“A Combined Effort” The Fit Between Administration and Family Councils in Long Term Care Janice Hodgson, Reg.N Administrator Extendicare Van Daele COMPETENCE • Competence is defined as the state or quality of being adequately or well qualified; ability or • A specific range of skill, knowledge, or ability TECHNICAL COMPETENCIES • Technical competencies are those that can be learnt, can be acquired to a large degree. • Examples may include the ability to read, write and communicate effectively in a specific language • Relative to Administration in Long Term Care, examples may include knowledge of Human Resources, Public Relations, Marketing and Sales, Business and Finance Principles, Accreditation process, etc. BEHAVIORAL COMPETENCIES • Behavioral competencies are more so inherent, personal in design, individualized over time • These competencies become the cornerstone of one’s management style • They become increasingly “fine tuned” with years of experience and personal interaction BEHAVIORAL COMPETENCIES CONT’D • Examples of Behavioral Competencies include: • Business Savvy, • Commitment to Results, • Communication, • Resilience, • Customer Focus, • Systems Thinking, • Teamwork, • Motivation to Improve KEY ACCOUNTABILITIES • Apart from meeting the expectations relative to both Technical and Behavioral Competencies, Administration in an Extendicare Home is also held accountable to the following Key Accountabilities: • Care & Service • Environmental Management • Financial Management • Human Resource Management • Quality Improvement & Risk Management • Government and Community Relations • Occupational Health & Safety Accountabilities • MDS Accountabilities • Privacy Accountabilities Long Term Care Quality Consultation 2008 • “A Common Vision of Quality in Ontario Long Term Care Homes” • A series of Consultation processes between February and April of this year (2008) hosted by the Ministry of Health and Long Term Care (MOHLTC) and the Seniors Health Research Transfer Network (SHRTN) were held across the province • Representation included provincial LTC associations, Family councils, Residents’ Councils, government, Local Health Integration Networks (LHINs) ….continued • Purpose • The purpose of the report that followed was to extract the themes from the sessions to reveal a common vision of quality in LTC homes. • Emerging Themes • 1. Create an Environment that promotes quality of life for residents • 2. Make “home” a central part of the nursing home experience for residents and their families Emerging Themes Cont’d • 3. Build a community that supports quality LTC by leveraging partnerships and creating a positive image of LTC for residents and staff • 4. Create a culture of quality care and improvement • 5. Develop leadership, and align incentives and resources to support the quality vision in LTC • Note • Appropriate staffing, strong leadership capability, effective communication at all levels and creating a culture that supports quality are among several themes that emerged as fundamental to achieving the quality vision How can Administration and Family Council work cohesively? • It begins by forming a relationship, one of open dialogue and trust. Credibility is built on following through on a commitment, meeting a pre-determined obligation such as a time frame • Once your foundation is solid then you can begin adding the bricks, such as education, what are our roles?, what is compliance, what are the regulations, who makes decisions, why are policies developed, why, why, why?. Strategies cont’d • Then you can seal the deal with the mortar, Communication, current and often. This can be delivered with regular council meetings, notes in newsletters, family information nights, new resident luncheons, etc. • It is important to maintain transparency, be open to other’s input wherever possible and be mindful that every day offers another’s perspective • As with our own families we don’t always agree but the environment or culture should allow for the option to “agree to disagree” and still accomplish great things TO SUMMARIZE • We need to put “reality” back into providing Long Term Care • We are selling something that the average person doesn’t want and we are highly legislated in its delivery • We are humans dealing with humans and hence “It is human to err” (the human factor) • Where the rubber hits the road rests largely on how we deal with the mistakes, omissions, oversights as they occur • Conflict resolution in most instances involves an interdisciplinary approach and its success depends on relationships already established. When handled properly, our circle of quality improvement can be closed C.A.R.E. • “Let’s Put C.A.R.E. back into everything we do” • Courtesy • Attitude • Responsibility • Excellence • We must lead by example understanding every step of the way that if we talk the talk, we must walk the walk. Thank you!
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