Standard 4 — Care & Treatment
Criteria in this standard
Part 2 — criteria 4.19–4.37. Criteria 4.1–4.18: Part 1 →
4.2 — Staff Credentials Are Checked and Current
4.3 — New Staff Are Properly Onboarded
4.4 — Staffing Actually Matches Patient Need
4.5 — Hand Hygiene Actually Happens
4.6 — Protective Equipment Is Actually Available
4.7 — Sharps and Waste Are Handled Safely
4.8 — Every Patient Gets a Real Assessment
4.9 — There’s an Actual Care Plan
4.10 — Medication Prescribing Is Safe
4.11 — The Surgical Safety Checklist Is Actually Used
4.12 — Anaesthesia Is Delivered Safely
4.13 — Surgical Site Infection Is Actively Prevented
4.14 — The Lab Has Quality Control
4.15 — Critical Lab Values Reach the Doctor Fast
4.16 — Specimens Are Correctly Identified
4.17 — Medication Storage Is Secure and Correct
4.18 — High-Alert Medications Get Extra Safeguards
4.19 — Medication Reconciliation Actually Happens
4.20 — Patient Identified Correctly at Every Point of Contact
4.21 — Falls Risk Assessed and Actively Prevented
4.22 — Look-Alike, Sound-Alike Medications Are Specifically Managed
4.23 — Restraint and Seclusion Use Is Governed and Minimised
4.24 — Nutrition and Therapeutic Diet Needs Are Actively Managed
4.25 — Deteriorating Patients Are Caught Before the Crisis, Not After
4.26 — Sepsis Is Recognised and Treated Within the Hour
4.27 — Pressure Injury Risk Is Assessed and Actively Prevented
4.28 — VTE Risk Is Assessed Before Every Admission and Procedure
4.29 — Blood and Blood Products Are Verified Before Every Transfusion
4.30 — Handoffs Use a Structured, Verbal Process — Not Just a Written Note
4.31 — Opioid Prescribing Is Deliberately Stewarded
4.32 — Pain Is Formally Assessed and Reassessed, Not Just Asked About Once
4.33 — Dignity, Respect, and Non-Discrimination Are Practised, Not Just Stated
4.34 — Vulnerable Patients Get Real, Specific Protections
4.35 — Advance Directives Are Sought, Documented, and Actually Followed
4.36 — The Facility Tracks Its Own Infection Rate Over Time
4.37 — Medication Safety Doesn’t Depend on Software That Isn’t Actually Working
Medication Reconciliation Actually Happens
Non-Negotiable
In plain terms: On admission and at discharge, someone trained compares the patient’s medication lists — what they were taking, what they are taking now — and fixes any mismatch.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | Full | Adapted | Full | Full |
Why this matters
Patients arrive taking medicines the hospital does not know about and leave with lists that omit the ones they came in on. Half of all medication errors happen at these transitions. The patient’s blood pressure tablet is stopped by accident; the new anticoagulant duplicates one already at home; the antibiotic started in hospital is never told to the GP. Reconciliation means someone — a pharmacist, a trained nurse — sits with the patient and their medicines and builds one accurate list, then makes sure every change is deliberate and communicated. It is tedious. It prevents readmissions, bleeds, and deaths.
What good looks like
- Reconciliation happens consistently at both admission and discharge, with clear records.
- Discrepancies are resolved and documented, not left open.
- The patient’s own account is actively sought and incorporated, not just prior records relied on.
Common failure modes
- Reconciliation happens at only one transition point, or inconsistently at either.
- Discrepancies are noted but left unresolved in the record.
- The process relies solely on prior records without checking the patient’s own current account.
Worked example
If you are starting from zero — do this first
- Phone five recently discharged patients: do they know which of their home medicines to keep taking?
- Pull five admission records: is there a complete home medication list with source?
- Build a three-column reconciliation form: home, hospital, discharge, with reasons for every change.
- Assign one trained person per ward to complete it within 24 hours.
Self-assessment questions
Evidence: Reconciliation record, admission and discharge
Evidence: Discrepancy resolution record
Evidence: N/A — tested directly
Common reasons for a PARTIAL answer
- Reconciliation happens reliably at admission but is rushed or skipped at discharge. — Discharge is often a busier, more time-pressured moment, and the safeguard erodes accordingly.
- Discrepancies are documented as found but follow-up resolution isn’t consistently tracked. — Identification without a closed loop leaves the actual risk unaddressed.
- Patient input is sought for coherent patients but skipped for those who are confused or unable to communicate clearly.
Implementation plan
| When | What |
|---|---|
| Week 1 | Review a sample of recent admissions and discharges for reconciliation completeness. |
| Week 2 | Reinforce discharge reconciliation specifically, given it’s the more commonly rushed transition. |
| Week 3 | Build a simple discrepancy resolution tracker so identified issues don’t go unresolved. |
| Ongoing | Audit reconciliation completeness periodically, particularly at discharge and for patients with communication barriers. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| DOCUMENT | Reconciliation completeness check | Reviews records to confirm reconciliation happens at both admission and discharge, not only one transition point. |
| DOCUMENT | Discrepancy resolution review | Checks whether discrepancies identified during reconciliation are actually resolved and documented, not just noted. |
| ASK | Patient-account inclusion check | Asks staff whether and how the patient’s own account of their current medications is incorporated into reconciliation. |
Supervisor tips
- Check discharge reconciliation specifically, not just admission. — Admission reconciliation is more reliably performed; discharge is where gaps concentrate.
- Ask how reconciliation works for a patient who can’t easily communicate. — This reveals whether the process has a real answer for its hardest, highest-risk case.
- If no clinical pharmacist role exists at this facility, ask specifically who is trained to perform reconciliation and how they were trained. — A facility without a pharmacy department can still meet this fully — the question is whether reconciliation is a real, owned function for someone, not whether that someone has a specific job title.
Evidence base
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Patient Identified Correctly at Every Point of Contact
Non-Negotiable
In plain terms: Before any medication, procedure, blood product, or specimen — every time — staff check two identifiers against the patient’s wristband.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | Full | Full | Full | Full |
Why this matters
Wrong-patient errors happen in the most ordinary moments: two patients with the same surname on one ward, a bed swap not updated on the board, a nurse who ‘knows’ the patient. The two-identifier check — name and date of birth, or name and hospital number, read from the wristband not the bed board — is the barrier. It must happen at every intervention, not just the ones staff consider high-risk, because the wrong routine medication is still the wrong medication. The wristband must exist and be legible; a hospital where a third of patients have no wristband has no identification system.
What good looks like
- Two identifiers are checked before every medication, procedure, and blood product administration.
- Staff can clearly state that room or bed number is never an acceptable identifier alone.
- Identification practice is consistent across every point of contact, not concentrated only in the lab.
Common failure modes
- Two-identifier checking happens for lab specimens but not consistently for medication rounds.
- Room or bed number is used as a de facto identifier by some staff.
- Identification is treated as a one-time check at admission rather than repeated at each point of contact.
Worked example
If you are starting from zero — do this first
- Walk one ward and count patients without a wristband.
- Watch a medication round: how does the nurse identify each patient?
- Write the rule: two identifiers, from the wristband, stated by the patient, before every intervention.
- Make wristbands a non-negotiable at admission.
Self-assessment questions
Evidence: Medication administration protocol
Evidence: N/A — tested directly
Evidence: Procedure and transfusion identification record
Common reasons for a PARTIAL answer
- The practice is strong in the lab, where it was first introduced, but hasn’t spread to other departments. — A safety practice introduced for one purpose sometimes doesn’t generalise without deliberate effort.
- Staff verify identity but use a mix of acceptable and unacceptable identifiers inconsistently. — Partial adherence to the rule can be harder to catch than its complete absence.
- Verification happens once at admission and is assumed to carry forward for the rest of the stay.
