in Action - Home | LeadingAge Minnesota...visionary leadership and innovation both within and...

2 0 1 1Learning in Action

Aging Services of Minnesota extends appreciation to the following organizations that sponsor the Leadership Academy. This endeavor would not

be possible without their support.

Sponsored by:

3Learning in Action

Congratulations to the Leadership Academy Class of 2011!On behalf of Aging Services of Minnesota it is my great pleasure to recognize the Leadership Academy Class of 2011 for their commitment to the aging services field and the development of their own leadership gifts and potential.

Over the past twelve months, these Leadership Academy Fellows have embarked on a rigorous journey of self-reflection, leadership theory, critical skill development and action learning. They represent a new generation of transformational leaders in aging services – leaders that will not just respond to the changing times but who will drive positive change for their organizations and the aging services community.

I would like to personally thank this year’s Fellows, and their sponsoring organi-zations, for participating in the program and sharing your leadership lessons with us through the Action Learning Projects described herein.

Sincerely,

Gayle M. KvenvoldPresident & Chief Executive OfficerAging Services of Minnesota

42011 Aging Services Leadership Academy4

The Leadership Academy In 2010, Aging Services of Minnesota launched the Leadership Academy – a unique leadership develop-ment program designed to cultivate high potential, transformational leaders in the field of aging services. The program is a rich and engaging learning exper-ience in which fellows play an active role. The Leader-ship Academy is actually an experiential ‘learning lab’ in which there are ample opportunities to learn, as well as practice, behaviors utilized by successful leaders both within and outside the aging services field.

The Learning ComponentsThe twelve-month program includes:• In-person collaborative learning experiences;• Site visits showcasing visionary leadership and innovation both within and outside the aging services field;• Mentorship support through personal coaching teams;• Leaders in Residence events – intimate conversations where experienced leaders share their professional and personal leadership stories;• Individual action learning projects designed to address organizational challenges or opportunities; • Self-exploration through assigned readings, exercises and assessments; and• Online group discussion forums.

Aging Services of Minnesota Leadership Academy2011 Highlights

The CurriculumFor 2011, the Leadership Academy curriculum was designed around four modules:• Authentic Leadership – Leveraging your strengths to build trust, align values and act with integrity.• Inspiring and Motivating Others – Understand- ing motivational theory to achieve empowerment and build effective teams.• Three Brain Thinking – Integrating intelligence, intuition and passion in decision making and problem solving.• Paradigm Shift – Learning the behaviors of a change agent to support innovation and culture change.

5Learning in Action

The Site VisitsThe site visits are a wonderful way to showcase visionary leadership and innovation both within and outside the aging services field. In 2011, our first session on “Authenticity” featured Bush Founda-tion President Peter C. Hutchinson. Few organiza-tions in our state have the reputation for principled, values-driven leadership that the Bush Foundation has earned. Mr. Hutchinson’s background as a leader within the public school system, government and private enterprise is a living example of what a trans-formational leader can accomplish. Our host for this session was Kings Crossing, a brand new affordable senior housing setting located in the heart of St. Paul. Kings Crossing is part of Episcopal Homes of Minnesota, an organization that has followed their values in developing affordable, high-quality housing options for low income seniors. Their philosophy is simple: limited income needn’t mean limited quality of life. Episcopal Homes President and CEO Marvin Plakut joined us to share his leadership lessons.

Our second session focused on “Inspiring and Motivating Others” and featured Perham Memorial Hospital and Home. Perham is truly a pioneer in the culture change movement and Leadership Academy fellows were able to tour the campus and hear from

CEO Chuck Hofius – and a panel of leaders from Perham – on their vision for a new way of providing person-directed care, how they implemented their vision and the important role of the team throughout their transformation.

“Three Brain Thinking” was the theme for session number three. Our host for this session was McKenna Crossing – an impressive campus that offers a full spectrum of quality care and services, cutting edge design and customer focused amenities. A panel of leaders from Presbyterian Homes and Services, Dan Lindh, Sharon Klefsaas and Cathy Bergland, shared their experience in integrating intel-ligence, intuition and passion in their decision mak-ing, problem solving and operations.

Our final session takes place during the 2012Institute where we will hear from Minnesota Twins President Dave St. Peter on “Paradigm Shift.” Dave and his team exemplify what it means to be a change agent. They led the Twins from a team on the verge of contraction to becoming one of the most successful teams in Major League Baseball. They will share their experiences in creating a vision for the Twins and bringing that vision to life within their organization, and how they continue to generate new innovations, ideas and approaches.

7Learning in Action


Class of 2011

Action Learning ProjectsTable of Contents

Dan Abdul - 10

Kristine Betz - 12

Jennifer Bever - 14

Carrie Claybundy - 16

Cheryl Degrugillier - 18

Connie Enge - 14

Melodee Fenno - 20

Cheryl Grafstrom - 22

Erin Hennessey - 24

Danielle Koller - 26

Suzie Konecny - 28

Andrea Krebs - 30

Maureen Maher - 32

Sandi Nelson - 34

Sue Olson - 36

Sarah Ozment - 38

Sheri Ruehle - 40

Patricia Ryan - 42

Marcia Stanton - 44

Adam Suomala - 46

Denise Bierle Svec - 48

Nancy Weyker - 50

Lynn Whitlock - 52

Karen Wulfekuhle - 54

9Learning in Action

Action Learning ProjectsThe lessons of the Leadership Academy are put into practice through individual Action Learning Projects (ALPs). These projects are identified by each Fellow to address a specific challenge or opportunity facing their organization. This “learning by doing” approach not only enhances the development of critical leadership skills, but also provides a way for Fellows to “give back” to their sponsoring organizations.

Action Learning Projects may be large or small in scope. Some have a short time horizon, others may take years to complete. Some projects will be successful—others perhaps not. The purpose of the Action Learning Project is LEARNING.

In the pages that follow, the Leadership Academy Class of 2011 share their insights and observations on the Action Learning Projects they have embarked on.


DANIEL ABDUL

Chief Information Officer

Minnesota Department of Veterans Affairs

St. Paul, MN

Action Learning Project: Aligning Technology Strategy with Organization Mission and Vision

This project aims to elevate the value add of Informa-tion Technology in the Department of Veterans Affairs’ ability to deliver on its mission: “Taking care of Min-nesota’s veteran’s and their family”. This will be done by introducing advanced business and technology concepts to proactively align the organization’s objec-tives with the direction of technology. It will also give the organization leaders a voice in the technology decision-making process.

While IT is already critical to organizational success, provides opportunities to obtain a competitive advan-tage, and offers a means for increasing productivity, it will do all this even more so in the future. Leveraging IT successfully will be critical to transform the organi-zation and create value-added services.

This will be measured by IT service delivery surveys, IT services to budget comparisons and measuring the failure rate of IT services. By aligning technology strategy with organization mission and vision, we can create a nimble organization where innovation and cost efficiency coexists.

11Learning in Action

Leadership InfluencesRelationships have been vital to this project. This has been especially true given that I have only been with the agency for a year. It was important to build a strong relationship with the stakeholders in the divisions my group provides services to. In order to be successful with a project of this type, I need to understand the needs of my direct customers and see things from their perspective.

I have also had to build a very strong relationship with my leadership group, some of whom have acted as mentors to me. While I bring a set of skills to the organization, these skills are only valuable if I am able to use them to address specific needs of the organization. The relationship I have developed with my leadership group has empowered me to develop creative solutions to their needs.

Turning PointsA significant turning point for me was coming to fully appreciate the impact of self-awareness in my ability to be a leader. While I had considered myself to be very self-aware, as I worked through the process of developing consensus for my action learning project, I discovered hurdles which I could overcome by being more self-aware.

One important insight I gained was a new level of appreciation for face to face communication. I found that while it may be difficult to always have face to face discussions, I was usually more successful in delivering critical communication when it was done in person.

Moving ForwardThe goal is to build on what I believe is an under-utilized asset (technology) in most organizations in the field to introduce efficiencies and innovation. Quite frequently it is believed that efficiency, some-times referred to as cost effectiveness, is mutually exclusive from innovation. As a result of this project, the intent is to show that this is, in fact, not the case.

In a challenging economic climate, every organiza-tion strives to find efficiencies and as good financial stewards, we should always do this. Therefore, intro-ducing efficiencies to our field should be a way of life for good leaders. Innovation, on the other hand, adds multiple dimensions to the field, from improving the quality of life of residents, and creating more desir-able work environments, to providing services to the community at a reduced cost.

Key LearningThe action learning process has given me the opportunity to combine and put into practice a number of leadership principles discussed during the Leadership Academy experience. This has included concepts around team building, self-reflection and values.

