Culture Change: Focusing on Wellbeing for Improved Health Outcomes and Satisfaction - Bob Kallonen, Schlegel Villages

Focusing Focusing onon WellWell Being for Improved Being for Improved

CULTURE CHANGECULTURE CHANGE

gg g pg pHealth Outcomes and SatisfactionHealth Outcomes and Satisfaction

CULTURE CHANGECULTURE CHANGE

Our mission is to provide holistic health care in a home environment, located within an internal neighbourhood

design that promotes a caring community, with emphasis on optimal health and life purpose for each Resident.

Publicly F d d LTC Funded LTC

Private pay Retirement Living

Almost 4,000 beds ,operating and under developmentdevelopment

What We Strive to Achieve

5 K S F t5 K S F t

What We Strive to Achieve

5 Key Success Factors5 Key Success FactorsChanging the Culture of AgingChanging the Culture of Aging

People Developmentp p

Product Quality

Customer Experience

Profitability Sustainability

Why Culture Change?Why Culture Change?

On the road to ‘improvement’, it d ddawned on us – no matter how good we got we were alwaysgot, we were always going to be selling something that our gcustomers feared.

Fear was rooted in western approaches to aging.

A Sobering RealizationA Sobering Realization

None of our effortsNone of our efforts would matter unless the change wethe change we sought took place in the hearts and minds of our team members.

Especially those directly serving customers bothcustomers – both residents and family members.

2011 Achieving A i tiour Aspirations

Pl d ti l• Planned operational goals based on aspirationsaspirations

• Shared our success storiesstories

• Broadened engagementengagement

• Focused on partnerships andpartnerships and collaboration

2012 and 2013 B ildi C ll b ti C lt

Planned operational Daily Interdisciplinary

Building a Collaborative CulturePlanned operational goals based on aspirations

Daily, Interdisciplinary, Neighbourhood Quality

Shift Huddlesp

Formed Village Advisory Teams

Broadened engagement

Shared success storiesShared success stories

Focused on quality of life and interdisciplinary life and interdisciplinary collaboration

What Determines Resident and Family S i f i d l ?Satisfaction and Loyalty?

Relationship between caregiver and residentRelationship between caregiver and resident most

important in determining resident perceptionsabout Quality of Life (QoL)

Resident satisfaction and loyalty are not won on

the battlefield of clinical quality

Not won on the battlefield of expensive builtenvironment amenities

‘How was I treated as a person’

Often it comes down to something done bySource: My Innerview

Potential of Our Peoplep

O OSupportive Leadership

OUR JOURNEY

Neighbourhood CoordinatorsCoordinators

Neighbourhood Team

Development

Engaged Residents &

Families

NEIGHBOURHOOD COORDINATORNEIGHBOURHOOD COORDINATOR

Facilitates Provides the Ensures the the team process, encouraging and

training the team needs to self-manage and

team’s goals and decisions are in alignment withand

supporting the team throughout

manage and work together

alignment with the mission, vision, and values of thethroughout

their journeyvalues of the organization

O OSupportive Leadership

OUR JOURNEY

Neighbourhood CoordinatorsCoordinators

Neighbourhood Team

Development

Engaged Residents &

Families

LOCAL LEADERSHIP SATISFACTION WITH SUPPORT OFFICE LEADERSHIP

MEASURING LEADERSHIP IN 2013 -LOCAL

70%

Schlegel MarketPlace - an online community that manages online training, communication, careers along with team member documentsmember documents.

An electronic team member survey developed

The survey was launched with a staged approach Village by Village. The survey period for each Village was 4-6 weeks.

Upon survey closing raw data in excel form fwas provided by iTacit for analysis

REFER A GOOD FRIEND OR FAMILY MEMBERREFER A GOOD FRIEND OR FAMILY MEMBERAS A GREAT PLACE TO BE A TEAM MEMBERAS A GREAT PLACE TO BE A TEAM MEMBER

