For long-term-care providers, changing the culture in nursing homes can also mean changing an operation's bottom line.
While the term “culture change” is hardly new for the skilled-nursing industry—it began as a grass-roots movement in the U.S. about 15 years ago—it has gained traction lately as studies have shown both qualitative and quantitative results, and the CMS incorporated culture-change concepts when it enhanced guidelines for surveyors of nursing facilities this summer.
Culture change, it seems, not only addresses quality and workforce issues, but it can also improve occupancy rates, operational costs and competitive position in the marketplace—all of which can improve a facility's bottom line.