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Liberating Care in a Culture of Choice: Dining as a Catalyst Navigating Change with Balanced Technology PowerPoint PPT Presentation


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Liberating Care in a Culture of Choice: Dining as a Catalyst Navigating Change with Balanced Technology. Aligning Experiences – Expectations – Resources – Outcomes. Session Objectives. Review Changing Factors of Environment & Constituencies Review Demographics Define Assumptions

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Liberating Care in a Culture of Choice: Dining as a Catalyst Navigating Change with Balanced Technology

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Liberating Care in a Culture of Choice:Dining as a CatalystNavigating Change with Balanced Technology

Aligning Experiences – Expectations – Resources – Outcomes


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Session Objectives

  • Review Changing Factors of Environment & Constituencies

  • Review Demographics

  • Define Assumptions

  • Introduce Choice Dining Concept

  • Discuss Culture of Service, Leadership, Choice

  • Fixed & Variable Navigation

  • Technology Applications

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Changing Demographics

  • More Couples

  • More Choice & Selection

  • More Control

  • More Flexibility

  • Experience Consumers

  • More Knowledgeable of CCRC Living

  • Healthier – Wellness Important

  • Seamless Experience

  • Broader Constituencies

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The Resident Value Of Positive ExperienceA Memorable Feeling Created By You

Relative Resident Value

EXPERIENCE

SERVICE

GOOD

RAW MATERIAL

Created Within

The Resident

Source Of

Resident Loyalty

Created By

A Provider

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How Do You Individualize Care?

  • What Are Strategic Objectives?

    • Current Strengths

    • Opportunities Identified For Improvement

  • What Is The Vision for Community Dining Experience?

    • Choice

      • Menu, Time and Venue?

  • What Is History of “Transformation” Projects?

    • What Were Expectations

    • How Defined and Structured

    • How was it trained & accepted?

  • What Are The Most Important Experiences?

    • Resident Experiences

    • Staff Experience

    • Family & Other Stakeholders?

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Choice Is The Way We Live

“Some facilities studied, usually the lower turn-over ones, were in the process of thinking about how to increase individualized care. For example, the researcher asked, what are you doing if anything about resident choice. ‘We are looking at it. Ideally, we want them to eat when they want. We encourage them to tell us what care they want, a shower or bath, or to get up when they want.”

Page 5-49 Appropriate of Minimum Nurse Staffing Ratios in Nursing Homes, Phase II Final Report prepared by Abt Associates for the Centers for Medicare and Medicaid Services, December 2001.

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The ROI Of A Dining ExperienceBuilding “Experience Equity”

Dining establishes the daily quality of life for all members of a senior living community. The culture defined by the dining experience resonates with and dictates that of the entire community. The dignity and joy of making self-determined choices are at the core of any good dining experience.

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Attributes of Community Dining Program

  • The dining service program will provide a variety of dining venues, services and menu selection for all community constituencies.

  • The dining service program will expand and enhance its offerings while remaining consistent with established traditions, ministry and mission.

  • The program must accommodate current constituency expectations and traditions while providing for anticipated expanding community requirements.

  • The program will identify skill sets required for service delivery to initiate transition training and identify appropriate personnel.

  • The dining experience will be developed with consideration to: a seamless service regardless of level of care, a singular community service, measurable key success indicators, fully leveraged efficiencies, creation of a signature service brand for community.

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What are the Attributes of a Quality Dining Experience?

  • Quality of menu item presentation

  • Appetizing

  • Taste

  • Variety

  • Atmosphere, environment

  • Pleasant service

  • Choice

  • Consistency

  • China/glassware

  • Timely

  • Appropriate temperature & consistency

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Quality of Living Considerations

A large proportion of nursing home residents are malnourished and up to half are substandard in body weight, leading to serious consequences including infections, hip fractures, and even death. The environment in which residents eat and the degree to which residents may choose when and what to eat can affect residents’ health (malnutrition and dehydration) and quality of life (perceived safety, enjoyment, social relationships, individuality, autonomy, choice).[i],[ii],[iii]

  • [i] Burger, S.G., Kayser-Jones, J., and Bell, J. P. “Malnutrition and Dehydration in Nursing Homes: Key Issues in Prevention and Treatment.” National Coalition for Nursing Home Reform. June 2000.

  • [ii] Chou, S., Boldy, D., and Lee, A. “Resident Satisfaction and Its Components in Residential Aged Care.” The Gerontologist 42:188-198, 2002.

  • [iii] Kane, R. “Long-Term Care and a Good Quality of Life” The Gerontologist 41:293-304, 2001.

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Rhythms of Daily Living

The core of RDL is the opportunity to exercise choice – residents’ for how they choose to live their day and staff choice for care delivery. This creates a collaborative coalition of residents and caregivers working together in a living environment. RDL facilitates the delivery of care, the experience of living and the dignity of self-determination.

RDL is a management principle that aligns the natural rhythms of residents and the support they need. The organizing principle of RDL is that people should be able to make meaningful choices in their daily lives – on their own or with assistance. RDL relies on caregivers to help define and achieve outcomes that balance individual choice and system efficiency.

