COHSASA Awards Second Accreditations in Kenya
Exterior view of the Metropolitan Hospital in Nairobi, Kenya
Two hospitals in Nairobi, Kenya have been accredited by COHSASA. This is a second accreditation award for both these hospitals which have worked extremely hard to achieve this honour.
“The teams at Avenue Hospital, Parklands and Metropolitan Hospital, Nairobi deserve credit. They have worked consistently hard since their first accreditation awards. They understand that quality improvement is a continuous process that becomes part of everything they do,” says Jacqui Stewart, CEO of COHSASA.
“The team at Mediclinic Constantiaberg have achieved COHSASA accreditation many times. It seems that improvement is in their DNA”.
What Do These Awards Represent?
When a health facility earns COHSASA accreditation, it’s a sign that it has achieved robust international standards. This means patients visiting these facilities can trust they’ll receive safe, high-quality care.
Want to know more about accreditation? Visit www.cohsasa.co.za
| Award | Duration | |
| Avenue Hospital, Parklands | Full Accreditation | 3 Years |
| Metropolitan Hospital, Nairobi | Full Accreditation | 3 Years |
| Mediclinic Constantiaberg | Full Accreditation | 3 Years |
What are the implications of an accreditation award for the patient?
A COHSASA full accreditation award confirms that a healthcare facility has successfully completed a rigorous quality improvement programme. It is compliant with standards endorsed by the International Society for Quality in Health Care External Evaluation Association (ISQua-EEA), the global authority overseeing quality in healthcare across 70 countries.
COHSASA itself is accredited by ISQua-EEA, as are its standards, making it the only internationally recognised accrediting body for healthcare facilities in Sub-Saharan Africa.
Facilities entering COHSASA’s programme initially earn a two-year accreditation for meeting these demanding standards. As they continue their journey of quality improvement, longer awards reflect their sustained excellence. A four-year accreditation signals to patients that the facility has maintained superior standards for at least eight years.
To ensure that the standards are maintained, all accredited facilities must undergo an interim survey halfway through their accreditation period. This ensures that quality standards remain high and that patients continue to benefit from outstanding care.
CEO of Metropolitan Hospital, Nairobi – Dr. K.K. Gakombe.
Continuous Quality Improvement Manager Bernard Henry Omondi
Head of Nursing, Catherine Wangeci
What is happening with PREMS and PROMS on the ground?
The panel from left to right: Dr Siphiwe Mndaweni, CEO of the OHSC, Ms Letennwe Morudu, Quality Improvement Lead at Nelson Mandela Children’s Hospital, Dr Lungi Nyathi, CEO of Alignd and Dr Deena Naidoo, Founder and Executive Director of African Association of MBA Graduates (AAMBAG).
At a panel discussion at the Hospital Show Conference about PREMS and PROMS – patient reported experience measures and patient reported outcomes measures – the conclusion was drawn that there is much room for improvement in the manner and the extent to which the capturing of this specific data makes sense.
Dr. Lungi Nyathi, CEO of Alignd, noted that while the healthcare industry has made strides in collecting PREMS and PROMS, meaningful application of this data remains a challenge.
Dr Siphiwe Mndaweni, CEO of the Office of Health Standards Compliance (OHSC) said existing efforts indicate that PREMS are already reflected—both directly and indirectly—in their Early Warning System. The National Department of Health uses Patient Experience of Care (PEC) surveys to assess patients’ experiences and satisfaction with healthcare services, aiming to improve service delivery and ensure patient-centered care. However, there appears to be no consistent measurement of PROMs.
Questions from the floor.
Dr Nyathi said that while standard toolkits exist, each healthcare environment must tailor its measurement approach to suit its specific needs—whether paediatric-palliative, adult palliative, or hospital-based care.
She emphasised that collecting data is not enough—what matters is how it is used.
“Being clear about how you intend to use the information you collect helps define what should be measured and ensures that the results drive meaningful change. Measuring for the sake of measurement benefits no one.”
She recommended conducting focus groups with patients before designing measurement tools to ensure alignment with what truly matters to them.
“What you measure must shape the design of care systems, processes, and funding. Otherwise, the system remains unchanged. We must be willing to act on this data.”