BiographyDaniel is the Chief Information Officer at the Minnesota Department of Veterans Affairs where he oversees the development and implemen-tation of the information technology strategy. Daniel has worked in the technology industry for over 12 years. His expertise includes technology and business alignment, strategic planning, IT governance development, and global program management. Daniel is a US Army veteran; he served on a Blackhawk medical evacuation team. He is a member of the Project Manage-ment Institute and the CIO Executive Council. Daniel earned an MBA from the Carlson School of Management, an MS in Software Engineering from the University of Saint Thomas and a BS in Computer Science from the University of Minnesota.


krISTINE A. BETz,LNHAGraduate Student

Bethel University

St. Paul, MN

Sponsored by Saint Therese, New Hope, MN

Action Learning Project: The Transformation of US Senior Care Delivery through a Blue Zone Model

This project directly relates to my thesis focus on healthy life expectancy. My research concludes that the majority of illness and death is related to life-style and can be prevented. Longevity models exist throughout the globe in which seniors are living well into their 90’s and 100’s. Moreover, these seniors are experiencing healthy, dignified, purposeful, and socially engaged lives free of disability and chronic disease! My dream is for more of our elders to experience this quality of aging. I also hold a dream that one day our society will embrace aging with the insight, wisdom, and experience it brings.


Leadership InfluencesThe relationships I have built have encouraged me to pursue the visions I have for the future of our aging population. Ideas I thought were just dreams are actually becoming a reality. Their support and influence has allowed me to create an innovative and “challenge the system” project. These relation-ships have transformed me as a leader. I have learned to force myself outside of my comfort zone to take risks and that it is okay to make mistakes. It has been incredibly rewarding to reflect on the past twelve months and see how my confidence has grown.

Turning PointsThe most difficult challenge I have had with this project is the degree of ambiguity it holds and learn-ing to be at peace with that. My personality thrives off of planning and preparation. However, my project is filled with unknowns and I found my plans crum-bling to pieces. Marvin Plakut spoke to us about a situation in which he was given the directive to seize the moment and take advantage of present oppor-tunities: to utilize his “strategic intuition” rather than “strategic planning.” The action learning process brought to my attention that I had been leveraging my head and heart, but had been neglecting my intuition.

Moving FowardI hope I am able to make an impact in first, bringing more awareness to the issue. My research and inter-views conclude people understand to some extent but are not fully aware of just how strongly lifestyle impacts health, and thus aging. I also hope this thesis will lay the framework in advocating for a change in the way we look at health care and particularly long-term care. In contrast to convention-al efforts that preach diet and exercise, this project gets to the heart of sustainable lifestyle change and that heart I believe to be is the role of community.

BiographyKristine has nearly four years of work experience in senior care with Saint Therese. In her role as Director of Community Services, Kristine’s most recent efforts were focused on the develop-ment of the organization’s third campus, Saint Therese at St. Odilia. She is a graduate of UW- Eau Claire’s Health Care Administration program and holds her nursing home adminis-trator license. Kristine is pursuing a Master’s in Gerontology and will graduate from Bethel University in May 2012. Her passion lies in healthy aging; of particular interest to Kristine are Blue Zones and other community models characterized by remarkable longevity.

Key LearningThe theme that has most resonated with me is the significance of setting the vision, the “Why”. In a video clip that was presented to us, Simon Sinek stated: People don’t buy what you do; they buy why you do it. I have leveraged my top strength of Futuristic within my project by making intentional efforts to always articulate the “Why”. In addition, my mentor has stressed the importance of team building throughout the action learning process. My leadership style has grown to facilitate environments and relationships that evoke honesty, transparency, and trust.


Assistant Campus Administrator

Sholom Ackerberg Campus

St. Louis Park, MN

JENNIFEr BEVEr

Action Learning Project: Valuing Your AssetsEmployees are the greatest asset a company has. They are the core of providing service in all areas for clients, patients and residents. By partnering together, we were able to reach a larger number of staff through surveys with a specific focus on looking at what causes job stress for our employees. Using the results of this survey to identify and address concerns, we plan to provide specific education, resources and leadership training for our staff. We believe that by valuing and strengthen-ing our employees we will achieve greater employee satisfaction and enhance the trust and well-being of those we serve.

CONNIE ENGE

Director of Home Care

Sholom Home Care and Hospice

Sholom Community Alliance

St. Louis Park, MN


Leadership InfluencesThis action learning project has allowed us to take the time to stop and listen to our staff on a more personal level. The knowledge, understanding and empathy that have accompanied the results of this project have contributed to the gaining momentum of encouraging change to make a difference for our employees. The learning process of this project, and the support of our executive leadership team, has challenged us to take initiative in leading change and encouraging and advocating for others to do so as well.

Turning Points A key challenge of the project has been learning how to prioritize and define an action plan. Through this process we identified that people often work without the full knowledge and understanding of the organi-zation as a whole. Coming from different areas within our organization has been valuable in our learning process as it has helped us recognize that barriers do exist and provided us with the opportunity to collaborate on ways to help staff overcome these challenges. Sharing this knowledge with key person-nel has provided further insight and direction to an action plan that is achievable and maintainable.

Moving Forward Over the next months we will continue to collabo-rate with our executive team, education and human resources departments and management teams to improve communication, customer service and staff development. We will continue to support the efforts of our PROUD campaign and the deployment of our employee newsletters via new modes of media. We will engage resources to provide additional learning opportunities for staff in several areas of service delivery and provide pocket training for specific customer service initiatives. We hope that others, too, will see that by investing in your assets you add value to the services you provide.

BiographyJennifer holds her degree in Health Care Administration from the University of Wisconsin - Eau Claire and is a Licensed Nursing Home Administrator. Jennifer began working with Sholom during her internship through the University and following graduation, remained with the organization. She is currently the Assistant Campus Administrator of the Ackerberg Campus located in St. Louis Park.

For the past sixteen years Sholom has pro-vided Connie with the opportunity to grow both personally and professionally. Her experience includes working as a nursing assistant, charge nurse, MDS Coordinator and Unit Manager in one of Sholom’s long term care facilities before moving to their Home Care division. Home Care has provided her with the opportunity to help develop new programs that have broadened the spectrum of care Sholom is able to provide. Connie has also enjoyed participating in work groups through Aging Services of Minnesota.

Key LearningThe action learning process has allowed both of us to implement and practice the various skills we have learned during the Leadership Academy. These skills have strengthened the foundation of our leadership and can be built upon in the years to come. Utiliz-ing these skills has strengthened us as leaders by helping us recognize the strengths and attributes of ourselves and others, increasing self-awareness and building leadership confidence.


CArrIE CLAYBUNDY, rN

Action Learning Project: Enhancing Communication, Right from the Start!

This project will ensure that residents and family are given key contact information when they need to communicate a preference, concern, or change. This will be done by creating an admission packet for RN staff that requires face to face contact with the resident and/or family within 48 hours of admis-sion to discuss some critical elements of care, along with who the key personnel are in the building. This would include a brochure with staff photos, contact information, and department responsibilities. This way, the resident and/or family can reference this at a later date or as questions arise.

Director of Nursing

LakeWood Care Center

(Part of Catholic Health Initiatives)

Baudette, MN


CArrIE CLAYBUNDY, rN

Leadership InfluencesThe intended impact of this project on the elders and families we serve is to enhance communication with staff members responsible for the care provided by the facility. As a leader of LakeWood’s LTC, I have seen the impact delayed or poor communication can have on a customer’s trust, satisfaction, and overall wellbeing if those elements are damaged. I feel it is my responsibility to give the community opportunity to voice their wishes related to care, along with giving the staff tools to make this open communication happen. Ultimately the goal is to improve overall communication, relationships and customer satis-faction.

Turning PointsIt has been surprising to me during the initial phase of this project through collecting data just how many long time residents or family—who know our staff by name—would NOT choose the appropriate or key staff member to initiate communication with depend-ing on the subject matter. It is evident that residents and family reach out to those who they have a level of comfort with as opposed to who may be respon-sible for that specific element of care.

Moving ForwardIt is my goal in working together with our elders and their families that the staff at LakeWood have a greater understanding of what the customer expects in order to be truly satisfied and feel as if they are moving home again. With a more immediate access to key staff and their locations, contact information and what needs these people serve, it is hoped that levels of comfort are built with each of the disciplines as opposed to the one person who made them feel most comfortable right away. The comfort of home is what the LTC industry strives for.

Key LearningThe Leadership Academy experience has made me take a true and introspective look into my own strengths, define my weaknesses, discuss barriers and connect with folks from across the spectrum in caring for elders to build a network stronger than what I had before. I have gained tools such as refer-ence material, books, video clips, presentations, and group exercises that I can take back with me to share with and grow the staff who serve alongside me. The action learning project has encouraged me to take those tools and my introspective thinking and put them to use in real time.

