Fall/Winter 2008 Volume 11, Issue 2

Protect Your Staff,Protect Your Biggest Asset

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Omnicare Pharmaciesof Kentucky

D&R PharmacareThree Forks Apothecary

United Pharmacy AssociatesHome Care Pharmacy

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RUG Tools3868071/2 H

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Fall/Winter 2008CareLink is published biannuallyfor the Kentucky Associationof Health Care Facilities9403 Mill Brook RoadLouisville, KY 40223Phone: (502) 425-5000Fax: (502) 425-3431www.kahcf.org

Published by:

Naylor, LLC5950 N.W. First PlaceGainesville, FL 32607Phone: (800) 369-6220Fax: (352) 332-3331www.naylor.com

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Sales Representatives: George Baldwin, Lou Brandow, Janet Corbe, Janet Frank, Kathryn Hillgardner, Heather Locke, Scott Pauquette, Don Ryan, Kyle VanArsdall, Jamie Williams

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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

Departments6 Chair’s Message

Growing Future Leaders: The Seeds Are Within Your Own RanksBy Mary Haynes

7 President’s MessageLong Term Care’s Workforce ChallengeBy Ruby Jo Lubarsky

22 Kentucky’s Advancing Excellence Participants

23 Member News

25 Welcome New KAHCF Members

26 Education Calendar

30 Index to Advertisers

Features10 Active Listening, Empowerment and Consistency:

Three tools for success in recruitment and retention of Certifi ed Nursing AssistantsBy Bill Grenier RN, BSNDirector of NursingMasonic Home of Louisville

13 Computer Purchase Program Enhances Employee Learning and Boosts MoraleBy Joe Brainard, RN, BSHA, LNHAAssistant Administrator, Kingsbrook Lifecare Center

15 Workplace Wellness—It Works!By Amanda GreenDirector of Marketing Healthcare Therapy Services

17 Reducing Employees’ Stress Levels: A Goal Worth StressingBy Loretta G. LeBar, JD, CHCAttorney, Stoll Keenan Logdon PLLC

19 Eight Employment Mistakes Long Term Care Providers Will Make This YearBy Samuel H. DeShazerAttorney, Hall, Render, Killian, Heath and Lyman

21 Workman’s Comp and Long Term CareBy Rick HouzeSenior Vice PresidentWells Fargo Insurance Services of KY

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6

Chair’s Message

Th 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, ChairKAHCF 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.

7

Kentucky, 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

President’s Message

By Ruby Jo LubarskyKAHCF 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 culture c ha nges desig ned to empower paraprofessionals wi l l en hance retention. A key strategy in this mix will be a focus on workforce development – providing workers with the knowledge and skills they need to perform their jobs.

The ensuing articles within this edition of the Kentucky Association of Health Care Facilities’ CareLink will hopefully provide you with ideas to help you retain your biggest asset – your caring staff.

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.

Putting Together a Winning TeamJeff Arnold, R.Ph. and Cindy Biecker, R.Ph.

“Large Enough to Serve…Small Enough to Care”

As a kid, on the dirt fi eld where we played

baseball, it was easy to choose the right people

for a winning team. You knew their strengths and

weaknesses. Joe could hit a ball over the fence, but

he wasn’t much for legging out a grounder. Billy

was a great pitcher, but he couldn’t hit worth a

lick. Bernie could run like the wind, but he couldn’t

catch a ball to save his life. And if you had new

kids you didn’t know, you could at least size up

their abilities by looking at them. But every now

and then there was a sleeper pick. The wimpy

kid with the horn rims who turned out to be a

fantastic shortstop. As a professional in the health

care business, picking a winning team can be

complicated and tricky. At Med Care Pharmacy,

we try to pick great people and then we coach

and teach our philosophy of serving others. It’s

a personal and business philosophy. First: a few

thoughts about hiring a team; and then: a few

thoughts about coaching the team.

HIRE EXPERIENCE RATHER THAN POTENTIALIt’s been our experience that the best indication you

have of how someone will behave or perform in

the future is how they behaved or performed in the

past. Don’t be too quick to hire people for who they

could be with a little training and mentoring. Hire

who they are now. Chances are that you will invest

less time, effort and money to develop a great

team member. They come into the position with the

ability to do the job and learn your culture.

MATCH THE PERSON TO THE POSITION RATHER THAN ATTEMPTING TO TAILOR THE POSITION TO SUIT THE PERSONSooner or later, this mistake may happen – usually

because you’re in a hurry, desperate to fi ll a

position. You interview a bright, talented individual

whom you like, and even though they aren’t quite

right for the position, you hire them anyway. You

think, “This isn’t the best position for him/her but I

don’t want to lose a good candidate.”

Often a good candidate in the wrong position can

be a challenging employee. To avoid this mistake,

make a list of the attributes, skills, abilities and

personality traits that would be found in the ideal

person for the position you are hiring for. Then hire

the person who best matches those criteria.

ATTRACT GOOD CANDIDATES WITH A GOOD WAGEOur philosophy at Med Care Pharmacy is to pay

a fair market wage for entry level positions and a

good wage for key positions. We would rather pay

an enthusiastic and committed person well than

pay an average wage to an average employee.

QUESTION CANDIDATES TO EVALUATE CHARACTERHere are a few of the many questions we have

used in screening candidates for key positions:

If you miss an overnight express courier’s pick-up deadline for a package that must go out today, what do you do? If the response is, “mail it out the

fi rst thing tomorrow morning,” we are not going to

hire that person. If they say they would call every

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courier in town to get that package out on time;

if they would drive two hours to get it there

to meet the deadline, then we’re interested in

hiring.

How many tasks do you like to handle simultaneously? What is a typical day like in your current position? Do you prefer to work quickly with some errors or slowly with no errors? Actually, these are tough questions

and each one has a purpose. Ask the same

questions to all candidates and compare the

answers.

TALK ABOUT COMMITMENTSimply put, it’s what people DO that makes

them a team – not the mere fact that they’ve

been assembled. Everyone feels great when

your attitude refl ects commitment in a successful

ability to “be there” for team members and

respected customers.

SHARE THE MED CARE PHARMACY PHILOSOPHY• Pharmacy is not about dispensing a product;

it’s about providing a service.

• Customers don’t care how much you know

until they know how much you care.

• Listen up! Respond to a customer’s needs for

their benefi t.

• Adopt a super attitude. Positive, creative

thinkers get more done, have more friends,

and are easier to get along with than

negative thinkers.

• Be committed to the details.

• Enthusiasm is contagious; it gets and keeps

people interested.

• A relationship of trust and integrity will stand

the test of time.

• Celebrate the day and recognize people.

CLOSING THOUGHTSWhen you fi rst look at the Med Care Pharmacy

team under a microscope, we initially might

look like an ordinary institutional pharmacy.

You would see individuals who, just like the

rest, have hopes and dreams, disappointments

and frustrations, joys and sorrows, good days

and bad days, and lives away from the job.

But if you increase the magnifi cation and adjust

the focus a little, you’d also see that this team

behaves differently than most. As a group, we

truly become a great team when we support

and recognize each other’s performance and

contribution. It feels great when we collaborate

as a team to achieve results that are bigger

and better than those that could be realized

individually. It’s nice to work with people that

you like and care about. GO TEAM!

ary institutional pharmacy.

