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Fall/Winter 2008 Volume 11, Issue 2
Protect Your Staff, Protect Your Biggest Asset
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Omnicare Pharmacies of Kentucky
D&R Pharmacare Three Forks Apothecary
United Pharmacy Associates Home Care Pharmacy
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RUG Tools 386807 1/2 H
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Fall/Winter 2008 CareLink is published biannually for the Kentucky Association of Health Care Facilities 9403 Mill Brook Road Louisville, KY 40223 Phone: (502) 425-5000 Fax: (502) 425-3431 www.kahcf.org
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©2008 Naylor, LLC. All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher.
PUBLISHED OCTOBER 2008/KAH-B0208/7707
Departments 6 Chair’s Message
Growing Future Leaders: The Seeds Are Within Your Own Ranks By Mary Haynes
7 President’s Message Long Term Care’s Workforce Challenge By Ruby Jo Lubarsky
22 Kentucky’s Advancing Excellence Participants
23 Member News
25 Welcome New KAHCF Members
26 Education Calendar
30 Index to Advertisers
Features 10 Active Listening, Empowerment and Consistency:
Three tools for success in recruitment and retention of Certifi ed Nursing Assistants By Bill Grenier RN, BSN Director of Nursing Masonic Home of Louisville
13 Computer Purchase Program Enhances Employee Learning and Boosts Morale By Joe Brainard, RN, BSHA, LNHA Assistant Administrator, Kingsbrook Lifecare Center
15 Workplace Wellness—It Works! By Amanda Green Director of Marketing Healthcare Therapy Services
17 Reducing Employees’ Stress Levels: A Goal Worth Stressing By Loretta G. LeBar, JD, CHC Attorney, Stoll Keenan Logdon PLLC
19 Eight Employment Mistakes Long Term Care Providers Will Make This Year By Samuel H. DeShazer Attorney, Hall, Render, Killian, Heath and Lyman
21 Workman’s Comp and Long Term Care By Rick Houze Senior Vice President Wells Fargo Insurance Services of KY
T h e de mo g r aph i c s i n o u r culture are a challenge that the Kentucky Association of Health Care Facilities takes seriously.
We have a growing population of elders, while the numbers of people in the age groups seeking health care careers is not growing at that same rate. That disparity means that finding enough long term care workers to care for the increasing population of elders will be a struggle.
We want to say with confi dence that organizations providing long term care to elders are secure in their ability to provide a well-equipped team of professionals. As we considered our initial strategic plan two years ago, we identifi ed promoting person centered care and leadership education as key ingredients to protecting our ability to provide for those who will need the environment of a nursing home in the future. The retiring baby boomers are going to demand more choices to make their care more person centered, while we as professionals will need strong leadership to guide our direction in the coming years. Without question, an investment in growing quality leadership is an investment in the future of long term care. That goes not just for the Association, but within our buildings as well, as we look among our own ranks to grow our future leaders.
By Mary Haynes, Chair KAHCF Board of Directors
Growing Future Leaders: The Seeds Are Within Your Own Ranks
In long term care, our primary resource is human capital. Only with the right team in place is the organization able to meet or exceed the expectations of residents and families. And there are several tools for providers to tap into to gauge staff performance. By promoting Advancing Excellence, we encourage members to discover and improve their level of staff satisfaction. My InnerView’s “National Survey of Nursing Home Workforce Satisfaction” shows the strong correlation between leadership, staff loyalty and customer satisfaction. Fielder’s report on effectiveness tells us, “The quality of leadership, more than any single factor, determines the success or failure of an organization.” In any organization, strong leadership can help mold a happy, cohesive staff that enjoys their work, and provides quality care that keeps residents and their families satisfi ed.
Our Association has an outstanding track record of providing programs and resources to keep your staff informed on the latest changes in providing long term care. Increasingly, this generation of workers is not content to simply
show up. Today’s staff member wants to understand the big picture and their part in it. Success is no longer defi ned by stability. That’s one of the greatest benefi ts KAHCF offers its members – the continuing education program is top-notch. We must have the commitment of each member, both to what they are doing and to the larger organizational goals.
By using the resources and programs of Advancing Excellence and the philosophy of person centered care, each person in the organization plays an active part in the bigger picture to meet the needs of the customer. The programs and activities of the Association create a climate of positive public image for the health care career. We know that leadership development is the foundation of customer satisfaction and quality outcomes.
Bottom line, meeting the leadership challenge means spending more time looking forward than remembering what is behind us. As we make the lives of people around us better, we build our future by being willing to fi nd new ways to meet today’s challenges.
Meeting the leadership challenge means spending more time looking forward than remembering what is behind us.
K entucky, like many states, faces a serious challenge in meeting its cit izens’ long term care needs with an adequate and
stable supply of well-trained direct care workers. Our country’s rapidly growing aging population will only increase the demand for direct care workers in the future. Among other tasks, these workers help impaired persons with some of the basic and personal daily tasks most of us take for granted, such as bathing and dressing. Direct care workers are essential to achieving quality care and to preserving, to the extent possible, the dignity and independence of persons who must rely on others for help with care needs.
Growth in the elderly population will put increasing demand on long term care related services as well as the professional and paraprofessional staff needed to provide these services. Persons 85 and older are those most likely to need long term care. The 85-plus population is expected to double to 8.9 million by 2030 compared to 4.9 million in 2000. This increase in that segment of the population, as stated by Stephen Dawson, President of the Paraprofessional Healthcare Institute, means our nation faces a serious “care gap.”
Tradit ionally, the direct care workforce has been comprised of women 20 to 54 years of age. The US General
Accounting Office reports that between 2000 and 2030, the ratio of “traditional” direct care workers available will drop from 16.1 per person 85 and older in 2000 to 8.5 by 2030. This ratio will drop even further to 5.7 “traditional” workers per person age 85 and older by 2040. Between 2000 and 2010, the nation will need an additional 874,000 direct care workers.
According to Better Jobs Better Care, a Robert Wood Johnson-funded initiative; several factors contribute to the difficulty in recruiting and retaining paraprofessionals: • Wages are generally low and
benefits are poor. • Job prepa rat ion, cont i nu i ng
education, and training frequently fail to prepare these workers for what they face in caring for people with increasingly complex needs.
• Advancement opportunities are often limited.
• Paraprofessionals report that they often do not feel valued or respected by their employers or supervisors.
• Despite having more interaction with patients than many other
By Ruby Jo Lubarsky KAHCF President
Long Term Care’s Workforce Challenge
members of the care team, these workers are often excluded from decision-making involving patient care. To address this emerging “care
gap”, providers and policymakers are likely to consider a broad range of strategies: improving wages and benefits of direct care workers, tapping new worker pools, strengthening the skills that new workers bring at job entry, providing more relevant and useful continuing education and training, creating opportunities for advancement or career ladders. Also many providers believe that c