Resident Centred Care Through
Service Excellence
Introduction to the Resident Centred Care and Service
Excellence Project
Picker Institute
• Established in 1994
• Independent non –profit - Based in Boston
• “ Dedicated to promoting the advancement
of patient –centred care and the improvement
of the patient’s experience and interactions
with healthcare providers” .
• Based on scientifically valid survey
instruments and research data bases
• 2010 – focus 0n LTC
RNAO
Best Practice Guidelines
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BPG – Client Centre Care – evidence - based
Funded by the Ministry
Developed in 2002- revised in 2006
Based on a process that includes literature
searches, key videos, consensus with experts,
Picker material, stakeholder feedback and
pilot evaluations in several care settings
OTEC
• Goal is “to raise the level of customer service
through the development of the greatest
asset in organizations - people!”
• “Result in a much more caring environment
in which to live and work”
• Offer a wide variety of training programs in
collaboration with the workplace to raise the
professionalism of the workforce
Values & Beliefs
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Respect
Human dignity
Residents Are Experts for Their Own Lives
Resident’s as Leaders
Resident’s Goals Coordinate Care of the Health Care Team
Continuity and Consistency of Care and Caregiver
Timeliness
Responsiveness & Universal Access
Some Myths
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#1 – It is too costly
#2 – It is nice, but not necessary
#3 – It is for the residents
#4 – If we focus on quality of life, we will
compromise our quality of care
• #5 – As a staff member, I’d love to do this, but
I don’t have permission…
Resident-Centered Care as Organizational
Culture Change:
• RCC is about engaging the hearts and minds of
those one works with and cares for
• It is about a collective commitment to a set of
beliefs about:
- the way residents will be cared for
- how family will be treated
RCC Culture Shift Cont’d:
-how leadership will support staff
-how staff will nurture each other and themselves
• Resident centeredness is not a check list, a
dashboard or an action plan. It is a cultural
transformation
• RCC requires buy-in and engagement from ALL levels
of an organization
RCC Culture Change Cont’d:
• It requires a long term commitment and a
willingness to consistently challenge the
“that’s the way we’ve always don it” mentality
• The true test of a culture of RCC is its
sustainability and its ability to endure even in
the face of staffing shortages, funding issues,
demanding families and leadership turnover
Board Engagement:
• Board commitment positions leadership to
actively involve staff in initiating and
sustaining the RCC model
• There needs to be an understanding that the
move towards RCC takes time
• Regular progress updates are necessary for
members to be aware of the progress being
made
Board Engagement Cont’d:
• Directors can participate in rounding efforts
when able
• Directors must provide feedback to staff,
Residents and family members regarding the
achievements made and practices that have
been implemented at regular intervals
Road Map
Success Indicators
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Staff are able to:
Identify the eight foundational values and beliefs of Resident Centred care
Identify their personal values and beliefs about health and quality of life
Compare the values, beliefs, language and culture of the resident centred
approach to health care with those of traditional health care.
Describe the importance of Service Excellence in delivering residentcentred care and identify the benefits to themselves, the resident,/ family
and the organization
Recognize the benefits of team work and the impact on service provided
Describe the 3P’s of personal commitment required to be successful
Identify the skills needed to communicate effectively
Implement a process for managing challenging situations involving the
resident, family and other staff members
Demonstrate values, beliefs and core processes of resident centred care in
interactions with residents/families/other staff members
Questions?