964

AS A GREAT PLACE TO BE A TEAM MEMBERAS A GREAT PLACE TO BE A TEAM MEMBER

Top 5 Answer

506

193

24 48

00Never/Very Never/Very

Poor/Strongly Poor/Strongly Rarely/Poor/ Rarely/Poor/

DisagreeDisagreeSometimes/ Sometimes/ Fair/NeutralFair/Neutral

Most of the Most of the time/Good/ time/Good/

Always/ Always/ Strongly Strongly Poor/Strongly Poor/Strongly

DisagreeDisagreeDisagreeDisagree Fair/NeutralFair/Neutral time/Good/ time/Good/

AgreeAgreeStrongly Strongly

Agree/Very Agree/Very GoodGood

AT MY VILLAGE AT MY VILLAGE WE CARE WE CARE ABOUTABOUT QUALITYQUALITYABOUT ABOUT QUALITYQUALITY

9691000

750

Top 5 Answer

548

500

178250

5 37

0Never/Very

P /S l Rarely/Poor/

DiSometimes/ F i /N l

Most of the i /G d/

Always/ S l Poor/Strongly

DisagreeDisagree Fair/Neutral time/Good/

AgreeStrongly

Agree/Very Good

I UNDERSTAND SCHLEGEL VILLAGES I UNDERSTAND SCHLEGEL VILLAGES OVERALL MISSIONOVERALL MISSIONOVERALL MISSION OVERALL MISSION

AND AND ASPIRATIONAL GOALS.ASPIRATIONAL GOALS.1000

811 829

750

Top 5 Answer

500

91

250

5 2

91

0Never/Very

Poor/Strongly Rarely/Poor/

DisagreeSometimes/ Fair/Neutral

Most of the time/Good/

Always/ Strongly Poor/Strongly


AgreeStrongly

Agree/Very Good

MYMY SUPERVISORSUPERVISOR SHOWSSHOWS COMPASSIONCOMPASSIONMY MY SUPERVISOR SUPERVISOR SHOWS SHOWS COMPASSIONCOMPASSION

9391000

750

Top 5 Answer

527

500

205250

1657

0Never/Very




Always/ Strongly oo /St o g y

Disagreesag ee a / eut a t e/Good/

AgreeSt o g y

Agree/Very Good

MY GM SHOWS COMPASSIONMY GM SHOWS COMPASSIONMY GM SHOWS COMPASSIONMY GM SHOWS COMPASSION

9641000

750

Top 5 Answer

525500

47

193250

18 47

0Never/Very






AgreeSt o g y

Agree/Very Good

MY CONTRIBUTIONS ARE VALUEDMY CONTRIBUTIONS ARE VALUEDMY CONTRIBUTIONS ARE VALUEDMY CONTRIBUTIONS ARE VALUED

648700 648

579

500

600

700Bottom 5 Answer

339

300

400

500

118200

300

35

0

100

Never/Very Rarely/Poor/ Sometimes/ Most of the Always/ / yPoor/Strongly

Disagree

y/ /Disagree

/Fair/Neutral time/Good/

Agree

y /Strongly

Agree/Very Good

TM ARE ENCOURAGED TO PARTICIPATE IN TM ARE ENCOURAGED TO PARTICIPATE IN DECISION MAKING AFFECTING THEIR WORKDECISION MAKING AFFECTING THEIR WORK

700629

588

500

600

700Bottom 5 Answer

369

300

400

500

98100

200

300

34

0

100

Never/Very P /St l

Rarely/Poor/ Di

Sometimes/ F i /N t l

Most of the ti /G d/

Always/ St l Poor/Strongly


AgreeStrongly

Agree/Very Good

IN MY VILLAGE THERE IS OPEN, HONEST, IN MY VILLAGE THERE IS OPEN, HONEST, TWOTWO WAY COMMUNICATIONWAY COMMUNICATIONTWOTWO--WAY COMMUNICATIONWAY COMMUNICATION

687

600

700

800Bottom 5 Answer

462

408

400

500

600

128200

300

43

0

100

Never/Very P /St l

Rarely/Poor/ Di

Sometimes/ F i /N t l

Most of the ti /G d/

Always/ St l Poor/Strongly


AgreeStrongly

Agree/Very Good

I HAVE A BEST FRIEND IN THE I HAVE A BEST FRIEND IN THE VILLAGEVILLAGE

600533

499

400

500Bottom 5 Answer

328

300

400

63

140

100

200

0Never/Very






AgreeSt o g y

Agree/Very Good

I FEEL APPRECIATED FOR THE I FEEL APPRECIATED FOR THE WORK I DOWORK I DOWORK I DOWORK I DO

815900

815

600

700

800 Bottom 5 Answer

506

400

500

600

88

288

100

200

300

350

100

Never/Very Poor/Strongly

Rarely/Poor/ Disagree

Sometimes/ Fair/Neutral


Always/ Strongly Poor/Strongly


AgreeStrongly

Agree/Very Good

Positive Relationships with Supervisors and General Managers

High Levels of Engagement

I d O tImproved OutcomesFor residents(i.e., friendships with staff, participation inmeaningful activities, feeling at home)