Implementation plan
| When | What |
|---|---|
| Week 1 | Audit medication rounds, procedures, and blood product administration for consistent two-identifier practice. |
| Week 2 | Brief all clinical staff explicitly that room or bed number is never acceptable alone. |
| Week 3 | Extend the lab’s existing two-identifier discipline formally to medication and procedural contexts. |
| Ongoing | Spot-check identification practice across different departments, not only the lab. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| OBSERVE | Medication round observation | Observes a medication round directly, checking whether two identifiers are verified before each administration. |
| ASK | Staff practice interview | Asks staff what counts as an acceptable identifier, checking specifically that room or bed number is never used alone. |
| DOCUMENT | Cross-point consistency review | Reviews identification practice across medication, blood product, and procedural records for consistency, not just lab specimens. |
Supervisor tips
- Observe a medication round directly, not just review policy. — This is where the practice most commonly fails to generalise from where it started.
- Ask specifically whether room or bed number is ever used. — A direct, specific question often reveals what a general policy question won’t.
Evidence base
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This course teaches practical implementation of this standard. Free to enroll. ASF certificate on completion.
Falls Risk Assessed and Actively Prevented
Non-Negotiable
In plain terms: Every patient is assessed for fall risk with a proper tool on admission, at-risk patients get specific precautions, and every fall is reviewed.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | Full | Full | Full | Full |
Why this matters
Falls are the most common adverse event in hospitals and a leading cause of injury in patients over 65. A fall in hospital means a fracture, a head injury, a longer stay, and often the end of independent living. Most are predictable: the patient who is confused, on sedatives, unsteady, or has fallen before. A structured tool identifies them; specific precautions — low bed, call bell within reach, non-slip footwear, hourly rounding — prevent the fall. The final element, reviewing every fall, is how a hospital learns which precautions were missing.
What good looks like
- A structured, validated fall risk tool is used consistently on admission.
- High-risk patients have specific, visible prevention measures in place.
- Every fall is logged and reviewed, with lessons feeding back into practice.
Common failure modes
- Fall risk assessment relies on informal clinical impression rather than a structured tool.
- High-risk patients are identified but no specific prevention measures follow.
- Falls are not consistently logged, or logged without any review.
Worked example
If you are starting from zero — do this first
- Count your falls last year and how many caused injury.
- Check the admission form — is there a fall risk assessment?
- Add a validated tool and a precautions checklist for anyone at risk.
- Review your last five falls: what precautions were in place?
Self-assessment questions
Evidence: Fall risk assessment tool and completed sample
Evidence: Prevention measures record for high-risk patients
Evidence: Fall incident log and review record
Common reasons for a PARTIAL answer
- Assessment happens on admission but isn’t repeated as a patient’s condition or medication changes. — Fall risk can change significantly during a stay, and a single admission-day assessment can miss that shift.
- Prevention measures exist but are generic rather than tailored to the specific risk factors identified. — A standard set of precautions applied uniformly captures less benefit than measures matched to why a specific patient is at risk.
- Falls are logged but review focuses only on the most serious injuries.
Implementation plan
| When | What |
|---|---|
| Week 1 | Adopt or confirm use of a structured, validated fall risk assessment tool. |
| Week 2 | Ensure specific, tailored prevention measures follow every high-risk identification. |
| Week 3 | Establish a fall incident log with a defined review process for every fall, not only serious ones. |
| Ongoing | Reassess fall risk at meaningful points during a stay, not only at admission. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| DOCUMENT | Assessment tool and completion review | Reviews the fall risk assessment tool used and checks completion consistency across a sample of admissions. |
| OBSERVE | Prevention measures check | Checks whether patients currently identified as high risk have visible, specific prevention measures in place. |
| DOCUMENT | Incident tracking review | Reviews the fall incident log for tracking consistency and evidence of review following each fall. |
Supervisor tips
- Check whether reassessment happens beyond admission. — A single-point assessment is a common, specific gap worth checking directly.
- Ask to see prevention measures for a specific current high-risk patient. — A real, current example reveals whether assessment actually translates into action.
Evidence base
Train your team: H-04 · Care & Treatment on GMJ Academy →
This course teaches practical implementation of this standard. Free to enroll. ASF certificate on completion.
Look-Alike, Sound-Alike Medications Are Specifically Managed
Core
In plain terms: Medicines that look alike or sound alike are on a list, stored apart, and labelled to prevent mix-ups.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | Adapted | Full | Full | Full |
Why this matters
Hydralazine and hydroxyzine. Dopamine and dobutamine. Two vials from the same manufacturer, identical in size, different only in the strength printed in small type. Confusion between these causes serious harm every year, usually in a hurry, usually at night. The defence is to know which pairs you stock, separate them physically, and mark them — tall-man lettering (hydrALAzine / hydrOXYzine), coloured labels, a warning on the shelf. A hospital that has not made its own list does not know where its risks are.
What good looks like
- A specific, facility-relevant LASA list exists and is kept current.
- LASA medications are physically separated or distinctly labelled.
- A specific additional check step applies to LASA dispensing, beyond general practice.
Common failure modes
- No specific LASA list exists beyond general staff awareness of the concept.
- LASA medications are stored identically to any other medication, with no distinguishing measure.
- No additional check exists specific to this risk category.
Worked example
If you are starting from zero — do this first
- Walk your pharmacy shelves with a pharmacist and pull out every pair that looks or sounds similar.
- Check the ISMP or WHO look-alike list against your stock.
- Separate every pair physically — different shelf, different drawer.
- Label with tall-man lettering and a warning sticker.
Self-assessment questions
Evidence: LASA medication list
Evidence: Storage or labelling arrangement
Evidence: LASA-specific check protocol
Common reasons for a PARTIAL answer
- A LASA list exists but wasn’t built from this facility’s own formulary, so it misses relevant local risks. — A generic list doesn’t substitute for one reviewed against what’s actually stocked here.
- Separation exists for high-profile LASA pairs but not comprehensively. — Awareness often concentrates on well-known examples while missing less famous but equally risky pairs.
- A distinguishing measure exists but staff don’t consistently use it under time pressure.
Implementation plan
| When | What |
|---|---|
| Week 1 | Build a specific LASA list reviewed against this facility’s actual formulary. |
| Week 2 | Implement physical separation or distinct labelling for identified pairs. |
| Week 3 | Define and brief staff on a specific additional check for LASA dispensing. |
| Ongoing | Review the LASA list whenever the formulary changes. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| DOCUMENT | LASA list review | Reviews the facility’s specific LASA medication list against its actual formulary for completeness. |
| OBSERVE | Storage separation check | Checks physical storage or labelling arrangements for identified LASA medications. |
| ASK | Dispensing staff interview | Asks pharmacy or dispensing staff to describe the specific check applied to LASA medications. |
Supervisor tips
- Ask for the list itself, not a general description of awareness. — A specific, named list is the only real evidence this has been deliberately addressed.
- Check storage for a specific LASA pair directly. — Physical verification reveals more than a policy description.
Evidence base
Train your team: H-04 · Care & Treatment on GMJ Academy →
This course teaches practical implementation of this standard. Free to enroll. ASF certificate on completion.
Restraint and Seclusion Use Is Governed and Minimised
Core
In plain terms: Restraint — physical or drug — is used only as a last resort, under a written protocol, for a limited time, with monitoring and documentation.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | Full | Full | Full | Full |
Why this matters
Restraint has killed patients: by positional asphyxia, by pressure injury, by aspiration, by the panic it induces. It is also a dignity violation that patients and families remember for life. Yet in a busy ward at night with a confused patient pulling at lines, it is the easy answer. The standard does not ban restraint; it demands that it be exceptional, governed, and visible. A protocol that requires a doctor’s order, a time limit, 15-minute checks, and documentation of what was tried first turns an act of convenience into an act of last resort. Chemical restraint — sedating a patient for staff convenience — is subject to the same rules.