BiographyCarrie’s professional career in nursing started out as a CNA at a local nursing home. She worked for the next several years as an LPN, Restorative Nurse and finally graduated from RN school. At that time she was offered a position as an RN supervisor. Carrie was asked to train to provide staff education in CNA certification and CPR. After 5 years in that role, she moved into her current position as the Director of Nursing in Long Term Care for LakeWood in Baudette, MN. This position requires her to oversee the care of 44 residents and supervise 50 staff members.


Action Learning Project: Reduction of Alarm Use

The action learning project I have selected is reduc-tion of the use of (bed/chair sensor) alarms within our facility. I chose this project because it seemed as though placement of a sensor alarm was the ‘go to’ intervention for safety versus a deeper look to find a root explanation for the safety risk at hand. My hope for this project is to heighten the awareness surrounding safety and the equipment we use while providing for a dignified and quality lifestyle for the residents within our facility. There are many significant benefits of this project. For example; reducing alarm use will contribute to the decrease of environmental noise. Reducing noise can contribute to a decrease in stress and thus promote a calm environment.

CHErYLDEGrUGILLIEr, rN

Director of Nursing

Ebenezer Care Center

Minneapolis, MN


Action Learning Project: Reduction of Alarm Use

Leadership InfluencesThe relationships I have developed through the Leadership Academy have been very helpful to this project. The guidance I received from my mentors has resulted in bringing an increased focus to specific areas of this project. This has helped me to put systems in place and not try to do the entire process at once. These relationships have influenced me to work on my listening skills as well as encourag-ing more input from other team members.

Turning PointsWe had much discussion surrounding the plan to reduce the use of sensor alarms within the facility. The initial discussion of change was difficult for some. There was fear and a false belief that removing several of these alarms would con-tribute to the increase of falls. What we found in the process was the bulk of the alarms utilized were just noise makers which alerted staff when someone was already on the floor. Another discovery was how desensitized staff had become to the sound of the alarm. The alert of the alarm was no longer prompt-ing a quick response. The alerts became part of the environment which staff became accustomed.

Moving ForwardI am hopeful this project will help us to continue to think creatively while individualizing the resident plan of care rather than choosing ‘go to’ interventions. I am hopeful that by remaining diligent in our assess-ment of the individual we will consistently rise to the challenge of meeting safety needs.

BiographyCheryl obtained her LPN degree in 1993. She served in Long Term Care in rural Minnesota and North Dakota until relocating to the Minneapolis area in 1998. She became an LPN at Ebenezer Care Center, Minneapolis. She obtained an RN degree and remained at Ebenezer Care Center as a Nurse Manager from 2004-2007. She then became the Director of Nursing and continues to serve in this role today.

CHErYLDEGrUGILLIEr, rN

Key LearningI am thankful to have had the opportunity to attend the Leadership Academy! I learned so much each time and after the sessions I felt excited and renewed and found myself looking for opportunities to practice the skills. The sessions allowed many opportunities to reflect on my leadership skills and style. I have found that developing and applying these skills is a constant process which to me is what leadership embodies, constant progress.


MELODEE J. FENNO, rN

Action Learning Project: Fall Reduction in Assisted Living

The falls occurring in our assisted living facility have been a concern to me. We recorded the falls, but did little to look at the circumstances surrounding each fall. There were also only four people (the majority nurses), reviewing the fall reports. I currently am working with a team consisting of maintenance, housekeeping, activity, home health aide and nurs-ing representatives. Weekly meetings have already resulted in improvements to the environment and care of the residents. Accomplishing our goals supports our mission to enhance the quality of life for those we serve reflecting our Christian values.

Housing Manager

Fairmont Assisted Living - Eventide

Moorhead, MN


Leadership InfluencesI appreciate the relationship and support I have received from our executive team. They have encouraged this project and it has extended to the nursing home settings as well. Education regarding falls will begin for staff during orientation and contin-ue throughout their employment at Eventide because of this relationship. The relationships developed with other co-workers while working as a team has also influenced me to strive to be a better leader.

Turning PointsThe challenge of coordinating a project with multiple sites led to an important turning point during this action learning process. I narrowed my focus slightly and this has proven to be more feasible and has resulted in stimulating others to activate similar projects. It is likely that as our team continues to work together and the remainder of the staff becomes involved, I will experience surprise, chal-lenges and insight.

Moving ForwardIn the coming months our team will be working to increase the awareness of falls and ways to reduce them. It is our goal to reduce falls by 50% in the next six months. A reduction in falls impacts the residents’ chance of injury, preserves their dignity and sense of security. Staff members are feeling empowered to make suggestions and changes.

Key LearningThe action learning process has provided me with an opportunity in which to utilize the concepts high-lighted in the Leadership Academy. Guiding the team by the use of softball questions and emotional intel-ligence has contributed to my growth as a leader.

BiographyMelodee graduated from St. Luke’s School of Nursing in Duluth, Minnesota. She has worked as a Registered Nurse in hospital, clinic, home care, nursing home and assisted living settings for the past twenty-nine years. She has been employed at Eventide for the past five years, first as the Home Care Coordinator and now as the Housing Manager.


CHErYL GrAFSTrOM

Action Learning Project: Board Member Orientation

Our organization is governed by an all volunteer Board of Directors. Each board member has different strengths that contribute greatly to our organization, and they all share a common goal to improve the lives of seniors. However, many of those new to the board don’t know how we got started, how we are funded, or what programs we offer. Developing an orienta-tion process for new board members seemed like a logical place to start. Through the orientation, it is my hope that prior to their first meeting, board members will have a better understanding of how we operate, and assisted living in general. When new board mem-bers are better prepared for their role, they will also be more confident in communicating with the public regarding our facility, and advocating for older adult services in general.

Director

Oak Crest Senior Housing

roseau, MN


Leadership InfluencesAs the terms of the original board members started coming to an end, it was evident from the questions being raised, that we needed to do a better job of passing information on to the new board members. An exit interview for those going off the board has been very beneficial. It is a time for veteran board members to share their experience and to recom-mend ways to improve our organization. The interview will also include the newly elected Executive Board and administration. We already have good open com-munication, but by sitting down formally and discuss-ing the future of Oak Crest, we will build relationships that will be invaluable for the new directors currently serving on the board, directors of the future, adminis-tration, and the organization overall.

Turning PointsOne of the things that were the most eye opening for me during this project was how much I learned about our organization in the process. My goal was to put together this orientation for those who were new to the world of older adult services and I ended up learning a lot myself. I can offer the knowledge of how we operate the business, but there is no one better to explain how we got our start, than those who were instrumental in getting our facility organized in the first place.

Moving ForwardMy project is still very much a work in progress. My hope is that by putting together this orientation, future board members will have a much better understand-ing of the different aspects of our organization. It will help our board meetings run much smoother if the directors have a better understanding of how we operate from the start. In the future, I plan to expand upon the exit interview process to include a Q&A ses-sion where the newly elected board members can join the interview and ask questions of those with more experience.

Key LearningThrough the Leadership Academy, I have gained a little more confidence in my ability as a leader. I have learned that in being a leader, we have to be trans-parent and authentic. Educating those who clearly have more knowledge in areas that I do not, can be very intimidating. However, during the session we had on Strength Finders, I learned that I don’t have to be an expert in all aspects to lead. It is through each other’s strengths that together we become GREAT.

BiographyCheryl is the Director of Oak Crest Senior Hous-ing, a 42 unit non-profit Assisted Living Facility in Roseau. She has worked in older adult services for nearly 14 years. The past 6 ½ years have been as the Director of Oak Crest Senior Hous-ing. After a year of construction meetings, writing policies and procedures, and hiring staff, Oak Crest opened in June of 2006. Cheryl has been in charge of all aspects of operations since that time. She has always been drawn to seniors and considers it a privilege to work in a field where she can make a difference in their lives.


ErIN SHVETzOFFHENNESSEY

Action Learning Project: Defining the Health Dimensions Group Center Experience

Health Dimensions Group provides management services to many senior care centers across the country, each with unique environments, traditions and cultures. These centers vary greatly – from differences in the size, layout and design to differenc-es in ownership, goals, financial stability and outlook. As we are welcomed into these centers, we work to align the centers to our Health Dimensions Group standards; including business processes, clinical standards and our values of hospitality, stewardship, respect, integrity, and humor. Hundreds of hours of planning, work, training and behind the scenes efforts make the transition to a Health Dimensions Group managed center possible. My learning project is to work with the Board of Directors to take this align-ment to another level, to define what the experience will be at each of our homes for each resident, guest and staff member that enters our doors. Even though our homes are very unique, the feelings you have and culture you see when you spend time in our centers can be consistent, and a trademark we can be proud of.

Director of Business Development

Health Dimensions Group

Minneapolis, MN


Leadership InfluencesAs ideas are shared of what was important in creating a trademark environment, caring culture and experi-ence in our centers, we realize that we all have differ-ent experience and histories that shaped our visions for our centers. These experiences included time in centers that felt wonderful, family traditions, personal preferences and management experience. As we began to brainstorm, we found there were dozens of things we would like to create this culture and environment in our centers. We decided that the Board of Directors would create a list of up to ten requirements for each center around the culture we aim to create for each center that is a part of the Health Dimensions Group family.

