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‘Good to Great’ – A Model for Improving Workforce Effectiveness

By Katie Callaghan,The Salvation Army Aged Care Plus (Guest Post)

The Salvation Army Aged Care Plus, headquartered in Sydney, Australia, embarked on a project to improve its workforce effectiveness.  The executive team recognized the need for change and improvement, despite strong performance across the organisation.  While there was excellent overall financial performance, high levels of commitment to the organisation’s mission and engagement with the strategic plan, there was high turnover in key positions and pockets of poor performance.

INITIATION

The Board and Executive team were aligned in the view that, to continue to succeed and grow, they needed to move the organization from ‘good to great’.  The project’s quantitative objectives were:

  • Improve resident and client care: evidenced by no ‘red’ ratings in monthly risk report

  • Improve financial performance where all centres exceed budget in 15/16 (at the time, five of 17 centres were under budget)

  • Reduction from 50% ‘key personnel’ turnover to 25%

As a sign of commitment, the Chief Operations Officer was released for three months to lead the project.

PROJECT PLAN

Project ‘Good to Great’ was launched in three phases:

  1. Discovery – The project took a collaborative and consultative approach to determine the key pain points that were making it less effective. The process included a wide and deep engagement with staff through 1:1 interviews, group workshops, surveys and open feedback channel for all staff to contribute.

  2. Key insights – Received feedback was consolidated to develop five key insights of common ‘pain points’ across the organisation followed by a collaborative exploration of possible solutions.

  3. Implementation – Drawing from change management principles, a fully costed implementation plan was developed. The plan’s progress was measured against the project objectives and measures of success.

INSIGHTS AND IMPLEMENTATION

From this process, five consistent themes emerged and initiatives to improve effectiveness were developed and implemented:

  1. Accountable and Supported Centre/Service Managers – The organisation needed greater accountability and to provide greater support through the provision of consistent, structured development.

  2. Induction and Orientation – New managers felt ‘thrown in at the deep end’. A comprehensive induction and orientation program was required.

  3. Head Office Silos – Staff within head office and in centres identified various departments as being siloed – poor communication across teams – loyalty to the team rather than the organisation.

  4. Automation and IT Integration – Manual processes were slow thereby causing errors.

  5. Greater Empowerment and Delegations of Authority – There was a disproportionate level of responsibility to level of delegated authority.

IMPACT

After the first year, staff engagement has improved significantly, taking it to 82%.

Kate Callaghan is the Chief Operations Officer of The Salvation Army Aged Care Plus. You can learn more about her and the improvement practices implemented through the project ‘Good to Great’ at the 2017 Global Ageing Conference in Montreux, Switzerland!

 

Penn Asian Senior Services (PASSi) To Receive 2017 Excellence in Ageing Services Award

Congratulations to Penn Asian Senior Services (PASSi), recipient of the 2017 Global Ageing Network Excellence in Ageing Services Award.

The Global Ageing Excellence in Ageing Services Award recognizes organizations and/or individuals for programs and services that are models of innovation and excellence and that contribute significantly to the quality of life of the individuals served.

Based in Philadelphia, Pennsylvania (USA), the Penn Asian Senior Services (PASSi) is a nonprofit organization founded by Im Ja P. Choi. The organization’s mission is to promote the wellbeing of Asian American seniors and other adults who are disadvantaged by their language and cultural barriers. Im Ja Choi created the organization during the process of caring for her mother who had cancer and spoke only Korean and couldn’t tolerate American food. PASSi became the first agency in Pennsylvania to address culturally considerate home care services for vulnerable Asian seniors and it is now one of the most dependable homecare agencies for Asian immigrant seniors in the State.

PASSi serves over 600 home-bound clients with over 520 trained Home Health Aides (HHA) who are proficient in the client’s native language. Many of the recipients of PASSi’s services are primarily low-income, frail, English-limited Asian American seniors. PASSi employs a diverse bilingual or multilingual staff to effectively serve and build trust among the region’s aging Asian communities. With the help of Executive-level staff, Ms. Choi is actively involved in all of PASSi’s new and on-going programs, and listens to direct care staff to improve the service.

