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Accreditation 1998
E-mail This Page
Accreditation 1998
Canadian Council on Health |
Conseil canadien d'agrément |
Canadian Council on Health Services Accreditation Report for Inglewood Care Centre |
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SECTION 1 Foreword Summary
SECTION 2
SECTION 3
SECTION 4 |  | Support ServicesHuman Resources Development and Management This team is working diligently to address human resources issues from. an organization- wide and regional perspective. It has strong support from senior management and the board. There is also strong support and recognition of the volunteers, auxiliary and foundation which enhances both human and financial resources. Client needs are identified through various formats including union and management meetings, occupational health and safety and education coordinators, and a manager of volunteer services. A wide range of programs and services are offered. The positive feedback from employees and union representatives provides evidence that employee assistance programs are accessible and confidential. A committee is in place to give overall direction to the employee assistance program. Human resources planning includes a documented plan for physicians, and a recruitment and retention plan that outlines strategies for improving quality of work life for staff. The team is encouraged to continue to develop an information system that will link to financial utilization and human resources data, and which will support the development of a comprehensive human resources plan. There is a partnership and process in place to ensure that staff have access to credit based education programs. Establishing stronger links to education organizations might result in improving recruitment and retention strategies. Employee and volunteer records are securely maintained. Applicants give permission to complete reference checks. Most jobs have documented position descriptions which include mechanisms for accountability. The process for evaluating performance is inconsistent among sites and encouragement is offered to standardize an employee appraisal process. The chief executive officer’s performance is evaluated annually by the board. The team has recently implemented the first phase of a regional orientation program, with plans to fully implement by year end. Physician and board orientation are separate processes. Disciplines have indicated their desire to meet the new physicians during orientation. Most programs have adopted professional practice standards, and clinical resource nurses are available to all programs. Professional practice leaders are being established for each discipline, as is a multidisciplinary professional practice council. Each site has a representative who provides advice on registered nursing practice issues. Program or department chiefs are responsible for defining and delineating physician accountability. An annual reappointment and credentialing process is in place. New physicians complete a probationary period of one year. The board approves recommendations for appointment and reappointment. The chief of staff and president of the medical staff association advise the board regularly. This team underwent restructuring in order to support the program management structure which, in turn, supports the organizational structure for team based decisions. Other processes used for collaboration, problem solving and decision making include committees, departmental staff meetings, union and management meetings, community forums, population advisory group, and the medical advisory committee. Occupational health and safety is promoted at the regional level, as well as at each site. Issues are addressed through committee. Ergonomic assessments are provided by occupational therapy and physiotherapists. There is effective managements of risks and anyone can bring an issue forward to the committee. Support at the senior level is demonstrated by addressing issues even if funding is required, for example. efforts to reduce employee safety incidents. The team is currently working with product standardization to explore needle less systems and retractable needles. This team’s ability to identify and prioritize opportunities for improvement is excellent, and includes indicator monitoring and trending. Examples include new and outstanding grievances, turnover and vacancy rates, sick days and WCB days. Five teams are in place to support and sustain the gains realized through improvement initiatives. Recognition is given to ILPH (Inglewood Care Centre) for routinely matching human resources with client care needs through regular review of individual client needs. The skill mix and hours of care are adjusted to meet changes in client condition. Also recognized is the innovative partnering with NSHR and other community facilities to create shared positions that ensure clients have access to recreation and entertainment programs. ILPH (Inglewood Care Centre) staff have responded positively to the current organizational structure and development of care teams. Special care aides, dietary, maintenance and housekeeping staff actively contribute to discussion and decisions of the teams. Recognition is given to the celebration committee which promotes and recognizes the individual contributions and achievements of staff members. There is a comprehensive orientation program for new staff and volunteers. Staff are also encouraged and supported to upgrade and complete education requirements to obtain professional designation. The staff performance review process is well established and completed regularly by team leaders. The professional advisory team will meet regularly to address issues of practice, occupational health and safety, or any identified risks. There is a good interface between ILPH’s (Inglewood Care Centre) medical director and NSHR’s geriatricians and general practitioners. This includes involvement and participation on the regional physician compliance committee which also extends into the medical community. |
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Revised:
December 30, 2007 . |
