MGMT 233 Case Study A – Sunnyside LTC

MGMT 233 Case Study A – Sunnyside LTC

MGMT 233 Case Study A – Sunnyside LTC

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Objective: To evaluate situational details in a resident living situation by interpreting situational circumstances, survey data and prioritizing quality improvement changes. The assignment will also have you considering standards from the Ministry of Health and Long-Term Care Act, and decide how to evaluate non-compliance issues to ensure compliance. Assignment Instructions: You will apply principles, tools and techniques learned so far in this course in addressing the situation in your LTC (Long term Care Home). (use information from the first five weeks of the course to present your plan) Address all questions and present in a typewritten format with a cover sheet clearly indicating your full name. Use MOHLTC 2007 (Ministry of Health) Standards in your response (Sections 68-73) Use external sources to qualify your response recommendations (proof that your solution ideas may be successful in other situations or industries).  Bullet points are not acceptable, use sentences and paragraph format in your response. You should have an introductory paragraph, several main body paragraphs (as many as organize your plan) and a conclusion. You will not only be graded on how well you define the opportunities for improvement, you are tasked with prioritizing them as well as identifying where your department might not be meeting MOHLTC standards. Verify spelling and grammar (suggestion: have someone else proof-read your document if needed) Ensure proper APA referencing is used. Final Words to help you! You do not have to “fix” all the issues in this report. You need to identify and prioritize key opportunities for quality improvement based on your case information, assumptions you make from that information and details that you extrapolate from the resident/family survey results. Note that there is a lot going on here so plan well. Your plan should also include suggesting how some quality improvement tools could help you with your task. Ensure that you also highlight what specific elements of the MOHLTC Act in your plan that are not in compliance with your department. Interpreting, Implementing and Measuring Standards – Case A You have recently been hired by Sunnyside Long Term Care, a 130 bed LTC home, to manage their Food and Nutrition Department (F&N). One of your first projects is to redesign part of the resident food service model in order to make improvements or enhancements to what is currently happening. The department has not experienced any real service updates in the past five years and quality improvement initiatives are needed. It is one of your first tasks to undertake changes that will improve the overall experience of residents and their families. Since your arrival to the department you have heard numerous complaints from residents and family members regarding specific aspects with the service. They are very vocal and open to share their ideas (and concerns) with you. Before you revise this part of the foodservice model, you will review the data that is available to you below (the resident survey results in chart format – study them well – they will help you prioritize your plan). In addition, you will review the MOHLTC Act 2007 to determine the standards required by the Ministry that you must meet after you have altered the model to make it better. Reference to also consider (review what is applicable within) the MOHLTC Act 2007 (Section 68-73 only) Current situation (details that you have discovered about your new operation): Home Layout – Sunnyside is a 40-year-old, 2 story building with 65 beds per floor, residents live in double occupancy rooms with 5 single rooms per floor. The building is V-shaped with the point of the V as the front entrance/reception area (first floor only). The second floor also comes together at the V-point but it is an open space only. There are two elevators at the point of the V also for residents and service staff to travel between the floors. Before your arrival at your new job, the F&N department was being managed by the maintenance manager for the past two years. A part-time supervisor makes sure that the menu is 14 days in length and food is ordered by the full time cook, who has been working in F&N for 20 years. Everything seemed to be running fine on the first day of your arrival. New staff are hired by the supervisor or by the chef, whoever has time to conduct the interviews. New staff are trained on the job by shadowing a co-worker in each department position. Dining Room – Sunnyside has 2 dining rooms, equally split with approximately 65 resident seating in each. Residents are assigned seating at tables of 4 people per table. The tables and dishware is original with the building; the chef buys replacements when needed. Staff members (PSW) are assigned to serve and feed residents at each table. Additional room is available for residents in wheelchairs but due to space, walkers need to be stored outside the dining room in the atrium (between the reception area and the dining room entrance). Residents complain that they have nowhere to sit in the common area as they wait for the dining room doors to open prior to each meal, there seems to be ample space but chairs are limited. On your initial tour, you notice that the menu in the dining room has been changed, due to scratching out on the paper menu (with an ink pen) and replacements shown hand-written