Overcoming Fear of Feedback
The panel explored ways to make healthcare systems and people less resistant to patient feedback. Many providers fear both the criticism itself, and the effort required to implement change.
The consensus? Multidisciplinary teams can play a pivotal role in alleviating this burden by sharing responsibilities for both data collection and the resulting improvements.
Dr. Nyathi concluded with a key takeaway: “We need to simplify the process. If we want behaviour change, we must make the right actions the easiest ones to take.”
The Evolution of Palliative Care
The panel: (left to right): Ms Esme Pudule, Dr Lungi Nyathi and Dr Penelope Mathe.
Few people want to think about what happens in a crematorium. Our minds shut down, and we disengage. The same is often true for terms like “palliative care” and “hospice care.” Yet, this is precisely where understanding matters most. Many misconceptions persist about these two forms of care, and the distinctions between them are often blurred.
The differences between palliative and hospice care—and their impact on patients and families—were some of the issues raised in a live panel discussion at the Hospital Show Conference held at the beginning of March.
This conference, co-located at the Sandton Convention Centre with the GP Expo, the Pharmacy Show and SAPHEX, fosters collaboration across healthcare sectors for improved patient care.
The theme for this year centred on Patient Reported Outcome Measures (PROMS) and Patient Reported Experience Measures (PREMS) and the impact of these on different models of care.
It’s a theme that is particularly significant in palliative and hospice care, as it addresses a major transition in a patient’s life.
Said social worker, Dr Penelope Mathe on the panel, “When the AIDS pandemic emerged four decades ago, and although hospices had been around for some time, the term “hospice” unfortunately began to be associated with death. And that death was from a terrifying disease. In South Africa during apartheid the word “hospice” carried a stigma, creating a challenge for those dedicated to this field of care.
Palliative care, at its core, is about ensuring that individuals diagnosed with a terminal illness can continue to live with dignity, with as little suffering as possible, with the best quality of life in a familiar environment and surrounded by loved ones.
Hospice care refers to a programme that gives special care to people who are near the end of life and have stopped treatment to cure or control their disease. Hospice offers physical, emotional, social, and spiritual support for patients and their families.
In simple terms, palliative care focuses on relieving pain and other symptoms of serious illnesses at any stage of the condition. Hospice care, however, is specifically for individuals with a prognosis of six months or less to live.
A Journey, Not an End
Dr. Penelope Mathe emphasised a guiding principle she shares with patients and families: they are “on a journey together.” She reinforced the idea that facing death does not mean ceasing to live.
“Just because you are dying does not mean you have to stop living.”
“The reality is that we all must face death. Palliative care offers individuals better options for how they experience the end of life, ensuring a good quality of life until the very end.”
Palliative care has evolved in the past few decades. Once limited to institutional settings, it now extends into communities, allowing patients to receive care at home. Palliative care nurses and carers make regular visits, ensuring that both social and physical environments support the patient’s needs.
A key strength of palliative care lies in its multidisciplinary approach. Unlike many medical specialties where hierarchical structures dictate decision-making, palliative care teams operate collaboratively, with every member having an equal voice in a patient’s treatment plan.
The most important voice is that of the patient. In an age where AI instantaneously provides an answer to any medical condition, patients are becoming much savvier about their treatment and what they will and will not tolerate.
It’s the person whose very life is on the line that should have the final say in any treatment plan or circumstance that may affect their dignity.
Challenges on the Ground
Esme Pudule, the operations manager of the palliative care centre at Chris Hani Baragwanath Hospital, highlighted a pressing challenge: limited resources hinder the full potential of access to integrated palliative care services.
Dr. Lungi Nyathi, CEO of Alignd—a company dedicated to delivering affordable, high-quality palliative care in the private sector—explained how their model enables patients to access expert care as soon as they need it. Alignd has moved away from a fee-for-service model in favour of an outcomes-based approach, ensuring fair remuneration for palliative care practitioners while allowing medical schemes to provide full coverage in a cost-effective way.
Her passion for patient-centric solutions was evident. She firmly believes that every South African should have access to palliative care when they need it.
