AAHSA FutureAge Sept/Oct 2010 - 15

out on a limb, made the decision and had a great outcome.” Direct-care	workers	are	encouraged	to	watch	a	movie	or	eat	 with	residents,	to	make	a	resident	a	snack,	to	play	board	games	 with	residents	in	the	common	areas,	to	toss	a	pie	or	engage	in	 other	fun	activities. “It’s	their	world	together,”	Fuson	says.	“To	make	this	work,	 you	have	to	be	patient,	compassionate	and	a	good	listener,	 while	supporting	and	holding	firm	to	the	principle	that	everyone’s	voice	counts.”

Fostering Understanding Southington held off-campus Planetree retreats to help educate staff	about	each	other’s	roles	and	how	they	all	contribute	to	the	 residents’	experience. The	sessions	include	hands-on	activities,	such	as	the	Trust	 Walk,	in	which	one	person	leads	a	blindfolded	peer	through	 various	activities,	such	as	eating,	moving	about	and	personal	 care.	They	learn	to	appreciate	the	resident	experience	and	the	 serious	nature	of	the	caregivers’	jobs.	This	fall,	Southington	 will	begin	another	series	of	team-building	retreats. Southington	has	developed	a	clinical	ladder	for	nursing	 assistants,	training	some	in	phlebotomy	and	creating	a	team	 leader	position.	A	CNA	team	leader	takes	responsibility	for	10	 other	CNAs	and	motivates	them	to	work	as	a	team	while	providing	care	for	residents.

“If	you	know	the	people	you	are	working	with	and	build	a	 strong	rapport,	the	work	gets	done	better	and	more	efficiently,”	 Santoro	says.	“Quality	outcomes	are	achieved,	which	makes	 the	residents	the	winners.” With	a	U.S.	Department	of	Labor	grant,	Southington,	in	 conjunction	with	Capital	Community	College	and	Capital	 Workforce	Partners,	both	in	Hartford,	Conn.,	developed	a	 30-hour	leadership	course,	covering	time	management,	dealing	with	difficult	people,	communication	and	other	skills.	 Thirty	CNAs	have	completed	the	course. “We’re	empowering	people	at	all	levels	through	education,”	 Santoro	says.	“There	is	a	heightened	sense	of	awareness	that	 we	are	here	for	the	residents.”

Developing Leaders Pleasant View Home found that some CNAs demonstrated natural	leadership	abilities	when	given	the	opportunity.	However,	the	organization	also	provided	training,	and	Miller	meets	 with	CNA	team	leaders	and	household	leaders	monthly	to	discuss	problems	and	different	ways	to	handle	situations. “There	is	a	lot	of	growth	in	developing	a	leader	from	a	 CNA,”	Miller	says. Household	leaders	earn	additional	salary	and	are	encouraged	to	complete	a	Health	Support	Specialist	course	through	 the	U.S.	Department	of	Labor.

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futureAge	| September/October 2010

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AAHSA FutureAge Sept/Oct 2010

Table of Contents for the Digital Edition of AAHSA FutureAge Sept/Oct 2010