Turning PointsGaining the commitment of the entire Health Dimen-sions team as well as the teams at each center will be critical to implementing these programs at all 24 of our centers. Our goal in having the Board of Directors create this vision was to show the com-mitment at all levels of the organization to creating a culture and environment that highlights our values. The next steps will be to secure commitment to this initiative from Administrators, corporate staff and operations staff so that all involved are committed and involved in the process.

Moving ForwardIn 2012, the Board of Directors for Health Dimensions Group will finalize a list of requirements for all man-aged centers to follow to lead us on our way to create a positive experience for all guests. After this is final-ized we will develop the plan to implement this pro-gram, train others on the importance of the program and a way to evaluate the success of this program.

Key LearningThe skills that I learned and developed during the 2011 Leadership Academy were invaluable during the planning and development stages of this project.

For many of us in this industry, this is not a job, but a passion and a calling to make a difference in the lives of seniors and their families. When speaking about the culture and experience in a center the many view-points, experiences and goals of the team come to-gether to create a joint vision. The Leadership Acad-emy developed my skills in understanding how teams work – from tactical planning for implementation to the skills of being able to understand emotional and experiential drivers for views and ideas. Using these skills, we can bring together our ideas, passions and experience to create a vision of our ideal experience in one of our homes.

BiographyHealth Dimensions Group manages 24 senior care centers across the nation in which 2,500 staff members care for more than 3,000 seniors in a variety of care settings. Health Dimensions also provides industry-leading expertise in con-sulting and management services to hospitals, health systems, and post-acute, long term care and senior living. HDG has worked with provid-ers in all 50 states, having worked with over 600 clients. Erin is a licensed nursing home adminis-trator in the State of Minnesota and is passionate about education and training in the field of aging services. Prior to her career with Health Dimen-sions Group, Erin worked in the vaccines division of one of the largest vaccine manufacturers in the world, with a special focus on pediatric and influenza vaccination. Erin is a graduate of the University of St. Thomas and resides in Minne-apolis with her husband, Kevin.


DANIELLE kOLLEr

Action Learning Project: Implementation of an Ethics Committee

The objective of the project is to formulate a team of professionals who can evaluate ethical dilemmas, questions, issues, and concerns related to patient/resident rights, ethical conflicts about care and organizational ethics. Staff would present to a panel of professionals including the Executive Director, Assistant Administrator, Director of Nursing, Direc-tor of Social Services, Chaplin, Medical Director and other staff as needed. The committee would then discuss the situation and share perspectives to enhance the decision making of other individuals and groups who have the ultimate responsibility to make the decision. The committee serves in an evaluation and advisory capacity only and have no final authority to make the decision.

Director of Social Services

and Therapeutic recreation

Maplewood Care Center,

Volunteers of America, Maplewood, MN


Leadership InfluencesThe ED and management team were pleased to see me take on this project. Our demographics and client base have been changing the past few years and there are more situations that arise that the team believes could benefit from an ethical committee discussion. This project will continue to influence me in my leadership because of my commitment to the project. I will use the skills I learned in the Leadership Academy to make sure the committee works together as a group in their planning and decision making.

Turning PointsSince I am just in the beginning stages of imple-mentation, I have not experienced significant turning points. Staff on our management team are very receptive to the idea of having an ethics committee and believe that it will benefit the facility as a whole.

Moving ForwardMy hope is that this project will be successful and become well known in Volunteers of America so that other facilities could create their own ethics commit-tee. I think that this project could positively effect the field at large because our client base is getting more complex and complicated and there are situations that arise that staff are unsure of how to handle or proceed forward.

Key LearningThe action learning process has helped me grow as a leader in the following ways. It has encouraged me to brainstorm, develop, plan and implement a need in aging services that has currently been unmet in our facility. I will be using the skills I learned during my attendance at the Leadership Academy to formulate all steps of this plan such as building a cohesive group and 3-brain thinking.

BiographyDanielle first began working with the elderly in 1994 when she was a nursing assistant during college. In 1997 she graduated from the Univer-sity of Wisconsin – Eau Claire with a Bachelor’s Degree in Social Work. Once graduated, she began working on a Men’s Behavioral Unit for three years and then took a position at Maple-wood Care Center in 2000, first as a floor social worker and later as the Director of the Social Services and Therapeutic Recreation Depart-ments.


SUzIE M. kONECNY

Action Learning Project: Increasing Resident Choice

We are all aware of the importance that our residents place on meals and meal service. The challenge has been to make as many choices available to our residents and at times that meet both their needs and wants along with what we are able to appropriately staff. Having units that are not equipped with kitchens limits many of our residents on what they have avail-able for themselves in their apartments. This leaves us trying to meet individual requests within our budgetary means.

Our staff is working together to fulfill our resident needs thru interdepartmental team work. Meeting our residents expectations will be an across the board effort from Dietary to Home Health to Housekeeping. By meeting individual requests we will have more satisfied residents and families. We also hope that staff will feel more empowered, being able to fulfill residents wishes.

Housing Manager

Meadow Woods Assisted Living on the

Martin Luther Campus - Ebenezer

Bloomington, MN


Leadership InfluencesWorking with our Dietary Department and Manage-ment Staff to proceed forward with this initiative has been very beneficial. I have learned several things that I had not been aware of previously. In work-ing collaboratively we have found that everyone has something different to contribute to make this suc-cessful - whether or not that is where we see a suc-cess or a challenge that we may not be able to get by. I find myself to be a stronger leader thru having others being the “experts” in their departments. This allows for discussions that are honest but yet respectful of others opinions.

Turning PointsI have found through the beginnings of this action project that our staff all has the same end point in sight, all have just different ways of getting there. There are challenges that present themselves, as for staff not knowing what they are able to offer to a resident, when it is ok to say yes or when to know we are just unable to provide something. So much in our communities, no matter what the department, all comes down to open and honest communication.

Moving ForwardI hope that by increasing our resident meal and meal service options we will provide for a more home like environment for our residents and families. I plan that down the road our residents will be able to feel as though their individual personal needs and requests are not just being met but surpassed. Meal time for some residents may be their only social time during the day. By providing more freedom of choice and flexibility in meal times and delivery will give our resi-dents more confidence in their choice to be calling our community home.

Key LearningAs a participant in the Leadership Academy I take away a multitude of tools and training on helping to make me a stronger leader for my fellow staff and residents. There are several techniques that I take with me to every meeting that I attend on my cam-pus, 3 Brain Thinking, Emotional EQ and formulat-ing Softball Questions are among a few. All of these have assisted me in my action project and my day to day interactions with people I work with. Working to achieve common goals, although they be common, can be a challenge. The tools that I take with me from the Leadership Academy will help me in assisting our staff to reach their goals.

BiographySuzie has worked in Senior Housing for the past 22 years. She began in Dietary and proceeded to Assistant Director and Director of both Housing and Assisted Living facilities. She has been with Ebenezer at Meadow Woods Assisted Living for two years.


ANDrEA M. krEBS

Action Learning Project: Strategic Planning andTeam Development

Each year our team comes up with goals for our com-munity based off of the mission, vision and values of Volunteers of America. My project is focused on taking our goals to the next level of achievement and adding in a team development opportunity. We don’t have the same team members as we did a year ago, and rarely do we get the opportunity to get off site and get to know one another. Part of my project will consist of an offsite team building exercise, using the Strength Finders book. Once we know what our strengths are, my hope is to take each of our commu-nity’s goals and set up teams/committees that can work together to accomplish these goals.

Assistant Executive Director

Maplewood Care Center,

Volunteers of America

Maplewood, MN


Leadership InfluencesWhile we are only in the beginning stages of this project, the relationships that I have developed with mentors, team members and the Leadership Acad-emy fellows have influenced me to be more confident in my leadership abilities. It has also made me a more transparent leader that is able to ask questions and become more informed.

Turning PointsAn important turning point during my action learning project was the timing. I had hoped to accomplish both the team building training, and start working on our goals, by the beginning of the year. One of the “set backs” I am faced with is not being in the Maplewood building. I am currently helping at another one of our communities and have not been able to physically be on site at Maplewood to get the project rolling. I don’t however view this as a set back, just a hold on the project. Goals and team development are both items that can continuously be worked on, so I’ve developed a timeline of how I want to accomplish this project once I am back at Maplewood.

Moving ForwardMy hope is that our leadership team at Maplewood will become a cohesive team that is constantly focused on Volunteers of America’s mission, values and goals. My hope is to always be thinking about what our goals are and how we are going to achieve them together as a team. I believe in the years to come we will continue to do team development exercises so we can each learn what each other’s strengths are and be able to build off of one another.