1-800-231-9070“Large Enough to Serve…Small Enough to Care”

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1010

Active Listening, Empowerment

Three tools for success in recruitment and retention of Certified Nursing Assistants

By Bill Grenier RN, BSNDirector of NursingMasonic Home of Louisville

Whether it’s at the initial interview or 3 a.m. during their shift, a certified nursing assistant must know you are there for them and genuinely care about their issues. During the interview process, it is

important to practice active listening skills to ensure that this person wants to work for your facility and you feel this person will be an active, vital part of the existing team. Behavioral interviewing questions have helped to define a nursing assistant’s motivations and goals for working at the Masonic Home. We strive to ensure that interviews are not rushed and the nursing assistant goes from the interview with more answers than questions. Direct numbers are given to those interviewing so that they can call anytime with questions. Regardless of the decision made, the individual interviewing receives a call regarding selection for a given position.

Once someone is hired, they begin their career at Masonic Home being mentored by one of our Guardian Angels. The Guardian Angel program is a senior nursing assistant program that was developed in partnership with the National

Association of Directors of Nursing Administration in Long Term Care (NADONA-LTC). Certifi ed nursing assistants apply for selection into this program. The selection process begins with an application expressing interest in the program and reasons why they would make a stellar Guardian Angel. Certain criteria have to be met, such as—but not limited to—attendance, at least six months employment (preferably one year), all above-average evaluations, leadership ability, experience as a preceptor and mentor and loyalty to the mission of the Masonic Home. Each application is screened and the applicant’s personnel record is reviewed to determine eligibility for the next phase of the process, the interview.

Each Guardian Angel applicant is interviewed by at least three individuals. The interview presents situational questions to the interviewee and based on these responses, the application, record review and performance mentoring others, a decision is made to accept the individual into Guardian Angel training. Those selected are scheduled for several days of training in CPR, Dementia training, Leadership training and Guardian Angel training. Dementia

and Consistency:

1111

training consists of two full days of didactic training to give the Guardian Angels specialized training to utilize with an ever-growing dementia population in our home. During the dementia training, multiple exercises are employed to give those training a clear picture of what it is like to have dementia and how to care for those that do. Leadership training gives defi nitions of leadership qualities and through various role play scenarios, the trainees are exposed to real situations and how to solve the problems presented.

The fi nal phase of Guardian Angel (GA) training is the Guardian Angel specifi c training. The program, developed by NADONA, gives advanced training to the CNA’s regarding abuse and neglect prevention, confi dentiality and resident rights. In total, the training is three and one-half days long. Following the training, each graduate receives a certifi cate of completion, roses and their coveted Guardian Angel pin and nametag. The pin and nametag signifi es to everyone associated with the home that this CNA has completed an intensive program and is qualifi ed to fi ll the role of a Guardian Angel.

A Guardian Angel’s duties are signifi cantly different than that of their counterparts on their neighborhoods. All Guardian Angels begin their shift 30 minutes before the oncoming shift so that they can do inter-shift rounds to ensure the residents have been properly cared for and the fl oor has been left in acceptable condition for the oncoming shift. GA’s then make out the assignment sheets for their shift. By and large, Masonic Home’s nursing department practices primary nursing and consistent assignments are the norm. With the exception of covering call-ins, the staff remains on their scheduled neighborhoods with their regular group of residents to care for. When the GA makes rounds on the fl oor, he/she checks on each resident monitoring for cleanliness and needs being met. A GA is called upon by the nurse to monitor issues on the fl oor. The GA and charge nurse must communicate continually throughout a given shift to ensure quality resident care. Our charge nurses consider the GA as their right hand and value the GA’s assistance.

When a new CNA is hired and is ready for fl oor orientation, he/she is scheduled on a mirror schedule with the Guardian Angel. The GA takes the new CNA under their wing, trains the CNA according to Masonic policy and procedure. During the mentoring/orientation process, the GA receives an on-the-hour bonus for training. In addition to the on-the-hour bonus, the GA receives a retention bonus at 30-day, 60-day and 90-day intervals based on the continued employment of individuals the GA has precepted and oriented. A GA is evaluated periodically during the year to ensure they are meeting the standards set by the program. Overall, this program has provided empowerment for our stellar CNA’s to have a mechanism with which to advance in the Masonic Home. Over the past two years, we have experienced a continual retention improvement.

In addition to this program, we listen to our staff. Over a year ago, CNA’s and CMT’s came to me and asked to have the pay scale evaluated. With this catalyst, a wage survey was completed to determine where the Masonic Home was in comparison with competing facilities. Based on this wage survey, the CNA and CMT rates were adjusted to become more competitive in the Louisville long term care market. With these two programs, our turnover has gone from well over 100 percent to the mid-20 percent range. As managers, our team keeps an open-door policy so that staff can voice concerns, compliments and suggestions. A bowl of candy on the corner of your desk is helpful too!

A program I am particularly proud of at the Masonic Home is our EAP (Employee Assistance Program). Over two years ago, our corporate offi ce accepted my proposal to have an employee assistance program for our staff. First year utilization was low but with increased marketing and training, the program has taken off and has proven to be a godsend to our staff. Whether the employee or their families’ members are dealing with budgetary issues, domestic violence or childcare issues, the EAP provides counseling and referral services to our staff, free of charge to the employee. Many staff members have commented on how helpful the services have been to them in times of crises. There is not a week that goes by that I don’t refer someone to the EAP. This program is also used as part of our attendance policy counseling process. When an employee reaches four occurrences, we refer them to the EAP to fi nd reasons for absences and tardiness and means for improvement. Other employee benefi ts at the Masonic Home include: Monthly employee-of-the-month awards, employee appreciation events monthly including three major events per year: Above and Beyond banquet, Friends and Family picnic and the annual Christmas party.

The concept of consistency is of hallmark importance. All managers are trained to be consistent with regard to assignments, discipline and overall expectations. This process is easier said than done but makes for higher morale and a more content staff. Putting the pieces of the recruitment and retention puzzle together can be daunting but if the three constants are maintained: Active Listening, Empowerment and Consistency, retention will continue to rise. If in doubt, ask your staff what will make things better — they will probably tell you!

Oleathia Henderson and Joyce Caise make a resident’s bed at Masonic Home of Louisville. Joyce is a Guardian Angel CNA who is mentoring Oleathia. On the facing page, Oleathia and Joyce share a smile with resident Lavenia Kensky.

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1313

Computer Purchase ProgramBy Joe Brainard, RN, BSHA, LNHAAssistant Administrator, Kingsbrook Lifecare Center

Owning a personal computer is no longer considered a luxury — it ’s a necessity. However, many individuals

simply cannot afford to keep up with the latest technology available today without taking on a heavy financial burden.

At Kingsbrook Lifecare Center in Ashland, we realize that our employees are faced with these and many other everyday challenges that can ultimately have a negative affect on morale in the workplace. We truly believe that employee satisfaction is critical to the success of any long term care organization. We believe that happy employees equal happy residents. Therefore, in addition to the many wonderful things that we offer our residents, we focus a great deal of time and energy on employee programs and benefi ts, focusing especially on those that have great potential to make a difference in people’s lives.

We specifi cally design benefi ts that will impact a large portion — if not all — of our employees. Of course, most employees are look-ing for the traditional benefi ts: health insurance, vacation time, holiday pay, etc.; but there are other things that can be offered in benefi t packages that are really very affordable for the employer.

