Leaders and Servants: Presenting the LeadingAge Awards Winners for 2014
July 28, 2014 | by Deborah Cloud
We celebrate the winners of this year’s LeadingAge Awards.
We celebrate the winners of this year’s LeadingAge Awards.
LeadingAge members take service seriously, so it’s no surprise that the winners of LeadingAge Awards harness all of their best characteristics—compassion, creativity, persistence and a love for people—into serving their residents and clients, their employees and their communities. Join us in honoring the 2014 LeadingAge Awards winners.
Kay Kallander’s contributions to cultivating future leadership in the field of aging services are unparalleled. At the national, state and organizational level, Kay has been a part of the development of premier leadership programs in our field. She helped to shape the LeadingAge Leadership Academy from the beginning and became its first lead coach. Using the tenets of the national program, she then led development of LeadingAge California’s EMERGE program and is its lead facilitator.
Kay believes that cultivating leadership talent is an intentional process with multiple paths. To that end, she initiated Leadership ABHOW in her own organization. It is a now a model for in-house leadership development in aging-services organizations.
A born mentor, Kay consistently motivates others to “give back” to the field through involvement in their associations and urges the boards of these associations to intentionally include the emergent leaders. LeadingAge honored Kay with the Dr. Herbert Shore Outstanding Mentor Award in 2008. Her profound impact on creating a pipeline of passionate, committed and talented leaders will be felt for decades.
Seniors’ Resource Center
Seniors' Resource Center (SRC) has been at the forefront of service delivery for older adults in the Denver metro area since 1978. Steadily over the years, its service options have expanded to address an ever-broader range of older adults’ unmet needs.
Through community partnerships, innovative programs and a strong leadership role, SRC makes a measurable difference for thousands of seniors every year. In 2013 alone, SRC served nearly 18,000 individuals in the city, suburbs and rural mountain towns west of Denver. Eighty-five percent of clients have low and fixed incomes. SRC relies on multiple funding streams so people can obtain the services they need. As an example: no senior is denied a ride from SRC’s transportation department due to inability to pay. While many riders contribute through modest donations, all riders travel without a fee. SRC can provide this service because of the support of many individuals, corporate sponsors of special events, foundations and government agencies.
Besides transportation, SRC’s core services include coordinated care management; in-home care; adult day and respite services; and volunteer services. It also has developed the Senior Reach program, an evidence-based collaboration with local not-for-profits providing mental health outreach, as well as a care transition project with a local hospital to reduce readmission rates for older patients.
SRC conservatively estimates that 11% of clients would require long-term care placement without the essential services it provides.
In addition to a generous package of traditional benefits and professional development opportunities, Peconic Landing staff enjoy the Working Wonders program, which encourages a wellness balance in all aspects of life: work, family, body, mind and spirit. It has been recognized by the CARF-CCAC accreditation team and by LeadingAge New York as a best practice.
A volunteer Teamwork Committee plans frequent social activities and trips for employees and their families. At quarterly lunches with the CEO and HR director, an employee from each department is asked, “What do you like about working at Peconic Landing,” and “How can the organization be a better employer?” Employee Town Halls, convened annually to review accomplishments, opportunities and future plans, also serve as open Q&A forums for staff and managers. Orientation of new staff includes an introduction to the “five foot rule.” In Peconic Landing’s culture, when anyone comes within five feet of someone else, he or she makes eye contact and says hello. This simple gesture contributes to an atmosphere of welcome and warmth for staff, residents and visitors alike.
The success of Peconic Landing’s retention culture has led to numerous achievements, including repeated recognition as one of New York’s best places to work; consistently high occupancy rates and resident and staff satisfaction results; perfect state survey results for five years running; and recognition by U.S. News and World Report as one of the country’s best nursing homes.
Since opening in 1991, On With Life has specialized in rehabilitation treatment for individuals living with brain injury. Its “Disorders of Consciousness” (DOC) program is an innovative approach that provides a new model and system of care for adolescents and adults with severe brain injury resulting in low levels of consciousness. This includes individuals in a coma, vegetative state or minimally conscious state.
Until this program began, Iowans with a Disorder of Consciousness could only be served out of state. Documented outcomes show that, from 2000 to 2013, On With Life served more than 200 people admitted to the DOC program. Of those, 76% emerged from their DOC and transferred into traditional rehabilitation.