Key LearningThe Leadership Academy has taught be that as a leader you need to be transparent and you need to step out of your comfort zone. As a leader you need to be able to use one another’s strengths to accom-plish tasks. At the end of the day you may not have all the answers, but knowing how to find them is key. Using your resources and relationships will help you grow.

BiographyAndrea has a Bachelors of Science Degree in Health Care Administration from UW – Eau Claire, with a minor in Business Administration and is a licensed Nursing Home Administrator. She has been working for Volunteers of America for about a year primarily at their Maplewood Campus, but has recently gotten the opportunity to fill in as Interim Executive Director at their Rochester Campus.


MAUrEEN A. MAHEr

Action Learning Project: Senior Housing of the Future – What’s Next?

According to the U.S. Census Bureau, the number of people in the Unit-ed States between the ages of 65 and 84 will increase by almost 40% between 2010 and 2020. Other reports suggest that almost half of this group expects to reside in a senior living community. Without a doubt, we’re talking about a growth industry. But potential is not performance. Just because the numbers are booming doesn’t mean business will be. The changing expectations of seniors must also be considered. The seniors of today and tomorrow aren’t just looking to spend their days in an Adirondack chair, waiting for relatives to visit. They’re interested in health and wellness and have high expectations for their living environ-ment. They’re also staying in the workforce longer and are determined to live healthy, productive lives well beyond retirement.

To prepare for this new wave of consumer, Ebenezer Management Services plans to partner with the Ebenezer Ridges Campus in Burnsville, MN to conduct a series of focus groups. The target market for these focus groups will consist of individuals between the ages of 50-65 years. The geographic parameters will include those who live in cities in the South Metro Region of the Twin Cites (Burnsville, Lakeville, etc.) along with other suburbs with an older population (Bloomington, Edina, Roseville, St. Louis Park, etc.)

Director of Sales and Marketing

Ebenezer Management Services

Minneapolis, MN


Leadership InfluencesI wanted to choose a project that could be used to advance our efforts and have an impact on new busi-ness development at Ebenezer. The project has pro-vided excellent experience in working with a variety of personalities and work styles. It is important for a leader to adapt their style to ensure each member of the team has a voice and is represented at the table.

Turning PointsThe importance of a multidisciplinary group process. Each team member has brought a different and important perspective to the project. The whole is definitely greater than the sum of its parts.

Moving ForwardThe goal of the focus groups will be to learn more about what the next generation of seniors will want in future housing. What types of amenities, services and health care options will they deem important in their later years? Ebenezer is constantly exploring new offerings that can help attract and retain residents, as evidenced by our award winning intergenerational, Life Long Learning and arts and wellness programs. Ebenezer wants to continue to be on the forefront of offering choices for vibrant senior living. It is important that we engage our target market to truly understand how we can help our clients live healthier, more fulfilling lives…now…and in the decades to come.

Key LearningStill in process – I think I will know more once we have completed the project.

BiographyMaureen brings close to 25 years of marketing, sales and communications experience to her role as Sales and Marketing Director for Ebene-zer Management Services. She has worked in a marketing communications capacity for both for-profit and non-profit organizations including NordicTrack, U.S. Bank, the American Cancer Society and a large regional chamber of com-merce. Maureen holds a Bachelor of Arts Degree in Journalism from the University of Minnesota and has completed post graduate course work in marketing at the University of St. Thomas. Maureen is also a graduate of the Marketing and Sales Certificate Program through Aging Services of Minnesota.


SANDI NELSON, rN

Action Learning Project: Sharing the Experience –Bringing the Leadership Academy Principles and Ideas to Angels Care Center

The most difficult part of this project was choosing my topic. There were a number of topics I considered, and each of them had the potential to benefit our fa-cility. However, as I struggled to make a final decision, I realized that the greatest impact I could have on the entire facility would be to share all that I have learned through my experiences at the Leadership Academy. I want the management team to become excited about the changes we can make individually and as a group that will impact the care we provide and the relation-ships we have with others.

Director of Nursing

Angels Care Center, Volunteers of America

Cannon Falls, MN


Leadership InfluencesAs I started to develop relationships with others at the Leadership Academy and at my facility, I also devel-oped a greater understanding of how important this is. As a “seasoned” manager, it took awhile to realize how much I can still learn from talking with others, including those younger and less experienced than me. In my facility, when I returned from a Leadership Academy session, I was amazed at how interested my coworkers were in hearing about what I had learned. Their interest and support was what motivated me to choose this project.

Turning PointsAt this point, the action learning project is still being developed. The management team has been given an overall view of what we will be doing, but like the Leadership Academy, I don’t want to talk about details until we are closer to each new “session.” Change, re-prioritizing and trying to focus on multiple tasks and concerns are part of everyday life in a nurs-ing home, so I already know that one of the biggest challenges we will face with this project is to keep it going when we feel increased stress and demands on our time.

Moving ForwardEducation and development of employees is impera-tive if we want to improve resident care. The care we provide today is very different from the care we provided when I started in long term care. My hope is that everyone on our management team will learn something significant and life-altering from the expe-riences I share with them, and that in return, they will bring their new insights and ideas back to their staff. Of course, my greatest hope is for our residents. I believe they will benefit from having caregivers who are expected and allowed to think differently and are given the education needed to perform their job at the highest level possible.

Key LearningThe Leadership Academy has, in many ways, “forced” me out of my comfort zone. I learned the importance of sharing feelings and experiences and know that it is “good” to allow your gut and heart to guide you--along with your head. As I became willing to be more vulnerable at the Academy, I also opened up to the staff at Angels. I learned many new ideas and concepts, but the most valuable outcome for me is the confidence I gained personally and in my lead-ership ability. I know that I can’t bring everything from the Leadership Academy to Angels, but I hope that we can grow and learn together by reading, sharing, being creative, and thinking like leaders.

BiographySandi has worked in a variety of healthcare settings, but long-term care is where her heart belongs and the area of nursing that brings her the most satisfaction. She started her career as a Nursing Assistant, worked as an LPN for over 12 years, and eventually obtained her Nursing Degree so she could pursue her goal of becom-ing a Director of Nursing. As a Director of Nursing she feels she has the opportunity and ability to change the lives of the residents she is respon-sible for and ensure quality care.


SUSAN M. OLSON

Action Learning Project: Engaging Not-For-Profit Board of Director Members

My project is to actively engage Ebenezer’s board of directors based on their personality preference styles. Each of us is unique and our differences can be our greatest strengths. At Ebenezer, we use the tool – Insights. This tool is more about self-discovery and learning how to adapt rather than outright change. This is not about trying to change who you are, but give information about your needs, style and expecta-tions in communication. Many of our employees have been involved in taking the personality profile and have seen the benefits in understanding themselves and others better, creating an actively engaging environment. Our board of director members have now all taken the profile and we are now in a position to explore the opportunities to engage each member in a way that meets their style.

Vice President Corporate Services

Ebenezer Corporate Office

Minneapolis, MN


SUSAN M. OLSONLeadership InfluencesI believe this project has great potential for the engagement of our board of directors. After taking the profile, each member was provided with a 21 page report identifying their personal style, how they prefer to interact with others and their preferred decision making style. The report also identifies key strengths and weaknesses, how they bring value to a team, communication preferences, possible blind spots and suggestions for development. This project has given me a great opportunity to work directly with each board member to understand their preferences, and in turn provide a better understanding between key leadership staff and the board.

Turning PointsAlthough we are still in the beginning stages of this initiative, leadership staff have already identified key learnings in how to deliver information, as well as what type of information the board is interested in. Leadership staff have also identified the need to re-structure meetings to best engage each member.

Moving ForwardThe intent of this project was to more actively engage our board members and we are finding many oppor-tunities to not only better support our board, but for the board to better support our leadership staff in effective strategic growth and continued enhance-ment in programs and services. We have just begun this initiative and look forward to the endless possi-bilities in the journey ahead.

Key LearningWhat a great opportunity it has been for me to be involved with the Leadership Academy. I have met some of the most respected leaders in the industry, strengthened my leadership skills and knowledge base with our board of directors and identified key areas of personal growth. I look forward to using the skills and ideas I’ve discovered throughout the past year, as well as continuing some pretty awesome relationships developed along the way. Although the course is coming to an end, the journey of continued learning just begins. Thanks to Aging Services of Minnesota for this great opportunity.

BiographySue has been in the senior care industry for most of her adult life. She currently serves as the Vice President of Corporate Services for Ebenezer, and has a variety of responsibilities including sup-porting the Ebenezer board of directors. Sue is passionate about providing exceptional customer service and her work with personality profiling with Ebenezer staff has been key to helping staff understand the unique preferences each customer will have. In her spare time, Sue also provides personal care to homebound seniors, which enables her to relate directly to staff.


