Connecting AHCA/NCAL National Quality Award Criteria (Gold) with Person-Directed Care:
A Crosswalk Perspective of the Eden Alternative Philosophy & Educational Offerings
The AHCA/NCAL National Quality Award Program provides a pathway for providers of long-term care services to
journey towards performance excellence. The program is based on the core values and criteria of the Baldridge
Performance Excellence Program.
Gold – Excellence in Quality applicants must show superior performance over time that is based on their
systematic approaches to leadership; strategic planning, focus on customers, measurement, analysis and
knowledge management, workforce focus, process management and results. Gold applicants address the
complete Baldridge Criteria for Performance Excellence in Health Care.
(As stated on the AHCA/NCAL Website, www.ahcancal.org/quality_improvement/quality_award)
Quick Reference Guide
Elder: Someone who by virtue of life experience is here to teach us how to live.
Care Partner: A concept that implies a balance of care, an acknowledgment that opportunities to give as well as receive are abundant
and experienced by everyone involved in the care relationship.
Concepts from the Ten Principles of The Eden Alternative are included in the table below. The full text of each principle is here:
1.
Principle One: The three plagues of loneliness, helplessness and boredom account for the bulk of suffering among our Elders.
2.
Principle Two: An Elder-centered community commits to creating a Human Habitat where life revolves around close and
continuing contact with plants, animals and children. It is these relationships that provide the young and old alike with a
pathway to a life worth living.
3.
Principle Three: Loving companionship is the antidote to loneliness. Elders deserve easy access to human and animal
companionship.
4.
Principle Four: An Elder-centered community creates opportunity to give as well as receive care. This is the antidote to
helplessness.
5.
Principle Five: An Elder-centered community imbues daily life with variety and spontaneity by creating an environment in
which unexpected and unpredictable interactions and happenings can take place. This is the antidote to boredom.
6.
Principle Six: Meaningless activity corrodes the human spirit. The opportunity to do things that we find meaningful is
essential to human health.
7.
Principle Seven: Medical treatment should be the servant of genuine human caring, never its master.
8.
Principle Eight: An Elder-centered community honors its Elders by de-emphasizing top-down bureaucratic authority, seeking
instead to place the maximum possible decision-making authority into the hands of the Elders or into the hands of those
closest to them.
9.
Principle Nine: Creating an Elder-centered community is a never-ending process. Human growth must never be separated
from human life.
10. Principle Ten: Wise leadership is the lifeblood of any struggle against the three plagues. For it, there can be no substitute.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Page 1
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
The following criteria builds on and assumes ongoing mastery of both the Bronze and Silver Award criteria, as detailed in, “Connecting
AHCA/NCAL National Quality Award Criteria (Bronze) with Person-Directed Care: A Crosswalk Perspective of the Eden
Alternative Philosophy & Educational Offerings” and “Connecting AHCA/NCAL National Quality Award Criteria (Silver) with
Person-Directed Care: A Crosswalk Perspective of the Eden Alternative Philosophy & Educational Offerings.” To gain a full
appreciation of Gold Award criteria, please make sure you are acquainted with the Bronze Award criteria and the Silver Award criteria before
proceeding to read this document.
1 Leadership
1.1 Senior Leadership:
A. Vision, Values, and
Mission
(1) (1) Vision and Values
How do senior leaders set
your organization’s vision
and values? How do
senior leaders deploy
your organization’s vision
and values through your
leadership system, to the
workforce, to key
suppliers and partners,
and to patients and other
stakeholders, as
appropriate? How do
senior leaders’ actions
reflect a commitment to
the organization’s values?
Developing a vision and
clarifying organizational
values are important steps for
leaders to take in
implementing person-directed
care. High involvement of all
affected by the vision and
values is important to get
people’s hearts and minds
engaged in the journey. A
strong vision statement
captures people’s imaginations
and enables leaders to lead up
front rather than push from
behind. Lived values serve to
guide the behaviors of all care
partners. Leaders cannot
create the vision and values in
a vacuum. In a person-directed
organization, they reach out
using tools like Learning
Circles, to facilitate high
involvement from all who will
be impacted by the results. The
vision and values cannot be
lived by hanging in a frame on
the wall. They must be written
into documentation, talked
about in educational events,
recited at team meetings and
discussed in Learning Circles.
They should be a part of how
the person-directed care
environment evolves.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Ten: Leaders must
inspire people to be a part of
creating a vision statement and
clarifying values that will guide
their transformation process. Tools
that promote high involvement
from all stakeholders are
important.
Principle Eight: Creating a vision
statement and clarifying values
informs and educates everyone
about what needs to be done to help
the organization be successful.
- The Path to Mastery
Milestones 1 & 2 have and
tools about developing vision
statements.
- Haleigh’s Almanac has
information and tools for
vision development.
- The Eden Alternative
Principles inform persondirected values.
- In Milestone 3, there are steps
and tools to help empowered
teams create their own vision
and values that align with
those of the organization.
Principle Six: When the vision
and values come from the people
that have to implement and live
them, they are meaningful.
Meaning drives motivation.
Principle Five: Care partners
need the time and opportunity to
explore and try new ways that will
help the organization to grow.
Flexibility needs to be built into the
daily life of the organization.
Page 2
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
(2) Promoting Legal and
Ethical Behavior How do
senior leaders’ actions
demonstrate their
commitment to legal and
ethical behavior? How do
they promote an
organizational
environment that requires
it?
Empowering leaders in
person-directed care
environments ensures that all
leaders, formal and informal,
have the information and
knowledge they need to act
and make decisions that are
legal and ethical. They model
this by using legal and ethical
principles to guide their
decision-making. They share
examples and life experiences
with care partners to
demonstrate and show how to
use these principles.
Principle Ten: Wise leaders use a
leadership style that models legal
and ethical decision-making. They
are open to providing explanations
to others to help them develop the
same skills. When care partners
stumble, leaders use their influence
wisely to help the care partners to
grow.
(3) Creating a Sustainable
Organization How do
senior leaders create a
sustainable organization?
How do senior leaders
achieve the following?
- Create an environment
for organizational
performance
improvement, the
accomplishment of your
mission and strategic
objectives , innovation ,
performance leadership,
and organizational agility
- Create a workforce
culture that delivers a
consistently positive
experience for patients
and stakeholders and
fosters their engagement
Leaders in person-directed
care environments (1) Place
the Elder at the center of all
discussions and decisions, (2)
Commit to growing other
leaders, (3) Set goals, develop
action plans, follow-through,
and hardwire change to place,
(4) Know how to use data and
stories to engage people’s
hearts and minds, (5) Commit
to ongoing personal growth
and development, (6) Nurture
relationships and become wellknown to others, and
(7)Model person-directed
processes and the mission and
values.
Principle Ten: Wise leaders grow
other leaders through their words,
actions, and deeds.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Nine: Creating a
learning organization facilitates
the growth of all. Leaders recognize
that they, like the other care
partners, are never done growing.
Principle Eight: Empowerment is
an ongoing process that requires
constant attention by leaders.
Resources, Education, Tools
and Support from The Eden
Alternative
-The book, Journey of a Lifetime:
Leadership Pathways to Culture
Change in Long-Term Care and
the two-day training based on
it help grow leaders.
- Facilitative Leadership: A
Proven Approach to Improving
Collaboration is a five-Part webbased training that teaches you
how to be a facilitative leader.
- Several tools from the Path to
Mastery present stories and
ideas of how the role of
leaders and managers
transform during the persondirected care journey.
- Haleigh’s Almanac and Seed
Packets have individual and
team educational materials
related to leadership growth.
- Webinars on a variety of
issues that help leaders to
educate others about the need
for legal and ethical behavior
and how it leads to creating a
home where life is worth
living.
- The Path to Mastery
Milestones 1 & 2 steps and
tools guide leadership growth
to prepare to lead the persondirected care journey.
-The book, Journey of a Lifetime:
Leadership Pathways to Culture
Change in Long-Term Care and
the two-day training based on
it help grow leaders.
- Facilitative Leadership: A
Proven Approach to Improving
Collaboration is a five-Part webbased training that teaches you
how to be a facilitative leader.
- Several tools from the Path to
Mastery present stories and
ideas of how the role of
leaders and managers
transform through the persondirected care journey.
Page 3
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
- Create an environment
for organizational and
workforce learning
- Develop and enhance
their leadership skills .
- Participate in
organizational learning ,
succession planning, and
the development of future
organizational leaders.
- Create and promote a
culture of patient safety.
B. Communication and
Organizational
Performance
(1) Communication How
do senior leaders
communicate with and
engage the entire
workforce? How do
senior leaders achieve the
following?
- Encourage frank, twoway communication
throughout the
organization
- Communicate key
decisions
- Take an active role in
reward and recognition
programs to reinforce
high performance and a
patient and health care
focus
Resources, Education, Tools
and Support from The Eden
Alternative
- Haleigh’s Almanac and Seed
Packets have individual and
team education materials
related to leadership growth.
- The Path to Mastery
Milestone steps build on each
other to sustain change. The
Assessment Tools for each
Milestone inform and grow
future leaders by capturing the
legacy story of how change
was implemented.
Learning circles are a valuable
communication tool that levels
and balances those
participating, equalizing the
importance of everyone’s
input. They can be a tool for
sharing information, gathering
input, and assuring every
opinion is heard and valued.
Creating smallness within the
larger community facilitates
communication that is timely
and bi-directional because the
relationships are closer. As an
organization proceeds along
the person-directed care
journey, reward and
recognition systems need to be
adjusted to reflect the
emerging culture and desired
actions of care partners.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Ten: Wise leaders share
information, decisions and their
knowledge widely. This is the only
way to create an empowered,
learning organization that engages
the hearts and minds of all.
Principle Nine: Growing people
includes celebrating their
successes, especially successes that
align with the organization’s
mission, vision, and values.
Reward and recognitions systems
need to match both the needs of the
employee care partners and the
organization.
Principle Eight: Communication
is important, if people are to be
empowered to be active
participants in daily life. Leaders
committed to empowerment as
equally committed to using
communication techniques that
meet the needs of all care partners.
-The book, Journey of a Lifetime:
Leadership Pathways to Culture
Change in Long-Term Care and
the two-day training based on
it help grow leaders.
- Facilitative Leadership: A
Proven Approach to Improving
Collaboration is a five-part webbased training that teaches you
how to be a facilitative leader.
- Several tools from the Path to
Mastery present stories and
ideas of how the role of
leaders transform during the
person-directed care journey.
- Haleigh’s Almanac and Seed
Packets have materials for
leadership growth.
- Starting in Milestone 1, the
Path to Mastery addresses the
ways that formal leaders use
Learning Circles and other
empowerment techniques to
grow and engage all employee
care partners.
- The Eden Alternative has
created the Paradigm Buster
Packet, The Role of Job
Descriptions & Performance
Evaluations in Person-Directed
Care to rethink traditional job
descriptions (care partner
roles) and performance
evaluations (growth plans).
Page 4
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
(Continued from
previous page)
(2) Focus on Action How
do senior leaders create a
focus on action to
accomplish the
organization’s objectives,
improve performance,
and attain its vision? How
do senior leaders identify
needed actions? How do
senior leaders include a
focus on creating and
balancing value for
patients and other
stakeholders in their
organizational
performance
expectations?
Creating a person-directed
care environment is a neverending process. There will
always be action needed to
identify and meet the unique
goals, preferences, and needs
of new Elder and employee
care partners. Continuing to
deepen relationships, using
Learning Circles, reaching out
and learning from others on
the same journey continues to
stretch the imagination of
leaders stimulating an ongoing
process of continual
improvement.
Principle Nine: Growth is neverending for the individual as well as
the organization.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook.
- Eden Alternative Path to
Mastery Guides support
leadership teams in working
through the Milestones in the
Path to Mastery.
- The Path to Mastery is a
strategic planning tool that
identifies steps to stimulate
ongoing growth for
organizations.
- The Eden Registry as a
networking and idea
generating resource.
1.2 Governance and
Societal Responsibilities:
A. Organizational
Governance
(1) Governance System
How does your
organization review and
achieve the following key
aspects of your
governance system?
- Accountability for the
management’s actions
- Fiscal accountability
- Transparency in
operations and selection
of and disclosure policies
for governance board
members, as appropriate
- Independence in internal
and external audits
- Protection of stakeholder
and stockholder interests,
as appropriate
Person-directed care
organizations are
empowering. Empowerment
involves openness and a
willingness to share both what
is going well and the
challenges. With
empowerment, comes
accountability and
responsibility. It cannot be
held by senior leaders alone.
The organization will be
stronger and more effective by
engaging others through open
sharing, welcoming external
audits, and educating all
stakeholders. Those that
govern the organization
should be well-known within
the organization.
Principle Ten: Wise leaders are
accountable to others for their
actions. When they lead well,
others follow them.
- The Path to Mastery
Milestones contain steps
related to leadership openness
and the engagement of the
governing body.
- Eden Alternative Path to
Mastery Guide process
supports the leadership team
through the transformation
process.
- The Eden Registry as a
networking and support
system.
- Several tools from the Path to
Mastery present stories and
ideas of how the role of
leaders and managers
transform through the persondirected care journey
including the development of
Leader Growth Plans.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Page 5
Award Criteria
Connection to PersonCentered/Directed Care
(2) Performance
Evaluation How do you
evaluate the performance
of your senior leaders,
including the chief
executive? How do you
use these performance
evaluations in
determining executive
compensation? How do
you evaluate the
performance of members
of your governance board,
as appropriate? How do
senior leaders and your
governance board use
these performance
reviews to advance their
development and improve
both their personal
leadership effectiveness
and that of your board
and leadership system, as
appropriate?
Person-directed care
organizations are committed
to the ongoing growth of all.
The Elders are not the only
ones who need growth plans.
All care partners connected to
the organization have plans to
enable their ongoing growth.
The plans are written to help
individuals grow in ways that
align with the mission, vision,
and values of the organization
and help further the persondirected care journey.
Principle Ten: Leaders cannot
expect others to grow unless they
are willing to grow themselves.
Growth plans start with the
governing body and work their
way throughout the organization.
B. Legal and Ethical
Behavior
(1) Legal Behavior,
Regulatory Behavior, and
Accreditation How do
you address any adverse
impacts on society of your
health care services and
operations? How do you
anticipate public concerns
with current and future
services and operations?
How do you prepare for
these impacts and
concerns in a proactive
manner, including
conserving natural
resources and using
effective supply-chain
management processes ,
as appropriate?
The deeper the relationships
and the stronger the
empowerment across the
organization, the more
responsive and responsible
care partners become. When
they understand the impact
decisions have on those
around them, the larger
community, the organization
and the environment, the more
ownership they take to act
responsibly.
Principle Ten: Wise leaders
understand that they cannot be
present all day, every day. They
must teach others to act
responsibly, to understand legal
and ethical decision-making. They
must listen and respond to the
needs of all care partners to create
an empowering organization.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Eden Alternative’s PrincipleBased Foundation for Success
Principle Nine: Ongoing growth
is essential to creating a persondirected care environment.
Principle Eight: Care partners
can only be empowered if they
clearly understand what is
expected of them and how they
contribute to the success of the
organization.
Resources, Education, Tools
and Support from The Eden
Alternative
- The Eden Alternative has
created the Paradigm Buster
Packet, The Role of Job
Descriptions & Performance
Evaluations in Person-Directed
Care to rethink traditional job
descriptions (care partner
roles) and performance
evaluations (growth plans).
- There are Path to Mastery
Milestone tools on 360 degree
feedback and leadership
growth plans.
-The book, Journey of a Lifetime:
Leadership Pathways to Culture
Change in Long-Term Care and
the two-day training based on
it help grow leaders.
- Facilitative Leadership: A
Proven Approach to Improving
Collaboration is a five-Part webbased training that teaches you
how to be a facilitative leader.
- Several tools from the Path to
Mastery present stories and
ideas of how the role of
leaders and managers
transform during the persondirected care journey.
- Haleigh’s Almanac and Seed
Packets have individual and
team education materials
related to leadership growth.
Page 6
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
- Starting in Milestone 1, the
Path to Mastery addresses the
ways that formal leaders use
Learning Circles and other
empowerment techniques to
grow and engage all employee
care partners.
(Continued from
previous page)
What are your key
compliance processes,
measures, and goals for
achieving and surpassing
regulatory, legal, and
accreditation
requirements, as
appropriate? What are
your key processes,
measures, and goals for
addressing risks
associated with your
services and operations?
(2) Ethical Behavior How
does your organization
promote and ensure
ethical behavior in all
interactions? What are
your key processes and
measures or indicators for
enabling and monitoring
ethical behavior in your
governance structure,
throughout your
organization, and in
interactions with patients,
partners, suppliers, and
other stakeholders? How
do you monitor and
respond to breaches of
ethical behavior?
Resources, Education, Tools
and Support from The Eden
Alternative
In a person-directed care
organization, leaders are
present. They understand the
saying “Show Don’t Tell.”
They are out of their offices,
building relationships,
observing interactions, and
making sure the systems are
helping people to be their very
best. They are a part of the
neighborhoods, households, or
families. They are sitting in on
Learning Circles. Their door is
always open.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Ten: Show people how
wise leaders act, don’t just tell
them.
-The book, Journey of a Lifetime:
Leadership Pathways to Culture
Change in Long-Term Care and
the two-day training based on
it help grow leaders.
- Facilitative Leadership: A
Proven Approach to Improving
Collaboration is a five-Part webbased training that teaches you
how to be a facilitative leader.
- Several tools from the Path to
Mastery present stories and
ideas of how the role of
leaders and managers
transform during the persondirected care journey.
- Haleigh’s Almanac and Seed
Packets have individual and
team education materials
related to leadership growth.
- Starting in Milestone 1, the
Path to Mastery addresses the
ways that formal leaders use
Learning Circles and other
empowerment techniques to
grow and engage all employee
care partners.
Page 7
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
C. Societal
Responsibilities and
Support of Key
Communities
(1) Societal Well-Being
How do you consider
societal well-being and
benefit as part of your
strategy and daily
operations? How do you
contribute to the wellbeing of your
environmental, social, and
economic systems?
The movement to persondirected care is all about
changing society’s perception
of aging. The goal is to restore
Elderhood to its rightful place.
When you are engaged in
creating a person-directed care
organization you are
contributing to the well-being
of all care partners, the
community you live in and the
rest of society as well.
Principle Three: Companionship
stretches further than the doors of
the organization. Volunteers,
friends, and families can be a
resource to spread the message of
person-directed care and a more
positive Elderhood out into the
larger community.
Resources, Education, Tools
and Support from The Eden
Alternative
- The Path to Mastery
Milestones 2 to 4 contains
steps that address the
connection of the Elder and
their larger community.
- Well-Being Assessment Tools
Principle Four: Balancing the
giving and receiving of care
extends out into the larger
community. Elders living in the
home should be active members in
their larger community, benefitting
both the Elder and the community.
Principle Five: The engagement
of the larger community creates
opportunities for variety and
spontaneity.
(2) Community Support
How does your
organization actively
support and strengthen
your key communities?
What are your key
communities? How do
you identify these
communities and
determine areas for
organizational
involvement, including
areas related to your core
competencies? How do
your senior leaders, in
concert with your
workforce, contribute to
improving these
communities and to
building community
health?
Building community inside
and outside the organization is
an important aspect of persondirected organizations.
Community includes the
geographic community in
which the organization
resides, the community of
organizations committed to
person-directed care, the
provider community in their
state and the global
community. Sharing the
message of the benefits of
person-directed care is an
important responsibility.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Ten: Wise leaders share
the message of what they are doing
to inspire others to join in the
journey.
Principle Nine: Support the
growth of Elders everywhere.
Principle Six: Commitment and
engagement grows when people
know they are a part of something
bigger than themselves.
- Eden Registry Members
identify their strengths
through the Path to Mastery
and become well-known by
networking and sharing their
expertise with others.
- Eden Alternative webinars
are a way to share expertise.
