Beyond

Task

 

ORGANIZATION
Bergen Regional Medical Center
Paramus, New Jersey

CHALLENGE
Staff driven by task

SOLUTION
In-depth assessment including detailed recommendations, a step-by-step action plan and support for sustainability

RESULTS
Improved resident and staff experience by implementing new processes & programs

 

LEARN HOW NJ’S LARGEST NURSING HOME EMBRACED A PERSON-CENTERED APPROACH USING AN IN-DEPTH ASSESSMENT AND A STEP-BY-STEP PLAN.

Bergen Regional Medical Center is both the largest hospital and the largest licensed nursing home in New Jersey. The 80-year-old nursing home has 13 units with a capacity of 574 people.

Bergen Regional Medical Center continuously strives to provide high-quality care in an environment that feels like home. They recognized a need, however, to better understand the uniqueness of each person, especially people living with dementia. Bergen had previously educated staff on person-centered care and initiated various program changes, but there was a need to get staff buy-in and support on a much deeper level.

CHALLENGES

  • Residents, family and staff shared the need to improve the experience for residents, especially those with dementia.
  • Staff noted that their work is often regimented and task oriented, at times due to policies and processes, as well as rigid organizational routines.
  • Residents, families and staff described low engagement with residents, especially related to their emotional needs and knowing them as individuals.
  • Communication between shifts and departments was poor and resulted in people working in silos.

Two of Bergen Regional Medical Center’s 13 units participated in an 18-month project, “More Than Meds” to reduce the use of anti-psychotics through a person-centered approach. The multi-phased program was led by Co- Principle Investigator Michele Ochsner, Co-Principle Investigator/Project Director, Denise B. Scott and Training Consultant, Sonya Barsness.

OUR WORK

We consistently focus on four areas:
Awaken: Reflect on how each person contributes to the organizational culture
Assess: Review strengths and identify opportunities
Align: Ensure processes support goals
Achieve: Achieve established goals and ensure sustainability 

Drive met with more than 125 team members and held leadership, supervisor and staff retreats, followed by an assessment phase.  This assessment included a survey as well as numerous interviews.  Upon receiving a detailed report of recommendations Drive helped Bergen Regional Medical Center create a steering committee committed to setting goals and working on a step-by-step action plan. 

Denise Boudreau-Scott, owner of DRIVE, provided project oversight and facilitated training on leadership, communication, and problem solving for managers and staff.

THE RESULTS

  • 90% of staff reported that new communication techniques helped them better meet the needs of residents, while nearly 80% said their communication between staff greatly increased. 
  • 44% of staff indicated they saw a “great improvement” by utilizing a new resident social profile to better meet the needs of residents
  • Number of residents that answered “staff speaks to me respectfully” increased by 10 percentage points
  • Resident led Peer Support Group initiated to provide emotional support to fellow residents
  • Dozens of residents educated on the best way to support other residents living with dementia