“We are in this together” by rt3463df

VIEWS: 3 PAGES: 14

									“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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