- Haleigh’s Almanac has ideas
on how to reach out and create
communities of support.
Page 8
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
2 Strategic Planning
2.1 Strategy
Development:
A. Strategy Development
Process
(1) Strategic Planning
Process How does your
organization conduct its
strategic planning? What
are the key process steps?
Who are the key
participants? How does
your process identify
potential blind spots?
How do you determine
your core competencies,
strategic challenges, and
strategic advantages
(identified in your
Organizational Profile)?
What are your short- and
longer-term planning time
horizons? How are these
time horizons set? How
does your strategic
planning process address
these time horizons?
In a person-directed care
environment, the needs of the
Elders and those closest to
them really drives the strategic
plan of the organization. If
ideas being contemplated will
not improve the well-being of
those who live and work there,
they can become a distraction
and may actually drive the
organization back toward the
medical model of care.
Learning Circles are an
important tool in keeping the
lines of communication open
and ideas and feedback
flowing throughout the
organization. Deepening
relationships helps uncover
people’s simple pleasures and
passions in order to inform
future organizational plans.
Formal and informal leaders
work together to design action
plans for change which
include measures of success
and the gathering of stories to
determine if the action being
taken is making a difference.
Principle Ten: Wise leaders
understand that a plan for action is
a plan for growth. They are
constantly listening, assessing, and
gathering ideas for how the
organization can grow. Leaders
identify strengths within
individuals, teams, the
organization itself, and design
systems that build on those
strengths. Wise leaders recognize
that they alone do not have all the
answers.
(2) Strategy
Considerations How do
you ensure that strategic
planning addresses the
key elements listed
below? How do you
collect and analyze
relevant data and
information pertaining to
these factors as part of
your strategic planning
process?
• Your organization’s
strengths, weaknesses,
opportunities, and threats.
Person-directed care
organizations are constantly
stretching and growing
themselves. They are thirsty
for new ideas and new ways to
bring forth the voice and
choice of the Elders. They have
a strong desire to be leaders in
the movement, not followers.
Principle Ten: Wise leaders listen
well to the voices of those inside
and outside the organization. They
are proactive in their actions.
Leaders grow other leaders and
hardwire change into their systems
and processes, so it stays in place
long after key leaders depart.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Eight: All decisions
belong to the Elders or those closest
to them. Leaders understand that
in order to drive person-directed
care forward, all strategic planning
needs to focus on improving the
lives of those who live and work
there.
Resources, Education, Tools
and Support from The Eden
Alternative
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook,
teaches about action planning
and following through to
hardwire change in place.
- The steps in the Path to
Mastery Milestones are
strategic planning tools that
identify both the strengths and
challenges for the
organization.
- Eden Alternative Path to
Mastery Guides support
leadership teams in working
through the Milestones in the
Path to Mastery.
Principle Nine: Promoting
human growth requires some
planning. It also requires a good
deal of flexibility as needs change
from day to day.
Principle Nine: The organization
must continue to stretch and grow,
or it will stagnate.
Principle Eight: Seeking new
information, knowledge, skills, and
training are a way to keep the
organization agile and ready to
adapt new ideas, as they come
along.
- Certified Eden Associate
Training
- GROWTH Model guiding
questions
- Eden Registry Networking
Groups
- Eden Alternative webinars.
- Eden Alternative
International Conference every
two years
- New information gathered
through webinars, quarterly
conversations with Dr.
Thomas, e-newsletters,
blogging
- Eden Registry Networking
Groups to stimulate new
learning and ideas
Page 9
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
(Continued from
previous page)
• Early indications of
major shifts in technology,
markets, health care
services, patient and
stakeholder preferences,
competition, the economy,
and the regulatory
environment.
• Long-term
organizational
sustainability, including
needed core
competencies, and
projections of your future
performance and your
competitors’ or
comparable organizations’
future performance.
• Your ability to execute
the strategic plan.
B. Strategic Objectives
(1) Key Strategic
Objectives What are your
key strategic objectives
and your timetable for
accomplishing them?
What are your most
important goals for these
strategic objectives?
One strategic goal for persondirected organizations is to be
flexible and responsive to the
needs of all care partners.
Goals that further the persondirected care journey are
strategic. The organization’s
vision, and that of the larger
person-directed care
movement, helps guide
leaders in setting strategic
goals that will move their
journey forward.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Nine: Growth comes
out of setting realistic goals and
plans to achieve them.
Principle Six: Organizational
goals should be meaningful to those
who are helping accomplish them.
Principle Two: All of the
organization’s goals should be
driving the organization closer to
home.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook,
teaches about action planning
and following through to
hardwire change in place.
- The steps in the Path to
Mastery Milestones are
strategic planning tools that
identify both the strengths and
challenges for the
organization.
- Eden Alternative Path to
Mastery Guides support
leadership teams in working
through the Milestones in the
Path to Mastery.
Page 10
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
(2) Strategic Objective
Considerations How do
your strategic objectives
achieve the following?
• Address your strategic
challenges and strategic
advantages
• Address your
opportunities for
innovation in health care
services, operations, and
your business model
• Capitalize on your
current core competencies
and address the potential
need for new core
competencies
• Balance short- and
longer-term challenges
and opportunities
• Consider and balance
the needs of all key
stakeholders
• Enhance your ability to
adapt to sudden shifts in
your market conditions
Organizations that embrace
the values of person-directed
care set themselves apart from
the traditional medical model
approach to Eldercare.
Organizations committed to
ongoing growth build on their
strengths, looking for
opportunities to incorporate
new ideas into daily life in the
home. Regularly held Learning
Circles provide feedback to
leaders to discern if they are
making changes that meet the
needs of all care partners.
Principle Two: Creating home
comes in all sizes and shapes.
Person-directed care organizations
create home in a way that is
meaningful to those who live and
work there.
2.2 Strategy
Implementation:
A. Action Plan Development
and Deployment
(1) Action Plan
Development How do
you develop your action
plans? What are your key
short- and longer-term
action plans and their
relationship to your
strategic objectives? What
are the key planned
changes, if any, in your
health care services , your
stakeholders and markets
(including your patient
populations), your
suppliers and partners ,
and how you will
operate?
Formal and informal leaders
work together to design action
plans for change which
include measures of success
and the gathering of stories to
determine if the action being
taken is making a difference.
New ideas and goals should
align with the organization’s
person-directed care journey.
Action plans take into
consideration the input and
needs of those impacted by
their implementation.
Principle Nine: There are three
stages to implementing change:
vision, education, and
implementation. They interweave
and build off of one another. All
care partners play a role in each
stage, most especially the
implementation. The more engaged
the care partners are, the more
successful the outcomes will be.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Six: Introducing change
should be meaningful to all care
partners.
Principle Nine: Growth happens
in areas of strength more than
areas of weakness. Capitalizing on
strengths is a strategy that
promotes growth for all.
Resources, Education, Tools
and Support from The Eden
Alternative
- Comparative data from The
Eden Alternative and Pioneer
Network can help gauge the
success of improvements.
- Path to Mastery data
collection from Eden Registry
Members
- International Research Team
has data to support culture
change efforts.
- Eden Alternative Warmth
Surveys
- Well-Being Assessment Tools
- The Eden Registry as a
networking and support
system
- New information gathered
through webinars, quarterly
conversations with Dr.
Thomas, e-newsletters,
blogging
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook.
- Haleigh’s Almanac and the
Path to Mastery have tools to
help with action plan
development.
Page 11
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
(2) Action Plan
Implementation How do
you deploy action plans
throughout the
organization to your
workforce and to key
suppliers, partners, and
collaborators, as
appropriate, to achieve
your key strategic
objectives? How do you
ensure that the key
outcomes of your action
plans can be sustained?
Person-directed care
organizations play to the
strengths of all care partners,
weaving their gifts and talents
into the action plan
implementation. When
needed, outside expertise is
sought to support action plan
steps, thereby engaging the
larger community as well.
Principle Eight: It is through
empowerment that people find their
voice and their place in
implementing and sustaining new
changes in a person-directed care
organization.
(3) Resource Allocation
How do you ensure that
financial and other
resources are available to
support the
accomplishment of your
action plans, while
meeting current
obligations? How do you
allocate these resources to
support the
accomplishment of the
plans? How do you
manage the financial and
other risks associated with
the plans to ensure the
financial viability of your
organization?
Redesigning organizational
systems, processes and
empowering small teams of
care partners aids in the wise
use of limited resources.
Blending roles and flattening
the hierarchy makes the
organization more flexible and
able to adjust quickly when
challenges arise. Persondirected care organizations are
realizing financial benefits
from their efforts.
Principle Ten: Wise leaders teach
stewardship skills to employee care
partners through empowerment
and team development. Listening
to their ideas can help ensure that
limited resources are used wisely to
benefit the organization and those
who live and work within it.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Resources, Education, Tools
and Support from The Eden
Alternative
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook.
- The Path to Mastery --Milestone tools provide
examples of how
organizations enacted their
action plans.
- Eden Registry Networking
Groups share ideas on plans
they have developed and
implemented, so organizations
can learn from the experiences
of others.
- Eden Alternative Path to
Mastery Guides help formal
leaders by guiding their
organization through action
plan development and followthrough.
- The Path to Mastery
Milestone tools provide
examples of how
organizations empower care
partners.
- Comparative data from The
Eden Alternative and Pioneer
Network can help gauge the
success of improvements.
- Path to Mastery data
collection from Eden Registry
Members
- International Research Team
has data to support culture
change efforts.
Page 12
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
(4) Workforce Plans What
are your key human
resource or workforce
plans to accomplish your
short- and longer-term
strategic objectives and
action plans? How do the
plans address potential
impacts on your
workforce members and
any potential changes to
workforce capability and
capacity needs?
Redesigning organizational
systems and processes,
empowering small teams of
care partners, blending roles
and flattening the hierarchy
are key strategies that make
person-directed care
organizations more flexible
and able to adjust quickly
when challenges arise. Crosstraining care partners to
understand each other’s roles
is an important goal. Ongoing
education is an important part
of this effort.
Principle Nine: Leaders
emphasize the role of ongoing
education, even when the budget is
tight. Education opens people’s
hearts and minds and gives them
new skills, so they are successful in
a person-directed care
organization.
(5) Performance
Measures What are your
key performance
measures or indicators for
tracking the achievement
and effectiveness of your
action plans? How do you
ensure that your overall
action plan measurement
system reinforces
organizational alignment?
How do you ensure that
the measurement system
covers all key deployment
areas and stakeholders?
Leadership understands the
value of evaluating success
and areas of growth to ensure
that they are moving in the
right direction with persondirected care. They are aware
of what is being focused on at
a national level and the tools
that are being provided to
assist them in measuring their
culture change journey (e.g.
Artifacts of Culture Change
Tool). Learning Circles
provide opportunities for
leaders to ask great questions
and really listen to what
people have to say. Leaders
can make the connection
between national quality
measures being tracked and
the person-directed outcomes
their organization is seeking.
Leadership understands how
to weave data collection into
their action plan.
Principle Nine: Growth is an
ongoing process for individuals
and the organization.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Two: A person-directed
care organization is creating home
where people can validate the
improvements they are making and
understand the changes that still
need to happen in personal,
organizational, and physical
transformation.
Resources, Education, Tools
and Support from The Eden
Alternative
- The Path to Mastery
Milestones include many steps
and tools related to growing
the skills and capacity of all
care partners.
- Educational programs, tools,
resources and webinars from
The Eden Alternative, such as
Certified Eden Associate
Training, a trio package of kits
that Registry Members can use
to educate internally, Haleigh’s
Almanac and Seed Packets.
- Comparative data from The
Eden Alternative and Pioneer
Network can help gauge the
success of improvements.
- Path to Mastery data
collection from Eden Registry
Members.
- International Research Team
has data to support culture
change efforts.
- Eden Alternative Principles
in Action Tool
- Well-Being Assessment Tools
- Eden Alternative Warmth
Surveys
- The Eden Alternative
collaborates with
organizations that conduct
satisfaction surveys to weave
in the Eden Alternative
Warmth Survey items that
measure trust, generosity and
optimism.
- The Eden Alternative is
involved with organizations
that are creating new tools to
assess person-directed care
progress.
Page 13
Award Criteria
(6) Action Plan
Modification How do
you establish and
implement modified
action plans if
circumstances require a
shift in plans and rapid
execution of new plans?
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Leadership understands the
importance of creating a caring
and warm climate that can
react quickly during
challenging times. Time and
education has been invested
into building close and
continuing relationships
between all care partners
(Elders, employees, families
and other stakeholders).
Leadership has established
clear and sustainable
communication tools that
encourage and promote high
involvement of all care
partners. Leadership
understands the importance of
being available to address
questions and concerns 24/7
and to validate the changes
that are being made to existing
action plans.
Principle Six: Through the
creation of strong and caring
relationships, spontaneous events,
challenges and changes can happen
without disrupting the flow of
daily life.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Nine: Change will
happen, is acknowledged and is
expected in a culture change
environment that is creating home,
where life is worth living.
Principle Ten: Leadership has put
in systems, educational
opportunities and communication
tools that allow for action plan
modification to happen quickly in
response to changing conditions.
Resources, Education, Tools
and Support from The Eden
Alternative
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook
provides all care partners the
tools to identify the steps
needed to implement any type
of change whether it takes a
long time or happens quickly.
People learn the process of
action plan development and
become comfortable with
change.
The book, Journey of a Lifetime:
Leadership Pathways to Culture
Change in Long-Term Care and
the two-day training based on
it provide an evaluation of
current communication
systems highlighting those
that are working and those
that need to be changed and
establishing an action plan that
puts in place good
communication tools that
facilitate rapid change.
- Several tools from the Path to
Mastery present stories and
ideas of how the role of
leaders and managers
transform during the persondirected care journey.
- Haleigh’s Almanac and Seed
Packets have individual and
team educational materials
related to leadership growth.
- The Eden Alternative has a
close relationship with PHI
Coaching & Consulting
Services to teach
communication skills to all
care partners.
- The use of language is
promoted by The Eden
Alternative in challenging
times, in written and verbal
form, through a variety of
tools and resources.
Page 14
Award Criteria
Connection to PersonCentered/Directed Care
B. Performance Projections
for the key performance
measures or indicators
identified in 2.2a(5), what
are your performance
projections for both your
short- and your longerterm planning time
horizons? How does your
projected performance on
these measures or
indicators compare with
the projected performance
of your competitors or
other organizations
offering similar health
care services? How does it
compare with key
benchmarks, goals, and
past performance, as
appropriate? If there are
current or projected gaps
in performance against
your competitors or
comparable organizations,
how will you address
them?
Leadership understands how
to connect their vision and
mission statements to the
changes they project in the
future. Leadership
understands the value of
evaluating success and areas
of growth to ensure that they
are moving in the right
direction with person-directed
care. They are aware of what is
being focused on at a national
level and the tools that are
being provided to assist them
in measuring their culture
change journey (e.g. Artifacts
of Culture Change Tool).
Leaders can make the
connection between national
quality measures being
tracked and the persondirected outcomes their
organization is seeking.
Leadership understands how
to weave data collection into
their action plan. As gaps arise
in the movement toward the
vision, leaders engage the
empowered teams to modify
the action plan steps to fill in
the identified gaps.
Principle Nine: Growth is an
ongoing process.
3 Customer Focus
3.1 Voice of the
Customer:
A. Patient and Stakeholder
Listening
(1) Listening to Current
Patients and
Stakeholders How do
you listen to patients and
stakeholders to obtain
actionable information?
How do your listening
methods vary for different
patient groups,
stakeholder groups, or
market segments?
In empowered, persondirected organizations, Elders
are engaged. Life is instilled
into Elder Council as they
make real day-to-day decisions
about how life flows in their
home. Creating smaller living
environments within the home
deepens relationships and
people are more comfortable
expressing their needs.
Regularly held Learning
Circles facilitate open and
honest sharing of ideas and
solving of problems.
Principle Eight: The greater the
empowerment, the more the voice
of all care partners is heard.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Eden Alternative’s PrincipleBased Foundation for Success
Principle Two: A person-directed
care organization is creating home
where people can validate the
improvements they are making and
understand the changes that still
need to happen in personal,
organizational, and physical
transformation.
Principle One: A person-directed
care organization invests in
changes that help to eliminate
loneliness, helplessness, and
boredom and creates a home where
life is worth living.
Principle Ten: Wise leaders have
skills in active listening and asking
good questions which opens up the
opportunity to assure that
meaningful outcomes are
occurring.
Resources, Education, Tools
and Support from The Eden
Alternative
- Eden Registry Networking
Groups enable peer-to-peer
support and benchmarking.
- Comparative data from The
Eden Alternative and Pioneer
Network can help gauge the
success of improvements.
- Path to Mastery data
collection from Eden Registry
Members.
- International Research Team
has data to support culture
change efforts.
- Eden Alternative Principles
in Action Tool
- Well-Being Assessment Tools
- Eden Alternative Warmth
Surveys
- The Eden Alternative
collaborates with
organizations that conduct
satisfaction surveys to weave
in the Eden Alternative
Warmth Survey items that
measure trust, generosity and
optimism.
- The Eden Alternative is
involved with organizations
that are creating new tools to
assess person-directed care
progress.
- IN2L, a value-added partner
with The Eden Alternative,
brings technology and social
media close to the Elder.
- Blogging via The Eden
Alternative and
ChangingAging.
- Eden Alternative Warmth
Surveys
- Well-Being Assessment Tools
- The Path to Mastery
Milestones 2 to 4 contain steps,
tools and examples of how to
engage care partners and
assess outcomes.
Page 15
Award Criteria
(Continued from
previous page)
How do you use social
media and web-based
technologies to listen to
patients and stakeholders,
as appropriate? How do
your listening methods
vary across the stages of
patients’ and
stakeholders’
relationships with you?
How do you follow up
with patients and
stakeholders on the
quality of services, patient
and stakeholder support,
and transactions to receive
immediate and actionable
feedback?
(2) Listening to Potential
Patients and
Stakeholders How do
you listen to former
patients and stakeholders,
potential patients and
stakeholders, and
competitors’ patients and
stakeholders to obtain
actionable information
and to obtain feedback on
your services, patient and
stakeholder support, and
transactions, as
appropriate?
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
Principle Three: Reaching out
into the community, fostering new
relationships not only help the
Elders find the companionship they
need but also provides a reservoir
of ideas that can stimulate ongoing
growth.
- Milestones 2 to 4 contain
steps that address the
connection of the organization
and their larger community.
- Eden Registry postings on
the Eden Alternative website
make the organization visible
to those seeking persondirected care environments.
- Ideas for education and
Learning Circles can be found
in Haleigh’s Almanac, Seed
Packets and the Milestone
Toolkits.
When care partners are
empowered to make the
decisions that impact their
daily life they are more
engaged. Leader involvement
with the empowered teams
and Learning Circles ensures
that they are implementing
solid ideas and achieving
meaningful outcomes. Persondirected cultures see the
person first before the disease
which opens the door for even
the frailest of Elders to be
heard.
Person-directed organizations
are constantly looking for
ways to grow and stretch
themselves further. Leaders of
these organizations
understand that ideas have to
come from within and from
outside the organization. They
create opportunities to invite
the outside community in or
be involved with larger
community events, so that
they can build relationships
and gather the types of
feedback they need to help the
organization to grow.
Learning Circles, focus groups
and community presentations
are just a few of the ways to
get the information needed to
help the organization grow.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Nine: Organizations
that value growth are always
seeking new ideas and feedback.
Principle Eight: When people
understand the vision you are
seeking to realize, they are open to
sharing their ideas, gifts and
talents to help you be successful.
Page 16
Award Criteria
Connection to PersonCentered/Directed Care
B. Determination of Patient
and Stakeholder Satisfaction
and Engagement
(1) Satisfaction and
Engagement How do you
determine patient and
stakeholder satisfaction
and engagement? How do
these determination
methods differ among
patient and stakeholder
groups and market
segments, as appropriate?
