Green House Blog

Collaborating for a “Sustainable” Future

The future demands that we work together to create viable and sustainable programs.  The world is a dynamic and ever-changing place, with an imperative to do more with less.  In order to achieve these outcomes, the charge is there to innovate and collaborate—pooling our resources and strengths, to evolve our communities. 

Recently, in New Orleans, The Green House Project team had two different opportunities to interact with thought leaders who are impacting the future.  First, we participated in  a round table discussion with Strategic Development Partners, where we joined a diverse group from healthcare, education and finance to contemplate the vision for sustainable, livable communities.  Next, during the AHCA-NCAL Independent Owners conference, the focus on quality as an economic imperative, sparked many substantive conversations about the role The Green House Project can play in long term care innovation.

 The concept of sustainable development was a continuing theme throughout the week,  but what does “sustainable” mean in this context?  The United Nations 2005 World Summit Outcome Document refers to the “interdependent and mutually reinforcing pillars” of sustainable development as economic development, social development, and environmental protection. By investing in local culture and shifting thinking from “who are you building it for“, to “who are you building it with”, the potential is there to create value and a perpetuating impact for the community.

Through an initiative on quality, AHCA CEO, Mark Parkinson, imparted that to survive in this changing health care environment, providers need to diversify and adapt.  Sustainability is multi-fold, in order to be financially viable, the organization must have a keen focus on quality.  Parkinson said, “Quality is not just the right thing to do, it is an imperative to survive and be reimbursed in the future”.  AHCA is focusing on hospital readmissions, anti-psychotic drugs, staff retention and resident satisfaction as benchmarks to determine quality.    

The time in New Orleans, taught The Green House Project team many lessons about sustainability.  To survive and thrive, there must be a focus on the social, financial and environmental impact of innovation.  Ongoing benchmarking and data collection is necessary to ensure that there is an evidence base for the good work that is being done, and that our resources are being used effectively.  Most importantly, sustainable development requires participative discussion, and inclusion of many different stakeholders.  By bringing those “interdependent and mutually reinforcing pillars” to the table, the end product has the power to create that integrated force for success!

Collaborating for a "Sustainable" Future

The future demands that we work together to create viable and sustainable programs.  The world is a dynamic and ever-changing place, with an imperative to do more with less.  In order to achieve these outcomes, the charge is there to innovate and collaborate—pooling our resources and strengths, to evolve our communities. 

Recently, in New Orleans, The Green House Project team had two different opportunities to interact with thought leaders who are impacting the future.  First, we participated in  a round table discussion with Strategic Development Partners, where we joined a diverse group from healthcare, education and finance to contemplate the vision for sustainable, livable communities.  Next, during the AHCA-NCAL Independent Owners conference, the focus on quality as an economic imperative, sparked many substantive conversations about the role The Green House Project can play in long term care innovation.

 The concept of sustainable development was a continuing theme throughout the week,  but what does “sustainable” mean in this context?  The United Nations 2005 World Summit Outcome Document refers to the “interdependent and mutually reinforcing pillars” of sustainable development as economic development, social development, and environmental protection. By investing in local culture and shifting thinking from “who are you building it for“, to “who are you building it with”, the potential is there to create value and a perpetuating impact for the community.

Through an initiative on quality, AHCA CEO, Mark Parkinson, imparted that to survive in this changing health care environment, providers need to diversify and adapt.  Sustainability is multi-fold, in order to be financially viable, the organization must have a keen focus on quality.  Parkinson said, “Quality is not just the right thing to do, it is an imperative to survive and be reimbursed in the future”.  AHCA is focusing on hospital readmissions, anti-psychotic drugs, staff retention and resident satisfaction as benchmarks to determine quality.    

The time in New Orleans, taught The Green House Project team many lessons about sustainability.  To survive and thrive, there must be a focus on the social, financial and environmental impact of innovation.  Ongoing benchmarking and data collection is necessary to ensure that there is an evidence base for the good work that is being done, and that our resources are being used effectively.  Most importantly, sustainable development requires participative discussion, and inclusion of many different stakeholders.  By bringing those “interdependent and mutually reinforcing pillars” to the table, the end product has the power to create that integrated force for success!

The Green House Project at AHCA Independent Owners Conference in New Orleans

The Green House Project is looking forward to the opportunity to participate in the  AHCA-NCAL Independent Owners Conference. The Green House Project is a radically new, national model for skilled nursing care that returns control, dignity and a sense of well-being to elders, their families and direct care staff. In the Green House model, residents receive care in small, self-contained homes organized to deliver individualized care, meaningful relationships, and better direct care jobs through self-managed team of direct care staff working in cross-trained roles. Green House homes meet all state and federal regulatory and reimbursement criteria for skilled nursing facilities. Recent research shows that Green House homes significantly improve quality of life and care, create better direct care jobs, cost the same or less to operate than traditional nursing homes, and save the healthcare system costs associated with avoidable hospitalizations and pressure ulcers.
Come See Us
1) Sponsor table: information and resources about our latest research, our partners and the growth of this initiative
2) Conference Session: Thursday, March 15 at 3:00p, Speakers: Robert Jenkens, The Green House® Project and John Ponthie, Summit Health Resources
Come and listen to a successful Green House® provider tell of his experiences in developing and operating a Green House® and learn about the following: 1) Consumer demand for Green House® based on surveys and focus group testing; 2) Financial viability of Green House® projects, including operating results, comparative business cases, and adopters’ experiences; and 3) The workflow of direct-care, clinical, and leadership staff and its impact on outcomes, operational efficiency, optimal resource allocations, and worker satisfaction.
3) IPad App: Search GHP in the App Store, to download the app and explore this evidence-based model and its proven financial, clinical and regulatory success