What good looks like
- A specific, written protocol defines restraint and seclusion as genuine last resort, with clear limits.
- Every use is time-limited, monitored, and documented with a clear rationale.
- Usage patterns are reviewed to catch any drift toward routine or convenience use.
Common failure modes
- No specific protocol exists beyond general clinical judgement.
- Use log entries show open-ended duration or missing monitoring records.
- No review exists to check whether use is becoming routine for specific situations.
Worked example
If you are starting from zero — do this first
- Walk the wards this morning and count restrained patients. Ask why each one is restrained.
- Check whether any restraint has a written order and a time limit.
- Write a protocol: alternatives first, order, time limit, observation, review.
- Make every episode reviewable — a log the quality meeting sees.
Self-assessment questions
Evidence: Restraint and seclusion protocol
Evidence: Restraint/seclusion use log
Evidence: Usage pattern review record
Common reasons for a PARTIAL answer
- A protocol exists but staff apply it inconsistently depending on individual judgement. — A written threshold doesn’t guarantee consistent application without active reinforcement.
- Documentation happens but review of usage patterns over time doesn’t occur. — Individual instances can each look justified while a pattern reveals a genuine drift.
- Time limits exist on paper but aren’t consistently enforced in practice.
Implementation plan
| When | What |
|---|---|
| Week 1 | Review the current restraint and seclusion protocol for specificity and last-resort framing. |
| Week 2 | Audit recent use log entries for time limits, monitoring, and documented rationale. |
| Week 3 | Brief clinical staff specifically on the threshold and reinforce consistent application. |
| Ongoing | Review usage patterns periodically for any drift toward routine use. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| DOCUMENT | Protocol review | Reviews the written restraint and seclusion protocol for a clear last-resort threshold and defined limits. |
| DOCUMENT | Use log review | Reviews the use log for time limits, monitoring records, and documented rationale for each instance. |
| ASK | Staff threshold interview | Asks clinical staff to describe the specific threshold for using restraint or seclusion, testing genuine understanding versus a vague sense of the policy. |
Supervisor tips
- Ask staff to describe the threshold in their own words, not recite the policy. — Genuine understanding versus rote familiarity shows in how the answer is framed.
- Check for pattern review, not just individual case documentation. — Drift toward routine use is only visible across multiple instances, not any single one.
Evidence base
Train your team: H-04 · Care & Treatment on GMJ Academy →
This course teaches practical implementation of this standard. Free to enroll. ASF certificate on completion.
Nutrition and Therapeutic Diet Needs Are Actively Managed
Core
In plain terms: Patients are screened for malnutrition risk, special diets are correctly delivered, and the kitchen meets basic food safety.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | Adapted | Full | Full | Full |
Why this matters
A third of hospital patients are malnourished on admission and most get worse during their stay. Malnutrition slows wound healing, weakens immunity, and lengthens recovery. It is invisible unless you look — a simple screening tool on admission finds it. Then the diet must actually reach the patient: the diabetic must not get the sugary dessert, the dysphagia patient must not get solid food, the renal patient must not get the high-potassium meal. Food safety is the floor: a hospital kitchen that gives patients food poisoning is doing harm. These three things — screening, delivery, safety — are usually managed by three different people who do not speak to each other.
What good looks like
- Nutritional risk screening happens consistently on admission.
- Therapeutic diets are correctly identified, ordered, and verified at delivery.
- Food handling and storage meet basic, verifiable safety standards.
Common failure modes
- No structured nutritional screening exists; nutrition is addressed only if a problem becomes obvious.
- Therapeutic diet errors occur without a verification step to catch them.
- Food safety practices show gaps when directly inspected.
Worked example
If you are starting from zero — do this first
- Add a three-question nutrition screen to the admission form this week.
- Watch one meal service: does every tray match the ordered diet?
- Standardise diet orders to a short list of codes the kitchen understands.
- Check the kitchen fridge and trolley temperatures — are they logged?
Self-assessment questions
Evidence: Nutritional screening tool and record
Evidence: Therapeutic diet order and delivery verification
Evidence: Food safety inspection record
Common reasons for a PARTIAL answer
- Screening happens for complex or clearly frail patients but not systematically for everyone. — Nutritional risk isn’t always visually obvious, and selective screening misses less apparent cases.
- Diet orders are correct but delivery verification relies on informal tray-matching. — An informal process is more prone to error than a defined verification step.
- Food safety practices are generally sound but specific storage temperature logging is inconsistent.
Implementation plan
| When | What |
|---|---|
| Week 1 | Review current nutritional screening practice for consistency across all admissions. |
| Week 2 | Establish or reinforce a specific verification step matching therapeutic diet orders to delivery. |
| Week 3 | Conduct a direct food safety inspection and address any gaps found. |
| Ongoing | Audit nutritional screening and diet delivery accuracy periodically. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| DOCUMENT | Nutritional screening review | Reviews the nutritional screening tool and checks completion consistency across a sample of admissions. |
| OBSERVE | Diet delivery verification | Checks whether therapeutic diet orders are correctly matched to the right patient at the point of delivery. |
| OBSERVE | Food safety check | Directly inspects food handling and storage practices against basic safety standards. |
Supervisor tips
- Ask for the screening tool and a completed sample, not a description of general awareness. — A specific, used tool is the real evidence, not stated good intentions.
- Inspect food handling directly rather than relying on a self-report. — Direct observation catches gaps a description of policy wouldn’t reveal.
Evidence base
Train your team: H-04 · Care & Treatment on GMJ Academy →
This course teaches practical implementation of this standard. Free to enroll. ASF certificate on completion.
Deteriorating Patients Are Caught Before the Crisis, Not After
Non-Negotiable
In plain terms: Vital signs are turned into an early warning score, tracked over time, and a high score triggers a defined escalation — before the patient collapses.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | Adapted | Full | Full | Full |
Why this matters
Patients do not collapse suddenly; they deteriorate over hours, and the signs are in the vital signs: a rising pulse, a falling blood pressure, a creeping respiratory rate. A nurse looking at a single set of observations may miss the trend. An early warning score (NEWS2, MEWS, PEWS for children) converts observations into a number, and the number into an action: score 5, call the doctor; score 7, call the emergency team. Hospitals with a working early warning system have fewer cardiac arrests on the wards, because the arrest is prevented. The escalation must be defined and must actually happen — a score that triggers nothing is a number.
What good looks like
- A structured early warning score is calculated consistently on a defined schedule.
- A specific, named escalation response is triggered and followed when the threshold is crossed.
- Staff can state the threshold and describe the escalation process confidently and specifically.
Common failure modes
- Vital signs are recorded but never combined into a structured trending score.
- No defined escalation response exists beyond general clinical judgement.
- Staff are uncertain what score should trigger escalation, or what happens next.
Worked example
If you are starting from zero — do this first
- Pull your last three cardiac arrest records and look at the observations 12 hours before — were there warning signs?
- Adopt a validated score (NEWS2 for adults) and replace your observation chart with the scored version.
- Write the escalation: which score triggers which action, who to call, how fast.
- Train every nurse in one session.
Self-assessment questions
Evidence: Early warning score tool and completed sample
Evidence: Escalation protocol document
Evidence: Scoring frequency schedule
Common reasons for a PARTIAL answer
- Scoring happens reliably on day shifts but drops off overnight when staffing is thinner. — The exact conditions that make deterioration harder to catch informally are also when the structured backup is most likely to lapse.
- The score is calculated but the escalation threshold is vague or inconsistently applied. — A score without a clear, consistently enforced action threshold provides information without protection.
- Escalation happens for the most severe scores but not consistently for moderate, early-warning-range scores.
