This course is approved by the North Carolina Department of Health and Human Services Division of Facility Services - Group Care Licensure Section (NC-DHHS)
Program Sponsor ID #032316; Approval # . This activity is approved for 1.00 contact hours.
Relias, LLC is approved by the California Department of Social Services as a Continuing Education Training Program Vendor to provide Continuing Education training courses to administrators of residential care facilities for the elderly.
Vendor/Provider # 2000224-740-2;
Approval # 224-0142-32671.
This activity is approved by the California Department of Social Services for 1.00 contact hours.
Relias Learning, LLC is approved as a Curriculum Developer by the Washington State Department of Social and Health Services. This activity is approved for 1.00 contact hours for all WA State Direct Care Workers. Training Provider Code: WA0624. CE Approval Code: CO1933640
This course is approved as continuing education by the Oregon Department of Human Services in accordance with state regulation 411-057-0140 for Assisted Living Administrators, Residential Care facility Administrators and Memory Care Communities within the State of Oregon. This activity is approved by Oregon Department of Human Services for 1.00 contact hours.
This educational offering has been reviewed by the National Continuing Education Review Service (NCERS) of the National Association of Long Term Care Administrator Boards (NAB) and approved for 1.00 clock hours. If you have any feedback regarding the NAB approved continuing education programs, send your email to the following address: [email protected]
Hour One Module 1 I. Introduction a. Organization of course b. Two modules c. Learning engagement activities II. Being a Leader a. People are important b. What is required of leadership i. Compassionate perspective – high degree of interaction with residents ii. Honesty, connection and appreciation iii. Leaders at all levels iv. Learning engagement activity – multiple choice question III. Staffing a. Right number of staff i. Profit margins ii. Meet the needs of residents b. Many staffing models i. Informal approach, resident acuity, staff ratios c. Universal worker, direct care provider i. Flexibility ii. Continuity d. Departments i. Titles and roles ii. Flow chart a. Management b. Resident Care 1. Nursing, direct care, activities 2. Sales and marketing i. Outreach c. Food Service 1. Chefs, cooks, wait staff d. Business Office 1. Human resources 2. Billing and accounting 3. Specialized roles v. shared responsibilities 4. Learning engagement activity – Matching question e. Importance of staffing f. Recruiting i. Find the right people for the job a. Create a winning team b. Hire managers first 1. involve them in selection process ii. Job Descriptions a. What they contain 1. Essential functions 2. Important relationships 3. Qualifications – Knowledge, skills and abilities 4. Special demands 5. Salary range b. Good business practices 1. Avoid liability – anti-discriminatory practices 2. Application of regulatory and compliance issues a. The Civil Rights Act of 1964, 1991 3. The American with Disabilities Act g. Factors affecting the supply and quality of workers ii. Shortage of workers available to meet the needs of older adults iii. Wages, benefits iv. Workplace culture a. Meet the needs of available workers b. Offer career opportunities c. Practice cultural sensitivity h. Job Seekers i. Five generations a. Silent Generation 1. Retired b. Baby Boomers 1. Reaching retirement age, many still working 2. Vietnam War & the American Dream c. Generation X 1. Latch key kids, divorced and single parents 2. US losing its position as most powerful 3. First generation not to do as well financially as parents d. Millennials 1. Children of Boomers 2. Economic factors have been difficult for Millennials 3. Highly educated 4. Looking for growth, flexibility, friends and fun e. Generation Z 1. Growing up and emerging into the workforce 2. Eco-conscious, gay marriage, legalization of marijuana 3. Adept at digital media and devices i. Matching recruitment efforts to the generation and times i. Social recruiting ii. Traditional marketing/media iii. Partnering and Employee referrals iv. Take your time to select the right candidates v. Learning Engagement Activity a. three fill in the blank questions b. stretch and rest Module 2 j. Interviews i. Prepare for the interview a. Job description b. Interview questions c. Review