PASSi’s services are immensely beneficial in allowing clients to age in place and avoid unnecessary admission to long term care facilities, especially as many facilities do not have staff able to communicate with English-limited Asian American seniors. Before PASSi’s create in 2005, virtually no Asian seniors could get homecare service in their ethnic languages from an agency in the entire region. In 2016, PASSi served 625 clients in 14 different Asian languages and English with its 560 employees.

PASSi’s comprehensive model is unlike others in the country and has not yet been replicated, but there is a broad applicability of PASSi’s services to other adult day programs, community-based services, home health and more. Furthermore, PASSi’s culturally and linguistically considerate services are replicable in serving other language and ethnic groups nationally and internationally. Judee Bavaria, President and CEO of Presby Inspired Life organization states, “PASSi’s culturally responsive community-based senior services model is remarkably innovative and comprehensive in meeting the needs of the growing number of English-limited Asian American seniors.”

PASSi will receive the award at the 2017 Global Ageing Network/CURAVIVA Global Ageing Conference which takes place on September 18-21 in Montreux, Switzerland.

Global Ageing Network to Present Special Commendations in Ageing Services

The Global Ageing Network recognizes the Purity Elderly Care Foundation in Nairobi, Kenya and IRT Group-Kemira in NSW, Australia with Special Commendation for Ageing Services.

Purity Elderly Care Foundation (Nairobi, Kenya)

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The Purity Elderly Care Foundation is a non-governmental organization registered in the Republic of Kenya to help vulnerable elderly members of society. The support provided includes, but is not limited to, compassion visits, cleaning homes, helping the sick to hospital, repair/rebuild dilapidated houses, hold free medical camps, observe International Days, lobby and advocate for their rights through family and government structure. Their main objective is “to organize, manage and coordinate collaborative support for the elderly members of society to live in dignity, peace and comfort in their sunset years.”

The organization serves 450 plus home bound vulnerable people who have been neglected, abandoned, lonely, sick, and those needing basic human needs which include food, housing, and clothing. Since the organization started operating in 2011, it has:

  • Constructed 37 shelters and repaired 15;

  • Facilitated free medical care for hundreds in various hospitals and medical facilities;

  • Marked 5 World Elder Abuse Awareness Day (WEAAD);

  • Celebrated 6 United Nations International Day for Older Persons;

  • Held 5 End of Year Parties;

  • Distributed food, clothing, firewood and other items to hundreds;

  • Lobbied with the government structures for various agendas; and,

  • Sensitized hundreds of families through mass/social media, religious groups, and others.

IRT Group-Kemira, Illawarra, NSW, Australia

The Global Ageing Network recognizes Kemira with the IRT Group with Commendation for Excellence in Ageing Services.

Kemira at IRT William Beach Gardens is a new type of age-friendly community in Illawarra, NSW that allows ageing people with intellectual disabilities to live with their primary carers in a supportive environment. It is the result of in-depth research by community-based aged care provider IRT Group, its disability sector partners, and the University of Wollongong into the limited house options for this group.

Kemira comprises 12 independent living villas, a community centre and a five-bed respite centre. The person with the disability has the choice to live with their primary carer in a two-bedroom villa or side by side in one-bedroom villas. The unique tenancy arrangement ensures the person with intellectual disabilities is empowered as the primary tenant. While each resident has their own privacy, the design also promotes interaction, through direct access to the central community hall. This is the hub of Kemira, hosting regular activities organized by IRT and Interchange Illawarra.

Kemira was born from a commitment to making a real difference in people’s lives. Without the commitment of IRT’s Senior Executives, Kemira would never have become a reality. Neil Preston, Retired CEO of Greenacres Disability Services states, “for many years there had been a big gap in service delivery to people with disabilities and their families in the area of retirement accommodation and ongoing support for their sons and daughters after the death of their parents. It is truly a groundbreaking project in all aspects and with a respite wing also included in the complex, it can provide much needed respite breaks for families living there”.