How do your
measurements capture
actionable information for
use in exceeding your
patients’ and
stakeholders’ expectations
and securing your
patients’ and
stakeholders’
engagement?
In person-directed care
environments, if engagement
and empowerment are a
priority, the level of
satisfaction for the Elder care
partners is raised. You can
measure this by how vocal
they are, which often
translates into increased
complaints. Creating
processes, like Learning
Circles, where all care partner
voices are heard, is very
important. Acting on the
information provided and
giving them feedback on
actions continues to solidify
their commitment to speak up
and be engaged.
Neighborhood, household or
family groupings within the
home make care partners more
comfortable to voice their
needs, be more actively
engaged and work together to
solve challenges they are
facing together. Providing skill
development in effective
meeting processes and
problem-solving tools can
empower teams to work
together well as they strive to
create home.
Principle Six: When our efforts
with others result in positive
outcomes, it is meaningful to lend
your voice and energy.
(2) Satisfaction Relative
to Competitors How do
you obtain information on
your patients’ and
stakeholders’ satisfaction
relative to their
satisfaction with your
competitors?
In order for person-directed
care organizations to grow,
they need to get feedback on
how they are doing internally
and externally. The MDS 3.0 is
designed to bring forth the
voice and choice of the Elder
to shape future planning for
the organization. Comparing
quality measure outcomes
from MDS data with peer
organizations provides a
benchmarking opportunity.
Principle Two: Home is where
the needs of the individual are
heard and honored. The closer an
organization gets to creating home
for everyone, the more comfortable
the Elders become in expressing
their needs.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Eden Alternative’s PrincipleBased Foundation for Success
Principle Nine: People are open
to new ideas and willing to engage
when the organization is warm
(trust, generosity and optimism are
high).
Principle Ten: Wise leaders listen
and ask good questions to draw out
the voice of the care partners.
Resources, Education, Tools
and Support from The Eden
Alternative
- Eden Alternative Warmth
Surveys
- Well-Being Assessment Tools
- Haleigh’s Almanac, Seed
Packets and Path to Mastery
Milestone tools give examples
of how to use Learning Circles.
- The Path to Mastery
Milestone 3 focuses on moving
decision-making into the
hands of empowered care
partner teams.
Principle Three: When caring
relationships are nurtured, people
are willing to speak and listen so
that needs are met.
Principle Six: Life is filled with
meaning when my voice and choice
are heard and honored.
- Eden Alternative Warmth
Surveys, online survey
response collection.
- Well-Being Assessment Tools
- The Eden Alternative Journey:
Impacting the MDS 3.0 and the
QIS Process paper.
- 2009 Quality of Life
Guidance and the Eden
Alternative Principles paper.
- Comparative data from The
Eden Alternative and Pioneer
Network can help gauge the
success of improvements.
Page 17
Award Criteria
(Continued from
previous page)
How do you obtain
information on your
patients’ and
stakeholders’ satisfaction
relative to the satisfaction
levels of patients and
stakeholders of other
organizations providing
similar health care
services or to health care
industry benchmarks, as
appropriate?
(3) Dissatisfaction How
do you determine patient
and stakeholder
dissatisfaction? How do
your measurements
capture actionable
information for use in
meeting your patients’
and stakeholders’
requirements and
exceeding their
expectations in the future?
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
The QIS survey process
provides feedback to leaders
about how they are doing in
truly hearing and responding
to the needs of the Elders.
Attending conferences and
presentations from other
person-directed organizations
provides benchmarking
information for leaders.
Principle Seven: We have to set
aside preconceived notions about
the capacity of an Elder to express
their desires. When we are open to
really hearing and sensing their
needs we can respond to those
unmet needs before we add
medications and treatments.
- Path to Mastery data
collection from Eden Registry
Members.
- International Research Team
has data to support culture
change efforts.
In order for person-directed
care organizations to grow,
they need to get feedback on
how they are doing internally
and externally. The MDS 3.0 is
designed to bring forth the
voice and choice of the Elder
to shape future planning for
the organization. Comparing
quality measure outcomes
from MDS data with peer
organizations provides a
benchmarking opportunity.
The QIS survey process
provides feedback to leaders
about how they are doing in
truly hearing and responding
to the needs of the Elders.
Learning Circles provide a safe
environment to express
concerns when relationships
are strong.
Principle Two: Home is where
the needs and concerns of
individuals are heard and honored.
When people realize they are being
heard and responded to, they open
up and life gets better.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Eight: Empowered
Elders have a voice and use it often
and well. Recognizing and
celebrating their life experiences
facilitates their contributions to
helping the organization create
home.
Principle Six: Life is filled with
meaning when my voice and choice
are heard and honored.
Principle Eight: Empowered
Elders have a voice and use it often
and well to share both the good
things and the not-so-good.
- Eden Alternative Warmth
Surveys, online survey
response collection
- Well-Being Assessment Tools
- The Eden Alternative Journey:
Impacting the MDS 3.0 and the
QIS Process paper
- 2009 Quality of Life
Guidance and the Eden
Alternative Principles paper
- Comparative data from The
Eden Alternative and Pioneer
Network can help gauge the
success of improvements
- Path to Mastery data
collection from Eden Registry
Members
- International Research Team
has data to support culture
change efforts
Page 18
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
3.2 Customer
Engagement
A. Health Care Service
Offerings and Patient
and Stakeholder
Support
(1) Health Care Service
Offerings How do you
identify patient,
stakeholder, and market
requirements for health
care service offerings?
How do you identify and
innovate service offerings
to meet the requirements
and exceed the
expectations of your
patient and stakeholder
groups and market
segments (identified in
your Organizational
Profile)? How do you
identify and innovate
service offerings to enter
new markets, to attract
new patients and
stakeholders, and to
provide opportunities for
expanding relationships
with existing patients and
stakeholders, as
appropriate?
Healthcare professionals
committed to person-directed
care are always on the lookout
for innovative ways to provide
their services. They are not
satisfied with the status quo.
They stay updated on their
professional field of expertise
and can be the trendsetters
that others are seeking to
emulate. They look for what is
going on in the larger
community, outside of the
medical model, and find ways
to bring those ideas into their
practice. They change their
language, which helps change
their mindset. For example,
using a home health or visiting
nurse approach, rather than a
charge nurse; asking the
person when they want their
therapy session, rather than
just fitting them into the
existing schedule; and
transforming from a therapy
department to a wellness
center.
Principle Seven: Putting the
person first and the disease or
different ability second, opens the
door to all kinds of new ways to
provide needed medical services
while focusing on the wholeness of
the entire person.
(2) Patient and
Stakeholder Support
How do you enable
patients and stakeholders
to seek information and
support? How do you
enable them to obtain
health care services from
you and provide feedback
on your services and your
support? What are your
key means of patient and
stakeholder support,
including your key
communication
mechanisms?
Person-directed care
organization put relationships
at the center of all they do.
Caring relationships that grow
out of consistent contact
between Elder and employee
care partners help ensure that
needs are being expressed, met
and exceeded. Welcoming
rituals are crafted to weave the
Elder and their family care
partners into the social fabric
of the home.
Principle Three: We are more
open when we have built
consistent, caring relationships
with those around us.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Six: Adapting to the
rhythm of life and simple pleasures
of each Elder brings meaning to all
care partners.
Principle Two: When we use the
language of home, we move closer
to our vision of home.
Resources, Education, Tools
and Support from The Eden
Alternative
- Eden Registry quarterly
conversations with Dr.
Thomas to stay on the cutting
edge of person-directed care.
- Haleigh’s Almanac and Seed
Packets have tools to teach
healthcare professionals about
the Ten Principles.
- Dementia Beyond Drugs, a 2day training and Reframing
Dementia, a 1-day training,
help shift people’s thinking
about care provision in a
person-directed care
environment.
- Path to Mastery Milestones 2
to 4 have steps and tools to
help rethink the medical
model paradigm.
- The Eden Alternative
continues to seek input from
its customers about resources
they need to grow. That
includes bringing individuals
with needed expertise together
to create the necessary
education materials.
- The Path to Mastery
Milestones 2 to 4 provide steps
and tools to help grow
empowered care partner
teams, identify and implement
simple daily pleasures,
transform welcoming rituals
conduct Learning Circles and
identify new language.
- Eden Alternative education
and materials promote daily
community meetings or
gatherings to ensure all
stakeholders are heard.
Page 19
Award Criteria
(Continued from
previous page)
How do they vary for
different patient and
stakeholder groups or
market segments? How
do you determine your
patients’ and
stakeholders’ key support
requirements? How do
you ensure that patients’
and stakeholders’ support
requirements are
deployed to all people
and processes involved in
patient and stakeholder
support?
(3) Patient and
Stakeholder
Segmentation How do
you use patient,
stakeholder, market, and
health care service
offering information to
identify current and
anticipate future patient
and stakeholder groups
and market segments?
How do you consider
patients and stakeholders
of competitors and other
potential patients,
stakeholders, and markets
in this segmentation?
How do you determine
which patient and
stakeholder groups and
market segments to
pursue for current and
future health care
services?
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
When they trust those around
them, they are more likely to
provide feedback that will
increase their comfort.
Person-directed care
organizations use a different
language to explain their
services that feels more like
home, rather than a hospital.
Empowering small teams of
care partners to identify and
resolve issues and concerns as
they arise ensures that
everyone has the support they
need.
Principle Seven: Always place
the needs of the person first.
Governance and senior leaders
understand the importance of
their involvement and role in
meeting the needs of the local
community. This includes
involvement in local
community wide
organizations as well as Elder
support services. Active
participation in professional
and provider associations,
culture change initiatives, state
culture change coalitions, etc.
keep them informed about
how future health care services
are evolving.
Principle Ten: Wise leaders
always stay a step ahead of where
their organization is, bringing in
new ideas and energy to the
journey.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Eight: Giving care
partner teams the information,
knowledge, skill/training, resources
and support they need helps them
be responsive to the needs of the
Elders.
Principle Ten: Leaders are
responsible for removing the
barriers that prevent care partner
teams from fully supporting one
another.
Principle Three: Creating strong
relationships and involvement
provides information to guide
growth and community service for
person-directed care organizations.
Resources, Education, Tools
and Support from The Eden
Alternative
- The Eden Alternative has a
close relationship with PHI
Coaching & Consulting
Services to teach
communication skills,
including active listening, to
all care partners.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook teaches
about the importance of
reaching out and connecting
people in order to ensure
change is successful.
- Eden Registry Networking
Groups provide innovative
ideas from peers.
- Business Consultants from
The Eden Alternative help
provide guidance to
organizations.
- The Eden Alternative is
involved with Pioneer
Network initiatives, providing
information and support on
the initiatives.
- Path to Mastery Milestones 2
to 4 contain steps to help
organizations recognize their
expertise and teach others
what they are learning.
- The Eden Alternative
supports state culture change
coalitions to help them inform
their stakeholders about
cutting edge ideas in the
culture change movement.
- Dr. William Thomas is a
forward=thinking leader in the
culture change movement and
co-founder of The Eden
Alternative.
Page 20
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
- The Eden Alternative offers
tools and resources such as
marketing ideas, new
language, the use of the
trademark and a spot on the
national website to inform
consumers about the services
Registry organizations offer.
(Continued from
previous page)
(4) Patient and
Stakeholder Data Use
How do you use patient,
stakeholder, market, and
health care service
offering information to
improve marketing, build
a more patient - and
stakeholder -focused
culture, and identify
opportunities for
innovation?
Resources, Education, Tools
and Support from The Eden
Alternative
Governance and senior leaders
understand the importance of
their involvement and role in
meeting the needs of the local
community. This includes
involvement in local
community-wide
organizations, as well as Elder
support services. Active
participation in professional
and provider associations,
culture change initiatives, state
culture change coalitions, etc.
keep them informed about
how future health care services
are evolving. Leadership is
aware of the new language
that is being used in the
culture change movement.
Leadership understands the
importance of looking for
opportunities to educate
others connected to their home
about person-directed care.
Leadership looks for
opportunities to do case
studies and research that can
help bring new ideas into the
world of Eldercare.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Ten: Wise leaders
always stay a step ahead of where
their organization is at, bringing in
new ideas and energy to the
journey.
Principle Three: Creating strong
relationships and involvement
provides information to guide
growth and community service for
person-directed care organizations.
Principle Two: A person-directed
organization understands the
importance of creating an
environment that promotes growth
for those inside and outside of the
organization.
Principle Four: A person-directed
care organization understands the
importance of creating
opportunities for people to be
engaged, promoting, advocating,
and educating others in the culture
change journey.
- Haleigh’s Almanc, Seed Packets,
and the Path to Mastery
contain tools to educate and
engage the larger community
in the culture change journey.
- Eden Alternative educational
offerings are open to everyone
interested in furthering
person-directed care across the
care continuum.
- Developing Eden Educators
within the organization.
- Growing Eden Mentors
within the organization.
- The Eden Alternative is
involved with Pioneer
Network initiatives, providing
information and support on
the initiatives.
- Eden Registry Networking
Groups to hear about
innovative ideas from peers.
- The Eden Alternative offers
tools and resources such as
marketing ideas, new
language, the use of the
trademark and a spot on the
national website to inform
consumers about their
services.
- The Eden Alternative offers
opportunities for
organizations to participate in
research and case studies to
validate new tools and test out
new ideas.
Page 21
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
B. Building Patient and
Stakeholder
Relationships
(1) Relationship
Management How do
you market, build, and
manage relationships with
patients and stakeholders
to achieve the following?
- Acquire patients and
stakeholders and build
market share
- Retain patients and
stakeholders, meet their
requirements, and exceed
their expectations in each
stage of their relationship
with you
- Increase their
engagement with you
Leadership understands that
care means helping others to
grow and this extends beyond
the walls of the building.
Person-directed care
organizations are places where
people want to come and
spend time. Leaders invite the
community to come in and
hold their meetings, volunteer
or just stop by for a cup of
coffee. Governance and senior
leaders understand and are
involved in meeting the needs
of the local community. This
includes involvement in local
community-wide
organizations, as well as Elder
support services. Leaders are
connected with professional
and provider associations,
culture change initiatives in
the area and the state culture
change coalitions to keep
informed about how future
health care services are
evolving. Leadership looks for
opportunities to educate
others connected to their home
about person-directed care.
Leadership finds opportunities
to do case studies and research
that can help bring new ideas
into the world of Eldercare.
Principle Ten: Wise leaders
always stay a step ahead of where
their organization is, bringing new
ideas and energy to the journey.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Three: Creating strong
relationships and involvement
provides information to guide
growth and community service for
person-directed care organizations.
Principle Two: A person-directed
organization understands the
importance of creating an
environment that promotes growth
for those inside and outside of the
organization.
Principle Four: A person-directed
care organization understands the
importance of creating
opportunities for people to be
engaged, promoting, advocating,
and educating others in the culture
change journey.
Principle Five: When the
community is comfortable coming
to the home and being involved, the
opportunities for variety and
spontaneity increase.
Resources, Education, Tools
and Support from The Eden
Alternative
- The Eden Alternative offers
resources that reach out and
bring the Principles to life in
the larger community such as
Eden at Home, Embracing
Elderhood, and Eden
Apprentice (for youth).
- The Eden Alternative has
established value-added
partnerships that assist
organizations in meet and
exceed expectations.
- Eden Alternative tools and
resources provide education,
exercises and opportunity to
grow strong relationships with
all stakeholders.
- The Eden Alternative offers
educational presentations that
assist organizations to tell their
story to a variety of
stakeholders.
- Eden Registry Networking
Groups provide new
innovative ideas to increase
engagement.
- The Eden Alternative offers
expertise in how to bring
innovative ideas into your
organization, such as child
care center, pets, playgrounds
and youth volunteers.
- The Eden Alternative offers a
trio package of ready-to-use
educational kits for Registry
Members.
- Eden Registry Members can
use the Eden Alternative logo
and trademark to inform
stakeholders that they see the
world differently.
Page 22
Award Criteria
Connection to PersonCentered/Directed Care
(2) Complaint
Management How do
you manage patient and
stakeholder complaints?
How does your patient
and stakeholder
complaint management
process ensure that
complaints are resolved
promptly and effectively?
How does your patient
and stakeholder
complaint management
process enable you to
recover your patients’ and
stakeholders’ confidence
and enhance their
satisfaction and
engagement?
Building strong, caring
relationships requires skills in
dealing with conflicts in a
positive manner. All care
partners should have skills in
resolving conflict and access to
negotiators within the
organization throughout the
day. Leaders empower teams
of care partners by giving
them the skills to surface and
address complaints when they
occur. Caring relationships
between all care partners
(Elders, employees, families
and other stakeholders) make
it easier to identify issues
before they grow out of
proportion. Leaders recognize
that complaints help with
individual and team growth
and to identify unmet needs.
Learning Circles are a
powerful tool to enable open
sharing and conflict resolution.
Principle Three: Caring
companions know that they will
not always get along, but they are
willing to stick together through
good times and bad.
4 Measurement, Analysis,
and Knowledge
Management
4.1 Measurement,
Analysis, and
Improvement of
Organizational
Performance
A. Performance
Measurement
(1) Performance
Measures How do you
select, collect, align, and
integrate data and
information for tracking
daily operations and
overall organizational
performance, including
progress relative to
strategic objectives and
action plans?
Leadership understands the
value of evaluating success
and areas of growth to ensure
that they are moving in the
right direction with persondirected care. They use their
mission and vision statements
to help guide them in
identifying the appropriate
measures to track. They are
aware of what is being focused
on at a national level and the
tools that are being provided
to assist them in measuring
their culture change journey
(e.g. Artifacts of Culture
Change Tool). Learning Circles
provide opportunities for
leaders to ask great questions
and really listen to what
people have to say.
Principle Nine: Growth is an
ongoing process which requires
meaningful feedback.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Eden Alternative’s PrincipleBased Foundation for Success
Principle Seven: Care means
helping others to grow and this
includes being willing to voice
complaints in an effort to promote
growth.
Principle Eight: Empowering
people includes equipping them
with the skills they need to work
well together.
Principle Two: A person-directed
care organization is creating home
where people can validate the
improvements they are making and
understand the changes that still
need to happen in personal,
organizational, and physical
transformation.
Principle Ten: Leadership is
committed to building strong
action plans that will help the
organization grow and sustain new
culture change initiatives to help
create home.
Resources, Education, Tools
and Support from The Eden
Alternative
- Path to Mastery Milestone 2
and 3 have steps and tools
related to promoting active
kindness and resolving
conflict.
- Haleigh’s Almanac has
materials to help with conflict
resolution.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
- Comparative data from The
Eden Alternative and Pioneer
Network can help gauge the
success of improvements.
- Path to Mastery data
collection from Eden Registry
Members
- International Research Team
has data to support culture
change efforts. The team offers
support and assistance for
organizations that need to
build a strong evaluation
process.
- Eden Alternative Principles
in Action Tool
- Well-Being Assessment Tools
- Eden Alternative Warmth
Surveys
Page 23
Award Criteria
(Continued from
previous page)
What are your key
organizational
performance measures,
including key short-term
and longer-term financial
measures? How
frequently do you track
these measures? How do
you use these data and
information to support
organizational decision
making and innovation?
(2) Comparative Data
How do you select and
ensure the effective use of
key comparative data and
information to support
operational and strategic
decision making and
innovation?
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Leaders can make the
connection between national
quality measures being
tracked and the persondirected outcomes their
organization is seeking.
Leadership understands how
to weave data collection into
their action plan. They focus
on measures related to
personal, organizational and
physical transformation. Their
action plan states the
frequency for tracking
measures to assure they are
accomplishing their goals. The
action plan also includes the
means to distribute the results
and stories and use them to
help sustain change and
further improve the
organization.
Leaders are aware of what is
being focused on at a national
level and the tools that are
being provided to assist them
in measuring their culture
change journey (e.g. Artifacts
of Culture Change Tool).