SArAH M. OzMENT

Action Learning Project: The Future of Culture Change

My action learning project is based on current and future culture change initiatives at Ebenezer Ridges Care Center; starting with the seniors we serve today and planning for the future of senior care in our community. The two main components of my action learning project were to conduct two culture change surveys; one with the management team and one with residents and families of Ebenezer Ridges Care Center. I focused on how we currently are doing on our culture change journey and how we can plan for the future of culture change based on resident needs, desires and opinions.

Director of Therapeutic Programs

Ebenezer ridges Care Center

Burnsville, MN


Leadership InfluencesThe many relationships that I have built during the Leadership Academy have strongly influenced me during the process of my action learning project; increasing my confidence as a leader, the art of self reflection and continuing to build meaningful relation-ships with co-workers, residents and family members. Culture Change touches everyone, in every depart-ment, and through my action learning project I have been able to build relationships with co-workers in other departments that I had not previously worked close with. Our culture change journey will continue for many years to come at Ebenezer Ridges Care Center and I look forward to continued relationship building on the way.

Turning PointsAn important turning point for me during my action learning project was starting to get the resident/family surveys returned back to me, reading through them, analyzing the data and planning on where to go from there. I knew there would be many ideas, comments and direction however organizing that data and find-ing key trends was really important to me so the staff and culture change team could move forward with our culture change journey and future initiatives.

Moving ForwardMy hopes are high moving forward in the months and years ahead with Ebenezer Ridges Care Center’s culture change initiatives. I anticipate that we will see more satisfied residents and families and that the staff is able to embrace resident focused care for each resident, based on that resident’s individual needs. And as the resident/family surveys keep being returned and ideas keep flowing in, culture change initiatives will be endless.

BiographySarah has a Bachelors Degree in Public Health with minors in Gerontology & Sociology from Minnesota State University- Mankato. She has been working with Ebenezer for 4 years; she began working for Ebenezer Ridges Care Center in 2008 as a Therapeutic Recreation Coordinator and in 2010 moved into the position of Director of Therapeutic Recreation.

Key LearningThrough my participation in the Leadership Academy I have had the opportunity to self reflect, step out of my comfort zone, learn many new leadership skills and strengthen my existing leadership skills, and I have grown in confidence throughout my Leadership Academy experience. Getting to know my strengths and the strengths of others on my team has been a key tool for me to use in my daily operations. The experience and knowledge I have gained over this past year will be something I will take with me throughout my entire career and will only continue to grow and build upon.


SHErI rUEHLE

Action Learning Project: Made to Order...Increasing Resident Satisfaction While Reducing Food Costs

My project is to increase the number of menu options offered to the residents at our Elim Watertown cam-pus by providing restaurant-style dining and expand-ing service hours to allow our residents more choices in their daily activities. My goal will be to improve efficiencies in production and reduce food costs by ten percent while maintaining food quality.

Director of Operations/Corporate Dietician

Elim Care, Inc.

Eden Prairie, MN


Leadership InfluencesThe many relationships that I have developed dur-ing the Leadership Academy have highly influenced me to be a broader thinker and leader. Every session with our team has energized and challenged me. This project has allowed me the opportunities to find how all employees can lead in their own way. Working on this project has allowed me to build relationships with employees in other departments that I haven’t had the opportunity to work closely with in the past allow-ing me to hear their ideas before making decisions. My leadership style has changed allowing me to be more encouraging and supportive while empowering others.

Turning PointsWe are still in the planning stages. It has been impor-tant to remind staff of the goal and who we are trying to make change for-the residents. We have found that it is critical to remind staff that someday, they or their family members may be residents at a care center and expectations of services desired will be ever changing. This project will effect multiple depart-ments working together and they will have their own challenges because of it and need to be heard and encouraged to think differently.

Moving ForwardMy hope for this project is that it will help us to continue to look at the services we provide to our residents. Are we accommodating our own needs or the needs of the residents? Alternate methods can and will lead to a better way of life for our residents.

BiographySheri joined the Elim family over 21 years ago. She has held various roles within Elim. She started as the Foodservice Director in Milaca and transitioned to the Corporate Dietician position within two years. During the last four years, her role has expanded into operations working with assisted and independent living as well as long term care campuses. Each position has offered many opportunities to work within the constantly changing health care environment.

Key LearningAs a leader, I need to know what is important to others and learn how to help them achieve their goals while meeting the goals of the company I serve. It’s easy to find weakness in others, finding their strengths is the key to building a productive relation-ship. Everyone wants to be successful in what they do, they just need the opportunity. Very few people are great leaders overnight. It takes time and prac-tice. After studying leadership in other organizations and participating with the group my confidence has improved. I find that I am seeing things in a new light and constantly seeking new solutions to old prob-lems.


PATrICIA A. rYAN

Action Learning Project: Mentorship Program

The purpose of this project is to create a mentorship program for first time supervisors or anyone recom-mended by a current manager/supervisor. The pro-gram will provide a one-on-one contact with a mentor in their field and will meet monthly to cover different topics i.e. HR processes, financial processes, safety and workers comp, etc. The participant will receive a 3-ring notebook the first day and supporting docu-mentation and resources from each meeting that may be referred to in the future. In the end, they will have both a mentor and a resource book to support them in their new role.

Executive Assistant 2

MN Veterans Homes,

MN Department of Veterans Affairs

Minneapolis, MN


Leadership InfluencesSo far this project has allowed me the opportunity to connect with leaders at the Central Office level as well as at the Homes level. I have formed a com-mittee of four people (including myself) and we have identified a plan for completing this project. I am looking forward to learning from each of these mem-bers as well as a number of new supervisors we have identified as candidates to interview to learn what information would be the most helpful.

Turning PointsI have to say the most difficult part has been start-ing this process. We all have very busy jobs and have been surveyed twice (we are surveyed by both MDH and USVA) in the last 3 months. The challenge has been making this project a priority for the other members. The planning meeting really helped identify the need for this project and get the members excited about the outcomes.

Moving ForwardI hope this project leads to a larger scale leader-ship program for the Homes. I would also think this could develop into a succession plan for the future of the Homes. The succession planning would re-ally help in the current field, with all the retirements there are going to be some very large holes to fill with fewer people. This project and the following projects could play a large role in planning for these inevitable changes. Biography

The MN Veterans Homes provide skilled and domiciliary care to over 900 of MN Veterans and spouses daily. There are 5 Homes throughout the state of MN; Fergus Falls, Hastings, Luverne and Silver Bay. The Veterans Homes are state owned and operated and are funded by state appro-priated dollars, Veterans Administration per diem and resident private pay. Patty has worked in various positions in long-term care homes since she was 14 years old. She has her Bachelor’s Degree in business administration and is working on her administrator’s license. She is passionate about honoring the aging population and helping them live their final life stages to their own per-sonal best, whatever that may be.

Key LearningI have grown tremendously since starting the Lead-ership Academy. This project has allowed me the opportunity to put all that we are learning into action. It has allowed me to be a part of a solution for the Homes and has allowed me the opportunity to work with some wonderful leaders in our organization.


MArCIA J. STANTON

Action Learning Project: Improve the Interview Processfor all Employee Applicants

I plan to develop a workshop for the management team to improve the interview process for all potential new employees. We will offer a guide with appropri-ate interview questions and introduce a peer interview process. I will research a type of skills testing process for the position and allow the applicant to shadow a current employee during a shift for a “hands on” experience.

In the workshop we will stress the importance of checking previous work references and assigning an appropriate trainer to orient the new employee in the department. The trainer will also orient the new em-ployee on the culture of Three Links for a clear under-standing of our mission, standards and commitment to quality care for our residents.

We will be able to measure the success of this project with lower turnover rates and improved retention of our employees.

Human resources Director

Three Links

Northfield, MN


Leadership InfluencesI have shared my plans for the Action Learning Proj-ect with our CEO, Director of Nursing and members of our management team. I have received full support from all members of the team and they welcome any tools they can use to make the best hiring decision for Three Links. It is agreed by all that we need to take our time with the hiring process, select the best fit for the organization and be committed to retain good employees.

Turning PointsI have seen the need to implement a better interview and hiring process for some time but have not taken the time to concentrate on the contents. Being a member of the Leadership Academy has helped me put this project on my priority list and has motivated me to take steps to follow it through. The biggest challenge is taking the time out of my day to commit to the project. I am convinced the project will save our organization money in training expenses and instill a sense of pride for all employees knowing they are working for the employer of choice in our com-munity.

Moving ForwardI plan to offer the workshop within the first six months of 2012. I would like to select current employees to assist us with the peer interview process to get their input and ideas. I am in the process of researching a skills test for potential new employees so we can determine their problem solving skills and their ability to be a team player. We know from experience that new employees must receive proper training from our existing staff or we will not retain them. This will be a continuous work in process with everyone committed to finding the best fit for a position at Three Links.

