HJNO Nov/Dec 2024

HEALTHCARE JOURNAL OF NEW ORLEANS I  NOV / DEC 2024 65 Daphne H. Dominguez, EdD Assisted Living Administrator Lambeth House When designing a training program for ADLs and IADLs, it’s important to first de- fine these terms. ADLs refer to essential, everyday tasks such as ambulating, feed- ing, dressing, and personal hygiene, which healthy individuals typically perform in- dependently. Staff must be trained to as- sess residents’ needs, as research shows that monitoring these tasks helps identify health problems and track prognosis. A daily checklist is an effective way to moni- tor routines and changes in residents’ con- ditions. IADLs, on the other hand, involve more complex activities like managing fi- nances, transportation, meal preparation, and communication. 3 A robust person- centered care plan should incorporate both ADLs and IADLs, with regular assess- ments conducted within 30 days of ad- mission to a senior living community and every 90 days thereafter, or when there is a significant change in a resident’s health status. Tools such as the Katz Index of In- dependence in Activities of Daily Living and the Lawton IADL Scale can serve as valuable resources for implementing these assessments. 4,5 Commitment to providing high-quality care in senior living environments hinges on more than just policies and proce- dures — it requires the dedication of a well- trained, empowered staff. When caregiv- ers are equipped with the right skills and a deep understanding of both ADLs and IADLs, they are not merely performing tasks but contributing to a holistic ap- proach that fosters dignity, respect, and personalized care for each resident. By embedding person-centered training into the fabric of daily practice, senior living communities ensure that quality care is not a distant goal, but a lived reality day in and day out. This approach ultimately en- hances not only the physical well-being of residents but also their emotional and so- cial quality of life. The ongoing investment in staff development is essential for main- taining these high standards, creating an environment where quality care becomes the foundation of everything we do. n REFERENCES 1 Culross, B.; Cramer, M.E.; Terry, S. “Strengthen- ing Nurse Leadership in Long-Term Care: A Case Study. Geriatric Medicine and Gerontology 4, is- sue 3 (2018). DOI: 10.23937/2469-5858/1510051 2 Grimani, A.; Gotsis, G. “Embracing Inclusive Leadership for Collaborative Healthcare Work Environments: Fostering Wellness in Ambivalent Situations.” The Palgrave Handbook of Fulfill- ment, Wellness, and Personal Growth at Work, ed. Marques: 209-229. Palgrave McMillan, 2023. 3 Edemekong, P.F.; Bomgaars, D.L.; Sukumaran, S.; et al. Activities of Daily Living. In StatPearls, June 26, 2023. PMID: 29261878 4 Katz, S. “Assessing self-maintenance: activities of daily living, mobility, and instrumental activi- ties of daily living.” Journal of the American Ge- riatrics Society 31, 12 (December 1983):721-727. DOI: 10.1111/j.1532-5415.1983.tb03391.x 5 “Lawton-Brody Instrumental Activities of Daily Living Scale.” In “Try This: Best Practices in Nurs- ing Care to Older Adults.” The Hartford Institute for Geriatric Nursing, issue 23 (Revised 2007). https://geriatrictoolkit.missouri.edu/funct/Law- ton_IADL.pdf program designed for registered nurses (RNs) working in long-term care settings in the Midwest. 1 Faculty from a regional academicmedical center collaboratedwith 13 community business leaders to address concerns about nursing home care qual- ity. After raising $250,000 and securing additional grant funding, the program en- rolled 114 registered nurses into a 10-week leadership academy. The course covered competency standards and showed mea- surable improvements in the participants’ ability to provide high-quality care for older adults. Moreover, many participants not only enhanced their competence and confidence but also pursued higher aca- demic degrees, further strengthening their leadership roles and professional growth. While not every senior living communi- ty has the resources to implement such an extensive leadership program, developing a well-structured training initiative can be a good starting point. In Louisiana, for in- stance, training on person-centered care, including ADLs and IADLs, is mandated. Person-centered care, which is rooted in empathy, respect, dignity, and individual- ized attention, should be the cornerstone of any training. In the aftermath of the global pandemic, this approach must also incorporate compassion, resilience, and the perseverance to meet evolving health- care needs. 2 “When caregivers are equipped with the right skills and a deep understanding of both ADLs and IADLs, they are not merely performing tasks but contributing to a holistic approach that fosters dignity, respect, and personalized care for each resident.”