Leaders can make the
connection between national
quality measures being
tracked and the persondirected outcomes their
organization is seeking.
Leadership understands how
to weave data collection into
their action plan. State survey
reports inform leaders about
areas of improvement that
need to be measured and
tracked.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Resources, Education, Tools
and Support from The Eden
Alternative
- The Eden Alternative
collaborates with
organizations that conduct
satisfaction surveys to weave
in the Eden Alternative
Warmth Survey items that
measure trust, generosity and
optimism.
- The Eden Alternative is
involved with organizations
that are creating new tools to
assess person-directed care
progress.
Principle Eight: Improving the
Elders’ quality of life is the basis
for identifying measures and data
that are being tracked and
compared to peer organizations.
Principle Ten: The organization
has a strong mission and vision
statement that guide them in
selecting data to measure.
Principle Two: Leadership
understands how the state and
federal regulations assist them in
creating a home that is safe for all
care partners, empowers the Elders
and assures their preferences and
needs are heard and responded to.
- Comparative data from The
Eden Alternative and Pioneer
Network can help gauge the
success of improvements.
- Path to Mastery data
collection from Eden Registry
Members
- International Research Team
has data to support culture
change efforts.
- The Eden Alternative Journey:
Impacting the MDS 3.0 and the
QIS Process paper.
- 2009 Quality of Life
Guidance and the Eden
Alternative Principles paper.
- The Path to Mastery
Milestones provide steps and
operational measures to help
guide organizations along the
path of person-directed care.
Page 24
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
- Eden Alternative Path to
Mastery Guides and
consultants can address
individual organization needs
and assist in the development
of strategic action plans.
(Continued from
previous page)
(3) Patient and
Stakeholder Data How
do you select and ensure
the effective use of voice of - the - customer data
and information
(including complaints) to
support operational and
strategic decision making
and innovation?
Resources, Education, Tools
and Support from The Eden
Alternative
The MDS 3.0 is designed to
bring forth the voice and
choice of the Elder to shape
future planning for the
organization. The QIS survey
process provides feedback to
leaders about how they are
doing in truly hearing and
responding to the needs of the
Elders. Education is provided
for all care partners to
understand the
communication tools and
systems that ensure each
individual is heard and needs
are addressed even when they
can no longer speak for
themselves. Communication
systems are evaluated
regularly and improvements
are incorporated into the
action plans. Creating small,
empowered teams of care
partners means increased
ability to listen and respond to
the needs and preferences of
the Elders. Learning Circles
are a powerful tool to bring
care partners together to listen
and learn from one another.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Eight: The voice of the
Elders comes to life when decisions
are made by the Elders or those
closest to them.
Principle Three: Empowered care
partner teams with strong, caring
relationships are more committed
and responsive.
Principle Seven: When we know
each other well and place genuine
human caring ahead of treatment,
the Elders’ needs become the center
of our processes and practices.
- Comparative data from The
Eden Alternative and Pioneer
Network can help gauge the
success of improvements.
- Path to Mastery data
collection from Eden Registry
Members
- Eden Alternative Warmth
Surveys
- Well-Being Assessment Tools
- The Eden Alternative Journey:
Impacting the MDS 3.0 and the
QIS Process paper.
- 2009 Quality of Life
Guidance and the Eden
Alternative Principles paper.
- The Eden Alternative
collaborates with
organizations that conduct
satisfaction surveys to weave
in the Eden Alternative
Warmth Survey items that
measure trust, generosity and
optimism.
- The Eden Alternative
provides education that helps
people understand persondirected care. Tools and
resources are provided to help
them grow themselves and
others in the organization.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
Page 25
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
(4) Measurement Agility
How do you ensure that
your performance
measurement system is
able to respond to rapid or
unexpected organizational
or external changes?
Leaders are constantly on the
look out for ways to transform
the people, organizational
systems and physical
structures to assure they can
address the needs and
preferences of those who live
there, even when they change
from day to day. Learning
Circles provide a powerful
tool to learn from others. By
engaging all care partners
(Elders, employees, families
and other stakeholders) the
newly designed systems will
be more responsive and add
value to daily life in the
organization.
Principle Three: When
relationships are strong, we look
out for each other when unexpected
situations arise.
Principle Nine: People that have
been grown well are prepared to act
quickly when unexpected changes
happen.
Principle Six: There is meaning
in our work when we know we are
performing well and prepared for
whatever may happen next.
B. Performance Analysis
and Review
How do you review
organizational
performance and
capabilities? How do you
use your key
organizational
performance measures in
these reviews? What
analyses do you perform
to support these reviews
and ensure that
conclusions are valid?
How do you use these
reviews to assess
organizational success,
competitive performance,
financial health, and
progress relative to
strategic objectives and
action plans?
Leadership understands that
seeking out others to help
evaluate their data collection
can be important on the
culture change journey.
Leadership understands that
individuals within the
organization need education
and support to be able to
collect and analyze data. All
outcome data should be
measured against the vision of
the organization to determine
how much progress is being
made. Leadership understands
the importance of building
into the budget the resources
needed to support data
collection. Good
communication skills assure
that information collected
about outcomes and progress
are accurately shared with all
care partners.
Principle Nine: Sometimes the
most powerful allies for supporting
change come from outside the
organization. Seeking out experts
and other perspectives helps bring
the data collected into clearer focus.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Six: Data collection and
analysis should include the human
element so that it has meaning to
those whom it informs.
Principle Eight: People are
empowered to bring about change
when they have accurate
information to guide their
decisions.
Principle Ten: Wise leaders use
data wisely to accurately assess
and engage others in the journey.
Data cannot be held by a few; it
needs to be shared with all care
partners.
Resources, Education, Tools
and Support from The Eden
Alternative
- GROWTH: Six Steps to
Implementing Change twoday workshop and workbook.
- Path to Mastery Milestones
contain steps and tools to
support the education and
empowerment of all care
partners.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
- The Eden Alternative
provides education that helps
people understand persondirected care. Tools and
resources are provided to help
them grow themselves and
others in the organization.
- Comparative data from The
Eden Alternative and Pioneer
Network can help gauge the
success of improvements.
- Path to Mastery data
collection from Eden Registry
Members
- Eden Alternative Path to
Mastery Guides and
consultants can address
individual organization needs
around data collection and
analysis and how they inform
strategic action plans.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook include
education about the
importance of tracking data
and assessing action plan
progress at regular intervals.
Page 26
Award Criteria
(Continued from
previous page)
How do you use these
reviews to assess your
organization’s ability to
respond rapidly to
changing organizational
needs and challenges in
your operating
environment?
C. Performance
Improvement
(1) Best-Practice Sharing
How do you use
performance review
findings to share lessons
learned and best practices
across organizational
units and work processes?
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
Storytelling and putting a
human face on the data brings
the Elder into the evaluation
process. Building regular data
collection into the action plan
implementation assures that
any missteps are recognized
and addressed quickly.
Person-directed care ideas,
language and approaches do
not stand apart from the
systems and operations and
outside influences on the
organization. They form the
foundation that enables the
organization to be flexible and
engage everyone in finding
new solutions.
Principle One: The ultimate
measure of success is the wellbeing of all care partners and the
elimination of loneliness, helpless
and boredom. These goals should be
woven into all the systems and
processes the organization designs.
- The Path to Mastery
Milestones serve as a strategic
planning tool pointing out
times to celebrate and next
steps to take on, capturing the
story of progress along the
way.
Story gathering and sharing
are communication tools used
by person-directed care
organizations to facilitate
learning across the whole
organization. Part of
relationship building includes
sharing stories of successes
and challenges. Learning
Circles provide the
environment through which
this sharing can occur. Persondirected care organizations
have the opportunity to share
the new ideas they are
developing outside their
organization through social
media, conference
presentations, webinars,
websites and newsletters. The
movement grows internally
and externally, when we are
all open to sharing our
experiences with one another.
Principle One: Organizations
and the people within them are all
susceptible to the Three Plagues.
By creating a warm, caring,
connected environment, people are
able to share what they are learning
about decreasing helplessness.
- Eden Registry provides
networking and support
system, conference calls,
networking groups and
opportunities to share stories
on the website, through social
media and electronic
newsletters.
- Eden Alternative
International Conference every
two years is a chance to both
share and learn from others on
the journey.
- The Eden Alternative assists
Registry Members, Eden
Mentors, and Educators to
develop presentation
proposals for state and
national conferences, e.g. the
Pioneer Network.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Ten: Wise leaders
invest in resources and create
opportunities where lessons
learned are shared across the
organization.
Principle Nine: Care means
helping others to grow. This
includes sharing what we are
learning and the challenges we are
facing.
Page 27
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
(2) Future Performance
How do you use
performance review
findings and key
comparative and
competitive data to
project future
performance?
Person-directed care
organizations celebrate their
successes, but are not satisfied
to rest on their laurels. They
continue to seek out new ideas
and stretch their vision
further, keeping everyone in
the loop of new thinking
coming from the culture
change movement.
Principle Nine: Growth is an
ongoing process. Without growth,
there is no life.
(3) Continuous
Improvement and
Innovation How do you
use organizational
performance review
findings to develop
priorities for continuous
improvement and
opportunities for
innovation? How are
these priorities and
opportunities deployed to
work group and
functional-level
operations throughout
your organization? When
appropriate, how are the
priorities and
opportunities deployed to
your suppliers, partners,
and collaborators to
ensure organizational
alignment?
Person-directed care
organizations are all about
ongoing growth. Leaders are
never satisfied with where
they are today. Leaders seek
out new ideas, bringing them
back to the organization. They
explore with the empowered
teams how to take existing
processes and make them
more person-directed.
Improvement ideas are shared
with, and drawn from, the
empowered teams through the
use of Learning Circles. The
teams determine if the idea
can benefit the care partners
and, if so, they design a plan of
how to implement the idea.
New goals are set and action
plans are updated. Once a new
idea is adapted within the
organization, other
stakeholders are sought out to
determine if they have
resources to help the teams.
Principle Nine: Growth is an
ongoing process of visioning,
educating, implementing and
evaluating, then stretching further.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Eight: Decisions need
to happen close to the Elders using
high involvement techniques to
ensure that identified changes are
needed, will benefit the care
partners, and will lead the
organization toward its vision.
Principle One: Leaders are
continually evaluating the quality
of life of all care partners and
ensure they are not suffering from
the Three Plagues.
Resources, Education, Tools
and Support from The Eden
Alternative
- Eden Registry provides
networking and support
system, conference calls and
networking groups are
opportunities to learn from
peers and pick up new ideas.
- Eden Alternative
International Conference every
two years is a chance to both
share and learn from others on
the journey.
- Eden Registry quarterly
conversations with Dr.
Thomas helps organizations
envision the future.
- Blogging and social
networking opportunities to
learn from others who are the
leading edge of persondirected care.
- Eden Registry quarterly
conversations with Dr.
Thomas challenge leaders to
think beyond their current
situation toward future
possibilities.
- Blogging and social
networking opportunities to
learn from those on the
leading age of person-directed
care.
- The Path to Mastery
Milestones serve as a strategic
planning tool pointing out
times to celebrate and next
steps to take on.
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides to help
grow and sustain empowered
teams.
- The book, Journey of a
Lifetime: Leadership Pathways to
Culture Change in Long-Term
Care and the two-day training
help grow formal and informal
leaders.
Page 28
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
- The Eden Alternative offers
presentation materials to
educate all care partners.
- Eden Alternative ValueAdded Partners understand
the intent of person-directed
care and have adapted their
products and services to
support this transformation
process. Their services are a
benefit for organizations on
the Eden Registry.
- The Path to Mastery
Milestones contain steps about
creating mission and vision
statements and keeping them
alive within and outside the
organization.
- The Eden Alternative opens
all education to everyone
interested in person-directed
care.
- The Eden Alternative
provides resources to teach
good communication systems
to visualize implement and
evaluate change processes.
(Continued from
previous page)
4.2 Management of
Information, Knowledge,
and Information
Technology
A. Data, Information and
Knowledge Management
(1) Properties How do
you manage your
organizational data,
information and
knowledge to ensure the
following properties?
- Accuracy
- Integrity and reliability
- Timeliness
- Security and
confidentiality
Resources, Education, Tools
and Support from The Eden
Alternative
Person-directed care
organizations are successful
because they have put systems
and processes in place to
assure that learning is
happening across the
organization. Information is
freely shared and not held
back as a source of personal
power. Learning Circles are
designed to help people learn
from one another. Through
empowerment and
consistency, creative ways are
found to share legacies,
personal stories, preferences
and simple daily pleasures to
assure Elders’ needs are met,
and their confidentiality is
protected.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Nine: Creating a
person-directed environment
happens when people learn from
one another freely and easily. That
includes people inside and outside
the organization.
Principle Seven: Helping one
another to grow (care) means
assuring that all care partners have
the information and knowledge
they need when they need it.
Principle Eight: Decisions cannot
be moved into the hands of the
Elders or those closest to them
without providing people with the
information and knowledge they
need to be successful. Information
systems must be designed so that
they promote empowerment.
- The Path to Mastery
Assessment Tools are designed
to capture the story of how
change was implemented and
each step was accomplished.
- GROWTH: Six Steps to
Implementing Change twoday workshop and workbook
include education about the
importance of reaching out
and assuring everyone has the
same information and
understands current reality.
- The Eden Alternative
provides education in the
three types of transformation
and how they affect
organizational systems and
structures.
Page 29
Award Criteria
Connection to PersonCentered/Directed Care
(Continued from
previous page)
Education on regulations and
data collection systems assures
all care partners have accurate
information to perform their
roles well.
(2) Data and Information
Availability How do you
make needed data and
information available to
your workforce, suppliers,
partners, collaborators,
patients, and
stakeholders, as
appropriate?
Leaders of person-directed
care organizations understand
that information is
empowering. They work with
teams to refine their
communication systems to
ensure that needed data and
information is available in a
timely and understandable
manner. Communication
systems need to include
external stakeholders as well.
Collaboration grows when
everyone understands the
goals and the plan to get there.
Leaders also understand how
to use social media to their
advantage in sharing their
story with others.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
- Eden Alternative Path to
Mastery Guides help leaders
evaluate their communication
methods and make
improvements.
- Eden Registry Networking
Groups are opportunities to
get new ideas about collecting
and sharing data internally.
Principle Nine: Sharing
information helps people to grow
and be engaged in the life of the
organization.
Principle Eight: Decisions need
to happen close to the Elders using
high involvement techniques to
ensure that identified changes are
needed, will benefit all care
partners, and will lead the
organization toward its vision.
Principle One: Leaders are
continually evaluating the quality
of life of all care partners and
assure they are not suffering from
the Three Plagues.
- The Path to Mastery
Milestones serve as a strategic
planning tool pointing out
times to celebrate and next
steps to take.
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides to help
grow and sustain empowered
teams.
- The book, Journey of a
Lifetime: Leadership Pathways to
Culture Change in Long-Term
Care and the two-day training
help grow formal and informal
leaders.
- The Eden Alternative offers
presentation materials to
educate all care partners.
- Eden Alternative ValueAdded Partners understand
the intent of person-directed
care and have adapted their
products and services to
support this transformation
process. Their services are a
benefit for organizations on
the Eden Registry.
- The Eden Alternative opens
all education to everyone
interested in person-directed
care.
- The Eden Alternative
provides resources to teach
good communication systems
to visualize, implement, and
evaluate change processes.
Page 30
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
- The Eden Alternative and
ChangingAging.org blogs
provide connections to those
on the leading edge of persondirected care.
(Continued from
previous page)
(3) Knowledge
Management How do
you manage
organizational knowledge
to accomplish the
following?
- The collection and
transfer of workforce
knowledge
- The transfer of relevant
knowledge from and to
patients , stakeholders ,
suppliers, partners , and
collaborators
- The rapid identification,
sharing, and
implementation of best
practices
- The assembly and
transfer of relevant
knowledge for use in your
innovation and strategic
planning processes.
Relationship based
organizations are committed
to helping people become
well-known as quickly as
possible. Welcoming rituals
are designed to ensure that
each new care partner (Elder,
employee, family member or
other stakeholder) finds their
unique place in the social
fabric of the organization.
When we know people well,
we can communicate more
effectively and are motivated
to do so quickly. We help our
neighbors when they are
struggling by sharing our
talents and expertise. We
personalize the information
we are sharing to bring out the
person first.
Principle Three: As we know
each other better, we communicate
and deliver better care.
B. Management of
Information Resources and
Technology
(1) Hardware and
Software Properties How
do you ensure that
hardware and software
are reliable, secure, and
user-friendly?
Person-directed care
organizations seek out
technology providers that
have flexible system designs
and can weave in culture
change language. The
technology should be able to
capture simple pleasures and
preferences of the Elders. The
technology needs to be
accessible and user-friendly
for those close to the Elders.
Smart technology will save
time with documentation,
opening up time for building
meaningful relationships.
Principle Seven: Technology
should promote and sustain
genuine human caring ahead of
treatment.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Eight: The sharing of
information and knowledge in a
timely fashion stimulates
empowerment.
Principle Seven: The sharing of
important information includes
medical information. Presenting
that information by putting the
person first enables genuine
human caring to come before the
mechanics of treatment.
Principle Eight: Those that know
if new technology works well are
those who will be using it the most.
Principle Nine: Technology
should be designed to help people
grow and support the culture
change journey.
- The Path to Mastery
Assessment Tools are designed
to capture the story of how
change was implemented and
each step was accomplished.
- The Path to Mastery
Milestones 2 and 3 have steps
and tools to promote
organizational learning.
- Learning Circles are a
powerful communication tool
to promote the sharing of
information, knowledge,
experience and expertise.
- Learning Circles are a
powerful communication tool
to engage care partners in
assessing the value of
technology.
- Eden Registry Networking
Groups are a way to share
ideas and learn how others are
using technology to their
advantage.
- Consultants are available to
provide support to
organizations implementing
new technologies.
Page 31
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
(2) Emergency
Availability In the event
of an emergency, how do
you ensure the continued
availability of hardware
and software systems and
the continued availability
of data and information to
effectively serve patients,
stakeholders, and
organizational needs?
Leadership assesses and
evaluates all systems to ensure
that they are person-directed
and provide accurate and
applicable information to the
Elders, or those closest to them
throughout the whole
organization. When evaluating
hardware and software
systems, the organization’s
communication systems are
evaluated at the same time.
This includes evaluation of
how empowered teams can
access needed information
when the power fails or other
disruptions occur.
Principle Two: In creating a
home, all systems including
technology are evaluated to ensure
that they support the mission and
vision of the organization.
5 Workforce Focus
5.1 Workforce
Environment:
A. Workforce Capability
and Capacity
(1) Capability and
Capacity How do you
assess your workforce
capability and capacity
needs, including skills,
competencies, and staffing
levels?
Close, caring relationships
foster an understanding of the
strengths, gifts, talents and
growth opportunities for each
care partner. Developing
empowered teams helps bring
that knowledge closer to the
Elders so it can be used to help
improve their quality of life.
Human Resource practices are
designed to recognize
strengths, develop growth
plans and weave in persondirected care language. The
blending of roles expands the
human resource capacity for
the organization.
Principle Ten: Person-directed
practices are not reserved for the
Elders, everyone needs to be seen
for their strengths and given
opportunities to grow.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Seven: In creating a
caring environment that provides
treatment, all systems and
hardware are evaluated on the basis
of whether they help others to
grow, promote collaboration
between care partners and meet the
needs of the Elders. Safety and
regulations are always considered.
Education is provided to all care
partners to ensure they are aware
of how to effectively use these tools
and how to function should the
technology fail.
Principle Eight: Empowered
teams bring forth the strengths of
all on their team. When roles can
be shared, the needs of the Elders
can be met more completely.
Principle Three: When we know
each other well, we can deliver
better care.
Resources, Education, Tools
and Support from The Eden
Alternative
- Consultants and peers to
assist leaders in evaluating
their technology and back-up
systems.