Implementation plan
| When | What |
|---|---|
| Week 1 | Review current vital sign recording practice and whether it’s ever combined into a structured score. |
| Week 2 | Adopt a structured early warning tool and define a specific escalation threshold and response. |
| Week 3 | Brief all clinical staff, with particular attention to overnight and weekend coverage. |
| Ongoing | Audit scoring consistency and escalation follow-through periodically, especially outside daytime hours. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| DOCUMENT | Scoring consistency review | Reviews a sample of patient records for consistent early warning score calculation against the defined schedule. |
| OBSERVE | Escalation response check | Checks whether a recent above-threshold score actually triggered the defined escalation response, not just documentation of the score itself. |
| ASK | Staff threshold interview | Asks nursing staff to state the escalation threshold and describe exactly what they do when a patient crosses it. |
Supervisor tips
- Check overnight and weekend records specifically, not just daytime samples. — Coverage gaps concentrate exactly where staffing thins.
- Ask for a real example of an above-threshold score and trace what actually happened next. — A real example reveals whether escalation is genuine, not just documented as a policy.
Evidence base
Train your team: H-04 · Care & Treatment on GMJ Academy →
This course teaches practical implementation of this standard. Free to enroll. ASF certificate on completion.
Sepsis Is Recognised and Treated Within the Hour
Non-Negotiable
In plain terms: Staff can recognise sepsis using a standard screen, and once suspected, antibiotics and fluids start within one hour — a defined bundle, every time.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | Full | Full | Full | Full |
Why this matters
Sepsis kills more people than heart attacks and cancer of the breast and bowel combined. Every hour of delay in antibiotics increases mortality by roughly 8%. The tragedy is that it is treatable — if recognised. It presents as ‘a bit unwell,’ ‘confused,’ ‘off their food,’ and by the time it looks like sepsis, hours have passed. A screening tool (qSOFA, NEWS2 trigger, or a sepsis-specific screen) prompts staff to suspect it early; a bundle — cultures, lactate, antibiotics, fluids, oxygen, monitoring — turns suspicion into treatment within the hour. The hour is the standard because the evidence is that clear.
What good looks like
- A standardised screening tool is used consistently to identify possible sepsis.
- The care bundle begins on suspicion, not after full diagnostic confirmation.
- Time-to-antibiotic is tracked and reviewed as a specific quality metric.
Common failure modes
- Sepsis recognition relies entirely on informal clinical impression, varying significantly by individual staff experience.
- Treatment waits for full diagnostic confirmation before beginning.
- No tracking exists of the time between suspicion and first treatment.
Worked example
If you are starting from zero — do this first
- Review your last five sepsis deaths: how long from first deterioration to antibiotics?
- Add a sepsis trigger to your early warning chart.
- Print the Sepsis Six on a sticker and start a one-hour clock when it fires.
- Give nurses authority to activate the pathway without waiting for a doctor.
Self-assessment questions
Evidence: Sepsis screening tool
Evidence: Sepsis bundle protocol and timing record
Evidence: Time-to-antibiotic tracking record
Common reasons for a PARTIAL answer
- Screening is strong in the emergency department but less consistent for patients who deteriorate on general wards. — Sepsis awareness and protocol familiarity is often concentrated where it was first introduced.
- The bundle exists and is used, but tracking of the time interval itself was never implemented. — Good practice that isn’t measured cannot demonstrate its own consistency or improve further.
- Recognition and initial treatment are strong for classic presentations but less reliable for atypical ones.
Implementation plan
| When | What |
|---|---|
| Week 1 | Review recent cases for screening consistency and time from suspicion to first antibiotic dose. |
| Week 2 | Adopt or reinforce a standardised sepsis screening tool across all clinical areas, not just the emergency department. |
| Week 3 | Establish time-to-antibiotic tracking as a routine, reviewed quality metric. |
| Ongoing | Review tracked cases periodically, with particular attention to atypical presentations and non-emergency-department settings. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| DOCUMENT | Screening tool and bundle review | Reviews the sepsis screening tool and defined care bundle for specificity and adherence in a sample of recent cases. |
| DOCUMENT | Time-to-treatment tracking check | Reviews whether time from suspicion to first antibiotic dose is tracked and monitored as a specific metric. |
| ASK | Staff recognition interview | Asks front-line clinical staff to describe how they recognise possible sepsis and what happens in the first hour after suspicion. |
Supervisor tips
- Ask about ward-based recognition specifically, not just emergency department practice. — Sepsis awareness often concentrates where it was first trained, leaving general wards less prepared.
- Ask for actual time-to-antibiotic data, not a general assurance that treatment is prompt. — Tracked data is the only real evidence of consistent performance.
Evidence base
Train your team: H-04 · Care & Treatment on GMJ Academy →
This course teaches practical implementation of this standard. Free to enroll. ASF certificate on completion.
Pressure Injury Risk Is Assessed and Actively Prevented
Core
In plain terms: Every patient is assessed for pressure injury risk on admission and regularly after, and at-risk patients have a specific written prevention plan.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | Adapted | Full | Full | Full |
Why this matters
A pressure injury is a wound the hospital gave the patient. It starts within hours of immobility on a hard surface and can reach bone in days. It is painful, slow to heal, prone to infection, and almost entirely preventable: identify who is at risk (immobile, incontinent, poorly nourished, elderly), then turn them, offload the pressure, keep skin clean and dry, and check daily. A risk tool on admission — Braden, Waterlow, Norton — finds the at-risk patient; a written plan makes sure the turning schedule survives the shift change.
What good looks like
- A structured risk assessment happens at admission and is periodically repeated during the stay.
- A specific, documented prevention plan exists and is visibly followed for at-risk patients.
- Patients and families receive genuine education about prevention, not just staff-facing protocol.
Common failure modes
- Risk assessment happens once at admission, or not at all, with no periodic reassessment.
- At-risk patients are identified but no specific prevention plan follows.
- Patients and families receive no education about pressure injury risk or prevention.
Worked example
If you are starting from zero — do this first
- Walk the wards and count patients with pressure injuries — ask which developed here.
- Add a validated risk tool (Braden or Waterlow) to admission.
- For anyone at risk: a turning chart at the bedside and a daily skin check.
- Count hospital-acquired pressure injuries every month and show the number to staff.
Self-assessment questions
Evidence: Risk assessment tool and completed sample
Evidence: Reassessment schedule and records
Evidence: Prevention plan for at-risk patients
Common reasons for a PARTIAL answer
- Assessment happens reliably at admission but reassessment during longer stays is inconsistent. — Risk can change substantially over a longer stay, and admission-only assessment misses that shift.
- A prevention plan exists but repositioning schedules aren’t consistently followed under staffing pressure. — A documented plan and its consistent execution are different things, especially when short-staffed.
- Staff-facing prevention protocol is strong; patient and family education is an afterthought.
Implementation plan
| When | What |
|---|---|
| Week 1 | Review current risk assessment practice for consistency and periodic reassessment. |
| Week 2 | Establish or reinforce specific, documented prevention plans for at-risk patients. |
| Week 3 | Build patient and family education into the standard prevention process. |
| Ongoing | Audit reassessment consistency and prevention plan adherence periodically. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| DOCUMENT | Risk assessment tool review | Reviews the risk assessment tool used and checks completion consistency, including periodic reassessment, across a sample of admissions. |
| OBSERVE | Prevention plan implementation check | Checks whether a specific, visible prevention plan is actually in place for a current at-risk patient. |
| DOCUMENT | Patient and family education check | Checks whether at-risk patients and families receive education about pressure injury prevention, as distinct from staff-only awareness. |
Supervisor tips
- Check for reassessment specifically, not just an initial admission score. — This is the most common, specific gap in otherwise reasonable practice.
- Ask a current at-risk patient or family member what they’ve been told about prevention. — Patient-side confirmation reveals whether education is genuine, not just documented as delivered.
