INTERACTIVEME: THE PERSON-CENTRED CARE TOOL BUILDING NEW RELATIONSHIPS BETWEEN CARE STAFF AND THE PERSON WITH DEMENTIA

Sam Charles Dondi-Smith

doi:10.1016/j.jalz.2017.06.2602

Evaluating the capabilities model of dementia care: a non-randomized controlled trial exploring resident quality of life and care staff attitudes and experiences

International Psychogeriatrics ◽

10.1017/s1041610216000296 ◽

2016 ◽

Vol 28 (7) ◽

pp. 1091-1100 ◽

Cited By ~ 1

Author(s):

Wendy Moyle ◽

Lorraine Venturato ◽

Marie Cooke ◽

Jenny Murfield ◽

Susan Griffiths ◽

...

Keyword(s):

Quality Of Life ◽

Randomized Controlled Trial ◽

Controlled Trial ◽

Intervention Group ◽

Dementia Care ◽

Care Staff ◽

Staff Attitudes ◽

Randomized Controlled ◽

Person With Dementia

ABSTRACTBackground:This 12 month, Australian study sought to compare the Capabilities Model of Dementia Care (CMDC) with usual long-term care (LTC), in terms of (1) the effectiveness of the CMDC in assisting care staff to improve Quality Of Life (QOL) for older people with dementia; and (2) whether implementation of the CMDC improved staff attitudes towards, and experiences of working and caring for the person with dementia.Methods:A single blind, non-randomized controlled trial design, involving CMDC intervention group (three facilities) and a comparison usual LTC practice control group (one facility), was conducted from August 2010 to September 2011. Eighty-one staff members and 48 family members of a person with dementia were recruited from these four LTC facilities. At baseline, 6 and 12 months, staff completed a modified Staff Experiences of Working with Demented Residents questionnaire (SEWDR), and families completed the Quality of Life – Alzheimer's Disease questionnaire (QOL-AD).Results:LTC staff in the usual care group reported significantly lower SEWDR scores (i.e. less work satisfaction) than those in the CMDC intervention group at 12 months (p = 0.005). Similarly, family members in the comparison group reported significantly lower levels of perceived QOL for their relative with dementia (QOL-AD scores) than their counterparts in the CMDC intervention group at 12 months (p = 0.012).Conclusions:Although the study has a number of limitations the CMDC appears to be an effective model of dementia care – more so than usual LTC practice. The CMDC requires further evaluation with participants from a diverse range of LTC facilities and stages of cognitive impairment.

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Involving the Person with Dementia in Crisis Planning: Focus Groups with Crisis Intervention Teams

International Journal of Environmental Research and Public Health ◽

10.3390/ijerph17155412 ◽

2020 ◽

Vol 17 (15) ◽

pp. 5412

Author(s):

Alessandro Bosco ◽

Justine Schneider ◽

Claudio Di Lorito ◽

Emma Broome ◽

Donna Maria Coleston-Shields ◽

...

Keyword(s):

Decision Making ◽

Focus Groups ◽

Therapeutic Relationship ◽

Care Pathway ◽

Care Staff ◽

Framework Analysis ◽

Term Care ◽

Staff Members ◽

Active Involvement ◽

Person With Dementia

Dementia leads to progressive critical situations that can escalate to a crisis episode if not adequately managed. A crisis may also resolve spontaneously, or not resolve after receiving professional support. Because of the intensity of the crisis, the extent to which the person engages in decision making for their own care is often decreased. In UK mental health services, ‘crisis teams’ work to avert the breakdown of support arrangements and to avoid admissions to hospital or long-term care where possible. This study aimed to explore the views of crisis teams about promoting the involvement of the person with dementia in decision-making at all points in the care pathway, here defined as co-production. The staff of crisis teams from three NHS Trusts in the UK were interviewed through focus groups. Data were analysed using framework analysis. Three focus groups were run with 22 staff members. Data clustered around strategies used to promote the active involvement of the person with dementia, and the challenges experienced when delivering the care. Staff members reported that achieving a therapeutic relationship was fundamental to successful co-production. Miscommunication and/or lack of proper contact between the team and the individuals and carers receiving support adversely affected the quality of care. Making service users aware of the support provided by crisis teams before they need this may help promote a positive therapeutic relationship and effective care management.