In addition to the many traditional benefi ts that are offered by Kingsbrook, we are pleased to offer nontraditional benefi ts as well. One of the most popular nontraditional benefi ts that Kingsbrook is proud to offer is a computer purchase program benefi t: “No Employee Left Offl ine.” This particular benefi t offers employees an interest-free loan up to $1,500 for the purchase of a computer. To take advantage of this benefi t, employees must meet eligibility requirements set

forth in the computer purchase program policy. Basically, employees must be actively employed with the facility for a required period of time and the employee must sign a promissory note agreeing to repay the loan via payroll deductions over a period of up to 18 months. The payment amount and term of the loan is decided upon by the employee, and the average payments range from $20-$38 per pay period.

The procedure is relatively simple: Employees request a computer purchase program agreement form. They are required to take the form to a vendor of their choice and bring back a price quote for the equipment that they have chosen to purchase. Upon approval, a check is issued to the vendor and given to the employee. After purchasing the

computer, the employee must then submit the receipt to the human resources offi ce. Employees are eligible to buy a computer every 18 months if they choose, and some of them do!

The computer purchase program is a benefi t not only for the employees, but for their families as well. During this computer age, people’s opportunities are sometimes limited as a result of inadequate resources. Therefore, the main goal is to allow our team members and their families to have access to resources they need to enhance learning, allowing them to reach their educational goals.

The success of this program has been phenomenal: approximately 50 percent of our staff have utilized this program. Several of our team members have said that they have been able to further their educations as a result of this benefi t. One particular employee was very emotional after she was able to purchase a laptop computer for her 19-year-old son who was being deployed to Iraq last year.

Kingsbrook is very pleased to offer this benefi t and we look forward to the continuation of this program and the many positive outcomes it will bring.

Computer purchase program participant Lisa Queen logs on. She was able to work on her certification online thanks to Kingsbrook’s No Employee Left Offline Program.

We believe that happy employees equal happy residents.

Enhances Employee Learning and Boosts Morale

14

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15

Workplace Wellness–Workplace Wellness–By Amanda Green, Director of MarketingHealthcare Therapy Services

In the business of caring for others, all too often we forget to care for ourselves. Employee health and wellness is not a new concept.

A growing number of companies recognize wellness programs for their value in improving the health and well-being of their employees. These wellness programs are designed to improve employee morale, increase productivity and overall better health. As more employees are spending the majority of their waking hours at work, employers have a unique opportunity to affect change in their behavior at the workplace through an employee wellness program.

Workplace wellness can be as simple as a daily walking program or a “Biggest Loser” weight loss competition to a com-pany gym full of exercise equipment available to employees during the work-day. Programs can also cover smoking cessation programs, nutrition, weight or stress management training, health risk assessments, and health screenings.

Where we areThe numbers on how much companies

lose on absenteeism are startling:

• 70 percent of healthcare costs in the United States are preventable. We lose $32 billion a year because of premature illness associated with cardiovascular diseases like high blood pressure, diabetes and obesity.

– American Heart Association

• Stress is responsible for 19 percent of employee absenteeism and 40 percent of employee turnover.

• Each smoker costs an employer an additional $3,856 a year in health-care costs and lost productivity.

– Billings (Mont.) Gazette, December 10, 2005

• Blue Cross Blue Shield of Massa-chusetts found that for every 1 percent increase in body mass index, an individual’s annual health care costs goes up $120.

– Boston Globe, March 22, 2006

• The National Safety Council stated that in 1996, backaches alone cost industry more than $1.2 billion in production and services and $275 million in worker’s compensation.

– The American Council on Exercise,

ACE Fitness Matters, Jan/Feb 2006

Yes, those numbers are rather eye-opening. To decide to offer some

kind of employee wellness program, employers want to see proof they work. And some companies offer such proof:• Corporate Wellness statistics depict

a savings of $2.30 to $10.10 for every $1 spent on wellness initiatives.

• Coca-Cola’s fi tness program recouped $500 per year employee, despite the fact that only 60 percent of their staff was enrolled.

• Coors Brewing Company received a drop in employee absenteeism by 18 percent after instituting a wellness program.

Workplace/Employee Wellness for your employees

Increases effi ciency and productivity

Lower medical and prescription costs

Decreases workers’ compensation

Decreases absenteeism

Improves employee morale

Reduces stress

Improves overall physical health

Reduces blood pressure

Decrease in disease process

Increase in completing goals and tasks

Establishes worth and self-esteem for your employees

It Works!It Works!

16

• Prudential Insurance cut absen-teeism by more than 50 percent and realized nearly two dollars for every dollar invested in employee fi tness.

We want wellness, what now?Many think Workplace/Employee

Wellness Programs are expensive and only for large national corporations, but they are not.

And while it would be nice for all companies to have a full-time massage therapist on staff to be at our beck and call, it’s not likely. But there are practical applications for wellness so that you can make your employee wellness program as big or as basic as you want.

There are three major areas wellness programs concentrate on:• Bio-chemical (Eating right)• Physical (Staying Fit)• Psychological (Thinking Well)

Simultaneously improving all three areas can be life changing. You can start employee wellness in your building by holding an employee health fair. Your vendors and community partners can offer free health screenings for blood pressure, cholesterol, bone density, pneumonia and fl u shots, etc. Have a dietitian or local exercise specialist calculate healthy heart rates for exercise as well as overall daily caloric limitations.

Challenge your employees by having a contest to write their own wellness ideas from each department to create a more personalized program that each employee can commit to. Encourage employees to do some simple stretching exercises or take a walk around the building.

Once a program gets going, participa-tion is contagious and fun. Watch your employees become motivated to improve their overall personal health.

Amanda Green is Director of Marketing for Healthcare Therapy Services, Inc. You can reach Amanda at 800-486-4449 ext. 138. Angie Howard, Director of Wellness for Healthcare Therapy Services, can be reached at 800-486-4449, ext. 142. This picture on the previous page was taken at Nazareth Home.

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Reducing Employees’ Stress Levels:

By Loretta G. LeBar, JD, CHCStoll Keenan Logdon PLLC

For those readers looking for a scholarly ar t ic le on t he relationship between stress and workplace violence, I suggest

you turn to the Internet for some interesting reading. What I am going to present is a “how to” for employers in managing stress before it gets violent. These are suggestions in areas I personally experienced in my career as a lawyer, and, before that, as a human resource executive with health care providers.

Providing care and services in health care facilities is STRESSFUL, and we are not talking about the positive stress that keeps employees with high morale, healthy, and happy coming to work every day. Stress in health care facilities can reach an unhealthy pitch at any moment. Our residents can present challenges from refusing treatment to abusing employees. Our residents’ families can share their guilt about their loved ones living in our facilities with caregivers, sometimes in a not so positive way, so as not to bear that burden alone. These two ongoing challenges have brought me into more facilities than you can imagine, sometimes as a lawyer, but most times as a consultant or broker, soothing the nerves and repairing the broken relationships between residents, employees, employers, management, owners and, at times, regulators.

One of the biggest stressors that we cannot eliminate and can cause an enormous amount of stress is the day-to-day control and uncertainty the federal and state government regulatory process exercises over

the delivery of care. I have watched entire nursing home staffs become overwhelmed with sadness and then anger after receiving what they believed were undeserved citations during surveys. That anger can turn into physical (and mental) fi stfi ghts, property damage, and sabotage of the workplace.

