scholarly journals Effects of National Evaluation of Long-Term Care Hospitals on Hospital Workers' Work Environment, Job Satisfaction, and Quality of Services

2012 ◽  
Vol 26 (1) ◽  
pp. 137-146 ◽  
Author(s):  
Jeong-Seon Kim ◽  
Jin-Kyung Kim ◽  
Woo-Sok Han ◽  
Moon-Sook Shim
Keyword(s):  
Job Satisfaction ◽  
Work Environment ◽  
Long Term Care ◽  
Quality Of Services ◽  
Hospital Workers ◽  
Term Care

scholarly journals Algorithm of the Functioning of the System of Long-Term Care for Elderly Citizens in the Framework of Public-Private Partnership

2020 ◽  
Vol 19 (4) ◽  
pp. 50-58
Author(s):  
K.A. Samofatova ◽  
Keyword(s):  
Social Services ◽  
Long Term Care ◽  
Quality Of Services ◽  
Term Care ◽  
Private Partnership ◽  
Control Procedures ◽  
Older Citizens ◽  
Care System

the author has compiled and adapted, taking into account the existing Russian and foreign experience, an algorithm for the functioning of the system of long-term care for older citizens by including control procedures at each stage of its implementation (identification of elderly citizens who need constant care, typing, routing, provision of medical and social services). Based on the elements of the long-term care system identified by the author and the types of support for the implementation of the long-term care system, this algorithm will allow implementing a comprehensive step-by-step system of state and public control over the quality of services provided, as well as organizing interdepartmental interaction and synchronization of the activities of organizations involved in the process of providing care.

Communication Disordered: Program Implementation in Long-Term Care

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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