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Same map, different direction – Exploring new opportunities that dementia care mapping™ can offer to acute mental health admission wards for older people – Innovative practice

Dementia ◽

10.1177/1471301216675677 ◽

2016 ◽

Vol 19 (2) ◽

pp. 433-437

Author(s):

Sean Page ◽

Ian Davies-Abbott ◽

Mat Phillips

Keyword(s):

Mental Health ◽

Gold Standard ◽

Care Setting ◽

Dementia Care ◽

Care Staff ◽

Observational Method ◽

North Wales ◽

Person With Dementia ◽

Care Mapping ◽

Dementia Care Mapping

Dementia Care Mapping™ is widely acknowledged as the gold standard observational method that can support the introduction of person centred care into a variety of settings ( http://www.bradford.ac.uk/health/dementia/dementia-care-mapping/ ). It encourages care staff to think about how the person with dementia is experiencing the care provided and the care setting. It has been shown to raise care staff awareness sufficiently to bring about improvements in care. In this paper, we describe a programme of work in North Wales that seeks to find innovative ways to use Dementia Care Mapping™, in acute mental health admission wards for people affected by dementia, and we set out some of those innovations.

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Using the Newcastle Model to Understand and Manage Behaviors That Challenge in Dementia: A Case Study

Clinical Case Studies ◽

10.1177/15346501211012099 ◽

2021 ◽

pp. 153465012110120

Author(s):

Nils Rickardsson ◽

Suzanne Crooks

Keyword(s):

Unmet Needs ◽

Care Home ◽

Care Staff ◽

Care Homes ◽

Successful Implementation ◽

Multiple Sources ◽

Treatment Gains ◽

Person With Dementia ◽

The Impact

Behaviors that challenge (BC) are common in dementia and can have a significant impact on the wellbeing of the person with dementia, their family and staff in care homes. The Newcastle model is a biopsychosocial, person-centerd, approach that aims to support care staff and family members in order to manage BC within care homes by identifying and fulfilling unmet needs of the person with dementia. After outlining its theoretical basis and practical utility, we describe a case study where the Newcastle model has been implemented to manage sexualised behaviors and verbal aggression. The patient described is a lady with dementia residing in a care home where the staff felt unable to manage increasing incidence of these BC. Information from multiple sources was collated to conceptualise the behaviors and understand them in terms of unmet needs, which was followed by a process to develop corresponding practical strategies together with care staff and family. Following successful implementation of the Newcastle model, the care staff reported a reduction in BC on standardised instruments (Cohen-Mansfield Agitation Inventory, and the Neuropsychiatric Inventory). The staff group also described increasing confidence in managing sexualised vocalisations as they had a better understanding with regards to premorbid history and personality, and an increased awareness of the impact of dementia on behavior. Complicating factors relating to staff stress and physical health conditions in older adults are discussed, and adaptations to the model are suggested in order to maintain treatment gains in the long-term.

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Communication Disordered: Program Implementation in Long-Term Care

Perspectives of the ASHA Special Interest Groups ◽

10.1044/persp1.sig15.64 ◽

2016 ◽

Vol 1 (15) ◽

pp. 64-67

Author(s):

George Barnes ◽

Joseph Salemi

Keyword(s):

Program Implementation ◽

Long Term Care ◽

Family Satisfaction ◽

Regulatory Compliance ◽

Care Staff ◽

Term Care ◽

Staff Members ◽

Change Policy

The organizational structure of long-term care (LTC) facilities often removes the rehab department from the interdisciplinary work culture, inhibiting the speech-language pathologist's (SLP's) communication with the facility administration and limiting the SLP's influence when implementing clinical programs. The SLP then is unable to change policy or monitor the actions of the care staff. When the SLP asks staff members to follow protocols not yet accepted by facility policy, staff may be unable to respond due to confusing or conflicting protocol. The SLP needs to involve members of the facility administration in the policy-making process in order to create successful clinical programs. The SLP must overcome communication barriers by understanding the needs of the administration to explain how staff compliance with clinical goals improves quality of care, regulatory compliance, and patient-family satisfaction, and has the potential to enhance revenue for the facility. By taking this approach, the SLP has a greater opportunity to increase safety, independence, and quality of life for patients who otherwise may not receive access to the appropriate services.

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