Kemira’s success is the result of the unique cross-sector collaboration that combined experience across the aged, disability and research sectors. From the outset, IRT and its partners have been committed to sharing their learnings through the creation of a blueprint, to be made freely available to other service providers seeking to address the same need.

Purity Elderly Care Foundation and the IRT Group will be presented with Special Commendations in Ageing Services at the 2017 Global Ageing Network/CURAVIVA Global Ageing Conference which takes place on September 18-21 in Montreux, Switzerland.

Success Through Intergenerational Management

By Prof. Dr. Wilfried Schlüter, WHZ University of Applied Sciences (Sachsen, Germany) and Prof. Dr. Katharina Oleksiw, Carinthia University of Applied Sciences (Kärnten, Austria )

Making the best possible use of the existing workforce’s potential is key as we address challenges related to recruitment and retention. Giving due consideration to the specific skills and competencies of the different generations working within an organization and knowing their attitudes, values and life circumstances can make room for new ways of working together. Workforce potential can be further developed and put to more effective use by, for instance, forming mixed-aged teams that combine the experience and skills of both older and younger generations. Promoting inclusive working conditions for all age groups can commit employees to the organization for longer while enabling a residential care home to attract new employees. Intergenerational Management can also contribute towards the prevention of personnel bottlenecks in this way.

Intergenerational Management and the formation of mixed-aged teams are necessarily based on a sound knowledge of the current age structure of the organisation’s employees. The following questions can help interpret the corresponding data:

  • How will the workforce change over the next 6 months, 3, 5 and 10 years?

  • What new appointments are planned?

  • What fluctuation rate should be assumed?

  • How many employees will retire?

These questions are also helpful if a forecast of further developments is required in addition to establishing the current age structure. An age structure forecast is an early indicator as to whether the workforce is likely to be younger, older, smaller or larger in the coming years. These forecasts provide additional information from which necessary measures can be derived. Examples of concrete measures include:

  • Developing a concept for recruiting younger employees of the Y and Z generations

  • Initiating employee retention measures

  • Establishing a corporate health management system (also for younger employees)

  • Enabling the transfer of knowledge

Historic and societal events and experiences leave their mark on every generation and influence the biography of the individual. In turn, they influence attitudes towards work and behaviors in the workplace. This is why leaders need to consider the values, needs and workplace requirements of different generations in addition to the aspects named in the preceding (also cp. table).

Economic miracle generation

1945 – 1955

Baby boomers

1956 – 1965

Generation X

1966 – 1985

Generation Y

1986 – 1995

Generation Z

as of 1995

The formation of teams should begin as soon as information is levied on how each generation is represented numerically within the organization. The resulting cooperation has numerous advantages that have a positive effect on the organization:

  • Improved team dynamics: Targeted and more intensive cooperation strengthens the sense of belonging.

  • Improved ability to solve problems: Mixing different experiences and skills enables complex approaches to tackling tasks.

  • Increased capacity for innovation: Again, mixing different attitudes and perspectives increases creativity.

  • Transfer of knowledge in both directions: The exchange of experience-based knowledge and new theoretical knowledge promotes the development of each individual involved in a project.

The opportunities to create cross-generational teams within an organization are virtually unlimited and are not bound by any rules. Ultimately, leaders need to decide which form of cooperation they consider to be the most expedient for different projects.

You can learn more about Intergenerational Management at the 2017 Global Ageing Network/CURAVIVA Global Ageing Conference in Montreux, Switzlerland. On Wednesday, 20th of September, Dr. Wilfried Schlueter and Dr. Katharina Oleksiw will present six steps designed to provide guidance on how leadership skills can be extended towards the expression of “generational leadership.” Register here.

6 Ways You Can Help An Older Adult With Depression | Junomedical

World Health Day commemorates the anniversary of the World Health Organization (WHO) and is celebrated on the 7th day of April of every year.  This year’s World Health Day theme was centered around a subject that affects people of all ages, backgrounds, cultures from all over the world.