Evidence base
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VTE Risk Is Assessed Before Every Admission and Procedure
Core
In plain terms: Every patient is assessed for blood clot risk on admission and before surgery, and those at risk get prophylaxis — drugs or compression.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | Adapted | Full | Full | Full |
Why this matters
Venous thromboembolism — a clot in the leg that travels to the lung — is the leading preventable cause of hospital death. Immobility, surgery, cancer, and age all raise the risk; most hospital patients have at least one. A short assessment identifies who is at risk; prophylaxis — low-molecular-weight heparin or compression stockings — cuts the risk by more than half. Hospitals that assess every patient and treat the at-risk have measurably fewer pulmonary emboli. Hospitals that leave it to individual judgment have the same rate as hospitals that do nothing.
What good looks like
- VTE risk is assessed consistently at admission and reassessed before procedures.
- Identified at-risk patients consistently receive appropriate, documented prophylaxis.
- Staff can describe the process specifically and confidently for a real recent case.
Common failure modes
- No structured VTE risk assessment exists beyond general clinical awareness.
- At-risk patients are identified but prophylaxis is inconsistently prescribed or administered.
- Reassessment before surgical procedures doesn’t happen, relying on the original admission assessment alone.
Worked example
If you are starting from zero — do this first
- Pull 20 surgical and 20 medical admissions: how many have a VTE risk assessment?
- Adopt a validated tool and add it to admission and pre-operative forms.
- Make the form require a prophylaxis decision — yes, or why not.
- Audit 20 charts a month and report the compliance rate.
Self-assessment questions
Evidence: VTE risk assessment tool and completed sample
Evidence: Pre-procedure reassessment record
Evidence: Prophylaxis prescription and administration record
Common reasons for a PARTIAL answer
- Assessment happens reliably for surgical patients but less consistently for medical admissions. — VTE risk awareness is often historically stronger in surgical contexts, leaving medical patients under-assessed.
- Prophylaxis is prescribed but administration is inconsistently tracked or confirmed. — A prescription that doesn’t reliably translate into administration provides no real protection.
- Mechanical prophylaxis (compression devices) is used inconsistently even when correctly prescribed.
Implementation plan
| When | What |
|---|---|
| Week 1 | Review VTE risk assessment consistency across both surgical and medical admissions. |
| Week 2 | Establish or reinforce pre-procedure reassessment as a distinct, required step. |
| Week 3 | Build a verification step confirming prescribed prophylaxis is actually administered. |
| Ongoing | Audit prophylaxis administration rates periodically against risk assessment results. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| DOCUMENT | Risk assessment consistency review | Reviews VTE risk assessment completion at admission and before procedures across a sample of patients. |
| DOCUMENT | Prophylaxis administration check | Checks whether identified at-risk patients actually received prescribed prophylaxis, not just an assessment result on file. |
| ASK | Clinical staff interview | Asks clinical staff to describe the VTE risk assessment and prophylaxis process for a recent, specific patient. |
Supervisor tips
- Check medical admissions specifically, not just surgical ones. — VTE prevention rigor often concentrates in surgical contexts, leaving medical patients under-protected.
- Ask to see administration records, not just the prescription. — A prescribed but unadministered prophylaxis is a common, specific gap worth checking directly.
Evidence base
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Blood and Blood Products Are Verified Before Every Transfusion
Non-Negotiable
In plain terms: Before every blood transfusion, two people independently verify the blood matches the patient, at the bedside, immediately before it goes up.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | Full | Full | Full | Full |
Why this matters
An ABO-incompatible transfusion kills within minutes, and it happens because a unit intended for one patient was hung on another. The chain of error is short: two patients with similar names, a unit collected for the wrong bed, a check done at the nurses’ station instead of the bedside. The bedside two-person check — both staff independently comparing the patient’s wristband, the unit label, the crossmatch form, and the prescription — is the last barrier and has to be done at the bedside, immediately before starting, every time. There is no acceptable shortcut.
What good looks like
- Independent two-person bedside verification happens consistently, immediately before every transfusion.
- Monitoring during and after transfusion follows a defined, consistently applied schedule.
- Staff describe a specific, confident response protocol for a suspected reaction.
Common failure modes
- Verification happens once at collection, with no independent bedside check before administration.
- Monitoring is informal, with no defined schedule.
- Staff are uncertain what to do if a reaction is suspected.
Worked example
If you are starting from zero — do this first
- Watch a transfusion from fridge to vein. Where does the check happen, and what is checked?
- Redesign the transfusion form to require two bedside signatures with time.
- Make the rule: no check at the nurses’ station — bedside only, immediately before starting.
- Observe the next 20 transfusions to embed it.
Self-assessment questions
Evidence: Bedside verification protocol and record sample
Evidence: Transfusion monitoring record
Common reasons for a PARTIAL answer
- Bedside verification happens but isn’t genuinely independent — the same person effectively checks their own work twice. — Independent verification requires a second person forming their own judgement, not confirming the first person’s.
- Monitoring is thorough in the first few minutes but tapers off before the transfusion completes. — Reactions can occur at any point during administration, not only at the start.
- A reaction response protocol exists but hasn’t been drilled or reviewed recently.
Implementation plan
| When | What |
|---|---|
| Week 1 | Review recent transfusion records for genuine two-person bedside verification. |
| Week 2 | Reinforce genuine independence in the verification process, not sequential confirmation by the same effective judgement. |
| Week 3 | Establish or reinforce a defined, complete monitoring schedule covering the full transfusion period. |
| Ongoing | Periodically review or drill the reaction response protocol with relevant staff. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| OBSERVE | Bedside verification observation | Observes or reviews detailed records of the two-person bedside verification step for a sample of recent transfusions. |
| DOCUMENT | Monitoring record review | Reviews transfusion monitoring records for consistency with the defined schedule. |
| ASK | Reaction response interview | Asks clinical staff to describe the specific response protocol for a suspected transfusion reaction. |
Supervisor tips
- Ask who performed the bedside check and confirm genuine independence. — A specific example reveals whether this is a real second check or a formality.
- Ask about monitoring at the end of a transfusion specifically, not just the beginning. — Monitoring discipline commonly tapers off before a transfusion is actually complete.
Evidence base
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Handoffs Use a Structured, Verbal Process — Not Just a Written Note
Non-Negotiable
In plain terms: Shift and team handovers use a fixed structure, are done out loud, and the receiving team can ask questions — not just a written note left on the desk.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | Full | Full | Full | Full |
Why this matters
Handover is where the day shift’s knowledge of the patient either transfers to the night shift or evaporates. A structured format — SBAR, I-PASS, or a local equivalent — ensures the critical items are said: the pending result, the deteriorating patient, the family conversation that needs to happen. Verbal delivery with questions catches what the written note omits. Handovers done by reading a printed list while the receiving team is already moving lose the one thing they exist for: shared understanding of who is at risk tonight.
What good looks like
- Handoffs consistently follow a structured, standardised format, delivered live and verbally.
- The receiving clinician has a genuine, used opportunity to ask questions.
- The process is consistent across shifts and departments, not dependent on individual team habit.
Common failure modes
- Handoffs are written notes only, with no live verbal exchange.
- No standardised structure exists; content varies significantly by who is handing over.
- Different departments have noticeably inconsistent handoff practices.
Worked example
If you are starting from zero — do this first
- Sit in on one shift handover and count the questions asked. Zero is the usual answer.
- Adopt SBAR or I-PASS and print it as a template.
- Add two mandatory lines: ‘watch tonight’ and ‘pending results.’
- Move handover to a room where people sit and can hear.
Self-assessment questions
Evidence: Handoff format template
Evidence: N/A — tested directly
Evidence: Cross-department handoff consistency check
Common reasons for a PARTIAL answer
- A structured format exists for nursing handoffs but not for physician-to-physician handoffs. — Different professional groups sometimes develop separate, uncoordinated handoff cultures within the same facility.