Protecting Staff RightsOne of the fi rst things facility

management must do to stop stress from reaching an unhealthy level is to value the safety of their employees. Management must stop residents that physically and verbally abuse employees. There are avenues that protect residents. Unlike the state of Texas where there is a Provider’s Bill of Rights, Kentucky has yet to legislate protection for providers from

A Goal Worth

ar JD CHC

Stressingabusive residents or their families. However, there is no prohibition against facilities developing their own Provider Bill of Rights and making it part of their residency agreement. Will it work? It certainly sends a loud message to residents and their families that abuse is a knife that cuts both ways.

Take an assessment and determine how many employees have or had work-related injuries and illnesses relating to delivering care to residents or dealing with families during the last two years. Have you had workers’ compensation claims related to the events described? Are employees calling and not coming to work more when assigned to a certain unit? Have you experienced a turnover rate that is out of the norm even for this profession? If you answer “yes” to any of these questions, then a Provider’s Bill of Rights may offer you an opportunity

to protect your employees. Share the rights statement when the

resident moves in, and give a copy to the family. Post

it proudly next to the Resident Bill of

Rights.

18

Meet FrequentlyOne of the most successful

tools I have witnessed in assessing employees’ stress ceiling is distributing sections of the State Operations Manual to employees that relate to their particular job description. Management then follows up with mini-meetings, about 20-30 minutes each week, where employees can discuss the regulations and talk about what they believe the regulations mean to them when delivering care to residents. This tool provides a major pay-off during the survey process. Employees no longer feel intimidated by surveyors and have a sense of empowerment when answering questions posed to them by state inspectors because they are not only aware of, but can also talk about, the regulations.

The mini-meetings also serve another purpose. According to scholars, lack of communication is the number one cause of workplace violence. When management sits with and facilitates a discussion with employees about the regulations, they have the opportunity to praise, empathize, and allows them to keep their pulse on issues that usually cause unproductive or possibly violent work environment. These meetings also provide a forum to discuss other issues, albeit indirectly. Company culture, policies, and the employees’ role in the success of the company in providing the highest quality of care to each resident works right into the goal of effective communication when discussing compliance with regulatory standards.

In addition to the specifics discussed in this article, develop a global violence-free workplace policy. Teach it and test it. Train supervisors to identify the early signs of stress and have an open door to dialogue about interventions necessary to reduce, or, if possible, remove, stressors. A few quick fixes can make a big difference.

Loretta LeBar is an attorney with Stoll Keenan Logdon PLLC. She is certifi ed in healthcare compliance and can be reached at 502-419-2571.

Most importantly, when violated, challenge the resident or their family.

Some of the federal and state regulations put on health care facilities’ management can hamper efforts to develop “work styles” that offer direct caregivers much input on how to deliver care. These regulations present many performance demands that can

limit opportunities for employee input, innovation, creativity, or much give-and-take as to how to get the job done. When working in this kind of environment employers must always take the time to assess a potential employee’s ability to work in this type of environment, and once working, assess the stress ceiling of the employee.

Lack of communication is the number one cause of workplace violence.

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Employment Mistakes8 Long Term Care ProvidersWill Make This Year

By Samuel H. DeShazerHall, Render, Killian, Heath and Lyman

Today, as never before, staffing challenges in long term care require that employers be diligent and deliberate in adopting policies and procedures that will allow them to attract and retain a capable, caring workforce,

thereby decreasing the likelihood of disruptive expensive claims and litigation. What follows are observations regarding eight “mistakes” that are frequently made by employers in the long term care field.

Presented in no special order:

Long Term Care employers may:

1 Fail to create and maintain an adequate employee orientation program.

High turnover and diffi culty in attracting skilled, motivated workers are persistent challenges in the long term care profession. Because of recurring vacancies caused by these factors, it is important that new hires actually start work in the units as soon as possible. As a result, new employees are spending less time learning the policies, procedures and culture of the organization, and the quality of care can suffer. In addition, studies have confi rmed that employees are most favorably disposed toward employers — and most impressed with their employer’s compensation and benefi ts packages — at and immediately following the time of hire. In addition, and given the limitations on our facilities’ ability to pay higher wages, it is more important than ever that our

employees consider themselves part of our health care “team.” Orientation programs can contribute to a team culture, can cement good will and can help to establish appropriate expectations. However, employers:• may fail to appreciate the importance of orientation

programs• may fail to spend enough time with orientation• may fail to use orientation to adequately defi ne goals and

expectations.

2 Fail to conduct meaningful performance evaluations.

Many long term care employers fail to pay enough attention to the process or results of performance evaluations. Even though policies may call for formal evaluations on an annual basis, some employers feel they do not have the time for the process or do not spend the time necessary to conduct a meaningful evaluation. Evaluations that are not fair or that do not accurately and frankly assess the performance of the employee can be worse than no evaluations at all. These will inevitably be used against the employer when disputes arise or complaints/lawsuits are fi led. Employers:• may fail to pay enough attention to the evaluation process• may fail to effectively “standardize” and “centralize” the

evaluation process• may fail to adequately monitor and follow up on results

of evaluations.

20

it became aware of the incident(s). When such policies are put in place, and the complaining employee fails to take advantage of preventive or corrective opportunities extended by the employer, expensive claims can be avoided. Employers:• may fail to develop new policies and strengthen existing

ones in light of these developments• may fail to conduct periodic training to explain legal

requirements and the employer’s policies• may fail to properly investigate and respond to allegations

of harassment.

7Fail to properly utilize contingent employeesIncreasingly, the long term health care profession is using temporary staffi ng services and contract labor to perform tasks which would otherwise be performed by “employees.” Many employers suffer from a misconception — often contributed to by the marketing efforts of temporary and staffi ng agencies — that, because contingent workers are “employees” of the agency, liability under employment and labor laws can be avoided. Employers:• may fail to recognize that they are “joint employers” (with

the staffi ng agency) for purposes of Title VII and other discrimination laws

• may fail to recognize that they may have obligations as an employer for tax, unemployment insurance, workers’ compensation and/or other purposes

• may fail to attempt to shift the risk to and seek indemnifi cation from the temporary or staffi ng agency by negotiating favorable contract terms.

8 Fail to develop an effective e-mail policyThe increasing use of computers and communications technology in the workplace and the expanded use of e-mail for routine workplace communication have led to a number of problems relating to appropriate use of these devices. Among the important issues are

1. personal use of employer’s systems; 2. obscene or discriminatory messages; 3. dissemination of proprietary information.

Employers:• may fail to develop a comprehensive e-mail and electronic

communication policy• may fail to put employees on notice that they should have

no expectation of privacy when using the employer’s e-mail system

• may fail to monitor for violations and enforce the policy in a consistent manner.Employers who avoid these mistakes will eliminate

signifi cant legal exposure, in addition to improving teamwork and morale in the workplace.

Samuel H. DeShazer is an attorney with Hall, Render, Killian, Heath & Lyman, PSC, located at 614 W. Main St., Louisville, KY 40202. He can be reached at (502) 568-1890 or via e-mail at sdeshazer@hallrender.com.