Dedicated to Dignity
Front left: Jacqui Stewart, CEO of COHSASA, presents the newly branded accreditation certificate to Operational Manager, Justine Goliath, as proud members of staff accreditation team look on.
From left (front): Sr.Elmarie van Dyk, Staff Nurse Sonja Nel & Magdalene Galant (Home Based Carer)
From left (back) Sr.Marietha Nel, Corne Coetzee (Financial Manager), Sr.Lesley Philander, Renicia Moses (Office Administrator), Sr.Susan Swanepoel (IDT Manager) and Sally Appollis(Social Auxiliary Worker)
Drakenstein Palliative Hospice first achieved accreditation in June 2004. Most recently, in August 2024, they completed their sixth accreditation, earning 97 out of 100 points.
Founded in May 1991 by volunteers, the hospice was established to provide professional clinical care for patients with life-threatening illnesses in the Drakenstein Sub-District. The hospice employs trained and skilled palliative care nurses, social workers, a part-time palliative doctor, and supervised, trained home-care givers.
Drakenstein Palliative Hospice provides care directly in patients’ homes. The patients’ condition is assessed to ensure a holistic care plan addresses the patient and family’s needs in the home and the family and patient remain head of the treatment team.
The hospice offers free care to an average of 220 to 250 patients each month, alongside a paid home-care service. Their professional active symptom management includes professional counselling and emotional support for both patients and their families, focusing on enhancing quality of life, ensuring dignity in death, and providing support during bereavement.
During COHSASA’s visit, the hospice’s Operations Manager, Justine Goliath, who has been with the team for over two decades, welcomed and introduced staff members. Although the CEO, Elizabeth Scrimgeour, was on leave, her influence remains central to the hospice’s vision. In an earlier interview with Southern Mail, Scrimgeour emphasized the importance of accreditation, stating: “Maintaining accreditation is non-negotiable for us—it is a cornerstone of our sustainability strategy.”
For the Drakenstein Palliative Hospice team accreditation is more than an award. It symbolizes their dedication to providing dignified, high-quality care to those who need it most, ensuring every patient is treated with compassion and respect.
The Future Of Healthcare: Hospital at Home
Healthcare is evolving rapidly, with advancements in artificial intelligence, digitisation, telehealth, and home-based care reshaping traditional models of treatment. One significant shift is the rise of the “Hospital at Home” model, which allows patients to receive hospital-level care in their homes.
Quro Medical and the Hospital at Home Model
Quro Medical, a South African healthcare company founded in 2020, is at the forefront of this innovation. Led by Dr. Vuyane Mhlomi, Quro Medical’s Hospital at Home service provides active medical treatment to patients in their own homes, reducing the need for traditional hospital admissions.
The Challenges Facing Traditional Hospitals
Speaking at the Hospital Show, Dr Mhlomi discussed the limitations of conventional hospital systems and the importance of alternative healthcare delivery models to enhance patient outcomes. While hospitals remain essential for acute and specialised care, they also face inherent challenges, including:
- High admission and readmission rates impact patient outcomes and resource efficiency.
- Redundant specialist and diagnostic services may contribute to inefficiencies and higher costs.
- Issues related to fraud, waste, and administrative inefficiencies.
- Gaps in coordination among healthcare providers, affecting continuity of care
- Limited follow-up care post-discharge, which may hinder recovery
- The unavoidable risk of hospital-acquired infections is a concern for patient safety worldwide.
Dr Mhlomi referenced data indicating that approximately one in seven patients entering South African hospitals are at high risk of acquiring a hospital-associated infection. He also cited research showing that healthcare costs were 52% lower when acutely ill patients received care at home instead of in a hospital setting.
“Rather than replacing hospitals, innovative home-based and virtual care models, such as hospital at home, enhance and extend traditional healthcare’s reach, ensuring patients receive the right care in the right setting while optimising resources across the system,” Dr Mhlomi said.