- Verbal handoff happens but questions are rarely actually asked, suggesting limited genuine engagement. — The opportunity existing and being genuinely used are different things worth checking separately.
- Handoff quality is strong during weekday daytime shifts but thinner at night or on weekends.
Implementation plan
| When | What |
|---|---|
| Week 1 | Observe current handoff practice across different shifts and departments for structure and consistency. |
| Week 2 | Adopt or reinforce a standardised handoff format applied across all relevant staff groups. |
| Week 3 | Brief staff explicitly on the expectation of live, verbal delivery with genuine opportunity for questions. |
| Ongoing | Spot-check handoff quality periodically, particularly at night and on weekends. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| OBSERVE | Live handoff observation | Observes an actual shift handoff for structure, verbal delivery, and genuine opportunity for questions. |
| DOCUMENT | Format template review | Reviews the standardised handoff format for completeness and consistent use. |
| ASK | Cross-department consistency interview | Asks staff in different departments to describe their handoff process, checking for genuine consistency. |
Supervisor tips
- Observe an actual handoff, don’t just review the template. — Live observation reveals whether structure exists in practice, not only on paper.
- Check physician handoffs specifically, not only nursing handoffs. — Structured handoff culture sometimes takes hold in one professional group and not others.
Evidence base
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Opioid Prescribing Is Deliberately Stewarded
Core
In plain terms: Opioids are prescribed deliberately — right dose, shortest duration, non-opioid options considered first — and patients are monitored for harm.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | Adapted | Adapted | Full | Full |
Why this matters
Opioids relieve pain and cause respiratory depression, dependence, and death. In-hospital opioid deaths are usually from over-sedation that nobody was monitoring for. Post-discharge dependence often starts with a hospital prescription that was never reviewed. Stewardship means asking, every time: is an opioid needed, is a non-opioid enough, what is the lowest effective dose, when will it stop, and who is watching the patient’s breathing? A hospital without a stewardship approach is prescribing on habit.
What good looks like
- A specific opioid stewardship protocol exists, distinct from general medication safety practice.
- Non-opioid alternatives are genuinely considered and documented, not just theoretically available.
- A real monitoring process exists for diversion or misuse concerns.
Common failure modes
- Opioids are managed identically to other high-alert medications, with no opioid-specific stewardship approach.
- No documentation shows alternatives were considered before opioid prescribing.
- No monitoring exists for diversion or misuse beyond initial prescribing safeguards.
Worked example
If you are starting from zero — do this first
- Pull 20 post-operative charts: is there a sedation score recorded with opioid doses?
- Check how many days of opioids patients typically go home with.
- Write a protocol: non-opioids first, indication, stop date, sedation monitoring.
- Cap discharge supply at three days with a review plan.
Self-assessment questions
Evidence: Opioid stewardship protocol
Evidence: Prescribing documentation sample
Evidence: Diversion monitoring process
Common reasons for a PARTIAL answer
- Stewardship principles are followed by senior prescribers but less consistently by covering or junior staff. — Institutional knowledge doesn’t always transfer without deliberate, structured reinforcement.
- Alternatives are considered clinically but not documented, making the practice hard to verify or audit. — Genuine practice that isn’t documented can’t be reliably distinguished from practice that didn’t happen.
- Diversion monitoring exists for inpatient settings but not for discharge prescriptions.
Implementation plan
| When | What |
|---|---|
| Week 1 | Review current opioid prescribing documentation for evidence of alternative consideration. |
| Week 2 | Establish or reinforce a specific opioid stewardship protocol, distinct from general medication safety. |
| Week 3 | Build a monitoring process for diversion or misuse signs, covering discharge prescriptions specifically. |
| Ongoing | Audit prescribing documentation and monitoring practice periodically. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| DOCUMENT | Stewardship protocol review | Reviews the specific opioid stewardship protocol for dose, duration, and alternative-consideration guidance. |
| DOCUMENT | Prescribing documentation check | Reviews a sample of opioid prescriptions for documented consideration of non-opioid alternatives. |
| ASK | Diversion monitoring interview | Asks pharmacy or nursing staff to describe how diversion or misuse concerns are identified and addressed. |
Supervisor tips
- Ask to see the opioid-specific protocol, not general high-alert medication policy. — A facility without a distinct opioid protocol likely hasn’t genuinely separated this risk category yet.
- Ask about discharge prescription monitoring specifically. — This is where diversion risk monitoring most commonly stops, even when inpatient practice is strong.
- Ask who leads opioid stewardship at this facility, and accept a named physician champion as a genuine answer. — The absence of a pharmacy department is not, on its own, evidence stewardship is missing — the presence of a genuinely designated, trained owner is what matters.
Evidence base
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Pain Is Formally Assessed and Reassessed, Not Just Asked About Once
Core
In plain terms: Pain is measured with a scale on admission and re-checked at set times — especially after giving something for it — not just asked about once.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | Adapted | Full | Full | Full |
Why this matters
Untreated pain is a clinical failure, not a discomfort. It raises blood pressure, delays mobilisation, prevents sleep, and slows recovery. But pain is invisible unless asked about, and a single question at admission tells you nothing about the patient at 3am. A numerical or faces scale gives a number; reassessment at defined intervals and after each analgesic tells you whether the treatment is working. A patient who reports 8/10, receives morphine, and is not re-asked for six hours has not been treated for pain — they have been given a drug.
What good looks like
- Pain is assessed using a structured tool on admission, consistently.
- Reassessment specifically follows interventions intended to address pain.
- Reassessment results are visibly used to adjust the care plan, not just recorded.
Common failure modes
- Pain is asked about informally once, with no structured tool used.
- No reassessment happens after interventions intended to address pain.
- Reassessment results are documented but never lead to any change in the care plan.
Worked example
If you are starting from zero — do this first
- Ask ten patients right now to rate their pain 0–10 and when they were last asked.
- Add a pain score to the observation chart as a fifth vital sign.
- Make the rule: reassess 30–60 minutes after every analgesic.
- Audit 20 charts monthly for reassessment after analgesia.
Self-assessment questions
Evidence: Pain assessment tool and completed sample
Evidence: Reassessment record
Evidence: Care plan adjustment record
Common reasons for a PARTIAL answer
- Assessment is structured and thorough at admission but reassessment becomes informal or inconsistent afterward. — Initial assessment often receives more deliberate attention than the ongoing reassessment that follows.
- A structured tool is used but not adapted for patients who can’t self-report clearly, such as those who are cognitively impaired. — A tool that works well for most patients can still leave a meaningful group without adequate assessment.
- Reassessment happens and is documented but rarely results in a visible care plan change.
Implementation plan
| When | What |
|---|---|
| Week 1 | Review current pain assessment practice for structured tool use and reassessment consistency. |
| Week 2 | Ensure the assessment tool is adapted for patients who cannot self-report clearly. |
| Week 3 | Establish reassessment specifically tied to interventions, not only a general schedule. |
| Ongoing | Audit whether reassessment results are actually reflected in care plan adjustments. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| DOCUMENT | Assessment tool review | Reviews the pain assessment tool used and checks completion consistency on admission. |
| DOCUMENT | Reassessment timing review | Reviews whether reassessment specifically follows pain-related interventions, not only a general schedule. |
| OBSERVE | Care plan responsiveness check | Checks whether reassessment results are reflected in actual adjustments to the care plan. |
Supervisor tips
- Check reassessment specifically after an intervention, not just admission assessment. — This is the most common gap — strong initial assessment, weak follow-through.
- Ask how pain is assessed for a patient who cannot self-report clearly. — This reveals whether the tool genuinely covers the whole patient population, not just the straightforward cases.
