Family Councils in Nursing Facilities: Strategies for Effective Participation

Abstract

This article provides an overview of the role of family councils. The contributions of the three groups that play a significant role in the development and support of family councils, relatives and friends of the facility's residents, facility administration and staff, and local advocacy organizations, are discussed. The role of the staff advisor, generally the facility social worker, is a major key to a successful council. Barriers that impede family council success are identified, and strategies that improve effectiveness are presented. Family councils play an important part in improving the quality of lives of long-term care residents.

‘It’s Like Chicken Talking to Ducks’ and Other Challenges to Families of Chinese Immigrant Older Adults in Long-Term Residential Care

“…Accordingly, this study first explores the extent to which family members who regularly visit Cantonese-speaking residents in two LTRC facilities in BC understand and utilize Family Councils. Studies with ‘mainstream’ residents show that family participation in Family Councils increases family inclusion in decision-making that is reflected in improvements in the quality of care of the residents as well as their quality of life (Persson, 2008; Whyte, 2012). Secondly, then, we sought to explicate how the residents and family carers interviewed perceived these two indicators of quality, and how these perceptions corresponded with their views on Family Councils.…”

A Phenomenological Study of the Work Environment in Long-Term Care Facilities for the Older Adults

“…However, in this study, a couple of issues revealed a major limitation of the management support system-the obvious lack of an LTC vision and strategic plan, including a plan to develop long-term strategies to attract new entrants. For one thing, the management tended to focus more on reactive support (e.g., dealing with "difficult family members") instead of proactive support (e.g., developing more family-oriented care philosophies and policies) as well demonstrated in previous studies (Baumbusch & Phinney, 2014;Curry, Walker, Hogstel, & Walker, 2007;Hamann, 2014;Persson, 2008). For another, the management effort to help staff with the "development of potentialities" had little to do with career development and, thus, could hardly attract new entrants.…”