Proven Outcomes of Hospital at Home
Quro Medical has demonstrated the effectiveness of the Hospital at Home model through measurable outcomes:
- 38% reduction in hospital readmissions
- 40% decrease in hospital length of stay
- 20% cost reduction in patient care
- Improved patient satisfaction, with a rating of 9.2/10
- Over 100,000 hospital admission days saved
- Management of over 20 clinical conditions
Expanding Access to Home-Based Care
Quro Medical has secured partnerships with major medical aid providers, ensuring that its services are fully covered under hospital benefits. The company operates in Johannesburg, Cape Town, Pretoria, Durban, Gqeberha, Bloemfontein, and surrounding areas.
Features of Quro Medical’s Hospital at Home Service
Patients enrolled in Quro Medical’s Hospital at Home programmme receive:
- 24/7 access to a multi-disciplinary team of clinicians
- Daily in-home visits by nurses or clinical associates
- Continuous virtual monitoring with early warning detection
- Telemedicine consultations and real-time clinical oversight
- Home-based diagnostic services including portable X-ray technology
- Medication management including IV infusions and oxygen therapy
- Access to physiotherapy and other allied health services
- Electronic medical records for seamless data tracking and retrieval
A key innovation is the use of wireless patient monitoring technology, which tracks vital signs such as heart rate, respiratory rate, temperature, ECG, and oxygen saturation and many more in real time.
Benefits of Home-Based Hospital Care
- The Hospital at Home model provides several advantages over traditional hospital stays:
- Enhanced Comfort and Convenience: Patients recover in a familiar environment, reducing stress and promoting well-being.
- Lower Infection Risk: Home-based care eliminates exposure to hospital-acquired infections.
- Personalised Treatment: Patients receive tailored care with dedicated clinical oversight.
- Higher Patient Satisfaction: The convenience of home care leads to better experiences and outcomes.
- Continuous Monitoring: Real-time data ensures prompt medical intervention when needed.
- Greater Flexibility: Treatment plans can be adjusted based on the patient’s evolving needs.
The Future of Healthcare
Dr. Mhlomi emphasized the urgent need for transformation in healthcare delivery. Rising costs, an ageing population, and increasing non-communicable diseases are placing unprecedented pressure on hospital systems.
“Hospitalisation is not only expensive but also carries unintended clinical risks, such as delirium, functional decline, and antibiotic-resistant infections,” he said. “Globally, healthcare systems are moving toward home-based models to alleviate strain on hospitals while maintaining high-quality patient care.”
With the continued expansion of Hospital at Home services in South Africa and globally, Quro Medical is playing a pivotal role in redefining how healthcare is delivered.
When patient reported outcomes and experiences are far from satisfactory: The view of the Health Ombud
The Health Ombud, Professor Taole Mokoena, delivered the keynote address at the 2025 Hospital Show at the Sandton Convention Centre. His presentation outlined the Health Ombud’s mandate, reviewed significant cases, and highlighted key lessons from patient outcomes and experiences.
Key Lessons from the Health Ombud
- Take patient complaints seriously – Adverse experiences signal the need for intervention.
- Commit to continuous improvement – Healthcare services must evolve to meet rising patient expectations.
- Stay updated on medical advances – Rapid innovations require ongoing staff training.
- Enforce professional accountability – Monitoring and enforcing ethical and professional conduct is essential.
Actions Required for Addressing Unsatisfactory Outcomes
- Analyse incidents and prevent recurrence.
- Implement corrective measures and monitor compliance.
- Hold staff and facilities accountable for systemic failures.
- Advocate for strategic health system reforms.
Role of the Health Ombud
Established under the National Health Amendment Act of 2013, the Health Ombud operates as an independent entity in the Office of Health Standards Compliance (OHSC). It considers, investigates, and disposes of complaints relating to non-compliance with prescribed norms and standards. The procedures it uses are required to be fair, economical, and expeditious to render improved quality of healthcare to South Africans.
Case Studies: Systemic Failures in Healthcare
Case 1: Communication Failure at Tembisa Hospital
A 34-year-old male patient with multiple comorbidities, including COVID-19, was placed on nil-per-mouth status and treated in isolation. The lack of communication about his treatment plan led him to believe he was being starved. This incident, occurring during the early COVID-19 pandemic, highlights the critical role of clear patient communication.