- Value-Added Partners,
available to support Eden
Registry Members, understand
how to provide their services
in a manner that furthers the
evolution of person-directed
care.
- Eden Registry Networking
Groups to share ideas and best
practices around the use of
technology.
- The Path to Mastery
Milestones contain steps that
help guide the growth of
empowered teams and
individuals.
- The Eden Alternative offers a
trio package of ready-to-use
educational kits for Eden
Registry Members.
- The book, Journey of a
Lifetime: Leadership Pathways to
Culture Change in Long-Term
Care and the two-day training
help grow formal and informal
leaders.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook.
Page 32
Award Criteria
(2) New Workforce
Members How do you
recruit, hire, place, and
retain new members of
your workforce? How do
you ensure that your
workforce represents the
diverse ideas, cultures,
and thinking of your
hiring and patient and
stakeholder community?
(3) Work
Accomplishment How do
you organize and manage
your workforce to achieve
the following?
- Accomplish the work of
your organization
- Capitalize on the
organization’s core
competencies
- Reinforce a patient,
stakeholder, and health
care focus
- Exceed performance
expectations
- Address your strategic
challenges and action
plans
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
When you create a warm,
caring organization, it attracts
people, including potential
new employee care partners.
Person-directed care
organizations work on
empowering the Elder and
employee care partners to
participate in recruiting,
hiring, retaining and
disciplining care partners. This
ensures that the care partners
will be more successful once
they join the organization.
Switching from orienting to
welcoming sends a clear
message that something is
different with this
organization. Empowered
teams, that have been a part of
determining who their next
team member will be, are
committed to ensuring their
success once they join the
team. Wise leaders teach skills
in hiring care partners with
personal qualities that fit the
organization’s culture.
Principle Ten: Wise leaders
understand the importance of
growing others to be a part of
bringing new care partners to the
community.
Leaders understand the value
of creating a mission and
vision statement and
identifying core organizational
values through a high
involvement process. It
assures that they become
living, breathing tools that
promote alignment across the
organization. Ongoing
education is an empowering
tool that provides care
partners the skills they need to
always put the person first.
Capturing and sharing stories
of successful outcomes keeps
people focused on the goals.
Principle Ten: Leaders are
committed to growing other
leaders.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Eight: Wise leaders
empower care partners to invest in
the hiring and welcoming of new
care partners to the organization.
Only then, can their success be
assured.
Principle Three: Caring
relationships can begin the moment
someone walks through the front
door. Creating a welcoming
organization brings in many
opportunities for companionship.
Principle Eight: When given the
information, knowledge,
skills/training, resources, and
support they need, care partners
become strong assets to an
organization’s success.
Principle Nine: Growth is an
ongoing process of visioning,
educating, implementing, and
evaluating.
Resources, Education, Tools
and Support from The Eden
Alternative
- The Path to Mastery
Milestones 3 and 4 contain
steps and tools about
empowering care partners in
Human Resource practices.
- Eden Alternative Path to
Mastery Guides and
consultants can assist leaders
in bringing person-directed
care ideas into their Human
Resource processes.
- The Eden Alternative has
created the Paradigm Buster
Packet, The Role of Job
Descriptions & Performance
Evaluations in Person-Directed
Care to rethink traditional job
descriptions and performance
evaluations.
- The Path to Mastery
Milestone Assessment Tools
can be used for strategic
planning, to recognize areas of
expertise in the organization
and to capture the stories of
success and challenges.
- The Path to Mastery
Milestones 1 and 2 have steps
and tools to guide leaders in
creating high involvement
processes to create the mission
and vision statements.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook.
Page 33
Award Criteria
Connection to PersonCentered/Directed Care
(Continued from
previous page)
Care partners within persondirected care organizations are
never satisfied; they are
always striving to get even
better at what they do best.
(4) Workforce Change
Management How do
you prepare your
workforce for changing
capability and capacity
needs? How do you
manage your workforce,
its needs, and your needs
to ensure continuity,
prevent workforce
reductions, and minimize
the impact of workforce
reductions, if they do
become necessary? How
do you prepare for and
manage periods of
workforce growth?
Leaders in person-directed
care organizations understand
that employee care partners
need to be equipped to meet a
variety of needs for the Elders.
The more skills the care
partners acquire, the more
flexible the organization can be
during challenging times as
well as during times of
growth. Moving decisions
close to the Elder ensures that
those impacted by challenging
times have a voice in deciding
how best to address the
challenge.
Eden Alternative’s PrincipleBased Foundation for Success
- Eden Alternative Path to
Mastery Guides support
leaders in identifying
organization strengths and
opportunities for growth.
Principle Ten: Leaders move from
a management role to a servant
leadership role, learning how to ask
great questions and draw forth the
experiences of all care partners to
help the organization during the
good and the bad times.
Principle Eight: Equipping care
partners to be successful in
changing times decreases their
stress.
Principle Six: We are committed
to implementing decisions when
they are meaningful to us; when
we have had a voice in creating
them.
Principle Three: We recognize
and celebrate relationships that are
growing and those that are ending.
B. Workforce Climate
(1) Workplace
Environment How do
you address workplace
environmental factors,
including accessibility, to
ensure and improve
workforce health, safety,
and security? What are
your performance
measures and
improvement goals for
each of these workforce
needs?
Skill development in creating
healthy relationships promotes
a healthy workplace.
Employee care partners should
have skills in conflict
resolution, team problemsolving, and goal setting. If an
organization is doing well in
creating a healthy, and safe,
work environment, they
should see outcomes such as:
- Lower turnover of employees
- A waiting list of potential
employees
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Resources, Education, Tools
and Support from The Eden
Alternative
Principle Three: Close and
caring relationships are important
to creating a healthy workplace.
Principle Four: Everyone needs
to have a healthy balance between
care giving and receiving,
including formal leaders.
Principle Eight: When we are
empowered to work together well,
we look out for one another and
ensure we each feel safe and secure.
- Haleigh’s Almanac contains
self-study materials to help
grow leadership capacity.
- The Path to Mastery
Milestones 3 and 4 contain
steps and tools to assist with
the blending of roles across an
organization.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook to
understand methods and
systems to put in place to help
people deal with change.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
- The Eden Alternative
provides education in the
three types of transformation
and how they affect
organizational systems and
structures.
- Eden Alternative Warmth
Surveys
- Pre-design consultant from
The Eden Alternative helps
organizations examine their
physical environment.
- Eden Registry Networking
Groups share ideas on how to
create healthy work
environments.
Page 34
Award Criteria
(Continued from
previous page)
What are any significant
differences in these factors
and performance
measures or targets for
different workplace
environments?
Connection to PersonCentered/Directed Care
- Reduced absenteeism
- Increased well-being of
employee care partners
There are factors that influence
this success such as:
- Empowerment of hands-on
care partners
- Focus on Elder preferences
and needs
- Depth of relationships among
those that surround the Elders
daily
- Commitment of formal
leaders to prioritize persondirected care approaches
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
Principle Five: An Elder-centered
community imbues daily life with
variety and spontaneity by
creating an environment in which
unexpected and unpredictable
interactions and happenings can
take place safely.
- The Eden Alternative is
involved with Pioneer
Network and CMS-funded
projects related to regulations
and culture change.
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides to help
grow and sustain empowered
teams.
- The Paradigm Buster Series is
composed of resource packets
contain new ideas to help
drive change deep in the
organization.
- The book, Journey of a
Lifetime: Leadership Pathways to
Culture Change in Long-Term
Care and the two-day training
focus on changing how
leadership sees their role in
empowering others.
- The Path to Mastery
Milestones contain steps that
focus on new language and
care partner involvement in
Human Resource functions.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
(2) Workforce Policies
and Benefits How do you
support your workforce
via policies, services, and
benefits? How are these
tailored to the needs of a
diverse workforce and
different workforce
groups and segments?
Leaders support the
integration of new language in
all documentation that
promotes the strengths of all
care partners, employees and
Elders. Leaders understand
the importance of growing
small, empowered teams,
where education and
involvement in the
organization’s policies,
services and benefits are
promoted.
Principle Six: By exploring new
approaches that meet the needs of
employee care partners, a strong
caring environment is created
where all care partners are invited
to share their knowledge and skills
no matter what their job title.
5.2 Workforce
Leadership has taken the time
Principle Ten: Leadership
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle One: Leadership
understands that employee care
partners can also suffer from the
Three Plagues. By high
involvement, leadership becomes
aware of the communication tools
and new ways of empowering
others that celebrates care partner
diversity.
- The Path to Mastery
Page 35
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Engagement:
A. Workforce Performance
(1) Elements of
Engagement How do you
determine the key
elements that affect
workforce engagement?
How do you determine
the key elements that
affect workforce
satisfaction? How are
these elements
determined for different
workforce groups and
segments?
to educate themselves about:
- Personality types
- Adult learning styles
- Communication styles
- Group dynamics
- Evaluating organizational
warmth
- Their leadership style and its
impact on the organization
- The leadership team’s impact
on the organization
understands its role and the power
they have in determining the
warmth of the organization and the
amount of empowerment that each
care partner and team will have
within the organization.
Systems are in place that
enable leaders to regularly
evaluate and determine the
warmth of the organization.
These evaluations include the
smaller parts of the
organization (e.g.
neighborhoods, departments,
Elders, families), as well as the
whole organization.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Four: Leadership
understands their impact in
helping others feel engaged and
empowered to help the organization
to grow and sustain an
environment where life is worth
living for all.
Principle Nine: Leaders model
the way through ongoing personal
and team growth, sharing what
they are learning and their growth
plans with others. They are also
open to receiving feedback in the
spirit of ongoing growth and
development in their role.
Resources, Education, Tools
and Support from The Eden
Alternative
Milestone 2 steps and tools
focus on the formal leaders
engaging care partners
throughout the organization in
the journey.
- Eden Alternative Path to
Mastery Guides and
consultants support senior
leaders in their culture change
efforts.
- The book, Journey of a
Lifetime: Leadership Pathways to
Culture Change in Long-Term
Care and the two-day training
helps leaders understand their
role and how to empower
others.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook helps
all care partners understand a
method to bring about change.
- Haleigh’s Almanac contains
materials about empowerment
and engagement.
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides to help
grow and sustain empowered
teams.
= The Eden Alternative
provides the opportunity for
organizations to grow Eden
Educator.
= Eden Registry data collection
and research found on The
Eden Alternative and Pioneer
Network websites can help
gauge the success of
improvements.
- Eden Alternative Warmth
Surveys
Page 36
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
- Eden Alternative collaborates
with organizations that
conduct satisfaction surveys to
weave in the Eden Alternative
Warmth Survey items that
measure trust, generosity and
optimism.
- Well-Being Assessments
Leadership that drives
organizations through persondirected care creates an
organizational culture that
provides systems, tools and
education to all care partners.
They promote open
communication and high
involvement that meets and
exceeds the expectations of
those living and working
there.
Principle Ten: Leadership has
created systems and a warm
environment where each individual
feels safe to share their skills and
knowledge. Leadership
understands the need to show
others, not just tell them what is
expected.
- The Ten Principles of the
Eden Alternative
- Certified Eden Associate
Training
- The Path to Mastery
Milestone accomplishments
lead organizations through the
culture change process.
- Eden Alternative Path to
Mastery Guides and
consultants support senior
leaders in their culture change
efforts.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides to help
grow and sustain empowered
teams.
- Decision rings and other
tools to bring about
empowerment can be found in
Haleigh’s Almanac.
- Learning Circles are a
powerful tool to honor
diversity and bring forth new
ideas.
(Continued from
previous page)
(2) Organizational
Culture How do you
foster an organizational
culture that is
characterized by open
communication, high performance work, and an
engaged workforce? How
do you ensure that your
organizational culture
benefits from the diverse
ideas, cultures, and
thinking of your
workforce?
Principle Eight: The
organizational chart reflects that
decisions are made by the Elders or
those closest to them. Systems are
put in place to support the
empowerment of all.
Principle Two: All members of a
home have the right and need to be
involved in creating home.
Principles Three, Four and
Five: Creating an environment
where companionships matter, care
is balanced, and flexibility is woven
into the fabric of the organization,
brings forth new ideas.
(3) Performance
Person-directed care
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Two: Leaving the
- The Path to Mastery
Page 37
Award Criteria
Connection to PersonCentered/Directed Care
Management
How does your workforce
performance management
system achieve the
following?
- Support high performance work and
workforce engagement
- Consider workforce
compensation, reward,
recognition, and incentive
practices
- Reinforce a patient
stakeholder, and health
care focus and
achievement of your
action plans
organizations tailor their
systems and processes to be
responsive to the Elders’ needs
and to learn about the
employee care partners’
unique needs and motivations.
Rewards and celebrations are
designed to highlight the
uniqueness of individuals and
teams. Performance
evaluations turn into growth
plans that build on each
individual’s strengths. It is
through the strengths of the
people who live and work in
the organization, that leaders
are confident sharing their
organization’s success with
others, including national
awards and recognition
opportunities.
institutional model of care behind
provides many opportunities for
celebrations, awards, and
recognition.
People achieve high levels of
success because they are
provided the information,
knowledge, skills/training,
resources and support they
need to be engaged. Ongoing
education and growth of each
individual is important to
assure they have the skills
needed to be committed to the
journey.
Principle Seven: Care is defined
as helping another to grow.
Everyone needs care and an
environment based on that value
promotes high engagement and
positive outcomes.
B. Assessment of
Workforce
Engagement
(1) (1) Assessment of
Engagement How do you
assess workforce
engagement? What formal
and informal assessment
methods and measures do
you use to determine
workforce engagement
and workforce
satisfaction?
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Eden Alternative’s PrincipleBased Foundation for Success
Principle One: Through the hard
work of eliminating loneliness,
helplessness, and boredom, many
rewards and recognitions can be
given out within the organization
and achieved on a national level.
Principle Ten: Moving toward
person-directed care will highlight
formal and informal leaders within
the organization that deserve
special recognition and rewards for
creating a better world for all of us.
Principle Six: When we are
focused on empowerment and what
is meaningful for each individual
and team in the organization, each
day presents new opportunities to
celebrate.
Principle Three: It is through
relationships that we gain trust in
one another. When we trust we are
at our best and commit to helping
one another through good and bad
times.
Resources, Education, Tools
and Support from The Eden
Alternative
Milestone accomplishments
include steps and tools on new
language, blending of roles,
rewards and recognition
process.
- The Eden Alternative has
created the Paradigm Buster
Packet, The Role of Job
Descriptions & Performance
Evaluations in Person-Directed
Care to rethink traditional job
descriptions and performance
evaluations.
- The Eden Registry recognizes
organizations that are on the
person-directed journey
publicly.
- Eden Alternative Awards are
given at the international
Conference every two years.
- Eden Alternative Path to
Mastery Guides and
consultants support senior
leaders in their culture change
efforts.
- Eden Registry Members are
invited to be a featured
webinar guest to share their
stories with others.
- Eden Registry Networking
Groups provide opportunities
to teach and learn from peers.
- Developing Eden Educators
within the organization to help
grow other people.
- Milestones 2 through 4 in the
Path to Mastery outline steps,
and provide tools, for formal
and informal leaders to create
engaged and high performing
employee care partner teams.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook
provides a conversation
framework to teach all care
partners how to effectively
engage in the change process.
Page 38
Award Criteria
(Continued from
previous page)
How do these methods
and measures differ
across workforce groups
and segments? How do
you use other indicators,
such as workforce
retention, absenteeism,
grievances, safety, and
productivity, to assess and
improve workforce
engagement?
(2) Correlation with
Organizational Results
How do you relate your
workforce engagement
assessment findings to
key organizational results
reported in category 7 to
identify opportunities for
improvement in both
workforce engagement
and health care results ?
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
In this environment, leaders
are constantly assessing what
the employee care partners
will need next and removing
any barriers to their success.
They are also focused more on
helping people to grow from
their strengths rather than
focusing on their weaknesses.
This promotes a safe
environment that engages
people. Learning Circles are a
powerful tool used regularly
by leaders to stay in touch
with what care partners need
on a daily basis. Being out and
about, nurturing relationships
are another key attribute of
leaders that foster a high level
of engagement of care
partners. Examples of
measurements of success
could include:
- Participation in team
meetings
- Absenteeism
- Retention
- Satisfaction and warmth
surveys
- Well-Being assessments
- Reduced recruitment costs
- Volunteerism
Principle Eight: Empowered care
partners understand the mission
and vision of the home and have
the data they need to assess their
success and hold one another
accountable to helping achieve
team goals.
- The book, Journey of a
Lifetime: Leadership Pathways to
Culture Change in Long-Term
Care and the two-day training
offer tools for leaders to help
them grow other leaders.
- The Eden Alternative has
created the Paradigm Buster
Packet, The Role of Job
Descriptions & Performance
Evaluations in Person-Directed
Care to rethink traditional job
descriptions and performance
evaluations.
- Eden Alternative Warmth
Surveys
- Well-Being Assessments
- The Eden Alternative
collaborates with
organizations that conduct
satisfaction surveys to weave
in the Eden Alternative
Warmth Survey items that
measure trust, generosity and
optimism.
- The Path to Mastery
incorporates annual data
collection from all Registry
organizations to provide a
pool of data for measuring
culture change outcomes.
When relationships are strong,
and empowerment is thriving,
and people have the
information they need to make
informed decisions, the
organization’s well-being will
improve and thrive. The
stronger the individuals
connected to the organization
become, the stronger the
organization becomes.
Principle Ten: Leaders
understand that by focusing on the
care partners (Elders, employees,
family members and other
stakeholders) they will achieve
better organizational results.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Ten: You have to be
present to be able to assess what is
happening and what is needed.
Wise leaders are visible and
engaged throughout the day,
demonstrating the commitment
they ask of others.
Principle Seven: When you take
care of the people in the
organization, you take care of the
organization too.
- The book, Journey of a
Lifetime: Leadership Pathways to
Culture Change in Long-Term
Care and the two-day training
offer tools for leaders to help
them grow other leaders.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook.
- The Path to Mastery
incorporates annual data
collection from all Registry
organizations to provide a
source of outcomes.
Page 39
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
- Eden Alternative Path to
Mastery Guides and
consultants support senior
leaders in their culture change
efforts.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
- Eden Registry data collection
and research found on The
Eden Alternative and Pioneer
Network websites can help
gauge the success of
improvements.
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides to help
grow and sustain empowered
teams.
(Continued from
previous page)
C. Workforce and Leader
Development
(1) Learning and
Development System
How does your learning
and development system
address the following
factors for your workforce
members and leaders?
- Your organization’s core
competencies, strategic
challenges, and
accomplishment of its
action plans, both shortterm and long-term
- Organizational
performance
improvement and
innovation
- Ethical health care and
ethical business practices
- Patient and stakeholder
focus
Resources, Education, Tools
and Support from The Eden
Alternative
Leadership understands the
need to budget and reinforce
educational opportunities to
diversify the skill set of each
care partner to the best of their
ability. Leadership
understands the need to do
this both through formal and
informal methods. All formal
leaders have high involvement
and commitment to be
engaged in the educational
system implementation.
Leaders base educational
needs on the mission and
vision of the organization and
the growth of all care partners.
Leaders are committed to
creating a learning
organization where the legacy
of experience of all care
partners is valued and shared.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Ten: The Eden
Alternative’s goal is that everyone
sees themselves as a leader and has
the tools and knowledge needed to
perform as a leader.
Principle Eight: Knowledge is
shared between formal and
informal professionals in an effort
to ensure good decision-making
and ongoing growth.
Principle Four: Helping others to
grow and be their very best is a
way to overcome the helplessness
that can occur inside a medical
model organization.
- Ongoing education and
development of care partners
is included in all Path to
Mastery Milestones.
- Eden Alternative Path to
Mastery Guides and
consultants support senior
leaders in their educational
efforts.
- The Eden Alternative has
created the Paradigm Buster
Packet, The Role of Job
Descriptions & Performance
Evaluations in Person-Directed
Care to rethink traditional job
descriptions and performance
evaluations.