3 Fail to properly document personnel actionsEmployers frequently experience problems in responding effectively to employee claims (unemployment,discrimination, etc.) because there has been inadequate documentation of relevant incidents, events and responses. This problem is often the result of an ad hoc system of employee counseling/discipline. Employers:• may fail to use a consistent process or form(s) to document

employee conduct• may fail to “centralize” documentation of serious

personnel/disciplinary actions• may fail to review historical treatment of similar infractions

before imposing discipline.

4 Fail to properly accommodate physical and mental disabilities

The Americans with Disabilities Act (ADA) requires employees to accommodate known disabilities unless to do so would constitute an “undue hardship” on the conduct of the employer’s business. Central to the accommodation requirement is the obligation of employers to engage in an “interactive process,” whereby the individual with a disability is directly involved with the employer in the process of evaluating the need for accommodation and possible accommodation alternatives. Employers:• may fail to consider all accommodation alternatives• may fail to consider each disability and situation on a

“case-by-case” basis• may fail to adequately involve the disabled individual in

the evaluation and accommodation process.

5 Fail to properly apply and coordinate leave issuesLeave of absence has become a most diffi cult and time-consuming element of personnel administration. Leaves taken for illness and injury under workers’ compensation programs pursuant to the Family and Medical Leave Act (FMLA), and/or as an accommodation alternative under the Americans with Disabilities Act (ADA), must all be administered together, and employers must comply with each of these laws and with their own policies. Employers:• may fail to properly coordinate the various types of leave• may fail to recognize implications/effects of the different

laws in each leave situation• may fail to properly notify employees that time is being

counted against their 12 week (annual) FMLA leave entitlement (for employers of over 50 employees working within a 75-mile radius).

6 Fail to develop or update sexual harassment policies following U.S. Supreme Court decisions

The United States Supreme Court has held that employers may escape liability in sexual harassment claims by demonstrating that reasonable care was exercised to prevent harassment and that prompt and appropriate corrective action was taken when

21

Workman’s CompBy Rick HouzeSenior Vice PresidentWells Fargo Insurance Services of KY

Along term care facility’s most valuable asset is its employees. The employees can make or break a facility in any number of ways. Providing a safe enjoyable work environment goes a long way toward

employee satisfaction. Employee injuries can disrupt a facility, leading to stress on staff and residents as well as loss of productivity. The emotional and financial impact of a single employee injury can be significant. A large number of injuries in any given period could be catastrophic. Facility leadership can have a tremendous impact on the number and severity of employee injuries and accidents.

A number of factors are associated with employee injuries but it usually boils down to two things: an unsafe act or an unsafe condition. Either the employee did not have the proper equipment to perform the job safely or the employee was not educated properly on how to use the equipment. In either scenario, the employer and its workers’ compensation carrier are responsible for the costs associated with the injury.

Workers’ compensation premium is affected by claims in several ways. A facility’s Experience Modifi cation Factor compares workers’ compensation claims per $100 of payroll with similar accounts using the same payroll classifi cation code. In the event that a facility’s claims are less than their peers, there is a credit applied to the premium. If the claims are worse than their peers, the opposite applies. The debit and credit can, and often does, have a signifi cant effect on the bottom line premium. In addition to the Experience Modifi cation Factor, claim history affects the number of insurance carriers willing to consider a particular risk. Businesses with favorable claim results will have the benefi t of many more carrier options to choose from if they so desire. Conversely, those with less than desirable results may have limited, and possibly expensive, carrier choices. Every extra dollar spent on workers’ compensation premiums above the average will impede the facility’s ability to purchase new equipment or offer salary increases.

Let’s look at some of the factors that are usually involved with a successful employee safety program.

1 Promote a safe work environment mentality. If employees know you care, they will act safely and responsibly. If they think no one cares, they will act

without regard to safety.

2 Double check the facility for physical hazards. Be sure that the worksite is clean, clear of clutter, lighting is adequate, fl oors are dry, snow and ice removed and

generally exhibit a commitment to safety.

3 Hold managers and employees accountable. People will usually do what is expected of them. If you train properly, expect employees to act a certain way and

hold them accountable, you will be much better off than if you do nothing and have no expectations. Employee orientation is critical to this process.

4 Create and empower a safety team. Appoint a safety team made up of representatives from every department and have weekly meetings. Challenge the

safety team to create new and exciting ways to make safety fun. Don’t be stingy with funds. Money spent on safety will be rewarded many times over in premium savings and increased productivity.

5 Investigate every employee injury. There is something to be learned from each and every accident. Thousands of accidents occur daily throughout the

United States, often from a failure of people, equipment, supplies, and unfamiliar surroundings. A successful accident investigation determines not only what happened, but also

how and why the accident occurred. You owe it to your staff to do everything you can to provide

a safe working environment and prevent accidents.

If you follow these steps, you will enjoy better workers’ compensation claim results, improved carrier pricing, and overall better employee morale.

Rick Houze is Senior Vice President with Wells Fargo Insurance Services

of Kentucky. Wells Fargo provides insurance solutions for property, casualty,

workers’ compensation and benefi ts. ContactRick Houze at 1-800-866-1026 or rick_houze@

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Member News

Terrace Volunteer Wins AHCA Young Adult Volunteer of the YearA Berea, Ky., teen received one of American Health Care Association’s top

awards in October when 13-year-old Rebecca Croucher was named AHCA’s Young Adult Volunteer of the Year.

The national award caps off a busy year for Croucher, who has volunteered more than 800 hours at The Terrace Nursing and Rehabilitation Facility in Berea. She was named the Kentucky Association of Health Care Facilities (KAHCF) Youth Volunteer of the Year and the Governor’s Volunteer Awards/Youth Challenge Award given by the Kentucky Commission on Community Volunteerism and Service in the Cabinet for Health and Family Services.

“We are so proud of Rebecca,” said Paula Strunk, administrator at The Terrace. “She has become part of our staff, and we depend on her to help with activities, spend time with residents and provide the high quality care our residents, families and we expect.”

Croucher started out volunteering for short periods of time three years ago. But she was soon coming as much as possible, and now makes it known she wants to purse a career in long term care. She has done everything from hula-hooping and making fruit smoothies during National Nursing Home Week, bringing her puppy for residents to hold or just spending time talking and giving a hug. Strunk said that the residents know when she isn’t there.

“That’s a true sign of the impact she has on their lives,” Strunk said. “She is missed and they want to know she’s OK and when will she be back. They adore seeing her and appreciate her.”

Ruby Jo Cummins Lubarsky, KAHCF president, congratulated Croucher as well.“Volunteers are an important part of the care we provide to our residents,” she

said. “To see a young person get involved and to be recognized nationally for her work is especially uplifting. It speaks volumes for her character and the leadership of The Terrace staff in mentoring her into the person Rebecca has become.

“All KAHCF members congratulate Rebecca on this honor.”

Eleven KAHCF Members Win AHCA Step I Quality AwardsThe Kentucky Association of Health Care Facilities congratulates 11 member

facilities for receiving national recognition by meeting criteria aimed at improving long term care. The American Health Care Association (AHCA) and National Center for Assisted Living (NCAL) recognized these 11 facilities at their national convention Oct. 5-8 in Nashville, Tenn.

The KAHCF members honored as Step I recipients are Bashford East Health Care, Edmonson Health Care Rehabilitation and Nursing Center, Golden LivingCenter – Camelot, Golden LivingCenter – Stanford, J.J. Jordan Geriatric Center, Kensington Manor Rehabilitation and Nursing Center, Life Care Center of La Center, Medco Center of Campbellsville, Springfi eld Nursing and Rehabilitation, Metcalfe Health Care Center and Robertson County Health Care Facility.