Case 2: Denial of Care at Motherwell Nu 11 Clinic
A teenage girl, allegedly sexually assaulted, was refused treatment under the mistaken belief that medical intervention would compromise forensic evidence. She was instead sent to a police station, where she collapsed and died. This case underscores the need for proper training in handling vulnerable patients and emphasising that patient care is primary, forensic evidence is secondary.
Case 3: Rahima Moosa Mother and Child Hospital Crisis
A 2023 Health Ombud report exposed severe mismanagement at Rahima Moosa Mother and Child Hospital (RMMCH), leading to unsatisfactory treatment of pregnant women and infants. Issues included aging infrastructure, a broken sewerage system, and patients forced to sleep on floors. Public outrage, fuelled by an open letter from Dr. Tim de Maayer, led to the Ombud investigation and mandated reforms, including:
- Urgent infrastructure upgrades.
- Overhaul of senior management.
- Reorganisation of human resources to match the hospital’s specialist role.
- Establishment of feeder hospitals to manage lower-tier cases.
Case 4: The Life Esidimeni tragedy
One of South Africa’s most devastating healthcare failures, the Life Esidimeni case resulted in 144 preventable deaths due to gross mismanagement of psychiatric patients. The Gauteng Department of Health was forced to close unlicensed NGOs and ensure proper oversight of mental health facilities. Legal action was taken against responsible officials.
Statistical Overview of Healthcare Complaints (2022–2025)
| Financial Year | Total Cases | Public Sector Complaints | Private Sector Complaints | Cases Further Investigated |
|---|---|---|---|---|
| 2022/2023 | 2,592 | 1,713 (66%) | 879 (34%) | 78 (3%) |
| 2023/2024 | 2,414 | 1,440 (59.7%) | 974 (40.3%) | 57 (2.3%) |
| 2024/2025* | 3,123 | 1,631 (52%) | 1,492 (48%) | 78 (2.4%) |
(*Data until January 2025)
Conclusion
The Health Ombud’s findings highlight systemic weaknesses in South Africa’s healthcare system. While some reforms have been implemented, urgent action is still needed to improve patient care, enforce professional accountability, and drive meaningful healthcare transformation.
“The key shortcoming is poorly skilled management teams,” said Professor Mokoena.
South Africa’s Palliative Care Standards Earn Global Recognition
This international endorsement reaffirms the commitment of the Association of Palliative Care Centres (APCC) to deliver world-class palliative care.
As the only internationally accredited framework guiding palliative care institutions in South Africa, these Standards will play a crucial role in ensuring quality, safety, and compassionate service delivery. Developed through a long-standing partnership between the Association of Palliative Care Centres (APCC) and COHSASA, the standards have been shaping palliative care excellence since 2005.
Palliative care focuses on improving quality of life for patients with serious illnesses such as cancer, HIV/AIDS and TB as well as conditions such as COPD, heart and organ failure. The APCC philosophy of palliative care is the active holistic care of patients who have received a life-threatening diagnosis. The control of pain, of other symptoms and support for psychosocial and spiritual needs is paramount. The goal of palliative care is the achievement of the best quality of life for patients and support for their families.
APCC members report that around 90% of palliative care efforts take place in patients’ homes, extending support to families even after bereavement.
What’s New in the 5th Edition?
The latest edition—available for free at APCC’s website—features:
- A refined presentation structure for easier navigation
- Removal of outdated or duplicated criteria to streamline compliance
- Changes in terms of new legislation, particularly as it relates to the POPI act
- New essential elements to enhance care quality
Why Accreditation Matters
According to Warren Oxford-Huggett, National Accreditation Manager for the APCC, earning accreditation requires time, energy and commitment, but the rewards are far-reaching.
“I have had a long history in managing palliative care service providers/centres and implementing the COHSASA accreditation programme and I have seen the value of it. I have seen how important the accreditation process is for the sustainability of hospices. Having a structured policy and procedure framework facilitates change and change management within organisation.”
He highlights three key benefits:
- Optimal Community Engagement – Accredited palliative service providers gain increased community trust and support, strengthening relationships between institutions, families, and caregivers. “From a patient perspective, knowing that the organisation that is providing care is accredited puts your mind at ease.”
