Barrier Free Living

Are your residents complaining that there is nothing to do?  Is your employee morale at an all-time low?  Do you feel the need to grab a couple pairs of boxing gloves and let your CNAs and LPNs just go at it?  Do you have family members with nothing better to do than to count how many times your CNA checked the other resident across the hall and then tell that family the result?

If not addressed, rest assured, this will not go away.  This ever-growing negative environment will greet you as soon as you walk through the door Monday morning…and usually before that on the phone calls you get on Saturday night at 10:30 pm.

The problem is that there is a division among everyone.  They don’t share a common goal that everyone is working on.  Sure, we all want what’s best for the resident, but can we really even all agree on what that is most of the time?  No, they need something else.  Something that is big, something fun, and something that is challenging.  Something that doesn’t create a direct confrontation between everyone.  Something that produces results.  And, of course, it has to be something that doesn’t cost the facility very much to maintain.

To offer a suggestion, I would like to introduce to you a program you might want to launch in your facility – it’s called the DreamCatcher.  I started this program several years ago and have run it in multiple facilities with success.  (Note:  I have seen similar programs online at several other places, so this is not exclusive).  However, the DreamCatcher program is designed to accomplish a few things including:  Enhance the lives of our residents, promote teamwork among staff members, residents, and families toward a common goal, allow us opportunities to partner with local businesses and organizations in the community, and produce positive media coverage.

A dream come true, right?  Well, it IS called the DreamCatcher!

The types of dreams listed below are modeled after the Second Winds Dreams program.  Here are the nuts & bolts.

  1. We interview our residents to determine what their dreams are.  A dream may be in one of the following categories:
    1. Relationship-based. i.e. – a resident may wish to see a long-lost relative or friend.
    2. Lifelong dreams.  i.e. – a resident may have always wanted to learn to play the piano or ride in a race car.
    3. Relive past experiences. i.e. – a resident who is a former truck driver may want to ride in an 18-wheeler again or a retired schoolteacher may enjoy spending some time back in the classroom with our local elementary students.
    4. Dreams for fun.  i.e. – a resident may wish to go to a sports game or a rodeo.
    5. Needs-based.  i.e. – a resident with a specific impairment may need a special piece of equipment in order to communicate or interact with others.
  2. We select a resident’s dream and, with the consent of the responsible party, partner with a local business or organization that may have the resources or would be a good match in order to help fulfill it.  It usually doesn’t cost any money.  It does, however, take persistence in calling one business after another until you reach someone who will help.
  3. We take pictures and submit a press release to the media in which we give thanks to the specific business or organization that assisted us with bringing the dream to reality.
  4. Some dreams will require more planning and will take more time to develop while others take less; however, as a standard, we will shoot for completing a DreamCatcher every 1-2 months.
  5. Staff members, families, or residents may suggest a dream to be fulfilled.

Even though this program should usually cost nothing but time and effort, I believe it is something that everyone will have a great experience with and benefit from.  You should definitely hold a family and staff meeting to introduce the program.  I have found that many of your “active” family members really take to it and actually contribute something positive to the facility.  Even staff members who usually can’t wait to tell on one another can find something to work together on here.

Residents love it!  It’s a great feeling to create such a memorable experience for them.  I have had professional wrestlers buy lunch for a facility.  I have seen an auto sales dealership supply a brand new suv and driver to pick a resident up and take her to a fine-dining restaurant that supplied her with a complimentary meal.  I have seen residents get to ride in race cars and on motorcycles. I have even seen a resident’s family flown in to see him after years of being apart.  And every one of them talked about their experience for weeks afterward.  It was something they never forgot.

It’s also a great marketing tool.  Putting something positive about your facility in the local newspaper month-after month can create a strong positive perception in the community for you.  Along with this, you are building business relationships in your local community.

There’s no downside!  Give it a shot and send me your success stories!

