Implementation of the Better Jobs Better Care Demonstration: Lessons for Long-Term Care Workforce Initiatives

Autor/inn/en	Kemper, Peter; Brannon, Diane; Barry, Teta; Stott, Amy; Heier, Brigitt
Titel	Implementation of the Better Jobs Better Care Demonstration: Lessons for Long-Term Care Workforce Initiatives
Quelle	In: Gerontologist, 48 (2008), S.26-35 (10 Seiten) PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0016-9013
DOI	10.1093/geront/48.Supplement_1.26
Schlagwörter	Health Services; Health Personnel; Recruitment; Labor Turnover; Public Policy; Program Implementation; Demonstration Programs + Suchen Sie Ihr Suchwort? Health service; Gesundheitsdienst; Gesundheitswesen; Medizinisches Personal; Recruiting; Rekrutierung; Öffentliche Ordnung
Abstract	Purpose: Better Jobs Better Care (BJBC) was a long-term care workforce demonstration that sought to improve recruitment and retention of direct care workers by changing public policy and management practice. The purpose of this article is to document and assess BJBC's implementation, analyze factors affecting implementation, and draw lessons from it for other long-term care workforce initiatives. Design and Methods: We analyzed qualitative data from project work plans and progress reports, and notes from telephone and in-person interviews with project staff, coalition stakeholders, and state policy experts. We abstracted the data, categorized it, and summarized it by state in matrices for analysis. Results: The five BJBC projects did implement their demonstration plans. Factors that affected project implementation included having demonstration resources; strong, stable leadership; strong coalitions that included key stakeholders; a neutral lead agency; clear goals; effective process; and a favorable state history and context. Implications: BJBC demonstrated that recruitment and retention is a long-term care industry problem, not just a nursing home problem. Future initiatives should: recognize that workforce policy and management practice change is difficult and takes time, obtain funding, develop strategies specific to the state history and context, engage key stakeholders, and develop relationships among stakeholders. (As Provided).
Anmerkungen	Oxford University Press. Great Clarendon Street, Oxford, OX2 6DP, UK. Tel: +44-1865-353907; Fax: +44-1865-353485; e-mail: jnls.cust.serv@oxfordjournals.org; Web site: http://gerontologist.oxfordjournals.org
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10