 |  |  |  |  |  |  |  |
Please scroll down for more
Steps to improving care for seniors
By Michael K. Schonbrun
Denver Rocky Mountain News
September 5, 2000
A federal commission recently concluded that nursing home and assisted living communities were understaffed and recommended toughened requirements to force them to hire more nurses and aides.
When I read this, I was reminded of a remark Winston Churchill made when he was Secretary of the British Navy during World War I. "Boil the ocean," Sir Winston replied when asked how to cope with the German submarine menace. Asked the follow-up question of how to accomplish this, he answered that "implementation details" were not for him to figure out.
Owners, managers and staff in Colorado's senior living communities know that staffing is the most important determinant of quality care. They also know that we have a chronic and growing shortage of staff. The big issue is what do we do about it.
As Colorado's economy flourishes, and as businesses outside the healthcare field (e.g., restaurants, retail outlets) increasingly hire for 7 days/week, 24-hour positions, workers have more choices. It has been increasingly difficult to hire and retain healthcare workers. In addition, nursing school enrollment nationwide is dropping. Add to this, recent changes in Medicare reimbursement that have been so negative and severe that five of the country's largest nursing home companies are now in bankruptcy and you have the ingredients for a real long-term crisis.
Fortunately, Colorado's healthcare community and its political leaders have become aware of these issues. Governor Bill Owens recently formed a Blue Ribbon Panel to review these issues and make recommendations.
Unfortunately, the work to develop solutions is just beginning and those of us who have the responsibility to care for seniors must respond to this crisis now — before the Task Force's recommendations. In fact, the short-term outlook is not promising. Colorado's elderly population continues to grow at a rate above the national average, bolstered by the fact that many of us "Boomers" are importing our out-of-state parents to better deal with their medical and social needs. Boulder, Fort Collins and Grand Junction have been singled out in national magazines as great retirement meccas.
From my perspective of more than 25 years in healthcare, I believe there are several measures that can help.
First, increase vocational training statewide and expose Colorado's high school students to the rewards and challenges of a career in healthcare by working more closely with guidance counselors and conducting healthcare-oriented job fairs.
Second, the senior living industry needs to do better appreciate and honor today's healthcare professionals who care for our seniors. Caring for others is hard but satisfying work and should be recognized and rewarded as such. Getting some favorable press for the "heroes" would certainly help.
Third, owners and managers of senior living communities must create a supportive, dynamic and upbeat work environment. Reducing bureaucracy rejuvenates professionals who have challenging enough jobs without having to cope with layers of deadwood above them. If that sounds like an endorsement for locally owned, locally managed senior communities, it is! Maybe that's why five of the largest national nursing home chains are broke.
Fourth, patient care professionals should be given the tools to get their jobs done. This includes a well equipped and designed environment, a continuum of care so that residents they've grown attached to can continue to be served even as their needs change, and a vibrant activities program connected to the community. At Balfour, we've made creating an upbeat, creative, well-connected environment for the residents and workers our mission. We believe it's paying off with workers who care.
Fifth, we all want to be owners, not just workers at our place of employment. The "dot.coms" often attract the "best and the brightest" this way. Giving healthcare professionals at all levels — from those in the kitchen to those working bedside — a "piece of the action" should help recruitment and retention. Stock options are provided to all Balfour's staff after one year.
Finally, we need to be both creative and personal as we create a sense of community for our seniors and our staff. One staff member's interest in Tai Chi created a program in holistic health. My long-term interest in politics and current events evolved into bi-weekly discussions on public affairs from the stock market to Hillary Clinton's Senate bid that residents and staff enjoy. Thinking about new ideas like this helps create a fun and rewarding environment for all. After all, work should not just be a paycheck, but a place for personal fulfillment. That environment is what we will need to provide the care our seniors want and deserve.
Michael K. Schonbrun is president and CEO of Balfour Senior Care in Louisville, Colorado.