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Culture Change in Action
Culture Change in Action
Beverly
Healthcare
A subsidiary of Beverly Enterprises, Beverly Healthcare runs 452 nursing
homes and 29 assisted living centers in 26 states and the District of Columbia
based on a team-centered approach to caregiving to design the resident’s
own treatment plan.
Eden Alternative
The Eden Alternative is a not-for-profit organization whose mission is
to improve the well-being of elders and those who care for them by transforming
the communities in which they live and work. Eden Alternative was founded
by Bill and Judy Thomas, who are considered some of the leading advocates
on culture change.
Pioneer
Network
Coiners of the term “culture change,” the Pioneer Network
consists of elders, family members, administrators, nurses, certified
nursing assistants, resident assistants, physicians, social workers, educators,
researchers, ombudsmen, advocates, regulators and architects who advocate
and facilitate deep system change and transformation in the culture of
aging.
Tealwood Care
Centers
Formed in January 1989 as a long term care, for-profit company, Tealwood
Care Centers, Inc. is dedicated to serving the needs of skilled nursing
facility residents. With more than 20 nursing homes and nursing facilities
in four states, Tealwood is committed to meeting the physical, psychological,
sociological and spiritual needs that are unique and vital to the elderly.
Meadowlark
Hills
Meadowlark Hills is a pioneer in changing the culture of senior living
by changing the architecture, staffing, and systems and adding resident
directed care and services. Meadowlark is helping to lead this development
of the health care household or neighborhood model. Meadowlark Hills has
partnered with www.culturechangenow.com
to share ideas for the future of retirement living.
Quality
Partners of Rhode Island’s Special Study on Culture Change
Quality
Partners of Rhode Island, the Rhode Island QIO, is conducting a special
study to develop and test two closely related change packages, each targeted
to homes at different levels of readiness and capacity to pursue the change
to a resident-centered culture model.
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