- Haleigh’s Almanac, Seed
Packets and the Eden
Alternative website have
educational resources and
educational opportunities for
organizations.
Page 40
Award Criteria
(Continued from
previous page)
- Their learning and
development needs,
including those that are
self-identified and those
identified by supervisors,
managers, and senior
leaders
- The transfer of
knowledge from
departing or retiring
workforce members
- The reinforcement of
new knowledge and skills
on the job
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Sharing each other’s
professional knowledge with
all care partners is part of the
fabric of the organization,
recognized and rewarded.
New language reinforces the
culture change journey that
the organization is on.
Resources, Education, Tools
and Support from The Eden
Alternative
- Eden Registry Networking
Groups provide peer to peer
education.
- The book, Journey of a
Lifetime: Leadership Pathways to
Culture Change in Long-Term
Care and the two-day training
offer tools for leaders to help
them grow other leaders.
- Facilitative Leadership: A
Proven Approach to Improving
Collaboration is a five-part webbased training teaches you
how to be a facilitative leader.
(2) Learning and
Development
Effectiveness How do
you evaluate the
effectiveness and
efficiency of your learning
and development system?
Leaders understand that in
order for person-directed care
to grow and thrive it needs to
be woven into everything that
happens in the organization.
Evaluating the effectiveness of
learning and development
approaches has to include
defining how to turn learning
into action when creating a
person-directed care
environment. Strong care
partner skills mean improved
quality and organizational
well-being.
Principle Nine: Growth happens
when we can turn our learning
into action and teach others
through role modeling.
- Ongoing education and
development of care partners
is included in all Path to
Mastery Milestones.
- Eden Alternative Path to
Mastery Guides and
consultants support senior
leaders in their educational
efforts.
- Haleigh’s Almanac, Seed
Packets and the Eden
Alternative website have
educational resources and
educational opportunities for
organizations.
- Eden Registry Networking
Groups are an opportunity to
check in with peers on how
they evaluate the effectiveness
of their educational efforts.
(3) Career Progression
How do you manage
effective career
progression for your
entire workforce? How do
you accomplish effective
succession planning for
management and
leadership positions?
Being a care partner is a
professional calling that is
honored and raised to a higher
level in a person-directed care
organization. Leaders are in
the business of recognizing
and growing more leaders for
the journey.
Principle Nine: Ongoing growth
of all in their chosen calling is
important and brings meaning to
the work they do.
- The book, Journey of a
Lifetime: Leadership Pathways to
Culture Change in Long-Term
Care and the two-day training
offer tools for leaders to help
them grow other leaders.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Ten: Leaders are
responsible for growing other
leaders. It is their calling and their
legacy.
Page 41
Award Criteria
(Continued from
previous page)
6 Operations Focus
6.1 Work Systems
A. Work System Design
(1) (1) Design Concepts How
do you design and
innovate your overall
work systems? How do
you capitalize on your
core competencies? How
do you decide which
processes within your
overall work systems will
be internal to your
organization (your key
work processes) and
which will use external
resources?
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Only then can they be assured
that they will leave a legacy of
success that cannot be easily
unraveled.
The person-directed care
journey requires
transformation of
organizational systems and
process. You can change the
physical environment, even
transform the individuals
within that environment, but if
the way they are asked to
work together keeps them tied
to the medical model, persondirected care will not grow.
Organizational systems and
processes need to be balanced
between the way we do things
at home and what is being
asked by the regulatory and
professional standards. The
Elder care partner, their needs,
goals and preferences need to
be central to the design of new
organizational systems and
processes. External resources
need to be educated and
informed about persondirected care approaches so
that they further your journey,
rather than slow you down.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Resources, Education, Tools
and Support from The Eden
Alternative
- Facilitative Leadership: A
Proven Approach to Improving
Collaboration is a five-part webbased training that teaches you
how to be a facilitative leader.
- The Path to Mastery
Milestones 2 and 3 contain
steps and tools that guide
leaders in growing other
leaders.
- Haleigh’s Almanac and Seed
Packets have individual and
team education materials
related to leadership growth.
Principle Eight: All system
design decisions belong as close to
the Elder as possible. If the systems
are not supporting the needs and
desires of the Elders, then they are
not person-directed.
Principle Ten: Leaders
understand that they set the
policies and practices that
determine how deeply persondirected care practices will be
woven into the daily life of the
home.
- Eden Alternative Path to
Mastery Guides and
consultants work with
organizational leaders to assist
them in developing new
systems and processes.
- Eden Registry Networking
Groups enable peer-to-peer
sharing of innovative
organizational system
changes.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook. - Life
Worth Living and The Eden
Alternative Handbook offer
ideas for transforming systems
and processes.
- The Eden Alternative Test
can be used to assess the value
of internal and external
resources.
- Haleigh’s Almanac offers
examples of organizational
chart redesigns.
- Pre-design consultants for
both organizational and
physical transformation.
- The Path to Mastery
Milestones guide
organizations toward deep
system changes.
Page 42
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
- The book, Journey of a
Lifetime: Leadership Pathways to
Culture Change in Long-Term
Care and the two-day training
offer tools to help leaders use
good decision-making
processes.
(Continued from previous
page)
(2) Work System
Requirements How do
you determine key work
system requirements,
incorporating input from
patients, stakeholders,
suppliers, partners, and
collaborators, as
appropriate? What are the
key requirements for
these work systems?
Leaders need to have a strong
understanding of active
listening, gathering
information, and putting that
information to use in
designing new work systems.
Any systems they help design
should be focused on growth
and meeting care partner
needs. Learning Circles are a
powerful tool for gathering
input, sharing information,
solving problems, and
building relationships with all
care partners and other
stakeholders. When leaders
listen and ask more questions
than offering answers,
discovering what is needed in
organizational system design
becomes easier. Creating small
teams of empowered care
partners enables system
designs to be more flexible and
responsive to the needs of the
Elders. Community meetings
(residential meetings) are
valued and used as a means to
listen and gather information.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Resources, Education, Tools
and Support from The Eden
Alternative
Principle Eight: Those who use
the systems and processes in an
organization the most know best
how they should be designed.
Principle Ten: Wise leaders
understand that their role is to ask
great questions and listen more
than provide the answers.
Principle Three: Through the
creation of strong, caring
relationships you create a safe
environment where Elders are
willing to speak up and share their
ideas and knowledge.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook.
- Eden Alternative Path to
Mastery Guides and
consultants work with
organizational leaders to assist
them in developing new
systems and processes.
- Reframing Dementia, a 1-day
training, can help care partners
value the wisdom of people
living with dementia.
- The Path to Mastery has steps
and tools to guide the
movement of decisions closer
to the Elder and empowering
all care partners in designing
systems that are flexible and
responsive.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
- Pre-design consultants for
both organizational and
physical transformation.
Page 43
Award Criteria
B. Work System
Management
(1) (2) Work System
Implementation What are
your organization’s work
systems? How do you
manage and improve
your work systems to
deliver patient and
stakeholder value and
achieve organizational
success and
sustainability?
Connection to PersonCentered/Directed Care
Leaders take active steps to
assess what their work
systems are and evaluate the
changes needed to help their
organization to improve and
help all stakeholders to grow.
Leaders seek out experts who
have embraced the concepts of
person-directed care, and have
made deep system changes, as
a resource to generate new
ways of delivering services.
Systems changes are always
centered on the needs of the
Elder care partners, not
employee or organizational
efficiencies.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Eden Alternative’s PrincipleBased Foundation for Success
Principle Eight: Leadership
honors and acknowledges that
decisions should be driven by the
Elders or those closest to them in
creating new work systems.
Principle Ten: Wise leadership
seeks out advice from others to help
them grow and improve the
current organizational structures.
Principle Nine: All stakeholders
have the knowledge that change
happens and will impact them
personally, the ways they do their
tasks and how they view the world.
Resources, Education, Tools
and Support from The Eden
Alternative
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook.
- Learning Circles as a
communication tool to
evaluate and improve work
systems.
- Eden Alternative Path to
Mastery Guides
and consultants work with
organizational leaders to assist
them in developing new
systems and processes.
- Reframing Dementia, a 1-day
training, can help care partners
value the wisdom of people
living with dementia.
- The Path to Mastery has steps
and tools to help leaders move
decisions closer to the Elder
and empower all care partners
in designing systems that are
flexible and responsive.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
- Pre-design consultants for
both organizational and
physical transformation.
- Tools and resources provided
through Certified Eden Associate
Training, other resources and
educational opportunities.
- The book, Journey of a
Lifetime: Leadership Pathways to
Culture Change in Long-Term
Care and the two-day training
based on it offer tools to help
leaders engage others in work
system changes.
Page 44
Award Criteria
Connection to PersonCentered/Directed Care
(2) Cost Control How do
you control the overall
costs of your work
systems? How do you
prevent rework and
errors, including medical
errors and unintended
harm to patients? How do
you minimize the costs of
inspections, tests, and
process or performance
audits, as appropriate?
Leadership is willing to share
budget information with all
stakeholders and involve them
in the decisions of how the
money should be spent.
Leaders need to have strong
active listening skills, so they
can gather information and
put it to use engaging others in
being good stewards of the
organizational resources.
Learning Circles are a
powerful tool for gathering
input, sharing information
about cost and work systems
with all care partners and
other stakeholders, so they can
use their resources more
wisely. When leaders listen
and ask more questions than
offering answers, they draw
forth the creativity of the care
partners in using resources
wisely. When care partners are
invested in the organization,
they are willing to go further
to save costs and help the
organization grow strong.
Creating small teams of
empowered care partners
enables leadership to empower
others to take responsibility
for their own portions of the
overall budget.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Eden Alternative’s PrincipleBased Foundation for Success
Principle Eight: Those who use
the systems and processes in an
organization can participate in
decision-making about the budget
when given the resources and the
education they need.
Principle Ten: Wise leaders
understand that their role is to ask
great questions, listen more than
provide the answers, and provide
the education and tools people need
to be involved in decision-making.
Principle Three: Through the
creation of strong, caring
relationships, you create a safe
environment where people are
willing to take on new
responsibilities, including assisting
with the budget when provided
with the resources and tools they
need.
Principle Four: Care partners
need the opportunity to care for the
organization and the formal
leaders, as much as they care for
the Elders.
Principle Seven: Systems are in
place to ensure people receive good
treatment, which is balanced with
good care (helping them to grow).
Resources, Education, Tools
and Support from The Eden
Alternative
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook has
tools to help leaders
hardwiring change in place.
- Learning Circles are a
communication tool that
draws forth the wisdom of all
care partners.
- Eden Alternative Path to
Mastery Guides and
consultants work with
organizational leaders to assist
them in wise resource
utilization.
- The Path to Mastery
Milestones contain steps and
tools to help leaders move
decisions closer to the Elder
and empower all care partners
in designing systems that are
cost effective, flexible and
responsive.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
- Pre-design consultants for
both organizational and
physical transformation.
- The Eden Alternative offers a
variety of tools and resources
to enable organizations to
provide needed education
within their budget.
- The Eden Alternative offers
the opportunity for
organizations to grow an Eden
Educator which often cuts
education costs by almost 50%.
- Haleigh’s Almanac has
information about fund
raising, grant writing and
engaging the community.
Page 45
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides to help
grow and sustain empowered
teams.
(Continued from
previous page)
C. Emergency Readiness
How do you ensure work
system and workplace
preparedness for disasters
or emergencies? How
does your disaster and
emergency preparedness
system consider
prevention, management,
continuity of operations
for patients and the
community, evacuation,
and recovery?
Resources, Education, Tools
and Support from The Eden
Alternative
Person-directed ideas, tools,
and education are driven
throughout the organization’s
structures, including
preparations for disasters and
emergencies. Leaders
consistently reinforce that care
means helping others be
prepared for many
circumstances, both in the
work environment and their
own homes. Through
mandatory in-services, where
person-directed concepts are
emphasized, leaders can create
an environment where people
understand the importance of
caring relationships through
challenges and disasters.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle One: Through strong
caring relationships, where people
know each other well and are taken
care of, people will take the extra
steps needed when responding in
an emergency situation.
Principle Nine: The ongoing
process of educating all
stakeholders in mandatory inservices that include preparations
for emergencies shows others that
you care about their health and
safety.
Principle Three: Leadership
emphasizes that education provided
for emergency and disaster
preparation does not only belong in
the workplace, but also in the care
partners’ homes, helps others take
ownership of their actions and
reactions in challenging situations.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook helps
all stakeholders learn to take
ownership and responsibility
for their role in emergency
situations.
- Learning Circles are used to
evaluate current systems and
debrief after the emergency
has passed.
- Eden Alternative Path to
Mastery Guides and
consultants work with
organizational leaders to assist
them in weaving persondirected ideas into their
mandatory in-services.
- The Path to Mastery
Milestones contain tools that
help leaders engage the Elders’
knowledge, skills and
cooperation through
emergency situations.
- Dementia Beyond Drugs, a 2day training, and Reframing
Dementia, a 1-day training, can
help care partners learn to
bring forth the strengths of
Elders living with dementia
during emergency situations.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services helps people
understand the importance of
good communication and
being well-known in
emergency situations.
Page 46
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
- The Eden Alternative offers a
variety of tools and resources
to build strong, caring
relationships that will help
them through emergency
preparation and situations.
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides who
provide empowerment tools
for each neighborhood that
enables them to prepare and
react in emergency situations.
- “Show, don’t tell” and the
Eden Alternative Golden Rule
inform leadership about the
need to be heavily involved in
all mandatory in-services,
emergency preparations and
reactions.
(Continued from
previous page)
6.2 Work Processes
A. Work Process Design
(1) Design Concepts How
do you design and
innovate your work
processes to meet all the
key requirements? How
do you incorporate new
technology,
organizational
knowledge, evidencebased medicine, health
care service excellence,
and the potential need for
agility into these
processes? How do you
incorporate cycle time,
productivity, cost control,
and other efficiency and
effectiveness factors into
these processes?
Resources, Education, Tools
and Support from The Eden
Alternative
Leaders need to have a strong
understanding of what high
involvement from all
stakeholders means and how
to bring it about. These
stakeholders will be
implementing the work
processes. The more involved
they are in the development,
the more successful the
implementation will be.
Education and, whenever
possible, cross-training are
provided until there is a strong
understanding by all care
partners how the process
works. Evaluations are put in
place before and after a new
process is shared with the care
partners. Leadership
understands that any
processes they help design
should be focused on growth
and meeting care partner
needs.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Eight: Those who use
the processes in an organization
will have the best ideas and input
on changes and how to sustain
them.
Principle Ten: Wise leaders
understand that education can flow
from others. Those that understand
the process the best should be
sharing their knowledge with other
care partners.
Principle Nine: A change in any
process takes time. Good data
collection is a must to inform
future changes.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook.
- Learning Circles to gain
people’s input on process
development.
- Eden Alternative Path to
Mastery Guides and
consultants work with
organizational leaders to assist
them in developing new work
processes.
- Dementia Beyond Drugs, a 2day training, and Reframing
Dementia, a 1-day training, can
help care partners understand
how work processes impact
the daily rhythm of life for
those living with dementia.
- The Path to Mastery
Milestones contain steps and
tools that aid organizations in
designing processes that are
flexible and responsive.
Page 47
Award Criteria
(Continued from
previous page)
(2) Work Process
Requirements How do
you determine key work
process requirements?
What are your
organization’s key work
processes? What are the
key requirements for
these work processes?
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Learning Circles are a
powerful tool for gathering
input, sharing information,
solving problems and
improving processes with all
care partners and other
stakeholders. When leaders
listen and ask more questions
than offering answers,
discovering what work
process changes are needed
becomes easier. Care partners
need the tools, education, and
the ability to have input on
work process design. Creating
small teams of empowered
care partners enables work
process designs to be more
successful because it is easier
to gather feedback and make
changes more quickly.
Leaders need to have a strong
understanding of what work
processes make the biggest
impact on the quality of life for
all care partners. These
systems should be developed
through a high involvement
process with all stakeholders.
Key stakeholders know what
work processes they need to
fulfill the mission and vision of
the organization and achieve
person-directed care.
Leadership uses the data they
collect to evaluate which key
work processes are
functioning well and which
need to be improved.
Leadership ensures that all
new work processes that are
developed promote growth
and meet care partner needs.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Resources, Education, Tools
and Support from The Eden
Alternative
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
- Pre-design consultants for
both organizational and
physical transformation.
Principle Eight: Those who use
the processes in an organization
will have the best ideas and input
on improvements and how to
sustain changes once they are
made.
Principle Ten: Wise leaders
understand that education can flow
from others. Those that understand
the processes best will be able to
identify and teach others about the
ones that are most important to
creating home.
Principle Nine: A change in any
process takes time. Good data
collection is a must to inform
future changes.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook.
- Learning Circles to gain
people’s input on identifying
key work processes.
- Eden Alternative Path to
Mastery Guides and
consultants work with
organizational leaders to assist
them in identifying key work
processes.
- Dementia Beyond Drugs, a 2day training and Reframing
Dementia, a 1-day training, can
help care partners understand
the key work processes that
impact the daily rhythm of life
for those living with dementia.
- The Path to Mastery
Milestones contain steps and
tools that aid leaders in
designing processes that are
flexible and responsive.
Page 48
Award Criteria
Connection to PersonCentered/Directed Care
(Continued from
previous page)
Learning Circles are a
powerful tool for identifying
and improving key work
processes that support the
daily rhythm of life that the
Elders desire. Care partners
need effective work processes
that enable them to create
home where life is worth
living. Small empowered
teams have the opportunities
to adapt key work processes to
fit the unique needs of those
who live and work in the
neighborhood and also meet
regulatory requirements.
B. Work Process
Management
(1) Key Work Process
Implementation How do
your key work processes
relate to your work
systems? How does your
day-to-day operation of
these processes ensure
that they meet key process
requirements? What are
your key performance
measures or indicators
and in-process measures
for the control and
improvement of your
work processes?
The key work processes are
those that enable a rhythm of
daily life that meets the needs
of the Elders. As these
processes are defined by the
care partners, the systems that
support the processes are
redesigned to deliver persondirected care. The more
flexible the systems and
processes, and the more
individualized choices they
offer, the more responsive they
can be to the needs of the care
partners from day to day. Key
measures of success include
the well-being of the Elders,
the meeting of unmet needs,
greater satisfaction of all care
partners, and a healthy
organization because people
want to live and work there.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
- Pre-design consultants for
both organizational and
physical transformation.
Principle Eight: Effective work
processes and systems maximize
daily decision-making by the
Elders and those closest to them.
Principle Ten: Wise leaders
continue to refine, design, and
measure the success of all work
systems and processes. The
ultimate goal is a responsive,
empowered organization that
delivers person-directed care.
Principle One: When systems
and processes are designed around
the daily needs of the Elder care
partners, the Three Plagues are
eliminated.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook.
- Learning Circles to gain
people’s input on
identification of key work
systems that need changes and
a commitment to support the
changes.
- Eden Alternative Path to
Mastery Guides and
consultants work with
organizational leaders to assist
them in redesigning key work
systems.
- Dementia Beyond Drugs, a 2day training and Reframing
Dementia, a 1-day training, can
help care partners understand
the key work systems that
impact the daily rhythm of life
for those living with dementia.
- The Path to Mastery
Milestones contain steps and
tools that aid leaders in
designing systems that are
flexible and responsive.
Page 49
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
- Pre-design consultants for
both organizational and
physical transformation.
(Continued from
previous page)
(2) Patient Expectations
and Preferences How do
you address and consider
each patient’s
expectations? How are
health care service
delivery processes and
likely outcomes explained
to set realistic patient
expectations? How are
patient decision making
and patient preferences
factored into the delivery
of health care services?
