Why choose a not-for-profit retirement community and nursing center?

The following is taken from “Aging Services, The not-for-profit difference,” published by AAHSA, 2007

Our not-for-profit responsibility

As members of the American Association of Homes and Services for the Aging (AAHSA), Wesley Homes and other not-for-profit retirement communities in Washington have adopted the Quality First initiative. The values outlined in this initiative guide our work, providing an example to our aging-services organizations and motivating us based on the following ideals:

  • Quality that people can trust.

  • Services people need, when they need them, in the place they call home.

  • Dignity of all persons at every stage of life.

  • Mission-driven, not-for-profit values.

  • Advocacy for the right public policy, for the right reasons.

  • Leadership through shared learning.

 Mission-driven values 

Not-for-profit organizations manage their financial resources in accordance with their missions. Many of these housing and service providers were founded by faith-based and civic groups of rich tradition, and their long-standing values are reflected in their governance and management.

 

They are not driven by a daily pressure to increase their “bottom line” for owners, investors or shareholders. The pressure to make a profit is felt the most by the consumer, due to an inevitable array of cost-cutting reductions in staffing, services, supplies and overall quality.

 

Quality, not earnings, is the barometer of a not-for-profit organization’s efforts. All proceeds in a not-for-profit are reinvested in improving the physical environment, serving more people, offering more and better accommodations and services and, ultimately, fulfilling the organization’s mission.

 

Many not-for-profit aging-services organizations have existed in the same communities for generations, offering a stability that fosters peace of mind for both older Americans and their families.

 Quality Care

Not-for-profit organizations are mission focused to provide the highest quality and most compassionate care to those they serve…and they are succeeding. Research confirms that:

A.      Not-for-profit nursing homes have more nursing staff than for-profits[1]:

a.       Residents receive 6.1% more hours per day of licensed practical nurse care.

b.      Residents receive 10.4% more hours per day of certified nursing assistant care.

c.       Residents receive 37.2% more hours per day of registered nurse care.

d.      Residents receive 22% more hours per day of care from other licensed staff.

B.      29% of skilled nursing patients in not-for-profit facilities were discharged home within 30 days versus only 19% in for-profit facilities[2]

C.      Not-for-profit nursing homes have significantly fewer total and serious deficiencies than for-profit homes[3]

  Accountability

Not-for-profit organizations are accountable to voluntary boards of directors, who donate their time and talent to ensure that ethical management, financial integrity and quality services are maintained.  Not-for-profit finances are always open for public inspection; with such information readily available on the Internet, the information is literally at our fingertips.

 

Volunteer board members also have their fingers on the pulse of evolving local community needs, thereby bridging internal and external communities. Not-for-profits have a responsibility to be active, contributing members of their localities. Social accountability opportunities and measures continually help not-for-profits not only to identify but also to exercise leadership in meeting local community needs.

 

We all desire compassionate, knowledgeable and dedicated staff overseeing the needs of our loved ones.  Not-for-profit organizations recognize that staff satisfaction and commitment are related to having sufficient numbers of staff, fair wages and benefits, flexibility when needed, continuing education/growth opportunities and an environment of respect.

 


[1] CMS Data. 2007. National Nursing Home Survey.

[2] “Understanding Temporal Change in and Factors Associated with SNF Rates of Community Discharge and Rehospitalization.” June 2007. Andrew Kramer, Theresa Eilertsen, Glenn Goodrich, Sung-joon Min. University of Colorado at Denver and Health Sciences Center.

[3] “Quality of Care in Nursing Homes: An analysis of Relationships Among Profit, Quality, and Ownership,” (Table 2). 2003. Medical Care,  Volume 41, Number 12, pp1318-1330.