The treatment needs of a person with a DOC are very complex. On With Life’s clinical team, through years of experience, has identified these complexities and developed a specific model of care to enhance recovery. Because an individual’s low level of consciousness can easily lead to misdiagnosis, accurate, ongoing assessment is vital to successful treatment. On with Life collaborated with national colleagues to develop an instrument now widely used to determine status and progress in the DOC population. In addition, On With Life collects data as part of a collaborative in ongoing research into recovery from Disorders of Consciousness. The executive and clinical team also shares their specialized knowledge in papers, training manual contributions, and conference presentations.
What began in 1991 as the dream of a group of survivors and families faced with rebuilding lives shattered by brain injury is now a nationally recognized leader in brain injury rehabilitation.
With a history of social activism, whose dissertation called on Boston-area ministers to engage in the Civil Rights movement, Hal was struck by the affluence of Asbury residents compared to those in the surrounding neighborhoods.
Beloved Community Initiative began in 2011 after Hal attended a Martin Luther King Day service. The initiative is named after King’s vision of social justice and equality. Hal has brought together a broad group of community organizations, area residents, and Asbury residents and associates to foster understanding and compassion through diversity on many levels—age, race, income and culture. BCI activities have included after-school photography clubs, Earth Day tree plantings; adult and youth mentoring, a dining program, internships for teens; support for a camp for children of incarcerated parents; a veterans’ oral history project; and activities honoring Dr. King’s legacy, to name but a few.
Rev. Hal Garman is a lifelong, tireless minister of social justice who is expanding public perception of the benefits an aging-services organization and its residents can bring to a diverse community.
Volunteers of America
Eden Prairie, MN
Volunteers of America partnered with Training to Serve (TTS) in an initiative to train all staff in VOA’s Minnesota long-term care centers. TTS is a nonprofit organization assisting Minnesota providers of aging services with education and tools to help meet the needs of lesbian, gay, bisexual, and transgender (LGB&T) persons as they age. Every employee in every department, whether management or direct care staff, received customized training based on their position’s needs.
The training has equipped these organizations to provide a more open and accepting environment for LGBT individuals. Each training session resulted in a list of action items for implementation at the long-term care center. Additionally, VOA updated the terminology in its forms and assessments to be LGBT inclusive; acquired photos of same-sex couples for use in marketing materials; obtained resources specific to LGBT older adults; and implemented on-line training modules to be completed by staff upon hire and annually.
United Presbyterian Home
During 37 years at United Presbyterian Home, Michael Moore has been an aging-services leader demonstrating passion and innovation, serving with compassion and integrity, and acting as an advocate, role model and mentor. Leaders of organizations across Iowa and the nation have benefited from Mike’s willingness to share experiences and advise on issues throughout their careers.
Mike takes seriously the mentoring and development of tomorrow’s leaders. He was instrumental in creating LeadingAge Iowa’s leadership development program, EMERGE, to make leadership training more accessible to emerging aging-services leaders. Since the program’s inception in 2010, five of his staff have become graduates. When Mike’s employees share their experiences working with him, they emphasize how he does not micromanage or dictate. Instead, he fosters an environment of learning in which ideas can be freely shared; advancement of each individual’s education and skills is encouraged, and implementation of innovative ideas is supported.
Mike Moore is known for his passion, insight, innovation, business savvy and vast network of colleagues across the country. Those who know him well understand that Mike takes the greatest pride in helping others grow.
In 2013 the Institute reached 745 senior-living communities implementing MLIA-designed programs; 1,000 professionals in online courses; and nearly 3,500 older adults and health care providers in research and educational programs. Beyond the senior-living field, the Institute’s research and education endeavors have touched the lives of thousands of working family caregivers in 12 countries.
The Mather LifeWays Institute on Aging is not only advancing Mather LifeWays’ mission of creating Ways to Age Well, but also is helping many others realize their own, similar missions.
Lutheran Social Services, Inc.
A multifaceted provider of senior services, Lutheran Jamestown is dedicated to helping adults plan ahead and connect to resources so they will age well. Its aim is to build trust with seniors and their families before they are in crisis.
Top public trust initiatives have included: