Address by the President of the Faculty of Actuaries

ABSTRACTPresidential Addresses are an opportunity to survey the actuarial landscape, and this one is no exception. The pace of change and scope of work undertaken by actuaries since the President qualified is commented upon. Many of the current and future issues are also aired, from bonus rates and pensions mis-selling to stakeholder pensions and long-term care. Regulation, in a number of areas, is also reviewed. The regular topics of education, examinations and continuous professional development also feature.

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LONG TERM CARE REGULATION IN THE STATES: A SYSTEMIC PERSPECTIVE

Review of Policy Research ◽

10.1111/j.1541-1338.1985.tb00360.x ◽

1985 ◽

Vol 5 (2) ◽

pp. 337-348

Author(s):

Robert C. Myrtle ◽

William W. Lammers ◽

David Klingman

Keyword(s):

Long Term Care ◽

Term Care ◽

Care Regulation

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Views from Below: Inspectors’ Coping with Hybrid Accountabilities

The Annals of the American Academy of Political and Social Science ◽

10.1177/0002716220956587 ◽

2020 ◽

Vol 691 (1) ◽

pp. 138-152

Author(s):

Tanja Klenk

Keyword(s):

Service Provision ◽

Long Term Care ◽

Negative Impact ◽

Care Service ◽

Term Care ◽

Institutional Settings ◽

Regulatory Culture ◽

Care Regulation

Regulation of long-term care service provision is a case of hybrid accountabilities. How do inspectors who are responsible for the implementation of regulations handle the uncertainties arising from hybrid accountabilities? While the prevailing scholarly consensus is that hybridity creates tensions that have a negative impact on the quality of regulation, this article shows that different accountabilities can reinforce each other. However, situations in which inspectors can develop a positive stance toward hybridity and integrate competing logics are rare. Hybrid professionalism among inspectors requires training, education, and resources as well as a joint regulatory culture with inspectees—preconditions that are hardly present in recent institutional settings of long-term care regulation.

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Consolidated Recommendations for Changes in the Activities Section of the Final Rule of the Long Term Care Regulation

Activities in Action ◽

10.4324/9781315801384-6 ◽

2014 ◽

pp. 33-35

Keyword(s):

Long Term Care ◽

Term Care ◽

Final Rule ◽

Care Regulation

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Working With Resistance and Encouraging Buy-In to New Programs

Perspectives on Gerontology ◽

10.1044/gero16.1.18 ◽

2011 ◽

Vol 16 (1) ◽

pp. 18-21

Author(s):

Sara Joffe

Keyword(s):

Long Term Care ◽

Term Care ◽

Optimal Outcomes ◽

Speech Language Pathologist

In order to best meet the needs of older residents in long-term care settings, clinicians often develop programs designed to streamline and improve care. However, many individuals are reluctant to embrace change. This article will discuss strategies that the speech-language pathologist (SLP) can use to assess and address the source of resistance to new programs and thereby facilitate optimal outcomes.

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Feeding Dependency Issues in the Long-Term Care Environment

Perspectives on Swallowing and Swallowing Disorders (Dysphagia) ◽

10.1044/sasd10.1.19 ◽

2001 ◽

Vol 10 (1) ◽

pp. 19-24

Author(s):

Carol Winchester ◽

Cathy Pelletier ◽

Pete Johnson

Keyword(s):

Long Term Care ◽

Term Care ◽

Care Environment

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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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