Resources, Education, Tools
and Support from The Eden
Alternative
In an institutional
environment it is nearly
impossible to meet the needs
of all individuals when only
the whole of the organization
is seen. In a person-directed
care environment, the whole is
broken into smaller parts such
as neighborhoods, households
or families. There is
consistency in the
relationships in these smaller
environments. As the
empowered teams grow along
with the relationships, it
becomes easier to know and
address the individual needs
of each Elder care partner. As
the care partners become wellknown to one another it is
easier to develop and meet
expectations. Cross-training or
blending of roles makes it
easier for all care partners to
meet needs as they arise.
Discussions about the role of
surplus safety and downside
risk are ongoing to assure that
choices for the Elders are not
being limited in order to
reduce organizational risk.
When we truly care about one
another, we receive and
deliver better care.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Two: Home happens
when we create environments
where relationships are at the core
and meeting the needs of those
around us form the routine of daily
life.
Principle Three: Being deeply
known matters.
Principle Four: Care means
helping another to grow. When
care is balanced for all,
expectations are met, and people
flourish.
Principle Eight: The Elders and
those closest to them need access to
the knowledge, information,
skills/training, resources, and
support they need to respond to the
needs and preferences of the
moment.
Principle Ten: Wise leaders
understand that each individual
needs the right balance between
safety and risk in order to fully
experience life.
- The Path to Mastery
Milestone toolkits have tools
for developing relationships,
learning Elder stories and
identifying and bringing daily
pleasures to life.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook.
- Learning Circles to build
relationships and help people
become well-known to one
another.
- Decision Rings as an
empowerment tool.
- Registry Members have
quarterly conference calls with
Dr. Thomas to stay up to date
with his most recent thinking.
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides who
grow empowered teams.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
Principle Nine: Assumptions
about people’s capabilities have to
be set aside, if we are to help people
to grow.
Page 50
Award Criteria
Connection to PersonCentered/Directed Care
(3) Supply-Chain
Management How do
you manage your supply
chain? How do you
ensure that suppliers you
select are qualified and
positioned to enhance
your performance and
patient and stakeholder
satisfaction? How do you
evaluate supplier
performance? How do
you deal with poorly
performing suppliers?
In a person-directed care
environment, the Elders and
those closest to them are
deeply involved in choosing
the goods and services that
meet the needs and
preferences of the Elders.
Suppliers should be chosen
based on their responsiveness
to the changing needs of the
Elders within the home.
Suppliers must understand
that ultimately they are
responsible to the Elders living
in the home. The performance
of the suppliers should be
geared toward the Elders’
preferences and needs and not
just the convenience of the
employees. They should have
a mission and values that align
with the mission and vision of
the organization. The suppliers
and partners should be invited
to be a part of community life
as well, not separated from it
or only welcome at the back
door. It is the ultimate
recipients of the suppliers’
services who can best assess
whether they are meeting
expectations. Learning Circles
and focus groups can aid in
gathering input to determine if
identified suppliers are
meeting or exceeding
expectations.
Principle Two: Products and
services should be delivered and
used in the same manner they
would be used in our own homes.
To the best extent possible, they
should not further promote the
medical model of Eldercare.
(4) Process Improvement
How do you improve
your work processes to
improve health care
outcomes, achieve better
performance, reduce
variability, and improve
health care services?
Person-directed care
environments use all the same
quality improvement tools that
everyone else uses. Creating
home includes the ability to
evaluate and improve over
time.
Principle Ten: Wise leaders pass
on what they know so that the
depth of leadership across the
organization is strong.
Principle Nine: Growing others
means giving them the skills they
need to evaluate and improve the
environment as they strive for the
vision.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Eden Alternative’s PrincipleBased Foundation for Success
Principle Ten: Wise leaders
choose suppliers and partners for
the journey that will enable the
accomplishment of the vision.
Principle Eight: The recipients of
the services of outside suppliers to
the organization are in the best
position to determine if they are
meeting expectations.
Resources, Education, Tools
and Support from The Eden
Alternative
- Haleigh’s Almanac, Seed
Packets and other resources
from The Eden Alternative
provide educational tools that
can be used for vendor
services.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook.
- Learning Circles to share
ideas and gather feedback.
- Decision Rings as an
empowerment tool.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
- The Path to Mastery
Milestone 3 Toolkit has
resources that grow
empowerment and move
decisions closer to the Elders.
- The Path to Mastery
Milestones lead organizations
down a pathway of continuous
improvement. The steps can
aid in planning and the data
collected demonstrates the
outcomes.
Page 51
Award Criteria
(Continued from
previous page)
7 Results
7.1 Health Care and
Process Outcomes
A. Patient-Focused Health
Care Results
What are your current
levels and trends in key
measures or indicators of
health care outcomes and
process performance that
are important to and
directly serve your
patients and stakeholders?
How do these results
compare with the
performance of your
competitors and other
organizations with similar
offerings?
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
The process of improvement
will look differently because
the skills and knowledge of
how to use quality
improvement tools is not held
by formal leaders alone.
Leaders teach others how to
use the tools and evaluate
results, so that continuous
improvement is everyone’s
responsibility, not just the
formal leaders. Elders and
their families can be invited to
be a part of the quality
improvement process and
teams. They too can learn how
to use the tools and effectively
participate in conversations so
they have input on next steps
for the organization.
Principle Eight: When care
partners have the tools and data
they need to evaluate their
performance, they cannot help but
do better.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook frames
a conversation for continuous
improvement.
- Learning Circles to identify
problems, share solutions and
gather feedback.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides to help
grow and sustain empowered
teams.
- The book, Journey of a
Lifetime: Leadership Pathways to
Culture Change in Long-Term
Care and the two-day training
based on it help grow formal
and informal leaders.
When we truly know one
another, we can provide better
care. Research and anecdotal
data has shown that deep
transformation with persondirected care leads to:
- Lower turnover of employees
- Reduced absenteeism
- Lower risk of pressure ulcers
- Lower use of psychoactive
medications
- Increased well-being of those
living and working in the
home
Principle Ten: Wise leaders know
that when relationships are strong,
there will be positive life outcomes
for the Elders. They also know that
sometimes success is measured one
individual at a time. Collecting and
sharing stories of success is a key
role for leaders to grow a learning
organization that is constantly
exceeding the standards of care.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Seven: Genuine human
caring means giving people what
they need to assess and improve
both quality of life and quality of
care.
Principle Six: It is much more
meaningful to be a part of finding
the solutions than to be asked to
implement someone else’s ideas.
Principle One: Care partners
overcome helplessness when they
are given the tools they need to act
when performance is lagging.
Principle Two: When we focus on
creating home, sometimes the
things that truly matter do become
measurable in ways that could not
be imagined before.
- Comparative data from The
Eden Alternative and Pioneer
Network can help gauge the
success of improvements.
- The Eden Alternative
International Research Team
has data to support culture
change efforts.
- Path to Mastery data
collection from Eden Registry
Members provides
benchmarks with other
organizations on the Eden
Alternative journey.
Page 52
Award Criteria
(Continued from
previous page)
Connection to PersonCentered/Directed Care
Person-directed care has been
shown, anecdotally, to
improve clinical outcomes,
such as:
- Infection rates
- Restraint reduction
- Decreased pressure ulcers
- Reduced skin tears
Other sources for persondirected care data include:
- Path to Mastery data
collection from Registry
Members
- Pioneer Network research
posted on their website
- International Eden
Alternative Research Team
and data posted on the Eden
Alternative website
B. Operational Process
Effectiveness Results
(1) (1) Operational
Effectiveness What are
your current levels and
trends in key measures or
indicators of the
operational performance
of your key work systems
and processes, including
productivity, cycle time,
and other appropriate
measures of process
effectiveness efficiency,
and innovation?
Empowered organizations are
flexible and responsive. When
work systems and processes
are well aligned, people are
efficient without losing the
core of strong, meaningful
relationships. Research and
anecdotal data has shown that
deep transformation with
person-directed care leads to:
- Lower turnover of employees
- Increased census
- A waiting list of employees
and Elders
- Reduced absenteeism
- An environment that “feels”
different to visitors
- Higher satisfaction
- Increased well-being of those
living and working in the
home
- A healthier financial position
for the organization
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
Principle Seven: Measurements
in a person-directed care
environment have to move beyond
treatment and include measures
that reflect genuine human caring.
Principle Six: Identifying and
evaluating key measures of success,
including individual outcomes,
brings meaning to the work of
employee care partners.
Principle Ten: Wise leaders not
only align their systems and
processes with person-directed
care, they find ways to determine
the effectiveness of the changes they
are making. They gather and share
stories of success. They create
opportunities for care partners to
share best practices inside and
outside the organization. They
benchmark against their peers
helps assure that they are making a
difference.
Principle Two: When we focus on
creating home, the systems and
processes we put in place are more
sensible and efficient than the
institutional ways.
Principle Six: Identifying and
evaluating key measures of success,
including individual outcomes,
brings meaning to the work of
employee care partners.
- Comparative data from The
Eden Alternative and Pioneer
Network can help gauge the
success of improvements.
- The Eden Alternative
International Research Team
has data to support culture
change efforts.
- Path to Mastery data
collection from Eden Registry
Members provides
benchmarks with other
organizations on the Eden
Alternative journey.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook frames
a conversation for continuous
improvement.
- Learning Circles to identify
problems, share solutions and
gather feedback.
Page 53
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
There are factors that influence
this success such as:
- Empowerment of hands-on
care partners
- Strong teamwork
- Effective communication
processes
- Commitment to ongoing
education and personal
development
- Focus on Elder preferences
and needs
- Depth of relationships among
those that surround the Elders
daily
- Commitment of formal
leaders to prioritize persondirected care approaches
Principle Three: It is the depth of
relationships that ultimately
determine the operational
effectiveness of an organization.
- The Path to Mastery
Milestones lead organizations
down a pathway of continuous
improvement. The steps can
aid in planning and the data
collected demonstrates the
outcomes.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides to help
grow and sustain empowered
teams.
- The book, Journey of a
Lifetime: Leadership Pathways to
Culture Change in Long-Term
Care and the two-day training
based on it help grow formal
and informal leaders.
Principle One: Through strong
caring relationships, where people
know each other well and are taken
care of, people will take the extra
steps needed when responding in
an emergency situation.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook helps
all stakeholders learn to take
ownership and responsibility
for their role in emergency
situations.
- Learning Circles are used to
evaluate current systems and
debrief after the emergency
has passed.
- Eden Alternative Path to
Mastery Guides work with
organizational leaders to
weave person-directed ideas
into their in-services.
Other sources for persondirected care data include:
- Path to Mastery data
collection from Registry
Members
- Pioneer Network research
posted on their website
- International Eden
Alternative Research Team
and data posted on the Eden
Alternative website
(2) Emergency
Preparedness What are
your current levels and
trends in key measures or
indicators of the
effectiveness of your work
system and workplace
preparedness for disasters
or emergencies?
Key measures of emergency
preparedness in a persondirected care environment
could include:
- The depth of relationships
among all care partners (when
we know each well, we look
out for each other)
- The knowledge level of all
care partners about what to do
when an emergency arises.
- The ability of the care partner
team to respond appropriately
in emergency drills.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Nine: The ongoing
process of educating all
stakeholders in mandatory inservices, and through practice
drills, that include preparations for
emergencies shows others that you
care about their health and safety.
Page 54
Award Criteria
(Continued from
previous page)
Connection to PersonCentered/Directed Care
- The team’s back-up plans
should power or water
systems fail.
Leaders consistently reinforce
that care means helping others
be prepared for many
circumstances both in the
work environment and their
own homes. Through
mandatory in-services and
practice drills, where persondirected concepts are
emphasized, leaders can create
an environment where people
understand the importance of
caring relationships through
challenges and disasters.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
Principle Three: Leadership
emphasizes that education provided
for emergency and disaster
preparation does not only belong in
the workplace, but also in the care
partners’ homes. Leadership also
helps others take ownership of their
actions and reactions in
challenging situations.
- The Path to Mastery
Milestones contain tools that
help leaders engage the Elders’
knowledge, skills and
cooperation through
emergency situations.
- Dementia Beyond Drugs, a 2day training and Reframing
Dementia, a 1-day training, can
help care partners learn to
bring forth the strengths of
Elders living with dementia
during emergency situations.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services helps people
understand the importance of
good communication and
being well-known in
emergency situations.
- The Eden Alternative offers a
variety of tools and resources
to build strong, caring
relationships that will help
them through emergency
preparation and situations.
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides who
provide empowerment tools
for each neighborhood team
that enables them to prepare
and react in emergency
situations.
- “Show, don’t tell” and the
Eden Alternative Golden Rule
inform leadership about the
need to be heavily involved in
all mandatory in-services,
practice drills, emergency
preparations and reactions.
Page 55
Award Criteria
Connection to PersonCentered/Directed Care
C. Strategy
Implementation
Results
What are your results for
key measures or
indicators of the
accomplishment of your
organizational strategy
and action plans,
including building and
strengthening core
competencies?
The person-directed care
organization’s strategies and
action plans should be driving
it toward its vision. One
measure of success is the
achievement of the vision. This
achievement is not the end
however. Continued mastery
of person-directed skills will
challenge the organization to
stretch itself further,
developing new visions of the
future. It is a never-ending
journey. Another measure of
success will be that all care
partners are experiencing wellbeing. When those connected
with the organization have
well-being, so does the
organization and the
community surrounding it.
7.2 Customer-Focused
Outcomes
A. Customer-Focused
Results
(1) Patient and
Stakeholder Satisfaction
What are your current
levels and trends in key
measures or indicators of
patient and stakeholder
satisfaction and
dissatisfaction? How do
these results compare
with the patient and
stakeholder satisfaction
levels of your competitors
and other organizations
providing similar health
care services?
Person-directed care
environments seek to do more
than just satisfy. They seek to
raise expectations and exceed
the standard levels of
satisfaction accepted by the
institutional model of care.
Person-directed care
environments can measure
their success by looking at:
- The success of Learning
Circles and their inclusion of
all care partners (employees,
Elders and families)
- Results of the MDS 3.0 which
is designed to bring forth the
voice and choice of the Elder.
- Results of the QIS survey
process provides feedback to
leaders about how they are
doing in truly hearing and
responding to the needs of the
Elders.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
- The Path to Mastery
Milestones 1 & 2 have
accomplishments and tools
about developing mission and
vision statements.
- Haleigh’s Almanac has
information and tools for
mission and vision
development.
- The Path to Mastery
Milestone 3 & 4 organizations
have identified their areas of
expertise (core competencies)
they have gained from
implementing person-directed
care and The Eden Alternative
helps them become wellknown for that expertise.
- GROWTH: Six Steps to
Implementing Change, a 2-day
training and workbook.
Principle Two: Home is where
the needs of the individual are
heard and honored. The closer an
organization gets to creating home
for everyone, the more comfortable
the Elders become in expressing
their needs.
Principle Six: Life is filled with
meaning when my voice and choice
are heard and honored.
Principle Seven: We have to set
aside preconceived notions about
the capacity of an Elder to express
their desires. When we are open to
really hearing and sensing their
needs we can respond to those
unmet needs before we add
medications and treatments.
- Eden Alternative Warmth
Surveys
- Well-Being Assessments
- Tools in the Path to Mastery
Milestones address the use of
Learning Circles to bring forth
the voice of the Elders.
- The Eden Alternative Journey:
Impacting the MDS 3.0 and the
QIS Process paper.
- 2009 Quality of Life
Guidance and the Eden
Alternative Principles paper.
- The Eden Alternative
collaborates with
organizations that conduct
satisfaction surveys to weave
in the Eden Alternative
Warmth Survey items that
measure trust, generosity and
optimism.
Page 56
Award Criteria
(Continued from
previous page)
(2) Patient and
Stakeholder Engagement
What are your current
levels and trends in key
measures or indicators of
patient and stakeholder
engagement, including
relationship building?
How do these results
compare over the course
of your patients’ and
stakeholders’ relationship
with you, as appropriate?
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
- Strong, caring relationships
grown through consistency in
contact between Elder and
employee care partners.
- Care plans that are written in
the voice of the Elder first
ensure their goals, preferences
and needs are being met and
promote ongoing growth.
- The level of complaints can
be a strong measure of success
because if expectations have
been raised so will the Elders’
willingness to share when
those expectations are not
being met.
Principle Eight: Empowered
Elders have a voice and use it often
and well. Recognizing and
celebrating their life experiences
facilitates their contributions to
helping the organization create
home.
In person-directed care
environments engagement is
measured in some unique
ways. When an organization is
doing well with engagement
they find that the Elders drive
life in the organization. A
quiet Resident Council
becomes a self-governed Elder
Council that chooses when to
invite leaders into their
meetings. Employee care
partners dependent on
direction from supervisors or
managers become active
partners in daily decisionmaking empowered by those
who previously managed
them. Relationships matter.
People grieve when someone
passes or moves back home.
People who come to the
organization to work stay and
invite their friends to come
work there too. Elders who
only come to stay for a short
time come back and volunteer
as do the family members of
Elders who have passed away.
Principle Ten: Wise leaders
empower the Elders and those
closest to them, shifting from an
authoritarian leadership style to a
servant style.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Resources, Education, Tools
and Support from The Eden
Alternative
Principle Nine: Helping all care
partners to grow involves more
than assuring they are satisfied.
When we are growing, we see
beyond just satisfaction.
Principle Eight: Engagement
grows as the skills, authority and
responsibility for daily decision
making grows.
Principle Three: Companionship
breeds engagement.
Principle Four: When we are
engaged in our daily course of life
we are able to overcome
helplessness.
Principle Six: Life has meaning
when we have choice.
Principle One: An enlivened
environment has the elements
necessary to overcome loneliness,
helpless and boredom.
- Eden Alternative Warmth
Surveys
- Well-Being Assessments
- Tools in the Path to Mastery
Milestones address the use of
Learning Circles to bring forth
the voice of the Elders.
- The Eden Alternative
collaborates with
organizations that conduct
satisfaction surveys to weave
in the Eden Alternative
Warmth Survey items that
measure trust, generosity and
optimism.
- The Path to Mastery
Milestones have steps and
tools to aid leaders in creating
an empowered and engaged
environment where
relationships form the core of
life.
- Haleigh’s Almanac and Seed
Packets have educational tools
that facilitate the engagement
of all.
Page 57
Award Criteria
Connection to PersonCentered/Directed Care
(Continued from
previous page)
Word of mouth about the
difference person-directed care
is making brings the outside
community to the home to
engage in daily life as well.
The parking lot is full.
7.3 Workforce-Focused
Outcomes
A. Workforce Results
(1) Workforce Capability
and Capacity What are
your current levels and
trends in key measures of
workforce capability and
capacity, including
staffing levels and
appropriate skills?
Person-directed care
environments grow out of
relationships which are
fostered through consistency
in the daily connections
between Elder and employee
care partners. One measure of
success is the ability to
maintain that consistency of
daily connections despite
challenges with illness,
departures, and vacations.
Teams of care partners need to
be empowered to identify and
address the daily changing
needs of the Elders. A measure
of success is the participation
of all care partners in growing
their team and contributing to
its success. Capable care
partners are equipped with a
variety of skills so they can
bring the best of themselves
into the Elders’ home each
day. The level of cross-training
happening is another measure
of the growing capability of
the employee care partners.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides to help
grow and sustain empowered
teams.
- The book, Journey of a
Lifetime: Leadership Pathways to
Culture Change in Long-Term
Care and the two-day training
based on it help grow formal
and informal leaders.
Principle Eight: Employee care
partners are at their best when they
have the information, knowledge,
skills/training, resources, and
support they need to be successful.
Empowered teams happen when
relationships are strong and the
team members play to the strengths
of the individuals on the team.
Principle Nine: Empowering
organizations prepare people for
their new role in a person-directed
environment enabling them to
bring their full capacity into
helping accomplish the mission and
vision of the organization.
Principle Ten: Wise leaders not
only talk about empowerment, they
live it. They build relationships and
trust with all care partners. They
ask more questions and provide
fewer and fewer answers. They
celebrate the small and large
accomplishments of individuals
and teams.
