Competence Profiles for Learning Supporters in Elderly Care (ComPro)

Requirements Analysis-Results and Findings

City of Espoo

Learning supporter: Sirpa Kotsalo, Taavinkoti Nursing Home

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Taavinkoti Nursing Home Taavinkoti Nursing Home

• Community care principle

• 44 residents and 34 employees

• 10 beds reserved for dementia care, 6 beds for short term care, 28 beds for long term care

• Resident assessment instrument (RAI) in care planning and evaluation

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Taavinkoti personnel structure

• 1 head nurse

• 1 nurse practitioner

• 1 health centre assistant

• 7 registered nurses

• 20 practical nurses

• 4 technical assistants

• of these, 28 are personally involved in providing care for the residents

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Implementation 1/2

• Individual competence survey for personnel using the entry survey form, and group development discussions by cluster.

• Competence required to fulfil development and training needs identified in the survey to be acquired within the City of Espoo organization and as outside training.

• Existing expertise in the workplace community to be utilized on the basis of the survey. Planning and assessment of how to share this expertise.

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Implementation 2/2

• The purpose is to provide the head nurse with a concrete model and tool for expertise and quality control management in a large workplace unit.

• The aim is to ensure continuous learning at work, personnel development and transfer of tacit knowledge. This translates into high-quality care work as testified to in client feedback.

• Team leaders appointed to support the care work.

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Team leaders

• Trained as registered nurses

• Participate personally in care work in two shifts (Mon to Fri).

• Duties: must be accessible; training, induction, coaching, supervising; ensuring the practical quality of care work; ensuring personnel development in clinical duties

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Team leaders

• Responsible for ensuring that 22 employees contribute to high-quality long-term institutional care.

• Must have sufficient authority to take independent decisions in changing situations. By mutual agreement, the head nurse can authorize and empower the team leaders as required.

• Head nurse and team leaders have a weekly meeting for planning a uniform, high-quality and goal-oriented approach to the work of the unit.

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Group discussions 1/2

• Preparatory survey and personal development plan form given to each employee 2 weeks before the group development discussions (preliminary material).

• The forms are to be filled in during working hours within one week.

• Employees return the preparatory survey and personal development plan form to the head nurse, who prepares an anonymous summary for the group discussion.

• The purpose of the group development discussion is to outline cluster-specific goals and expertise charts.

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Group discussions 2/2

• In addition to the group discussion, any employee can request a private development discussion.

• The group discussions always involve the entire personnel of a cluster: the technical assistant, the 4-7 practical nurses and the 2-3 registered nurses. A cluster has a multi-discipline personnel structure, and each professional group has its own responsibilities. Joint planning can combine these into high-quality, resource-oriented and comprehensive care work for the benefit of our residents.

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Timetable• April 13, 2007 Meeting with the acting head of expertise development of

the City of Espoo to discuss the City administration instructions for group development discussions in workplace units and the implementation of the competence survey in accordance with the City objectives.

• April 17, 2007 Proposal submitted to the head of the long-term care centre and the service manager of the Taavi service unit for establishing posts for team leaders at Taavinkoti.

• June 19, 2007 Adapting the forms for the purposes of Taavinkoti.

• July 19, 2007 Piloting the entry survey form with three registered nurses, three practical nurses and two technical assistants.

• July 20, 2007 Analysing how well the form works.

• November 2007 Group development discussions by cluster.• Employees prepare personal development plans.

• Spring 2008 Providing training• Assessment discussions by cluster on learning and development.