Page 17 - Nourish.pdf

facilities by external dietary consultants based on 1) nutritional value 2) cost and 3) resident preferences, in that order, the resident dining action team turned that model around. They developed a dining program designed by residents based primarily
on resident preferences that is nutritionally balanced, cost effective and promotes resident satisfaction.
Residents met weekly in groups
of 15 or more to vote on menu selections, offer suggestions and de ne their mealtime preferences. They discussed each category of food separately: meat, poultry, dairy, sh, breads, desserts, breakfast entrées and others. Residents had voting rights on each category of menu item, with each resident using one “voting card” for each of their top choices.
Dollar signs – from one to three
– were af xed to each food item to inform residents of its relative cost and remind them of the need for scal accountability.
But residents had no expectation
of Nova lox or lamb chops daily. Menu items with the most votes
were placed as top choices listed
in descending order of preference. The results were surprising. Staff discovered what residents most desire are simple foods with a cultural air.
A tasting party kicked off the fall/ winter menu, which included the top
resident-selected items, and residents sampled some of the Timeless cookbook selections they had made. Action team participants were recognized for their thorough and thoughtful work.
To assure ongoing progress, satisfaction with the new menu is now measured by weekly dining room observation and inquiry, monthly food committee meetings and interim resident and family satisfaction surveys. Thus, the Center’s dining service continuingly is aligned with residents’ preferences, leading to higher satisfaction with meal service.
Resident action teams have power
to in uence meaningful change and are relatively easy to coordinate. Staff plays an important role in developing and supporting action teams by promoting participation, assisting residents in coordinating
the meetings--perhaps even taking minutes, and serving as moderators to assure adherence to the rules of order established by the action teams.
For instance, each resident is assured time to voice her or his opinion without interruption, and within a time limit acceptable to the group. Groups may also de ne how often a resident may take the oor. Encouraging residents to set the ground rules that staff helps enforce can establish a strong foundation for resident-directed care and services.
Resident action teams are conduits for resident-directed care when more than mere input and suggestions are required. They can de ne clinical quality improvement and measurable outcomes related to resident quality of life. Communities serving aging persons can better meet resident expectations when residents’ preferences are known and honored.
©2008 Action Pact, Inc.
17
www.culturechangenow.com