on it. Kitchen – the kitchen is on the main floor of the home. Food is stored in fridges and freezers but the main food storeroom is down the hall from the department, just outside the front reception area. A cart with wheels is used to get food from storage (stored there at room temperature). Equipment – the equipment in the home is older, some of it original, but you are told that it is maintained regularly. When you ask for maintenance records, you are told that nothing was written down but that the maintenance department checks on the equipment and looks it over each year. Some equipment appears worn, plugs are bent, electrical wires are frayed but taped together to keep them in working order. Staffing – there has been recent turnover of staff. Not everyone is fully trained or comfortable in their roles but they are willing. Foodservice Flow – food is received at the back door of the building, which is right beside the back entrance into the kitchen. Access from deliveries is good and food can pass from the loading dock directly into the department area. In fact, when staff arrive in the morning, the bread and dairy deliveries are usually already sitting on the loading dock – having arrived in the early hours of the morning. Nutrition and Hydration – residents have access to drinks at all meals and throughout the day from a central cart in the reception areas of each floor. Residents can ask for any beverage they wish but it is not guaranteed that it is in stock (onsite). Customer Feedback (recent results of Resident and Family Satisfaction Surveys) are as follows: From the information you have collected early on in your new job, you need to prioritize what actions to address. You need to review all parts of your department that you now understand and make notes of issues you need to address to move forward with quality improvements and make a plan that focuses on the priorities you have identified. You also have to make sure that the MOHLTC standards are updated to meet compliance – that is also part of your task. Create an improvement plan that highlights areas of the department that you will begin to address tomorrow (your next day on the job). Use course material from MGMT 233 from Humber College, as you know there is some useful information and tools that you can use to help you with this challenge. As part of the plan, identify and explain two tools (from MGMT 233) that you would use to implement and/or monitor the above standards to ensure your department sees improvement and now meets the Ministry of Health and Long-Term Care Act 2007. ****REMINDER**** Remember that a priority list does not have to be #1 – #10…. priorities can be A, B, C (A – immediate attention, B – in the next month and C – asap) Just pull the information from the details and the satisfaction survey results and prioritize them – also remember to explain why you feel they are ranked at a certain priority P.S you CANNOT build new buildings to fix the issues! Remember you are NOT fixing, at this stage you are about to begin planning on what to do next to improve quality of service. MGMT 233 Assignment #1B – Case Study A – Sunnyside LTC Interpreting Quality Improvement and MOHLTC StandardsWord and submitted as a single document on time and by the due date; the report is also of suitable length /5 A. The plan addresses key quality improvement opportunities to improve care in your home. Where necessary or helpful, evidence is used to defend the priorities that you have selected (from survey data or non-compliant issues). Explain why you have outlined these as priorities B. Steps describing your process are identified in prioritizing your challenges. Describe why one challenge is prioritized over the other? Ensure you have several priorities that address different areaC. The assignment task is clearly answered and indicates student understanding. You do not need to solve all the problems, you need to identify and prioritize what you need to address (what is most important and why?) /15 D. Two tools are identified for measuring and monitoring the standards identified in planning to undertake quality improvement initiatives. They are well described on how they might address issues you have identified from your initial review of the department’s operations /25 References: This assignment requires students to reference their sources accurately including Government Laws, quality improvement tools and other resources used to help build this plan.From the information you have collected early on in your new job, you need to prioritize whatactions to address. You need to review all parts of your department that you now understandand make notes of issues you need to address to move forward with quality improvements andmake a plan that focuses on the priorities you have identified. You also have to make sure that3​ | ​Page (MGMT 233)
the MOHLTC standards are updated to meet compliance – that is also part of your task.Create an improvement plan that highlights areas of the department that you will begin toaddress tomorrow (your next day on the job). Use course material from MGMT 233 fromHumber College, as you know there is some useful information and tools that you can use tohelp you with this challenge.B.As part of the plan, identify and explain two tools (from MGMT 233) that you would use toimplement and/or monitor the above standards to ensure your department sees improvementand now meets the Ministry of Health and Long-Term Care Act 2007

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