BiographyMarcia has worked at Three Links for thirteen years in Human Resources. She is responsible for all Human Resources functions, processing payroll, and employee benefits and workers com-pensation. She welcomes each new employee on campus, introduces them to their online new employee orientation and offers support any way she can to make employment at Three Links a positive experience. In 2009 she received her Associates Degree in Human Resources Management. Her experience at Three Links along with her degree has helped her improve her problem solving and listening skills. She is committed to encourage all employees to be a team player, enjoy their job and have fun at work. A satisfied, happy employee is a more productive employee.

Key LearningThe Leadership Academy experience has been such a positive experience for me and I feel more com-fortable in a leadership role. I have learned patience and better understand the value of accepting others the way they are “wired”. I have learned to challenge myself, to think outside of the box, breath, listen and ask questions. Building relationships with the people you work with is so valuable. Get to know them as a person, value their suggestions and ideas, make expectations clear and hold them accountable. Strong work relationships create a happy productive work environment.


ADAM J. SUOMALA

Action Learning Project: A Place to Thrive: The Statusof Culture Change in Minnesota

This publication provides an overview of the person-directed living movement in Minnesota. From a look back on the early innovations of pioneers to the latest research and demonstration projects, it offers a look at meaningful transformation underway in the field of aging services. Using baseline data of the never before seen Aging Services of Minnesota Culture Change Inventory ® research study, this document puts in context trends in language changes, new care delivery practices, evolutions in our designed environ-ment, as well as what lies ahead for regulations and the future skill needs for an effective workforce.

Director of Member relations

Aging Services of Minnesota

St. Paul, MN


Leadership InfluencesThis project ultimately required participation of lead-ers from numerous stakeholder organizations. From national context shared by the Pioneer Network and the hundreds of Aging Services members participat-ing in the first-ever state research to the interview process with dozens of stakeholders. Overall, this project has helped me to see the need for a leader to take in a variety of information from a variety of sources, engage in healthy debate on several fronts, and to ultimately make firm definitive decisions.

Turning PointsThroughout the project I have been continuously surprised at how the passage of time can change my thinking on subject matter. I also notice taking time in executing projects can be both a value and a risk. Some core elements stayed consistent and would have been better released sooner – as a result, they don’t feel timely. Other components evolved into quite different positions worth waiting for. I’m struck by how the push and pull of multiple voices can derail you if you are not working from a solid foundation of knowledge. You must always start from the ground up.

Moving ForwardIt is my hope that this publication will be distributed in print and electronic means to a wide audience of Minnesota and national culture change agents and that its content will help feed the forthcoming Aging Services of Minnesota website. Ultimately, I hope the information it contains will be a catalyst for culture transformation and increase participation for the second year of data collection in a statewide Culture Change Inventory ® study in 2012.

BiographyAdam has been with Aging Services of Minne-sota since June of 2000, where he began in the public affairs division with grassroots advocacy and lobbying. As Director of Member Relations he currently has responsibility for membership recruitment and retention, healthcare workforce development and a variety of related strategic initiatives. Adam is lead staff of the Health Sup-port Specialist Apprenticeship Advisory Council, Workforce Solutions Council, Culture Change Council, and administers statewide District Meet-ings. He is a member of the HealthForce Minne-sota Executive Alliance and Partnership Council, the State Board of Directors for the Health Occu-pation Students of America, ASAE and MSAE.

Key LearningCompleting this project has helped me feel a sense of accomplishment, as I was able to turn a 5-year journey of learning and exploration into an easy-to-understand tool to be shared with state and national partners. The Leadership Academy has helped artic-ulate for me that part of my role as a leader – and my skill as a leader – is to engage multiple voices in often difficult and unclear conversations and drive towards results. My role synthesizing statewide data and trends into easily digestible information and recom-mendations for action steps is one I need to continue practicing and enhancing.


DENISE M. BIErLE SVEC

Action Learning Project: Exploring the Next Generationof Senior Housing Through Focus Groups

In the current market, most senior housing options offer service packages and amenities that will not adequately meet the future (10-20 years) demands and expectations of seniors. Through the use of focus groups made up of well-informed and savvy adult children of our current senior clients in the southern twin cities metro area, we are hoping to discover potential alternative senior niches that will help us plan and prepare to meet the needs of our future clients.

Housing Manager

Ebenezer ridge Point Apartments

Burnsville, MN


Leadership InfluencesI was fortunate to be able to recruit a team of cross-continuum/inter-department senior experts to work together to outline a program guide for the focus groups. These peer relationships are the backbone for my leadership project due to each team member’s valuable, compassionate, and insightful vision for se-niors. The other important relationships are the focus group responders (adult children of our current senior clients and residents) that are being chosen by the inter-department team due to their hands-on knowl-edge and personal experience of the senior industry by means of supporting their aging parents. I believe that nurturing relationships through trust and integrity is the key to being an influential leader.

Turning PointsAt this early point in my action learning project, I have validated to myself the importance of well-cultivated relationships and their value to positively support shared mission-driven goals. I’m sure this concept seems incredibly simple and naïve to most; but for me, facilitating a cross-continuum group for the first time and sensing the team’s positive and engaged responses, has been an empowering and confidence building experience.

Moving ForwardThe concept that comes to mind is a phrase we learned during our second Leadership Academy gathering, “all ships rising” and then again this same concept was reinforced by the panel of leaders during our third gathering. I would be absolutely honored if even a tiny morsel of learning that comes from my action learning project could positively affect the future of the senior services/housing industry.

BiographyDenise began her work with seniors as a Recreation Therapist after graduating from the University of South Dakota. After 8 years in various therapeutic recreation roles, Denise transitioned into administrative support for the Ebenezer Housing Division and then to on-site affordable senior housing management at Ebenezer Ridge Point Apartments where she has worked for the last 16 years.

Key LearningDuring my Leadership Academy experience, I have met so many inspiring leaders from the senior service industry with not only outstanding knowledge and vision, but who also use integrity and compassion in their work. Again, validating the importance of relationship management and how these relation-ships can positively support shared goals has proven to me that our industry is in good hands for navi-gating a promising and empowering future for our seniors.


NANCY WEYkEr

Action Learning Project: Group Sessions on ManagingChallenging Behaviors

The goal for my Action Learning Project is to conduct a series of three informative group sessions designed to help staff gain basic skills in managing the daily issues that arise when working with people with a variety of mental health issues. Our mission at Ebene-zer is to help older adults and others make their lives more independent, healthful, meaningful and secure. By increasing employee awareness on managing challenges behaviors, staff will have an opportunity to provide a higher level of quality service for our inner city group of residents.

Housing Manager

Ebenezer Tower Apartments -

Ebenezer Society

Minneapolis, MN


Leadership InfluencesThrough my work on this project, it has become very apparent that there is a great need for increased awareness when working with this complex popula-tion.

Turning PointsIt is too early in the project to identify specific turning points at this time.

Moving ForwardMy hope is that the group sessions will start to bring awareness to attendees about how to provide qual-ity care to those that can be a unique population to serve. In the future, this increased knowledge can be passed on by more people and help future employ-ees on our campus. Providing a higher quality of life for our seniors means dispelling some of the myths surrounding mental health and I would ideally like to see our campus learning and leading some of this change.

Key LearningAs I began putting this project into action, I found myself calling upon my previous work experiences in leading groups, working with people with men-tal health issues and managing other leaders. The Leadership Academy has challenged me to reflect on all of my experiences, including my personal expe-riences, and promoted being genuine, acting with integrity and leading honestly. Combining all these qualities and life experiences have increased my self-awareness and as a result my leadership skills. The Leadership Academy has given me many resources to continue exploring my need for new learning and share it with others. The Leadership Academy was a once in a lifetime experience.

BiographyNancy is currently the Housing Manager at Ebenezer Tower Apartments in Minneapolis. She is a Certified Therapeutic Recreation Specialist and a Licensed Nursing Home Administrator. Nancy has worked with senior citizens for almost 25 years, in nursing homes, hospitals, indepen-dent living, and assisted living settings. Ten of those years were spent working in hospitals in mental health, with patients ranging in age from 18 to 99 years old.


LYNN M. WHITLOCk

Action Learning Project: Ebenezer Minneapolis CampusMinimum Marketing Standards

My action learning project was to lead and influence a team of marketing and admission coordinators in developing minimum marketing standards for the Ebenezer Minneapolis campus. My hope is that it would encourage sales and marketing staff to further engage in our community around us. I am also hoping this will break down barriers to why it is difficult to get out of our communities to network. Ultimately, it will increase awareness of our services to referral sourc-es, build and reestablish relationships with others in the community and therefore increase our census.

Marketing Coordinator,

Ebenezer Loren on Park

Ebenezer Society

Minneapolis, MN


Leadership InfluencesThe Ebenezer Minneapolis campus is incredibly fortunate to have a team of sales and marketing staff who work well together to encourage one another’s growth, as well as the campus. As participants, our team was strengthened as a result of this project. They each encouraged me to think broader and fo-cused on the task at hand. The completed standards point directly at the team, not to any single person. My mentors encouraged me throughout the process and have encouraged me to expand my leadership abilities within Ebenezer and aging services.