For the organization(i.e., Reductions in member turnover,( , ,work shifts lost, client falls)

RELATIONSHIPS BETWEEN TEAM RELATIONSHIPS BETWEEN TEAM MEMBER PERCEPTIONS OFMEMBER PERCEPTIONS OFMEMBER PERCEPTIONS OF MEMBER PERCEPTIONS OF

GENERAL MANAGER AND ENGAGEMENTGENERAL MANAGER AND ENGAGEMENT

4 5

5

on

4

4.5

r = .67

Sat

isfa

ctio

3.5

Man

ager

S

33 3.5 4 4.5 5G

ener

al M

Village Employee Engagement Avg

G

RELATIONSHIPS BETWEEN TEAM RELATIONSHIPS BETWEEN TEAM MEMBER PERCEPTIONS OFMEMBER PERCEPTIONS OFMEMBER PERCEPTIONS OF MEMBER PERCEPTIONS OF

SUPERVISOR AND ENGAGEMENTSUPERVISOR AND ENGAGEMENT

5

4

4.5

r = .78

fact

ion

3.5

4

sor

Satis

f

3

3 3.5 4 4.5 5

Sup

ervi

s

3 3.5 4 4.5 5

Village Employee Engagement Avg

Monthly Employee Turnover (%)Monthly Employee Turnover (%)

2 52 5

Monthly Employee Turnover (%)Monthly Employee Turnover (%)

22

2.52.5

1.51.535% less35% less

11

0.50.5

00High Engagement High Engagement Low EngagementLow Engagement

MODIFIED WORK SHIFTSMODIFIED WORK SHIFTSPER 100 RESIDENTSPER 100 RESIDENTSPER 100 RESIDENTSPER 100 RESIDENTS

3535

3030

3535

2020

2525

58 8% less58 8% less

1010

151558.8% less58.8% less

00

55


LTC PRIVATE DAYS LOSTLTC PRIVATE DAYS LOST

3535

LTC PRIVATE DAYS LOSTLTC PRIVATE DAYS LOST

3030

3535

36 8% less36 8% less

2020

252536.8% less36.8% less

1010

1515

00

55

1010

00High Engagement Low Engagement

‘I PARTICIPATED IN MEANINGFUL ‘I PARTICIPATED IN MEANINGFUL

55

ACTIVITIES THIS WEEK’ACTIVITIES THIS WEEK’

444.54.5

55

2 52 533

3.53.544

20% more residents20% more residents

1.51.522

2.52.5

000.50.5

111.51.5


‘THIS PLACE FEELS LIKE ‘THIS PLACE FEELS LIKE HOME TO ME’HOME TO ME’

55

444.54.5

55

2 52 533

3.53.516.5% more residents16.5% more residents

1.51.522

2.52.5

000.50.5

11


NUMBER OF FALLS NUMBER OF FALLS PER 100 RESIDENTSPER 100 RESIDENTSPER 100 RESIDENTSPER 100 RESIDENTS

RESIDENTS WITH NO RESIDENTS WITH NO DEPRESSIONDEPRESSION

IMPACT ON SOCIAL IMPACT ON SOCIAL ENGAGEMENTENGAGEMENTENGAGEMENTENGAGEMENT

NEXT STEPSNEXT STEPS

Completed an evaluation of the survey design We

NEXT STEPS…NEXT STEPS…

Completed an evaluation of the survey design. We wanted to understand with the questions we asked whether the items on the questionnaire were

i j t f t ( t) h thassessing just one factor (engagement) or whether it addressed various items such as team member pride or values. p

The evaluation determined that the questionnaire in its current form examines team member engagement alone.

Looking to make adjustments to the survey to g j yallow us to continue to measure team member engagement but also address other areas without extending the length of the survey Questions

CHANGING LIVES … EACH DATA POINT CHANGING LIVES … EACH DATA POINT REPRESENTS A LIFE BEING LIVEDREPRESENTS A LIFE BEING LIVEDREPRESENTS A LIFE BEING LIVEDREPRESENTS A LIFE BEING LIVED

“I can’t live in or as I was, I must live “I can’t live in or as I was, I must live h I A d I t lih I A d I t li

MAREP partner living with dementiaMAREP partner living with dementia

as who I am now. And I must live as who I am now. And I must live that life in today!”that life in today!”

THANK YOU!THANK YOU!THANK YOU!THANK YOU!

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Culture Change: Focusing on Wellbeing for Improved Health Outcomes and Satisfaction - Bob Kallonen, Schlegel Villages