Compassion Fatigue in the Long-term care setting

Compassion Fatigue in the Long-term care setting

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• Background and objectives Compassion Fatigue in Long Term Care- help lessen the burden and offer support to the staff we have in the facility
Objective: to increase permanent staff, bring on local registry staff and travelers to offset the workload of everyone.
To try and increase bonuses for competitive pay.
Hire a nurse recruiter(done) to help staff and recruit for selective hiring
• Organization- Long term care facility, low budget, 5 staff have quit due to refusal to work with covid patients. No bonuses or shift differentials. 99 bed facility Brighton Place in San Diego, its running at 75% capacity due to COVID-19.
• Project objectives- to help lessen the burden to staff during this pandemic, bring in help, retain and recruit new staff through selective hiring. Staff with acuity vs number
• Reason for project- Compassion Fatigue has been running rampant for the past year due to the pandemic
• Issues and documented need- 5 staff have quit, facility does not close, administration has had to come in and work shifts to stay within regulations.
• Expected results-Attain more staff, lessen the burden, allow for time off. Decrease sick calls.
• Approach -Developed a staffing model which is based on acuity, put in place a new sick call policy to ensure everyone is aware when the facility is working short staffed and we can try to accommodate this.
• Detail scope of the project- Because of the increased sick calls, 3-4 per week, staff is working short staffed which is taking a toll on the staff. The pandemic is not helping the situation, the stigma and fear of the disease, 5 R’ s have quit. Facility is trying to recruit and attain staff. Biggest obstacle is financial, the facility does not want to pay differentials or bonuses. We have been able to pay a 3$ differential for crisis pay on the COVID-19 unit.
• Implementation process with tasks
• Summary of findings- The process received a lot of push back because nobody likes to change. It is working, sick calls are down because of the better staffing. Nurses are not as overwhelmed. It is still a work in progress. We are still lobbying for more money for staff.
• Recommendations (based on key findings and issues)- Keep pushing through, I feel it is on the verge of working.
• Application of results- Staffing model based on acuity, new policy for call ins, resources (local) given for compassion fatigue. More staff available on certain days for admissions and discharges and as resources.
• Implications for research, practice, policy- Compassion fatigue is on the rise, even in LTC, LTC facilities are starting to take covid overflow patients from the hospital. Staffing by acuity makes sense, not all patients have the same treatments and have the same issues. The call-in policy was not streamlined, a new policy was put out, administration, charge nurse, and staff recruiter are aware of when someone calls in, a list of people who want overtime is gone to first, then to local registries then offer OT to staff on premises and then administration on call. It is placed on a census sheet where the assignments are done. Mass emails and texts go out to ask for additional staff.

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