Full Answer Section

• • Increased agitation and behavioral challenges.
  • Decreased engagement and quality of life.
  • Higher reliance on psychotropic medications.
  • Increased caregiver stress and potential burnout.

(Image: A visual representation of task-oriented care vs. person-centered care)

Slide 3: Evaluating Past and Projected Outcomes

• Tool/Method(s) for Evaluation:
  • Retrospective Chart Review: Analyze data from the past year, focusing on:
    • Frequency and severity of behavioral incidents.
    • Use of psychotropic medications (types and dosages).
    • Rates of falls and other safety incidents.
    • Resident and family satisfaction survey data related to quality of life and care.
  • Projected Outcomes (with Person-Centered Policy):
    • Improved Behavioral Outcomes: Anticipate a reduction in agitation, aggression, and wandering through individualized care plans addressing triggers and preferences.
    • Reduced Psychotropic Medication Use: Aim for a decrease in the prescription and dosage of antipsychotics and sedatives by utilizing non-pharmacological interventions.
    • Enhanced Quality of Life: Project increased resident engagement in meaningful activities, improved social interaction, and greater overall well-being based on individualized preferences.
    • Increased Resident and Family Satisfaction: Expect higher satisfaction scores due to more personalized and respectful care.
    • Potential for Reduced Staff Burnout: Empathetic and effective care approaches can lead to a more positive work environment.

(Image: Graphs illustrating potential positive trends in behavioral incidents, psychotropic medication use, and satisfaction scores)

Slide 4: Actors, Ethical Decision Makers, and DEI Alignment

• Actors and Ethical Decision Makers:
  • Residents with Dementia: The primary beneficiaries and their autonomy and dignity are central ethical considerations.
  • Families/Guardians: Their input and values are crucial in understanding the resident’s life history and preferences.
  • Direct Care Staff (CNAs, Nurses): Implementing the policy and requiring training and support. Their ethical obligation is to provide compassionate and effective care.
  • Medical Director: Overseeing medical aspects of care and medication management. Ethical considerations include promoting evidence-based and least restrictive interventions.
  • Administrator: Responsible for resource allocation and policy implementation. Ethical considerations include ensuring equitable access to person-centered care.
  • Board of Trustees: Fiduciary responsibility and commitment to quality and ethical care.
• Alignment for Diversity, Equity, and Inclusion (DEI):
  • Individualized Care Planning: The core of person-centered care inherently promotes DEI by recognizing and respecting the unique cultural background, values, beliefs, and life experiences of each resident.
  • Culturally Sensitive Assessment: Training staff to conduct culturally sensitive assessments to understand individual preferences and needs related to activities, communication, and care routines.
  • Equitable Access to Resources: Ensuring all residents, regardless of their background, have equal access to person-centered care planning and interventions.
  • Language Accessibility: Providing resources and support for residents and families who speak languages other than English.

(Image: A diverse group of residents and caregivers interacting respectfully)

Slide 5: Evidence-Based Outcomes and Labor/Employment Laws

• Importance of Evidence-Based Outcomes:
  • Legal Compliance: Demonstrating improved patient outcomes through evidence-based practices can mitigate legal risks related to quality of care and potential neglect.
  • Reduced Liability: Implementing person-centered care, which emphasizes understanding and addressing the root causes of behavioral issues, can potentially reduce incidents leading to liability.
  • Staffing Considerations: Evidence showing improved staff satisfaction and reduced burnout with person-centered approaches can positively impact retention and reduce turnover costs.
  • Training Requirements: Labor and employment laws will necessitate adequate training for staff on person-centered care principles and techniques. This will require dedicated time and resources.
  • Potential for Job Enrichment: While not directly a legal issue, person-centered care can lead to more meaningful and less stressful work for caregivers, potentially impacting job satisfaction and reducing absenteeism.