- Better Organisational Performance – Self assessments and internal peer reviews drive higher efficiency, sustainability, credibility and overall service quality. It revolves around the framework that COHSASA sets up.
- A Culture of Excellence – Accreditation fosters a mindset of continuous improvement, embedding best practices within healthcare teams.
Oxford-Huggett also has a role to encourage more palliative care organisations to join APCC’s current 68-member network, particularly as demand grows for structured palliative care in elderly care facilities. Of the five latest institutions that are currently in the process of joining the APCC, four of them are facilities for the aged.
“The market for new APCC members is increasingly swinging to more aged care facilities. What that will mean in terms of cost of care remains to be seen.
“Many elderly care institutions advertise or market palliative care, but seldom is anyone adequately trained. It’s early days but we are looking at developing a collaborative model to help these frail care facilities implement structured, high-quality care at an affordable cost. With rising living expenses and an aging population, we must ensure end-of-life care remains accessible without imposing financial strain.”
Mentorship for Success
To assist organisations in meeting these high standards, APCC offers a structured mentorship programme, led by Oxford-Huggett. This initiative guides APCC members healthcare providers through the compliance process, preparing them for COHSASA’s external review and international accreditation.
For mentorship details, contact warren@apcc.org.za.
Setting the Standard for Palliative Care
Since 2005, 95 hospices have undergone COHSASA accreditation, with 117 accreditation decisions issued—ranging from full accreditation to graded recognition.
Jacqui Stewart, CEO of COHSASA, affirms:
“The international accreditation of this 5th edition confirms that the APCC standards align with global best practices. For over 20 years, the APCC and COHSASA have collaborated to ensure that South Africa’s palliative care remains internationally recognised. COHSASA is committed to driving ongoing improvements in palliative care services.”
The 5th Edition of the Standards for Palliative Healthcare Services is available free of charge from the APCC website. https://apcc.org.za
For membership details, visit: Become a Member.
Media Contacts:
Marilyn Keegan, COHSASA – marilyn@cohsasa.co.za
Nicole Capper, Mango OMC – nicole@mango-omc.com
Helderberg Hospice is honoured yet again
At the COHSASA Accreditation Certificate presentation. From left: Marilyn Keegan, Communications Manager at COHSASA, Karin Gordon Head of Volunteers and Community Outreach, Robert de Wet, CEO of Helderberg Hospice, Jacqui Stewart, CEO of COHSASA, Sr. Thandi Sililo, Nursing Services Manager and Louise Smith, Head of Resources Development.
In a ceremony to mark this achievement, Robert de Wet, CEO of Helderberg Hospice, became the first person to receive the newly branded COHSASA accreditation certificate in person.
Reflecting on the accreditation journey, de Wet shared with a smile, “I have no hair left, but it was worth it!” Meanwhile, Louise Smith noted that the programme “made us look at everything we do with new eyes,” highlighting the positive impact on the hospice’s approach to care.
Helderberg Hospice is a serene haven set at the foot of the Helderberg Mountains in Somerset West. Its 10-bed facility is surrounded by a “Garden of Remembrance,” offering shade, peace, and spaces for reflection. Fountains, quiet benches, and lush greenery create a tranquil atmosphere, fostering a sense of calm and comfort. Inside, private, beautifully appointed rooms with high ceilings provide a dignified and respectful environment for patients receiving palliative care.
Under Robert de Wet’s leadership over the past four years, the hospice has made remarkable strides in sustainability and resource management. Solar heating, recycling, and careful use of resources have become integral practices, reassuring donors that their contributions are used responsibly. This commitment has restored confidence among funders, some of whom understandably paused or reduced their activities, attendance at events and support during the COVID-19 pandemic. Helderberg Hospice is a place of compassion, dignity, and peace—run by dedicated individuals who are committed to excellence. It truly deserves this recognition.
The leafy Garden of Remembrance is a perfect place to rest and reflect.
Helderberg Hospice sprawls across a big site.
