Culture-Change Training: Nursing Facility Staff Perceptions of Culture Change

2011 ◽  
Vol 32 (6) ◽  
pp. 400-407 ◽  
Author(s):  
Donna J. Munroe ◽  
Poonam L. Kaza ◽  
David Howard
2016 ◽  
Vol 65 (2) ◽  
pp. 269-276 ◽  
Author(s):  
Eduard E. Vasilevskis ◽  
Joseph G. Ouslander ◽  
Amanda S. Mixon ◽  
Susan P. Bell ◽  
J. Mary Lou Jacobsen ◽  
...  

2019 ◽  
Vol 3 (Supplement_1) ◽  
pp. S701-S702
Author(s):  
Raven H Weaver ◽  
Karen A Roberto ◽  
Nancy Brossoie ◽  
Pamela B Teaster

Abstract Involuntary nursing home closures happens infrequently, but when they do occur, they impact residents, their family, and facility staff. During the transition, residents’ care needs are of primary concern, yet few studies have examined the centrality of the actions of staff to residents’ relocation adjustment. This paper examined staff perceptions of the involuntary relocation process for 132 residents after a facility lost its Medicaid certification because of low quality performance. Interviews were conducted with 34 staff (e.g., administrators, nurses, social workers) from 21 receiving facilities. Using content analysis, we identified challenges that hindered relocation and affected resident/family experiences. Receiving facility staff perceived undue distress and hardship on residents and family members because of inadequate notification about the situation. Limited, untimely, and poor communication led to residents being uninformed or unprepared for moving. The efficiency and effectiveness of the resident discharge process was also viewed as unacceptable. Minimal documentation in residents’ charts hampered the coordination of resident moves. Receiving facility staff offered recommendations for decertified facilities and receiving facilities to improve the relocation experience including the need for open communication, thoughtful and early engagement in the process, and transparent and timely interactions. Findings suggest that staff are well-positioned for active involvement in the relocation process and should facilitate deliberate and strategic planning, decision-making, and communication with residents and their relatives. Resident-centered policies are needed to improve the involuntary relocation process and give voice to remaining/receiving staff, both of whom are integral to residents’ support system.


2019 ◽  
Vol 3 (Supplement_1) ◽  
Author(s):  
Brenda Bustillos ◽  
Savanah Gideon

Abstract Objectives In an effort to optimize performance, readiness, and health, the Department of Defense (DoD) created a performance nutrition initiative, Go for Green (G4G). Study aims were to determine dining facility staff perspectives on barriers and facilitators to implementation as well as recommendations for program improvement. The purpose of this study was to improve the G4G 2.0 program framework by informing and developing best practices through explication of dining facility (DFAC) staff perspectives. Methods Focus groups were conducted in two phases (May 2017 to February 2018) with supervisors and staff of Wolf DFAC, at Fort Carson, Colorado prior to G4G 2.0 implementation. Participants were recruited by purposive sampling and were identified as key stakeholders (n = 89) in the G4G initiative. Focus groups were audio recorded to capture all verbal responses, transcribed verbatim and lasted an average of 31 minutes (range 24 to 58 minutes). Transcripts were reviewed via qualitative content analysis using an exploratory, inductive approach to elucidate emergent themes from the data. Results DFAC staff perceptions of barriers to G4G implementation included lack of, or ineffective G4G training, inconsistent preparation of food items, G4G fidelity issues, staff perceptions of patron preferences, lack of patron familiarity to new G4G food items and lack of G4G buy-in. Implementation facilitators included training, G4G team site visits, and patron exposure to G4G menu items. Staff suggestions for G4G implementation and program improvement included training on preparation methods, having a flexible implementation timeline, up front provision of all G4G materials, for the G4G team to conduct a needs assessment, and G4G and nutrition education and awareness outside the DFAC. Conclusions Results demonstrated that barriers to G4G 2.0 implementation outweighed facilitators, and supported the idea that there may be more viable, less time and work-intensive methods (aside from color-coded food cards) to promote healthier food selection by patrons. Incorporating methods to improve patron selection of healthful items in DFACs could play an instrumental role in improving Service Member health, thereby enhancing readiness to meet mission requirements. Funding Sources United States Army Research Institute of Environmental Medicine.


2018 ◽  
Vol 19 (1) ◽  
Author(s):  
Kristie J. Lipford ◽  
Laura McPherson ◽  
Reem Hamoda ◽  
Teri Browne ◽  
Jennifer C. Gander ◽  
...  

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