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STAGES of RDL

  • Readiness GAP Analysis

    • Establish clear understanding among all constituents of program impact on 6 principle areas.

  • Culinary Capacity

    • Establish a servery on the resident floor

  • Individualized Service

    • Establish a service program without the tray system. Meals are plated when the resident is ready. Choice is based on pre-ordered menu items, however time of service is not flexible.

  • Point of Service Menu Choice

    • Establish the opportunity for the resident to choose alternate items from a menu during meal service.

  • Schedule Choice I[1]

    • Establish the opportunity for residents who are self-sufficient and independent to dine at a time of their choosing, within established service times.

  • Schedule Choice II

    • Establish the opportunity for residents who require assistance with dining but are able to determine when they would like to dine to do so within established service times.

  • 7. Venue Choice (If Appropriate)

    • Establish the opportunity for residents to choose alternate places to dine.

    • [1] Schedule choice is the last and most difficult stage to implement because it affects the scheduling of all resident activities from bathing to medication and activities.

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Institution-Directed Culture

Staff provide standard “treatments” based on clinical

Institutional defined schedule and routines – resident comply

Work is task oriented and staff rotates assignments – interchangeable residents

Centralized decision making

Hospital environment

Structured activities

There is a sense of isolation and loneliness

Choice – Directed Culture

Staff enters into a care giving relationship based upon individualized care & resident desire

Residents and staff design the schedules

Care is relationship-centered, consistent assignments

Frontline decision making

Environment reflects the comforts of home

Spontaneous activities

Sense of community and belonging

Comparison of CulturePioneer Network

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Culture

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A Culture of Caring vs. a Culture of Curing

There is a significant difference between these two cultures. A culture of curing, the medical model, requires workmanship of certainty – specific, objective, regimented procedures to achieve a specific outcome. A culture of caring, the LTC model, requires workmanship of risk – the collaborative relationship to create a quality of living experience that is subjective and defined by the resident and care provider at the moment of service.

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Workmanship of Riskvs. Workmanship of Certainty

The distinction between workmanship of risk and workmanship of certainty turns on the question "Is the result predetermined and unalterable once production begins?"

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Workmanship of Risk & Workmanship of CertaintyCultural & Leadership Attributes

Workmanship of certainty requires a traditional hierarchical leadership style. Workmanship of risk is best developed with a servant leadership model of direction. Leadership defines, through collaborative development, the expectations. The role of servant leadership is to then provide the community direction and then assure that staff have the necessary resources and environment for achieving the experiential outcomes.

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Servant Leadership

“I don’t necessarily have to like my players and associates, but as the leader I must love them. Love is loyalty, love is teamwork, love respects the dignity of the individual. This is the strength of any organization.”

Vince Lombardi

It is the value and contribution of each individual, staff and resident, that creates a culture based upon the dignity of self-determination and choice.

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Independent Living Residents

  • Resident Choice Dining

  • Flexible Service Options

    • Café/deli

    • Traditional Dining

    • Take Out

    • “Mise en place” Dining

  • Multiple Service Venues

  • Wellness

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Assisted Living

  • Flexible Service Options

    • Traditional Dining

    • Take Out

    • Multiple Service Venues

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Skilled Nursing

  • RDL Dining

  • Flexible Schedule

  • Increased Menu Options with New Cooking Applications

  • “country kitchen”

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Staff

  • Selection

  • Fresh Quality - not a “Leftover” Dumping Station

  • Home Replacement Meals

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Must Rising Acuity Levels Mean Lower Dining Quality ?

©

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Skilled Care Dining TodayRestricted Service Times, Too Short For Quality & Assistance

< 20 Minutes

For Dining

The Quality Gap

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Bridging The Quality GapServe The Resident, Not The System

  • The System – Individual Preparation, Bulk Service

    • Prepare Individual Menu Items For Storage

    • Place On A Tray For Transport To Feeding Area

    • Transport and Leave In Cart

    • Distribute and Unwrap At Scheduled Meal Time

  • The Alternative – Bulk Preparation, Individual Service

    • Prepare Menu Items In Bulk

    • Transport To Dining Room Servery

    • Plate Individually and Serve Upon Request

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RDL Is RealReported Results From Ten Communities That Have Implemented RDL

  • 40% of Residents Gain Weight In The First Few Program Months

  • 50% Reduction In The Number Of Residents Losing Weight.

  • Consistent Improvement In Resident Satisfaction

  • $0.18 – $0.21 Reduction In Food Cost Per Meal From Less waste.