Latest accreditations awarded by COHSASA – November 2024
Pictured at the opening of the Ezulwini Private Hospital in eSwatini which has now been accredited are (from Left): Elsa van den Berg, Nursing Services Manager, Jacqui Stewart, CEO of COHSASA, and Dr Thandeka Khanyile, CEO of Ezulwini.
The 80-bed Ezulwini Private Hospital recently became the first COHSASA accredited hospital in eSwatini. Situated in that country’s capital, Mbabane, the hospital achieved a compliance rating of 93 and has been given a two-year award.
Says CEO of COHSASA, Ms Jacqui Stewart, “This is a great achievement for the team at Ezulwini Private Hospital. They started to implement the accreditation standards soon after this state-of-the-art hospital was opened, underlining that safe, quality care is the priority for their patients”
Another outstanding feature of these latest awards – see the list below – is the accreditation of two more Cure Day Hospitals – East London and Wilgeheuwel. This increases the total number of accredited Cure Day Hospitals in South Africa to nine out of 12 hospitals.
What Do These Awards Represent?
When a health facility earns COHSASA accreditation, it’s a sign that it has achieved robust international standards. This means patients visiting these facilities can trust they’ll receive safe, high-quality care.
Want to know more about accreditation? Visit www.cohsasa.co.za
| Name of Facility | Award | Duration |
|---|---|---|
| Arwyp Medical Centre | Full Accreditation | 3 Years |
| Cure Day Hospital East London | Full Accreditation | 2 Years |
| Cure Day Hospital Wilgeheuwel | Full Accreditation | 3 Years |
| Drakenstein Palliative Care Hospice | Full Accreditation | 4 Years |
| Ezulwini Private Hospital | Full Accreditation | 2 Years |
| Helderberg Hospice | Full Accreditation | 4 Years |
| St Nicholas Hospital (Campbell Branch) | Full Accreditation | 3 Years |
But what does this mean?
A COHSASA full accreditation award confirms that a healthcare facility has successfully completed a rigorous quality improvement programme. It is compliant with standards endorsed by the International Society for Quality in Health Care External Evaluation Association (ISQua-EEA), the global authority overseeing quality in healthcare across 70 countries.
COHSASA itself is accredited by ISQua-EEA, as are its standards, making it the only internationally recognised accrediting body for healthcare facilities in Sub-Saharan Africa.
Facilities entering COHSASA’s programme initially earn a two-year accreditation for meeting these demanding standards. As they continue their journey of quality improvement, longer awards reflect their sustained excellence. A four-year accreditation signals to patients that the facility has maintained superior standards for at least eight years.
To ensure that the standards are maintained, all accredited facilities must undergo an interim survey halfway through their accreditation period. This ensures that quality standards remain high and that patients continue to benefit from outstanding care.
Remembering Elsa Wiehman
In Loving Memory of Elsa Wiehman by Jacqui Stewart
Elsa joined COHSASA in 1997, during the company’s early years. However, she left in 2005 to be closer to home for her son’s schooling. She rejoined on April 1, 2010, and recently celebrated her 14th year with the organisation.
After so many years of hard work and diligent attention to detail, the loss of Elsa leaves a big gap in our institutional memory. The loss will be felt by all her colleagues, present and past who enjoyed her cheerful, sometimes hair-raisingly truthful personality and her mischievous sense of humour.
Elsa had many great qualities: she was courteous and friendly when dealing with our clients and was always quick to respond to any queries. As one client told us, “Elsa was a joy to work with, she never seemed to forget small details and was unfailingly kind”.
She helped so many people with no thought of a reward and gave selflessly to our organisation over many years.
Elsa had tenacity and a dogged sense of perseverance that she used to ensure that all payments were collected. Her attention to detail ensured the accounts were always meticulously kept.
Although her home language was Afrikaans, Elsa’s penchant for meticulous observation meant that she always found any errors in complicated correspondence in English.
Elsa was a truly remarkable person and a dedicated member of the COHSASA team. Her contributions and the positive impact she had on her colleagues and clients will be remembered.
In all her engagements with peers, clients, suppliers and colleagues she always made time to check, correct and ensure accuracy with a knife-sharp precision. We will miss her smile; we will miss her chuckle, and we will miss her koeksisters. We will miss her.