P.S.  Here are a few resources that may give you some ideas for future wishes to grant for the DreamCatcher program.

http://www.nevertoolate.org/wishes_fulfilled.htm

http://www.dreamfoundation.org

http://www.secondwind.org/gallery.html

http://www.twilightwishfoundation.org/gallery/index.php

 

Portrait of a young female nurse smiling for the camera

No matter how good of a job you do personally, you’re only as good as your worst empolyee.  So, if your CNA is in a hurry and doesn’t respond to a resident’s questions in a respectful manner, or if a call light stays on for 20 minutes and your charge nurse is at the nurses station while the CNAs are busy in other rooms, or even if a dietary staff member doesn’t take the time to see if they have some tomato soup for a resident’s special request when it’s not on that day’s menu, these are ALL reflections on you or poor customer service.

Even worse, I see many times that the staff will actually avoid certain family members because they are difficult.  I’ve also had calls from families before who had a less than pleasant conversation with a staff member. 

We all have difficult families.  It’s best to tackle this situation right off the bat.  Always be polite and respectful to your families.  If you see a family member targeting (picking on) a certain staff member, you must intervene.  You may have to reassign that staff member to a different hall temporarily until you can get to the root of the problem with the family.

So, how does one promote an atmosphere of enhanced customer service in a work environment like we have?  That’s a great question.  We are busier than 99% of other work places out there.  I tell my new recruits that I have never had a day in the past decade where I cleared off my desk, checked everything on my to-do list, and kicked back thinking “I’ve finished with everything I wanted to do today.”  It doesn’t happen.  You will always have immediate tasks, pending reports, conference calls, and projects that need attention.  Your employees are just as busy.  There is not nor will there ever be in the immediate future enough staff for direct care. 

In the hustle and bustle of trying to get residents cared for as best as they can, many employees can come off a little abrupt and even downright rude at times.  This can have a tremendous effect on your customer satisfaction, census and your reputation.  If your residents feel as if they are treated poorly, they will leave you for your competitor.  And, they’ll let everyone know that “…they treated me like a dog at ABC Nursing Home…”.  It’s a fact.

The best way that I have found to improve customer service as a group is to involve your staff.  They need to know what the expectations are.  They need to hear the complaints and grievances.  They need to know how to respond to difficult residents.  They need education on how to best interact with difficult families.  They need the tools to do their job.

And, they need an incentive.  As much as I support swift discipline of negative staff behavior, it’s only half of the equation.  There has to be positive reinforcement for positive behavior.  This is the missing ingredient in many workplaces.

One little tool I developed at a particularly challenging facility was the I-Care program.  Here are the details below:

 I-CARE

 Improving

Customer Service

Awareness

Rewards

Everyone

 Goal:  To bridge the gap between the families and the staff members to improve customer awareness and satisfaction.

  •  Tokens will be printed up with the center name & I-CARE on them.  Have a family and employee meeting to launch the new program and distribute tokens to the families (at least 10 per family).  The families will award tokens to staff members who they observe providing exemplary service and take extra time with their residents.  The families will replenish their tokens at care plan meetings and family meetings.  Also, provide tokens to the families of new residents upon admission.
  • The staff, upon collecting a certain number of tokens, will redeem them for prizes.  Examples may include:

 1 token = candy bar or soft drink

5 tokens = free dvd rental certificate

10 tokens = gift certificate at SteakOut

25 tokens = Movie tickets for 2

40 tokens = dinner for 2 at nice restaurant

60 tokens = ipod or a cell phone

100 tokens = $100 gift card from Wal-Mart

200 tokens = Wii game console or gps unit

  •  Order enough tokens to be able to distribute at least 10 to each resident’s family and have a back-up supply for new admissions and for families to replenish.  The tokens could be metal coins, plastic chips, or even casino-type chips.  Because of the cost involved, you may lean toward a simple plastic chip.  Roughly .30 a piece with printing, etc.
  •  As a result of implementation of this program, we should see improved customer satisfaction due to staff members’ increased awareness of customers’ needs as well as a measurable goal to work toward and positive reinforcement in the form of rewards for delivery of excellent care.
  •  Reward winners should also be recognized publicly as rewards are presented giving reinforcement for continued success and motivating others.

That is the basic format of a customer service excellence rewards program that actively incorporates direct family feedback related to staff performance.  It’s not an end-all, be-all. It doesn’t relieve you of managing your staff members and following-up on concerns; but it may be a very beneficial tool to assist you in making customer service a priority at your facility.

Give it a try and let me know your results.  Good luck!