How to Decrease Turnover of Non-Professional Direct Care Staff in Intermediate Care Facilities for Individuals with Intellectual Disabilities Introduction An Intermediate Care Facility for Individuals with Intellectual Disabilities, or ICF/IID (4), is an optional Medicaid benefit. ICF/IID provide services for clients who are non-ambulatory, have seizure disorders, behavior problems, mental illness, vision and hearing impairments, or a combination of the above. (5) ICF/IID are a protected residential health care organization that provide ongoing evaluations, program planning, and integration of medical and habilitation services. (5) Direct care staff are responsible for the majority of paid long-term care. (1) The average financial cost …show more content…
3 Training Staff When creating training modules for direct care staff members, using visual aids can provide information and explanations in an efficient, timely manner. Videos and visual aids are also easier for individuals to recall. 13 The use of narration also effectively combats dyslexia. Staff members can easily comprehend and retain information. Handouts should only contain relevant information and focus on objectives. 13 Simulation based learning develops skills, knowledge, and attitudes in staff that otherwise cannot be experienced. The staff are put in the client’s position and give them a better understanding of daily struggles. Also puts the focus on the client instead of task completion. 14 Improving Performance Forbes credits staff recognition as the “[s]ingle most influential cause of great work”. Staff recognition also creates a positive culture which increases productivity. 2 In turn, this culture improves performance. 1 Recognizing Staff GRAPHIC 2 …show more content…
8 Adding incentives, such as increased pay after the training has been completed, provide tangible goals. 1 Leadership through Inclusion Including staff in the creation of client programs both creates and teaches effective communication. Staff can provide a unique perspective about the daily lives of clients. By including staff in program planning, they will understand the reasons behind decisions made as they pertain to regulations and programming, and can then relay those reasons to other staff members. (Regulations) Staff inclusion also teaches practical time management. Staff will know programs before implementation and can adjust classroom schedules and positions accordingly. This also transitions into critical thinking and problem solving. Staff who are included in various program planning are aware of the types of therapy, education, and programs that work and do not work for clients. They are also familiar with exceptions that must be made for clients, and know the sleeping and eating habits of clients, both of which can affect the program schedules.
Recognizing employees for accomplishments such as finishing a major project, reaching sales targets or providing excellent customer service can be an important motivating factor. Set goals for workers to strive for and offer rewards for reaching them. This could be in the form of an employee of the month scheme, a bonus, or a promotion. Some companies conduct meetings where employees are recognised for good work in front of their colleagues. This can help motivate all the workers in the business to strive for success.
The simulation environment offers a safe place for students to practice critical scenarios and gain confidence in proscribed settings (Decker, Sportsman, Puetz, & Billings, 2008). Simulation helps faculty to facilitate learning which meets one of the NLN’s core competencies. Simulation also enhances communication through emerging leadership and delegation skills, and builds teamwork through goal and priority setting (Dillon, Noble, & Kaplan, 2009). Therefore, according to Lasater (2007) simulation is highly effective as an adjunct teaching strategy in clinical practice.
To ensure the FLE program is free of bias and stereotype I will assess the client’s problem and identify the best resources to fit their needs, such as formal agencies that deals with his specific problem and identify social and/or support groups within the community. Once the proper agency or group has been identified, I will link the client to the service program and monitor the services or treatment that has been authorized on a regular basis to ensure he/she is receiving the actual service authorized and the client is treated
Research has shown IOC to be more effective when combined with additional components. Examples of these components include psychiatric advance directives, Assertive Case Management (ACM), representative payees, conditional release, conservatorship/guardianship, and mental health courts. Psychiatric advance directives are legal documents that permit mentally ill individuals to authorize and specify treatment in anticipation of future periods of mental incapacity. ACM consists of mental health teams that actively assist with treatment in the home. Representative payees are trusted persons designated by a mentally ill individual that help that individual use funds wisely by being the payee of benefits. Conditional
Claims for all AIHP enrollees and plan enrollees receiving care from an IHS/tribal 638 facility are submitted to DFSM
It is the philosophy of Residential Services (24-Hour Residential Services) to provide person-centered support and opportunities for persons with intellectual disabilities to experience full participation in community life through: support to build and sustain personal relationships, recreational opportunities, housing and residential supports, and support to access community resources.