Turning PointsWhen I first asked the team of five if they would like to engage in this project, they all agreed. Once we began meeting, I sensed some opposition and chal-lenging questions, as well as excitement to imple-ment immediately. What surprised me is I welcomed them all. Before the leadership training, I would have been more discouraged or focused on the challenges instead of seeing the value in opposition. The com-pleted project points directly to the team, much more complete and thought out than if I would have done it individually. I believe it will be implemented at each site, because it was created by the individuals who will be taking ownership of it.

Moving ForwardWe are beginning the implementation January 1, 2012 and measuring the results quarterly. There are 6 standards we chose to focus on. They were written as a result of our brainstorming session that deter-mined what we hoped to see, what we thought we were doing well, and how to break down the barriers indentified. We will be measuring three areas: (1) Did our referral calls per quarter increase? (2) Did our average quarterly census increase? (3) Did the number of appropriate inquiries increase?

BiographyLynn graduated with a Bachelors of Science Degree in Therapeutic Recreation from Minnesota State University, Mankato. She worked as a Certificated Therapeutic Recreation Specialist for six years and seven years in Admissions and Marketing in two Ebenezer skilled nursing facilities. For the past four years, she has worked in senior housing for Ebenezer’s Minneapolis Campus, as the Marketing Coordi-nator at Loren on Park.

Key LearningThis project has contributed to my growth as a leader in many ways beginning with this Action Learning Project. To focus on the growth of influcing a group of people was very valuable to me. I’ve learned so much about myself and have embraced this incred-ible learning opportunity. I have grown in confidence, knowing who I am as a leader, and what I can bring to my organization and the senior service industry. The tools given to us are as valuable to me as a person and to my career.


kArEN L. WULFEkUHLE, LSW

Action Learning Project: PioneerCare Suites:A Community for Enhanced Assisted Living

Pioneer’s mission is to promote quality of life in a Christ-like way for those we serve by providing diverse and holistic care, focusing always on indi-vidual dignity and worth. The PioneerCare Suites provide a residential and care option for people who need more assistance than other assisted living facilities can offer; but not at the higher level that a skilled nursing care center provides. Licensed nursing staff provides around–the-clock care. By offering this resource to the community, PioneerCare can reach a population of people in need of higher acuity assisted living services in an environment that supports person- centered care and independence.

Director of Home and Community Services

PioneerCare

Fergus Falls, MN


Leadership InfluencesBuilding a program to support an alternative for residential living that embraces a higher level of care requires input from potential tenants and providers. Providers share information related to gaps within the service spectrum that would enhance an individual’s ability to live with greater independence. Person centered care has been the foundation of Pioneer-Care’s philosophy of caregiving. Working together with providers, peers, and constituents to support this programming has been vital in the process.

Turning PointsThe creation of an arm of service for the organization carries a significant amount of importance. While the team works together to support the many facets of development; awareness of details, regulatory func-tions, programming needs, etc. they are substantially overwhelming at times. The execution of such plans requires solid coordination, effective communication, and a cohesive team to navigate the process in its entirety.

Moving ForwardProviders of long term care will be challenged to support their campus and communities with a com-prehensive approach to aging in place and the necessary supportive services to make this happen. PioneerCare Suites is one of two programs within the Fergus Falls community to support an enhanced assisted living model. The primary goal of this team is offer an alternative to care that supports aging in place as long as possible. In addition, opportunities for chronic disease management and holistic well-ness complement the plan of care for the individual. The aging population welcomes options and opportu-nity as well as education to make informed decisions about healthcare.

BiographyKaren joined PioneerCare in Spring 2010. She is passionate about their social mission and has this to say about program development: “Col-laborating with community and region resources for healthcare and service connection is vital to the success of aging in place. We have a respon-sibility to educate and provide options.” Karen has more than 20 years of healthcare experience from skilled care to acute care medical social work. Strategically, her PioneerCare position was created to support program development and centers on operation, policy development and relationship building with partners in the commu-nity and region.

Key LearningPioneerCare Suites is scheduled to open Janu-ary 2012. This project has specifically challenged me professionally and personally. Working with the executive team on the financial pro forma, supporting staffing development, ensuring policy and regulatory compliance has been stimulating. Personally, my passion for this work is grounded in servant leadership. To listen, empower, share, and empathize has a powerful presence within human interaction. PioneerCare Suites will complement the spectrum of services on the PioneerCare campus as well as provide a safe, viable, and affordable alternative to assisted living.


Acknowledgements

Leadership Academy Steering CommitteeAging Services of Minnesota extends deep appre-ciation to the following individuals for their work in shaping the goals and structure of the Leadership Academy.

Pat Vincent, Steering Committee Chair, CEO & Administrator, Three Links Care Center

Cathy Bergland, Executive Director of Leadership Development and Organizational Effectiveness, Presbyterian Homes and Services

roman Bloemke, Director of Operations, Welcome Home Management Company

Nancy Burton, Development Director, Benedictine Health Center at Innsbruck, Leadership AAHSA Fellow

Bob Dahl, President & CEO, Elim Care, Inc.

Janet Green, Regional Director, Emmanuel Com-munity, Leadership AAHSA Fellow

Chuck Heidbrink, President, Cerenity Senior Care

Mark Thomas, President & CEO, Ebenezer

Michele Holleran, DeArment Consulting

Lori Meyer, Senior Vice President, Aging Services of Minnesota

HostsTo our gracious hosts for providing meeting space, logistical support and most of all, for allowing us to see firsthand the power of transformational leader-ship – we thank you.

kings Crossing, Episcopal Homes of Minnesota, St. Paul

Perham Memorial Hospital & Home, Perham

Mckenna Crossing, Presbyterian Homes and Services, Prior Lake

The Minnesota Twins and Target Field, Minneapolis


Guest SpeakersWe are so very grateful for the leaders who volun-teered their time to share their expertise and leader-ship lessons with the Leadership Academy Class of 2011.

Peter C. Hutchinson, President, Bush Foundation

Marvin Plakut, President & CEO, Episcopal Homes of Minnesota

Chuck Hofius, CEO, Perham Memorial Hospital & Home

Dan Lindh, President & CEO, Presbyterian Homes and Services

Sharon klefsaas, Executive Director of Operations, Presbyterian Homes and Services

Cathy Bergland, Executive Director of Leadership Development and Organizational Effectiveness, Presbyterian Homes and Services

Dave St. Peter, President, Minnesota Twins

2011 Leaders in ResidenceOur special thanks to the following aging services leaders for sharing their professional and personal leadership stories through intimate conversations with this year’s fellows.

Gil Acevedo, Deputy Commissioner, Minnesota Department of Veterans Affairs

Bob Dahl, President & CEO, Elim Care

Linda Doerr, Executive Director, St. Benedict’s Senior Community

John Huhn, Chief Operating Officer, Walker Method-ist

Michael klatt, President & CEO, The Lutheran Home Association

Gayle kvenvold, President & CEO, Aging Services of Minnesota

Wayne Olson, Senior Vice President of Healthcare, Volunteers of America National Services

Mark Thomas, President & CEO, Ebenezer

Pat Vincent, CEO/Administrator, Three Links Care Center


Leadership Academy Faculty

Facilitator:MICHELE HOLLErAN, PhD, DeArment Consulting, LLC

Co-Facilitator:BrAD BALLINGEr, Learning & Development Specialist, Presbyterian Homes

Coaches:

Staff:

LOrI MEYEr, Senior Vice President, Aging Services of Minnesota

HEIDI SIMPSON, Director of Education, Aging Services of Minnesota

kATHY OLSON,Executive Director,Millstream Commons

PAM kLINGFUS, Regional Driector of OperationsVolunteers of AmericaNational Services

LINDA SHELL, Director of Education & Learning, Volunteers of America

JOEL PrEVOST, Adminsistrator,Ebenezer Care Center


BrAD BALLINGEr, Learning & Development Specialist, Presbyterian Homes

Apply to the Leadership Academy

Applications for the Leadership Academyare available on the Aging Services website at

www.agingservicesmn.org, log in and select Leadership Academy.

Applications for the Leadership Academy Class of 2012-2013will be accepted until March 5, 2012.

For further information, visit the website or contactLori Meyer at [email protected].

2550 University Avenue WestSuite 350 South

Saint Paul, Minnesota 55114-1900P 651.645.4545 TF 800.462.5368 F 651.645.0002

www.agingservicesmn.org

in Action - Home | LeadingAge Minnesota...visionary leadership and innovation both within and...

Documents

Transcript of in Action - Home | LeadingAge Minnesota...visionary leadership and innovation both within and...