Culture change in a for-profit nursing home chain: an evaluation
- Collection:
- Health Policy and Services Research
- Contributor(s):
- Grant, Leslie A. Commonwealth Fund.
- Publication:
- [New York, N.Y.] : Commonwealth Fund, [2008]
- Language(s):
- English
- Format:
- Text
- Subject(s):
- Health Facilities, Proprietary Nursing Homes Organizational Culture Quality Assurance, Health Care Cost-Benefit Analysis Patient-Centered Care Quality of Health Care Humans United States
- Genre(s):
- Evaluation Studies Technical Report
- Abstract:
- Beverly Healthcare--one of the nation's largest nursing home chains--launched a culture change initiative in 2002, called resident-centered care (RCC). This report presents findings from a 12-month evaluation of that initiative. While most prior culture change models had been implemented by nonprofit organizations in a small number of facilities, this project marked a major departure for the culture change movement because it was the first time that a large national for-profit chain implemented culture change. The RCC initiative was successful in that it introduced new organizational practices, made improvements in resident quality of life (e.g., in choice and autonomy), and created better work environments for staff. The RCC initiative did not achieve short-term financial gains. The business case for culture change, however, should be based on long-term goals to reposition the nursing home within an evolving continuum of care.
- Copyright:
- Reproduced with permission of the copyright holder. Further use of the material is subject to CC BY license. (More information)
- Illustrations:
- Illustrations
- NLM Unique ID:
- 101468972 (See catalog record)
- Permanent Link:
- http://resource.nlm.nih.gov/101468972