Depression: Let’s Talk is a campaign to increase global awareness about depression, which affects more than 300 million people worldwide. This number has increased by 18% between 2005 and 2015, as reported by the WHO.

Depression is noted to peak in older adulthood, affecting more than 7.5% women and 5.5% men aged 55-74 years old. It is also, sadly, often overlooked.

Signs associated with depression can include:

  • loss of interest in activities that they would normally enjoy and inability to carry out daily activities, for at least two weeks

  • loss of energy, change in appetite; different sleeping patterns; anxiety; reduced concentration; restlessness; feelings of worthlessness, guilt, or hopelessness; and thoughts of self-harm or suicide.

  • depression among older people is often associated with physical conditions, such as heart disease, high blood pressure, or diabetes. Life events, such as losing a partner; and a reduced ability to do things that were possible when younger, may also contribute to depression.

In observance of the this year’s World Health Day, Juno Medical has published the following infographics on depression statistics around the world as well as six ways in which you can help an older adult with depression.

Depression by the numbers

6 ways you can help the elderly with depression

Source: 6 Ways You Can Help An Older Adult With Depression | Junomedical

Improving Best Practice at a Global Level – Inside Ageing

By Marcus Riley, Chair – Global Ageing Network

The International Association of Homes & Services for the Ageing (IAHSA) has formally become the Global Ageing Network.

The re-brand of this important organisation signals a renewed and enhanced commitment to positively influencing the improvement of best practices in our industry on a global level so that older people everywhere can live healthier, stronger, more independent lives.

Whilst headquartered in Washington DC, USA, the Global Ageing Network has a presence in 60 different countries and a membership of 26,000 organisations, creating a unique opportunity for members to engage with leaders, experts, researchers and companies from all corners of the world.

The Global Ageing Network recognises that networks flourish when new people are engaged to bring in fresh ideas and energy.

An open invitation stands for organisations of all types, sizes and structures to be involved and benefit from an infrastructure that provides widespread engagement, knowledge and resources.

It has been my pleasure to be involved with the Network for many years as a member organisation, serving as a Board Member and more recently as Global Chairman.

The opportunities gained of knowledge, goodwill, breadth of the network, access to innovation, and trends has been simply brilliant.

Interestingly upon learning of the systems, environments and methods of service delivery to older people in different regions it is remarkable how both the contrasts and commonalities to the Australian situation are equally prominent.

The cultural dilemma in countries like India and indeed many parts of Asia is creating vigorous debate as to a family’s ongoing obligations to care for their elders versus the emergence of other options for care and support of aged people by service providers.

National Governments are challenged as to how best to address these significant societal issues.

In other regions, such as in Europe the challenge is to raise the standards of services and accommodation and increase access for more people for the support needed.

Of course, there are many wonderful and innovative methods being adopted in different places, with creativity often arising in circumstances where resources and options are limited.

The Global Ageing Network plays a role in an increasing number of countries to foster such innovation and support the work of organisations to increase access, quality and choice for their communities.

Another key thrust for the Network is– as the name suggests – to connect people and organisations who share aligned values and priorities.

This creates excellent opportunities for all types of organisations whether it’s for shared learning and exchange of information, business expansion or partnerships or simply informal linkages that connect people.

The latter has often resulted in wonderful connections for residents, clients and staff from opposite ends of the globe.

A truly international organisation such as the Global Ageing Network is perfectly placed to compliment the significant role played by national industry bodies and partner for selected initiatives.

Previously this has resulted in fantastic education and development activities, important research initiatives as well as other work that facilitates meaningful associations.

At a time when our world is ageing together and sharing common challenges it is great to have a global platform creating the ability for genuine collaboration and partnership for our industry.

The advantages of coming together as a global industry are significant; for individuals, organisations, communities, industries and indeed societies.

