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Resident Centred Care Through Service Excellence

Resident Centred Care Through Service Excellence. Introduction to the Resident Centred Care and Service Excellence Project. Picker Institute. Established in 1994 Independent non –profit - Based in Boston

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Resident Centred Care Through Service Excellence

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  1. Resident Centred Care Through Service Excellence Introduction to the Resident Centred Care and Service Excellence Project

  2. Picker Institute • Established in 1994 • Independent non –profit - Based in Boston • “ Dedicated to promoting the advancement of patient –centred care and the improvement of the patient’s experience and interactions with healthcare providers” . • Based on scientifically valid survey instruments and research data bases • 2010 – focus 0n LTC

  3. RNAO Best Practice Guidelines • BPG – Client Centre Care – evidence - based • Funded by the Ministry • Developed in 2002- revised in 2006 • Based on a process that includes literature searches, key videos, consensus with experts, Picker material, stakeholder feedback and pilot evaluations in several care settings

  4. OTEC • Goal is “to raise the level of customer service through the development of the greatest asset in organizations - people!” • “Result in a much more caring environment in which to live and work” • Offer a wide variety of training programs in collaboration with the workplace to raise the professionalism of the workforce

  5. Values & Beliefs • Respect • Human dignity • Residents Are Experts for Their Own Lives • Resident’s as Leaders • Resident’s Goals Coordinate Care of the Health Care Team • Continuity and Consistency of Care and Caregiver • Timeliness • Responsiveness & Universal Access

  6. Some Myths • #1 – It is too costly • #2 – It is nice, but not necessary • #3 – It is for the residents • #4 – If we focus on quality of life, we will compromise our quality of care • #5 – As a staff member, I’d love to do this, but I don’t have permission…

  7. Resident-Centered Care as Organizational Culture Change: • RCC is about engaging the hearts and minds of those one works with and cares for • It is about a collective commitment to a set of beliefs about: - the way residents will be cared for - how family will be treated

  8. RCC Culture Shift Cont’d: -how leadership will support staff -how staff will nurture each other and themselves • Resident centeredness is not a check list, a dashboard or an action plan. It is a cultural transformation • RCC requires buy-in and engagement from ALL levels of an organization

  9. RCC Culture Change Cont’d: • It requires a long term commitment and a willingness to consistently challenge the “that’s the way we’ve always don it” mentality • The true test of a culture of RCC is its sustainability and its ability to endure even in the face of staffing shortages, funding issues, demanding families and leadership turnover

  10. Board Engagement: • Board commitment positions leadership to actively involve staff in initiating and sustaining the RCC model • There needs to be an understanding that the move towards RCC takes time • Regular progress updates are necessary for members to be aware of the progress being made

  11. Board Engagement Cont’d: • Directors can participate in rounding efforts when able • Directors must provide feedback to staff, Residents and family members regarding the achievements made and practices that have been implemented at regular intervals

  12. Road Map

  13. Success Indicators • Staff are able to: • Identify the eight foundational values and beliefs of Resident Centred care • Identify their personal values and beliefs about health and quality of life • Compare the values, beliefs, language and culture of the resident centred approach to health care with those of traditional health care. • Describe the importance of Service Excellence in delivering resident-centred care and identify the benefits to themselves, the resident,/ family and the organization • Recognize the benefits of team work and the impact on service provided • Describe the 3P’s of personal commitment required to be successful • Identify the skills needed to communicate effectively • Implement a process for managing challenging situations involving the resident, family and other staff members • Demonstrate values, beliefs and core processes of resident centred care in interactions with residents/families/other staff members

  14. Questions?

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