the focus on inclusion of whanau/family in quality activities. Staff are involved at all levels with improvement activities, in particular, the ‘Releasing time to care’ programme, and are familiar with audit, data analysis and continuous improvement methodology. Effective systems are in place to integrate the various components of quality and risk management. Data is widely available and well used to monitor patient safety, support projects, make improvements, monitor trends and address issues where they arise. Adverse events, including those of a more serious nature, are being managed as required. Consumer and family involvement within the mental health services is well developed, with involvement of appointed roles at both a strategic and operational level. resources systems are based on best practice. The developments in the orientation process support integration of the values across the organisation. Staff are well supported with training and education opportunities, with improvements to the recording of training evident. The organisation continues to seek ways to further enhance training, using on line and shared resources with other DHBs in the region and nationally. Staff numbers and skill mix are clearly defined and based on accurate information. There is a multi-pronged approach to ensuring staff are utilised in the most efficient way to meet changing patient demands. Clinical records, in general, are well completed, tracking the patient’s care. Records are stored securely and easily retrievable. Privacy of information is maintained.
AuditSummary_PRMS_CommunicatePublish_000004574002.docx