- The Path to Mastery has
Milestone steps addressing the
growth of formal and informal
leaders, blending roles,
empowerment of teams,
education and skill
development, and engaging all
care partners. There are tools
and other resources to support
organizations in accomplishing these steps.
- The Paradigm Buster Packet,
The Role of Job Descriptions &
Performance Evaluations in
Person-Directed Care is a
resource that redefines how to
describe the role of employee
care partners in a persondirected environment and how
to help them grow.
- There are Path to Mastery
Milestone tools about 360
degree feedback and growth
plan development for
employee care partners.
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides to help
grow and sustain empowered
teams.
Page 58
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
- Better communication
through Eden Alternative Path
to Mastery Guides and a
partnership with PHI
Coaching & Consulting.
(2) Workforce Climate
What are your current
levels and trends in key
measures or indicators of
your workforce climate,
including workforce
health, safety, and
security and workforce
services and benefits, as
appropriate?
In a person-directed care
environment, one of the key
measures of success in
workforce climate is that
people stay with the
organization; turnover and
absenteeism drop
dramatically. Organizations
are able to reduce and
eliminate the use of temporary
employees. Employee
satisfaction surveys are used to
provide leaders with feedback
on how employees feel about
their workplace. If
relationships are strong and
people truly care for one
another, they ensure that
safety measures are followed
and injuries on the job drop.
Maintaining security and
privacy for the Elders living in
the home means those who
work there are safe and secure
as well. Diminishing the
hierarchical structure of
managers and supervisors and
the movement into team
decision-making affords
organizations the opportunity
to increase pay and benefits
and enhance service delivery
to the Elders.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Three: When
relationships are strong and we
care for each other, we safeguard
each other’s safety. When we have
friends at work, we come to work to
spend time with them.
Principle Nine: When optimism,
trust, and generosity are high
among the employee care partners,
the environment attracts and
retains people with the heart and
skills to support the Elders.
Principle Ten: Wise leaders are
committed to creating a caring
community where everyone has the
opportunities to experience wellbeing.
- There are Path to Mastery
Milestone tools about 360
degree feedback and growth
plan development for
employee care partners.
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides to help
grow and sustain empowered
teams.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
- Eden Alternative Warmth
Surveys
- Well-Being Assessments
- The Eden Alternative
collaborates with
organizations that conduct
satisfaction surveys to weave
in the Eden Alternative
Warmth Survey items that
measure trust, generosity and
optimism.
- Comparative data from The
Eden Alternative and Pioneer
Network can help gauge the
success of improvements.
- The Eden Alternative
International Research Team
has data to support culture
change efforts.
- Path to Mastery data
collection from Eden Registry
Members provides
benchmarks with other
organizations on the Eden
Alternative journey.
Page 59
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
- Haleigh’s Almanac has ideas
team building and how to
create a family-friendly
workplace.
(3) Workforce
Engagement What are
your current levels and
trends in key measures or
indicators of workforce
engagement and
workforce satisfaction?
In a person-directed care
organization, engaged
employee care partners are a
part of daily decision-making.
They attend Learning Circles
and team meetings. They join
committees and teams. They
not only recognize problems
but strive to play a part in
finding the solutions. They are
actively engaged with the
Elders throughout the day,
building relationships and
bringing meaning to their
lives. They pay attention to
changes in the Elder’s mood or
actions so they can alert
professionals when needed.
They are growing and learning
new skills. The show up and
take part in the daily rhythm
of life. They offer their
strengths and talents to their
teams. Leaders gather
information about employee
satisfaction through surveys
and Learning Circles. Engaged
and satisfied employee care
partners become a strong
marketing tool attracting new
care partners and volunteers to
the organization.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Three: When we have
friends in our workplace, we are
engaged and are fully present for
those around us.
Principle Eight: When we are
equipped to participate effectively
in daily decision-making, we
become engaged.
Principle Nine: To be fully
engaged, we need people
surrounding us that help us grow.
- The Eden Alternative and
Pioneer Network have data
and tools that can help gauge
the success of improvements.
- The Eden Alternative
International Research Team
has data to support culture
change efforts.
- Path to Mastery data
collection from Eden Registry
Members provides
benchmarks with other
organizations on the Eden
Alternative journey.
- Eden Alternative Warmth
Surveys
Well-Being Assessments
- The Eden Alternative
collaborates with
organizations that conduct
satisfaction surveys to weave
in the Eden Alternative
Warmth Survey items that
measure trust, generosity and
optimism.
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides to help
grow and sustain empowered
teams.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
- Haleigh’s Almanac has ideas
team building and how to
create a family-friendly
workplace.
Page 60
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
(4) Workforce
Development What are
your current levels and
trends in key measures or
indicators of workforce
and leader development?
A person-directed care
organization is committed to
helping all care partners to
grow (Elders, employees and
families). They also know that
everyone needs the skills and
opportunities to lead. Leaders
must be committed to growing
other leaders. Success is
measured by the diversity of
educational offerings
happening, who is attending
them and how new knowledge
is helping individuals and
teams to grow. For example, if
new leaders are being
developed, then more people
should be stepping into a
variety of leadership roles
offered throughout the
organization. If new
knowledge is being put into
action, then everyone’s skills
and knowledge level should
be increasing, ultimately
benefitting the Elders’ lives.
Principle Ten: Wise leaders know
that they need to grow the
organization’s leadership capacity
if person-directed care changes are
going to be successful.
Leaders in person-directed
care organizations are
successful when they are wellknown to others, when they
are trusted, when they
influence others to follow
them in a positive direction,
and when they can share an
inspiring vision of the future.
Leaders need strong
communication skills for
sharing the mission, vision,
and values of the organization.
They adapt their message to fit
the different personality and
learning styles of the care
partners.
Principle Ten: Wise leaders
engage others, share decision
making, build relationships and are
effective communicators.
7.4 Leadership and
Governance Outcomes
A. Leadership,
Governance, and Societal
Responsibility Results
(1) Leadership What are
your results for key
measures or indicators of
senior leaders’
communication and
engagement with the
workforce to deploy
vision and values,
encourage two-way
communication, and
create a focus on action?
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Nine: The organization
cannot grow and adapt to change if
the individuals within it are not
equipped to cope with changing
situations. Growing people is the
core business goal.
Principle Three: Leadership is
relationship.
Principle Nine: To grow others
you have to know what they need.
Resources, Education, Tools
and Support from The Eden
Alternative
- The Path to Mastery
Milestone steps and tools are
focused on leaders growing
leaders and promoting
education throughout the
organization.
- Haleigh’s Almanac, Seed
Packets and other resources
from the Eden Alternative
provide educational tools for
all care partners.
- The book, Journey of a
Lifetime: Leadership Pathways to
Culture Change in Long-Term
Care and the two-day training
based on it help grow formal
and informal leaders.
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides to help
grow and sustain empowered
teams.
- Eden Alternative Path to
Mastery Guides and
consultants work with
organizational leaders to assist
them in developing education
and leadership development
plans.
- The book, Journey of a
Lifetime: Leadership Pathways to
Culture Change in Long-Term
Care and the two-day training
based on it help grow formal
and informal leaders.
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides to help
grow and sustain empowered
teams.
- Eden Alternative Path to
Mastery Guides work with
organizational leaders to help
them develop the skills needed
to lead change initiatives.
Page 61
Award Criteria
(Continued from
previous page)
(2) Governance What are
your key current findings
and trends in key
measures or indicators of
governance and fiscal
accountability, internal
and external, as
appropriate?
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
- The Path to Mastery
Milestone steps and tools
provide resources in mission,
vision and value development,
communication and
engagement of all care
partners.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
Principle Ten: Wise leaders
understand that those that govern
the organization need to be
prepared to challenge the status
quo and drive the organization in a
new direction. Wise leaders
understand that there are many
resources and benefits to being
closely connected to their larger
community.
- Milestones 2 through 4 in the
Path to Mastery have steps
and tools that guide an
organization through a
restructuring of their
organizational relationships
(and chart).
- There are steps in Milestones
1 through 4 of the Path to
Mastery about gaining and
maintaining the support of the
governing body along with
tools to help them grow in
their role.
- Education tools in Haleigh’s
Almanac and Seed Packets can
be used to inform those
governing the organization.
- The Eden Alternative
International Research Team
has data to support culture
change efforts.
- The Path to Mastery
Milestone 1 contains the
foundation steps that the
governing body can use to
screen, hire and prepare new
formal leaders for their role in
continuing the transformation
process.
Leaders facilitate high
involvement from all care
partners in solving problems
and developing action plans.
Decision-making cannot
remain with the formal leaders
only. Person-directed care
leaders are not satisfied with
the status quo or simply
putting out fires. They equip
people to make responsible
decisions and be proactive,
anticipating needs before they
arise. Their ability to calm the
environment during turbulent
times helps keep the doors to
communication open.
Those that govern Eldercare
organizations have an
important responsibility if
person-directed care is going
to be created and sustained.
Relationships need to be
strong between the
organization’s internal leaders
and those that serve on the
governing body. Education
needs to be provided, so they
can better understand their
role in creating and sustaining
change. Their initial support
and ongoing commitment is
critical. They must “show, not
just tell” others that they are
committed to making persondirected care a reality in the
organization. Members of the
governing body have the
political clout to access needed
resources from the larger
community, adjust budgetary
needs and bring in key leaders
that will help drive change
forward.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Eight: While internal
leaders are empowering within the
organization, they too need to be
empowered by those that govern
from outside the organization.
Principle Three: When
relationships are strong within and
outside those that govern feel
comfortable joining in the rhythm
of daily life.
Page 62
Award Criteria
Connection to PersonCentered/Directed Care
(Continued from
previous page)
Measures of success would
include how often members of
the governing body are
involved with daily life in the
organization, their
identification of additional
funding sources, their
creativity in bringing new
ideas to life and their ability to
empower internal leaders to be
successful in engaging others
in the organization.
(3) Law, Regulation, and
Accreditation What are
your results for key
measures or indicators of
achieving and surpassing
legal, regulatory, and
accreditation
requirements?
Person-directed care
environments are constantly
stretching themselves to
exceed expectations and
regulatory requirements. They
can measure their success
through the results of MDS
interviews and QIS surveys.
When relationships are strong
and those closest to the Elders
are empowered to resolve
issues as they arise, far fewer
complaints are taken to those
who regulate and monitor the
organization.
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
- Eden Alternative Path to
Mastery Guides and
consultants support leaders
inside and outside the
organization in their culture
change efforts.
Principle Ten: Wise leaders grow
leadership capacity throughout the
organization, sharing authority
and responsibility for meeting
Elders needs as they arise.
Principle Eight: Wise leaders
equip care partners to understand
the regulatory, legal and
accreditation standards that must
be met in order for the organization
to remain healthy.
- The book, Journey of a
Lifetime: Leadership Pathways to
Culture Change in Long-Term
Care and the two-day training
based on it help grow leaders.
- The Eden Alternative Journey:
Impacting the MDS 3.0 and the
QIS Process paper.
- 2009 Quality of Life
Guidance and the Eden
Alternative Principles paper.
Principle Three: Healthy
relationships among all care
partners foster a climate of trust,
patience and forgiveness.
Principle Nine: An organization
focused on growth is never satisfied
with meeting minimum standards.
They are constantly seeking to
exceed expectations.
(4) Ethics What are your
results for key measures
or indicators of ethical
behavior and of
stakeholder trust in your
organization’s senior
leaders and governance?
What are your key
measures or indicators for
ethical behavior?
Creating a person-directed
care organization takes a
commitment to strong ethics
among organizational leaders.
Leaders must honor the person
first in all that they do and all
decisions they make. Leaders
must commit through word
and action to keeping
decisions close to the Elders.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Principle Ten: Leadership steps
up to create systems, and use
language in explaining those
systems, that holds people to a
higher accountability with their
behaviors.
- Eden Alternative educational
offerings teach skills in
developing a code of ethics for
teams and the organization
and how to ensure they
remain active and alive for
people.
Page 63
Award Criteria
(Continued from
previous page)
Connection to PersonCentered/Directed Care
The establishment of a strong
organizational code of ethics,
mission, vision, and values is
more than just a task to
accomplish. These documents
must be in front of leaders
(formal and informal)
throughout the organization
daily, guiding their behaviors
and decisions. Person-directed
care organizations weave
powerful words throughout
their policies, procedures,
education, and evaluation
tools to create a clear message
for all care partners to act
ethically in all they do. The
consequences of being
unethical are fully understood
in terms of the impact that
behavior has on the Elders as
well as their peers. Leaders
align the systems that follow
people from the time they
enter the organization through
the evaluation of their work,
so that they drive ethical
behavior.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Eden Alternative’s PrincipleBased Foundation for Success
Principle Two: Create a Human
Habitat where people understand
their higher accountability to one
another.
Principle Seven: Leaders have a
strong understanding of helping
other people to grow by insuring
they fully understand the code of
ethics for the organization.
Resources, Education, Tools
and Support from The Eden
Alternative
This includes Certified Eden
Associate Training, Leadership
Pathways to Culture Change and
GROWTH: Six Steps to
Implementing Change.
- Additional resources are
found in Haleigh’s Almanac.
- Communication education
offered through Eden
Alternative Path to Mastery
Guides and a partnership with
PHI Coaching & Consulting
Services.
- Creating an ethical culture is
related to the development of
mission, vision, and values
statements. Eden Alternative
educational offerings, Haleigh’s
Almanac and the Path to
Mastery have resources to
guide leaders in developing
these statements.
- Tools that can help assess
ethical behavior in the
organization include the Eden
Alternative Warmth Surveys,
satisfaction surveys and MDS
interview data. If the scores
are low, The Eden Alternative
has tools and resources to
identify areas for
improvement.
- Conflict resolution skills are
taught during Certified Eden
Associate Training and
Leadership Pathways to Culture
Change.
- The Path to Mastery
Milestones 1 and 2 contain
steps and tools to aid in
mission and vision
development, conflict
resolution and code of ethics
development.
Page 64
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
- Eden Alternative
Neighborhood Guides
transform leaders and
managers into Guides to help
grow and sustain ethical
behavior within teams.
- Reframing Dementia, a 1-day
training, focuses on how to
establish relationships and be
appropriate in caring for those
living with dementia.
An organization that embraces
person-directed care becomes
a beacon of hope in their
community, raising the level of
expectations for future
consumers. The Elders living
in long-term care settings
should remain deeply
connected to the larger
community that surround
them through volunteerism
and hospitality. The
organization should strive to
create events that strengthen
the quality of life for those in
the home and the larger
community. When those
within the organization are
experiencing well-being, they
also go home and improve the
well-being of their larger
community.
Principle Ten: Wise leaders
understand that there are many
resources and benefits to being
closely connected to their larger
community. They strive to keep
their parking lots full and have the
Elders maintain community
relationships. As they improve the
well-being of those who live and
work in the home, they are also
improving the well-being of the
larger community.
- The Path to Mastery
Milestone steps and tools
address the connections
between the larger
community, the Elders and the
organization.
- Education tools in Haleigh’s
Almanac and Seed Packets can
be used to inform the larger
community about The Eden
Alternative.
- Haleigh’s Almanac contains
ideas on how to create a
coalition of support for
organizations implementing
The Eden Alternative.
(Continued from
previous page)
(5) Society What are your
results for key measures
or indicators of your
organization’s fulfillment
of its societal
responsibilities, your
organization’s support of
its key communities, and
its contributions to
community health?
Principle Three: Relationship
building skills developed as a part
of the person-directed care journey
are carried out into the community
strengthening relationships there
as well.
Principle Six: Elders have strong
community ties when they enter a
long-term organization and those
relationships do not end once they
move in.
Principle Four: All care partners
need a balance of care giving and
receiving in their lives. By
including the larger community in
your journey, those opportunities
expand greatly.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Page 65
Award Criteria
Connection to PersonCentered/Directed Care
Eden Alternative’s PrincipleBased Foundation for Success
7.5 Financial and Market
Outcomes
A. Financial and Market
Results
(1) Financial Performance
What are your current
levels and trends in key
measures or indicators of
financial performance,
including aggregate
measures of financial
return, financial viability,
or budgetary
performance, as
appropriate?
Organizations implementing
person-directed care need to
measure their success. There
will be doubters who will need
to see data in order to believe
this approach really makes a
difference. Research and
anecdotal data has shown that
deep transformation with
person-directed care leads to:
- Lower turnover of employees
- Increased census
- A waiting list of employees
and Elders
- Reduced absenteeism
- An environment that “feels”
different to visitors
Principle Ten: Wise leaders know
that there will be those who
embrace person-directed care
because it speaks to their own
values and emotions. There will
also be those who need to be shown
data that demonstrates the value of
person-directed care. This is
especially true for those
stakeholders that provide access to
needed resources. Collecting,
monitoring, benchmarking, and
sharing data are important steps
for leaders to take.
As these important measures
improve, so does the
organization’s financial wellbeing, creating resources that
enable innovation to grow.
(2) Marketplace
Performance What are
your current levels and
trends in key measures or
indicators of marketplace
performance, including
market share or position,
market and market share
growth, and new markets
entered, as appropriate?
Person-directed care
organizations want to tell the
world about how and why
they are different. They weave
culture change language into
their brochures,
advertisements and website.
Culture change education is
often included as a part of
introductory tours. Teams
from the organization are often
out in the community
speaking and listening to
people who may be future
customers of their services. An
organization can measure their
marketplace success through
the number of tours requested,
the number of hits on their
website, the number of Elders
waiting to move in and the
number of employees waiting
to work there.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Resources, Education, Tools
and Support from The Eden
Alternative
- Comparative data from The
Eden Alternative and Pioneer
Network can help gauge the
success of improvements.
- The Eden Alternative
International Research Team
has data to support culture
change efforts.
- Path to Mastery data
collection from Eden Registry
Members provides
benchmarks with other
organizations on the Eden
Alternative journey.
Principle Two: When we focus on
creating home, sometimes the
things that truly matter do become
measurable in ways that could not
be imagined before.
Principle Seven: Measurements
have to move beyond treatment and
include measures that reflect
genuine human caring.
Principle Two: Home is where
the needs of the individual are
heard and honored. The closer an
organization gets to creating home
for everyone, the more comfortable
the external community becomes in
sharing their ideas of what else can
be done to be even more successful.
Principle Six: Filling life with
meaning includes understanding
the needs of current and future
Elders and bringing in the external
resources needed to meet those
needs.
Principle Eight: Organizations
are empowered when they have a
pulse on what potential customers
are looking for in their care
environments.
- Tools in the Path to Mastery
Milestones address the use of
Learning Circles to bring forth
the voice of the Elders.
- Haleigh’s Almanac has
outlines of presentations and
exercises that can be used to
educate the community. There
are resources related to
reaching out and getting
community involvement in the
journey in Haleigh’s Almanac,
The Path to Mastery and the
Eden Alternative website.
- Consumers (Elders) receive
free invitations to attend all
Eden Alternative trainings.
- Eden Registry status affords
organizations the opportunity
to partner with the Eden
Alternative in marketing their
organization to consumers.
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Award Criteria
(Continued from
previous page)
Connection to PersonCentered/Directed Care
The opportunities to enter into
new service areas should be
measured against the
organization’s mission, vision,
and values. Leaders should
ensure that new ventures
further the organization’s
ability to develop persondirected care and not slow it
down.
Eden Alternative’s PrincipleBased Foundation for Success
Resources, Education, Tools
and Support from The Eden
Alternative
Principle Three: Reaching
outside the organization and
building relationships can help
identify what others are doing in
related fields and spur new ideas.
To learn more about Eden Alternative Educational Offerings referenced in this document, click here.
To learn more about public resources from The Eden Alternative referenced in this document, click here.
The Eden Alternative® 2012 www.edenalt.org (585) 461-3951
2012 ACHA Quality Symposium Presentation
Page 67