Evidence base
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Dignity, Respect, and Non-Discrimination Are Practised, Not Just Stated
Non-Negotiable
In plain terms: Every patient is treated with dignity regardless of who they are, and you can show that care decisions are not affected by race, religion, gender, disability, wealth, or any other status.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | Full | Full | Full | Full |
Why this matters
Discrimination in healthcare is rarely a policy; it is a hundred small decisions — who waits longer, who gets the private room, whose pain is believed, whose questions are answered. It is often invisible to the people who work in the system and painfully visible to those on the receiving end. The standard asks for more than a non-discrimination statement: it asks for evidence — patient feedback disaggregated by group, complaints reviewed for patterns, staff who can describe what dignified care looks like in practice, and a way for a patient who feels discriminated against to say so and be heard.
What good looks like
- A non-discrimination policy specifically covers clinical care decisions, not only administrative matters.
- Staff describe concrete, specific practices, not general assurances.
- A discrimination-specific reporting mechanism exists, distinct from general complaints.
Common failure modes
- Policy exists only for employment matters, silent on clinical care decisions.
- Staff can only offer general assurances with no specific practice examples.
- No distinct mechanism exists for reporting discriminatory treatment; it would be lost in general feedback.
Worked example
If you are starting from zero — do this first
- Break your patient survey down by language, gender, and age — are the results the same?
- Review any complaint alleging discrimination in the last two years — how was it investigated?
- Ask five staff to describe one specific thing that shows dignity in care.
- Create a route for discrimination complaints to a named senior person.
Self-assessment questions
Evidence: Non-discrimination policy document
Evidence: N/A — tested directly
Evidence: Discrimination-specific reporting mechanism
Common reasons for a PARTIAL answer
- Policy exists and is comprehensive but was never specifically communicated to clinical staff. — A well-written policy that never reaches the people making care decisions has limited practical effect.
- Staff describe good intentions but struggle to give specific examples of how equity is actually ensured. — Genuine practice usually shows in specific examples; general intentions alone are harder to verify.
- A reporting mechanism exists but few patients know it’s available or specifically covers discrimination.
Implementation plan
| When | What |
|---|---|
| Week 1 | Review current policy scope for coverage of clinical care decisions specifically. |
| Week 2 | Communicate the policy directly to clinical staff, with concrete examples of equitable practice. |
| Week 3 | Establish a distinct, clearly communicated mechanism for reporting discrimination concerns. |
| Ongoing | Gather patient feedback periodically specifically addressing equitable treatment. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| DOCUMENT | Policy scope review | Reviews the non-discrimination policy for coverage of clinical care decisions specifically, not only administrative matters. |
| ASK | Staff practice interview | Asks staff to describe specific, concrete practices ensuring equitable treatment across patient backgrounds. |
| OBSERVE | Patient experience check | Where possible, observes or gathers patient feedback on whether treatment felt equitable and respectful across different backgrounds. |
Supervisor tips
- Ask staff for a specific example, not a general assurance. — Concrete practice examples distinguish genuine internalisation from stated policy.
- Ask how a patient would report a discrimination concern specifically, not a general complaint. — A distinct, known pathway is the real evidence this is taken seriously as its own category.
Evidence base
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Vulnerable Patients Get Real, Specific Protections
Non-Negotiable
In plain terms: Patients who cannot easily speak up for themselves — elderly, cognitively impaired, disabled — get specific, documented extra protections.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | Full | Full | Full | Full |
Why this matters
The confused elderly patient cannot say the food is wrong, the bed rail is up without reason, or the medication was missed. The patient with a learning disability may nod through a consent conversation they did not understand. These patients are harmed more often than others because they cannot object. Protection means identifying them at admission, involving a family member or advocate, documenting decisions with extra care, checking on them more often, and having a named person responsible for their wellbeing. It is not extra work for its own sake; it is the only way these patients get the same care as everyone else.
What good looks like
- A specific, structured process identifies patients with reduced capacity for self-advocacy.
- Identified patients receive specific, documented additional protections beyond standard care.
- A real advocacy or representation process ensures active involvement in care decisions.
Common failure modes
- No specific identification process exists beyond informal staff impression.
- Vulnerable patients receive the same general approach as any other patient, with no additional protections.
- No advocacy or representation process exists for patients unable to fully self-advocate.
Worked example
If you are starting from zero — do this first
- Add a brief cognitive screen to admission for older patients.
- For anyone who screens positive: contact a family member or advocate within 24 hours and record it.
- Put a discreet flag on the ward board and assign a named nurse.
- Name one senior person as the vulnerable adults lead.
Self-assessment questions
Evidence: Vulnerability identification process
Evidence: Additional protections documentation
Evidence: Advocate or representation process
Common reasons for a PARTIAL answer
- Identification happens for obviously impaired patients but misses more subtle or intermittent vulnerability. — Capacity can fluctuate or be less visibly apparent, and a process calibrated for obvious cases misses this.
- Additional protections exist on paper but aren’t consistently implemented in daily practice. — A protection that exists as policy but not as lived practice provides limited real benefit.
- An advocacy process exists for family-involved patients but not for those without present family or support.
Implementation plan
| When | What |
|---|---|
| Week 1 | Review current practice for identifying patients with reduced self-advocacy capacity. |
| Week 2 | Establish specific, documented additional protections for identified vulnerable patients. |
| Week 3 | Build an advocacy or representation process, with particular attention to patients without present family support. |
| Ongoing | Audit identification and protection consistency periodically. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| DOCUMENT | Identification process review | Reviews the process for identifying patients with reduced capacity for self-advocacy. |
| DOCUMENT | Additional protections check | Reviews documentation for specific, additional protections applied to identified vulnerable patients. |
| ASK | Advocacy process interview | Asks staff to describe how a vulnerable patient’s interests are actively represented in a specific, real care decision. |
Supervisor tips
- Ask about a patient with no accompanying family or support specifically. — This is where advocacy processes are most likely to have a genuine, unaddressed gap.
- Ask for a specific, real example of additional protections being applied. — A concrete example reveals genuine practice better than a description of policy.
Evidence base
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Advance Directives Are Sought, Documented, and Actually Followed
Core
In plain terms: Patients are asked whether they have an advance directive, helped to make one if they want, and any directive is accessible and actually followed.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | Adapted | Full | Full | Full |
Why this matters
An advance directive is the patient’s voice when they cannot speak — what treatment they want and do not want if they lose capacity. A directive that exists but is in a drawer at home, or filed in a record nobody opens at 2am, has failed. The standard asks that patients be asked, that those who want one be helped, that the directive be visible in the record and at the bedside where relevant, and that the team follows it. A hospital that resuscitates a patient with a valid do-not-resuscitate directive has committed a serious harm.
What good looks like
- Advance directive questions are a consistent, standard part of every admission.
- Documented directives are genuinely, quickly accessible to the care team when needed.
- Real evidence exists that directives influence actual care decisions, not just sit on file.
Common failure modes
- Advance directive questions are asked inconsistently or only in specific situations.
- Directives are documented but difficult or slow to locate during an actual care decision.
- No evidence exists that documented directives have influenced any real care decision.
Worked example
If you are starting from zero — do this first
- Add one question to admission: ‘Do you have any written wishes about your treatment if you become very unwell?’
- Create a visible flag in the record for any directive.
- Put the directive status on the handover sheet.
- Train one nurse to help patients complete a directive.
Self-assessment questions
Evidence: Admission process documentation
Evidence: Directive accessibility check
Evidence: Directive adherence record
Common reasons for a PARTIAL answer
- The question is asked consistently but support to actually create a directive isn’t offered. — Asking whether one exists is different from helping a patient who wants one but doesn’t have one yet.
- Directives are documented but stored in a system not all relevant staff can quickly access. — Documentation that isn’t genuinely accessible at the point of decision provides limited real protection.
- Directives are respected when family is present to remind staff but not consistently otherwise.
