Bethany Center Senior Housing is committed to Quality First
Bethany Center Senior Housing will receive the California Association of Homes and Services for the Aging (CAHSA) “Quality First Award 2005” at their 2005 Annual Meeting in San Jose, California, in May 2005 for our “Corporate Compliance Program.”

Jerry W. Brown, RHPF, Executive Director of Bethany Center says: “Bethany Center’s Board of Directors was one of the first participants in Quality First in the nation. We are very proud to make this commitment to our residents and San Francisco aging adults.”

Quality Service

moving forward, together
American Association of Homes & Services for the Aging’s (AAHSA) Quality First is a philosophy of quality and a framework for earning public trust in aging services. Quality First reinforces the commitment of AAHSA members to maximize quality of care and quality of life for older adults. AAHSA Quality First represents a covenant between aging service providers—and consumers and government—to improve our field and its image by demonstrating outcomes that enhance quality and consumer satisfaction.

By signing the covenant, Bethany Center indicates its willingness to participate in and, where needed, help identify and/or develop demonstrable measures of quality. It is also a public commitment to continually reevaluate and improve in areas where progress is possible. AAHSA has made a number of recommendations to policymakers for a wide range of initiatives to support Quality First’s 10 Elements of Quality.

Quality First’s 10 Elements of Quality

1. Commitment—By signing the covenant, Bethany Center indicates our ongoing commitment to maximize resident quality of life through housing programs and services and to assure that operations meet or exceed government defined standards for quality. As with other aging services providers in the continuum, we are committed to creating an environment in which consumers feel confident that they are receiving the highest quality of housing programs and/or services they deserve.

2. Governance Accountability—Federal and state governments have an obligation to ensure adequate funding to support affordable housing and services, as well as to seek accountability from providers for responsible stewardship of the public funds they receive. As such we will routinely disclose and/or make available on request information regarding (HUD) physical inspection scores, financial submissions, management reviews, etc., and we have a corporate compliance program.

3. Leading-Edge Care and Services—Despite lack of targeted funding for and numerous barriers to the integration of low-income housing with health and supportive services, we are committed to helping residents to age with choices by linking residents to a wide-range of voluntary and fee-for-service supportive services, in-house and/or through referral to outside service providers. Our Well Elder Program provides a Services Coordinator and a Health Educator who perform this function, though the entire front-line team has an important role in identifying and recognizing both service needs and opportunities. We also recognize the potential for technological innovation to revolutionize the provision of aging services and, where possible, work collaboratively with technology providers to develop and implement technology-based models and practices, including involvement in AAHSA’s technology initiative known as CAST.

4. Community Involvement—We welcome and actively support volunteer involvement in our programs and services. Residents are encouraged to volunteer their services to the internal and external community. To enhance public awareness of and support for individual properties and help raise awareness of the importance of affordable housing in general, we are pro-active in relationship-building with the external community as well.

5. Continuous Quality Improvement—In order to improve the quality, efficiencies and effectiveness of affordable housing communities, we will regularly assess our values statements, policies, and long-range planning. We demonstrate our commitment to ensuring the quality and future success of our affordable housing community by increasingly adopting recognized CQI methods including development/implementation of an integrated strategic plan, proactive involvement in recruitment and retention programs, and regular survey/input of resident satisfaction. We encourage staff at all levels to recommend improvements to enhance the quality of programs and services throughout the organization.

6. Human Resources Development—Because resources are limited, we are committed to the development of creative approaches to recruitment and retention of staff and proactively communicating the value and importance of the work of our employees. We recognize that quality-work environments foster better performance and improved longevity of quality employees, resulting in better housing for residents.

7. Consumer-Friendly Information—Because access to a federally-subsidized affordable housing program is confusing to consumers, their families and caregivers, we are committed to clearly communicating eligibility, tenant-selection policies and application processes of their individual facilities.

8. Consumer Participation—We work to create an informed and engaged consumer network of residents, family members, older people, and consumers at large. We recognize that our society’s elders have an enduring value to family and community and encourage residents to become active participants in our affordable housing community through the development of and/or participation in our independent resident council and special programming.

9. Research Findings and Education—We are intensely interested in promoting effective models of housing and services, however evidence-based research in this area is severely lacking. As such, we will actively engage in partnerships and collaborations with others (including fellow providers, researchers, consumer groups, associations, etc.) to develop and study new service/care models and/or practices.

10. Public Trust and Consumer Confidence—We are committed to seeing that older citizens are provided with a healthy, affordable, ethical aging-services system that instills trust and confidence. Openness of policies, transparency, and accountability in financing and operations, along with increased attention to efforts to make the public aware of the existence and value of the programs and services in existence and new innovations are ways we hope will help the nation achieve this goal.

To learn more about AAHSA’s Quality First program visit www.aahsa.org/qualityfirst

Quality Service Checklist for Aging Service Providers
(Adapted for Bethany Center 3/01/05 by Jerry W. Brown, RHPF)

Commitment

1) The chair of our board and our Executive Director have signed the Quality First Covenant.