The Quality Award recognizes the facilities’ commitment to a continuous quality improvement process at nursing facilities, assisted living residences and residences for persons with mental retardation or developmental disabilities. According to AHCA/NCAL, Step I awardees developed a solid vision, mission statements and systems to meet customers’ expectations and needs.

“All of our facilities strive to provide quality care to our residents, and we are proud these have been selected,” said Ruby Jo Lubarsky, KAHCF president. “This is a rigorous process they chose to undertake, and it is an honor they have earned.”

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Edmonson Health Care Center Honors Resident with Long-Awaited Graduation Ceremony

The frayed picture of a graduation ring which has hung for two years in Willodean Sanders’ room at Edmonson Health Care Center, was replaced with a bright shiny class ring just her size on May 15, as part of a partnership formed between SunBridge Healthcare and Twilight Wish Foundation to realize wishes for SunBridge residents. Through this unique partnership, Sanders’ wish came true.

Sanders, now 78, earned her GED at 56 despite physical limitations from a stroke at the age of 40. No obstacle could stop her from achieving her education, sometimes even taking rides on a peanut truck to get to her GED classes. A graduation ceremony took place at the care center complete with the local high school band, a speech from the local superintendent and recently graduated students all to help in the celebration of Willodean’s graduation day.

Four KAHCF Members Honored By My Innerview

The Kentucky Association of Health Care Facilities congratulates four member facilities for delivering outstanding customer service as determined by customer satisfaction surveys. My InnverView’s Excellence in Action Award goes to those long term care facilities that have made a commitment to continuous quality improvement and have successfully made quality a priority to better serve their customers’ needs.

The four facilities were Country-side Health Care in Bardwell, Barren County Health Care in Glasgow, Middlesboro Nursing and Rehabilitation Facility and Nazareth Home in Louisville. Nationally, 299 nursing homes received the honor for 2007. These facilities will receive a plaque from My InnerView in recognition of this honor.

My InnerView, the applied research and quality management company that presents the award, supports leaders across the entire senior care profession with tools to measure, benchmark and improve performance. This year’s award was presented to My InnerView customers who completed a resident or family satisfaction survey in 2007, had a minimum 30-percent response rate and scored in the top 10 percent of qualifying facilities on the question, “What is your recommendation of this facility to others?” in terms of the percent of respondents rating the nursing home as ‘excellent.’

“Customer satisfaction surveys are an important tool for our members to measure how well they are meeting the expectations of the residents and their families,” said Ruby Jo Lubarsky, KAHCF president. “Delivering a high standard of care is our top priority. The best way to know we are doing just that is feedback from our customers. Knowing they would recommend their particular facility to others is the highest endorsement our member facilities can receive because it comes from the people we serve – your families and friends.”

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New Members

GOLD MEMBERSAmerinet500 Commonwealth DriveWarrendale, PA 15086(812) 283-4739Contact: Bobbie Smithbobbie.smith@ amerinet-gpo.com

Shannon Sales1005 S. 60th StreetWest Allis, WI 53214(800) 522-9166Contact: Aby Luckenbillabyl@shannonsales.com

Life-GearP.O. Box 2403Elizabethtown, KY 42702(270) 982-1140Contact: Casey Jenkinscasey@life-gear.net

U.S. Food Service1350 North 10th StreetPaducah, KY 42001(270) 519-4508Contact: Harold Fowlerharold.fowler@usfood.com

Genesis Medical, Inc6211 Coffman RoadIndianapolis, IN 46268Contact: John Kasbergjkasberg@genesismed.com

SILVER MEMBERSProsperity Promotions12308 Aiken RoadLouisville, KY 40223(502) 243-4100Contact: John ByronJohnByron@prosperitypromo.com

FACILITYT.J. Samson Community Hospital1301 N. RaceGlasgow, KY 42142-3454(270) 651-4444Administrator: Renee Perkinsrperkins@tjsamson.org

Richmond Place Rehab Health Center2770 Palumbo DriveLexington, KY 40509(859) 263-2410Administrator: Stacie Shivessshive@brookdaleliving.com

Northpoint Lexington Health Care Facility1500 Trent BoulevardLexington, KY 40515(859) 272-2273Administrator: Elizabeth Thorntonethornton@northpointseniorservices.com

Eastern Kentucky Veterans Center100 Veterans DriveHazard, KY 41701(606) 435-6196Administrator: Wade Lindonwade.lindon@ky.gov

Thomson-Hood Veterans Center100 Veterans DriveWilmore, KY 40390(859) 858-2814Administrator: Gilda Hillgilda.hill@ky.gov

Crittenden County Health & Rehabilitation Center201 Watson StreetMarion, KY 42064(270) 965-2218Administrator: Robert Brileyrbriley@atriumlivingcenters.com

Salem Springlake Health & Rehabilitation Center509 N Hayden AvenueSalem, KY 42078(270) 988-4572Administrator: Robert Brileyrbriley@atriumlivingcenters.com

Kenton Health Care Center353 Waller AvenueLexington, KY 40504(859) 252-3558Administrator: Bernice Kirikbkirik@ northpointseniorservices.com

Western Kentucky Veterans Center926 Veterans DriveHanson, KY 42413(270) 322-9087Administrator: Lori Hilllori.hill@ky.gov

New Members Approved by the KAHCF Board from April 2008 through July 2008:

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Education Calendar

Tentative calendar – topics and dates are subject to change. Request for Presentations

Are you interested in presenting a program for the Kentucky Association of Health Care Facilities? In addition to our fall Annual Meeting and Spring Training conference seminars, KAHCF offers over 20 freestanding educational programs each year on a variety of topics and for a wide range of audiences.

We invite you to become a part of our educational programs by submitting your presentation for consideration. Requests for Presentation will be reviewed for inclusion at the Annual Meeting and other KAHCF educational seminars offered throughout the year. All presentations will be kept on fi le and, if not selected for the Annual Meeting, will be considered for other speaking opportunities.

The Request for Presentation form is available online on our Web site at www.kahcf.org.

Pertinent Educational Seminars Fulfi lling the continuing education needs of Kentucky’s

long term care professionals is an essential service provided to KAHCF’s membership. In today’s dynamic professional environment, KAHCF has endeavored to identify, develop and offer a wide variety of innovative, relevant educational opportunities that truly satisfy the educational needs of our members and their staffs. The programs are planned by the Education/Convention Committee, which identifi es timely needs of the profession.

In addition to the offerings at our Annual Meeting and Spring Training, KAHCF offers a number of educational programs throughout the year, including: LTC Management Training (course for New Department Heads in LTC including Administrators and DON), RAI/MDS Basic and Advanced Training Programs, State Training Course for Activity Coordinators, Nurse Aide Training “Method of

Instruction” Course, plus a number of freestanding seminars on the current “hot” topics in long term care.

Annual Convention and Trade Show KAHCF holds the largest convention and trade show

in Kentucky for the long term care professional. The event includes over 30 educational sessions covering the spectrum of long term care topics. Continuing education credits are offered for administrators, social workers, registered nurses, activity directors, certifi ed dietary managers, registered dietitians and other staff members.