Implementation plan
| When | What |
|---|---|
| Week 1 | Review current admission practice for consistency of advance directive questions. |
| Week 2 | Ensure genuine support is offered to patients who want to create a directive. |
| Week 3 | Verify and improve directive accessibility to all relevant care team members, not dependent on family reminders. |
| Ongoing | Review real cases periodically to confirm directives are actually influencing care decisions. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| DOCUMENT | Admission practice review | Reviews whether advance directive questions are a consistent, standard part of admission practice. |
| OBSERVE | Accessibility check | Checks how quickly and reliably a documented advance directive can actually be located by a care team member. |
| DOCUMENT | Adherence record review | Reviews cases where a directive existed to check whether it was genuinely followed in the relevant care decision. |
Supervisor tips
- Test how quickly a documented directive can actually be located. — Accessibility in practice, not just documentation existing somewhere, is the real test.
- Ask about a case where a directive existed and trace what actually happened. — A real example reveals genuine adherence better than a description of the intended process.
Evidence base
Train your team: H-04 · Care & Treatment on GMJ Academy →
This course teaches practical implementation of this standard. Free to enroll. ASF certificate on completion.
The Facility Tracks Its Own Infection Rate Over Time
Core
In plain terms: The hospital counts its own infections — surgical, bloodstream, catheter — as a standing number, and watches the trend over time.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | N/A | Adapted | Adapted | Full |
Why this matters
A hospital that does not measure its infection rate does not have an infection rate; it has an unknown. And an unknown cannot be improved. Measuring healthcare-associated infections — surgical site infection, catheter-associated urinary tract infection, central line bloodstream infection, ventilator-associated pneumonia — converts a vague concern into a number with a trend. When the number goes up, something has changed and can be found. When it goes down, something worked. Hospitals that track infections consistently reduce them; the act of measuring changes behaviour.
What good looks like
- A real infection rate is measured and tracked specifically for this facility.
- The rate is trended over time and reviewed on a defined, regular schedule.
- Staff can describe the current trend and any changes made in response to it.
Common failure modes
- No facility-specific infection rate is measured; prevention bundle compliance is assumed to be sufficient on its own.
- A rate was calculated once, historically, with no ongoing trend tracking.
- Staff cannot describe whether the facility’s rate is improving, worsening, or unchanged.
Worked example
If you are starting from zero — do this first
- Ask what your surgical site infection rate was last year. If nobody knows, that is the finding.
- Pick one infection to start with — usually SSI — and adopt the standard definition.
- Count for three months and calculate a rate.
- Show the number to surgeons and ward managers every month.
Self-assessment questions
Evidence: Infection rate surveillance data
Evidence: Trend review schedule and record
Evidence: N/A — tested directly
Common reasons for a PARTIAL answer
- Data is collected but not reviewed on a consistent schedule, so trends are noticed late if at all. — Collection without regular review provides limited real early-warning value.
- The rate is tracked for surgical site infections specifically but not more broadly across other infection types. — A narrower scope than the facility’s actual infection risk profile can miss a genuine emerging problem elsewhere.
- Data is reviewed by infection prevention staff but not shared with the wider clinical team or governance structure.
Implementation plan
| When | What |
|---|---|
| Week 1 | Establish what infection data the facility currently has, even informally, and identify gaps. |
| Week 2 | Build a simple, consistent method for tracking the facility’s own rate over time. |
| Week 3 | Establish a regular review schedule, even monthly, for examining the trend. |
| Ongoing | Share trend data with the wider clinical team and governance structure, not only infection prevention staff. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| DOCUMENT | Surveillance data review | Reviews the facility’s own infection rate tracking data for consistency and completeness over time. |
| DOCUMENT | Trend review schedule check | Checks whether the rate is reviewed on a regular, defined schedule, not calculated once. |
| ASK | Data interpretation interview | Asks infection prevention staff to describe the facility’s current trend and what, if anything, has changed in response to it. |
Supervisor tips
- Ask for the actual trend data, not a description of prevention bundles in use. — This criterion is specifically about knowing the outcome, not just following the process.
- Ask whether the rate has changed recently and why, testing genuine engagement with the data. — A real, considered answer reveals whether the data is actually being used, not just collected.
Evidence base
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Medication Safety Doesn’t Depend on Software That Isn’t Actually Working
Non-Negotiable
In plain terms: If you use software to check drug interactions, allergies, or duplicates, you have tested that it actually works — and you know what it does not catch.
| Facility category | Crisis | Transition | Small | Standard |
|---|---|---|---|---|
| Applicability | Full | Full | Full | Full |
Why this matters
Electronic prescribing systems promise to catch interactions and allergies. Often they do. Sometimes the allergy module was never configured, the interaction database is three years out of date, or alerts are so frequent that staff click through without reading. A hospital that trusts the software has outsourced medication safety to a black box it has never opened. The standard asks for evidence: has the allergy check been tested with a known allergy? Are interaction alerts firing for known pairs? What is the override rate? What does the system not check? A system that is believed to work but has never been tested is a false reassurance.
What good looks like
- Electronic safety alerts have been specifically tested and confirmed to function, with dated verification records.
- A genuine, used manual backup exists for any check not confirmed working.
- Staff give a consistent, immediate answer about which record is authoritative when paper and electronic both exist.
Common failure modes
- Electronic alerts are assumed functional because the software was purchased with that feature, never actually tested.
- No manual backup exists for safety checks the electronic system doesn’t reliably perform.
- Different staff give different answers about which record — paper or electronic — is authoritative, or seem uncertain.
Worked example
If you are starting from zero — do this first
- Enter a test patient with a penicillin allergy and prescribe amoxicillin — does the system alert?
- Prescribe warfarin and aspirin together — does it alert?
- Ask how often alerts are overridden. Over 80% means nobody reads them.
- Write down what your system does NOT check.
Self-assessment questions
Evidence: Test record or verification log
Evidence: Manual backup process documentation
Evidence: Record authority designation
Common reasons for a PARTIAL answer
- The system was tested once at installation but never re-verified after an update or configuration change. — Software updates can silently disable or alter alert behaviour without anyone noticing until it’s tested again.
- A manual backup exists for the most obvious checks but not for less prominent ones, like duplicate therapy. — Attention naturally concentrates on the most dramatic risk category, leaving quieter but still real gaps uncovered.
- Record authority is clear to senior staff but not consistently understood by newer or covering staff.
Implementation plan
| When | What |
|---|---|
| Week 1 | Test every electronic safety alert your system claims to have, using a known trigger case for each. |
| Week 2 | For any check that fails or doesn’t exist, establish a specific, written manual backup process. |
| Week 3 | Designate, in writing, which record is authoritative when paper and electronic both exist, and brief all staff. |
| Ongoing | Re-test alert function after any system update, and audit prescriptions periodically against actual records, not assumed accuracy. |
How the Monitor verifies this
| Method | What | Detail |
|---|---|---|
| DOCUMENT | Alert function test review | Reviews evidence that electronic safety alerts have been specifically tested with a known trigger case, not assumed functional. |
| OBSERVE | Manual backup process check | Checks whether a genuine, used manual backup exists for any safety check not confirmed working electronically. |
| ASK | Record authority interview | Asks staff which record — paper or electronic — they check first when both exist for the same patient, testing for a consistent, shared answer. |
Supervisor tips
- Ask to see the actual test — a specific trigger case and its result — not a description of the system’s features. — A feature list from a vendor brochure is not evidence the feature is confirmed working at this facility.
- Ask two different staff members, separately, which record is authoritative. — Inconsistent answers reveal a real, dangerous gap that a single confident answer from one person would hide.
Evidence base
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This course teaches practical implementation of this standard. Free to enroll. ASF certificate on completion.
Tools and forms for this standard
Every criterion in Standard 4 maps to a free ASF tool. All 165 tools at france-asf.fr/tools. Key tools for this standard: