A brief description and history of the organization
Providence Mount St. Vincent is a child care and non-smoking facility that provides nursing which is centered within the main core values of high esteem, compassion, integrity, and quality stewardship. These values drive the center in providing services that focus on the wishes of the residents so that their independence, privacy and dignity are preserved. The whole facility is more than 300, 000 square-feet and serves above 1,200 meals each day in different locations (sixteen locations) at The Mount. Volunteers also give their help in serving meals among other activities. Providence Mount St. Vincent has since 1924 been part of the West Seattle community. Since then, it has received several awards which include the Excellence in Practice Award in 1997 and the Innovator of the Year Award in the same year awarded by AAHSA (American Association of Homes and Services for the Aging) and Washington Association of Homes for the Aging respectively (Eskidsen 2008).
The proposed change and rationale for the change
The Mount came up with a model for nursing which it implemented where residents stay in clusters of private and shared rooms. These neighborhoods comprise 20 to 23 residents each. The rooms also include a dining area or a large kitchen which serves as a central spot for residents to gather for their meals. One major change about the “neighborhood configuration” model is that it brings autonomy to the residents as far as decision making is concerned in contrast to the traditional medical models. As such, residents in the neighborhood choose whatever daily routine. Since these neighborhoods have about two hundred residents staying in clusters, it encourages one-on-one care. Not only that, but the workers too are encouraged to provide the best service to the residents through their dedication and the cross-training they receive (Mitty 2005).
The neighborhood configuration model also has resulted in tremendous cutbacks in employee turnover and significantly increased employee satisfaction. Before its implementation, employee turnover stood at about 50% but it fell to 15-18% after implementation in 2006-2007 which indicates clearly that the model is responsible for the lower employee turnover (Eskidsen 2008).
The model also has meal times that are flexible enough in that the residents can have snacks or drinks at any time they want. Each neighborhood receives lunch and diner after the food is prepared in the central kitchen. The living quarters are personalized in that the residents have the freedom to furnish their respectful living room as they please. In addition, the rooms are either private or shared between two roommates and they may also have plants and pets if they so wish (Mitty 2005).
In the traditional model, there is the nurse station that caters to the staff and residents. However, in this neighborhood configuration model, the nurse station is replaced with a neighborhood care station that caters to all the staff as well as the residents. The residents are also given the option of doing their laundry in the laundry room. Another component of the model is the assisting room which is meant to assist the residents who are physically impaired and need any assistance. Assistance to the physically impaired residents is provided by the employees, who have experience and qualifications in different areas of specialization; which include areas like program management, medication, emergency care, nursing, resident assistance and recreation coordination among others. An integrated living community is a chief component of the neighborhood configuration model. Rather than having separate areas for some residents (e.g. residents with Alzheimer’s disease), the living community is well integrated and this lessens fears that might arise among residents that they may be moved should they demonstrate any presence of a disability. There is also the Intergenerational Learning Center which provides onsite childcare. This facility serves about 125 kids aged between six weeks and five years (these children belong to the staff or the outside community). Lastly, residents have an opportunity to go for outings and other offsite trips limited within the greater Puget Sound area.
Ways in which the proposed change is compatible with the organizations culture
The model is used to solve a number of problems which have been identified to affect a good number of nursing homes in the United States. Many nursing homes are faced with a problem of little or no resident autonomy (Parkin, 2000). In this case, residents are viewed as patients rather than people and residents are classified according to their medical situation or the extent to which they need care. Another difficulty arising as a result of the traditional models is that the long halls used in the traditional model create a sterile environment that is not welcoming especially when such condition is intermarried with the hard surfaces used.
The traditional model may easily reach a state where the residents develop a culture of dependence due to the fact that the residents are unable to make choices or decisions about issues that affect them. This situation leads to boredom, loneliness, and frustration among the residents. Given that a number of nursing homes comprise residents having cognitive impairments in a detached living room, the residents fear reporting problems affecting them (Parkin, 2000).
Neighborhood configuration model ensures lower employee turnover by guaranteeing them satisfaction, giving them stress-free work, hence well rewarding to the employees as opposed to the traditional medical model. The innovative model developed by Providence Mount St. Vincent is thus a good approach to addressing problems that affect both the residents and the employees (Mitty 2005)
As a result of the changes that the model brings greater independence to the residents giving them the autonomy in decision making thereby granting them dignity they deserve hence a better life for the residents and for the staff.
Reference List
- Eskidsen, Manuel A. 2008. “Innovations Exchange: Medical Ethics Admission” Central New York Business Journal Web.
- Mitty, Ethel, L. 2005. “Culture Change in Nursing Homes: An Ethical Perspective” Annals of Long-Term Care 13 (3): 1524-7929.
- Parkin, S. 2000 “Pioneering the New Nursing Home -Nursing Homes”