The Goals of Culture Change are:
- restore control over daily living to residents of long-term care facilities, respecting the right of residents to make their own decisions;
- involve all levels of staff in the care process, honoring those who work most closely with residents;
- include families and friends in a comprehensive team building approach to care;
- provide a familiar and hospitable environment, a supportive workplace and responsive, individualized care practices that focus on the needs and preferences of people, rather than those of the facility.
In 2000, these reform leaders from around the United States established the Pioneer Network (http://www.pioneernetwork.net/ as the umbrella organization for the Culture Change movement. In recent years, this movement has expanded to include home and community-based services.
The Centers for Medicare and Medicaid Services (“CMS”) and the MA Department of Public Health (“DPH”) are committed to working with facilities to find innovative ways to allow the implementation of Culture Change.
The essence of Culture Change fulfills the mandate of the Nursing Home Reform Law (OBRA’87) by allowing nursing homes to be responsive to individual resident’s needs and creating an environment in which residents thrive.
- The following CMS Video Link discusses how Culture Change is consistent with existing federal regulations: http://www.youtube.com/watch?v=El35aaByvY0.
- The MA Culture Change Coalition was initiated in mid-2005 to foster Culture Change in MA facilities. Participants in the Coalition include a wide-range of long-term care related organizations. The Massachusetts Advocates for Nursing Home Reform represents residents, their families/friends, Family-Run Councils, and other advocates in the Coalition.
Furthermore, a 2010 study found that nursing homes engaging in culture change can not only improve their residents' quality of life, but can also achieve better financial returns - thus supporting the business case for providers. The study compared culture change adopters with a comparison group of traditional nursing homes over a four-year period. It was found that nursing homes engaged in "culture change" to become more resident centered in their approach achieved higher occupancy rates and increased revenue. (A. E. Elliot, "Occupancy and Revenue Gains from Culture Change in Nursing Homes: "A Win-Win Innovation for a New Age of Long-Term Care", Seniors Housing & Care Journal, 2010 18(1):61-76.)
Examples of successful Culture Change in two diverse nursing home settings:
- The Maine General Rehabilitation and Nursing Center in Glenridge is in a rural, close-knit community and is portrayed in the American Health Quality Association Culture Change documentary entitled "Culture Change in Long-Term Care: A Case Study".
- Providence Mount St. Vincent, located Seattle, WA, has more than 170 skilled nursing beds and is one of the original Culture Change facilities in the country. http://washington.providence.org/senior-care/mount-st-vincent/resident-directed-care/