As leaders and stewards of our respective organisations and of our industry we are obliged to at least consider the opportunity in participating in such a way.

The mutual benefits are there to be attained.

Marcus Riley is CEO of BallyCara in Brisbane and has been Chair of The Global Ageing Network since January 2016 and served on its board since 2014.  

Source: “Improving best practice at a global level” – Inside Ageing

Can Housing-Based Programming Bridge the Generational Divide?

BY GERALYN MAGAN

Preliminary findings from a new LeadingAge/Generations United survey show that housing-based intergenerational programs are bringing tangible benefits to participants of all ages, as well as housing community staff. 

Independent living communities in the United States are using a variety of strategies and funding mechanisms to forge strong connections between older residents and the younger people living in their neighborhoods, according to an ongoing survey by the LeadingAge Center for Applied Research and Generations United.

In the process, housing-based intergenerational programs are bringing tangible benefits to participants of all ages, as well as housing community staff.

The survey is the first step in a 12-month U.S. based study of housing-based intergenerational programs supported by The Retirement Research Foundation.

Survey questions are targeted to 2 sets of housing communities:

  • Communities that are currently implementing an intergenerational program (or have implemented a program within the past 3 years), and

  • Communities that would like to implement a program in the future.

Here’s an overview of the survey’s findings to date:

PROGRAM CHARACTERISTICS

  • Program focus:The majority of survey respondents (76%) identified “friendly visiting” as the main focus of their intergenerational programs. Other programs reported focusing on the visual, theater, and musical arts (57%); oral history and reminiscence (47%); health/wellness activities (38%); and mentoring/youth development (33%).

  • Ages served:Most (80%) of the respondents gear their intergenerational programs to high school students, while others also focus on implementing activities with elementary (57%), middle school (47%), and university students (47%).

  • Program history:More than a third (36%) of the programs have been operating for 10 years or more.

  • Funding: Program funds come from a variety of sources, with most programs (44%) using a combination of internal funds from the housing community and funds from foundation grants and external partners. The most popular partners included public schools, universities, and day care centers.

  • Staff and participants:Two-thirds (61%) of respondents reported that they run intergenerational programs with a combination of housing community staff and external staff. Over the course of a year, the number of participants in individual programs was as high as 300 older adults and 100 young people, with a median of 26 older adults and 32 younger people participating in housing-based programs.

  • Community size:To date, most of the respondents (72%) represent housing communities with more than 100 apartments.

BENEFITS FOR ALL

Respondents cited a variety of perceived benefits that their programs offer to young people, older adults, and housing community staff. The top 3 perceived benefits for each group included:

  • Young people: Increased social, communication or academic skills; increased sense of community; and greater understanding of the issues facing older adults

  • Older adults:Decreased isolation, increased sense of community, and increased sense of purpose

  • Housing community staff: New partnerships, new intergenerational relationships, and increased commitment to the organization

MEETING IMPLEMENTATION CHALLENGES

Programs most often reported that they had difficulty engaging older adults, obtaining funding, and staffing their programs. Similar concerns were reported by housing providers who would like to implement a program in the future but have not yet done so.

Survey respondents also cited the need for technical assistance in these areas:

  • Program evaluation

  • Developing and/or facilitating appropriate activities

  • Fundraising

  • Developing and sustaining community partnerships

  • Recruiting older adults

  • Licensing/regulations/liability/safety concerns

NEXT STEPS

Once the initial survey is complete, researchers will conduct in-depth interviews with 10 diverse housing communities currently implementing intergenerational programs, and 10 properties that are interested in implementing intergenerational programs in the future.

The researchers would like to learn more about challenges and successful approaches from a variety of providers, including rural, urban, affordable, and market-rate providers. A final report on the study findings will be issued when the project ends this fall.

India – Seeing is Believing!

By Jack York, President/Co-Founder, It’s Never 2 Late

Sensory overload… has that happened to you lately? If it hasn’t I suggest a visit to India!