Social and entertainment events are scheduled for fun and networking. We also recognize the state’s top volunteers, administrators, other staff members and facilities through our Annual Awards Competition. Our trade show features over 100 exhibitors, showcasing the latest technology and services available to long term care professionals.

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For more information or details on a specifi c program, please call Angela Porter, Director of Professional Development at KAHCF (502) 425-5000 or aporter@kahcf.org.

November 200811-13 Annual Meeting ..................................................................... Louisville

December 2008 9-10 Advanced MDS Training ..................................................... Louisville

11-12 LTC Management Training ................................................. Louisville

February 2009

17-18 Method of Instruction Training ......................................... Louisville

March 2009

3-4 Basic Social Services .............................................................. Louisville

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A Not-For-Profit Long-Term Care Nursing Center

701 Skyline Drive Edmonton, Kentucky 42129

Ph. (270) 432-2921 www.metcalfehealthcare.org

• Skilled Care• Personal Care• Hospice & Respite• Licensed Therapy• Activities Programs• Rehabilitation– Since 1977 –Providing citizens of Edmonton and surrounding areas, exceptional care.

Nazareth HomeWins National Quality Award

Nazareth Home was presented My InnerView’s Excellence in Action award based on results of their

2007 satisfaction survey.The quality and compliance performance of Nazareth

Home places it in the top 2% nationally.

To learn more about the Nazareth Home or to schedule a tour, please contact the

Admissions department at 459-9681 or visit our web site at www.nazhome.org

2000 Newburg RoadLouisville, Kentucky

40205

NAZARETHHOME

A Healing Ministry

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Call today for moreinformation aboutthis exciting new

facility.

Experience the therapy suite and landscaped courtyards, private and semi-private accommodations, restaurant style dining, chapel, beauty salon,and library. Experience the professional staff and full-time therapists.

ExperienceThe Grandview –

A Nursing andRehabilitation

Facility.

640 Water TowerBypass,

Campbellsville,Kentucky

270-465-4580

Nestled in the heart of Campbellsville’s scenic township, you’ll find a place like no other. The Grandview can meet any health care need from quality short-term rehabilitation to a longer-term residence.

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28

NEW PRODUCTS & SERVICES MARKETPLACE

ExceptionalExceptionalPersonalized CarePersonalized Care

Is Our Priority.Is Our Priority.Is Our Priority.

Springhurst Health and Rehab • Cornell Trace • Parr’s at Springhurst3101 N. Hurstbourne Parkway • Louisville, Kentucky

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Short-term RehabLong-term Care

All Around Kentucky

Jefferson ManorLouisville502-426-4513

Jefferson PlaceLouisville502-426-5600

MeadowviewLouisville502-426-2778

Oaklawn Louisville502-254-0009

Rockford Manor Louisville502-448-5850

Summerfield Louisville502-448-8622

ColonialBardstown502-348-9260

GlasgowGlasgow270-651-3499

Green ValleyCarrollton502-732-6683

Hart CountyHorse Cave270-786-2200

Heritage HallLawrenceburg502-839-7246

Jackson ManorAnnville606-364-5197

McCreary CountyPine Knot606-354-3155

MonroeTompkinsville270-487-6135

North HardinRadcliff270-351-2999

Professional CareHartford270-298-7437

Summit ManorColumbia270-384-2153

TanbarkLexington859-273-7377

Providing health and rehabilitation services. www.seniorcare-corp.com

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29

NEW PRODUCTS & SERVICES MARKETPLACE

Contact Your Representativewww.FloorsByShannonSales.com

1005 S. 60th St. - Milwaukee, WI 53214Phone: 800.522.9166 - Fax: 414.944.0550

Shannon Sales is a distributor of floorcovering with a strong focus on Healthcare.

We offer flooring that provides durabilityand state-of-the-art technology, featuring

Teknoflor's NO WAX, NO BUFF,ANTI-BACTERIAL and ANTI-FUNGAL

Wood Grain, Granite and Agate sheet vinyl.We also offer FREE test floors!

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Sacred Heart Village2120 Payne Street, Louisville, KY 40206

Offering:• Post-acute rehabilitation & skilled nursing care

• Personal care • Long term nursing care• Residential care • DayBreak adult day program

Call Shelly for more information:

502-895-9425

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McBrayer, McGinnis, Leslie & Kirkland, PLLC

201 E. Main St., Suite 1000 Lexington, KY 40507www.mmlk.com (859) 231-8780

This is an Advertisement

Individual attorneys are members of The American Health Lawyers Association

Health Care Law Government Relations Corporate Law

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330 FREDERICA STREETOWENSBORO, KENTUCKY 42301

PHONE 684-2341 1-800-440-0318

JeffreyW. Danhauer RPhPharmacist/Owner

1330 West 15thRes. (270) 688-8441Fax (270) 684-2396

200 Stewart CourtRes. (270) 688-8441Fax (270) 684-2396

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PreferredManagement& Consulting

Mary Jo Coker, NHAPresident / CEO502-648-4062

Martha Robinson, RN, NHAVice President of Operations

& Clinical Standards502-648-5966

Jackie Carlin, NHAVice President of Operations& Regulatory Compliance

502-439-0639

2700 Constant Comment PlaceLouisville, KY 40299502.526.0364502.526.0152 Faxwww.preferredmanagementandconsulting.com

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The World’s Most ExtensiveLine of Bed, Bath &

Table Linen!

Buy Direct from America’s LeadingManufacturer of Quality Linen Products

Call Bob Clark at 800-257-7858 ext. 4211email: bclark@harborlinen.com

www.harborlinen.comProud supporter of the Kentucky Association of Health

Care Facilities

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CULL, HAYDEN & VANCE, P.S.C.“Attorneys at Law”