2) We have made it known to staff, residents, and/or clients that we have signed the Covenant and the importance of this to our organization.

3) Copies of the Covenant have been proudly posted in conspicuous places in the facility.

Governance Accountability

1) We have developed and adhere to a code of ethics.

• a)That code of ethics has been applied to the operations of all departments by means of a comprehensive ethical review of all departmental and organizational policies.
• b) Our code of ethics has been introduced to all staff through staff meetings, by publishing it in our staff handbook, by posting it in staff areas, and by introducing new employees to it during orientation.
• c) Our code of ethics is applied critically, at the management and board levels, to all substantive changes to the organization’s services, policies, or structure.

2) We have a corporate compliance program in place to ensure that we consistently adhere to allapplicable local, state, and federal laws and regulations.

• a) We have designated one management employee as a “corporate compliance officer” charged with coordinating our adherence to all laws and regulations, and documenting it.
• b) Our corporate compliance officer holds compliance workshops at least once per year for all staff (attendance is mandatory for all staff at the management level).
• c) Our corporate compliance officer holds compliance workshops at least once per year for all trustees.

3) We have adopted an integrated strategic planning process to ensure our future success.

• a) We have hired outside consultants to come in and facilitate our strategic planning; or
• b) We have developed our own strategic planning model that “maps” all the significant factors necessary for successfully meeting our vision and mission.

4) We have adopted policies and implemented practices to ensure that our board of directors/trustees operates in a manner consistent with its legal and ethical obligations.

• a) We provide education and training for board members in their duties and responsibilities, including orientation for new board members.
• b) We have established, monitor, and enforce performance criteria for board members.
• c) Our board members understand their role and participate meaningfully (e.g., they are prepared for meetings, they participate in discussions, and they support decisions made by the board even if they disagree).
• d) We have a conflicts of interest policy to avoid even the appearance of impropriety
• e) We follow IRS recommendations for setting and reviewing executive compensation (e.g., compensation committee, identification of disqualified persons, etc.).

Leading-Edge Care and Services

1) We have scheduled, or have already performed internal reviews of our current service/care models and/or practices, and have documented those reviews, as a way of assessing the quality of the care and services we provide. We have created written organizational policies that mandate periodical re-examinations of those models and policies in the future.

2) To help in developing, seeking out, studying and using new, innovative service/care models, and/or practices, we:

• a) Send representatives to both state and national professional meetings with the goal of improving the quality of our care and services;
• b) Subscribe to professional journals and magazines and access web-based resources on leading-edge practices, and require all management staff to review them;
• c) Have designated at least one upper management employee, or one trustee, to actively participate in the work of state and/or national professional associations.
• d) We have a process by which staff members who participate in conferences and trainings share the information they gain with others in the organization.

3) We proactively share our innovative/”leading-edge” best practices knowledge:

• a) With all appropriate internal stakeholders (including board members, management staff, frontline/ staff, volunteers, consumers, etc.);
• b) With external stakeholders (including peer provider organizations, aging services researchers, consumer groups, policy makers, associations, etc.).

4) We actively engage in partnerships/collaborations with others (including fellow providers, researchers, consumer groups, associations, etc.) to develop and study new service/care models and/or practices to improve the quality of aging services and care.

5) We have an aging services technologies component to our strategic plan:

• a) That shows how technology can improve services to our clients;
• b) That includes the designation of a staff person to monitor and research how new technologies will impact the delivery of care and service to our clients.

Community Involvement

1) We welcome and actively support volunteer involvement in our organization:

• a) We have at least one staff person responsible for recruiting, scheduling, and coordinating volunteer activities;
• b) We hold an annual event to honor and celebrate our volunteers.

2) We have social accountability programs—programs that benefit the local community —thus continuing a tradition that both enhances the quality of life of individuals we serve as well as the local community:

• a) We sponsor or cosponsor at least one activity to improve the quality of life of the elderly in the local community;
• b) We sponsor or cosponsor at least one activity to improve the health of older adults in the local community;
• c) We sponsor or cosponsor at least one activity to improve accessibility to needed services to older adults in the local community;
• dl) We sponsor or cosponsor at least one activity to contain the cost of care and services to older adults in the local community.

3) We demonstrate leadership by serving as a catalyst, convener, facilitator, and sustainer of community efforts:

• a) We coordinate, on the organizational level, with other area organizations to perform and promote community-betterment activities;
• b) We encourage and assist our residents and clients, as needed, in their own activities in the local community;
• c) Our personnel policies include paid leave time to allow staff to volunteer for their community-betterment activities;
• d) We are active in civic organizations;
• e) We attempt to secure funds to meet the needs of our residents/clients and older adults in the local community.

4) We produce a “social accountability report” each year to document our social accountability activities, for the benefit of all internal and external audiences.