  • 85% Decrease In Use of Supplements

  • Higher Job Satisfaction

  • Improved Hydration

  • Outcomes Exceed Regulatory Requirements

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Alignment

The appropriate positioning of systems and resources to attain a defined goal, mission, outcome or culture

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When Landing A Plane, What Is The Main Thing?1

Left Of Runway

Altitude Too High

Aligned

Pitch

Altitude

Air Speed

Cross Winds

Wind Speed

1. Concepts and Diagrams From The Power of Alignment - How Great Companies Stay Centered

and Accomplish Extraordinary Things By G. Labovitz/V. Rosansky

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The Main Thing

Choice

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STRATEGIC OBJECTIVES – TACTICAL IMPLEMENTATION PROJECT MAPPING

As dining options and program enhancements are discussed, specific initiatives are defined and envisioned by department management and staff. These new “dining experiences" require a specific definition process from concept to strategic alignment to tactical implementation.

Executive and Board leadership must clearly identify specific strategic organizational considerations. Leadership must clearly define their expectation and measurement of a successful contribution to the community strategic vision. This must take place prior to the initiation of Step 1.

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Map Process Steps #1, 2 ,3

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Assessment Points for RDL Implementation

Stages are defined against the requirements of:

  • Administration: fiscal, management and leadership considerations

  • Regulatory: compliance criteria (grouped by clinical and operational considerations)

  • Systems: software programs, forms, policy & procedures, protocols

  • Personnel: staffing requirements, training, HR. The impact on each care disciplines is identified by department

  • PP&E: Property, Plant & Equipment necessary to perform the tasks and functions

  • Community: Communications, Resident & Family education; community collaboration

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Map Process Steps #4, 5

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Project Management

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Service Impact of Choice

  • Open Service and Schedule

    • Food Integrity & Safety

    • Service Flexibility

    • Decentralized Tasks to Allow for Staff Presence

    • Resident Centered Schedule

    • Seamless Environment Through Continuum

    • Transparent Use by Constituencies

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Points of Utilization

  • The full utilization of the kitchen capacity often can be expanded by staffing evening shifts. The points of operational separation are:

    • Receiving

    • Storage

    • Preparation

    • Production

    • Service

    • Sanitation

  • The first three functions are not time sensitive.

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Design Impact of Choice

  • Aligning Current Culture with New Expectations

    • Look for Operational Solutions 1st

    • Understand Nuances of Current & Evolving Cultures

    • Identify Conflict Points and Educate to Alleviate

    • Create Environment for “All Boats Rise” Experience

    • Leadership for Culture Transformation

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Balancing the Natural Rhythms of Resident Living and Care Work

  • A “More Normal” Pattern of Living and Work

    • Residents Eat What And When They Want Over A Longer Meal Service

    • Pre-Meal Medications, Bathing and Other Activities Are Less Pressured

    • Staff Provides Assistance As Required

      • 24 Minutes Is Average Optimal Feeding Assistance Time With A Range From 5 To 70 Minutes Depending On ADL Status*

      • 48% Of Nursing Home Population Require Some Degree of Assistance*

  • A Dining Experience, Not A Feeding Period

    • Shift Dining Service Focus From Trays To Residents and Quality

      • Collaborative Service Support

      • Aroma Therapy

      • Course Presentation

      • Minimal Distraction Environment

        *Excerpts From Ch 14 Of Report To Congress “Appropriateness of Minimum Staffing Ratios In Nursing Homes” Authored By J. F. Schnelle et al, Borun Center For Gerontological Research

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Choice AlignmentProcess Overview

PLAN & DEVELOP

Evaluate

Organize

Define

Plan

Codify

Implement

Assess

Alter

Train

Improve

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Continually Test For Outcome And Process AlignmentMake Sure That Procedures Are Practiced, Understood and Working

Assess

Current

Practices

Develop Improved Procedures, Revise Tools and Protocols

Assure

Expected Outcomes

Train Improved Procedures

(Test Understanding Of What and Why)

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Fixed & Variable Navigation Points

  • Fixed

    • Budget & Cost Management System

    • Schedule – Timeline – Scope of Work

    • Process Map

  • Variable

    • POS

    • Resident Preference/Therapeutic Data

    • Production Systems

    • Satisfaction & Leadership Effectiveness Survey

    • Project Manager

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Technology Applications

  • Excel Budget & Cost Management Worksheets

  • Microsoft Project Manager

  • Visio Flow Management Software

  • POS

  • Resident Data Management

  • Satisfaction Survey Documents

  • Leadership Effectiveness Survey Documents

  • Operational & Compliance Gap Analysis

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Project Management

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POS Systems

  • Horizon Software

    • http://www.horizon-boss.com/default.htm

  • Micros

    • http://www.micros.com/

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Satisfaction & Leadership Effectiveness Survey

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Operational & Compliance Gap Analysis

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Session Objectives

  • Review Changing Factors of Environment & Constituencies

  • Review Demographics

  • Define Assumptions

  • Introduce Choice Dining Concept

  • Discuss Culture of Service, Leadership, Choice

  • Fixed & Variable Navigation

  • Technology Applications

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Contact

  • Dan Look – 770-565-4006

  • Dining Management Resources, Inc.

    3605 Sandy plains Road

    Suite 240-269

    Marietta, GA 30066

  • [email protected]

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"For every complex, difficult problem,

There is a simple solution.

And, it is probably wrong!"

H.L. Mencken

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