Marie Alagia CullMarian J. HaydenDavid H. Vance

Experienced Health Care CounselMembers: American Health Lawyers Association

210 Washington Street Ph.: 502-226-4157Frankfort, Kentucky 40602 Fax:502-226-4158

P.O. Box 1515

This is an Advertisement

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30

Index to Advertisers

ADVERTISER WEB SITE PAGE

ADIO Health Management Solutions ................................www.adiopharmacy.com ........................................................ 24Baptist Home East ............................................................www.baptisthomesinc.com .................................................... 28Calderon Textiles ..............................................................www.calderontextiles.com ..................................................... 30Cull, Hayden & Vance ...................................................................................................................................................... 29Danhauer Drug Co. ..........................................................www.danhauerdrugstore.com ................................................ 29Deming, Malone, Livesay & Ostroff .................................www.DMLO.com .................................................................... 14EnduraCare Therapy Management ...................................www.enduracare.com ............................................................ 23Hall Render Killian ............................................................www.hallrender.com .............................................................. 22Harbor Linen ....................................................................www.harborlinen.com ............................................................ 29Healthcare Therapy Services, Inc. ....................................www.hts1.com ....................................................................... 30Institutional Pharmacy .................................................................................................................................................... 18Logan’s Healthcare Linen Systems ..................................www.loganslinens.com .......................................................... 16Maple Manor Healthcare ..................................................www.maplehealthrehab.com .................................................. 27McBrayer, McGinnis, Leslie & Kirkland ............................www.mmlk.com ..................................................................... 29Med Care Pharmacy, LLC ............................................................................................................................................... 8/9Mercy Health Partners-Sacred Heart Village ....................www.e-mercy.com/seniorliving .............................................. 29Metcalfe County Nursing Home .......................................www.metcalfehealthcare.org .................................................. 27Nazareth Home ................................................................www.nazhome.org ................................................................. 27O’Dell Equipment & Supply ..............................................www.odellequipment.com ..................................................... 14Omnicare Pharmacies of Kentucky ..................................www.omnicare.com ................................................................. 3PCA Pharmacy .................................................................www.pcapharmacy.com ................................outside back coverPeoplefi rst Rehabilitation .................................................www.peoplefi rstrehab.com .............................inside front coverPharmerica .......................................................................www.PharMerica.com ............................................................ 12Plante & Moran PLLC ......................................................www.plantemoran.com .......................................................... 22Preferred Management & Consulting ...............................www.preferredmanagementandconsulting.com ..................... 29RehabCare Group .............................................................www.rehabcare.com .............................................................. 14Rem Co., Inc. ...................................................................www.remlaundry.com ............................................................ 25Republic Bank & Trust Co. ...............................................www.republicbank.com ......................................................... 24RUG Tools ........................................................................www.rugtools.com ................................................................... 4Schaefer General Contracting Services ............................www.SchaeferCompany.com ................................................... 4Senior Care, Inc. ..............................................................www.seniorcare-corp.com ..................................................... 28Shannon Sales, Inc. .........................................................www.fl oorsbyshannonsales.com ........................................... 29Spaid Nursing Service ......................................................www.spaidnursing.com ......................................................... 12Stites & Harbison .............................................................www.stites.com ..................................................................... 30The Grandview Nursing & Rehab .................................................................................................................................... 27Thematics ........................................................................www.thematicsdesign.com .................................................... 16Transportation Equipment Sales Corp. .............................www.tescobus.com ............................................................... 12Wells Fargo Insurance Services of Kentucky ....................www.wellsfargo.com/wfi s ...............................inside back coverWoodland Oaks and Oakmont Health Care Facility .......................................................................................................... 27

ClassifiedsATTORNEYS

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Stites & Harbison400 West Market St., Ste. 1800Louisville, KY 40202Phone: (502) 681-0327Fax: (502) 589-6391E-mail: bcreason@stites.comWeb: www.stites.comStites & Harbison, PLLC, is the largest law fi rm in Kentucky and sought by business and institutional clients nationwide. Our attorneys assist healthcare and related businesses in a wide array of issues from formation and operation of small medical partnerships to the creation of sophisticated joint ventures.

HEALTH CARE PRODUCTS

Calderon Textiles6131 W. 80th St.Indianapolis, IN 46278Phone: (317) 388-4214Fax: (317) 388-4200E-mail: fstevens@calderontextiles.comWeb: www.calderontextiles.comCalderon Textiles is a market leader with more than two and a half decades of expertise serving the hospitality, healthcare, textile rental and retail markets. Calderon is dedicated to providing quality linens at competitive prices, coupled with excellent customer service and a responsive distribution network.

THERAPY SERVICES

Healthcare Therapy Services, Inc.5214 South East St., Building D, Ste. #1Indianapolis, IN 46227Phone: (800) 486-4449Fax: (317) 472-0859Web: www.hts1.comHealthcare Therapy Services is a privately owned partner in rehabilitation providing physical, occupational and speech therapy to long term care, hospitals, and outpatient settings. HTS is committed as partners to those we serve by providing the best in rehabilitative practice while maximizing clinical and fi nancial outcomes through successful program management.

Advertiser .com

ACCOUNTANTS & CONSULTINGPlante & Moran, PLLC .................................................22

ACCOUNTING & CONSULTINGDeming, Malone, Livesay, & Ostroff .............................14

ATTORNEYSCull, Hayden & Vance ...................................................29Hall Render Killian ........................................................22McBrayer, McGinnis, Leslie & Kirkland ........................29Stites & Harbison .........................................................30

BANKING/FINANCIAL SERVICESRepublic Bank & Trust Co. ...........................................24

CAPITAL PROJECTSPlante & Moran, PLLC .................................................22

CLINICAL QUALITY IMPROVEMENTRUG Tools ......................................................................4

CONSTRUCTION MANAGEMENTSchaefer General Contracting Services ..........................4

CONSULTANTS/ MANAGEMENTPreferred Management & Consulting ...........................29

DESIGN/BUILD GENERAL CONSTRUCTION SERVICESchaefer General Contracting Services ..........................4FLOORING - SAFETY/NON-SLIPShannon Sales, Inc. .....................................................29GENERAL CONTRACTINGSchaefer General Contracting Services ..........................4HEALTH CARE PRODUCTSCalderon Textiles ..........................................................30HEALTHCARE LINEN RENTALLogan’s Healthcare Linen Systems ..............................16HOME HEALTHCARE PROVIDERSSpaid Nursing Service ..................................................12HOUSEKEEPING & LAUNDRY-SERVICESCalderon Textiles ..........................................................30INCONTINENCE PRODUCTSCalderon Textiles ..........................................................30INSURANCEWells Fargo Insurance Services of Kentucky ......................... inside back coverINTERIOR DESIGNSThematics ....................................................................16LAUNDRY EQUIPMENTO’Dell Equipment & Supply ..........................................14Rem Co., Inc. ...............................................................25LINENCalderon Textiles ..........................................................30Harbor Linen ................................................................29LINEN RENTALLogan’s Healthcare Linen Systems ..............................16LONG TERM CARE FACILITIESNazareth Home ............................................................27Senior Care, Inc. ..........................................................28LONG TERM HEALTHCAREMercy Health Partners-Sacred Heart Village ................29

MEDICAL EQUIPMENT & SUPPLIESDanhauer Drug Co. ......................................................29

MICROFIBER PRODUCTSCalderon Textiles ..........................................................30

NURSING & REHABILITATIONThe Grandview Nursing & Rehab .................................27

NURSING HOMESBaptist Home East ........................................................28Metcalfe County Nursing Home ...................................27

PHARMACY SERVICESADIO Health Management Solutions ............................24Institutional Pharmacy .................................................18Med Care Pharmacy, LLC ............................................8/9Omnicare Pharmacies of Kentucky ................................3PCA Pharmacy ................................... outside back coverPharmerica ...................................................................12

REHABILITATION PROGRAMS & SERVICESEnduraCare Therapy Management ...............................23Maple Manor Healthcare ..............................................27Peoplefi rst Rehabilitation ..................... inside front coverRehabCare Group .........................................................14Woodland Oaks and Oakmont Health Care Facility .......27

REVENUE RECOVERYRUG Tools ......................................................................4

SOFTWARE SERVICESPlante & Moran, PLLC .................................................22

TERRY PRODUCTSCalderon Textiles ..........................................................30

THERAPY SERVICESHealthcare Therapy Services, Inc. ................................30

TRANSPORTATIONTransportation Equipment Sales Corp. .........................12

At Wells Fargo Insurance Services of Kentucky, Inc.

we take our role as America’s local insurance broker

seriously. We’re committed not only to our customers,

but to the communities where we live and work and

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Get connected with our team and call one of our

insurance professionals today at 502.425.9444.

s,

Wells Fargo Insurance Services of Kentucky, Inc.950 Breckenridge Lane, Suite 50 ■ Louisville, KY 40207502.425.9444 ■ wellsfargo.com/wfi s

Bringin’ It Home

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