Earlier this year Katie Smith Sloan, Global Ageing Network executive director, invited me to speak at the International Conference on Services to the Elderly in Hyderabad, India. I immediately jumped at the chance to participate, both in the context of learning about aging services in another part of the world, and also to visit a majestic country so steeped in our world’s history. And the experience exceeded my expectations on both fronts!

The conference, and the people I met there, was enlightening on many levels. The leader of the conference, Dr. K R Gangadharan, was the ultimate host, both culturally and professionally. He made all of us from outside India feel at home in his venue. And the savvy way that he changed schedules, moved speakers around, choreographed the whole event, he should lead the United Nations!

The local Indian speakers he lined up were fascinating, people such as:

  • Mr. Anand Katoch, Director, National Institute of Social Defence, Ministry of Social Justice and Empowerment

  • Mr. Marcus Riley, Chair, Global Ageing Network

  • Prof. S Siva Raju, Deputy Director, Tata Institute of Social Sciences Hyderabad

The conference touched on issues that impact the world; dementia, disparate incomes and its impact on health services, isolation, funding, etc. Robust discussions and passionate ideas flowed freely through the exchanges. Dr. Ganga did an excellent job of energizing passionate younger people to attend. It was also interesting to see the role technology is playing throughout the world in looking at solutions to benefit older adults.

I loved the conference, and learned from experts around the globe. But a few weeks later, as I recap my time there, nothing compared to the experience that came from immersing myself for a few short days into the Hyderabad culture… now that was a once in a lifetime experience.

So it was 4 short days, but hundreds of lifelong memories.

I was able to visit the Sisters of the Poor, where I met an enchanting group of women taking on the world’s problems, without complaint, one rupee at a time. I was able to grab 3 young gentlemen as they left a nightclub in downtown Hyderabad and talked them into skyping some residents at a Front Porch community in California. I was able to dine on spectacular local food, meet people speaking broken English who all exuded such passion and excitement to learn about the U.S.

I was able to shop, breathe the air, inhale the energy of an exquisite culture.

So thank you to the Global Ageing Network for connecting our worlds, thank you Dr. Ganga for your hospitality. I hope I was able to convey a little about the world of possibilities for ageing in a county as diverse and complex and colorful as India.

The Global Ageing Network’s Core Principles for Care & Services

The Global Ageing Network is a diverse group of providers, applied researchers, architects, clinicians and others committed to a good old age for older adults through the world.  In spite of the immense diversity of cultures, policies, and traditions, we have come together around core principles for care, housing and services that are consistent with our values and guide our work. At the heart of these principles is a commitment to the highest quality of life possible for people as they age. This includes lives with choice and dignity, surrounded by the respect of others.

GLOBAL AGEING NETWORK
Care, Services & Housing Principles

To Advance the Interests of Consumers:

  1. The Global Ageing Network supports access to full continuum of affordable housing, health and human services that meet the changing needs and preferences of older adults.

  2. The Global Ageing Network supports the ultimate goal of enabling older adults to age successfully in communities of their choice.

  3. The Global Ageing Network believes that ageing individuals have the right to dignity, equity, non-discrimination and cultural sensitivity as they access services.

  4. The Global Ageing Network promotes shared decision-making between the provider, client, and family, putting the client first.

To Ensure Access to Quality of Care and Services:

  1. The Global Ageing Network supports the development of a quality ageing services workforce that is well trained, culturally sensitive, and paid a living wage, in order to deliver quality care to sustain quality of life.

  2. The Global Ageing Network encourages providers to utilize reliable and valid data indicators to monitor and evaluate the accessibility, affordability, quality, and impact of services they provide.

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Viv Allanson Named 2016 CEO of the Year by APAC Insider

Congratulations to Viv Allanson, Global Ageing Network Board Member and CEO of Maroba, who was named as APAC Insiders 2016 CEO of the Year! APAC Insider recognizes innovative and result-focused leadership emerging from the most prominent and vibrant areas of business in the Asia Pacific region.

*Feature photo taken from February 2017 Issue of APAC Insider.