Page 15 - TalkingCareMagazine_Online Issue4
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  The Wellbeing Team
Mandy is the head of the Wellbeing team, a role that is on the same level as the senior team, and Eden House demen a champion. Mandy has a completely natural, ins nc ve and beau ful way of engaging residents who are living with demen a.
Residents love her, and her colleagues rely on her
knowledge and exper se to do their jobs to the best of their ability.
For all Mandy's talents, her self­esteem and confidence have historically been low. A er spending 6 months mentoring with me, including working through my own demen a training materials, Mandy has blossomed into a
strong resident advocate, leader of staff, and an invaluable crea ve influence in the care home. She has the confidence to deliver training to her peers, input into care planning, and runs shi s very much in
her senior colleagues.
  partnership with Case
Study: 1
       George’s Story*
George*, moved to Eden House from another service that were struggling to meet his needs as George's demen a progressed. When George moved to Eden House he was a very ac ve gentleman, and staff hadn't previously supported someone who enjoyed walking so much.
Sadly George had a fall and broke his hip fairly soon a er moving to Eden House, but with George's enthusiasm and the commitment from staff, George regained his mobility. Over  me George's communica on abili es diminished, but through spending  me with George,
listening to him, responding and reflec ng, staff formed a really meaningful bond with George that undoubtedly transformed his quality of life.
(*name
  changed to Case
protect iden ty)
Study: 2
   including a fantastic volunteer network. Unsurprisingly, they have been positive about the commitment the management have shown towards improvement, not just by engaging me, but the array of external professionals who are involved in different areas of care home life, including leadership and palliative care experts.
Positives for staff
As in all care homes, the retention of staff who are vital to the delivery of continued improvement is absolutely key. These staff members have been given one­to­one mentoring time with me to develop their skills, and the feedback I have had from staff is appreciative of the intensive and personalised input that they have received.
Mindful that many other providers would never offer such tailored development of their practice, this commitment to staff development will hopefully ensure that Eden House retains the impressive staff team it has amassed in what is a very competitive employment market.
What about the outside world?
Eden House is already CQC rated 'Good', and will likely have their next routine
inspection this year. The focus of all of the work we've done is certainly not with a particular CQC rating in mind, but I believe that the feedback from the next inspection, whenever it happens, will be positive.
The future
Commitment to change isn't easy. Apart from the budgetary considerations, the dedication within a staff team has to be ever­present. The positives, however, are there for all to see: Staff want to come to work because they know they are making a difference, and when they hit those inevitable bumps in the road, they have an external, independent professional to discuss problems with who will help them find a way through those difficulties for the benefit of everyone involved.
In my work you always have to have an eye on the future, and when I am no longer visiting Eden House as regularly as I do now (twice a month), staff need to continue to improve their practice, learn and develop. Vital to this is the management’s continued commitment to improvement and embedding the practice I have disseminated, which is impressively steadfast. On a practical level, the
Wellbeing training, the mentoring and associated materials give the frontline team plenty of reference points, and in all that I ask of staff, putting the people receiving their care and support first underpins everything.
Unsurprisingly, given my personal experiences with my dad, I am a firm believer that if every staff member has a feeling in their own psyche for what each resident needs and wants, resident care improves. For me, academic study, for all the qualities it has, never embeds in the same way that aligning with personal experience does. Most importantly of all, rather than giving formulas to create outcomes, staff learn to react instinctively, in the moment, and with a human touch that is sometimes missing in health and social care.
That, for me, is at the heart of real and sustainable improvement.
Beth Bri on
Email: beth@bethbri on.com Web: h p://www.bethbri on.com
    2017|ISSUE 4|TALKING CARE|OACP|15


































































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