I felt that Simulation lab was a great advantage for us as nursing students. We were able to have a client that was actually able to respond to our actions and questions as if in a real scenario, and yet, we were still in a safe environment where we could make mistakes and learn from them. I feel it was extremely beneficial to able to provide professional criticism because it allowed the observers to critically think about what should be done next in regards to the patients care and also have the participants to learn what they could improve in regards to their patient care. The simulation lab was able to give us insight into a realistic situation and therefore we were able to see how we would react and think in that type of situation. I
On 2/17/16 at approximately 1351 ICS was activated at Industry Building for an offender OID 199625 who was having a medical problem and Medical was requested. Upon arrival on the scene offender was sitting in a chair in no acute distress. Offender was brought to the clinic and was evaluated by the primary provider. Offender was treated per the doctors order and returned to her unit in a stable condition.
Erwin, you make great points about simulation concerning patient safety and quicker learning time. Having the opportunity to simulate real-life situations in a controlled environment provides valuable experience to the clinician. The ability to practice a skill improves the performance of that skill. A recent randomized, cross-over study evaluated 21 novice anesthesia residents receiving simulation training in both the recognition and treatment of hypotension and hypoxemia. Residents receiving SBT (simulation based training) in the management of these critical events demonstrated accelerated and superior performance to those receiving traditional (nonsimulation) training.1 A 2012 study evaluated the effect of simulation training on resident
Year ending results for 2016 bolstered $2.9 billion dollars in operational earnings (N.D, 2017). In this writer’s evaluation of the stakeholders it would be favorable to launch initiatives to acknowledge increased in productivity and effort by lower level employees as evidence to the increase in operational earnings from the previous calendar year. Surely, with surplus revenue due in part to increased staff effort, budgets can be allocated based on an agreed upon criteria to strengthen staff morale and continued shared vision throughout the organization. Evidenced based research suggests that staff recognition maintains staff retention and attracts talent recruitment within the healthcare industry. It will be necessary to present the stakeholders with financial implications that illustrate the negative, declines and inconsistence in productivity and the positive increases to revenue and such as evidence to implementing a staff morale
I: CM use open ended questions to inquire about client’s health. CM inquire about updates regarding the client’s housing goals. CM encourage client to start thinking about the savings plan while in the program, in order to secure a deposit for the when client finds an apartment. CM assessed client's mental health and medication compliance
Studies show that employees view praise as the most rewarding benefit they can receive from their employer. A study funded by Make Their Day – Employee Recognition
The program-centered administrative consultation has just one goal and it is to construct a new program or improve an existing one with the help of an individual or group of consultees. The primary role of the consultant is to help to consultee in the assessment for change. Consultant conducts meetings in order to assess with the problems and cultivate plans that will provide assistance to underrepresented populations.
BDA has a recognition program that encourages employees, their peers and managers to acknowledge each other’s “wins”. Under Jay’s direction these accomplishments are posted on the intranet site as well as announced in team meetings and companywide meetings. This serves two tasks one, to identify employees who provide excellent work and two, to encourage others to step up so they too can get recognition from BDA and their peers.
Key Finding 1: Approximately 90% of companies maintain some type of reward and recognition program. The majority of companies use these programs to create a positive work environment, improve employee morale, and motivate high performance. Research suggests that when designed and implemented properly, reward and recognition positively affects an organization’s bottom line. The Majority of Companies Maintain a Reward and Recognition Program According to a 2003 survey conducted by WorldatWork and the National Association for Employee Recognition (NAER), the majority of companies maintain