5) We are actively involved and keep abreast of public policy issues important to our organization and the people we serve:

• a) When important issues are under consideration at the local, state or federal level, we regularly contact appropriate policy makers to inform them of our views, give them our recommendations and, where feasible, to offer our expertise;
• b) We allow and encourage our staff, board, residents and families to be actively involved as well, and we provide them with information about current issues and how they can get involved;
• c) We look ahead to our scheduled events and make plans to invite policymakers to attend and participate in our activities;

Continuous Quality Improvement

1) We go beyond ensuring that minimum standards are met to focus on how we can continually do better:

• a) We regularly collect and analyze a wide range of data to evaluate the quality of services we are providing and identify opportunities for improvement;
• b) We involve staff at all levels from across the organization in interdisciplinary teams that problem-solve and develop action plans for areas needing improvement. The membership of these teams is based on expertise and to ensure participation of staff, and diversity of opinions;
• c) We track progress toward quality improvement goals at least once every quarter, and the results of that analysis are documented and shared with all staff;
• d) We have ongoing procedure(s) in place to plan, assess and handle potential risks including safety and errors.

 

Human-Resources Development

1) Our human-resources plan and policies are grounded in our belief that a quality staff is critical to our ability to deliver quality care and services:

• a) We regularly offer training opportunities to staff at all levels of the organization, and include incentives to participate, such as time with pay to attend training, opportunities for job enhancement and/or enrichment, increased pay, promotions, and other benefits.
• b) We regularly assess staff satisfaction.
• c) We intentionally recruit staff that possess the skills, knowledge, and abilities that will enhance the values and culture of our organization.
• d) We acknowledge, reward and celebrate our successes organization-wide, with at least one annual celebratory/awards event and an ongoing employee recognition program.

2) We operate within federal and state laws and regulations:

• a) We provide equal employment and advancement opportunities to all qualified individuals.
• b) We make reasonable accommodations.
• e) We provide opportunities and processes for all employees to voice concerns about our workplace.

3) We strive to ensure that our staff reflects the diversity of our local community and the people we serve.

4) We seek to link rewards to excellence in our compensation and performance management systems.

5) We conduct an annual review of our wages and benefits on a regularly recurring basis, striving for market competitiveness.

Consumer-Friendly Information

1) We make available, in writing, an understandable explanation of our organization’s features, amenities, management, and policies, along with complete emergency and non-emergency contact information. These documents are given to all residents and the family (at their request).

2) We make available, in writing, an understandable explanation of the rates we charge and what those rates do and do not include.

3) Because many prospective residents and clients (and/or their family members) lack a clear understanding of aging services and long-term care financing, we provide basic factual information about Medicare and Medicaid coverage, and/or housing assistance programs, and maintain a list of appropriate resources (periodicals, Web sites, etc.), to help clients and their families learn more.

4) In affordable housing, where waiting lists are lengthy, we facilitate access to information about affordable housing in general and, where possible, provide information on other affordable housing options in the surrounding area.

5) We provide information to assure access to services for eligible persons with limited English proficiency.

6) We provide information about consumer satisfaction with our services to potential and current clients.

7) We have a Web site that provides useful, complete information about our organization, its mission and services, that we keep up-to-date and that is easy to use.

8) We periodically convene a committee of residents/clients and/or their family members, charged with reviewing all of our printed and electronic publications for clarity, accuracy, and completeness. The conclusions of this committee are then incorporated into our annual revisions of our printed and electronic profile.

Consumer Participation

1) We have written policies and practices that make it easy for consumers to communicate with our staff, management and board. Conflicts and communication problems are dealt with promptly.

2) We have an active resident council that has clear lines of communication to staff and management.

3) We gauge consumer satisfaction and identify opportunities for improvement through periodic surveys or other organized means such as regular meetings with consumers, focus groups, etc.

4)We continually encourage our residents’ and clients’ family members to be active parts of our community by visiting, volunteering, and communicating regularly with staff and management:

• a) For each resident or client, we designate one staff member to be responsible for contacting the immediate family at least once per year if the resident authorizes us to work with family, to “check in” regarding quality of services and satisfaction, and to be responsible for answering any questions/complaints, the families may have.
• b) We have a policy that specifies the role of family members in decision-making concerning the care and services provided to our residents/clients.

Research Findings and Education

1) Our board, management, and staff stay current on research findings and evidence-based best practices in the aging services field to identify practices and innovations that are most applicable to us:

• a) We subscribe to professional journals and magazines, and require all management staff to review them;
• b) We send representatives to both state and national professional meetings with the goal of staying up-to-date with the latest research and best practices in our field.

2) We actively engage in partnerships/collaborations with others (including fellow providers, researchers, consumer groups, associations, etc.) to develop and study new service/care models and/or practices.

Public Trust and Consumer Confidence

1) We have a strategy to “tell our story” about the quality of care and quality of life that is provided by our organization to the media; the public at large; our residents and clients; AAHSA and our state association; and our elected representatives on an ongoing basis.

2) We have designated at least one “official spokesperson” for our organization among management to promote awareness of our organization’s programs and/or services through local print, broadcast and electronic media.

3) We maintain a policy of openness and honesty. With respect to negative events and negative media coverage of our organization or the aging services field as a whole, we have designated “official spokespersons” among management staff