An exploration of the ongoing efforts to revolutionize elder care, with contributions from many of the innovators who have championed the "culture change" movement. Supporting the ideals of person-centered care from economic, practical, and moral perspectives, it also speaks to the changing demands of long-term care consumers and how care communities will remain competitive by creating settings where residents and staff can live and grow, and not just grow old. Gain insight into the essential arguments, values, and business case for why traditional care models have and must change to better serve the needs of today's older adults.
This text offers a strategic approach for promoting an active culture of change in long-term care facilities for older adults.. It discusses the philosophical framework for the delivery of care in these settings and addresses the changing landscape of our long-term care population. With the aim of transforming these facilities from institutional settings to person-centred, homelike environments, the book offers administrators and practitioners numerous strategies and benchmarks for culture change, and addresses tools and resources to support the culture change process. The text describes how these benchmarks have been met and provides ways to address not just knowledge, but also attitudes and behaviour, important components of a culture change strategy.
Edited by Dr Richard Hawkins, Editor-in-Chief, Caring Times Foreword by Barbara Pointon MBE
This work presents the thoughts in condensed form of 109 care home experts who have each written a chapter on key issues affecting the role of the manager in the care home. These experts start from the premise that the manager is central to the quality of care provided in a care home, and in an unique format, they have each focused on presenting the ten points they consider most important in their area of expertise.
by David Farrell, Cathie Brady, Barbara Frank ; foreword by V. Tellis-Nayak, Mary Tellis-Nayak
Too often long-term care leaders feel overwhelmed by regulatory, financial, and corporate constraints and succumb to the myth that staff turnover is an inevitable cost of doing business. This book reveals the powerful link between staff satisfaction and successful organizational performance that delivers high quality, high census, good surveys, and a healthy bottom line. The take-home lessons from this guide include how to: Get and keep the right staff, including how to identify triple crown winners -Reduce staff stress and promote solid teamwork-Build a positive chain of leadership that brings out the best in the staff-Convert money now spent on turnover into resources to support stability-Improve corporate support with an instructive Stop Doing List -Use quality improvement and culture change practices to achieve high performance -Increase staff, family, and resident satisfaction-Make a meaningful impact as a leader.
by Eileen M Sullivan-Marx and Deanna Gray-Miceli
While the scope of long-term care settings has expanded from nursing homes and home care agencies to assisted living facilities and community-based health services, the training for nurses, managers and administrators, medical directors, and other professionals who work in these facilities is often fragmented. This book was developed to fill a widely-recognized gap in the management and leadership skills of RNs needed to improve the quality of long-term care. The book is based around learning modules in leadership and management competencies that were site-tested in three types of long-term care settings and revised based on the resulting feedback. Several of the nurse experts involved in the project contribute to this book.
The leadership modules cover team building, communication, power and negotiation, change theory and process, management direction and design, and management that moves from conflict to collaboration. Two additional modules cover cultural competence and principles of teaching and learning related to adult education in the long-term care environment. Together, these skills will enhance the nurse's ability to build and interact with the geriatric care team, resolve conflict, negotiate for solutions, develop collaboration, and teach and mentor nurses and nursing assistants.
This presentation is an introduction to the national culture change movement and the Pioneer Network. It includes a brief review of the Eden Alternative, the Regenerative Community, Bathing Without a Battle, and the Neighborhood, Household and Green House models. Outcomes from leading Pioneer homes are described, as well as success stories of changing the institutional culture without spending any money. Embracing culture change over the aging services continuum, national and state initiatives, and resources available are also shared.
Make it a part of new staff orientation;
- Use it as an opportunity to start a “Culture Change Team”
- Bring together staff, residents and family members and fill out the Artifacts of Culture Change: An Organizational Readiness and Assessment Tool as a group
- Build community and foster relationships as you work together to create an expanded vision for your organization
- Create a “movie screening event” and invite all staff, families, residents and the greater community to come together