A Long-Term Care Leader's Guide to High Performance

A Long-Term Care Leader’s Guide to High Performance

$46.99

Doing Better Together

ISBN 978-1-938870-50-7
6×9 paper
approx. 320 pages
© Jan 2018

Product Description

Learn the leadership and teamwork practices needed for continuous quality improvement in your long-term care environment! From the authors of the award-winning Meeting the Leadership Challenge in Long-Term Care, this new book will show you how to develop the necessary systems, staff, and processes to deliver the right care for each resident. Outlined here are the critical steps needed to achieve and sustain organizational stability as quickly and efficiently as possible, even in struggling care communities. This guide details how to implement a set of well-established, interconnected practices that will achieve the greatest outcomes and improvements, and increase the well-being of your residents.

Key practices include:

  • Consistent staff assignments
  • Regular communication “huddles”
  • Quality improvement that includes staff closest to a resident
  • Involving CNAs in care planning

Evidence-based results include:

  • Improved staff performance and cohesiveness
  • Shared goals, knowledge, and mutual respect
  • Increased staff retention and satisfaction

Foreword by Jody Hoffer Gittell
X Marks the Spot by Amy Elliot
Note to Readers
Introduction

A Journey: Shock and Awe

Section I – PEOPLE: Bundle of Leadership Practices for Bringing Out the Best in People

  1. High Performance Leadership
  2. Staff Stability: Why and How
  3. High Performance Leadership – Why and How

Section II – SYSTEMS: Bundle of Leadership Practices for Systems to Maximize Teamwork

  1. Relationships Closest to the Resident Matter Most
  2. Quality Improvement Closest to the Resident
  3. Care Planning for the Highest Practicable Well-Being

Section III – PROCESSES: Bundle of Leadership Practices for High Involvement Processes to Do Better Together

  1. Doing Better Together
  2. A Doing Better Together Story: Finger Foods
  • Appendix A: Consolidating and Individualizing the Med Pass
  • Appendix B: Rethinking the Use of Position Change Alarms
  • Appendix C: 10 Steps to Eliminate Off-Label Use of Antipsychotics
  • Appendix D: Steps to Implement MUSIC & MEMORY to Maximize its Benefits

Index

Coming soon!

Cathie Brady, M.S., has more than thirty years’ experience providing services and advocating for the elderly in a variety of settings, including serving as Executive Director of the Department of Aging Services for the city of Bristol, Connecticut, and for 10 years as the Regional LTC Ombudsman for Eastern Connecticut. Cathie has an M.S. in Organizational Management from Eastern Connecticut State University. She is co-founder (with her co-author Barbara Frank) on B&F Consulting, where she co-produced a Webcast for the Center for Medicare and Medicaid Services on “The How of Change: ‘What a difference management makes!’” Cathie directed the Connecticut Career Ladder and Culture Change Initiative. For 3 years, she worked with the New Orleans Nursing Home Staffing Project, which helped nursing homes recover from the aftermath of Hurricane Katrina. She co-produced a film with Louisiana Public Broadcasting called The Big Uneasy: Katrina’s Unsung Heroes. Cathie is a frequent speaker at state and national conferences and specializes in leadership development at all levels of an organization to assist nursing homes interested in being better places to live and work.

David Farrell, M.S.W., L.N.H.A., is a licensed nursing home administrator who has spent his entire career in the long-term care profession. He started as a certified nursing assistant in order to earn extra money while attending college. That experience inspired him to pursue a Master’s in Social Work with a concentration in Gerontology and Administration from Boston College. In the more than 25 years he has served as a nursing home administrator, David has advocated for culture change using quality improvement practices. A published author and member of the Board of Directors at the Pioneer network, he has delivered inspiring presentations to long-term care leaders at conferences and training events in 46 different states. While working for state Quality Improvement Organizations, he played a lead role in the National Nursing Home Quality Initiative. Currently, David is the Director of Organizational Development and Regional Director of Operations for a private nursing home management firm in California.

Barbara Frank, M.P.A., began her career in long-term care by serving 16 years at the National Citizens’ Coalition for Nursing Home Reform in Washington, D.C., where she facilitated the Campaign for Quality, through which providers, consumers, practitioners, and regulators developed consensus on what became the OBRA 1987 legislation that overhauled nursing home regulations to require more individualized care. She has served as state ombudsman for Connecticut. Barbara facilitated the first Pioneer Network gathering in 1997, and in 2005, she facilitated the St. Louis Accord, a national gathering of providers, consumers, regulators, and quality improvement organizations that came together to improve clinical outcomes through culture change. Co-founder (with her colleague, Cathie Brady) of B&F Consulting, she works directly with individual nursing homes to improve their performance measures through workforce retention and culture change. Barbara led a team in the New Orleans Nursing Home Staffing Project, which helped nursing homes recover from the aftermath of Hurricane Katrina. She co-produced a film with Louisiana Public Broadcasting called The Big Uneasy: Katrina’s Unsung Heroes. She co-authored Nursing Homes: Getting Good Care There (1996) and has written extensively on efforts to improve care and outcomes in nursing homes. Barbara has an M.P.A. from the Kennedy School of Government.

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