“More and more LTC leaders are changing their workplace practices, de-institutionalizing their physical environments, and embracing person-directed care in order to get to the next level in terms of quality,” says the August cover story for Provider magazine. The article explores this phenomenon, looking at why there is “a general consensus that it is more than just the ‘right’ thing to do.”

For “Investing in Culture,” (pdf) the magazine interviewed 14 long-term care leaders, including Anna Ortigara, President and CEO David Horazdovsky of the Evangelical Lutheran Good Samaritan Society, and Barbara Frank, cofounder of B&F Consulting.

The experts talk about how improving direct-care jobs improves care quality in long-term care – and vice versa. Horazdovsky says his organization has experienced “decreased staff turnover, highly developed direct care staff skills, and increased staff satisfaction on surveys” as a result of its move to person-centered care.

Fran Kirley, president and CEO of Nexion Health, says turnover is down at his organizations, since ”staff feel very satisfied with their responsibilities in their job every day. When you’re doing more exciting things at work, people show up, there is not as much overtime, and people are managing their resources more effectively.”

“There’s a palpable change in the stress level-for everyone,” Frank notes. “Everyone works better together, and they are better able to troubleshoot and resolve problems that do come up. Think about the stress generated by working short. Once there’s regular staff stability, people immediately feel the benefit.”

Elise Nakhnikian, Senior Online Editor
enakhnikian@phinational.org