1 / 13

Being Outstanding Simon Pedzisi, Director of Care Services, NightingaleHammerson Jan 2019

Being Outstanding Simon Pedzisi, Director of Care Services, NightingaleHammerson Jan 2019. Overview of Nightingale House. 215 beds, 165 residents, 6 households Residential, Nursing, Dementia & palliative Care Average admission age 90 10% of residents over 100

barny
Download Presentation

Being Outstanding Simon Pedzisi, Director of Care Services, NightingaleHammerson Jan 2019

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Being Outstanding Simon Pedzisi, Director of Care Services, NightingaleHammerson Jan 2019

  2. Overview of Nightingale House • 215 beds, 165 residents, 6 households • Residential, Nursing, Dementia & palliative Care • Average admission age 90 • 10% of residents over 100 • 80% residents have dementia

  3. Key focus: Our staff, values, resources, learning culture, leadership and what matters to our residents

  4. Care Home of the Year

  5. What drives our business? • A clear vision • Values applied to all people involved • An effective mission statement What sustains our business? • 5 year strategic objectives • Operational plans • Effective care/business model

  6. Key drivers for outstanding • Leadership • Culture • Workforce management (retention and value based recruitment) • Education & Development (this is not training as traditionally referred to in the industry) • Research • Quality Improvement framework

  7. How we are Outstanding? • Understanding our residents really well through PCC • Being Responsive 1st – listening, learning and changing • Having leadership that Zooms in when needed • Maintaining Values by not walking by, setting an example • Knowing where we are failing or sliding • Managing People Strategy – recruit, retain, motivate, develop • Moving out the problem people • Trusting and Empowering people to take decisions • Not talking too much without action • Managing risk, not avoiding it

  8. Co-located Nursery – daily intergenerational engagement, plus Baby and Toddlers weekly

  9. What doesn’t depend on £-Values and Culture • Quality Improvement & Learning • Values applied to all people involved • Relative involvement – part of the team How has being a charity helped • Fundraise for what we need & want • Opens doors to pro bono experts • Volunteers give their time every day

  10. Invest in our environments….

  11. What matters to our Residents?Relationships Relationship Centred Care

  12. You can do it too!!!

More Related