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• “ 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

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

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

Values & Beliefs

1. Respect2. Human dignity 3. Residents Are Experts for Their Own Lives 4. Resident’s as Leaders 5. Resident’s Goals Coordinate Care of the Health Care Team6. Continuity and Consistency of Care and Caregiver 7. Timeliness 8. Responsiveness & Universal Access

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…

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

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

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

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

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

Road Map

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

Questions?