Teresian House
Staffing Impact
I'm going to stay here until I retire. Then, I'm going to live here. They'll give me a room on the 5th floor. I always tell my kids, when the time comes, you can put me in Teresian House. - Staff member
Early to Mid-Implementation Signs of Staffing Impact: Increased levels of staff satisfaction formally (surveys) and informally (verbally to peers and leadership team); Active understanding of culture change and person-directed principles by the majority of staff; Formal recognition of employees for excellence in person-directed care; Self-motivation, critical analysis, and problem-solving by front-line staff to incorporate person-directed principles.
Staff Impact Quantitative Findings
- Even with over 400 staff, retention and average years of service are above average. 40% of staff have been with Teresian House for 5 or more years (see above graph) and are on career paths to maintain longevity.
- Retention of leadership is a key finding. Sister Pauline has been the Administrator with Teresian House for 20+ years and 100% of leadership staff have been with Teresian House for 10+ years.
- 100% of staff interviewed demonstrated knowledge of culture change principles.
- 100% of staff interviewed utilized words that describe Teresian House as a cohesive unit (e.g. family, team, home).
- Overall turnover decreased by nearly 20% from 1998 to 2008.
- Teresian House reduced agency staff to zero, enhancing internal staff's experience and saving money.
Staff Impact - Additional Findings
- Rehabilitation is integrated into activities and daily life - Teresian House's Rehabilitation Department won the 2009 "Innovation of the Year Award" from the New York Association of Homes and Services for the Aging. Click here to learn more about this award-winning rehabilitation team.
- Many staff members have family members living in Teresian House. Sister Pauline's own mother was a treasured resident for many years.
- Social Workers are an integral part of the Care Team and help with neighborhood activities such as dining and feeding. - "They are the eyes and ears for residents, especially those that can't speak for themselves." - Sister Patricia Brancaccio, Social Workers Coordinator.
- Staff volunteer their time to participate in resident activities. - "I volunteer every Sunday with a resident choir."
- Leadership is constantly learning and striving to improve. - Teresian House leadership undergoes annual 360 evaluations from staff to self-evaluate and create goals for the coming year. "I learned from the comments that I needed to be more visible to residents and staff. They missed me and the comments made me aware of that." - Sister Pauline
- Staff are invested in residents and families - "The residents are my extended family. I like being able to extend my friendship to the family members as well to let them know that we are here to care and that we view it as our home too. " - License Practitioner Nurse
- Staff are invested in each other. - "We have such a good camaraderie and community. We've had weddings, baptisms, and my son was confirmed here. Everyone gets involved with each other. During hardships we all chip in and we donate our time." - Resident Care Coordinator
- Sister Pauline encourages open communication. - "People are so surprised that we are so open with our Administrator and each other."- Resident Care Coordinator
This letter was written by CNA Carol Tallman following her completion of the Sensitivity Training Program with Sister Pauline
Yes Mrs. Jones. I'm here to answer your call bell, bathe you, dress you, undress you, assist you in brushing your teeth. I take you to your meals, ambulate you and see to it that you make all your appointments,. I'm here to care for you.
But wait there is more.
If you need to talk, I'll lend an ear.
If you cry, I'll do my best to comfort you.
If you need a hug, I'll embrace you.
If you need a hand, I'll reach out.
If you need a shoulder to lean on, I have two.
I'm not just here to care for you, I'm here to care....really care.
Carol Tallman
Click here to advance to the next page. Click here to return to the Table of Contents.