resumes ii. Interviewing tips a. Put the person at ease b. Normal business attire c. Keep questions job related d. Follow-up after the interview k. Making the employment offer i. Job offer letter a. What it contains b. At-Will provision c. Signed and returned, kept in employee personnel file d. Learning Engagement Activity – Multiple choice question IV. Employee agreements or contracts a. Types of contracts i. Non disclosure ii. Non compete iii. Employee education iv. Contract language cautions V. Determining Compensation a. Fair and equitable b. Similar pay for similar jobs c. Competitive d. Regulatory considerations i. Fair Labor Standards Act ii. Equal Pay Act of 1983 e. Learning Engagement Activity – Multiple choice question VI. Employee Orientation and Training a. How to conduct b. What should be included VII. Employee Handbook a. Communication tool i. Source of information ii. Communicates expectations b. Employer protections i. At Will provisions ii. Disciplinary policies VIII. Employee Retention a. Getting off to a good start i. New employee orientation and training a. Mentoring b. Safe workplace i. Workplace illness and injuries ii. Occupational Safety and Health Act iii. Employee engagement activity – true false and multiple choice questions c. Rationale for employee retention d. Retention strategies i. Supervisor’s role ii. Workplace friendships iii. Advancement opportunities iv. Recognition v. Respect in the workplace a. Disrespectful behavior b. Bullying c. Impact e. Turnover f. Learning Engagement Activity – multiple choice question IX. Probationary Periods X. Performance Review a. Annual v. unscheduled b. What it should contain i. Fair and balanced assessment ii. No surprises c. Documentation XI. Employee Discipline a. Assist the employee in improvement b. Fair process c. Progressive discipline i. Verbal counsel ii. Written warning or reprimand iii. Suspension or Termination d. Learning Engagement Activity – Multiple choice question XII. Termination a. Involuntary i. Cause for immediate termination a. Examples of issues b. List in employee handbook c. Always use thoughtful process b. Voluntary i. Exit survey ii. Exit interview a. Interview Questions c. Learning Engagement Activity – Multiple choice question XIII. Employee Records a. Types of records i. Personnel file ii. Payroll file iii. Medical file iv. I-9 file b. Keep secure i. Locked cabinet ii. Locked room iii. Restricted access c. Employee Engagement Activity – Multiple choice question XIV. Course summary
Catherine Zimmerman is a licensed independent clinical social worker who has a private practice providing counseling services to people of all ages and all stages of their lives. She is a freelance healthcare writer and speaker specializing in mental health, ethics, hospice and palliative care, gerontological topics, substance misuse, caregiving, stress and trauma. Zimmerman received her master's degree from Portland State University thirty years ago and is certified in clinical social work-Gerontology. Zimmerman supervises and mentors therapists seeking licensure in Oregon or Washington states. She is the current President of the Washington chapter of the National Association of Social Workers and has provided public presentations on over twenty topics and has numerous published works. Disclosure: Catherine Zimmerman, LICSW, ACHP-SW, CSW-G has declared that no conflict of interest, Relevant Financial Relationship or Relevant Non-Financial Relationship exists.Instructor: Cynthia McDaniel, MSN, RN
Cynthia McDaniel MSN RN, is a nurse and administrative consultant in long term care. She is the CEO of ElderWise Inc, a senior living consulting and education group. Cynthia has worked as a nurse consultant for the States of Oregon and Washington, a geriatric care manager, a regional director of clinical operations for a senior living company, and an assistant professor at Oregon Health & Science University School of Nursing. Her research in assisted living focused on the characteristics of residents in assisted living communities and the role of the nurse in assisted living. Cynthia holds a Master's of Science in Nursing from Gonzaga University in nursing education. She is a Fellow of the Sigma Theta Tau/John A. Hartford Foundation Geriatric Nursing Leadership Academy. Disclosure: Cynthia McDaniel, MSN, RN has declared that no conflict of interest, Relevant Financial Relationship or Relevant Non-Financial Relationship exists.