(Image: A visual representation of the link between evidence-based practice, positive outcomes, and reduced legal risks)

Slide 6: Role of Leadership in Policy Formation and Implementation

• Vision Setting: Leadership (including the CEO and Board) must champion the philosophy of person-centered care and articulate its importance to the organization’s mission and values.
• Resource Allocation: Leadership is responsible for allocating the necessary financial and human resources for training, assessment tools, and implementation of the new policy.
• Communication and Engagement: Leaders must effectively communicate the rationale and benefits of the policy change to all staff, residents, and families, fostering buy-in and addressing concerns.
• Empowerment and Support: Leaders should empower managers and frontline staff to implement the policy effectively by providing ongoing support, mentorship, and opportunities for collaboration.
• Monitoring and Evaluation: Leadership must establish systems for monitoring the implementation of the policy and evaluating its impact on patient outcomes, making adjustments as needed.
• Leading by Example: Demonstrating a commitment to person-centered principles in all interactions and decisions.

(Image: A leader engaging with staff and residents in a supportive manner)

Slide 7: Effects on Compensation and Anatomy of Healthcare Professionals

• Need for Additional Training: Implementing person-centered care will require comprehensive training for all staff levels, potentially incurring costs for training materials, staff time for training, and potentially external trainers.
• Potential for Increased Time per Resident: Initially, implementing individualized care plans and engaging in more in-depth interactions may require more staff time per resident, potentially impacting staffing ratios and overtime compensation if not adequately planned for.
• Impact on Job Roles: While not a change in “anatomy,” the policy may shift the focus of certain roles, requiring more emphasis on assessment, communication, and collaborative care planning.
• Liability Insurance: While the goal is to reduce liability through improved care, it’s prudent to review liability insurance coverage to ensure it adequately addresses potential risks during the transition and ongoing implementation of the new policy.
• No Direct Impact on Licenses: The proposed policy change does not inherently require changes to existing professional licenses, but adherence to the policy will be an expectation within the scope of practice.

(Image: A graphic illustrating the need for staff training and potential adjustments in workload)

Slide 8: Stakeholder Analysis and Engagement

• Informed:
  • Board of Trustees: Receive presentations and approve the policy.
  • General Staff (non-direct care): Understand the overall organizational direction.
  • Volunteers: Understand the principles to align their interactions.
• Participate:
  • Administrative and Clinical Managers: Involved in policy development and implementation planning.
  • Direct Care Staff: Provide input on practical implementation and receive training.
  • Residents (as able): Provide preferences and feedback on their care.
  • Families/Guardians: Share resident history and preferences, participate in care planning.
• Champion:
  • Director of Nursing: Passionate about improving care quality.
  • Social Services Manager: Advocate for resident well-being and person-centered approaches.
  • Key Influential Staff Members: Early adopters who can promote the policy among their peers.
• Enabler:
  • Administrator: Provides resources and removes barriers to implementation.
  • Staff Development Coordinator: Develops and delivers effective training.
  • IT Department: Adapts systems for individualized care planning and documentation.
• Potential Blocker (Needs Co-opting):
  • Staff resistant to change: Address concerns through education, highlighting benefits, and involving them in the process.
  • Individuals concerned about initial time investment: Demonstrate long-term efficiency gains and improved resident outcomes.
  • Those skeptical of the evidence: Present compelling data and success stories from other facilities.

(Image: A stakeholder map visually representing the different groups and their roles)

Slide 9: Conclusion

• Implementing a comprehensive Person-Centered Dementia Care Policy at Shady Valley is a crucial step towards enhancing the quality of care, promoting equity and inclusion, and achieving positive outcomes for our residents.
• This evidence-based approach aligns with our commitment to state-of-the-art healthcare services and respects the individuality and dignity of each person we serve.
• With strong leadership, adequate resources, and effective stakeholder engagement, we are confident that this policy will create a more enriching and supportive environment for our residents and a more rewarding experience for our dedicated staff.
• We respectfully request the Board of Trustees’ approval to move forward with the development and implementation of this vital policy.